Fall 2010
Consulting
A Quarterly Publication of the Airport Consultants Council
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 By Robin C. Chapman, Norfolk Southern Corporation
Airports and railroad yards are completely different animals, but plans are afoot in Charlotte, N.C., to make them stable mates. Charlotte Douglas International Airport, owned by the City of Charlotte, serves seven domestic, six regional and two foreign carriers, is a major regional hub for US Airways, and handles 643 departures per day. In 2009, it not only handled almost 35 million passengers 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 traffic 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 benefits to both, while adding tremendous economic and mobility benefits to the region and the state.
Mutual opportunities Charlotte 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 highways, so the potential for intermodal traffic growth on the corridor is enormous. But to reach that potential, Norfolk Southern must upgrade capacity on the corridor by See CASE STUDY on page 16
page 4
page 6
page 12
SPECIAL FEATURE: ‘VIRTUALLY’ TRANSFORMING THE COMMON USE PARADIGM
CONSULTANT PERSPECTIVE: WHAT EMPLOYEES NEED TO BE ENGAGED
ACC EVENTS PHOTO REVIEW SUMMER WORKSHOP SERIES
Executive UPdate
“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,
Ronald L. Peckham, P.E. C&S Companies ACC 2010 Board of Directors Chair
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 meeting current member needs relating to networking and business development opportunities; consider the possibility 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 association 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 report 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 business development opportunities could be enhanced. The survey asked member’s perspectives regarding how their services and teaming arrangements have changed, what changes were expected
a u t h o r o f “ F i e r c e C o n v e r s a t i o n s : . .”
in the future, and whether ACC should broaden its membership to companies involved in all aspects of airport development. 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 individual conversations. Some of the key results of the survey included: ff 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. ff About one-third of the respondents noted that their traditional teaming partners have changed to include partners that offer more specialized services. ff 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. ff 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 conclusions. First, not only are the existing
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.
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Consulting, Fall 2010
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 membership 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: ff Engaging the Marketing and Membership Committee for guidance on recruiting and branding, ff 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, ff Evaluating membership recruiting opportunities, service area additions and resource requirements, as well as other tasks. Please join us in this important conversation to sustain ACC in a transforming industry.
taBLE OF cONtENtS Fall 2010
Consulting
...delivering excellence in airport development
ACC 2010 Board of Directors
A Quarterly Publication of the Airport Consultants Council
CHAIR Ronald L. Peckham, P.E. C&S Companies
VICE CHAIR Terry A. Ruhl, P.E. CH2M HILL
Cover Story
Inside This Issue
1
8–9
enhancing Freight Mobility and a regional economy — An Airport/railroad Case study
SECRETARY/TREASURER Courtney A. Beamon, P.E.
Delta Airport Consultants, Inc.
By Robin C. Chapman, Norfolk Southern Corporation
IMMEDIATE PAST BOARD CHAIR Evan Futterman
Futterman Consulting, Inc.
BOARD OF DIRECTORS Michael R. Arnold, LEED AP
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
Special Feature
ESA Airports
Don Bergin
Blast Deflectors, Inc.
4–5
Roddy L. Boggus, NCARB, AIA
‘virtually’ transforming the Common Use Paradigm By Mark Sapp, Air-Transport IT Services, Inc.
Parsons Brinckerhoff
Thomas B. Duffy
14 – 15 ACC Members • • • •
Safegate Airport Systems, Inc.
Carol Lurie, LEED AP, AICP Vanasse Hangen Brustlin, Inc.
Enrique M. Melendez
Paragon Project Resources, Inc.
A. Bradley Mims
Federal Advocates, Inc.
Andy Platz, P.E.
Mead & Hunt, Inc.
Solomon Wong
Member spotlights This issue highlights ACC Executive Member Paragon Project Resources, Inc. and ACC Associate Member Simtra AeroTech AB
Consultant Perspective 6–7
16 – 17 Cover story (continued from page one) Enhancing Freight Mobility and a Regional Economy — An Airport/ Railroad Case Study
What employees Need to Be engaged By Leigh Branham, CEO and Principal, Keeping the People, Inc.
