Program Management

The Port Authority of New York and New Jersey has undertaken the historic $19 billion transformation of John F. Kennedy International Airport (JFK) into a world-class airport. The public/private redevelopment program to build a new JFK includes two giant new terminals across five previous terminal sites, expansion and modernization of existing terminals, streamlined roadways, popular local retail and dining, and stunning New York artwork. Handling more than 62 million passengers a year, JFK is the nation’s busiest airport for international travel and is an indispensable part of global travel and the region’s economy.

The JFK Redevelopment Program will transform JFK into a modern 21st-century airport. The transformation will create a unified terminal layout, world-class facilities, centralized ground transportation options, expanded taxiways and gate capacity, and state-of-the-art security. Key program components for this design-bid-build and design-build via TAA include a new Terminal 1 and the redevelopment of Terminals 4, 6, and 8. The project also includes improved utility infrastructure, roadways, a parking garage, with an elevated pedestrian bridge connecting to the New Terminal One.

The PANYNJ selected UrbanNY to provide construction management, contract administration, inspections, project controls, document management, cost estimating, PACC and change order preparation, construction work in place verification, construction invoice approvals, staff budgeting, construction cash forecasts, construction and financial progress monitoring and reporting, BIM technology coordination and oversight, staging, and logistics.

This $16 billion program for reconstructing the World Trade Center site included the construction of the 1,776-feet-tall One World Trade Center (One WTC), the tallest building in the Western Hemisphere. The program included the construction of all the new facilities on the entire site; our services focused on 1 WTC, the 9/11 National Memorial and Museum, and the Vehicle Security Center, along with other site improvements.

The Joint Venture Integrity monitoring team consisted of inspectors, accountants, and engineering professionals. UrbanNY’s role was overseeing the engineering elements of the entire assignment to provide verification that the PANYNJ was receiving the intended value for the constructed projects.

UrbanNY, as a team member of the Fortress Monitoring Group Joint Venture, provided program management, engineering, quality, and safety services that supported the goal of delivering a professional review to PANYNJ, verifying contractor performance and project compliance, and maintaining transparency and accountability across the program. The Joint Venture conducted reviews of procedures and processes to ensure the program was delivered as intended, with minimal impact on cost, schedule, and quality, while maintaining a high degree of safety and minimizing environmental risk. The work was performed in consultation with the PANYNJ design and construction contractors and integrated with the overall program implementation. UrbanNY interfaced with PANYNJ project management, consultant project management, contractor project management, superintendents, foremen, shop stewards, and trade workers. Continuous review of and dialogue with pertinent individuals to ascertain the status of contractual and regulatory requirements, documents, and permits. Conducted site visits to compare field conditions with contractual requirements. Observed and reported findings, gaps, and actions.

East Side Access, one of the largest transportation infrastructure projects under construction in the United States, will link Long Island Railroad (LIRR) commuter service to Grand Central Terminal, in Manhattan. This Metropolitan Transportation Authority Capital Construction (MTACC) project work includes 8 miles of tunneling and construction of a new 8- track terminal and concourse below Grand Central Terminal. Urban provided PMOC services on the East Side Access Project under three consecutive 5-year task orders since 2003. We played a key role in securing the MTA receipt of a $6.5 billion Full Funding Grant Agreement (FFGA) for the project, the largest grant ever provided for a mass transit project.

Challenges: Construction of deep caverns and tunnels in hard rock for the new LIRR rail terminal beneath the existing Grand Central Terminal and new track system leading to the 63rd Street Tunnel; soft-ground tunneling beneath active Amtrak rail yard and Amtrak’s Northeast Corridor Line.

Lessons Learned: Coordination of railroad force account work with third-party construction work on active rail lines and yards requires an extraordinary level of communication and coordination by the Project Sponsor. Large, complex megaprojects demand a robust risk management approach to minimize significant cost and schedule impacts. Large multi-contract projects require the Project Sponsor’s team have sufficient management and technical capability and capacity to successfully handle all the administrative, technical, and coordination demands.

Urban delivered interim (30-day) and final (60-day) reports outlining project scopes of work from each agency and validating the estimated restoration, repair, and resiliency project costs incurred due to storm damage. Urban also prepared supplemental reports refining project information. In addition, detailed drafts of Forms 90-91 and 90-61 were prepared, including a photographic profile of damaged assets. This data helped form the basis for funding decisions made by FTA, FEMA, and other funding partners about transit assets that were damaged by the storm. Findings from the interim and final reports served as documentation for the Congressional appropriations to support the Superstorm Sandy Restoration, Repair, and Resiliency improvement program.

