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E | October / November 2011

ARFF Aircraft Rescue and Fire Fighting Public Safety Officers ARFF Equipment: New or Used

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nce again, this issue of Airport Magazine brings you the articles and columns that you have told us you want to read. This month we focus on aircraft rescue and fire fighting (ARFF), with articles that discuss a firefighter’s perspective on ARFF procedures at Denver International; the reasons to purchase new or remanufactured ARFF equipment; the pros and cons of opting for cross-trained fire and police personnel; building a solid foundation for a safety management system; and laws affecting employment. We have a number of columns as well that focus on specific aspects of airport operations. We continue to offer Quick Response (QR) codes (see below) that allow you to access more information about AAAE products and services. To open the QR codes, you’ll need to download a QR reader from your app store to your smartphone or tablet. Then, just scan the QR code to view the information available through it. Our advertisers in this issue are: ASSA Inc.; Astronics DME Corp.; Axis Communications Inc.; Burns & McDonnell; Delta Airport Consultants; Mead & Hunt Inc.; Oshkosh Corp.; Ricondo & Associates Inc.; Rosenbauer; RS&H; and SITA. These companies support AAAE through their support of Airport Magazine. Please support them in turn. Our December/January issue will feature airport architecture and engineering, with A/E firms and airports weighing in on strategies to achieve sustainability and meet operational efficiency goals. You can access Airport Magazine online as well, at www.

Barbara Cook
















601 Madison Street, Suite 400 Alexandria, VA 22314 (703) 824-0500, Ext. 133 Fax: (703) 820-1395 Internet Address: Send editorial materials/press releases to: Airport Magazine is published bimonthly by the AAAE Service Corporation Inc., a wholly owned subsidiary of the American Association of Airport Executives, and the Airport Research and Development Foundation. Subscription price for AAAE members is included in the annual dues. U.S. subscription rate to non-members is $50 for one year. International rate for non-members is $100. Single copy price is $12. Copyright 2011 by AAAE. All rights reserved. Statements of fact and opinion are the responsibility of the authors and do not necessarily reflect the views of AAAE or any of its members or officers. POSTMASTER Send address changes to: Airport Magazine 601 Madison Street, Suite 400 Alexandria, VA 22314

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Volume 23/Number 5 | October/November 2011 M








Focus on ARFF Features 12 〉〉 A Firefighter’s Perspective on ARFF at Denver International ARFF Department Integrated Into Airport Management


17 〉〉 Public Safety Officers: Weighing the Pros and Cons Airports Consider Workforce Flexibility

22 〉〉 ARFF Equipment: New or Used? The Benefits of Each Approach


26 〉〉 Retaliation: Getting Even Could Get Your Fire Department in Trouble Making an Employment Decision

30 〉〉 Building a Sound Foundation for a Safety Management System A Survival Checklist


12 Departments

Coming in Airport Magazine

Upfront 6 News Briefs 8 AirporTech 34 Finance Column 36 FBR 38 Retail Briefs 40 IndustryMetrics 41 MarketScan 43 Billboard 44 Ad Index 46


EDITORIAL ADVISORY BOARD AIRPORT MEMBERS WILLIAM G. BARKHAUER, A.A.E., Morristown, New Jersey TIMOTHY M. DOLL, A.A.E., Eugene, Oregon MARK E. GALE, A.A.E, Philadelphia, Pennsylvania ERIN O’DONNELL, Chicago, Illinois LYNN KUSY, C.M., Mesa, Arizona STEVE SCHREIBER, Portland, Oregon TODD MCNAMEE, A.A.E., Camarillo, California TORRANCE A. RICHARDSON, A.A.E., Fort Wayne, Indiana ROBERT OLISLAGERS, A.A.E., Englewood, Colorado LOUIS MILLER, Atlanta, Georgia AL POLLARD, A.A.E., Baltimore, Maryland C O R P O R AT E M E M B E R S BILL HOGAN, RS&H STACY HOLLOWELL, Siemens One, Inc. CHARLES LAMB, C.M., Delta Airport Consultants Inc. RANDY POPE, Burns & McDonnell RAMON RICONDO, Ricondo & Associates Inc. LAURA SAMUELS, Hudson Group



Architecture and Engineering Issue A/E firms discuss successful and emerging strategies to achieve airport sustainability and meet operational efficiency goals.

February/March Technology Issue Features will explore the emerging technologies that advance airport operational and management goals.

PHILLIP E. JOHNSON, Grand Rapids, Michigan MARK D. KRANENBURG, Oklahoma City, Oklahoma WILLIAM F. MARRISON, Knoxville, Tennessee TODD L. MCNAMEE, Camarillo, California CARL D. NEWMAN, Phoenix, Arizona THOMAS M. RAFTER, Egg Harbor Township, New Jersey TORRANCE A. RICHARDSON, Fort Wayne, Indiana WALTER B. STRONG, Norman, Oklahoma ALVIN L. STUART, Salt Lake City, Utah PAUL J. WIEDEFELD, Baltimore, Maryland

KEVIN A. DILLON, Warwick, Rhode Island THOMAS E. GREER, Monterey, California GARY L. JOHNSON, Stillwater, Oklahoma JAMES A. KOSLOSKY, Grand Rapids, Michigan LYNN F. KUSY, Mesa, Arizona GINA MARIE LINDSEY, Los Angeles, California RONALD MATHIEU, Little Rock, Arkansas ERIN M. O’DONNELL, Chicago, Illinois BRADLEY D. PENROD, Pittsburgh, Pennsylvania




MICHAEL J. LANDGUTH, Chattanooga, Tennessee


BRIAN D. RYKS, Duluth, Minnesota SCOTT C. MALTA, Atwater, California


BOARD MEMBERS DANETTE M. BEWLEY, Reno, Nevada SCOTT A. BROCKMAN, Memphis, Tennessee MARY CASE, Houston, Texas ANN B. CROOK, Horseheads, New York ROD A. DINGER, Redding, California TIMOTHY M. DOLL, Eugene, Oregon MARK E. GALE, Philadelphia, Pennsylvania STACY L. HOLLOWELL, Carrollton, Texas CLAUDIA B. HOLLIWAY, Valdosta, Georgia KIM W. HOPPER, Portsmouth, New Hampshire

