APPENDIXES

TABLE E-2:
ESTIMATED CAPITAL COSTS-ALTERNATIVE 1
FY 1998 Costs
Action/Facility Belowground Construction Method Gross Construction Cost Advance and Project Planning Cost Total Cost
COMPREHENSIVE DESIGN
Install eight pedestrian entryways (same as proposed plan). 5,286,000448,0005,734,000
Conduct site work (same as proposed plan). 53,074,0004,498,000 57,572,000
HOME AND OFFICE OF THE PRESIDENT
Executive Residence
First family indoor recreation space:
Construct new belowground facilities as part of West Executive Ave. complex (3,000 sq ft) cut/cover 2,124,000180,0002,304,000
Onsite storage:
General storage for frequently used items - Construct as part of West Executive Ave.
belowgrade facilities (10,000 sq ft)
cut/cover 4,720,000 400,000 5,120,000
Fine and decorative arts-Remodel existing space within Executive Residence or Immediately adjacent (2,000 sq ft; same as proposed plan) 1,770,000150,0001,920,000
Executive Office Support Functions
Parking facilities for motorcades, diplomatic and business visitors, and staff:
* Northside-Construct two belowground levels, 290 vehicles (same as proposed plan) cut/cover 20,053,000 1,699,000 21,752,000
Eastside-Construct two belowground levels:
Level 1:90vehicles
Level 2:80vehices
.170vehicles
cut/cover 11,755,000 996,000 12,751,000
* Ellipse-Construct two belowground levels(same as the proposed plan):
Level 1:350vehicles
Level 2:500vehices
.850vehicles
cut/cover 58,776,0004,981,00063,757,000
Delivery facility: Construct facility as part of east parking facility-loading docks for minimum of three trucks cut/cover873,00074,000 947,000
Belowground pedetrian/vehicle service corridors:
* NEOB to northside garage- pedestrians/vehicles (same as proposed plan) tunnel under townhouses; cut/cover on Jackson Pl. 8,852,000750,0009,602,000
* Northside garage to West Executive Ave facility - pedestrians (same as proposed plan) cut/cover 3,427,000290,0003,717,000
* OEOB to Treasury - pedestrians (same as proposed plan) cut/cover; tunnel under north portico 28,556,0002,420,00030,976,000
* East parking facility to Treasury Building- moving walkway and separate lane for electric service vehicles (320' corridor, 15' high x 30, wide) cut/cover 6,853,000581,0007,434,000
Ellipse garage to visitor center (200' corridor, 16' high x 20' wide) cut/cover;tunnel under E St. 2,856,000242,0003,098,000
Ellipse garage to northwest Ellipse (same as proposed plan) cut/cover 6,711,000569,0007,280,000
Meeting/conference space:
Construct West Executive Ave. belowground meeting facility:
* Lobby-1,000 sq ft (same as proposed plan) cut/cover 620,00052,000672,000
* Conference rooms-6,000 sq ft (same as proposed plan) cut/cover 5,310,000450,0005,760,000
News media facilities:
Replace uses on the upper/lower levels of the west colonnade:
* Construct new presidential briefing room, press offices, work space, storage, vending room and restrooms (2,400 sq ft) . 1,501,000127,0001,628,000
* Add new space for lobby, larger briefing room, additional storage, offices and work spaces, interview rooms, lounge, and elevators/stairs (8,500 sq ft; 10,900 sq ft total) 5,316,000450,0005,766,000
VISITOR USE AND SERVICES
Visitor Center and Museum
Northeast Ellipse:
Construct visitor center and museum on two levels belowground-arrival/welcoming, theaters, museum, sales, offices, educational rooms/labs, restrooms, circulation and electrical/mechanical (33,000 sq ft/level; 66,000 sq ft total; 180' x 185' footprint)cut/cover 66,198,0005,610,00071,808,000
White House Tour Facilities
White House access:
Construct a belowground pedestrian corridor from the visitor center to White House visitor entrance building-moving walkways, separate walking lane, and parallel emergency exiting corridor (700' corridor, 15' high x 30' wide) cut/cover 14,992,0001,271,00016,263,000
White House visitor entrance building: Remodel to accommodate escalator, elevator, and stairs from the belowground pedestrian corridor .1,440,000122,0001,562,000
TRANSPORTATION
E Street:
Convert to four general traffic lanes, two lanes each direction; no separate access lane for official White House traffic, no cost included for right-of-way acquisition. .4,012,000340,0004,352,000
E Street pedestrian underpass:
120' corridor, 10' high x 20' wide tunnel1,713,000146,0001,859,000
SITE MANAGEMENT AND OPERATIONS
Maintenance facility:
Develop a facility as part of the Ellipse parking facility (4,000 sq ft; same as proposed plan) cut/cover 1,180,000100,0001,280,000
Total. 317,968,000 26,946,000 344,914,000

