Airport Consulting: Fall 2010

Charlotte Douglas International Airport, owned by the City of Charlotte, serves seven domestic, six regional and two foreign carri-ers, is a major regional hub for US Airways, and handles 643 departures per day. In 2009, it not only handled almost 35 million pas-sengers but also 120,000 tons of freight. In terms of operations, it is the eighth largest airport in the U.S. In the late 1990s, the city, anticipating continued traffi c growth at the airport, decided to expand it by adding a new runway to the west, paralleling its two existing main runways.

At the same time, Norfolk Southern, a major Eastern freight railroad, was also feeling cramped. Norfolk Southern’s intermodal terminal near downtown Charlotte needed to expand, but it was hemmed in on all sides by industrial and residential property. These two disparate transportation entities in need of expansion converged to create an unusual partnership that will reap benefi ts to both, while adding tremendous economic and mobility benefi ts to the region and the state.

Mutual opportunitiesCharlotte is a major intermodal hub for Norfolk Southern on the Crescent Corridor, a rail network stretching from New Jersey to Memphis and New Orleans. About 95 percent of the truckload freight in those markets moves exclusively over the high-ways, so the potential for intermodal traffi c growth on the corridor is enormous. But to reach that potential, Norfolk Southern must upgrade capacity on the corridor by

Fall 2010

See CASE STUDY on page 16

ConsultingA Quarterly Publication of the Airport Consultants Council

Airports and railroad yards are completely different animals, but plans are afoot in Charlotte, N.C., to make them stable mates.

By Robin C. Chapman, Norfolk Southern Corporation

ENHANCING FREIGHT MOBILITY AND A REGIONAL ECONOMY

A N A I R P O R T/ R A I L R O A D C A S E S T U D Y

page 12

ACC EVENTS PHOTO REVIEW SUMMER WORKSHOP SERIES

page 6page 4

SPECIAL FEATURE: ‘VIRTUALLY’ TRANSFORMING THE COMMON USE PARADIGM

CONSULTANT PERSPECTIVE: WHAT EMPLOYEES NEED TO BE ENGAGED

2 Consulting, Fall 2010

I believe an important membership conversation that needs to take place is one addressing an action item from the ACC Strategic Plan,

SP1(B) Explore including a broader mix of companies involved in aviation as ACC members. The purpose of this action item is to learn if ACC is meet-ing current member needs relating to networking and business development opportunities; consider the possibil-ity of including a broader spectrum of firms/companies involved in airport development to increase the value of the organization; and sustain the council as a relevant and viable force in the future airport development arena. Much energy has been invested this program year by the board, staff and a sub-committee lead by Board of Directors Vice Chair Terry Ruhl to explore what the outcome of this action item could mean for the as-sociation and its members. My personal thanks go out to everyone who has made a unique contribution to this effort.

This initiative produced a four-page re-port summarizing the work, conclusions and recommendations which will be made available in October. Sharing this information in advance will prepare the membership to participate in a valuable conversation at the Annual Membership Meeting in November. The following is overview of this effort so far.

ACC surveyed its membership in May to determine how networking and busi-ness development opportunities could be enhanced. The survey asked member’s perspectives regarding how their ser-vices and teaming arrangements have changed, what changes were expected

in the future, and whether ACC should broaden its membership to companies involved in all aspects of airport de-velopment. Responses were received from sole proprietors, small/medium sized firms, large firms and associate members. This feedback was in addition to an independent, informal survey of associate members and numerous indi-vidual conversations. Some of the key results of the survey included:

f Almost twice as many respondents had expanded their services in the past 10 years as those who had not. Some specific new services included financial consulting, international offerings and facility management.

f About one-third of the respondents noted that their traditional teaming partners have changed to include partners that offer more specialized services.

f In response to the question of what new services or activities ACC firms will be providing in the future, more design/build, construction management at-risk and privatization were among the answers.

f However, most convincing was the overwhelming affirmation in response to the question, Would the value of ACC be improved if a broader spectrum of firms involved in airport development were to become members?

This work resulted in a series of conclu-sions. First, not only are the existing

service offerings provided by ACC generally relevant and valued by existing and potential member organizations, but sacrificing any services would require careful consideration. Second, our industry will continue to witness transformational change in airport development. Lastly, there is growing consensus that broadening our member-ship should increase networking and business opportunities, and — most importantly — it is about maintaining relevance in a changing world.

In response to these conclusions, recommendations will be offered for consideration by the full membership at the upcoming ACC Annual Conference, including:

f Engaging the Marketing and Membership Committee for guidance on recruiting and branding,

f Engaging the Globalization Committee on the issue of geographic expansion and both the Project Delivery Committee and staff on the issue of the breadth of ACC service offerings,

f Evaluating membership recruiting opportunities, service area additions and resource requirements, as well as other tasks.

Please join us in this important conversa-tion to sustain ACC in a transforming industry.

“A careful conversation is a failed conversation, because it merely

postpones the conversation that wants and needs to take place.”

— S u S a n S c o t t, a u t h o r o f “ f i e r c e c o n v e r s at i o n s : . .”

Ronald L. Peckham, P.E.

C&S Companies

ACC 2010 Board of Directors Chair

Cover Photos Norfolk Southern’s existing intermodal facility near downtown Charlotte has outgrown its 40 acres and needs more room to expand. Intermodal transport — the movement of shipping containers or trailers on railroad flatcars — is the most efficient way to move truckloads of freight between cities.

E x E c u t i v E u P d a t E

3www.ACConline.org

stAY CUrreNt oN ACC NeWs

Cover Story

1 enhancing Freight Mobility and a regional economy — An Airport/railroad Case study

By Robin C. Chapman, Norfolk Southern Corporation

Special Feature

4 – 5 ‘virtually’ transforming the Common Use Paradigm

By Mark Sapp, Air-Transport IT Services, Inc.

Consultant Perspective

6 – 7 What employees Need to Be engaged

By Leigh Branham, CEO and Principal, Keeping the People, Inc.

A Quarterly Publication of the Airport Consultants Council

Fall 2010

3

Consulting

EDITORT.J. Schulz

ASSISTANT EDITORJohn B. Reynolds

AirportConsulting is published quarterly. The next issue will be distributed in November.

For advertising information, contact Emily VanderBush at 703-683-5900.

Please send your feedback, comments or suggestions to the editor at: Airport Consultants Council,

908 King Street, Suite 100, Alexandria, VA 22314, or e-mail [email protected].

©2010, ACC

AirportConsulting

ACC 2010 Board of Directors

Paula P. HochstetlerPresident

T.J. SchulzExecutive Vice President

Sharon D. BrownDirector, Programs and Finance

Emily VanderBushCoordinator, Marketing and Membership

John B. ReynoldsCoordinator, Communications

ACC Staff

...delivering excellence in airport development

Inside This Issue

8 – 9 Member spotlightsThis issue highlights ACC Executive Member Paragon Project Resources, Inc. and ACC Associate Member Simtra AeroTech AB

10 – 11 out & About with ACC

12 – 13 ACC events — Photo review• ACC/FAA/TSA Summer

Workshop Series• ACC Agency Best Practices Award• Security Technology Day

14 – 15 ACC Members• New Members• ACC Updates• On the Move• And the Winner Is

16 – 17 Cover story(continued from page one)Enhancing Freight Mobility and a Regional Economy — An Airport/Railroad Case Study

18 ACC events

19 ACC spotlight • Upcoming ACC Events• ACC Online Learning

> ACC Webinars> ACC Lunch & Learn Webinars

20 Designing an effective Aviation Congestion strategy...

By Steve Van Beek, President & CEO, Eno Transportation Foundation

CHAIRRonald L. Peckham, P.E.