TODD S. WOODARD, Spokane, Washington

CHARLES M. BARCLAY, Alexandria, Virginia


JEFFREY A. MULDER, Tulsa, Oklahoma REBECCA L. HUPP, Bangor, Maine

POLICY REVIEW COMMITTEE BONNIE A. ALLIN, Tucson, Arizona ROSEMARIE ANDOLINO, Chicago, Illinois WILLIAM G. BARKHAUER, Morristown, New Jersey KRYS T. BART, Reno, Nevada THELLA F. BOWENS, San Diego, California LARRY D. COX, Memphis, Tennessee ALFONSO DENSON, Birmingham, Alabama

ELAINE ROBERTS, Columbus, Ohio STEVEN H. SCHREIBER, Portland, Oregon RICKY D. SMITH, Cleveland, Ohio SUSAN M. STEVENS, Charleston, South Carolina MARK VANLOH, Kansas City, Missouri

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WCAA To Realign Airport Business Operations The Wayne County Airport Authority (WCAA) announced that it will “significantly” realign its business operations and “aggressively” pursue new revenue sources as part of an intensive plan to reduce expenses by $20 million over the next 12 to 15 months. WCAA governs operations at Detroit Metro and Willow Run airports. The authority’s board approved a $292 million budget for fiscal year 2012 that a spokesperson said “will include the strategic reorganization of staffing resources, wage and benefit changes for employees, and the exploration of shared services and partnerships with other governmental entities.” Part of the plan calls for the reduction of 100 jobs through process re-engineering and consolidation over the next 12 to 15 months. The economic downturn through-

South ticket hall at DFW’s Terminal D

out Michigan over the past decade has contributed to the authority’s financial pressures, as Detroit Metro last year served 4 million fewer passengers than it did at its peak in 2005,

NORTH COMMUTER TERMINAL: California’s John Wayne Airport has opened the new North Commuter Terminal, a part of the airport’s larger airport improvement program that began in 2006. A major component of the improvement program is construction of a new Terminal C and improvements to the existing Terminals A and B. Construction of Terminal C and the new South Commuter Terminal is expected to be complete in midNovember 2011.



Turkia Awada Mullin, WCAA’s chief executive officer, said. In addition, the authority carries high debt loads on the McNamara and North terminals, both of which opened within the last nine years and were designed to accommodate projected traffic growth that has yet to materialize. Earlier this year, the board initiated $21 million in additional cuts by reducing operational costs and deferring planned capital improvement projects. Mullin said many opportunities exist for the authority to realize savings and efficiencies through crosstraining and consolidation of staff and also by working together with Wayne County government and local municipalities in the areas of human resources, information technology, dispatch, homeland security and emergency management. In addition, Mullin said that the authority must stimulate new sources of non-airline revenue and improve customer amenities. “We will be adding free airport Wi-Fi and introducing new approaches to concessions where consumers may soon be able to download applications and use their


smartphones to have their food and beverage selections delivered to their gates,” she explained. The authority also will construct a new cargo processing facility at Metro to better serve the freight needs of local corporations and will work with the business community to pursue additional, direct flights to emerging markets in South America, India and the Pacific Rim.

DFW To Add Landside Space In Terminal E Dallas/Fort Worth International has begun construction to add 54,000 square feet of landside interior terminal space in Terminal E, creating more room for ticketing, baggage claim, security and passenger services. The work is part of the DFW Terminal Renewal and Improvement Program (TRIP). The initial phase for Terminal E also includes the reactivation of the satellite terminal, which houses seven aircraft gates. TRIP is a seven-year, $1.9 billion renovation plan to renew all four of the airport’s original terminals, which first opened in 1974. Under TRIP, DFW will replace aging infrastructure systems, update concessions and redesign terminal space to improve the passenger experience. Construction work in Terminal A has been underway since May, and a temporary wall in Terminal E now marks the TRIP expansion into a second terminal. “This work in Terminal E is designed to meet the needs of passengers today while we transition to completely renewed facilities,” said DFW Airport CEO Jeff Fegan, A.A.E. “We will soon greet customers with new, high-efficiency building systems and technology, modernized spaces with the most highly requested passenger amenities and improvements for our airline partners.”

WHISPERTRACK ANNOUNCES FREE VERSION OF ITS SERVICE Whispertrack, which allows airports to manage and distribute their noise abatement procedures, announced a new, free version of its service. Currently in use by airports such as San Francisco International, Teterboro (N.J.) and Santa Monica (Calif.) Municipal, Whispertrack’s core data distribution model permits airports to manage their own data with a powerful content management system, store the data in a common format, then give automatic and unrestricted access to any flight planning provider, dispatch group and airport information service. Airports that use Whispertrack’s service have access to a simple and powerful online tool for creating, managing and distributing their noise abatement procedures. was built to be viewed in mobile browsers to make it fast and easy for pilots to find and understand advisory procedures that airports load, making noise abatement procedures readily available in the cockpit and on the ground. The online tool for creating, managing, and distributing noise abatement procedures allows even extensive noise abatement procedures to be loaded and published in just a few hours.

