[Congressional Record Volume 143, Number 10 (Thursday, January 30, 1997)]
[Senate]
[Pages S909-S912]
From the Congressional Record Online through the Government Publishing Office [www.gpo.gov]
EXECUTIVE CALENDAR
Mr. LOTT. Mr. President, I ask unanimous consent that the Senate
proceed to executive session to consider the following nominations on
the Executive Calendar: No. 4, Alan Hantman, to be Architect, all
routine military nominations reported by the Armed Services Committee
today, and all nominations placed on the Secretary's desk in regard to
the Coast Guard.
I further ask unanimous consent that the nominations be confirmed,
the motions to reconsider be laid upon the table, any statements
relating to these nominations appear at the appropriate place in the
Record, the President be immediately notified of the Senate's action,
and the Senate then return to legislative session.
The PRESIDING OFFICER. Without objection, it is so ordered.
The nominations considered and confirmed are as follows:
congress of the united states
Alan M. Hantman, of New Jersey, to be Architect of the
Capitol for the term of ten years.
in the air force
The following-named officer for appointment to the grade of
general in the U.S. Air Force while assigned to a position of
importance and responsibility under title 10, United States
Code, section 601:
To be general
Lt. Gen. Lloyd W. Newton, 0000.
The following-named officers for promotion in the Regular
Air Force of the United States to the grade indicated under
title 10, United States Code, section 624:
To be major general
Brig. Gen. Maxwell C. Bailey, 0000.
Brig. Gen. William J. Dendinger, 0000.
Brig. Gen. Dennis G. Haines, 0000.
Brig. Gen. Charles R. Henderson, 0000.
Brig. Gen. Charles R. Holland, 0000.
Brig. Gen. Silas R. Johnson, Jr., 0000.
Brig. Gen. Thomas J. Keck, 0000.
Brig. Gen. Rodney P. Kelly, 0000.
Brig. Gen. Ronald E. Keys, 0000.
Brig. Gen. David R. Love, 0000.
Brig. Gen. Earl W. Mabry II, 0000.
Brig. Gen. Richard C. Marr, 0000.
Brig. Gen. William F. Moore, 0000.
Brig. Gen. Thomas H. Neary, 0000.
Brig. Gen. Susan L. Pamerleau, 0000.
Brig. Gen. Andrew J. Pelak, Jr., 0000.
Brig. Gen. Gerald F. Perryman, Jr., 0000.
Brig. Gen. Roger R. Radcliff, 0000.
Brig. Gen. Richard H. Roellig, 0000.
Brig. Gen. Lansford E. Trapp, Jr., 0000.
Brig. Gen. Thomas C. Waskow, 0000.
Brig. Gen. Charles J. Wax, 0000.
Brig. Gen. John L. Woodward, Jr., 0000.
Brig. Gen. Michael K. Wyrick, 0000.
in the army
The following-named Army Competitive Category officer for
promotion in the Regular Army of the United States to the
grade of major general under the provisions of title 10,
U.S.C., sections 611(a) and 624(c):
To be major general
Brig. Gen. Larry G. Smith, 0000.
The following-named Army Competitive Category officer for
promotion in the Regular Army of the United States to the
grade of brigadier general under the provisions of title 10,
U.S.C., sections 611(a) and 624(c):
To be brigadier general
Col. Mitchell M. Zais, 0000.
marine corps
The following-named officer for appointment in the U.S.
Marine Corps to the grade indicated while assigned to a
position of importance and responsibility under title 10,
U.S.C., section 601:
To be lieutenant general
Lt. Gen. James L. Jones, 0000.
The following-named officer for appointment in the U.S.
Marine Corps to the grade indicated while assigned to a
position of importance and responsibility under title 10,
U.S.C., section 601:
To be lieutenant general
Maj. Gen. Martin R. Steele, 0000.
in the air force
Air Force nominations beginning Samuel R. Bakalian, Jr.,
and ending Jerry A. Weihe, which nominations were received by
the Senate and appeared in the Congressional Record on
January 7, 1997.
in the army
Army nominations beginning Robert J. Metz, and ending
Kathleen W. Carr, which nominations were received by the
Senate and appeared in the Congressional Record on January 7,
1997.