NOTE: Parking would be provided for employees who must respond within a certain amount of time. For other employees, there would be no costs to the government for leasing parking on an interim basis pending the completion of the Ellipse parking facility; in accordance with federal policy, these costs would be paid byindividual employees.

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Appendixes

TABLE E-3:
ESTIMATED CAPITAL COSTS-ALTERNATIVE 2
FY 1998 Costs
Action/Facility Belowground Construction Method Gross Construction Cost Advance and Project Planning Cost Total Cost
COMPREHENSIVE DESIGN
Install eight pedestrian entryways (same as proposed plan). 5,286,000448,0005,734,000
Conduct site work (more extensive than under as proposed plan). 64,650,0005,478,000 70,128,000
HOME AND OFFICE OF THE PRESIDENT
Executive Residence
First family indoor recreation space:
Same as the proposed plan cut/cover 2,124,000180,0002,304,000
Onsite storage:
General storage for frequently used items - Construct as part of West Executive Ave.
belowgrade facilities (10,000 sq ft)
cut/cover 4,720,000 400,000 5,120,000
Fine and decorative arts-Remodel existing space within Executive Residence or Immediately adjacent (2,000 sq ft; same as proposed plan) 1,770,000150,0001,920,000
Executive Office Support Functions
Parking facilities for motorcades, diplomatic and business visitors, and staff:
* Westside parking garage - two levels belowground south of OEOB
Level 1:155vehicles
Level 2:135vehices
.290vehicles
cut/cover 20,053,000 1,699,000 21,752,000
Delivery facility: Provide minimum of three loading docks as part of westside parking facility Construct facility as part of east parking facility-loading docks for minimum of three trucks cut/cover873,00074,000 947,000
Belowground pedetrian/vehicle service corridors:
* OEOB to Treasury - pedestrians (same as proposed plan) cut/cover; tunnel under north portico 28,556,0002,420,00030,976,000
* Westside parking facility to West Wing (100', with moving walkways; 15' high x 30' wide) cut/cover 2,142,000182,0002,324,000
Meeting/conference space:
Construct as part of West Executive Ave. belowground complex:
* Lobby-1,000 sq ft (same as proposed plan) cut/cover 620,00052,000672,000
* Conference rooms-6,000 sq ft (same as proposed plan) cut/cover 5,310,000450,0005,760,000
News media facilities:
Select one of the following options:
* Upgrade existing upper/lower levels of west colonnade (2,400 sq ft total) .1,133,00097,0001,230,000
* Upgrade upper level of west colonnade (1,200 sq ft) and construct new belowground space under West Wing Drive (9,700 sq ft; 10,900 sq ft total) cut/cover 6,623,000562,0007,185,000
VISITOR USE AND SERVICES
Visitor Center and Museum
Southwest of Treasury Building:
Construct a new one-level, belowground facility-arrival/ welcoming, museum, sales, theaters, offices, educational rooms/labs, restrooms, circulation and eiectrical/mechanical (40,000 sq ft total); visitor access directly into White House visitor entrance buildingcut/cover 37,760,0003,200,00040,960,000
White House Tour Facilities
White House visitor entrance building:
Remodel to accommodate escalator, elevator, and stairs from the belowground pedestrian corridor .864,00073,000937,000
TRANSPORTATION
E Street:
Tunnel as a four-lane roadway, entrance portals midblock between 14th and 15th Streets on S. Pennsylvania Ave. and between 17th and 18th Streets on E Street; no cost included for right-of-way acquisition. .89,296,0007,568,00096,864,000
SITE MANAGEMENT AND OPERATIONS
Maintenance facility:
Develop a facility at the Commerce Building . 1,180,000100,0001,280,000
Total (with upgraded news media facilities in the west colonnade) 266,337,000 22,571,000 288,908,000
Total (with upgraded and newly constructed news media facilities) 271,827,000 23,036,000 294,863,000
Potential Additional Cost:
Construct an 850-space offsite parking garage for White House staff. 10,523,000892,00011,415,000

NOTE: Parking would be provided for employees who must respond within a certain amount of time. For other employees, there would be no costs to the government for leasing 850 parking spaces; in accordance with federal policy, these costs would be paid by individual employees. If a federal structure was built, employees would be charged a monthly rate for leased parking, as determined by the General Services Administration.

