Port Authority Of New York Research Articles

Strategies to evaluate aircraft routing plans at Newark International Airport

In early 1998, the authors were retained by the New Jersey Department of the Treasury to identify a clear set of principles, tools, resources, and methodologies that could be used to evaluate effectively all aspects of an airport routing plan. The project was initiated at the urging of citizens who had argued for ten years that ocean routing of aircraft at Newark International Airport would substantially reduce associated noise impacts in the subject area. The Port Authority of New York and New Jersey, the Federal Aviation Administration, and Continental Airlines, the major carrier at Newark, were steadfast in their belief that developing an ocean routing plan would create additional flight delays at the airport. Newark Airport has already experienced the greatest delays of any airport in the United States 9 out of the last 12 years. The plan, they further argued, would increase noise in communities in proximity to the ocean. The authors met with the various stakeholders, reviewed their positions and their consultant’s reports, developed independent research, and published a final report in January 1999. The report presented 14 findings and associated recommendations that are the focus of this paper.

Value Pricing and Freight Traffic: Issues and Industry Constraints in Shifting from Peak to Off-Peak Movements

The Port Authority of New York and New Jersey (PANYNJ), in association with Louis Berger & Associates, Inc., completed a study to determine the potential for reducing peak-period commercial traffic at the interstate crossings between New Jersey and New York City. One of the policy options examined, and the focus here, was the feasibility of encouraging a reduction in peak-period congestion through the use of congestion- or value-pricing incentives. (PANYNJ recognizes the need for a coordinated approach to reducing congestion involving as many of the regional transportation authorities as possible. Also, it is clear that congestion reduction strategies must focus on all vehicles and not simply commercial traffic. The purpose of this research was to better understand the constraints facing that segment of the market. It was not intended to suggest pricing policies focusing exclusively on commercial traffic.) Summarized are some of the findings of a large number of interviews carried out with trucking firms, in particular key personnel of the firms in positions of responsibility or authority with respect to scheduling of deliveries. The interviews, each fairly detailed and in-depth, elicited significant and valuable information to help understand what could be the response of commercial traffic to value-pricing initiatives. Another part of the analysis also is discussed, involving calculating the total value of tolls at the interstate crossings as a proportion of the generalized cost of travel (GCT) facing trucks. The analysis was carried out to assess how much the GCT would be affected by value-pricing incentives.

The Essential Management Manual

As companies keep restructuring, reorganizing and downsizing, it is important that standard operating procedures be identified and documented in a simple and usable format, such as a project management manual. This information is critical in project management, where corporate policies for the project delivery process need to be defined clearly. The Engineering Department of the Port Authority of New York and New Jersey compiled this type of comprehensive manual. Training sessions were held with staff to review the responsibilities and procedures required of the project team members. The manual’s framework should include a clear mission statement, simplified project delivery procedures, responsibilities of team members, information systems controls, and effective communication methods.

Conditions of Suspension Bridge Cables: New York City Case Study

From the opening of the Brooklyn Bridge in 1883 to the opening of the Verrazano Narrows Bridge in 1964 the New York City Metropolitan Area was the center of the most intensive construction of record-breaking suspension bridges worldwide. Of the 10 suspension bridges in the area, 5 established span-length records at their completion. As the twentieth century draws to a close the current records are held elsewhere and these bridges hold a record for the average age and total traffic they have jointly accumulated over the last 115 years. An understanding of suspension bridge behavior can be gained nowhere better than in the examination of the New York examples. In an unprecedented joint effort partly including the New York City Department of Transportation, the New York State Bridge Authority, and the Port Authority of New York and New Jersey, all available information and present common recommendations and guidelines for inspection and rehabilitation of the cable systems were pooled. Some conclusions about the resulting comprehensive study on the condition of cable systems in suspension bridges located in the New York Metropolitan Area are presented.