InterVISTAS
New Members ACC Updates On the Move And the Winner Is
18 19
ACC Staff
ACC events ACC spotlight • Upcoming ACC Events • ACC Online Learning > ACC Webinars > ACC Lunch & Learn Webinars
Paula P. Hochstetler President
T.J. Schulz
20
Executive Vice President
Sharon D. Brown
Director, Programs and Finance
Designing an effective Aviation Congestion strategy... By Steve Van Beek, President & CEO, Eno Transportation Foundation
Emily VanderBush
Coordinator, Marketing and Membership
John B. Reynolds
Coordinator, Communications
AirportConsulting
stAY CUrreNt oN ACC NeWs
EDITOR T.J. Schulz ASSISTANT EDITOR John B. Reynolds
Follow ACC on Twitter @ACC_HQ
Subscribe at www.ACConline.org
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 TJS@ACConline.org. ©2010, ACC www.ACConline.org
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SPEciaL FEatuRE By Mark Sapp, Air-Transport IT Services, Inc.
‘Virtually’ Transforming the Common Use Paradigm
C
ommon use passenger processing and shared use airport facilities have long been great concepts. Unfortunately, they have lacked meaningful execution and true airline acceptance for the fi rst twenty-five 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 unparalleled facility control and growth capabilities.
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 configured to accommodate every airline, and airlines had to modify their passenger processing software to comply with the
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.
“technology changes the game and allows airports the ability to deliver…”
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 capacity 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 airport implemented the fi rst CUTE (Common
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 efficiency. Yet the implementation of common use systems at international airports has grown steadily
As the domestic airline industry 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 efficiency. 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 significantly by utilizing airport provided systems, especially when the
Common Use facilities at Fresno-Yosemite International
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Consulting, Fall 2010
“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.”
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 common 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.
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 efficiency 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.
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 flexibility 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 allowing airports to grow organically. The answer is to transform common use, virtually.
“Shared use technology driven by virtualization is here today…”
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-
Instead, airlines can use their own software with full business functionality without the need to invest additional capital to modify and certify
Photos courtesy Brandon Carmody
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cONSuLta N t P ERSP Ec t i v E
By: Leigh Branham, CEO and Principal, Keeping the People, Inc.
What Employees Need to Be Engaged 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. 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 representative 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 beneficial, 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.
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Consulting, Fall 2010
WHAT MOTIVATES US IS CHANGING — TRY TO KEEP UP Twenty 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 benefits, 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’ general 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 BACK Regarding the important issue of health care benefits, 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 managing costs. Winning workplaces are implementing
progressive strategies that reduce health care costs, improve communication with employees about changes in benefits, and take a more “whole person” approach—one that benefits both employee and employer alike.
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.
HELP US MANAGE OUR DIFFERENCES Having 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-fits-all employment and management practices more difficult. The fact that some of the least agediverse 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 generational differences are: training older managers to meet Millennials halfway by giving more feedback; implementing state-of-the-art on-boarding practices; providing generation Xers more varied, 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.
GIVE US HOPE IN TIMES OF UNCERTAINTY Employee engagement, once thought to be primarily within the control of management, can be negatively influenced by outside forces if they rise to the level of the current economic downturn. Yet, in spite of these powerful external forces, some employers have actually increased their levels of employee engagement after the “economic tsunami” of 2008. There are five 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; confronting poor performance; refusing to eliminate recognition events and cut training budgets; and insisting that overstressed and burned-out employees take vacations.
MANAGE OUR GROWTH SO WE DON’T LOSE THE TEAM FEELING Companies want and need to grow. As workplaces 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
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KILL THE COOKIE CUTTER Much 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 fit. 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 LB@keepingthepeople.com.