Army nominations beginning Owen H. Black, and ending Dale
N. Woodling, which nominations were received by the Senate
and appeared in the Congressional Record on January 7, 1997.
Army nomination of Randel D. Matney, which nomination was
received by the Senate and appeared in the Congressional
Record on January 7, 1997.
Army nominations beginning *Ronald P. Turnicky, and ending
Matthew W. Raymond, which nominations were received by the
Senate and appeared in the Congressional Record on January 7,
1997.
Army nominations beginning John E. Rueth, and ending
Douglas R. Yates, which nominations were received by the
Senate and appeared in the Congressional Record on January 7,
1997.
Army nomination of Phillip J. Todd, which was received by
the Senate and appeared in the Congressional Record on
January 7, 1997.
Army nomination of Emmanuel M. Chiaparas, which was
received by the Senate and appeared in the Congressional
Record on January 7, 1997.
Army nominations beginning *Benje H. Boedeker, and ending
Martha K. Lenhart, which nominations were received by the
Senate and appeared in the the Congressional Record on
January 7, 1997.
Army nomination of *Rupert H. Peete, which was received by
the Senate and appeared in the Congressional Record on
January 7, 1997.
Army nominations beginning 4673X, and ending *Scott A.
Svabek, which nominations were received by the Senate and
appeared in the Congressional Record on January 7, 1997.
Army nominations beginning Mark S. Ackerman, and ending
Donna L. Wilkins, which nominations were received by the
Senate and appeared in the Congressional Record on January 7,
1997.
in the coast guard
Coast Guard nomination of Laura H. Guth, which was received
by the Senate and appeared in the Congressional Record on
January 7, 1997.
Coast Guard nominations beginning Robert R. Albright II,
and ending James R. Dire, which nominations were received by
the Senate and appeared in the Congressional Record on
January 7, 1997.
Coast Guard nominations beginning Francis C. Buckley, and
ending Allen K.
[[Page S910]]
Harker, which nominations were received by the Senate and
appeared in the Congressional Record on January 7, 1997.
Coast Guard nominations beginning Ronald G. Dodd, and
ending Michael E. Thompson, which nominations were received
by the Senate and appeared in the Congressional Record on
January 7, 1997.
Coast Guard nominations beginning Joseph F. Ahern, and
ending Catherine M. Kelly, which nominations were received by
the Senate and appeared in the Congressional Record on
January 7, 1997.
Coast Guard nominations beginning Roy F. Williams, and
ending Joseph P. Cain, which nominations were received by the
Senate and appeared in the Congressional Record on January 7,
1997.
Coast Guard nominations beginning George A. Russell, Jr.,
and ending Elmo L. Alexander II, which nominations were
received by the Senate and appeared in the Congressional
Record on January 7, 1997.
Coast Guard nominations beginning Brian C. Conroy, and
ending Karen E. Lloyd, which nominations were received by the
Senate and appeared in the Congressional Record on January 7,
1997.
in the marine corps
Marine Corps nomination of James W. Brown, which was
received by the Senate and appeared in the Congressional
Record on January 7, 1997.
Marine Corps nomination of Chris J. Gunther, which was
received by the Senate and appeared in the Congressional
Record on January 7, 1997.
Marine Corps nomination of Douglas S. Kurth, which was
received by the Senate and appeared in the Congressional
Record on January 7, 1997.
Marine Corps nominations beginning Randall N. Miller, and
ending Gary W. Schenkel, which nominations were received by
the Senate and appeared in the Congressional Record on
January 7, 1997.
in the navy
Navy nominations beginning Gary D. Bumgarner, and ending
Reynoldo Resendez, which nominations were received by the
Senate and appeared in the Congressional Record on January 7,
1997.