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APPENDIXES

TABLE E-4:
ESTIMATED CAPITAL COSTS-ALTERNATIVE 3
FY 1998 Costs
Action/Facility Belowground Construction Method Gross Construction Cost Advance and Project Planning Cost Total Cost
COMPREHENSIVE DESIGN
Install eight pedestrian entryways. 5,286,000448,0005,734,000
Conduct site work (more extensive than under as proposed plan). 60,689,0005,143,000 65,832,000
HOME AND OFFICE OF THE PRESIDENT
Executive Residence
First family indoor recreation space:
Remodel upper, lower levels of west colonnade (2,400 sq ft). 1,699,000144,0001,843,000
Onsite storage:
General storage for frequently used items - Construct as part of OTS parking facilities (8,000 sq ft) plus under West Executive Ave. (2,000 sq ft) cut/cover 4,720,000 400,000 5,120,000
Fine and decorative arts-Remodel existing space within Executive Residence or Immediately adjacent (2,000 sq ft; same as proposed plan) 1,770,000150,0001,920,000
Executive Office Support Services
Parking facilities for motorcades, diplomatic and business visitors, and staff:
* Northside-Construct two belowground levels
Level 1:100vehicles
Level 2:190vehices
.290vehicles
cut/cover 20,053,000 1,699,000 21,752,000
Additional senior staff parking options:
* Expand northside facility or OTS parking garage (two levels belowground)-same cost
Level 1:100vehicles
Level 2:100vehices
.200vehicles
cut/cover 13,829,000 1,173,000 15,002,000
Delivery facility: Use existing docks at OTS park ing facility (no additional cost) .000
Belowground pedetrian/vehicle service corridors:
* Option: OTS garage to northside garage- pedestrians/vehicles (310', 15' high x 40' wide) tunnel 8,852,000751,0009,603,000
* Option: OTS garage to OEOB-moving walkway with a separate lane for electric vehicle access (150', 15' x 30' wide) tunnel 3,213,000273,0003,486,000
* Northside facility to West Executive Ave.- pedestrians (220' corridor, with moving walkways; 15' high x 20' wide) tunnnel 3,427,000290,0003,717,000
* OEOB to Treasury - pedestrians (same as proposed plan) cut/cover; tunnel under north portico 28,556,0002,420,00030,976,000
Meeting/conference facility:
Construct new belowground meeting facilities in north courtyard of OEOB;
* Lobby (1,000 sq ft; same as proposed plan)cut/cover 620,00052,000672,000
* Conference rooms (6,000 sq ft; same area as proposed plan) cut/cover 5,310,000450,0005,760,000
News media facilities:
Construct new facilities in north courtyard of OEOB
* Presidential briefing room, press offices, work space, storage, vending, and restrooms (2,400 sq ft) cut/cover 1,501,000127,0001,628,000
* Lobby, larger briefing room, additional storage, offices and work spaces, interview rooms lounge, and elevators/stairs (8,500 sq ft; 10,900 sq ft total) cut/cover 5,316,000450,0005,766,000
VISITOR USE AND SERVICES
Visitor Center and Museum
Commerce Building:
Remodel and expand existing visitor center (60,000 sq ft total)-same as proposed plan:
* Remodel Baldrige Hall for arrival and welcoming (13,000 sq ft) .4,218,000358,0004,576,000
* Complete retrofit of lower levels for museum, sales, educational rooms, labs and storage, restrooms (26,000 sq ft)cut/cover, tunnel 18,762,0001,590,00020,352,000
* New construction on lower levels for theaters, circulation and electrical/mechanical (21,000 sq ft) cut/cover 17,346,0001,470,00018,816,000
White House Tour Facilities
White House visitor entrance building:
Select one of following options:
* Pedestrian corridor from visitor center to White House entrance building-moving walkways separate walking lane, and parallel emergency exiting corridor (700' corridor, 15' high x 30' wide) cut/cover, tunnel under streets and Sherman Park 14,992,0001,270,00016,262,000
* Pedestrian underpass at 15th St. with visitors walking on the surface to the entrance building tunnel 1,180,000100,0001,280,000
White House visitor entrance building: Remodel to accommodate escalator, elevator, and stairs directly from the visitor center (only needed if there is a corridor directly to the visitor entrance building remodeling same as alternative 1) .1,440,000122,0001,562,000
SITE MANAGEMENT AND OPERATIONS
Maintenance facility:
Develop a facility, potentially at the Commerce Building . 1,180,000100,0001,280,000
Total
(with White House tour access directly into the visitor entrance building and expansion of northside garage)
219,566,000 18,607,000 238,173,000
Total
(with a 15th St. underpass and visitors walking to the entrance building and expansion of OTS garage)
198,675,000 16,837,000 215,512,000
Potential Additional Cost:
Construct an 650-space offsite parking garage for White House staff. 8,048,000682,0008,730,000