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MEMBER SPOtLiGHt
acc ExEcutivE MEMBER
F PA R AG O N P R O J E C T RESOURCES, INC.
6221 Riverside Drive, Suite 106 Irving, tX 75039 tel: (800) 416-3725 Fax: (214) 634-0097 E-mail: info@2paragon.com Web: www.2paragon.com
Prepared by Enrique M. Melendez, Managing Principal, Paragon Project Resources, Inc.
ounded 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 Hispanicowned fi rms providing construction management, 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 field 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 covering a broad spectrum of engineering design disciplines, Paragon provides engineering design services tailored to meet the specific requirements of each individual project. Decades of Paragon’s field experience in design and construction management are incorporated into every design, resulting in projects that can be efficiently 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, information 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 technology evaluations and procurement. Paragon develops clients turnkey IT solutions based on their unique requirements while maximizing
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Consulting, Fall 2010
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 CrossTaxiway 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 business 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).
acc aSSOciatE MEMBER
I
n today’s aviation industry, optimization on all fronts is considered a key element to successfully deliver project efficiency, cost savings and timely development. The same holds true for the current dynamic of airport development which provides constantly 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 airport 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 consulting 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 efficiency 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 passenger 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
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MEMBER SPOtLiGHt
related physical object movements and analyses of safety clearance issues. Additionally, these simulations can be transferred into a Windowscompatible 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 significant time savings are obvious advantages to the user.
SIMTR A AEROTECH AB
2999 Gagstater ave. SE Palm Bay, FL 32909 tel: (321) 446-7446 E-mail: fin.bonset@simtra.com Web: www.simtra.com
Prepared by Fin B. Bonset, M.Sc. Director of Sales and Marketing, North America and Caribbean Simtra AeroTech AB
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 simplified 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 experienced developers and airport planning experts, the company continues to be at the forefront of the digital optimization trend and is proud to provide efficiency, timeliness and cost-saving measures for aviation clients worldwide.
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Out & aBOut WitH acc
ICAO & ACC Meet in Montreal
Wisdom Exchanged During ACC/AAAE Board Breakfast
ACC representatives met with members of the U.S. Delegation to the International Civil Aviation Organization (ICAO) and with
More than 90 ACC and AAAE mem-
members of ICAO’s Aerodromes, Air Routes and Ground Aids
bers met for breakfast during the AAAE
Section in Montreal, Canada in May. Led by ACC International
Annual Conference in Dallas. AAAE
Committee Chair Steve Peters with Jacobs, the meetings
outgoing Board Chair John Duval and
focused on opportunities for the ACC membership to effec-
incoming Board Chair Jim Bennett, along
tively interface with ICAO on technical matters. A variety of
with President Chip Barclay, shared their
opportunities are available to the ACC membership.
insights on future industry trends and on practices that consultants should avoid. Duval sighted the negative consequences of inaccurate project cost estimates,
ACC addresses Women’s Transportation Seminars (WTS)
Bennett advised consultants against trying to sell services without the expertise, and Barclay suggested the economic/
ACC Executive Vice President T.J. Schulz briefed transportation specialists at the
aviation downturn is due to debt, not due
Women’s Transportation Seminar’s (WTS) Annual Conference in Washington, D.C.
to the more common challenge of over-
in May on airport industry efforts to accelerate the delivery of airport projects.
supply. The ACC/AAAE Board Breakfast
Schulz discussed initiatives to streamline the environmental review process and the
is held annually to provide casual and
use of alternative project delivery methods at airports, along with new technologies
unique interface between ACC members
such as Building Information Modeling (BIM).
and AAAE leaders.
ACC meets with OPIC on international projects
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.