Navy nominations beginning Marcial B. Dumlao, and ending
Rebecca L. Kirk, which nominations were received by the
Senate and appeared in the Congressional Record on January 7,
1997.
nomination of alan hantman
Mr. WARNER. Mr. President, I ask unanimous consent that the following
biography of Alan M. Hantman be printed in the Record.
There being no objection, the biography was ordered to be printed in
the Record, as follows:
Executive Biography of Alan M. Hantman, A.I.A., Vice President--
Facilities Planning and Architecture, Rockefeller Center Management
Corporation
Alan M. Hantman has been with Rockefeller Center Management
Corporation since 1986, serving as Vice President for
Architecture, Planning, and Construction. In this position,
he has been responsible for assuring the maintenance of
Rockefeller Center's high standards as a cohesive urban
complex, as a world-renowned blending of art and
architecture, as both a National Historic and New York City
Landmark, and as an attractive, high quality home for 65,000
tenants and 200,000 visitors who come there each day.
Mr. Hantman has played a leading role in Rockefeller Center
Corporation's $300 million Capital Improvement Program, as
well as in the day to day management of this 15 million
square-foot ``city within a city.'' This work includes
coordination of internal architectural, engineering, and
display/graphics professionals, project managers, and plan
reviewers and archivists. The selection and monitoring of
consulting architects, engineers, artists, preservationists,
and construction contractors has also been an important part
of his responsibilities. In 1995 Alan was named Vice
President, Facilities Planning and Architecture and given
strategic planning responsibilities for all buildings at
Rockefeller Center along with continued oversight of all art,
architecture, and preservation issues.
Alan came to Rockefeller Center from Cushman & Wakefield
Inc.'s Development Consulting Group where he held the
position of Project Director for architectural and planning
projects. Responsibilities included providing consulting
services for programming, planning and design for major
corporate headquarters buildings, office structures and a
wide variety of other commercial undertakings. Projects
ranged from new construction to retrofit programs and tenant
interiors. Major clients included The World Bank, Washington,
DC; Dravo Corporation of Pittsburgh; Banco Mercantile of
Caracus, Venezuela; and the New York State Department of
Transportation at Stewart International Airport.
In his professional experience, Alan has also served as
Assistant Chief Architect with the national architecture-
engineering firm of Gibbs & Hill Inc., and with the
internationally known architectural design firm of Ulrich
Franzen & Associates. Among his clients were Mellon Bank,
Equitable Life Assurance Society of America; The Royal
Commission of Jubail and Yanbu, Saudi Arabia; Phillip Morris
Inc.; Miller Brewing Company; Hunter College; and the New
York State University Construction Fund.
Alan is a member of the American Institute of Architects,
Building Owners and Managers Association, and The New York
Building Congress, and has lectured on the subjects of the
design and evolution of Rockefeller Center, computer assisted
design, and facilities management, at various forums
including Pratt School of Architecture, CCNY, and Cornell
University's Masters Program in Facilities Planning and
Management.
A registered architect in the states of New York and New
Jersey, Alan is also certified by the National Council of
Architectural Registration Boards, and holds a Masters Degree
in Urban Planning. The New York Society of Architects awarded
him its Sidney L. Strauss Award, ``For Outstanding
Achievement For the Benefit of the Architectural
Profession,'' for his work at Rockefeller Center.
Licenses: Architect--New York and New Jersey Registrations
Certification by National Council of Architectural
Registration Boards.
Education: Masters in Urban Planning, 1979, Graduate
Center, City University of NY; Bachelor of Architecture,
1966, College of the City of New York--CCNY; and B.S.,
Architecture 1965, College of the City of New York--CCNY.
Summary: Thirty years of increasingly responsible
management experience covering all aspects of the building
design-construction-management process. These
responsibilities include: the direct control of art,
architecture, preservation, and tenant occupancy
considerations for Rockefeller Center, a 15 million square
foot urban commercial office and retail complex;
architectural consultant in the development consulting
division of Cushman & Wakefield Inc., a national real estate
firm; the position of Assistant Chief Architect for Gibbs &
Hill Inc., a major architecture-engineering firm; multiple
projects with the internationally known design firm of Ulrich
Franzen & Associates.