NOTE: Parking would be provided for employees who must respond within a certain amount of time. For other employees, there would be no costs to the government for leasing 650 parking spaces; in accordance with federal policy, these costs would be paid by individual employees. If a federal structure was built, employees would be charged a monthly rate for leased parking, as determined by the General Services Administration.

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APPENDIX F: DETERMINATION OF SITE USE CAPACITY

Site use capacity (or carrying capacity) is the type and level of visitor use a resource can sustain without the long-term preservation of resources or the quality of the user's experience being compromised. The goal is to safeguard the quality of park resources and the quality of visitor experiences, a relationship that is inextricably interrelated.

The concept of capacity, as it relates to visitor use of the White House and other parks, is not so much to identify the numbers of users, but to determine how desired resource and social conditions can be achieved. A site use capacity analysis may or may not specify visitor numbers. If the appropriate resource and social conditions can be measured and maintained, counting visitors is of secondary importance.

Other factors besides use levels affect how resources are protected and the desired visitor experience achieved. These factors include time, money, and design and program changes. For example, the numbers of people visiting the White House can remain the same, but the density can be reduced by extending tour hours. Also, the number and scale of special events held on the Ellipse without creating unacceptable turf conditions is a relationship between the amount of time the site can rest between events and the amount of money spent to mitigate adverse effects. In the case of design and programmatic changes, a well-designed visitor center may alleviate the need to see certain objects in the White House. The exact opposite may occur, when, for example, additional information may cause visitors to seek certain features on the tour, resulting in slower movement and additional crowding.

Resource and experience conditions must be carefully analyzed to determine the site's use capacity and to ensure continued resource protection and quality visitor experiences.

How Is It Done?

The first step in determining capacity is the development of management objectives that specify resource and social conditions. These objectives have already been agreed upon as the desired futures for the White House and President's Park. The next step is to translate these futures into measurable indicators of success.

Next, existing conditions (e.g., types of use, site factors, amount of use) and the impacts associated with these conditions must be analyzed. This component implies an evaluative process where value judgments are made about the appropriateness of various management actions or types of use in context with the acceptability of various impacts.

The management actions needed to achieve desired conditions must be identified, while eliminating actions that are not acceptable. This process requires a continual program of monitoring conditions and evaluating operational effectiveness.

What Remains to Be Done?

Some of the basic steps necessary to define the site's use capacity have been completed. Important resources, use patterns, and visitor use have been mapped, and resource management and visitor experience objectives for the site have been determined. Next, specific resource and visitor experience conditions must be identified to achieve these management objectives.

In respect to protecting the significant resources of the White House and President's Park, the physical capacity (the use limit beyond which unacceptable resource degradation occurs) of each of the site's "zones" (e.g., areas of President's Park or rooms of the White House) must be established. Measurable impact indicators and desired standard conditions for selected resources or experiences provide a means to objectively analyze the site's ability to accommodate varying levels of use. Potential impact indicators include wear on historic materials, use in comparison to

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Appendix F: Determination of Site Use Capacity

building load and code levels, and the schedule of required maintenance and replacement. Standards against which these impacts will be measured will be determined by managers and professional resource specialists.