Philadelphia Gains LOI For Capacity Program Philadelphia International has been issued a Letter of Intent by FAA that commits the agency to contribute $466.5 million toward the airport’s capacity enhancement program (CEP). In addition to the federal funds, the $6.4 billion CEP will be financed

by airport revenue bonds, which will constitute two-thirds of the funding, and a variety of other funding sources such as user fees and additional grants, according to the airport. The CEP is a comprehensive program that will be done in phases over the course of 13 years. When completed in 2025, the CEP will have added a new runway and



UPFRONT News Briefs Michael Landguth. A.A.E., has been appointed airport director for RaleighDurham International. Landguth, who has served as the president and CEO of the Chattanooga Airport Authority for the past seven years, succeeds retiring director John Brantley. Koni Casini has been named vice president of finance, administration and procurement for Tampa International Airport. In addition, Elita McMillon has been promoted from manager to director of ethics, compliance and diversity and will assume responsibility for the Minority and Disadvantaged Business section, reporting to Casini. ... Thomas Kinton has been named a senior aviation advisor at Parsons Brinckerhoff. In his new position, Kinton will serve as Parsons Brinckerhoff’s senior advisor for pursuit and delivery of aviation projects nationwide. He also will represent Parsons Brinckerhoff in the aviation industry and contribute to the firm’s strategic planning for aviation. Kinton served as CEO and executive director of the Massachusetts Port Authority (Massport) from August 2006 until June 2011, culminating a 35-year career at Massport. Mike Witiw has been named an aviation project manager for Parsons Brinckerhoff. In his new position, Witiw will manage aviation projects throughout the upper Midwestern region of the U.S. His focus will be on Cleveland and the surrounding area. ... WS Atkins plc announced the appointment of Rodney Earl Slater, former DOT secretary, as a non-executive director. He joined the board on Sept. 9, 2011. ... Gresham, Smith and Partners (GS&P) announced the publication of Airport Cooperative Research Program (ACRP) Guidebook Report 52: Wayfinding and Signing Guidelines for Airport Terminals and Landside. Completed by GS&P on behalf of the ACRP, the guidebook aims to facilitate the safe and efficient movement of passengers within each airport and from one airport to another through the uniform application of wayfinding best practices and common design criteria. The guidelines in the report address on-airport roadways/ off-airport access roads; parking; curbside/ ground transportation; and terminal, including concourses/gates, ticketing/ check-in, security checkpoints, federal inspection services and baggage claim. Managed by GS&P, consulting support was provided by the Texas Transportation Institute, Big Sky, Human Factors North, and cooperative efforts from the Society for Environmental Graphic Design and Airport Sign Managers Network. ... HOK, aviation and transportation facility architects, has added new leaders to its global Aviation + Transportation leadership team to support continued international growth. Steven Morris, AIA, ASCE, is the new director of global marketing for HOK’s Aviation + Transportation group. He is based in the firm’s Los Angeles office. Based in London, Richard Gammon, RIBA, is HOK’s new director of Aviation + Transportation in Europe, the Middle East, Africa and India. He will sit on the firm’s London board of directors. 8

BIRMINGHAM AIRPORT BEGINS WORK ON TERMINAL MODERNIZATION Birmingham-Shuttlesworth International (Ala.) Airport has launched a terminal modernization project that provides for a new concourse, centralized and concealed passenger and luggage screening, and parking deck elevator renovations. A component of the terminal design is a new federal inspection station to facilitate direct international air traffic. The station would allow Birmingham to accommodate nonstop flights departing to and arriving from international locations, according to an airport spokesperson. Early construction work includes demolition of the airport’s old cargo building, which sits adjacent to the passenger terminal, and the elimination of Terminal A, which currently is being used as administrative space only. The removal of these two structures will make way for Concourse A. It will take between three and five years to complete construction, and the airport will remain open throughout the process.

extended two existing runways to increase capacity and allow for simultaneous, independent aircraft operations in poor weather conditions, thereby reducing delays. The project also will modernize the airport complex with new terminal facilities, new ground transportation center, new cargo facilities and a people mover system. “The CEP will enable the airport to enhance the region’s position by providing more efficient access and increased competitive stature,”


said airport CEO Mark Gale, A.A.E. “Additionally, the CEP is anticipated to create more than 100,000 jobs in the region. The completion of the CEP is expected to increase the airport’s overall economic impact by $12 billion to $26.4 billion annually, which underscores the importance of this program.”

Service Begins On Miami People Mover System The Miami-Dade Aviation


Department in September hosted an inaugural celebration for the MIA Mover, a 1.25-mile-long automated people mover system that transports passengers between Miami International Airport, the Miami Rental Car Center (RCC) and the future Miami Intermodal Center (MIC). The MIA Mover can transport 3,000 passengers per hour and is expected to reduce fuel emissions at the airport by 15 percent. The RCC is a four-level facility housing the operations of 16 major rental car companies that opened in July 2010 as the first phase of the MIC.

Jobs Bill Offers Support For Nation’s Airports President Obama’s American Jobs Act includes $2 billion for airport

infrastructure projects and would extend Alternative Minimum Tax (AMT) relief for airports through 2012. Specific aspects of the proposal that would affect airports are: • Airport Projects: Artist’s rendering of Miami International’s MIA Mover $50 billion Airport development grants is designated for “immediate would have a 100 percent investments in our roads, rails federal share. However, 0.3 and airports.” Of that amount, percent of the funds would be $2 billion would go toward available to DOT for adminisairport infrastructure projects. trative expenses.

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AMT Relief: The President’s plan would exclude private activity bonds from AMT for bonds that airports and other state and local government entities issue in 2011 and 2012. AAAE has been calling for a per-

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and 2010. The bill also allowed airports to current refund bonds issued after 2003 that were refunded in 2009 and 2010. Infrastructure Bank: The American Jobs Act also includes another $10 billion for a National Infrastructure Bank to modernize “our roads, rail, airports and waterways while putting hundreds of thousands of workers back on the job.” NextGen: The President’s jobs proposal also includes $1 billion for the Next Generation Air Transportation (NextGen) system. The administration indicates that investing in NextGen will “make the National Airspace System safer and more efficient.”