Leadership Skills: Demonstrated ability to: communicate
clearly and effectively with all organizational levels in
formal and informal meetings and presentations; provide
vision and oversight for strategic planning processes; direct
inter-disciplinary teams of internal and consulting
professionals in complex projects; select and monitor
consulting architects, engineers, artists, preservationists
and contractors; interface with regulatory agencies to
facilitate timely project completion; develop and control
budgets and schedules; work with staff to achieve job
satisfaction while contributing to the accomplishment of
organizational goals.
Detailed Experience 1986--Present: Rockefeller Center
Management Corporation (Staff Size; approximately 1,200),
Vice President Facilities Planning and Architecture
Responsible for assuring the maintenance of Rockefeller
Center's high standards as a cohesive urban complex, as a
world renowned blending of art and architecture, and as both
a National Historic and a New York City landmark. Responsible
for major parts of RCMC's $300 million Capital Improvement
Program, including: the restoration and reconstruction of the
Rainbow Room complex; the Multi-Tenant Floor Improvement
Program; the development of a master plan for roof and facade
maintenance and repair; the 47th-50th Street Subway
Station refurbishment; and the lobby renovation for 1270
Avenue of the Americas which won a New York State
Institute of Architects Honor Award. Responsible for
strategic planning for all Rockefeller Center buildings.
Specific management and oversight responsibilities include:
Manage all environmental design and planning, aesthetic, and
quality of environment considerations in as efficient and
cost conscious manner as possible, consistent with quality
standards. Recommend appropriate design programs having
aesthetic and environmental implications for Rockefeller
Center; Work to develop an enhanced design consciousness
within the company to maintain and promote a positive public
image of a corporation sensitive to quality and preservation
issues in both public and private spaces; Develop budgets,
obtain appropriate approvals, and implement projects.
Responsible for strategic planning for all Rockefeller Center
buildings; and Assist in developing within the entire
management organization an anticipatory, participative
operating style to promote job satisfaction and opportunities
for advancement while achieving overall institutional goals.
Specific Rockefeller Center projects include: Restoration
and reconstruction of the world famous Rainbow Room Complex
($25 million). This project won many awards for its design
sensitivity and successful restoration work; Multi-Tenant
Floor Improvement Program ($41 million); Master plan for roof
and facade maintenance and repair (To Date: roofs--$19
million; facades--$14 million); 47th-50th Street Subway
Station refurbishment ($3 million); Lobby Renovation for 1270
Avenue of the Americas ($2.5 million): This project won a New
York State Institute of Architects Honor Award and includes
newly commissioned artwork; Sidewalk reconstruction ($6
million); Lobby renovation for 1230 Avenue of the Americas
($1.8 million including newly commissioned artwork); All
architectural input for new central plant, global control
room, security center, etc. ($90 million plus); and Artwork
restoration throughout Rockefeller Center ranging from stone
bas reliefs, to three 18 ft. diameter mixed metal art deco
medallions on the exterior of Radio City Music Hall ($1
million).
[[Page S911]]
1983-1986--Cushman & Wakefield, Inc. (Staff Size:
approximately 600); Architectural Development Consultant, and
Responsible for developing corporate and institutional
housing strategies, including considerations of image, growth
and functional needs, and building retrofit potential.
Responsible for integrating these needs with relevant
brokerage, building, operations, financial analysis, and
appraisal considerations to develop comprehensive housing
recommendations to major clients. Implementation of these
studies through the coordination of architectural,
engineering and construction consultants on behalf of
corporate, private and governmental clients throughout the
process.
Specific Cushman & Wakefield projects and clients include:
The World Bank, Washington D.C.: $25 M ``J'' Building at 18th
and Pennsylvania Avenue, plus Master Plan studies for main
World Bank complex: Banco Mercantil, Caracas, Venezuela:
Study for square block commercial development; and New York
State Department of Transportation, Stewart International
Airport: Study for development of 9500 acre site.