The definition of quality experiences for visitors often involves value judgments and the understanding that managers can never fully satisfy all visitors. For example, some visitors to the White House will only be satisfied if the president is seen working or moving about the mansion. During recent efforts, such as the NPS Visitor Services Project and public involvement for this plan, general comments indicate that visitors are generally satisfied with the current experience, but the expectations that users brought with them were not identified, nor were the features that contributed to a successful visit. More observations, public feedback, and analysis are required to develop accurate, measurable social or educational conditions for a satisfactory visit. Ideally, this would be undertaken by professional social scientists, knowledgeable of interpretation and visitor experiences, working in concert with site managers and planners. Potential indicators may include the perception of crowding, rooms or objects visible on the White House tour, or information received during the visit.

Once quality indicators and specific associated standards have been established for each area of President's Park, it is important to compare desired conditions to existing conditions. After identifying the probable causes of discrepancies between desired and existing conditions, management strategies to address these discrepancies must be agreed upon and implemented.

Information Needed

Some of the questions below can be answered by stewards of the White House and President's Park. Answers for other questions will require additional professional analysis and observations conducted through the assistance of resource specialists and social scientists.

* What are the acceptable standard conditions that ensure continued cultural and natural resource preservation?

* At what level of use do significant cultural and natural resources become degraded below acceptable standards?

* What constitutes a satisfactory experience for most people visiting President's Park and the White House? What conditions exist when this happens?

* At what level of use does the visitor experience fall below a minimum level of satisfaction? What conditions exist when this happens?

* How is monitoring conducted for the conditions mentioned above?

* What are the possible effects on site use capacity of proposed management actions?

* Is there support for limiting use, if use is found to be impacting significant resources or appropriate visitor expectations and experiences?

An Ongoing Process

The process described above is reiterative in application. It requires the continual monitoring of conditions. Managers can use this feedback to ensure long-term achievement of desired resource and visitor experience conditions, in context of the changes of visitor use patterns, desired visitor experiences, and available resources.

The monitoring of the indicator conditions would be undertaken by site managers, resource specialists, social scientists, and surveyors.

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APPENDIX G WORK GROUP PARTICIPANTS

Desired Futures

Over 80 subject-matter experts participated in eight workshops on October 27-28, 1993, as well as in other meetings, to develop desired futures for the White House and President's Park. The following list of participants is organized by working group.

Resource Conservation and Protection

NPS Group Coordinators: Karen Andrews,
William Patrick O'Brien, Mike Eissenberg
Meeting Date: October 27, 1993

Martha Catlin, Historic Preservation Specialist,
Advisory Council on Historic Preservation
Richard Cote, Collection Manager, U.S. Department of the Treasury
Suzanne Ganschinietz, Architectural Historian,
Historic Preservation Division, District of Columbia
Cathy Gilbert, Historical Landscape Architect,
Pacific Northwest Regional Office, National Park Service
Laura Henley, Archeologist, Historic Preservation Division, District of Columbia
Daniel P. Jordan, Executive Director of
Monticello, Thomas Jefferson Memorial Foundation
Andrea Mones-O'Hara, Regional Historic
Preservation Officer, National Capital Region,
General Services Administration
Betty C. Monkman, Associate Curator, The White House
Rick Napoli, Chief, Executive Support Facility,
White House Liaison, National Capital Region, National Park Service
Mary L. Oehrlein, FAIA, Oehrlein & Associates, Washington, D.C.
Gary Scott, Regional Historian, ProfessionalServices, National Capital Region, National Park
Service

Office Support Services

NPS Group Coordinators: Ann Smith, Richard
Turk
Meeting Date: October 27, 1993

Gary Engelstad, Director, Administrative Operations Division, U.S. Department of the Treasury
Jack Finberg, Acting Director, Division of Planning, National Capital Region, General Services Administration
Comdr. Steven W. Johnson, Special Programs Officer, White House Military Office
John F. W. Rogers, Senior Advisor, Baker Institute of Public Policy, Rice University, Houston, Texas
W. David Watkins, Assistant to the President for Management and Administration, The White House

Security

NPS Group Coordinators: Dennis Strah, Jeff
Garrett
Meeting Date: October 27, 1993