TSA Launches PreCheck Screening Pilot Program TSA announced that it has begun testing a limited, voluntary passenger pre-screening initiative with a small known traveler population at four U.S. airports. During the pilot, TSA said it will use pre-screening capabilities to make intelligence-based risk assessments on passengers who voluntarily participate in the TSA PreCheck program and are flying domestically from one of the four pilot sites: Hartsfield-Jackson Atlanta International, Detroit Metro, Dallas/ Fort Worth International and Miami International airports. Eligible participants include certain frequent flyers from American and Delta, as well as members of Customs and Border Protection’s (CBP) Trusted Traveler programs, including Global Entry, SENTRI and NEXUS, who are U.S. citizens and are flying on participating airlines. Continued on page 45

A Firefighter’s Perspective on AR By Roy Gelbhaus



RFF at Denver International


magine a developer pitching this idea to your local building and fire departments for a chain of theme restaurants: “They’ll be long, aluminum, tube-like structures raised off the ground about 10 to 12 feet. There will be exits at each end, and a few of the windows in the middle can be opened by the 150 or so people visiting. I intend to squeeze as many seats in there as possible in an arrangement that will not require separate tables. There will be an exit corridor running down the center and, in some of the larger facilities, two corridors. Since we’ll be bringing water in each day by truck, there won’t be any fire hydrants in the area either.”

All photos supplied by Denver International Airport AIRPORTMAGAZINE.NET | OCTOBER/NOVEMBER 2011


As the officials’ eyes bug out while attempting to reconcile this proposal with numerous code requirements, the developer continues, “Oh, by the way, I suppose that I ought to mention that to maximize the land use I’m also going to be storing kerosene beneath and adjacent to the restaurants.” To a firefighter, this is what an airplane looks like — a human disaster waiting to happen even before it leaves the ground. Of course, we know that FAA regulations and standards developed through the years have made that aircraft interior safer than ever today. The emergency lighting, stronger seats, and interior finish flame-spread standards all proved their worth when an accelerating aircraft left the runway at Denver International Airport on Dec. 20, 2008. With no fatalities and few injuries as the passengers and crew self-evacuated, the incident was dubbed “The Miracle on the Plains” until it was overshadowed by “The Miracle on the Hudson” less than two months later.

RESPONSE HANDLED WELL In the 2008 Denver incident, there was an exterior 14


fire on the right side of the aircraft as the fuel tank ruptured, and it breached the skin of the plane. However, the aircraft rescue and fire fighting (ARFF) response knocked down the exterior fire in less than a minute after the firefighters arrived. Interior teams of firefighters performed multiple searches for additional victims and found all of the hidden fire in the walls and ceiling, leaving the airplane relatively intact from the fire involvement. Triage was performed by other firefighters and paramedics, and everyone was removed from the scene expeditiously. The foremost responsibility of incident mitigation by Denver International’s ARFF team was handled very well. Indeed, one federal investigator listening to the taped radio traffic said that it sounded like a training exercise rather than an actual incident. As the saying goes in the scientific research community, luck favors the prepared mind. So it is with an ARFF department that is integrated into the management of an airport. Many lesser ARFF responsibilities that were recognized and funded by the airport contributed to the successful outcome of this

One of the first things a firefighter from the “streets” learns at Denver International is how important it is to keep the airport running on time. Fires must be prevented and/or extinguished and incidents resolved with as little delay as possible. accident. Denver International was prepared. ARFF at Denver International could be said to be the equivalent of three small fire departments. The airfield covers such a large area that, from a fire protection standpoint, Denver International is two airports. With FAA mandating requirements of response times for prescribed quantities of extinguishing agents on the large ARFF apparatus, the east and west sides of the airfield each must have a full complement of staffing and equipment. If they were 50 miles apart, the requirements would be no greater. The airport is so far from the rest of Denver that it also has conventional fire equipment to handle its needs. While known as the “structural” side of Denver Fire Department operations at the airport, the firefighters are all ARFF certified, undergoing thorough cross-training with their counterparts on the ARFF side, and are integrated into the mitigation of all aircraft incidents. Staffed with six personnel, the hook and ladder company has initial responsibility for search and rescue at an aircraft incident. The four-person engine company is responsible for establishing emergency medical triage, treatment and transport. With two people in each of the seven ARFF apparatus, there are sufficient personnel to mount an interior fire attack with a hoseline and provide aircraft ventilation by opening up all doors while still operating the apparatus. A chief officer is always on duty to coordinate the scene. One of the first things a firefighter from the “streets” learns at Denver International is how important it is to keep the airport running on time. Fires must be prevented and/or extinguished and incidents resolved with as little delay as possible. All members of the truck and engine companies are certified hazardous materials technicians who operate as a strike team capable of quickly clearing suspected dangerous goods incidents using the best hi-tech sampling tools available. In case of a bona fide, major spill or release of a hazardous substance, the Denver Fire

Department’s full team is called for assistance. Each of the companies is also aware that it will be placed in charge of additional resources responding from the city to achieve their respective objectives. In other words, it is recognized that establishing an incident management structure and preventing confusion and duplication and/or neglect of priorities will ensure an efficient and successful outcome. The airport’s administration has supported this philosophy not only by providing incident management training for non-emergency personnel, but also by organizing training exercises with the fire department for those drivers who will have to escort off-airport resources to an incident scene. Denver International management has gone above and beyond to support the fire department by such measures as: • purchasing state-of-the-art apparatus with greater-than-minimum-required agent quantities and lighting capability, recognizing that, when amortized over the lifespan of the equipment, the additional expense is minimal while the effectiveness is maximal; • providing two dedicated airstairs for ARFF emergencies aside from those used for ordinary airport operations; building and operating an ARFF training classroom facility with a propane-fired airplane prop and spill-fire area; purchasing a dedicated ARFF training apparatus in lieu of the typical rigs usually relegated to fire department training; • maintaining two old 727s for training use; funding positions for ARFF trainers, a fueling inspector and fire inspector; and, most importantly, providing sufficient firefighters who are experienced in “real world” structural firefighting, to get the job done.