Urban provided value-added services in a number of ways. A fully-dedicated staff was quickly mobilized to support this project, including a full-time project manager. We worked seamlessly with the FTA to meet the hard deadlines to conduct the work, which were tied to the Congressional appropriations process. Being a locally based team, the Urban staff have a full understanding of all of the affected transit agencies in the region, including established relationships with transit agency staff. This intimate knowledge of each agency’s transit operations and infrastructure allowed us to expedite the work associated with this critical effort.

The Port Authority of New York and New Jersey has undertaken the historic $19 billion transformation of John F. Kennedy International Airport (JFK) into a world-class airport. The program includes the construction of a New Terminal One (NTO), a 23-gate all-international terminal and the largest terminal at JFK. The 2.4 million-square-foot terminal features expansive, naturally lit public spaces, cutting-edge technology, and a range of amenities designed to enhance the customer experience.

The design and Construction of NTO includes reconstructing the roadway entrances into the airport, as well as providing a new multi-level roadway entrance for arriving and departing passengers into the new terminal. The existing terminal will consist of a headhouse, including check-in, security checkpoints, baggage claim, and mechanical infrastructure, for the full build-out of the new facility. The project includes reconfiguration of the roadways and all utilities. Stormwater, sanitary sewer, water, medium-temperature hot water, chilled water, telecommunications ducts, and electrical ducts and services will be realigned in the interim and final phases of construction for the new terminal.

UrbanNY provided interim and final design for sanitary sewer, medium-temperature hot water, chilled water, domestic water, natural gas, as well as 3D modeling in Civil 3D and Navisworks, to coordinate with the Revit building and site/stormwater models. UrbanNY assisted with the 3D modeling of all landslide utilities, including stormwater, electric, and communications, for this project. UrbanNY also provided construction administration and management services, which included weekly coordination with the design-builder  and other stakeholders, responding to RFI’s, submittals, and shop drawings, and providing redesigns, as necessary, based on contractor phasing.

The Second Avenue Subway, an 8.5-mile-long route from 125th Street in Manhattan to Lower Manhattan will reduce overcrowding and delays on the Lexington Avenue Line while improving access to transit for residents of the far East Side. The Metropolitan Transportation Authority (MTA) project will be completed in four phases. Phase I provided transit service from East 96th Street to East 63rd Street, as an extension of the Q line. More than 190,000 daily riders are expected to use Phase I of the line.

Urban was the FTA Project Management Oversight Contractor for Phase I. The project involved tunneling; trackwork; construction of stations; vehicle procurement; and installation of signal, electrical, and other systems. Urban provided feedback during development of the scope, budget, and schedule. We also offered guidance on management, construction, and quality assurance practices.

By providing timely feedback to the FTA, we helped move this project – which has been on the drawing board on and off since the 1920s – into construction. Our input led to negotiation of a Full Funding Grant Agreement, which provided $1.4 billion in federal grant funding, and authorization for MTA to progress through preliminary design, final design, and construction. We completed a comprehensive Readiness for Revenue Service Review (OP 54) that affirmed MTA’s ability to safely open Phase I for service earlier than forecast.

The $4 billion Delta Airfield Reconfiguration Program at LaGuardia Airport will provide a new 37-gate terminal, dual taxiways to reduce taxi time, larger gate areas with enhanced concessions, and more efficient airport roadways. Urban Engineers is the prime consultant providing construction management and inspection services for design-build parking garages, elevated roadways, utility infrastructure improvements, airfield modifications, demolition, and new terminal construction. We are coordinating construction activities with facility operations, monitoring permit compliance, and providing contract administration services.

The terminal will house four concourses connected by a centralized and streamlined check-in lobby, security checkpoint, and baggage claim. A new Delta Sky Club offering a deck with airfield views and other unique amenities will complement the terminal. Larger gate and seating areas as well as 30% more concessions is a dramatic improvement from existing facilities. The design integrates sustainable technologies and energy efficient features. The concourse housing gates 92 through 98 features floor-to-ceiling views of Citi Field and Flushing Bay

Construction of the steel frame for Delta’s new arrivals and departure terminal was completed in July 2020 and construction of the exterior curtain wall is currently underway.

Terminal construction is progressing 18 months ahead of schedule. Urban’s constructability review of maintenance and protection of traffic plans provided valuable recommendations that enabled the redesigned road network leading to the terminals to open six months ahead of schedule.

