This proposal studies the Competition Site in relation to its historical development, to the greater metropolitan area of New York City and especially to its immediate surroundings. The subject of this study is the area between 42nd and 23rd Street. This area contains a number of service facilities that form obstacles in two respects: they constitute physical barriers that block fluent connections between the locations and they prevent the further development and full land use of several districts. The site has been affected by the decline of the harbor since the 1960s. The answer is to develop and implement a new urban package for the postindustrial, global city. The site is acting as an infrastructural link within a broader network of sites of attraction, sites of consumption, major transportation nodes. It has the potential to function as a lobby for Manhattan. The consideration at the basis of this scheme concerns the future of this part of Manhattan in the face of the increasing homogenization of cities. All over the world similar metropolitan conglomerations cater to a transnational population of urban travelers. These non-places of the business elite all seem based on the original prototype of Manhattan, inviting the question what step Manhattan will take to distinguish itself from its replicas and to once again set the tone for the future. The critical package for the global city is built up using scenarios, diagrams, parameters, formulas and themes. Diagrams are made which map the performance of Manhattan in order to extract parameters for the development of the site. At the basis of the critical package lies the question, which is the optimal combination of factors for the site to function effectively with respect to programs, construction, economy, public and private desires, community concerns, and political and managerial feasibility. The term critical package is chosen to indicate relational qualities; any intervention has reverberations on many levels, and therefore in reality always constitutes a package of measures and decisions. Our proposal is presented as an integral, inclusive strategy, which allows fragmentation and difference to be absorbed into a coherent, continuous approach, aiming for continuous development. The critical package thus amounts to the articulation of an urban policy, consisting of a critically generated engagement with the situation in which the production of the city takes place. The proposal is based on the concentration of transportation and other service nodes, which frees land and money for new developments, and which improves local connections by dissolving the physical barriers formed by these service and transportation areas. The current fragmentation of the site is compounded by the 'echoing' effect of the one-directionality of commuter traffic. One of the problems of the area that is bound by 42nd Street on the north and by 28th Street on the south side, is that the various large-scale service functions that it houses do not have a positive effect on the area itself, since the users of facilities such as Pennsylvania station, the Port Authority Bus Terminal, the General Post Office and the Jacob Javits Convention Center are merely in transit. The new program we propose implies a considerable increase in housing, as well as functions that generate secondary local programs, such as restaurants, retail outlets and suchlike services. The new program is designed and calculated to encourage more people to live and work in the same area, so as to contribute to a more sustainable city. Traffic and parking conditions have been studied extensively, leading us to conclude that this site can only support a moderate amount of commercial development. The majority of the program consists therefore of mixed-use producer services. Although our proposal amounts to a radical intervention, it is designed to be carried out in phases and includes possibilities for temporary uses. The proposal moreover is intended as strategic and visionary and emphasizes the need to uncover the shared values inherent in the various long-term, site-specific interests. This cluster is mainly dedicated to work-related functions. Traditional offices and shared office environments are planned here. Three-minute and five-minute maps of this location show that many functions important to metropolitan business people and city users are reachable within a three-minute walk. Due to its high accessibility this part of the Competition Site is therefore also suitable for a hotel and hotel-related program. The Waterfront Cluster This cluster is designed as mainly residential. An area can only become a community if enough people live there to generate local shops and other services. Eighty percent of residences would be two and three room apartments, the remainder being studios and four room apartments, creating living space for some 15.000 people. The organizational model of this cluster is the lattice framework. World Media cluster The core program of this cluster is a new type of conference and communication center that makes use of new media to replace the Jacob K. Javits Center. There are three types of convention center: exhibition center, conference center and convention center. The Javits Center is an exhibition center but at the moment is too small to function optimally as such. It furthermore is not on an ideal site; it does not need its high-value waterfront location, but would be better off on a lower-value location nearer public connections and facilities such as hotels and restaurants. We therefore propose to reprogram the Javits Center as a top-quality, state of the art convention center and relocate it away from the waterfront. Structurally, this cluster is organized as a series of spiraling lobbies that are interconnected through loops. Programmatically, this cluster contains the highest variety of uses. This cluster is designed as mainly residential. An area can only become a community if enough people live there to generate local shops and other services. Eighty percent of residences would be two and three room apartments, the remainder being studios and four room apartments, creating living space for some 15.000 people. The organizational model of this cluster is the lattice framework. The World Media Center represents an opportunity for the development of new architectural forms to accommodate functions relating to working with communication and media technologies. This center can instigate imaginative architectural and urban experiences by experimenting with new categories of working and living. Secondary functions related to the World Media Center would be retail, hotel, restaurants and cafes as well as timesharing office environments, such as fully fitted out offices that can be rented per hour. A new media higher education institute could be part of the World Media Center and could complement its value as a locally embedded global center. With the addition of a VR Park the center would become a major tourist attraction as well.