b'CARGOJFK63Its a win for the Port Authority, a win for the air cargo operator and a win for the community, says Bob Caton, the companys vice president of Airport Operations. Each win isBOB CATONdefined by the goals that were collectively established at the outset, collaborated on throughout the design and construction, and ultimately met upon delivery, he explains. Maximizing Movement As a mature airport that originally opened in 1948, JFK naturally has facilities and infrastructure that have become less functional throughout the years. Key assets in need of modernization include access roads to/from airport facilities and the regional cargo community. The vision for realigning cargo operations at JFK dates back at least to 2012, when then-governor Andrew Cuomo prioritized regaining market share. A commissioned study showed that much of the airports cargo infrastructure was outdated and functionally obsolete. In order for it to remain competitive at the time and into the future, updates were necessary. In addition to replacing two separatecargo development and management,The Port Authority and New York City older facilities, the new cargo centerincluding a 20-year partnership withEconomic Development Corporation initiated includes 3,000 square feet of coolerthe Port Authority at JFK and Newarka strategic planning process to review space for temperature-sensitiveLiberty International Airport (EWR).and revitalize the air cargo market at JFK. pharmaceuticals and other perishableWeve worked in collaboration with thePrimary objectives include: goods. Separate areas at 2 to 8 degreesPort Authority to ensure these facilities Celsius and 15 to 25 degrees Celsius areare well-managed growing and enhancing air cargo available, significantly enhancing JFKsand supported themovement at JFKon-airport storage capabilities.continually growingincreasing cargo-related employment and evolving airopportunities Public-Private Developmentcargo operationalpromoting a comprehensive regional The new $270 million facility was developedneeds at each offreight policy and public investment through a public-private partnership ofthose airports, saysdiversifying and expanding industrial Realterm, the Port Authority and WorldwideGreg Russell, seniorGREG RUSSELL business in the city and regionFlight Services (the primary operator/ vice president of generating new investment in cargo-occupant). The public-private partnershipdevelopment with Realterm.related facilities and infrastructure to structure provided significant advantages forOverall, the company is the largestserve the city and airportthe Port Authority and the JFK community,developer and manager of air cargomaximizing real estate use and Warner-Dooley says. It leveraged thefacilities in North America, with more thanoperational efficiencies within the JFK private sectors capital, logistics expertise18.5 million square feet at 37 airports. study area and development efficiency, while aligningAt JFK, Realterm oversaw designAgreeing on those goals early in the with the public sectors goals of job creation,and construction of Building 260. Perdevelopment process through open sustainability and local economic growth. a ground lease with the Port Authority,communication and collaboration across Realterm led the project, leveragingit is also in charge of operations andeach of the parties really set the project up more than 30 years of experience in airmaintenance.for success, Russell comments. AirportImprovement.comSeptember 2025'