Donald A. Flynn, White House Security Coordinator, Presidential Protective Division, U.S. Secret Service
Robert Humphreys, Civil Engineer, Design Services Division, Professional Services, National Capital Region, National Park Service
C. M. Sgt. Joe Kraus, Security Officer, Special Programs Office, White House Military Office
Capt. James J. McLaughlin, Commander of Special Events and Assistant Commander, Special Forces Branch, U.S. Park Police
James Novak, Security Officer, White House Liaison, National Capital Region, National Park Service
Comdr. Jerry Simmons, USN, White House Communications, White House Military Office
Richard J. Solan, Assistant Division Chief, Planning and Development, Technical Services Division, U.S. Secret Service
Robert G. Thompson, Assistant Division Chief, Technical Support, Technical Security Division, U.S. Secret Service
Ray Zumwalt, Security Consultant, Austin Texas

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Planning Work Group Participants

Special Events

NPS Group Coordinators: Jan Harris, Chris
Schillizzi, Ed Nieto
Meeting Date October 27, 1993

Karin Bacon. Karin Bacon Events Inc., New York City
Benjamin E. Brewer, Jr., FAIA, Gensler and Associates, Houston, Texas
Erin Broadbent, Acting Site Manager, The Mall, National Capital Parks-Central, National Capital Region, National Park Service
Robyn Dickey, Deputy Director, Director of Special Events for the White House, White House Visitors Office (meeting date: October 29, 1993)
Richard Friedmen, Assistant Chief, Uniformed Division, U.S. Secret Service
(]eorge Gerba, Concept Designer, Walt Disney Imagineering, Glendale, California
Mel Poole, Manager, President's Park, White House Liaison, National Capital Region, National Park Service
Richard G. Robbins, Assistant Solicitor (National Capital Parks), Office of the Solicitor, U.S. Department of the Interior
Ann Stock, Social Secretary, The White House (meeting date: November 30, 1993)

Executive Residence

Group Coordinators: Richard Turk, Ann Smith
Meeting Date: November 1993

Susan Ford Bales, Tulsa, Oklahoma
James McDaniel, Associate Regional Director, White House Liaison, National Capital Region, National Park Service
Michael Sansbury, Former Executive Residence Staff, Las Vegas, Nevada
Rex Scouten, Curator, The White House
Gary Walters, Chief Usher. The White House

Official Functions

NPS Group Coordinators: William Patrick
O'Brien, Rick Napoli
Meeting Date: October 28, 1993

Robert C. Alberi, Special Agent, Presidential Protective Division, U.S. Secret Service
John Hamant, Special Events, Colonial Williamsburg Foundation
Dr. Elise Kirk, Musicologist, Catholic University of America, Washington, D.C.
Ambassador Mary M. Raiser, Chief of Protocol, U.S. Department of State (meeting date: November 30, 1993)
Dr. William Seale, Historian, Alexandria, Virginia
Ann Stock, Social Secretary, The White House (meeting date: November 30, 1993)
Gary Walters, Chief Usher, The White House

Visitor Use and Services

NPS Group Coordinators: Chris Schillizi, Jan Harris
Meeting Date: October 28, 1993

Melinda N. Bates, Director, Visitor's Office, The White House
M. J. "Jay" Brodie, Senior Vice President, RTKL Associates, Inc., Washington, D.C.
Conny Graft, Director of Interpretive Education, Colonial Williamsburg
Paul Imbordino, Assistant Special Agent-in-Charge, Uniformed Division, U.S. Secret Service
Dr. Gary Machlis, Cooperative Park Studies Unit, University of Idaho, Moscow, Idaho
Mel Poole, Manager, President's Park, White House Liaison, National Capital Region, National Park Service
Mary Grace Potter, Director of Visitor Information and Associates' Reception Center, Smithsonian Institution
Hugh Sidey, Washington Contributing Editor, Time Magazine
Marie Levin Tibor, Director of Tourism, Washington, D.C. Convention and Visitors Association
Robert W. Weis, Senior Vice President, Walt Disney Imagineering, Glendale, California
Leslie Williams, Special Assistant to the Deputy Assistant Secretary for Administration, U.S. Department of Treasury

Transportation

NPS Group Coordinators: Karen Andrews, Dennis Strah
Meeting Date: October 28, 1993

Charles L. Cummings, Vice President/General Manager, Gold Line/Gray Line, Tuxedo, Maryland