C&S Companies

VICE CHAIRTerry A. Ruhl, P.E.

CH2M HILL

SECRETARY/TREASURERCourtney A. Beamon, P.E.Delta Airport Consultants, Inc.

IMMEDIATE PAST BOARD CHAIREvan Futterman

Futterman Consulting, Inc.

BOARD OF DIRECTORSMichael R. Arnold, LEED AP

ESA Airports

Don BerginBlast Deflectors, Inc.

Roddy L. Boggus, NCARB, AIAParsons Brinckerhoff

Thomas B. DuffySafegate Airport Systems, Inc.

Carol Lurie, LEED AP, AICPVanasse Hangen Brustlin, Inc.

Enrique M. MelendezParagon Project Resources, Inc.

A. Bradley MimsFederal Advocates, Inc.

Andy Platz, P.E.Mead & Hunt, Inc.

Solomon WongInterVISTAS

www.ACConline.org

Subscribe at www.ACConline.orgFollow ACC on Twitter @ACC_HQ

t a B L E O F c O N t E N t S


By Mark Sapp, Air-Transport IT Services, Inc.

‘Virtually’ Transforming the Common Use Paradigm

Common use passenger processing and shared use airport facilities have long been great concepts. Unfortunately, they have lacked

meaningful execution and true airline accep-tance for the fi rst twenty-fi ve years of their existence. Today’s virtualization technology changes the game and allows airports the ability to deliver true native system functionality to airlines while garnering unparal-leled facility control and growth capabilities.

The genesis of the airport common use standard was the 1984 Summer Olympics in Los Angeles. The airport needed to accommodate airline operations that exceeded the capac-ity of the airport’s facilities and also provide the ability for non-tenant airlines to operate temporarily from the airport. An operational system had to be implemented that would allow multiple airlines to share facilities like ticket counters and arrival/departure gates.

To accommodate these requirements, the air-port implemented the fi rst CUTE (Common

Use Terminal Equipment) System. This system allowed multiple airlines to connect to their host systems. Unfortunately, this “connection” was accomplished via a generic interface that had to be confi gured to accommodate every airline, and airlines had to modify their pas-senger processing software to comply with the

system. This homogenization, while necessary, severely limited the airlines ability to utilize the process-driven functionality that their native systems contained.

Widespread acceptance of CUTE technology by airlines in the United States has been hindered by the degradation of operational effi ciency. Yet the implementation of common use systems at international airports has grown steadily

over the years, as airlines seek to cross-utilize airport facilities that are too limited to allow any type of exclusive use. Importantly, despite most airlines’ lack of unbridled support for common use, international routes are far too valuable to make service decisions based on the ability to utilize proprietary facilities and

equipment.

As the domestic airline indus-try and its business processes are evolving, U.S. airports are now looking at common use and shared use facilities more keenly, and with good reason. Financially troubled airlines are looking for any way to reduce costs and

improve operational effi ciency. Likewise, airports have seen their service levels reduced drastically in recent years and are researching every option to encourage new route growth from their facilities.

In many ways, common use technology can help both airlines and airports recognize these goals. Airlines can save signifi cantly by utilizing airport provided systems, especially when the

“technology changes the game and allows airports the ability to deliver…”

Common Use facilities at Fresno-Yosemite International

S P E c i a L F E a t u R E

5www.ACConline.orgwww.ACConline.org 5

support costs of these systems are borne by the airport. Airports can assert more management control of their facilities, while simultaneously becoming more attractive for new airline service.

As interest grows among airports to include com-mon use technology in new and existing facilities, the question remains of how to overcome the inherent lack of airline support for these systems. The answer is virtualization. Virtualization is technology that allows a systems provider the ability to deliver any airlines’ own proprietary passenger processing systems without any limitation or the need to modify their software. The airport simply provides common network, hardware and support and the airlines are up and operating using their own software.

If virtualization is the silver bullet of common use, why wasn’t it used before? In short, the technology didn’t exist. In the last few years, virtualization has become widely accepted and is used in large business systems and servers, as well as on home comput-

ers. It is not complex. In fact, virtualization is simple, extraordinarily secure and reliable when combined with secure virtual network technology. The true value to the airport is the ability to deliver what the airlines have always wanted from common use: lower costs, higher effi ciency and their own software. Virtualization accomplishes these goals and at a cost far lower than any legacy common use system.

Virtualization eliminates the need to create one operating standard and force airlines to comply.

Instead, airlines can use their own software with full business functionality without the need to invest additional capital to modify and certify

their systems. Shared use technology driven by virtualization is here today and operating successfully at airports around the world, and it can ease the airlines’ reluctance to adopt shared use technology.

As airlines continue to be tepid about service expansions, airports can answer the call by mitigating risk and providing the necessary infrastructure to allow airlines the fl exibility to expand service without capital investment. There is no need to wait for another standard.

The environment is right to deploy the systems and technology that will allow airlines to use their own systems and control costs, while al-lowing airports to grow organically. The answer is to transform common use, virtually.

“Shared use technology driven by virtualization is here today…”

“Virtualization is technology that allows a systems provider the ability to deliver any airlines’ own

proprietary passenger processing systems without any limitation or the need to modify their so� ware.”

Photos courtesy Brandon Carmody


The surveys were a part of the largest and most comprehensive employee engagement study ever conducted by virtue of the fact that, unlike other large studies, it included a representa-tive cross section of small, medium-sized, and large companies. More than 200,000 verbatim employee comments were read, which was like listening in at an “electronic” water cooler. What was learned can be benefi cial, surprising, and somewhat sobering for leaders of airport development fi rms.

Some major themes appeared in what employees are saying they need in order to be more engaged at work in 2010:

SENIOR LEADERS, ENGAGEMENT STARTS WITH YOU!For at least the last decade the conventional wisdom has been that “people leave managers, not companies.” All too many senior leaders took this as license to delegate responsibility for employee engagement initiatives to middle managers and supervisors. Although direct managers are still extremely important to the engagement process, recent data clearly show that senior leaders are the prime movers, setting the tone and shaping the culture. Senior leaders who want “Best-Place Employer” status for their organizations should take the lead by setting a direction that employees believe in, dumping outmoded command-and-control mindsets, tapping the ideas of employees, eliminating “we-they” distinctions, forgoing excessive perks and bonuses, and holding managers accountable for treating people right.

WHAT MOTIVATES US IS CHANGING — TRY TO KEEP UPTwenty nine studies conducted over the last 20 years show that more engaged workforces are more productive workforces. However, as times and economic conditions change, employees’ perceptions of what’s important changes as well. In the past decade, Enron, the entry of Millennials into the workforce, the decline in company-paid health benefi ts, and the fi nancial collapse of 2008 all have combined to affect changes in worker expectations. Employees are voicing their concerns that their employers are far more concerned about their own job security and less concerned about their employees’ gen-eral well-being. Employees are also more cynical about leaders, especially on the issue of caring more about the welfare of the organization than the interests of staff.

Employers need to deal with these concerns in ways that restore trust and the feeling of being cared for, and stay abreast of employee expectations to remain the winning workplaces they are.

GIVE...AND WE’LL GIVE BACKRegarding the important issue of health care benefi ts, there has been a dramatic shift among winning employers. Among other things, the best places to work are helping employees take greater responsibility for their own health in a way that also lets them know the company cares. In doing so they are reducing unnecessary health care claims and more effectively manag-ing costs. Winning workplaces are implementing

c O N S u L t a N t P E R S P E c t i v E

What Employees Need to Be Engaged

By: Leigh Branham, CEO and Principal, Keeping the People, Inc.

What makes the top one percent of workplaces so much better than others?