Adarand v. pena: turning challenges into opportunities

This article provides a historical and legal overview of preference and set-aside programs. Further, the barriers and driving forces that have influenced preference programs are discussed. Finally, the processes, strategies, programs, and criteria employed at the Metropolitan Washington Airport Authority and Port Authority of New York and New Jersey, to meet the test of strict scrutiny in Adarand, will be explored and analyzed as alternatives for preference programs.

An Integrated Project Management System

To manage engineering services effectively for a particular project, project managers need to have a comprehensive method for establishing and assessing scope, schedule, and budget. The Engineering Department of the Port Authority of New York and New Jersey has developed a number of forms, called task cards, that not only help project managers keep track of such information, but also help them communicate it to clients and other project team members. Created in a spreadsheet format, the cards can be created and updated easily as changes occur. Various task cards can be rolled up into a project task card, which defines the deliverables for the overall project, including the associated budgets, schedules, and significant milestones for each of the design and construction stages. Because they contain schedules for the entire project at hand, the summary cards provide a graphic representation of the time frames required to complete each task. The task cards also enable the project manager to develop an overall engineering budget for each project stage. The key advantage of task cards is integration. Every aspect of a project can be identified, measured, tracked, compared, and communicated within a single system. By pulling all of the variables of a project together in a compatible format, project managers can define scope, schedule, and budget more clearly. Sample task cards are included.

A Major Cogeneration System Goes in at JFK International Airport

This article describes the first major privatization effort to becompleted at John F. Kennedy International Airport. The airportowner and operator, the Port Authority of New York and New Jersey ,decided to seek private sector involvement in a capital-intensiveproject to expand and upgrade the airport 's heating and air condition-ing facilities and construct a new cogeneration plant. KennedyInternational Airport Cogeneration (KIAC) Partners , a partnershipbetween Gas Energy Incorporated of New York and Commun ity En -ergy Alternatives of New Jersey , was selected to develop an energycenter to supply electricity and hot and chilled water to meet theairport 's growing energy demand.Construction of a 110 MW cogeneration plant, 7,000 tons ofchilled water equipment, and 30,000 feet of hot water delivery pipingstarted immediately. JFK Airport's critical international positioncalled for this substantial project to be developed almost invisibly; nointerruption in heating and air conditioning service and no interfer-ence in the airport's active operations could be tolerated . Commercialoperation was achieved in February 1995 .

Representation in Government Boards and Commissions

In the Progressive Era of the early 1900s the idea of placing boards and commissions in charge of public-sector activities was conceived by reform-minded Citizens as a way to improve policy making and administration. Although boards and commissions had existed in some form before and after the nation's founding, it was the good-government movement of the turn of the century that established them on the American scene. The feeling was that groups of citizens appointed for fixed terms of office could represent the public interest better than either elected officials (who at the time were seen as too beholden to political machines) or solitary administrators (who could be hired or fired at the pleasure of machine politicians). Along with civil service systems and city manager governments, boards and commissions were viewed as an intelligent way to make the public sector more democratic and competent. Boards and commissions are no less important today. Plural-headed public bodies currently control transit systems, housing projects, waste disposal facilities, universities, parks, airports, hospitals, and sports stadiums. They also approve paroles in the criminal justice process, as well as regulate the nation's economy, state utilities, and local elections. Even though appointed boards and commissions have become widely accepted at every level of American government and, for that matter, throughout the world, much is unclear about this form of governance (Corkery and Wettenhall, 1990). It is not easy to find empirical information about the characteristics of boards and commissions, and it is especially difficult to determine exactly who it is they now represent. Although anecdotal evidence alludes to the continued importance of public interest representation (Carver, 1990; Houle, 1989), some studies also indicate that boards and commissions tend to serve particular political, social, economic, and bureaucratic interests (Alexander, 1990; Axelrod, 1992; Gormley, 1983; Henriques, 1986; Horn, 1976; Quirk, 1981; Schneider, 1987; Welborn, 1977). The purpose of this article is to examine boards and commissions as a form of governance in the public sector. The focus is on boards and commissions (referred to hereafter as boards) composed mostly of members who have been appointed (not elected) to control public organizations. I begin with a brief description of how boards are organized and a review of several theories of board governance. This is followed by the analysis of responses from a national survey of board members who were asked several questions about their representation of interests. The final section considers the implications of the survey findings for the reform of plural-headed organizations. The Organization of Boards Government boards are created as part of a statute establishing a public organization (see Table 1 for the types of government agencies headed by boards). A typical enabling statute specifies the method for selecting board members, terms of office, board size, composition, levels of compensation, and general functions. Because there is no model statute for boards, their specific characteristics vary greatly. Table 1 Types of Appointed Plural-Headed Public Organizations Educational institutions include state universities and colleges, as well as local school boards in most large cities (smaller communities usually have elected boards); examples include the Board of Trustees for the University of Arizona, the South Dakota Board of Regents, and the Chicago Board of Education. Government corporations provide services and finance public and private projects; examples include the Tennessee Valley Authority, Metropolitan Atlanta Rapid Transit Authority, New Jersey Turnpike Authority, Port Authority of New York and New Jersey, Los Angeles Housing Authority, and Idaho Housing Finance Authority. (Local library boards and other similar service providers could also be included here. …