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Consulting, Fall 2010
ACC meets with new TSA Official
TRB/ACRP Oversight Committee
John Sanders, the new TSA Office of Security Technology’s (OST) Deputy Assistant
In mid July, ACC President Paula
Administrator of Operational Process and Technology/CTO, and ACC President Paula
Hochstetler participated in the TRB
Hochstetler met to discuss key ACC member perspectives and concerns. During
ACRP Oversight Committee (AOC)
the meeting, Sanders expressed a keen interest in bolstering TSA’s interface with
at a meeting in Woods Hole, MA to
industry and his participation in the entire
select the problem statements that
ACC/TSA Security Technology Day.
will be funded in FY 2011. Immediately after returning, ACC received a letter from Secretary of Transportation Ray
LeADers ALIGNeD AACC President Paula Hochstetler and TSA Deputy Assistant Administrator, Operational Process & Technology/ Chief Technical Officer John Sanders.
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.
See page 13 for more on the ACC / TSA Security Technology Day.
FAA Design Competition for Universities
Teams from Binghamton University —
The Design Competition for Universities,
undertaken by a student professional
State University of New York, Purdue
managed by the Virginia Space Grant
society.
University, Embry-Riddle Aeronautical
Consortium, allows students to address
University Dayton Beach and Roger
technical challenges regarding the safety,
The FAA will again be sponsoring the
Williams University were first place recipi-
capacity and efficiency of the nation’s
competition for the 2010 – 2011 academic
ents of the fourth annual Federal Aviation
airports, offer innovative solutions, and
year. This year’s competition is currently
Administration (FAA) Design Competition
win cash for outstanding proposals. The
open and closes on April 15, 2011. Thanks
for Universities. The teams received their
FAA hopes that the Competition will
to the following ACC members who volun-
awards from the FAA and presented
provide a meaningful educational experi-
teered their expertise: Chris Babb, Steve
their work in August at EAA AirVenture
ence for individual students and students
Debban, Todd Knuckey, David Peshkin,
in Oshkosh, WI. Congratulations to the
working in teams either as part of a class
Steve Lawrence, Maggie Covalt, Matthew
winners and the student groups involved.
assignment, independent study or a project
Wenham and David Lange.
For more information about the competition, visit the competition’s page on the FAA website: http://faadesigncompetition.odu.edu/.
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acc EvENtS HiGHLiGHtEd
PHOtO REviEW
ACC/FAA/TSA Summer Workshop Series 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.
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)
trIFeCtA (l to r) Roddy Boggus, Parsons Brinckerhoff; Robin Kane, TSA Assistant Administrator, Operational Process & Technology/Chief Technical Officer; ACC President Paula Hochstetler.
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 LeADers ACC 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.
12
Consulting, Fall 2010
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.
FAA eXCeLLeNCe FAA 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.
2nd Annual ACC/tsA security technology Day ACC/TSA Security Technology Day 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 extensive 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.
NeW & FAMILIAr FACes ACC President Paula Hochstetler joined the new TSA Deputy Assistant Administrator of OST to close the day’s events.
FroM the toP TSA Assistant Administrator, Operational Process and Technology/Chief Technical Officer Robin Kane provided a keynote address to open the event. www.ACConline.org
13
acc MEMBERS
And the Winner Is… New Members Executive Members BIG sKY INCorPorAteD Mr. Frank Poldy, VP, Business Development 10621 Gateway Blvd., Ste. 106 Manassas, VA 20110 United States Tel: (703) 365-0021 Email: frank.poldy@bigsky-usa.com Web: www.bigsky-usa.com Big Sky Incorporated is a registered engineering firm specializing in special systems design, IT communications, telecommunications, and construction 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.
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.
JsM & AssoCIAtes Mr. John S. Majewski, President 354 N. Highland Street Mount Dora, FL 32757 Tel: (407) 509-1850, Fax: (407) 710-4167 Email: johnm@jsmandassociates.com Web: www.jsmandassociates.com JSM & Associates is a family-owned business with over 100 combined years of knowledge of the airline baggage conveyor industry. JSM & Associates continues 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, LLP Mr. Peter Welin, Partner 41 S. High Street, Suite 1700 Columbus, OH 43215 Tel: (614) 469-3200, Fax: (614) 469-3361 Email: peter.welin@thompsonhine.com Web: www.thompsonhine.com Thompson 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.