An analysis of 2.1 million employee engagement surveys from 10,000

employers that entered Best-Place-to-Work competitions in 45 U.S. cities

showed common themes among companies that are successful in engaging

their employees.

7www.ACConline.org 7www.ACConline.org 7

progressive strategies that reduce health care costs, improve communication with employees about changes in benefi ts, and take a more “whole person” approach—one that benefi ts both employee and employer alike.

HELP US MANAGE OUR DIFFERENCESHaving four distinct generations — Millennials, Xers, Boomers, and Traditionalists — in the workplace for the fi rst time in history has made teamwork, communication, and one-size-fi ts-all employment and management practices more diffi cult. The fact that some of the least age-diverse employers are also the most engaged is a sobering one. It means that unless age-diverse employers are doing extraordinary things to manage generational differences and promote teamwork while treating everyone as individuals, engagement levels will erode. Among the best practices recommended to overcome genera-tional differences are: training older managers to meet Millennials halfway by giving more feed-back; implementing state-of-the-art on-boarding practices; providing generation Xers more var-ied, horizontal, and/or rotational assignments to broaden their experience when their path to promotion may be blocked; promoting so-called reverse mentoring of older managers in web 2.0; and encouraging collaboration and social networking while requiring more face-to-face communication.

MANAGE OUR GROWTH SO WE DON’T LOSE THE TEAM FEELINGCompanies want and need to grow. As work-places grow larger than 150 employees, they tend to reach a tipping point that reduces teamwork and camaraderie. Workforce population growth can have an extremely negative and unexpected

impact on employee engagement, a fi nding that industry researchers have not reported. Case studies exist on how some employers have grown larger while maintaining high levels of teamwork and involvement.

GIVE US HOPE IN TIMES OF UNCERTAINTYEmployee engagement, once thought to be primarily within the control of management, can be negatively infl uenced by outside forces if they rise to the level of the current economic downturn. Yet, in spite of these powerful ex-ternal forces, some employers have actually increased their levels of employee engagement after the “economic tsunami” of 2008. There are fi ve differentiating practices that winning workplaces are using to weather the economic storm and keep employees engaged, including: holding 50-50 meetings where the CEO responds to any and all questions; creating company blogs inviting employees to submit money-making or cost-saving ideas for cash rewards; confront-ing poor performance; refusing to eliminate recognition events and cut training budgets; and insisting that overstressed and burned-out employees take vacations.

KILL THE COOKIE CUTTERMuch of the challenge facing employers today involves taking these practices and making them live within their workplaces, and applying their unique “signature” to the engagement practices. Managers and executives should not attempt to “copycat” or “bolt on” what other employers do if they don’t fi t. Rather, select the “leading” practices that best serve the unique business objectives and meet the needs of the company’s critical talent.

Leigh Branham is CEO and Principal, Keeping the People, Inc., in Overland Park, Kansas. He and co-author Mark Hirschfel recently published the results of two years of research in the book, Re-Engage: How America’s Best Places to Work Inspire Extra Effort in Extraordinary Times (McGraw Hill, 2010). For more information about Re-Engage, go to www.re-engagebook.com. To subscribe to Branham’s quarterly e-newsletter on employee engagement and retention best practices, visit www.keepingthepeople.com or contact Leigh Branham at [email protected].


PARAGON PROJECT

RESOURCES, INC.

6221 Riverside Drive, Suite 106Irving, tX 75039

tel: (800) 416-3725Fax: (214) 634-0097

E-mail: [email protected]: www.2paragon.com

Founded in 1989 as a Hispanic-owned engineering fi rm, Paragon Project Resources, Inc. provides extensive support and technical services within transportation, facilities,

public works and specialized inspection. With over 65 employees in eight states and Puerto Rico, Paragon is one of the largest Hispanic-owned fi rms providing construction manage-ment, program management and engineering services in the United States.

Paragon helps owners mitigate delays, cost overruns, and claims while assuring quality through its program/construction management services. Paragon’s fi eld personnel function as an extension of the client’s staff. Exceptionally effective processes, procedures, and systems enable the program/construction management group to manage and control any project.

With an experienced, highly diverse staff cover-ing a broad spectrum of engineering design disciplines, Paragon provides engineering design services tailored to meet the specifi c require-ments of each individual project. Decades of Paragon’s fi eld experience in design and con-struction management are incorporated into every design, resulting in projects that can be effi ciently bid and constructed. Engineering design services include Civil, Structural, Mechanical, Electrical, Communication Systems, IT/Security Systems design along with Feasibility / Investigative Studies.

Paragon also features extensive capability in the area of Information Technology (IT) Systems such as communications networks, wireless, RFID, database systems architecture, informa-tion systems enterprise architecture, application integration, decision support tools, management information systems and business intelligence tools and dashboards. In addition, Paragon’s services include IT Master Planning, Business Process Management, and Systems Integration, Concept of Operations development and tech-nology evaluations and procurement. Paragon develops clients turnkey IT solutions based on their unique requirements while maximizing

commercial-off-the-shelf (COTS) products based upon system industry standards. Paragon offers a variety of technical support services such as CADD / graphics [MicroStation® and AutoCAD®], consulting, and software solutions.

Within the aviation market sector, the fi rm has supported airport operators, major airlines and the FAA for many years. Today, Paragon teams with many of the large A&E fi rms on projects in addition to taking on the role of Prime Contractor for certain opportunities. Most recently, Paragon successfully performed as the Prime Contractor — on schedule and within budget — for the LAX A380 Cross-Taxiway project.

Due to its continued success within the United States, Paragon is currently expanding its services in the Caribbean and Latin America markets. Paragon employs several bilingual busi-ness and engineering leaders to take advantage of the Latin American market and continues to be a highly regarded Disadvantaged Business Enterprise (DBE)/Minority Business Enteprise (MBE).

Prepared by Enrique M. Melendez, Managing Principal,

Paragon Project Resources, Inc.

M E M B E R S P O t L i G H t a c c E x E c u t i v E M E M B E R

9www.ACConline.org 9www.ACConline.org

In today’s aviation industry, optimization on all fronts is considered a key element to successfully deliver project effi ciency, cost savings and timely development. The same holds true for the current dynamic

of airport development which provides con-stantly changing challenges, environments, and the subsequent software needs to adapt. New aircraft types and general service equipment usage, low-cost airline operations, lack of space on aircraft stands and changing regulations are just a few typical issues. Thus, the easier it is to create or test a concept, the faster an important decision can be made. This is exactly where Simtra AeroTech’s software provides a cutting edge, complete solution toolkit to handle a large variety of planning and operational aspects.

Founded in Sweden in 1989, Simtra AeroTech was originally involved in the navigation of mobile robots. In 1994, the company started merging results of robotics research with air-port know-how after initial contacts with the Swedish Civil Aviation Authority, resulting in the software application PathPlanner — a tool that could be used directly in CAD environment. The introduction of the Airbus A380 concept marked a new era, not only for Airbus Industrie but also for Simtra. Airbus Industrie selected PathPlanner to prepare the entry of the A380 to major international airports and, following the decision, many larger airports and consult-ing fi rms purchased PathPlanner to study the implications of the A380 and design the required changes at airside and the terminal interface.

Today, PathPlanner is a software package that accomplishes airside and landside design effi ciency by incorporating an easy-to-use, CAD-based user interface with a multitude of time-saving features including innovative one-click optimizations and the ability to create simulations of key elements like pas-senger boarding bridge docking and aircraft maneuvering. The software incorporates all airport design standards for both FAA and ICAO recommended practices and contains an extensive library with aircraft and ground support vehicles allowing for simulation of all

related physical object movements and analyses of safety clearance issues. Additionally, these simulations can be transferred into a Windows-compatible media fi le that can be shared with clients and coworkers alike to illustrate and defi ne design concepts.