Incentive Tolls for Congestion Management: A Planning Tool for the Port Authority of New York and New Jersey

A congestion pricing planning model was developed for the Port Authority of New York and New Jersey. The model is designed to evaluate possible incentive tolls for their effects on congestion delays at the six bridges and tunnels the authority operates between New Jersey and New York. The study used a stated preference survey administered to bridge and tunnel users, econometric choice models, and plaza volume-delay relationships as a basis for simulating the effects of changes in toll structure. The survey identified characteristics of trips, feasible alternatives for the trips, and the trip makers. A stated preference choice exercise was included to reveal trade-offs among toll, plaza delay, facility choice, and time period when the crossing would be made. Responses to the exercise were combined with other survey data, and econometric models of choice were estimated. The models associate the probability of travel choices with the conditions faced at the alternatives. The policy evaluation planning model combined choice model results, survey responses from individual respondents, and data on facility conditions, volumes, and capacities. As input it accepts a user-specified menu of tolls and discounts, potentially varying both by hour and by facility. As output it predicts automobile volumes, average delays, total delays, and toll revenue by hour and facility. The model is constructed to achieve equilibrium among tolls, delays, and volumes. Application of the model indicates considerable potential for reducing plaza delays.

Main Cable Strand Inspection of the George Washington Bridge

The George Washington Bridge is a 1450 m long steel suspension bridge that spans the Hudson River between New York and New Jersey. Opened to service in 1931, the bridge is owned and operated by the Port Authority of New York and New Jersey, a bi-state agency that also owns all vehicular bridges and tunnels between the two states. The George Washington Bridge is the only 14 lane suspension bridge in the world. It has upper and lower level roadways that carry approximately 100 million vehicles per year. Ths article describes the Port Authority's in-depth inspection of the cable strand wires which has been carried out in order to determine the overall structural integrity of the bridge and to establish rehabilitation needs.

Ammann’s First Bridge: A Study in Engineering, Politics, and Entrepreneurial Behavior

