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FEDERAL//STATE OF THE SECTOR AIA, then executive president and managing principal of McKissack’s Washington office says, “Selection was based on qualifications and price. We were fortunate to have people at McKissack who had worked on the World War II Memorial. We didn’t have anyone [on the MTTG team] who had not done a project of national significance on the Mall.” Condit, who now serves on the firm’s board of directors, points out another important selection criterion: Past performance navigating the approvals process. All of MTTG’s subs, on both the design and the construction side, had appeared before NCPC and CFA in the past, many on memorial projects. Landscape architect Sheila Brady, FASLA, of Oehme, van Sweden & Associates (OvS) is a prime example of the kind of sub-consultant the team sought out. The Washington-based firm was the landscape architect for the WWII Memorial and Brady served as the principal-in-charge on that project, appearing before NPS, CFA and NCPC many times. Jackson praised OvS’s response when the commission raised concerns about the trees specified for the site. Not only did the firm completely revise the plan for the tree canopy but also, Jackson says, they were able to “Embrace the change and sell it to Fine Arts.” OvS knows the drill and, to a certain extent, can anticipate what CFA may or may not want. Whatever momentary frustration results from the approvals process, Brady, like other MLK team members, takes the long view. Of her numerous encounters with CFA over the years, she says, “Looking back, you realize how necessary the process is. They make such valid comments. After all, these are brilliant people you are interacting with.” POST-AWARD STEPS The project award was announced by the Foundation in early June 2007. MTTG’s proposal established a 20-month construction schedule. If the Memorial was to open on the 48th anniversary of King’s famous speech, then the design phase would have to receive final approval by the fall 2009. When the Interior Department issued the construction permit on October 29, 2009, McKissacks’s Lisa Anders took on the responsibility of ushering the design-build team through the construction phase. She made unifying the members of the joint venture a top priority. “We were four different firms with four corporate cultures. We needed to look at this project as an MTTG project,” Anders says. With 20 years of construction management experience behind her, she set the tone by branding everything from trailers to shirts with MTTG and consistently emphasizing that, “When we are here on this job we are MTTG and we work like one company.” “In order to design-build successfully you have to foster great relationships between owner, designers, contractors and subs,” Anders says. “Everyone must work together with the same goal in mind. According to Anders, the constant reminder of King’s values— justice, democracy and unity—helped the team put aside differences and ‘function seamlessly.’ 14 summer//2011 the quarterly publication of the design-build institute of america

Table of Contents for the Digital Edition of IQ Summer 2011: The Federal Issue

IQ Summer 2011: The Federal Issue

IQ Summer 2011: The Federal Issue - (Page Cover1)
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