Understanding the Business Process of O'Hare 21
Behind the Build
O'Hare 21 is a transformative investment in the future of Chicago's global gateway. Delivering a program of this scale requires strong coordination, clear roles, and an efficient process to ensure every phase is thoughtfully executed.
This page provides an overview of how the program is managed - from the leadership of the City of Chicago and the Chicago Department of Aviation (CDA) to the Program Management Office, Connect Chicago Alliance (CCA), and the Construction Managers at Risk (CMARs) responsible for building the next chapter of O'Hare.
O’Hare 21 is a once-in-a-generation investment in modernizing one of the world’s busiest airports. As the largest expansion in O’Hare International Airport’s history, this program is transforming the travel experience while creating new opportunities for businesses across the region. Understanding how the City of Chicago manages this work is key to successful participation in the program.
The key program managers:
To deliver the major projects that define O’Hare’s capital plan, the CDA has partnered with five Construction Managers at Risk (CMARs). These firms were selected for their proven expertise in managing complex infrastructure projects and their ability to lead large-scale construction efforts. Each CMAR is responsible for delivering specific components of the program, working closely with the CDA and its Program Management Office to ensure quality, safety, and efficiency. These CMAR teams are leading the construction of O’Hare’s major modernization efforts and are key partners in bringing the future of O’Hare to life:
Delivering a program as ambitious and complex as O’Hare 21 requires a construction delivery method that prioritizes collaboration, efficiency, and accountability. That’s why the Chicago Department of Aviation (CDA) selected the Construction Manager at Risk (CMAR) approach — an alternative to traditional models like Design-Bid-Build (DBB) or Design-Build (DB).
Unlike DBB, where design is completed before construction is bid to the lowest responsive and responsible contractor, CMAR allows for construction expertise to be integrated early in the process. During the preconstruction phase, the CMAR works closely with the architect and the CDA to provide cost estimates, scheduling input, and value-engineering opportunities — helping shape smarter design decisions before construction begins. In the construction phase, the CMAR acts as the general contractor, managing trade package procurement, overseeing subcontractors, and ensuring quality, safety, and alignment with project goals. The CMAR holds the contracts with subcontractors and delivers the project at a Guaranteed Maximum Price (GMP), transferring construction risk away from the owner.
This method offers significant benefits for O’Hare 21. It supports an aggressive program schedule, enhances cost and schedule certainty, and allows the CDA to retain oversight and control of the design process. Most importantly, it expands access and opportunity across the region.
Through the unbundling of trade packages, the CMARs release scopes of work in a range of sizes — creating pathways for small- and mid-sized firms to participate meaningfully in the program. This structure ensures that O’Hare 21 is not only building a world-class airport, but also investing in the businesses and communities that make Chicago strong.
Delivering work at one of the world’s busiest airports requires more than technical skill — it demands awareness, coordination, and a clear understanding of the airport environment. The CMAR teams supporting O’Hare 21 are highly experienced in this setting and play a critical role in helping subcontractors navigate its unique requirements.
Through a range of seminars, workshops, and targeted outreach, the CMARs offer hands-on guidance to help subcontractors — particularly small and emerging firms — successfully prepare to work within O’Hare’s secure and complex environment. These efforts build capacity and confidence for firms to grow and compete for future CDA opportunities. Topics covered include:
With the right preparation and support, subcontractors of all sizes can safely and successfully perform work at O’Hare — contributing to the transformation of this global gateway.
O’Hare 21 is a once-in-a-generation opportunity to help build Chicago’s global gateway while expanding access for small, mid-sized, and certified businesses. The Chicago Department of Aviation (CDA) and its Construction Manager at Risk (CMAR) partners are committed to creating a more inclusive, equitable construction process by engaging MBEs, WBEs, SBEs, BEPDs, VBEs, and other diverse firms at every phase.
To participate, firms must complete a prequalification assessment with each CMAR they intend to bid with. Early engagement is strongly encouraged to ensure readiness when trade packages are released. CMARs regularly meet with assist agencies to walk through the prequalification process and share upcoming opportunities, with many packages unbundled to promote participation from emerging and growing firms.
To promote equitable economic growth and increased competition, the City of Chicago offers several bid incentives and programs that may apply to O’Hare 21 projects. These incentives may enhance bid evaluation and expand opportunities for certified firms. Examples include:
Additional programs may also apply, including the Small and Mid-Sized Business Initiative, MWBE Certification Program, Mentor/Protégé Program, and the Diversity Credit Program.
Participants must submit verifiable documentation for all incentives claimed. Non-compliance may result in penalties. Learn more at www.chicago.gov/dps.
All firms performing work on O’Hare 21 must comply with workforce requirements set by the Municipal Code of Chicago. For contracts valued at $100,000 or more:
These requirements are monitored by the Department of Procurement Services (DPS) and CDA. A full map of project areas is available at www.chicago.gov/dps. Non-compliance may result in liquidated damages.
Bidders and subcontractors must demonstrate their ability to meet bonding and insurance requirements. In some cases, CMARs may offer Subcontractor Default Insurance (SDI) as an alternative to traditional payment and performance bonds. Insurance requirements may include, but are not limited to:
In certain cases, an Owner Controlled Insurance Program (OCIP) may be implemented, with proof of coverage required during enrollment.
O’Hare 21 is committed to creating meaningful, long-term opportunities for small-, medium-, and minority- and women-owned businesses. On a trade package-by-trade package basis, Construction Managers at Risk (CMARs) work closely with the City of Chicago’s assist agencies to ensure these firms have every opportunity to participate in the program.
Introductory meetings with assist agencies serve as a critical touchpoint — offering insight into the prequalification process and helping MBEs, WBEs, SBEs, BEPDs, and VBEs understand how to engage early and effectively. In alignment with the City’s contract goals, CMARs set aside trade packages specifically for certified firms, helping to build capacity, foster growth, and expand market participation.
To remove barriers and provide greater access, the CMARs also support a range of initiatives, including:
Through this proactive, inclusive approach, O’Hare 21 is building more than just a modern airport — it’s helping build a stronger, more equitable economy for Chicago.
O’Hare 21 is committed to ensuring that subcontractors are paid accurately and efficiently through a clear, transparent process. Each CMAR manages its own payment system and support, offering structured guidance to help subcontractors navigate payment submissions and requirements.
Payments for prime subcontractors are provided based on an implemented payment management system. The portal, software, training and support is coordinated and provided by each CMAR. This process includes submission, review, and approval via the payment management software used by the CMAR. Detailed documents include:
Retention is not held on O’Hare 21. Once all contract terms have been met and forms submitted, such as a completed punchlist, closeout documents, etc., final payment is released to the prime contractor.
The 50/50 Payment Program is an accelerated payment initiative for CMARs working on CDA projects for monthly invoices valued at $1 million or more. The program provides expedited cash flow to CMARs, their subcontractors and suppliers, by providing an initial 50% payment while pay application documentation is being approved. The CMAR can submit and be paid on 50% of their monthly invoice with completion of a few forms (i.e. schedule of earned work). The CDA and CMARs continue to develop initiatives and mechanisms to help subcontractors receive payment in an efficient and timely manner. Additional programs may also be available through each specific CMAR.