1973-1983--Gibbs & Hill, Inc. (Staff Size: approximately
3,000) Assistant Chief Architect; Assistant Chief Architect
for a large architectural-engineering firm with an
architectural departmental staff of architects, interior
designers, facilities managers, and graphic designers. In-
depth involvement in all aspects of the day to day
functioning of the department, including staffing,
assignments production, procedures and standards, planning,
scheduling and cost control. Specific experience included:
Planning, Scheduling, and Cost Control responsibilities for
Architecture Departmental staff as well as major projects for
which the department was responsible. Prepared RFP's of all
sizes and formulated contracts for projects, consultants, and
joint venture architects and interior designers.
Project Architect for the design and implementation of a
phased master plan for a $2 billion half-mile square power-
desalination complex for Yanbu, a new city in Saudi Arabia.
Responsible for all phases from master planning through the
development of detailed design and construction documents
for 25 buildings: prestige office, central control and
training facilities, quality industrial, maintenance, and
warehouse structures.
Design Control on projects including: Master Plan and
architectural design implementation of Yanbu power-
desalination complex ($2 billion); architectural design of
Simulator Training Center in Taiwan ($2 million); interior
design for 400,000 SF of commercial office space at Gibbs &
Hill's New York headquarters as well as regional facilities
($5 million); interior design for 100,000 SF of headquarters
office space for real estate division of Equitable Life
Assurance Society of America, Atlanta, GA ($8 million).
Facilities Management responsibilities for Gibbs & Hill's
headquarters and regional office space including: program
evaluation, individual work station design, preparation of
budgets, construction drawings and specifications, field
supervision, and the design, purchasing and installation of
all furniture, furnishings and equipment.
Strategic and In-depth Corporate Growth Programming:
Conducted in-depth interviews with a wide variety of clients,
from CEOs to line managers of major corporations and
financial institutions. Established long range, functional
and basic programmatic needs for new building projects,
renovations, and facilities management responsibilities.
Clients include: Mellon Bank, N.A., Pittsburgh, PA; Equitable
Life Assurance Society of America, Atlanta, GA; Dravo
Corporation, Pittsburgh, PA; United National Bank & Trust
Co., Canton, Ohio (30,000 SF study).
Computer Graphics research and development: Responsible for
coordination of team effort to produce a user-friendly
computer graphics system utilizing intelligent drawings for
the production of Architecture, Interior Design and
Facilities Management reports. Reports are produced
interactively through a mainframe environment between graphic
and alpha-numeric input terminals. Capabilities of this
system include FF&E reports for vendor ordering, departmental
and personnel location and space utilization reports,
telephone directories, etc.
1968-1973-Ulrich Franzen & Associates (Staff Size:
approximately 45) Project Manager; Responsibilities included:
master planning and construction documents for the Faculty of
Arts & Letters and Cultural Center, at the new 30,000 student
State University of New York at Buffalo, Amherst (full design
and construction documents for $6.5 million English and
Modern Languages Building, schematic design for Music and
Chamber Hall Buildings, and planning for Theaters and Art and
Architecture Departments); planning and scheduling for major
Hunter College urban expansion, New York City ($50 million);
construction documents for Bronx State School for Mentally
Retarded ($22 million); master planning for downtown
redevelopment of Ossining, New York and a new 100 acre Miller
Brewing Company plant and Visitor Center.
1968--Schofield & Colgan, Architects (Staff Size:
approximately 25) Architectural Detailer; Responsibilities
included: construction drawings for suburban corporate
headquarters for Union Camp Corporation, Wayne NJ ($8
million).
1966-1967--Lathrop Douglas, Architects (Staff Size:
approximately 40) Architectural Detailer; Responsibilities
included: construction drawings for the Fashion Center,
Paramus, NJ; Tyson's Corners Shopping Center, Fairfax County,
VA; Menlo Park Shopping Center, Menlo Park, NJ.
Memberships and Awards: American Institute of Architects,
Building Owners and Managers Association, The New York
Building Congress, National Trust for Historic Preservation,
The New York Society of Architects Sidney L. Strauss Award
``For Outstanding Achievement for the Benefit of the
Architectural Profession,'' for work at Rockefeller Center.