Urban is overseeing use of BIM for construction coordination, coordinating construction activities with facility operations, monitoring permit compliance, and performing contract administration services.

The Port Authority of New York and New Jersey embarked on a comprehensive redevelopment of Newark Liberty International Airport, which began with the opening of Terminal A, the centerpiece of an airport-wide renaissance designed to establish the airport as a world-class gateway for the New Jersey and New York regions. The $3.3 billion Newark Liberty redevelopment program includes a $2.7 billion terminal, a $400 million integrated public parking garage with new centralized rental car facilities, and $175 million for south airfield paving.

The new one million-square-foot Terminal A replaced the previous terminal that opened in 1973. The 33-gate facility features airy, light-filled concourses alongside state-of-the-art digital technology, modern passenger amenities, superior dining and retail options, and an innovative public art program showcasing dozens of local artists. The project also included airfield paving, a pedestrian bridge, a hydrant fueling system, abatement, demolition of multiple buildings and various ancillary structures, as well as the construction and/or relocation of underground utilities. Terminal A has been designed and constructed to the standards of LEED silver certification from the U.S. Green Building Council. The new terminal is designed to accommodate 14 million annual passengers.

UrbanNY’s experienced Program Managers and Project Managers have been integral to every phase of the project, supporting Port Authority (PA) Senior Leadership in daily coordination with the Design Builder on design and construction matters. Our team has successfully collaborated with the Terminal Operator to oversee tenant fit outs for concession spaces. We also work closely with five major airlines—Air Canada, American, United, JetBlue, and Delta—on the fit-out of ramp operations areas and public-facing facilities, including lounges, Premier Check-In, and Baggage Service Offices.

A core responsibility of the UrbanNY team is conducting daily project progress analyses and providing strategic reporting to PA Executive Management, enabling real-time decision-making and mitigation planning to meet program goals. During the Operational Readiness and Airport Transition (ORAT) phase, UrbanNY served as a key liaison between the Design-Builder, ORAT team, Terminal Operator, and stakeholders to resolve operational challenges.

Our team has led project close-out efforts, including change order analysis, cost allocation, punch list completion, and systems integration.

Terminal A is the first step in a comprehensive makeover for the airport. “The full rebirth of Newark Liberty International Airport begins with this gleaming new terminal,” said Port Authority Chairman Kevin O’Toole. “Newark Airport’s transformation is now taking off,” said Port Authority Executive Director Rick Cotton. “Newark Airport’s new Terminal A is yet another testament to the Port Authority’s commitment to bringing our airport passengers the world-class facilities they deserve. The agency’s largest-ever investment in New Jersey has certainly paid off.”

Urban served as the Program Manager for redevelopment of the George Washington Bridge Bus Station. In a public-private partnership, the Port Authority of New York and New Jersey (PANYNJ) contracted with a retail developer to modernize the bus station and introduce a retail shopping complex to the serve the local Washington Heights community.

The project was designed and constructed within the PANYNJ owned facility; they are leasing the space, exclusive of the bus operations, to a private developer. A new bus platform and pavilion were configured for improved operations and passenger comfort.

Urban assisted with the program definition, including permitting and historic preservation analyses, design management, cost control, scheduling, document control and project management.

The developer was responsible for design and construction of the new bus pavilion and concourse for 30 buses to a specified design criteria. This relationship is similar to a CM/ GMP agreement. The construction was staged and phased to allow the continued operation of the bus station.

Under its New York area Project Management Oversight contract, Urban Engineers was responsible for oversight of the rehabilitation of the St. George Ferry Terminal (SGFT). The SGFT occupies approximately seven acres and serves as a gateway to Staten Island. The ferry terminal incorporates mass transit and commuter services. The project was designed to improve and enhance the transportation and ancillary functions and services of the ferry terminal, while creating additional commercial retail and pedestrian links to adjacent sites.

Security enhancements consisted of upgrades to the site security fencing, locks, and cameras. This project was fully funded by a federal Port Security Grant.

As part of the project, Slip 7 at SGFT was rehabilitated. Slip 7 is located at the easternmost portion of the SGFT. Slip 7, which has a floating pier, provides access to Staten Island for private ferry operators.

The work coordinated with the Staten Island Mobility project, which includes holding lights at the bus platforms and bus platform lighting, furniture, and amenities; rehabilitation of passenger information signage for bus routes, express bus stops, and passenger route information to the Staten Island Railroad; and security and communication improvements.