PROPER SPRINKLER SYSTEM The airport’s management understands and supports the premise that, faced with the “flying restaurant” AIRPORTMAGAZINE.NET | OCTOBER/NOVEMBER 2011


scenario described earlier, an ARFF fire department that can handle 99 percent of incidents is not good enough. Only the highest standard is acceptable. Yet, the airplane is only half of the fire protection problem for the airport executive to consider. Imagine, now, a small ski resort town that has several different lodges, shops and restaurants upon which the year-round economy is based and just one ski lift. Aside from the life safety issues, the local fire chief may recognize that the shed housing the lift machinery as the third most important building in town (after his own house and the fire station, of course). Seriously, this is a critical piece of infrastructure that deserves the highest level of fire protection. He would be remiss if he failed to advocate for a properly designed and maintained automatic fire sprinkler system there, regardless of whether the fire code required one. The highest standard of fire protection was adopted when Denver International was designed and built in the 1990s. All of the buildings, public and private, were equipped with automatic fire alarm and sprinkler systems. This is the equivalent of having a firefighter stationed every 100 square feet or so, 24 hours per day, ready to sound an alarm and begin extinguishment immediately. The building is made self-protecting. Sprinkler 16


effectiveness in holding fires in check, if not extinguishing them immediately, is in excess of 99 percent when they are properly designed, maintained and not damaged by an explosion. With buildings so protected, the insurance industry doesn’t even bother to look at them when assessing whether a community is adequately addressing its fire risk. Indeed, given the values of a large hangar and its contents, the insurance companies cannot afford to depend on the structural fire companies being available and able to respond without a weather delay. Thus, we see their requirements for supplemental, on-site water supplies and redundant pumps, for example. With a true collaborative effort between ARFF and airport management, a first-class emergency response team can be a reality. Industry-leading equipment, excellent training facilities, experienced first responders, and well-designed sprinklered structures are all critical to success. Most importantly, the shared vision of excellence and teamwork between ARFF and airport management is the key to a worldclass ARFF team. A Roy Gelbhaus recently retired as a captain after spending the last nine years of his career as a fire officer at Denver International Airport. He may be reached at rgelby@ The views expressed are his perspective and

Public Safety Officers: Weighing the Pros and Cons By Gilbert Neil AIRPORTMAGAZINE.NET | OCTOBER/NOVEMBER 2011



pting for cross-trained fire and police personnel operating as public safety officers (PSOs) can offer an airport benefits in terms of workforce flexibility, but it’s a choice that needs to be weighed carefully.

BENEFITS OF PSOs Having personnel cross-trained — read “higher trained” — allows for cross-utilization, which leads to many staffing options. The airport gains a workforce with a much more “hands on” approach to the job. If a crisis arises, having cross-trained personnel eliminates staffing shortages because more trained people are available to help. The PSO is interactive with all airport operations. Involvement is a major component of taking ownership of (and pride in) the overall



operation. It contributes greatly to an efficient and safe airport operation. Cross-training helps reduce the perception of down time in aircraft rescue and fire fighting (ARFF) operations with a wider variety of necessary training, additional duties and more responsibilities. There is very little idle time. PSOs are available immediately for any urgent situation. They are on-site for fire emergencies, security incidents, medical calls, or the many other circumstances in which immediate back-up is required. They are capable of handling any failure in your protection system. Cross-trained personnel are always a plus. Emergency workers as a rule like to learn new things. They always want to know what other departments do and how they operate. The higher level of training eliminates these questions and the in-fighting that goes on between different

departments. When the different emergency departments work together, less confusion exists over who does what, where any individual should be, or how he/she can help. Cross-training involves many opportunities to practice and learn. Progressive and involved staff members strive to expand their skill sets. For both police and fire personnel, there are mandatory, recurrent training requirements. Complying with these can lead to friendly competitions in which officers vie to determine who is the fittest. Cost savings for the airport will vary according to the different types of staffing and funding. Significant savings can be found in the use of cross-trained personnel. PSOs can be used for relief for other officers because they are available for back-up when needed. This eliminates the need to have at least one extra officer on duty on each shift — a huge savings in salary. Savings in overtime pay can be realized by using cross-trained personnel to cover sick leave and vacations. Both of these savings have a significant impact on any budget.

PSO DRAWBACKS Combining police and firefighters and their skill/ personality sets can be difficult; they are cut from different bolts of cloth. Historically, problems exist between the two groups. Both groups compete for pay and respect for their individual skills. There may be resistance and reluctance to performing multiple skill sets. Many people just do not like change. Firefighters work as a team unit; most of their operations are established on a multi-member and equipment response. The “two in and two out” rule, and having a rapid intervention team staged and

ready for backup, are examples of the team approach. Police work more often as individuals in their day-to-day duties. They may make a traffic stop in the middle of a deserted area, and help might be coming, or it may be some time before assistance arrives. Their personality and training is to work alone and handle problems in the same way. Scheduling problems result from shift differentials. Police officers work an average of eight to 10 hours a shift; firefighters often work 24 AIRPORTMAGAZINE.NET | OCTOBER/NOVEMBER 2011


Cost effectiveness is a huge question. There are expectations of more income for the increased skills required and achieved by PSOs, causing a demand for higher wages. Outfitting the entire crew with double gear has to be considered. on, 48 off. The obvious complications of becoming comfortable with different shift assignments will have a great impact on personnel. Handling shift differentials is a big challenge in scheduling. Does everyone work the same shifts or different shifts? Vacations and sick leave all factor into this decision and how to implement it. Specialization within the job can create its own set of problems. Firefighters may be expected to handle rescues, fire operations, inspections and prevention activities. Police officers may have assignments to perform SWAT operations, K-9 and crime investigations. Determining how to join these two different specialization roles can be very difficult. Abilities differ from person to person, and not all people can fulfill the diverse requirements of both of these skill sets. Not everyone has the ability to police the public, and not everyone has the desire to run into a fire. Trust is the core of both job sets. If there is any doubt about someone’s commitment to the assigned duty, there will be issues. Resistance can be a big factor. Even union representation is sometimes an issue. One example of this might be whether the employees will be represented by the International Association of Fire Fighters or the Fraternal Order of Police. Response issues will arise. Can the patrol officer leave his/her post to change and respond to an ARFF call? Can the minimum standard firefighter stay on station when he/she hears the police are in the middle of a situation? Cost effectiveness is a huge question. There are expectations of more income for the increased skills required and achieved by PSOs, causing a demand for higher wages. Outfitting the entire crew with double gear has to be considered. Rank sensitivities exist, since there are usually differences in the rank structuring of the two departments. Do you actually end up with the same total number of personnel when you combine the two disciplines? Or do you have more staff overall? 20


