Airport Redevelopment Programs
Project Owner: Port Authority of New York & New Jersey
Newark Liberty International Airport Redevelopment Program - Phase I
Newark, NJ
Period of Performance: 1988 - 1996
Construction Value: $600 M
Newark International Airport’s Phase I Redevelopment Program began in 1988 with three main components designed to cope with the airport’s rapid passenger growth: implementation of a monorail system to connect the three passenger terminal buildings and parking facilities, construction of an international arrivals building, and airport access roadways and bridges.
Newark-Liberty International Airport Redevelopment Program - Phase II, Newark, NJ
Period of Performance: 1996 - 2004
Construction Value: $1.5 B
Newark International Airport’s Phase II Redevelopment Program began in 1996 in response to continued passenger growth at the airport. This program provided additional parking, easier access to and around the airport, a new Administration Building and better terminal facilities. The program was accomplished in conjunction with Continental Airlines Global Gateway Project at Terminal C, improvements to all terminals, and a new control tower constructed by the FAA.
Team Support Services, Inc. was selected as a sub-consultant to perform cost management and administrative services.
- Our responsibilities included designing and developing a lease tracking system which monitored airport tenant lease activity including expiration look-ahead reports. This system also had the capability to produce a tenant directory and yield mailing labels. This system was used at EWR, JFK, and LGA Airports. A similar system was installed at Atlanta Hartsfield International Airport. A Program database was also designed and developed, and included the following components: the Employee Administration System which tracked computer hardware and software inventory, petty cash disbursements, company vehicle usage and personnel information; the Document Control Tracking System which was comprised of a resource library, circulation control monitoring and document location indexing; and the Invoice/Budgeting System which provided for the creation of invoices to the client and the production of budget reports/spreadsheets.
- As part of the Cost Management process, Job Numbers were opened based on the Program Work Breakdown Structure and closed as required. On a monthly basis, actual costs were downloaded from the Port Authority’s Capital Planning System and information was uploaded into the Program database for budget tracking. We audited consultant invoices and processed payments, and prepared accrual reports. We also prepared Weekly, Monthly, Quarterly and Yearly status reports for review by the Project Managers and included narrative sections, schedules and cost data.
- In addition, Team Support provided administrative and secretarial support to the Project Managers including data entry and processing, procurement of office supplies, general correspondence, calendar management, spreadsheet development, and reception desk operation. Training classes were also designed and conducted for electronic mail, calendar, spreadsheet, graphics and word processing software programs. We served as a liaison between the Port Authority and the general public by coordinating site tours and presentations for external groups, as well as participating in community outreach events. Articles were prepared for submission into various publications, and all presentation materials were reviewed including slides, videos, press releases and posters that were used to inform the public on the status of the Program.