CM Firm: Parsons Brinckerhoff Construction Services
Judith Kunoff – Senior
Project Manager
Project: Post 9/11: Department of Homeland Security New Offices
Location:
601 West 26th Street, Manhattan
Client: General Services Administration/Department of Homeland Security Tenant Agency
Building Owner: 601 West Associates, LLC., Steve Sales
Architect: TMG/LMG Architects
Engineers: Lilker Associates
General Contractor: B.R. Fries and Associates, LLC., Barry Fries
Construction Budget: $14.6 million; Construction Cost: $12.2 Million
Project Schedule:
Department of Homeland Security took occupancy of 601 West 26th
Street in December of 2003. The finished product was delivered 2 weeks prior to
the schedules established at the beginning of the construction phase.
Project Size and Description: Replacement lease for Six World Trade
Center. Construction of
156,800 rentable sq. ft. on the entire 7th floor of the
building.156,800 RSF at 601 West 26th Street.
The project encompassed the construction of tenant improvements.
This new facility helped to establish the New York City Regional
Headquarters for the Department of Homeland Security and relocate government
employees who were previously housed at 6WTC and destroyed on September 11th.
Project Scope: The
project scope included the complete gut renovation of warehouse space into
office and special purpose space at 601 West 26th Street. The
construction had to be carefully coordinated with the greater building operating
plans and schedules. The build-out
included a great degree of special construction for gyms, locker rooms,
investigation areas, prisoner processing areas and computer and command centers
with special HVAC. In addition, the space presented challenges in designing an
efficient layout around the building’s many large columns and core areas for
freight elevators and truck loading platforms located on each of the
building’s floors. The facility
required a great deal of security installations and alterations.
Special needs of the
project addressed by CM Services on this project: PB was given the unique opportunity to serve as the
“owner/end user” representative on this project. It was unique as the definition of “owner” is quite
broad. PB has found that the way to
fulfill contractual obligations as well as shepherd a successful project with so
many “clients” is to nurture partnering.
From the outset PB worked with the tenant agency’s planners and
architects to understand the program requirements clearly.
Once the owner/landlord’s designers were brought to the table PB worked
to incorporate them into the team. Lastly,
the general contractor joined the effort. PB
highlighted the importance of keeping lines of communication open between all
parties. PB attended both the
weekly sub-contractor as well as the owner progress meetings to bridge any
communication gaps between the parties. This
ensured for a successful project.
Project Complexities and Solutions: The program requirements of this client called for complex design solutions to meet the particularly specific security requirements. PB’s past experience on FBI and Secret Service Projects as well as related DHS projects put them in a position to anticipate these challenges. PB raised these issues in advance giving both the design team as well as the contractor time to issue details in a timely and efficient manner keeping the project progressing and therefore within budget. A specific problem of working over a very sensitive tenant, Williams Telecommunications, served as the most difficult challenge of the project. The team was able to work together, negotiating well, willing to work off hours, be creative with protection solutions in order to overcome this challenge. It is clear that the partnering/team effort brought project in under budget and ahead of schedule.
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