Each airport will have to make this decision based on its individual situation. I can explain only what we do at Northwest Arkansas Regional. We have not fully combined the departments. We maintain each, fire and police, as parts of the airport’s public safety department. Only our firefighters are cross-trained. It has proven easier for us to train the firefighters to the minimum Arkansas standards of part-time police certification than the hours required for police officers to meet the requirements of FF1, FF2 and ARFF. These latter requirements are too time and money consuming. We fully equip only the firefighters with both sets of equipment. We maintain a part-time roster of both police and firefighters as well. The parttime workers cover many of the hours needed for fully maintaining our staff. We have three firefighters on duty on each shift, and we can maintain the two firefighters for the minimum staffing required of a B index airport. This allows one firefighter to cover PSO responsibilities as needed. The PSO can perform emergency medical service patrols at the terminal, give relief to police, and provide backup when necessary. Without our firefighters as PSOs, we would need one more police officer for each of the three shifts. The cost savings for my department is $42,500 each, for $127,500 a year, just in salary. Occasionally, there is also a savings in overtime by using the PSOs to cover sick leave and vacation time. In our adaptation, we have used some of the ideas and avoided many of the problems. Our public safety department allows Northwest Arkansas Regional Airport to better serve and protect our traveling public. A Gilbert Neil, ACE, is public safety director and airport security coordinator at Northwest Arkansas Regional Airport. He may be reached at

ARFF Equipment: New Or Used?

By Barbara Cook


n airport’s decision to acquire new, remanufactured or refurbished aircraft rescue and fire fighting (ARFF) vehicles reflects the airport’s purchasing culture, size, and the intended purpose of the equipment. And the many options available today give airport executives ample flexibility to pick and choose. An informal survey by Airport Magazine of equipment manufacturers and airport officials revealed many reasons that lead to an airport’s final purchasing decision.

According to Bob Frenier, sales/purchasing for Crash Truck Services at Company Two Fire, which specializes in pre-owned fire apparatus, the price differentials are “compelling” when deliberating the purchase of new, used or remanufactured equipment. “Our 15- to 20-yearold used and partially refurbished ARFFs cost about 20 percent-30 percent of what a comparable new ARFF costs,” he explained. “Our completely remanufactured ARFFs are priced a little under 50 percent of the cost of a new ARFF.” He added

A 22


that, “All our used and remanufactured trucks meet the basic agent requirements to maintain an airport’s index, so most airports can choose to meet their ARFF requirement with a used/remanufactured ARFF purchased with operating or capital funds at 20 percent-50 percent of the new truck costs and save 100 percent of their AIP funds for other airport projects.” Lease of ARFF equipment rather than outright purchase is available as well. Rodney Hendrix, A.A.E., director of the Millington (Tenn.) Airport Authority, which operates Millington Regional Jetport, a general aviation facility with significant military operations, stated that his airport was required by FedEx to meet Index D requirements in order to operate as an alternate facility to Memphis International. To meet the requirement at an affordable price, since the airport doesn’t receive AIP funds, officials chose to refurbish the facility’s three Oshkosh P19s. “We have now received two of the refurbished vehicles back, and they are performing like new,” Hendrix said. “Of course, we would prefer new vehicles, but are currently very pleased with our refurbished trucks.” Mickie Elmore, director of development for the Piedmont Triad (N.C.) Airport Authority, said his airport needed to increase its ARFF water capacity to serve a tenant that was awarded a military aircraft maintenance contract. Bids for new equipment exceeded a grant that was available

to the airport and forced officials to rethink the purchase. “We felt the best alternative was to buy (bid) two refurbished ARFF vehicles since these would not be used as mainline vehicles,” Elmore explained. “The biggest problem we encountered was availability. We wound up buying one refurbished ARFF vehicle and refurbishing another ARFF vehicle we had taken out of service due to age and condition. We are pleased with both vehicles and feel they will provide us with good service in the coming years.” Shane Nantz, airport operations fire chief for Charlotte Douglas International, listed three main reasons for his airport’s decision to buy two remanufactured E-One 3000s. The first piece of apparatus was purchased to facilitate the opening of the airport’s third parallel runway. “With time being of the essence, the only way to get a truck in service in time to open the runway was to explore many options,” he said. “Remanufactured trucks were one of these options, and it was determined that it was a good fit.” The second reason to go this route was standardization of the airport’s fleet, Nantz said. The airport already had an E-One Titan, bought new in 1992. Because the basic components of that truck, and the remanufactured E-One 3000s were similar, “We can maintain one set of spare parts that can be used on multiple trucks,” he said. “The final reason is, of course, funding,” Nantz said. “We can purchase two 3000 ARFF trucks that have been remanufactured for the same price as one similar designed new truck and have money left over. ARFF vehicles historically do not put on a great deal of miles or engine hours and, although new is nice, remanufactured are reliable.” Don Daemmrich, sales manager of regional service centers for Oshkosh Airport Products, part of the Oshkosh Corp., predicted “a continual increase” in the cost savings of refurbishing vehicles to extend their life cycles and reliability for front-line service. This is especially true during an economic downturn, he noted. However, he added that, “We also expect to see new purchases from airports looking to move into vehicles with new technology and improved fire suppression systems for the demand of today’s airports.”

