Federal Facilities Beyond the 1990s: Ensuring Quality in an Era of Limited Resources Summary of a Symposium (1997) / Chapter Skim
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THE CHARETTE PROCESS: A TOOL FOR ACHIEVING DESIGN EXCELLENCE
THE CHARETTE PROCESS: A TOOL FOR ACHIEVING DESIGN EXCELLENCE
Pages 103-110
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From page 103... ...
Each member of the project team concentrates on his or her aspect of the project- budget and financing, procurement, site analysis and acquisition, design development, or cost and construction management. We develop elaborate timelines and production schedules.
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From page 104... ...
While each participant involved in producing a facility is an expert and has a vision, this vision is generally fairly narrow. ~ would suggest that the charrette is a valuable, economical toot to arrive at a broad shared vision, and is particularly helpful in developing an informed client.
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From page 105... ...
The six-person national design team included two architects, two urban planners, one historic preservationist, and one landscape architect. We met for two days with bureau officials, including the Director, facilities manager, and staff architects.
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From page 106... ...
The team recommended one of the concepts to the bureau, which the bureau endorsed. This concept has been developed and recently received final approval from the Commission of Fine Arts and the National Capitol Planning Commission (Figure 21.
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From page 107... ...
Enlarged view of 14th Street Elevation.
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From page 108... ...
The HUD building and plaza were designed by the acclaimed modern architect Marcel Breuer and his partner Herbert Beckhard. The building was finished in 196S, one of the first completed under President Kemledy's "Guiding Principles for Federal Architecture." When President Johnson dedicated the building, he challenged Americans to "create a nation that will always be like this building bold and beautiful." The redesign project was therefore an architecturally sensitive one.
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From page 109... ...
Commission on the Arts and Humanities, the Executive Director of the National Capital Planning Commission, and a member of the Commission of Fine Arts. The 38 guidelines and recommendations that the charrette team formulated were used by a landscape architect engaged by GSA to put together a project team and develop three concepts for the plaza.
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From page 110... ...
You are never sure what the dynamics of the group will be, because these people probably do not know each other. It is remarkable that landscape architects rarely talk to architects, nor architects to urban planners.
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