The latest PathPlanner version introduced a completely new way of gate design with the built-in optimization to satisfy today’s effi -ciency desires. The new version automatically calculates and displays aircraft nose wheel stop positions based on various criteria such as slopes of the passenger boarding bridge(s) and the distance from the aircraft fueling service points to the fuel hydrants. Within a single gate defi nition/study, multiple lead-in lines, bridges, fuel pits, and a large amount of aircraft can be incorporated with a few simple clicks of the mouse button. Even existing nose gear stop bars can be checked and optimized if necessary. In this case, elimination of human error and signifi cant time savings are obvious advantages to the user.

In addition to Simtra’s current software products, the company will be releasing a new software package called Obstacle Surface Planner (OSP) which will allow airport planners to create the three-dimensional obstacle limitation services required under FAA Part 77 and ICAO Annex 14. Not only will the program create these services in a few clicks of a mouse, but it will also recognize all existing and future obstacle penetrations in an organized and simplifi ed digital format.

Simtra’s continuous aim is to evolve its software products into a full package for airport planners and designers. Through Simtra’s team of expe-rienced developers and airport planning experts, the company continues to be at the forefront of the digital optimization trend and is proud to provide effi ciency, timeliness and cost-saving measures for aviation clients worldwide.

SIMTRA AEROTECH AB

2999 Gagstater ave. SEPalm Bay, FL 32909tel: (321) 446-7446E-mail: [email protected]: www.simtra.com

Prepared by Fin B. Bonset, M.Sc.Director of Sales and Marketing, North America and Caribbean Simtra AeroTech AB

a c c a S S O c i a t E M E M B E R M E M B E R S P O t L i G H t


O u t & a B O u t W i t H a c c

Wisdom Exchanged During ACC/AAAE Board Breakfast

More than 90 ACC and AAAE mem-

bers met for breakfast during the AAAE

Annual Conference in Dallas. AAAE

outgoing Board Chair John Duval and

incoming Board Chair Jim Bennett, along

with President Chip Barclay, shared their

insights on future industry trends and on

practices that consultants should avoid.

Duval sighted the negative consequences

of inaccurate project cost estimates,

Bennett advised consultants against try-

ing to sell services without the expertise,

and Barclay suggested the economic/

aviation downturn is due to debt, not due

to the more common challenge of over-

supply. The ACC/AAAE Board Breakfast

is held annually to provide casual and

unique interface between ACC members

and AAAE leaders.

ACC President Paula Hochstetler, Belinda Hargrove with TransSolutions, and ACC International

Committee Chair Steve Peters with Jacobs met with Overseas Private Investment Corporation (OPIC)

President Dr. Lawrence Spinelli and four of his colleagues in May to exchange information about the

missions and interests of the two organizations. OPIC is an agency of the U.S. government with a

foreign policy development mission. Independent and financially self-sufficient, the agency focuses on

supporting projects with lasting economic impact in developing nations that benefit U.S. firms through

their participation. For more than 30 years, OPIC has assisted firms in projects with significant U.S.

equity participation. Recent emphasis has shifted toward support of smaller U.S. businesses focused on

projects that deal with renewable energy and clean technology. An OPIC representative plans to attend

and make a presentation at the ACC Annual Conference in November.

ICAO & ACC Meet in Montreal

ACC representatives met with members of the U.S. Delegation

to the International Civil Aviation Organization (ICAO) and with

members of ICAO’s Aerodromes, Air Routes and Ground Aids

Section in Montreal, Canada in May. Led by ACC International

Committee Chair Steve Peters with Jacobs, the meetings

focused on opportunities for the ACC membership to effec-

tively interface with ICAO on technical matters. A variety of

opportunities are available to the ACC membership.

ACC addresses Women’s Transportation Seminars (WTS)

ACC Executive Vice President T.J. Schulz briefed transportation specialists at the

Women’s Transportation Seminar’s (WTS) Annual Conference in Washington, D.C.

in May on airport industry efforts to accelerate the delivery of airport projects.

Schulz discussed initiatives to streamline the environmental review process and the

use of alternative project delivery methods at airports, along with new technologies

such as Building Information Modeling (BIM).

ACC meets with OPIC on international projects


ACC meets with new TSA Offi cial

John Sanders, the new TSA Office of Security Technology’s (OST) Deputy Assistant

Administrator of Operational Process and Technology/CTO, and ACC President Paula

Hochstetler met to discuss key ACC member perspectives and concerns. During

the meeting, Sanders expressed a keen interest in bolstering TSA’s interface with

industry and his participation in the entire

ACC/TSA Security Technology Day.

TRB/ACRP Oversight Committee

In mid July, ACC President Paula

Hochstetler participated in the TRB

ACRP Oversight Committee (AOC)

at a meeting in Woods Hole, MA to

select the problem statements that

will be funded in FY 2011. Immediately

after returning, ACC received a letter

from Secretary of Transportation Ray

LaHood requesting that ACC become

an ex-officio, non-voting member of

the AOC, stating the valuable role that

consultants play in all facets of the

ACRP research process.

FAA Design Competition for Universities

Teams from Binghamton University —

State University of New York, Purdue

University, Embry-Riddle Aeronautical

University Dayton Beach and Roger

Williams University were first place recipi-

ents of the fourth annual Federal Aviation

Administration (FAA) Design Competition

for Universities. The teams received their

awards from the FAA and presented

their work in August at EAA AirVenture

in Oshkosh, WI. Congratulations to the

winners and the student groups involved.

The Design Competition for Universities,

managed by the Virginia Space Grant

Consortium, allows students to address

technical challenges regarding the safety,

capacity and efficiency of the nation’s

airports, offer innovative solutions, and

win cash for outstanding proposals. The

FAA hopes that the Competition will

provide a meaningful educational experi-

ence for individual students and students

working in teams either as part of a class

assignment, independent study or a project

undertaken by a student professional

society.

The FAA will again be sponsoring the

competition for the 2010 – 2011 academic

year. This year’s competition is currently

open and closes on April 15, 2011. Thanks

to the following ACC members who volun-

teered their expertise: Chris Babb, Steve

Debban, Todd Knuckey, David Peshkin,

Steve Lawrence, Maggie Covalt, Matthew

Wenham and David Lange.

For more information about the competition, visit the competition’s page on the FAA website: http://faadesigncompetition.odu.edu/.

See page 13 for more on the ACC / TSA Security Technology Day.

LeADers ALIGNeDAACC President Paula Hochstetler and

TSA Deputy Assistant Administrator, Operational Process & Technology/

Chief Technical Officer John Sanders.


ACC/FAA/TSA Summer Workshop Series

DeCIsIoN MAKers(l to r) Jim White, FAA Deputy Director of the Office of Safety and Standards; ACC President Paula Hochstetler; Ben DeLeon, FAA Acting Deputy Associate Administrator for Airports; ACC Board of Directors Chair Ron Peckham, C&S Companies.

CoMMIttee LeADersACC Summer Workshop Series Committee Chair Wayne Seiler, All About Pavements, Inc. and Vice Chair Mary Ellen Eagan, Harris Miller Miller Hanson Inc.