ON THE OTHER HAND Louis Miller, manager of Hartsfield-Jackson Atlanta International, stated that his airport purchases its ARFF equipment new, mainly due to the expected life cycle of the apparatus and the length AIRPORTMAGAZINE.NET | OCTOBER/NOVEMBER 2011


This refurbished 1976 P-4 Oshkosh ARFF truck: • Replaced the engine • Rebuilt the transmission and power divider • Rebuilt the water pump • Rebuilt brakes • Replaced the foam system • Replaced the water and foam valves • Replaced all electrical harnesses • Replaced the roof turret and installed a front bumper with new bumper turret • Replaced all emergency warning and DOT lights with LED lights • Completely rebuilt the cab interior • Installed air conditioning • Installed a new generator

of factory warranties. “A refurbished vehicle is still an older vehicle,” he explained, adding that, over time, parts and material availability such as engines and body components may become problematic. Further, he said that changes in Environmental Protection Agency and National Fire Protection Association regulatory guidance may render older vehicles noncompliant. Similarly, Philadelphia International opts to purchase only new ARFF equipment, according to airport CEO Mark Gale, A.A.E. “The primary



concern is the potential for metal fatigue on used or refurbished equipment,” Gale explained. “The city will occasionally refurbish non-major equipment, such as medic units, but only units that had been originally purchased new.”  The current stress in the U.S. economy is “of considerable concern to us,” Gale noted, but he added, “Considering the safety of our firefighters, long-term vehicle dependency/ performance and expected life cycle of the equipment, we will continue to purchase new.” As part of its planning for replacement of emergency vehicles, the airport administers “a fairly robust maintenance program for our major fire equipment, thus typically extending the service life well past the normally accepted 10-12 year cycle,” Gale stated. As an airport that originated as an Air Force base, Phoenix-Mesa (Ariz.) Gateway inherited ARFF

“When our fire department purchases new apparatus, our old apparatus is moved to reserve status, and then we sell our oldest/least functional reserve apparatus. Our fire department standard is to maintain three first-line and two reserve ARFF apparatus,” explained Craig Callicotte, fire chief at the Port of Portland.

equipment from the military, according to airport Executive Director Lynn Kusy, C.M. “We also received some used equipment from our member governments,” Kusy said. “That was enough to get us started. The used equipment required extensive maintenance. As soon as possible, we purchased new ARFF equipment, and have never gone back to used equipment.” For airports that opt to buy refurbished or remanufactured apparatus, Kusy advised, “A thorough inspection would be key. Special attention should be paid to transmission, pumps and suspension, as well as the unit systems.” Further, he said that airports should be sure to use the procurement specification worksheet in revised AC 150/5220-10E, regardless of the source of the equipment or the funding source. Todd McNamee, A.A.E., director of airports for the county of Ventura, Calif., noted that FAA grant availability is taken into consideration along with other factors when an airport purchases ARFF vehicles. Ventura County in the past acquired a truck that needed some refurbishment, which was completed by a contractor. Further, with airlines reducing service to smaller airports, more ARFF vehicles could be decommissioned and possibly enter the resale market, he said. At Eugene (Ore.) Airport, Director Tim Doll, A.A.E., explained that both of the airport’s ARFF vehicles were purchased new. “Even though we rebuilt the engine and added some upgrades to the 1991 vehicle a couple of years ago, we would replace it with a new vehicle when the time comes for replacement,” he said. “The cost savings for purchasing refurbished vehicles does not outweigh the concerns on the long-term reliability of using refurbished equipment.” While the Fort Wayne-Allen County (Ind.) Airport Authority typically only buys new ARFF equipment, Executive Director Tory Richardson, A.A.E., commented, “The only time I think we would consider refurbished

equipment would be in the event of some catastrophic failure of one of our pieces of equipment where we could not get a new piece to replace it in a short amount of time. Even in that situation, we would prefer to have a short-term solution to meet our ARFF index requirements while we work on the long-term solution of refurbishing our own piece or acquiring new.”  Craig Callicotte, fire chief at the Port of Portland, said that Portland International historically hasn’t purchased refurbished/remanufactured equipment. He explained, “When our fire department purchases new apparatus, our old apparatus is moved to reserve status, and then we sell our oldest/least functional reserve apparatus. Our fire department standard is to maintain three first-line and two reserve ARFF apparatus.” Equipment moved from first-line to reserve status is refurbished to extend its functional life. Although Colorado’s Centennial Airport is not a Part 139 certificated facility and is not required to have ARFF facilities or equipment, Executive Director Robert Olislagers, A.A.E., explained that airport property is made available to the South Metro Fire and Rescue Authority for a station that houses one E-One Titan 1500 truck and two customized Rapid Response Vehicles dedicated to aircraft fire and rescue. The authority decides in consultation with the airport what equipment to obtain based on index requirements and local conditions, he said. All three vehicles were acquired new. Concerning the potential growth of the refurbished/ remanufactured equipment market, Olislagers stated, “So many variables dictate whether to go new or used, or defer replacing existing equipment, that it may take a while for the used/pre-owned market to see an impact. My instinct tells me that airports will push the life cycle of ARFF equipment as long as safety is not compromised.” A Barbara Cook is editor of Airport Magazine. She may be reached at AIRPORTMAGAZINE.NET | OCTOBER/NOVEMBER 2011



ire department officials have dedicated their professional lives (and sometimes risked their personal lives) to the fire service and to all the men and women who work in this profession. Fire officials have spent decades in the fire service, working their way up the ranks to positions of responsibility. They know what it takes to work “in the trenches,” and they know what their subordinates must go through on a regular basis to attain and maintain the status of a firefighter. When a fire official must make an employment decision with regard to a subordinate —- hiring, training, promotion or discipline — the official generally takes this responsibility very seriously, knowing that the decision likely will affect the subordinate’s career. When a subordinate dislikes the decision and responds by filing a complaint or a charge, it is human nature for the official to interpret the subordinate’s action as a personal affront. It is human nature to want to retaliate, but “getting even” could get your fire department into big trouble.