14
Consulting, Fall 2010
ACC Updates Between May 2010 and September 2010, ACC released e-mail supplements to this publication. These supplements are also available at www.ACConline.org.
Legislative News 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
On the Move 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 forecasting, 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 firm’s aviation practice, previously serving as the manager of airline affairs for the Maryland Aviation Administration (MAA) — which owns and operates 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 office. Basile, a retired colonel for the U.S. Air Force, brings more than 30 years of experience in operational and executive USAF military affairs. His responsibilities at C&S include managing airport engineering and construction projects, overseeing day-to-day department operations, and client relationship 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 managing the fi rm’s planning, engineering and construction 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 accomplishments, Jones was awarded a Federal Aviation Administration (FAA) Certificate 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 efficiency, 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 conceptual phases, through construction contract
administration and full commissioning. Mr. McClellan is a registered Professional Engineer and has achieved professional certifications 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, military 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 scientific and engineering services fi rm with more than 600 employees and 10 offices 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 specialists, pilots, airport managers, environmental scientists and planners, the Airports Group provides a unique perspective to clients in the understanding and delivery of projects.
Allow your message to TAKE-OFF Advertise in ACC’s 2011 Membership Directory
Now taking reservations.
For more info… Please contact John Reynolds, Coordinator of Communications, at JohnR@ACConline.org or at 703-683-5900.
www.ACConline.org
15
cOvER StORY
CASE STUDY continued from page 1
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.
adding passing tracks, double-tracking in make practical use of land that would stimustrategic locations, upgrading signal systems late economic development. and, not least, expanding and building new intermodal terminals. Once the $2.5 billion With projected completion in 2012, the new Crescent Corridor project, now in its early Charlotte intermodal terminal will be able stages, is complete, Norfolk Southern could to handle more than 200,000 trailers and take as much as 1.3 million trucks off the na- containers a year. It is being built 40 feet tion’s overburdened highways annually and below the level of the airport to provide an spur economic development in areas served unobstructed view of the runways from the by its terminals. airport. 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 efficiency 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
Innovative Financing options The total estimated cost of the new intermodal terminal is $104 million. Because of the significant public benefits, this project is proving to be a natural fit for a public-private partnership, in which both public and private entities provide funding in proportion to the benefits each receives. Earlier this year, Alabama and Tennessee secured $52.5 million 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 Mississippi), has applied for a TIGER II federal
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.
16
Consulting, Fall 2010
grant of $25 million for the Charlotte terminal. 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 Benefits In 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 benefits 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.
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 benefit 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.
While there isn’t a direct link between air freight and rail freight — packages coming off planes will not be loaded onto trains, or vice versa — it still made sense to locate
Airports and Rail Facilities Two 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.
www.ACConline.org
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Consulting, Fall 2010
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vIsIt oUr WeB sItes For eveNt BroChUre & reGIstrAtIoN ForM:
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acc SPOtLiGHt
Upcoming Institute Events Airports GIS Workshop
AIRPORTs
octoBER 17 – 18, 2010 > LonG BEacH, ca
GIS
WorkShop
August 25 – 26, 2010
OctOber 17 – 18, 2010
eArly 2011
A RLInGTOn, VA
LOnG B e AC h, C A
MId - COn T In en T
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.
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»
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.
ACI-NA / ACC / FAA Airport Planning Redefined Course
Workshop participants will understand what they need to do and how to AL AVIA T
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get up and running with the FAA’s AIRPORTS GIS protocols.
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Office of Airport Planning and Programming
octoBER 18 – 20, 2010 > LonG BEacH, ca
Join t ly s p on s or e d by: About the CouRSe
Office of Airport Planning and Programming
Plan better. This course will prepare you to deal with both traditional and
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.