Lectures: Pratt School of Architecture, College of the City
of New York School of Architecture, Cornell University
Master's Program in Facilities Planning & Management.
Mr. LAUTENBERG. Mr. President, I rise today in support of Alan
Hantman of New Jersey, who will soon become the next Architect of the
Capitol.
Mr. President, Mr. Hantman is eminently qualified for this position,
and has a long and successful track record. Most recently, he served as
vice president of facilities planning and architecture at Rockefeller
Center from 1986 until mid-July of last year.
As Architect of the Capitol, Mr. Hantman will be responsible for the
maintenance of a large and varied Capitol complex. I know he will do an
outstanding job. Over the past 30 years, he has earned the respect of
many in his profession, who know him to be a man of great competence
and leadership.
Mr. President, the Capitol is a very special place, not only for
those of us fortunate enough to work here, but for all Americans.
Indeed, the image of our Capitol dome is a symbol of freedom and
liberty throughout our world.
We are fortunate that this special symbol, and the great complex of
which it is a part, will be in the hands of someone as competent as
Alan Hantman. I wish him all the best in his new position.
Ms. MIKULSKI. Mr. President, I rise today in support of the
nomination of Alan Hantman to be the next Architect of the Capitol.
Mr. Hantman's nomination is the culmination of a long and thorough
search process conducted by the bipartisan Architect of the Capitol
Search Commission.
He has a distinguished record, having served as vice president for
architecture, planning, and construction at the Rockefeller Center. I
believe he is in an excellent position to lead the Architect of the
Capitol into the 21st century.
The U.S. Capitol is a unique historical institution. The new
Architect will face many challenges in leading the work force of 2,100
employees. The new Architect will have to work on not only preserving
the historical integrity of the Capitol, but also of managing the work
force, which is comprised of dedicated and hard-working men and women
many of whom I am proud to say are Maryland residents. They are being
required to do more work with less help.
I have had a particular interest in the Architect's employment
practices and how the workers are being treated, most of whom are blue-
collar, minority workers. My concern dates back many years to the
tenure of George White. Many of the workers under then-Architect White
came to me, as a last resort, to complain about the rampant
discrimination that was prevalent within the Architect's office.
For instance, one worker with 30 years of service had never received
a raise until I intervened. This was a clear case of discrimination.
And, there were many others.
I asked the General Accounting Office in 1992 to investigate the
management practices of the Architect's office. The GAO found that the
Architect's office did not have a modern personnel management system in
place.
As a result of the GAO report, I introduced legislation to establish
a professional management system, the Architect of the Capitol Human
Resources Act, which was passed into law in 1994. I also called for the
resignation of George White, who failed to hold the managers and
superintendents within the Architect's office accountable for poor
management practices.
My legislation made extensive changes to the personnel system in the
Architect's office. It established merit-based hiring and promotions,
an equal employment opportunity program, equal pay for equal work, a
training program, job evaluations, an open and fair disciplinary
process, a confidential employee assistance program, and an employee
personnel manual.
Some of the law's requirements have been slowly implemented. I think
it
[[Page S912]]
should be the No. 1 priority of the new Architect to fully implement
and enforce the law's requirements. I believe it is important for the
workers to know that their workplace will be free of discrimination. It
is no more than what we require for all businesses.
I hope Mr. Hantman will function not only as an Architect, but as a
social architect in running the Architect of the Capitol. I have
tremendous hope that we will see change in the Architect's office. It
is long overdue.
I want to maintain the current work force. I do not want to see the
next Architect rush to privatize services. It is important that we
establish an independent task force to review the impact of
privatization on employees, security, and cost-savings. I am confident
that Mr. Hantman Architect will be willing to listen to these concerns.
I believe the confirmation of the next Architect could mark the
beginning of a new and progressive era for the Architect of the Capitol
and its employees.
I am prepared to work closely with Mr. Hantman to ensure that the
reforms suggested by the GAO report and outlined in my law will take
place.
____________________