NeW DIreCtIoNs IN AIrPort sUstAINABILItY(l to r) Eric Dillinger, Jacobs; Matt Harris, San Diego International Airport; Moderator Suzanne Geckle, CH2M HILL; Cyle Cantrell, City of Chicago; and Ben DeLeon, FAA.

trIFeCtA(l to r) Roddy Boggus,

Parsons Brinckerhoff; Robin Kane, TSA

Assistant Administrator, Operational Process & Technology/Chief

Technical Officer; ACC President Paula

Hochstetler.

a c c E v E N t S H i G H L i G H t E dP H O t O R E v i E W

trACK stArs(l to r) Planning/Safety Track Host Mark Kuttrus, Parsons Brinckerhoff; Engineering/Safety Track Host JJ Morton, Kimley-Horn and Associates, Inc.; Summer Workshop Series Committee Chair Wayne Seiler, All About Pavements, Inc.; and Security/Terminal Track Host Pat Krall, L3. (not pictured: Environmental Track Host Tom Klin, CH2M HILL)

JULY 14 – 15, 2010 // ARLINGTON, VA: A record 200+ airport consultants, vendors, and FAA and TSA agency representatives attended the 2010 ACC/FAA/TSA Summer Workshop Series. The informative program and interactive sessions facilitated valuable discussions among FAA, TSA and the airport development community. Ben DeLeon, Acting Deputy Associate Administrator for Airports, and Jim White, Deputy Director of the Office of Airport Safety and Standards, provided updates on key FAA programs and initiatives such as Safety Management Systems (SMS), GIS and wildlife management plans. Robin Kane, TSA Assistant Administrator, Office of Security Technology, discussed FY 2010-2011 funding plans and efforts to deploy Advance Imaging Technology equipment at airports. Interactive technical sessions were featured in the Engineering/Safety, Environmental, Planning/Safety and Security/Terminal Workshops. Many thanks to SWS Committee Chair Wayne Seiler, P.E., with All About Pavements, Inc. and Vice Chair Mary Ellen Eagan, Harris Miller Miller & Hanson Inc., and the Workshop hosts for their help in making the event a success. Next year’s Summer Workshop Series will once again be held at the Crowne Plaza National Airport on July 13 – 14, 2011.

13www.ACConline.org 13www.ACConline.org 131313

JULY 13, 2010 // ARLINGTON, VA: TSA Office of Security Technology (OST) representatives answered a diverse range of industry questions concerning security technologies during the 2nd Annual ACC/TSA Security Technology Day on July 13. A special welcome was extended by TSA’s new Deputy Associate Administrator of OST, John Sanders, who attended the entire event and committed to further strengthen the interface between industry and the TSA. Before joining TSA, Sanders was co-founder of Reveal Imaging Technologies, Inc. He brings 20 years of experience in security inspection systems, development, marketing and sales with exten-sive experience working with U.S. Government affairs. Special thanks to several key TSA representatives and ACC Safety & Security Committee Chair Pat Krall with L3 for their work in organizing the event. Plans for next year’s ACC/TSA Security Technology Day are underway.

ACC/TSA Security Technology Day

ACC/TSA Security Technology Day

2nd Annual ACC/tsA security technology Day

FroM the toPTSA Assistant Administrator, Operational Process and Technology/Chief Technical Officer Robin Kane provided a keynote address to open the event.

NeW & FAMILIAr FACesACC President Paula Hochstetler joined the new TSA Deputy Assistant Administrator of OST to close the day’s events.

FAA eXCeLLeNCeFAA Acting Deputy Associate Administrator for Airports Ben DeLeon receives the ACC Agency Best Practices Award on behalf of all of FAA from ACC Board of Directors Chair Ron Peckham, C&S Companies.

ACC Agency Best Practices Award The Federal Aviation Administration received the 2010 ACC Agency Best Practices Award in recognition of the agency’s efforts to obligate $1.1 billion in stimulus grants provided in the American Recovery and Reinvestment Act (ARRA). ACC Board Chairman Ron Peckham, C&S Companies, presented the award to FAA Acting Deputy Associate Administrator for Airports Ben DeLeon in a luncheon during the Summer Workshop Series. In his remarks, Peckham noted FAA’s diligence and effectiveness in obligating airport grants within the tight congressional deadlines, which at that time had helped fund 362 projects at 335 airports and supported an estimated 3,000 ARRA jobs. DeLeon thanked the members of ACC and acknowledged the many FAA employees who contributed to the agency’s success in administering ARRA grants.


New Members

14

a c c M E M B E R S

Executive Members

BIG sKY INCorPorAteDMr. Frank Poldy, VP, Business Development10621 Gateway Blvd., Ste. 106Manassas, VA 20110 United StatesTel: (703) 365-0021Email: [email protected]: www.bigsky-usa.com Big Sky Incorporated is a registered engineering firm specializing in special systems design, IT com-munications, telecommunications, and construc-tion administration services for Commercial and Governmental markets. Big Sky is heavily involved in security, crisis management, emergency planning, master plans, central control and dispatch centers, crisis response, and drafting emergency operating procedures.

JsM & AssoCIAtesMr. John S. Majewski, President354 N. Highland StreetMount Dora, FL 32757 Tel: (407) 509-1850, Fax: (407) 710-4167Email: [email protected]: www.jsmandassociates.comJSM & Associates is a family-owned business with over 100 combined years of knowledge of the airline baggage conveyor industry. JSM & Associates con-tinues to evolve the industry with innovation and drives to further enhance and improve the design and construction of today’s modern airport baggage conveyor systems. JSM & Associates continues to strive forward to engage in quality design and superior program management for the growing baggage conveyor industry, placing an emphasis on efficiency and flexibility. Majewski, as President of JSM & Associates, has succeeded from years of industry-proven experience. His affiliations proclaim over 400 successful projects completed worldwide.

thoMPsoN hINe, LLPMr. Peter Welin, Partner41 S. High Street, Suite 1700Columbus, OH 43215Tel: (614) 469-3200, Fax: (614) 469-3361Email: [email protected]: www.thompsonhine.comThompson Hine is a full service, national law firm with a nationally recognized construction practice group specializing in construction, project delivery, contract drafting and negotiation, claims resolution, and counsel services.

Between May 2010 and September 2010, ACC released e-mail supplements to this publication. These supplements are also available at www.ACConline.org.

PBs&J was recently named among the 59 architectural, engineering and construction fi rms selected for Public Works magazine’s annual list of the Top AEC fi rms. Each year, Public Works compiles the list of top fi rms engaged in non-federal public works projects in North America based on information provided by fi rms in an online survey. To qualify, fi rms must provide company data, revenue, project details and areas of expertise.

GreshAM, sMIth AND PArtNers (Gs&P) was selected by the Rhode Island Airport Corporation (RIAC) to provide design and construction administration services related to a new deicer management system at T.F. Green Airport (PVD). GS&P staff has provided deicer management planning, design or construction and operations support at more than 25 airports, and is currently working with the ACRP to develop an Aviation industry handbook entitled “Water Resource Issues Affecting Airport Capacity Enhancement Planning.” The handbook aims to provide airport operators and planners with guidance in recognizing potential impacts that capacity enhancement activities may have on water resources while balancing business concerns and environmental protection.

ACC Updates

LN 10-03 (JUNE 30, 2010)

• Negotiations on FAA reauthorization bill continue; new extension bill providing $3.515 billion in AIP through Aug. 1 pending

• Senate confirms John Pistole as new TSA Administrator

LN 10-04 (JULY 27, 2010)

• Alert — PFC Increase Under Attack

Legislative News

And the Winner Is…


For more info… Please contact John Reynolds, Coordinator of Communications,at [email protected] or at 703-683-5900.

Mr. esteBAN ALFoNso has joined HNTB as a senior fi nancial planner, responsible for the fi nancial planning of complex airport capital development programs. He will provide fore-casting, fi nancial analysis and modeling for these programs, as well as offer expertise in the areas of airport use and lease agreements, rates and charges methodologies and airport stakeholder collaboration. Esteban brings more than 11 years of experience to the fi rm’s aviation practice, previously serving as the manager of airline affairs for the Maryland Aviation Administration (MAA) — which owns and op-erates the Baltimore/Washington International Thurgood Marshall Airport – and as an airport fi nancial consultant to more than 20 airports of various sizes across the country.