Ammann’s First Bridge: A Study in Engineering, Politics, and Entrepreneurial Behavior JAMESON W. DOIG AND DAVID P. B I L LIN GT O N It is a great profession. There is the fascination of watching a figment of the imagination emerge through the aid of science to a plan on paper. Then it moves to realization in stone or metal or energy. Then it brings jobs and homes to men. Then it elevates the standards of living and adds to the comforts of life. That is the engineer’s high privilege. [Herbert Hoover, Memoirs (1951) I1 The gentle unfolding of rational action and productive achievement, an engineer’s ideal, is nicely illustrated by Herbert Hoover’s reflections. In reality, however, the evolution in the thoughts and actions of engineers is far more complex and perhaps far more interesting than Hoover’s image. These complications, with their intertwining of scien­ tific rationality, individual ambition, aesthetic ideals, and political strategy, are well illustrated in the stories of major engineering achieve­ ments of the 19th and 20th centuries. Students of bridge building and Mr. Doig is a professor in the Department of Politics and the Woodrow Wilson School, and Mr. Bii.i.ington is a professor in the Department of Civil Engineering and Operations Research at Princeton University. The authors thank the Swiss American Historical Society, Pro Helvetia, and the Alfred P. Sloan Foundation for financial support for the research that underlies this article and Alexis Faust, Janice Finney, Paul Margie, and Stephen Buonopane for research assistance. They are grateful for the encouragement, advice, and documentary materials provided by Margot Ammann Durrer, Werner Ammann, Sylva Brunner, Edward Cohen ofAmmann & Whitney, Urs Widmer in Winterthur, Switzerland, Leon Katz at the Port Authority of New York and NewJersey, Karl Niederer and his staff at the NewJersey State Archives, the staff at the NewYork State Archives, Elizabeth Lukach at the Palisadian, and Malcolm Borg and his associates at the Bergen Record. They are also grateful for the helpful comments on earlier versions of the article provided by the preceding and by Robert Mark, Michael Mahoney, Josef Konvitz, Michael Birkner, Tom Peters, Henry Petroski, and Donald C. Jackson. 'As quoted in Cecelia Tichi, Shifting Gears (Chapel Hill, N.C., 1987), p. 97.© 1994 by the Society for the History of Technology. All rights reserved. 0040- 165X/94/3503-0004$01.00 537 538 Jameson Wpe Bay Bayonne „ / Bayonne Bridge RICHMOND CO. KINGS CO. Brooklyn Verrazano-Narrows ^Bridge WESTCHESTER CO. ■Sr Throgs Neck ^Bridge . LaGuardia ■dhAirport Kennedy r Airoort'T' MIDDLESEX Outerbridgi Staten Island MONMOUTH CO. Fig. 3.—The principal water crossings in the bistate Port Authority region. (University of Wisconsin—Madison, Cartography Lab.) grass-roots campaign in 1923-24 in northern New Jersey, which de­ manded that the PortAuthority build a vehicular bridge at 179th Street. As a result, in 1925 both states approved legislation authorizing con­ struction of the Hudson River Bridge, and Ammann was then hired as bridge engineer. He arrived in the summer of 1925 “with no great reputation.”5 The most important source for this historical account is Erwin W. Bard, The Pori ofNeu) York Authority (New York, 1942), esp. chap. 7; quotation on p. 193. Bard offers no infor­ mation on why Ammann was chosen. Two other books—Julius Henry Cohen, They Builded Better than They Knew (NewYork, 1946); and Jacob W. Binder, All in a Lifetime (Hackensack, N.J., 1942)—discuss the political activities surrounding the Hudson bridge project, but Ammann’ s First Bridge 543 The conventional account leaves one important question unanswered and, it turns out, provides a misleading explanation of a related issue. First, why did the Port Authority hire Ammann in 1925 to take charge of designing and constructing a giant bridge across the Hudson? In view of its size and regional importance, the agency might have been expected to award the project to a prominent bridge engineer such asJ. A. L. Waddell or Ralph Modjeski; indeed, because ofthe importance ofthe project to the Port Authority (in 1925 it had no operating facilities at all), that agency might have been especially anxious to reach out for a bridge engineerwith a major reputation and a record of independent...