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
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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
OctOber 18 – 20, 2010 HIlToN loNg B E AcH HoT El loNg B E AcH, cA
United States National Environmental Policy Act (NEPA) requirements. Integrated hands-on workshop sessions will give you a chance to test your planning skills.
Who ShouLd Attend
LeARning objeCtiveS
••» Airport»staff»of»large»and»small»facilities»who»manage» Airport staff of large and small facilities who manage airport master planning, system, or subsequent airport»master»planning,»system,»or»subsequent» engineering»and»environmental»planning»efforts.
»» Explore Explore»the»increasingly»important»role»of»planning»and,»in» the increasingly particular, the interrelated particular,»the»interrelated»environmental»process»at»today’s» airports.
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Increase your breadth »» Increase»your»breadth»of»planning»skills»and»effective» processes beyond processes»beyond»the»advisory»circular.
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J o i n t ly s p o n s o r e d b y:
with “Big Picture” »» Begin»with»“Big»Picture”»planning»topics»and»rapidly»move»to» strategic planning strategic»planning»and»effective»decision»making,»then»test» techniques in these»techniques»in»small»group»exercises.
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Office of Airport Planning and Programming
Understand what planning »» Understand»what»planning»resources»and»guidance»are» available from the available»from»the»FAA,»TSA»and»others. why the integration »» Learn»why»the»integration»of»visioning,»financial»and» environmental considerations environmental»considerations»into»airport»planning»efforts» essential to successful is»essential»to»successful»planning.
•
ACI-NA / ACC / FAA NEPA Workshop
redefined
2010 will provide you and your staff with
Understand the key »» Understand»the»key»roles»that»effective»planning»plays»in» airport development making»airport»development»programs»successful.»»
About the Workshop
this Workshop will provide the key principles for developing high quality, legally defensible national environmental Policy act (nePa) documents to support your
octoBER 20 – 21 > LonG BEacH, ca
airport projects. We will show you how to
Workshop
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
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.
Hilton long B e acH Hot el long B e acH, ca
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.
Who should Attend • Airport sponsor staff responsible for initiating and processing NEPA documents supporting categorical exclusions or environmental assessments for FAA review and acceptance. • Airport sponsor staff responsible for airport planning and working with FAA as it prepares environmental impact statements. • Professionals responsible for delivering airport projects on time and within budget. • Consultants who advise airports on regulatory processing of airport projects. • FAA and other state and local regulators who deal with airports under NEPA and applicable special purpose laws.
For event details and registration, go to www.ACConline.org or call (703) 683-5900.
OctOber 20 – 21, 2010
will learn how to deal with evolving issues
leArning objectives » Understand how airport planning and project definition information interfaces with the NEPA/special purpose law process and steps that will aid that interface. » Learn how to use the FAA Environmental Desk Reference for Airport Actions. » Gain a thorough understanding of relevant special purpose laws and regulatory requirements. » Learn how to effectively outreach and communicate with review agencies and the public. » Know emerging trends in the airport environmental regulatory arena.
• Anyone with a stake in navigating NEPA/ special purpose laws efficiently and correctly without wasting time and money.
ACC Institute Online 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 offices to schedule training opportunities for staff.
UPCOMING…
New!
ACC Lunch & Learn Webinars 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 tjs@ACConline.org.
www.ACConline.org
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.