Mr. ANthoNY BAsILe has joined C&S Companies as the fi rm’s new associate airport manager in the Syracuse offi ce. Basile, a retired colonel for the U.S. Air Force, brings more than 30 years of experience in operational and execu-tive USAF military affairs. His responsibilities at C&S include managing airport engineering and construction projects, overseeing day-to-day department operations, and client relation-ship management. Basile has served on the National Science Foundation — Polar Executive Management Board since 2008 and has served on the Leadership Greater Syracuse Board of Directors in the past.

Mr. roDDY BoGGUs has been named a Senior Vice President at Parsons Brinckerhoff (PB). In his new position, Boggus will serve as PB’s Aviation Market Leader, responsible for manag-ing the fi rm’s planning, engineering and con-struction services for airports nationwide. An architect with more than 20 years of experience,

Boggus has been involved with airport planning, design and construction projects throughout the United States, Europe, Latin and South America as well as the Middle East and Africa. He is a member of the American Institute of Architects, American Association of Airport Executives, and currently serves on the board of directors of the Airport Consultants Council (ACC) and Airport Council International-North America (ACI-NA) World Business Partners.

Mr. JUstIN JoNes, P.e., has been named PBS&J’s national business sector manager for aviation. Jones joined PBS&J in 2002 and most recently served as the central and west division manager in aviation. He has more than 18 years of experience in the management of design and construction projects ranging from major roadways to international air terminals and runways. Among his many ac-complishments, Jones was awarded a Federal Aviation Administration (FAA) Certifi cate of Commendation for outstanding collaboration, dedication, and expertise at George Bush Intercontinental Airport (IAH) in Houston, Texas.

Mr. JIM A. MCCLeLLAN has joined the RS&H Aviation Program and will serve as Energy Services Discipline Leader, responsible for helping clients achieve energy effi ciency, sustainability, and cost effective operations. He has more than 35 years of experience and possesses an extensive skill set and depth of knowledge. He has worked as a Senior Project Manager for projects of various types, sizes, and budgets, from the programming and con-ceptual phases, through construction contract

administration and full commissioning. Mr. McClellan is a registered Professional Engineer and has achieved professional certifi cations in a number of disciplines that exemplify an unequaled level in the industry.

Mr. ChrIs A. sPANN, P.e., has joined Barge Waggoner Sumner & Cannon, Inc. (BWSC), as Director of Aviation. Spann has more than 25 years of aviation engineering experience and has worked on projects at major commercial, mili-tary and general aviation airports throughout the United States and internationally. Prior to joining BWSC, he was Associate Vice President and National Aviation National Manager at PBS&J in Nashville, Tennessee. During his career, Spann has worked on projects ranging from the design of city and county general aviation airports throughout the U.S. to the design and engineering of international airport facilities, infrastructure, runways and taxiways.

tetrA teCh is pleased to welcome EBA Engineering Consultants Ltd. (EBA), a privately held scientifi c and engineering services fi rm with more than 600 employees and 10 offi ces located across Canada. EBA’s Airports Group is one of Canada’s leading consultants, offering a broad range of services to the aviation industry in practice areas that include: planning, design, environmental, regulatory and construction management of airport facilities and related infrastructure. As a multi-disciplinary team of engineers, technologists, aviation special-ists, pilots, airport managers, environmental scientists and planners, the Airports Group provides a unique perspective to clients in the understanding and delivery of projects.

On the Move

Allow your message to TAKE-OFFAdvertise in ACC’s 2011 Membership Directory

Now taking reservations.


CASE STUDY continued from page 1

adding passing tracks, double-tracking in strategic locations, upgrading signal systems and, not least, expanding and building new intermodal terminals. Once the $2.5 billion Crescent Corridor project, now in its early stages, is complete, Norfolk Southern could take as much as 1.3 million trucks off the na-tion’s overburdened highways annually and spur economic development in areas served by its terminals.

To get there, the railroad needs some elbow room. In the past 12 years, intermodal business at the 40-acre Charlotte terminal increased by 74 percent to 117,000 lifts (the transfer of one container or trailer between truck and train) per year. This growth has required the use of several outlying satellite yards to park containers and trailers awaiting transfer, which impacts effi ciency and forces trucks onto already congested city streets.

In the mid 1990s, Charlotte began planning its airport expansion. The 3,500 feet of separation between the existing and planned runways made available about 200 acres of vacant land already adjacent to Norfolk Southern’s main line. Norfolk Southern and Charlotte saw a mutual opportunity: the railroad could relocate to a much larger site away from the urban core, and the city could

make practical use of land that would stimu-late economic development.

With projected completion in 2012, the new Charlotte intermodal terminal will be able to handle more than 200,000 trailers and containers a year. It is being built 40 feet below the level of the airport to provide an unobstructed view of the runways from the airport.

Innovative Financing optionsThe total estimated cost of the new inter-modal terminal is $104 million. Because of the signifi cant public benefi ts, this project is proving to be a natural fi t for a public-private partnership, in which both public and pri-vate entities provide funding in proportion to the benefi ts each receives. Earlier this year, Alabama and Tennessee secured $52.5 mil-lion each in federal TIGER (Transportation Investment Generating Economic Recovery) grants to help fund the construction of Norfolk Southern intermodal facilities in Birmingham and Memphis.

Norfolk Southern, in partnership with the airport, the Charlotte Regional Partnership and six states (North Carolina, Pennsylvania, Alabama, Tennessee, Virginia and Missis-sippi), has applied for a TIGER II federal

Intermodal transportation centers are becoming an increasingly vital component of the nation’s transportation system. In this case, trucks typically pick up a container (or trailer) from a customer and haul it to a rail terminal, where the container is transferred to a train, which hauls it to a terminal at its destination city. There it is off-loaded onto a truck again for final delivery. Hauling multiple containers and trailers on one train is far more efficient than hauling them individually by truck. In fact, the railroad’s biggest intermodal customers are trucking companies themselves.

Freshly exposed dirt between the runways reveals where the planned Norfolk Southern intermodal facility will be built. A taxiway will actually cross over the yard.

c O v E R S t O R Y

17www.ACConline.orgwww.ACConline.org

grant of $25 million for the Charlotte termi-nal. Other funding sources are $14.1 million in previously allocated federal funding, $2.8 million from North Carolina DOT, and $4 million from the City of Charlotte. Norfolk Southern will fund the remainder of the costs.

economic and other Benefi tsIn 2005, the Charlotte Regional Partnership, a nonprofit organization dedicated to economic growth in the greater Charlotte region, commissioned a study on the impact of the proposed intermodal facility at the airport. The report told them that it would produce more than $6.5 billion in monetized public benefits over the next 20 years, returning $16 in public benefi ts for every dollar of investment. Over the next 20 years, the rail terminal operations are projected to result in 8.4 millions hours of travel saved, 473 million fewer vehicle-miles traveled, 470 accidents avoided, 668,000 fewer tons of carbon dioxide emissions, and 62 million gallons of fuel saved.

While there isn’t a direct link between air freight and rail freight — packages com-ing off planes will not be loaded onto trains, or vice versa — it still made sense to locate

ground freight operations next to an airport from an economic development perspective. Regional manufacturers and distribution operations shipping high-value goods by air could also take advantage of the proximity of an intermodal terminal for less time-sensitive freight. The city could tout this advantage to attract such businesses to the region.