Exchange Place Station Subsurface Reconstruction and Improvements

The Port Authority Trans Hudson (PATH) Railroad's Exchange Place Station has undergone major renovation and improvement as part of a Port Authority passenger safety program. The station was constructed in the early 20th century, in poor ground conditions at the edge of the Hudson River. As a result of recent increases in passenger volume and a concern for passenger safety, The Port Authority of New York and New Jersey planned and constructed major improvements to the station. Existing train rooms were refurbished and a new at‐grade station was constructed at water edge with new escalators and stairways descending to the deep station platforms. This paper describes the conditions encountered at the facility and the engineering decisions that were made in order to accommodate existing structures and the difficult ground conditions. Various construction techniques were necessary for the successful completion of the new construction without endangering the operating railroad or the public. The project was completed without incident and without disruption to the operating facility.

Education and Skills for Public Authority Management

to consider. The education and training of public authority managers has been largely overlooked in the literature, curricula, and professions of public administration and business management. This situation exists even though public authority executives manage organizations that have a profound impact on the American polity. The over 6,000 public authorities in the United States represent 7 percent of the approximately 82,000 total governmental units. These entities deliver essential services in states, counties, cities, and towns throughout the nation and issue much of the nonguaranteed government debt in the bond market (Axelrod, 1989, p. 28). Several prominent government agencies in the country are public authorities, including for example, the Port Authority of New York and New Jersey, the Tennessee Valley Authority, the Chicago Housing Authority, the New Jersey Turnpike Authority, and the Metropolitan Atlanta Rapid Transit Authority.

Grants and Outcomes

Grants and Outcomes

Three Highlights of the Engineering Department Activities of the Port Authority of New York and New Jersey

Three Highlights of the Engineering Department Activities of the Port Authority of New York and New Jersey

Introduction

Annals of the New York Academy of SciencesVolume 431, Issue 1 p. 42-44 Introduction PETER C. GOLDMARK JR., PETER C. GOLDMARK JR. Office of the Executive Director The Port Authority of New York and New Jersey One World Trade Center New York, New York 10048Search for more papers by this author PETER C. GOLDMARK JR., PETER C. GOLDMARK JR. Office of the Executive Director The Port Authority of New York and New Jersey One World Trade Center New York, New York 10048Search for more papers by this author First published: December 1984 https://doi.org/10.1111/j.1749-6632.1984.tb27026.xAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume431, Issue1Infrastructure: Maintenance and Repair of Public WorksDecember 1984Pages 42-44 RelatedInformation

Regional Recovery: The Business of the Eighties. The Port Authority of New York and New Jersey, One World Trade Center, New York, N.Y. 10048. June 1979. 56p

Regional Recovery: The Business of the Eighties. The Port Authority of New York and New Jersey, One World Trade Center, New York, N.Y. 10048. June 1979. 56p

The Concorde and Port Noise Complaints: The Commerce and Supremacy Clauses Enter the Supersonic Age

On November 18, 1977, one month after the U.S. Supreme Court cleared the way for Concorde passenger services at Kennedy International Airport and four days before those services began, the Port Authority of New York and New Jersey announced the adoption of a new noise rule which surprised some local observers in two respects. First, the announcement revealed that the new noise rule would essentially embody federal noise standards and extend those standards to the 16 first-generation Concordes, thus effectively reserving the right to ban the Concorde in 1985. Second, the announcement also contained the unusual disclosure of opposition to the plan by a minority bloc of Port Authority commissioners. One aspect of that opposition-that is, New Jersey's long-range interest in securing and maintaining Concorde landing rights at Newark Airport-was highlighted one month later when Governor Brendan Byrne of New Jersey vetoed the Port Authority's decision, thereby reopening the Concorde controversy.

Equipment & materials

The Chubb ‘Pathfinder’ airfield crash truck, winner of last year's Design Council Award, which has just won a large order from the Port Authority of New York and New Jersey. Twelve vehicles are being built at a cost of £1·5 million for service at Newark, La Guardia and John F. Kennedy Airports.

The Port Authority of New York and New Jersey

The Port Authority of New York and New Jersey