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APPENDIXES

Fred Ducca, Community Planner, Federal Highway Administration, U.S. Department of Transportation
Don Hunt, Principal, BRW, Inc., Denver. Colorado
Ron Kirby, Director of Transportation Planning, Metropolitan Council of Governments
Don Myer, Assistant Secretary, Commission of Fine Arts
Clement L. Nedd, Transit Service Planner, Office of Planning, Washington Metropolitan Area Transit Authority
Donald F. Patrick, C.E., Program Engineer, Federal Lands Highway Office, Federal Highway Administration, U.S. Department of Transportation
George Schoene, Chief, IVHS Operational Tests Division, Federal Highway Administration, U.S. Department of Transportation
John Sorenson, Land Use Planner, Walt Disney Imagineering, Glendale, California
Alan Voorhees, Chairman of the Board, Summit Enterprises Inc. of Virginia

Site Character

NPS Group Coordinators: Jeff Garrett, Mike
Summerlin, Ed Nieto
Meeting Date: October ~X, 1993

John N. Barbara, Architect, Special Programs Office, White House Military Office
Rolf Diamant, Superintendent, Olmsted, Longfellow, and Kennedy National Historic Sites
Alan Fern, Director, National Portrait Gallery, Smithsonian Institution
Reginald Griffith, Executive Director, National Capital Planning Commission
Joseph Kilanowski, Principal Concept Architect, Walt Disney Imagineering, Glendale, California
Sara Amy Leach, Historic Architecture and Building Survey Historian, Historic American Buildings Survey
John G. Parsons, FASLA, Associate Regional Director, Land Use Coordination, National Capital Region, National Park Service
Anne Whiston Spirn, Landscape Architect, Department of Landscape Architecture and Regional Planning, University of Pennsylvania
Patsy Thomasson, Special Assistant to the President for Management and Administration and Dircctor, Office of Administration, The White House
Suzanne Turner, Professor of Landscape Architecture, School of Landscape Architecture, Louisiana State University, Baton Rouge, Louisiana
R. Merrick Smith, FASLA, Landscape Architect, National Park Service

Interpretive Themes Workshop

Workshop Date: March 2, 1994

Melinda N. Bates, Director, Visitor's Office, The White House
Rives Carroll, Enrichment Coordinator, John Eaton School, Washington, D.C.
John Dawson, Director, Facilities Management, Office of Administration, The White House (Previously Historic Preservation Officer, OEOB)
Laura Henley Dean, Archeologist, Advisory Council on Historic Preservation
Rex Ellis, Director, Office of Museum Programs, Smithsonian Institution
Joe Geary, former NPS Interpretive Specialist
Conny Graft, Director of Interpretive Education, Colonial Williamsburg
Paul Imbordino, Assistant Special Agent in Charge, Presidential Protective Division, U.S. Secret Service
Caroline Keinath, Chief of Interpretation, Adams National Historic Site
Paula Mohr, Preservation Specialist, Office of the Curator, Department of the Treasury
Lt. Jeff Purdie, White House Branch, U.S. Secret Service
Rex Scouten, Curator, The White House
Dr. William Seale, Historian, Alexandria, Virginia
Phil Walsh, Chief Ranger, President's Park, National Park Service

NPS Participants:

Jeffrey Garrett, Landscape Architect, Denver Service Center
Jan Harris, Planner/Public Involvement, Denver Service Center
James 1. McDaniel, Director, White House Liaison
Rick Napoli, White House Liaison
William Patrick O'Brien, Historian' Denver Service Center
Mel Poole, Manager, President's Park
Christopher Schillizzi, Interpretive Specialist, Harpers Ferry Center
Ann Bowman Smith, Project Coordinator, Denver Service Center

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Appendix G: Planning Work Group Participants

Design Guidelines Workshop

Workshop Date: August 3, 1994

Charles Atherton, Secretary, Commission of Fine Arts
Diana Balmori, Landscape Architect, Diana Balmori and Associates
Albert G. Dobbins 111, Director, Office of Planning, District of Columbia
Doug Hayes, Landscape Architect
Don Hunt, President, BRW Inc.
William Lam, Architect, William Lam Partners Incorporated
David Lee, Architect / Urban Designer, Stull & Lee Associates
Nancy Miller, Deputy Director, National Conference of State Historic Preservation Officers
Richard Miller, Deputy Assistant Director, Office of Protective Operations, U.S. Secret Service
Mary Oehrlein, Architect, Oehrlein and Associates
Gary Walters, Chief Usher, The White House

NPS Participants:

Jeff Garrett, Landscape Architect, Denver Service Center
James 1. McDaniel, Director, White House Liaison
Edmundo M. Nieto, Architect, Denver Service Center
William Patrick O'Brien, Historian, Denver Service Center
John G. Parsons, FASLA, Associate Regional Director, Land Use Coordination, National Capital Region
Mel Poole, Manager, President's Park
John J. Reynolds, Deputy Director
Ann Bowman Smith, Project Coordinator, Denver Service Center
Michael Summerlin, Project Manager/Architect, White House Liaison
Richard Turk, Project Team Captain/l Historical Architect, Denver Service Center
Terry Wong, Structural Engineer/Architect, Denver Service Center

News Media Working Group

Meeting Dates: March 1995 - January 1996

Doug Allmond, Engineer, ABC News
Tim Aubry, News Pictures Assignment Editor, North America, Reuters, News Picture Service
Kenneth Blaylock, Engineer, ABC
Jill Daugherty, White House Correspondent, CNN America, Inc.
Peter Doherty, Operations Producer, Washington Bureau, ABC News
John Ficara, Photographer, Newsweek
Steve Hirsh, Producer, ABC News
Terry Hunt, White House Correspondent, The Associated Press
Sol Levine, Executive Producer, CNN America, Inc.
Carl P. Leubsdorf, Washington Bureau Chief, Dallas Morning News
Peter Maer, White House Correspondent, Mutual Broadcasting System-NBC Radio
Russ Moore, Senior White I louse Producer, NBC News
Anne McFeatters, White House Correspondent, Scripps-Howard
Mike McKee (until 10/95), White House Correspondent, CONUS TV
Larry McQuillan, White House Correspondent, Reuters
Stewart Powell, White House Correspondent, Hearst Newspapers
Thomas Seem, Producer, CBS News
Edward Tobias, Assistant Managing Editor, News, Associated Press Broadcast
Denny Vohar, Broadcast Engineer, Associated Press Broadcast
Kenneth Walsh, White House Correspondent, U.S. News and World Report
George Berklacy, Former National Park Service Public Affairs Officer
Ellen Cull, Facilitator

Agency Representatives:

General Services Administration
National Park Service
U.S. Secret Service
White House Communications Agency
White House Press Office

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APPENDIX H: DESIRED FUTURES NEWS MEDIA

The following desired futures were developed by members of the news media working group during an August 3, 1995, workshop. The working group was composed of representatives of the White House Correspondents' Association, the White House News Photographers' Association, and the Network Pool. Also attending the session were representatives of the U.S. Secret Service, General Services Administration, White House Military Office, White House Press Office, and the National Park Service (see appendix G).

The desired futures focus on the areas of access, work space, storage, and technical needs desired by news media employees working at the White House complex.

Access

There are few barriers to traffic patterns and open space in both the staff work area and common space.

There is day-to-day free flow, ease of movement, and access.

Reporters can move freely and safely between their work space and the accessible White House offices.

There is continued direct access for accredited press to the press secretary's office.

There is visual access to the president's movements, within press view and not within press view.

The president's business movements and events are easy to image and hear.

It is easy for the press to get to visitors to the president, including access to the West Wing Drive entry.

A president's visitors are visible to and accessible to reporters.

There is physical access to the site, with ease of entry (with equipment) and separate from appointments.

A separate media access entrance exists.

There is vehicle access:

Search and check in
Move in and out more quickly

There are multiple access points through security (possibly I 5th, 1 7th, and the northwest gate), with facilities for equipment drive-up.

Oversized parking and delivery facilities are provided.

There is access to other locations (such as the Old Executive Office Building and Treasury) within the site. Physical barriers are eliminated, and there is free-flowing access to all areas of the complex. There are no physical structural obstacles to access (not to be confused with security barriers).

There is underground movement to a new briefing room.

There are east-west underground people movers and underground parking with movers.

Work Space

Sufficient work spaces exist for reporters, photographers, and news organizations.

An area has been established for visiting reporters and technicians.

This area includes telephones and audio/video connections (incoming and outgoing).

There are individual private work spaces, with consideration for multi-task media within an organization.

Work space provides isolation (separation, private work space, especially audio).

There is space for photographers to be during downtime and space for photographers' computer modems with communications.

There is flexibility with moving walls and seats.

The West Wing work space is modernized and expanded. Some additional space, which is unassigned, is "available/open" to accredited correspondents.

The work space provides for more physical work space which is visually open.

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Comprehensive Design Plan Continued