Its cumulative 20-year economic impact is projected at $297.4 million for the facility alone and $7.6 billion in regional economic development. The facility itself would create 157 new jobs and benefi t or stimulate the creation of more than 5,000 jobs in the region.

As for the airport, it receives revenue from the lease provided by the railroad. Jerry Orr, aviation director for Charlotte, is pleased to see the project fi nally come to fruition. “We think it’s a really great project for the airport, for the railroad, and for the community,” he said.

Airports and Rail FacilitiesTwo other airports served by Norfolk Southern host intermodal terminals, but the arrangement between Norfolk Southern and Charlotte is unique. Norfolk Southern owns and operates a terminal at Rickenbacker International Airport near Columbus, Ohio, that was developed in partnership with the Columbus Regional Airport Authority (CRAA). In that case the railroad pays a lift fee to the CRAA. Huntsville International Airport in Alabama features its own intermodal terminal, which Norfolk Southern serves but does not own or operate.


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FEBRUARY 23 – 25, 2011Sheraton Denver Downtown Hotel // Denver, CO

Be sure to join your colleagues at the preeminent airport technical event of the year. The 2011 Symposium program

is packed with the latest information

covering Planning, Terminals, Landside/

Airside, Project Management/Construction

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professionals of all levels of experience will

learn the latest tools, methods, concepts and

new ideas applicable to airports of all sizes.

vIsIt oUr WeB sItes For eveNt BroChUre & reGIstrAtIoN ForM:ww.ACConline.org www.aaaemeetings.org

For ProGrAM INForMAtIoNContact T.J. Schulz, ACC, at (703) 683-5900, or e-mail [email protected].

For eXhIBIt AND sPoNsorshIP INForMAtIoNContact Natalie Fleet, AAAE, at (703) 824-0500, Ext. 132, or e-mail natalie.fl [email protected].

For reGIstrAtIoN AND hoteL INForMAtIoNContact Brian Snyder, CMP, AAAE, at (703) 824-0500, Ext. 174, or e-mail [email protected].

delivering excellence in airport development

November 8 - 10, 2010

SAWGRASS MARRIOTT RESORT

PONTE VEDRA BEACH, FLORIDA

focus on the futureS t r a t e g i c D i r e c t i o n

f o r a v i a t i o n L e a D e r S

2020 2020 2020 visionvisionvision


a c c S P O t L i G H t

Upcoming Institute Events

For event details and registration, go to www.ACConline.org or call (703) 683-5900.

Airports GIS WorkshopoctoBER 17 – 18, 2010 > LonG BEacH, ca

The FAA’s new Airport GIS program, combined with new Advisory Circular (AC) requirements for geospatial and aeronautical data gathering and formulation, has brought about a major paradigm shift in the way airport data is handled. This workshop will educate airport professionals of all disciplines on the FAA’s new requirements and their implications on airport projects and the FAA grant approval process. Workshop participants will understand what they need to do and how to get up and running with the FAA’s AIRPORTS GIS protocols.

ACI-NA / ACC / FAA Airport Planning Redefined CourseoctoBER 18 – 20, 2010 > LonG BEacH, ca

This course will prepare you to deal with both traditional and emerging planning challenges facing the airport industry. Whether it’s dealing with uncertain future demand levels, incorporating sustainability principles into your planning efforts, or managing your planning process more effectively, Airport Planning Redefined 2010 will provide you and your staff with practical tools and insights that will make your planning efforts more valuable and effective. This year’s course provides greater focus on the linkages between physical planning, environmental planning and environmental compliance processes.

ACI-NA / ACC / FAA NEPA WorkshopoctoBER 20 – 21 > LonG BEacH, ca

This workshop will provide the key principles for developing high quality, legally defensible National Environmental Policy Act (NEPA) documents to support your airport projects. We will show you how to build a strong foundation in the planning process to make faster and better decisions when completing the requirements of NEPA and numerous special purpose laws.

Learning Objectives

»» Understand»the»basics»of»FAA’s»AIRPORTS»GIS»Program»Advisory»Circulars»150/5300»16,»17»&»18»as»well»as»electronic»Airport»Layout»Plans»(eALP)

»» Know»how»AIRPORTS»GIS»and»the»ACs»will»impact»planning»and»capital»improvement»projects»at»airports

»» Learn»how»to»navigate»projects»through»the»new»FAA»policies»and»grant»approval»processes

»» Gain»an»understanding»of»real-world»applications,»potential»pitfalls»and»ROI»

Learning Objectives

abOut the WOrkshOp

The FAA’s new Airports GIS program, combined with new Advisory

Circular (AC) requirements for geospatial and aeronautical data

gathering and formulation, has brought about a major paradigm shift

in the way airport data is handled. The new set of standards and policies

significantly changes the way in which airports must collect data related

to capital projects, master plans and ALPs, as well as how the data

must be submitted to the FAA’s new AIRPORTS GIS program. This new

approach will provide a centralized data store that will ensure consistency

and accuracy, and will provide for a common data access point for the

FAA as well as the airport community. This workshop will educate airport

professionals of all disciplines on the FAA’s new requirements and their

implications on airport projects and the FAA grant approval process.

Workshop participants will understand what they need to do and how to

get up and running with the FAA’s AIRPORTS GIS protocols.

J o i n t ly s p o n s o r e d b y :

August 25 – 26, 2010 ARLInGTOn, VA

OctOber 17 – 18, 2010LOnG BeACh, CA

eArly 2011 MId -COnTInenT

Office of Airport Planning and Programming

AIRPORTs GIS WorkShop

and accuracy, and will provide for a common data access point for the






J o i n t ly s p o n s o r e d b y :






About the CouRSe

Plan better. This course will prepare

you to deal with both traditional and

emerging planning challenges facing the

airport industry. Whether it’s dealing with

uncertain future demand levels, incorporating

sustainability principles into your planning

efforts, or managing your planning process

more effectively, Airport Planning Redefined

2010 will provide you and your staff with

practical tools and insights that will make your

planning efforts more valuable and effective.

This year’s course will provide a greater focus

on the unbreakable linkages between physical

planning, environmental planning, and

environmental compliance processes, including

United States National Environmental Policy

Act (NEPA) requirements. Integrated hands-on

workshop sessions will give you a chance to test

your planning skills.

Jointly sponsored by:

LeARning objeCtiveS

»» Explore»the»increasingly»important»role»of»planning»and,»in»particular,»the»interrelated»environmental»process»at»today’s»airports.

»» Increase»your»breadth»of»planning»skills»and»effective»processes»beyond»the»advisory»circular.

»» Begin»with»“Big»Picture”»planning»topics»and»rapidly»move»to»strategic»planning»and»effective»decision»making,»then»test»these»techniques»in»small»group»exercises.

»» Understand»what»planning»resources»and»guidance»are»available»from»the»FAA,»TSA»and»others.

»» Learn»why»the»integration»of»visioning,»financial»and»environmental»considerations»into»airport»planning»efforts»is»essential»to»successful»planning.

»» Understand»the»key»roles»that»effective»planning»plays»in»making»airport»development»programs»successful.»»

Who ShouLd Attend

•» Airport»staff»of»large»and»small»facilities»who»manage»airport»master»planning,»system,»or»subsequent»engineering»and»environmental»planning»efforts.

•

•

•

FE

DERAL AVIATION

AD

MI N I S T R AT I O

N

Federal Aviation Administration


r e d e f i n e d2 0 1 0

OctOber 18 – 20, 2010HIlToN loNg BEAcH HoTElloNg BEAcH, cA

» Explore the increasinglyparticular, the interrelatedairports.