STAY TUNED TO THE ACC WEBSITE FOR ADDITIONAL WEBINARS
www.ACConline.org 19
aFtER aLL By Steve Van Beek, President & CEO, Eno Transportation Foundation
Designing an Effective Aviation Congestion Strategy The summer of 2010 has brought a renewed priority (NextGen), the expansion of the use of still in place at the New York airports. Their sense of optimism to the North American economic tools (congestion management), and more modest change to amend the USDOT aviation industry. Almost all U.S. and Canadian the leveraging of existing and future transporPolicy Regarding Rates and Charges to airlines were profitable in the second quarter tation infrastructure (intermodal strategies). permit the greater use of congestion and and have yet to significantly increase capacity, The four strategies include: peak period pricing recently survived a legal setting the stage for a much better 2010 than challenge and, if implemented, will help 2009. For passengers, disruptions in the form 1 Airport development provide marginal benefits. Policymakers of delays and cancellations have not reached Over the last decade the FAA and industry should build on this incremental change to the levels they had five or ten years ago and have done a good job in opening new introduce new airport-based pricing options. even though passenger fares are increasing, air runways and extending existing ones, which travel remains relatively inexpensive, acceshave added valuable airport capacity at a 4 Intermodal strategies sible and a common part of the lives of many. variety of important airports. Through FAA Metropolitan regions offer a wide variety reauthorization, and through airport and of infrastructure that, if integrated into Yet the U.S. government is not directly tackling airline negotiations, the industry needs to a transportation system, can help spread a vital issue: airport congestion. As seen in work out a formula for how to pay for infraout and, in some cases, replace aviation the past at airports in cities such as New York, structure among the federal capital grants, traffic. Using all available commercial and Chicago and San Francisco, passenger demand passenger facility charges (PFC), and the general aviation airports to better sort triggered by a growing economy and competifees airports charge their users to maintain traffic can help efficiency. In addition, with tive battles between airlines, as well as a string and operate their infrastructure. the large financial commitment policymakof bad weather, can severely challenge the ers have made to passenger rail, there is a industry and tax the patience of air travelers. 2 NextGen improvements need to better integrate the planning and Even airports such as Chicago O’Hare, where Industry and government are so determined development of air and surface transportathe city and its users are spending billions of to modernize air traffic control because of tion systems. In select congested intercity dollars to enhance the facility, there is a danger the great benefits to better incorporating corridors, this could mean diverting a porthat airlines will quickly schedule too many technologies including satellite navigation tion of air travel to passenger rail, saving flights for the available capacity of the airport. that will enable safely reducing enroute the scarce airport capacity for long-haul separation, de-conflicting arrival and deparand premium travel. In order for this to For years, economists, industry analysts and ture streams of nearby airports, reducing be realized policymakers should design a the government have recognized that administhe capacity “penalties” associated with performance-based intercity transportation trative strategies — including jawboning, slot poor weather and providing greater situpolicy and move away from its traditionally controls, and scheduling committees — are ational awareness to users. With aviation mode-centric policies. neither sound nor viable solutions as they locktraffic expected to increase to over one in inefficiencies, choke-off new services and billion passengers by 2023, NextGen is seen However the implementation of an integrated competition and fail to maximize the capacity as indispensable to the industry’s ability to program is accomplished, the goal should be of the publically owned airspace and airports. meet future demand. to realize the highest return on investment to A sound, viable congestion policy should not aviation’s users and taxpayers, who after all just attempt to rationalize current demand, but 3 Congestion management are the ones who ultimately foot the bill. An should attempt to expand system capacity and Using price and market mechanisms to integrated program requires that these four put in place measures to more efficiently use allocate scarce capacity is widely accepted strategies be seen as complementary tools the capacity put on-line. in the private and public spheres, but these that work together. This perspective also tracks tools play a very limited role in aviation. For with Administrator Babbitt’s priority to remake A Four-Part Congestion Strategy reasons of equity, efficiency and maximiz- the FAA into a mission-based organization The USDOT, FAA and the aviation industry need ing the use of public assets, this needs and improve the performance of the National to commit to a four-part integrated capacityto change. The Bush Administration tried Airspace System. enhancement and efficiency program. It would without success to introduce the auctioning This article was excerpted from the August be a combination of a traditional strategy of arrival slots (or “reservations”) to graduedition of ENO Brief Newsletter, which can (airport development), a tailoring of an existing ally replace federally imposed slot controls be found at www.enotrans.com.
20
Consulting, Fall 2010