Increase your breadthprocesses beyond

with “Big Picture”strategic planning

techniques in

Understand what planningavailable from the

why the integrationenvironmental considerations

essential to successful

Understand the keyairport development

• Airport staff of large and small facilities who manageairport master planning, system, or subsequent

Workshop

Hilton long BeacH Hotellong BeacH, ca

OctOber 20 – 21, 2010

About the Workshop

this Workshop will provide the key prin-

ciples for developing high quality, legally

defensible national environmental Policy

act (nePa) documents to support your

airport projects. We will show you how to

build a strong foundation in the planning

process to make faster and better decisions

in completing the requirements of nePa

and numerous special purpose laws. You

will learn how to deal with evolving issues

and the management of over a dozen other

environmental review laws. Most important,

you will learn what the Faa wants and how

to make sure Faa gets what it wants — when

it wants it.

Jointly sponsored by:

Who should Attend • Airportsponsorstaffresponsibleforinitiatingand

processingNEPAdocumentssupportingcategoricalexclusionsorenvironmentalassessmentsforFAAreviewandacceptance.

• AirportsponsorstaffresponsibleforairportplanningandworkingwithFAAasitpreparesenvironmentalimpactstatements.

• Professionalsresponsiblefordeliveringairportprojectsontimeandwithinbudget.

• Consultantswhoadviseairportsonregulatoryprocessingofairportprojects.

• FAAandotherstateandlocalregulatorswhodealwithairportsunderNEPAandapplicablespecialpurposelaws.

• AnyonewithastakeinnavigatingNEPA/specialpurposelawsefficientlyandcorrectlywithoutwastingtimeandmoney.

leArning objectives

» UnderstandhowairportplanningandprojectdefinitioninformationinterfaceswiththeNEPA/specialpurposelawprocessandstepsthatwillaidthatinterface.

» LearnhowtousetheFAAEnvironmentalDeskReferenceforAirportActions.

» Gainathoroughunderstandingofrelevantspecialpurposelawsandregulatoryrequirements.

» Learnhowtoeffectivelyoutreachandcommunicatewithreviewagenciesandthepublic.

» Knowemergingtrendsintheairportenvironmentalregulatoryarena.

FE

DERAL AVIATION

AD

MI N I S T R AT I O

N

Federal Aviation Administration


ACC’s on-line training programs provide a convenient way to learn about the latest in airport technical, regulatory and legislative issues. Sessions are offered under a single registration fee for each site, allowing offi ces to schedule training opportunities for staff.

STAY TUNED TO THE ACC WEBSITE FOR ADDITIONAL WEBINARS

Sustainable Master Plans and Airport Sustainability Plans

Thursday, October 28, 2010 > 12:30 – 1:30 p.m. EST

Learn about how sustainability efforts undertaken by airports have been incorporated into their master planning processes and stand-alone sustainability initiatives. Using case studies from large and small airports, this webinar will describe approaches, lessons learned and available resources.

and Airport Sustainability Plans

The Airport Consultants Council launched a new service called ACC Lunch & Learn Webinars. These hour-long programs include the latest trends and issues facing the airport development community. These informational webinars are sponsored by the content developer, and registration is free for attendees. Those interested in potentially sponsoring Lunch & Learn Webinars should contact T.J. Schulz at [email protected].

ACC Lunch & Learn Webinars

ACC Institute Online

New!

UPCOMING…

www.ACConline.org


By Steve Van Beek, President & CEO, Eno Transportation Foundation

This article was excerpted from the August edition of ENO Brief Newsletter, which can be found at www.enotrans.com.

a F t E R a L L

Designing an Effective Aviation Congestion Strategy The summer of 2010 has brought a renewed sense of optimism to the North American aviation industry. Almost all U.S. and Canadian airlines were profitable in the second quarter and have yet to significantly increase capacity, setting the stage for a much better 2010 than 2009. For passengers, disruptions in the form of delays and cancellations have not reached the levels they had five or ten years ago and even though passenger fares are increasing, air travel remains relatively inexpensive, acces-sible and a common part of the lives of many.

Yet the U.S. government is not directly tackling a vital issue: airport congestion. As seen in the past at airports in cities such as New York, Chicago and San Francisco, passenger demand triggered by a growing economy and competi-tive battles between airlines, as well as a string of bad weather, can severely challenge the industry and tax the patience of air travelers. Even airports such as Chicago O’Hare, where the city and its users are spending billions of dollars to enhance the facility, there is a danger that airlines will quickly schedule too many flights for the available capacity of the airport.

For years, economists, industry analysts and the government have recognized that adminis-trative strategies — including jawboning, slot controls, and scheduling committees — are neither sound nor viable solutions as they lock-in inefficiencies, choke-off new services and competition and fail to maximize the capacity of the publically owned airspace and airports. A sound, viable congestion policy should not just attempt to rationalize current demand, but should attempt to expand system capacity and put in place measures to more efficiently use the capacity put on-line.

A Four-Part Congestion StrategyThe USDOT, FAA and the aviation industry need to commit to a four-part integrated capacity-enhancement and efficiency program. It would be a combination of a traditional strategy (airport development), a tailoring of an existing

priority (NextGen), the expansion of the use of economic tools (congestion management), and the leveraging of existing and future transpor-tation infrastructure (intermodal strategies). The four strategies include:

1 Airport development Over the last decade the FAA and industry have done a good job in opening new runways and extending existing ones, which have added valuable airport capacity at a variety of important airports. Through FAA reauthorization, and through airport and airline negotiations, the industry needs to work out a formula for how to pay for infra-structure among the federal capital grants, passenger facility charges (PFC), and the fees airports charge their users to maintain and operate their infrastructure.

2 NextGen improvementsIndustry and government are so determined to modernize air traffic control because of the great benefits to better incorporating technologies including satellite navigation that will enable safely reducing enroute separation, de-conflicting arrival and depar-ture streams of nearby airports, reducing the capacity “penalties” associated with poor weather and providing greater situ-ational awareness to users. With aviation traffic expected to increase to over one billion passengers by 2023, NextGen is seen as indispensable to the industry’s ability to meet future demand.

3 Congestion management Using price and market mechanisms to allocate scarce capacity is widely accepted in the private and public spheres, but these tools play a very limited role in aviation. For reasons of equity, efficiency and maximiz-ing the use of public assets, this needs to change. The Bush Administration tried without success to introduce the auctioning of arrival slots (or “reservations”) to gradu-ally replace federally imposed slot controls

still in place at the New York airports. Their more modest change to amend the USDOT Policy Regarding Rates and Charges to permit the greater use of congestion and peak period pricing recently survived a legal challenge and, if implemented, will help provide marginal benefits. Policymakers should build on this incremental change to introduce new airport-based pricing options.

4 Intermodal strategiesMetropolitan regions offer a wide variety of infrastructure that, if integrated into a transportation system, can help spread out and, in some cases, replace aviation traffic. Using all available commercial and general aviation airports to better sort traffic can help efficiency. In addition, with the large financial commitment policymak-ers have made to passenger rail, there is a need to better integrate the planning and development of air and surface transporta-tion systems. In select congested intercity corridors, this could mean diverting a por-tion of air travel to passenger rail, saving the scarce airport capacity for long-haul and premium travel. In order for this to be realized policymakers should design a performance-based intercity transportation policy and move away from its traditionally mode-centric policies.

However the implementation of an integrated program is accomplished, the goal should be to realize the highest return on investment to aviation’s users and taxpayers, who after all are the ones who ultimately foot the bill. An integrated program requires that these four strategies be seen as complementary tools that work together. This perspective also tracks with Administrator Babbitt’s priority to remake the FAA into a mission-based organization and improve the performance of the National Airspace System.

Airport Consulting: Fall 2010

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Transcript of Airport Consulting: Fall 2010