RETALIATION: ‘Getting Even’ Could Get Your Fire Department in Trouble By Joseph E. Kalet

LEGAL ENVIRONMENT The official website for the U.S. Office of Management and Budget (OMB) states that there are 185 federal laws regulating employment in the U.S. Most of these employment laws (and most state employment laws) specifically prohibit “retaliation” against an employee for exercising his/her rights under the law. To prove retaliation, a firefighter must show that: • He/she engaged in “protected activity”; • The department imposed “adverse action” on the firefighter; and • There is a causal connection between the adverse action and the protected activity. If the firefighter can show that the supervisor knew about the protected activity and that the adverse action closely followed the protected 26


activity, generally the firefighter will have succeeded in establishing the causal connection. Courts classify “protected activity” as either “participatory activity” or “oppositional activity.”

Participatory Activity: •

There must be a current formal charge or lawsuit pending;

The firefighter claiming to have suffered retaliation must be an active participant in the case (e.g., the charging party or a witness); The courts interpret “current charge or lawsuit” and “charging party/witness” narrowly; and A firefighter who can meet these requirements gains complete immunity from

any adverse action for having engaged in this participatory activity.

Oppositional Activity • • •

No current charge/suit is required; A variety of activities will be considered; The courts interpret the factual situation broadly; and AIRPORTMAGAZINE.NET | OCTOBER/NOVEMBER 2011


A firefighter who can meet these requirements gains only qualified immunity from adverse action for having engaged in this oppositional activity. Courts provide more protection to participatory activity because of the type of conduct that is involved: in a formal proceeding, the firefighter usually is limited to providing testimony that is written down by a court reporter and is available as a written transcript. Since the conduct is limited and recorded, and since it is important to the integrity of the proceeding that the witness speak without fear of reprisal, the courts provide complete immunity from adverse action for this activity. Conversely, oppositional activity can take a variety of forms: everything from a “letter to the editor,” a work stoppage/work-to-rule action, a defamatory blog on the Internet, to a whole host of other activities that occur outside of a formal process. The courts will find some of these activities to be objectively reasonable, but other activities will exceed what a fire department must tolerate among its members. Therefore, the protection for engaging in this activity is qualified, and the specific nature of the firefighter’s activities will be evaluated to determine whether there will be continued employment or termination. This is the legal framework for resolving claims of retaliation. The courts, particularly the U.S. Supreme Court, have been generous in recent years in “helping” employers understand when retaliation has occurred. The following case explains what actions can constitute “retaliation.” (Part II of this article will explain who can be held liable for retaliation.)

LEADING CASE ON RETALIATION Burlington Santa Fe Railroad v. White, 548 U.S. 53, 126 S.Ct. 425 (2006): The only female employee in a railroad’s maintenance department filed a sexual harassment charge against her supervisor. After an investigation, the supervisor was demoted, but the new supervisor transferred the female to a lessdesirable position (no loss in pay), and shortly thereafter suspended her for 37 days on a charge of insubordination. After an investigation into this matter, including off-duty surveillance of the employee, the railroad found no basis for the insubordination charge and reinstated the female with back pay. 28


The female sued, alleging that the transfer and the suspension were in retaliation for her having filed a sexual harassment charge against her (former) supervisor. The railroad argued that there was no retaliation because the female suffered no “adverse action”: the transfer did not involve any loss in pay and the suspension was corrected when she received back pay. The Supreme Court ruled that (1) retaliation requires a reasonable person to conclude that there was a “materially adverse” change in a term or condition of employment; and that (2) events outside of work may support a claim of retaliation (e.g., being excluded from regular lunch-time meetings with a supervisor). The court ruled in the female’s favor, concluding that “adverse action” is case specific and depends on circumstances, and in this case, a reasonable person could conclude that the railroad’s actions constituted a “materially adverse” change in the female’s terms or conditions of employment. Following this decision, the lower courts have ruled that employers retaliated against their employees where the following changes occurred after the employee engaged in “protected activity”: • Changes to work schedules without loss in pay; • Supervisory or co-worker harassment; • Job transfers without loss in pay; • Lower performance ratings; • Threats to accuse the employee of terminable offenses (e.g., theft, insubordination); • Reducing work or overtime opportunities; and • Exclusion from work-related social activities

LESSON LEARNED Just as beauty is in the eye of the beholder, a “materially adverse action” may be in the eye of the firefighter who has a history of filing complaints and charges. If a fire official makes a change in a term or condition of employment that only affects the member who files complaints, the department should (1) anticipate the possibility that this change will lead to a charge of retaliation and (2) attempt to address this before making the change. A Joseph E. Kalet is associate general counsel of the Metropolitan Washington Airports Authority. This article was adapted from his presentation to the ARFF Chiefs’ School held April 4-7, 2011, in Albuquerque, N.M. Part II of this article will appear in the next issue of Airport Magazine. Opinions expressed in this article are solely those of the author.

ve Sa e th ! te Da



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Safety Management System Making your SMS effective and meaningful, a survival checklist, and a look ahead at what’s in store for airports everywhere.



By James McGrath and Charles Flood


irport executives throughout the U.S. have been waiting patiently, and with some trepidation, for FAA to finalize its ruling requiring certificated airports to implement a safety management system (SMS). While the final ruling is pending, there’s no better time than the present to put the right pieces in place for long-term success. So how should you build a solid foundation for an effective and meaningful SMS? A truly successful SMS depends on two key factors: adapting your existing safety culture to the SMS safety culture mindset, and establishing new or amended processes that are SMS compliant.

ADAPTING TO THE SMS CULTURE SMS is coming soon, and you’ll have to implement an SMS program at your airport. That’s a fact. The adaptation of the SMS mindset can be a challenge for some. Many even are asking: “We are already the safest aviation system in the world, and safety is our highest priority, so why do we need to do SMS, too?” While SMS may seem intimidating and labor-intensive, it doesn’t have to be. You and your colleagues already have a lasersharp focus on safety. You also have dozens — if not hundreds — of safety policies and procedures in place that are already SMS compliant — you just have to recognize it. An SMS simply takes your awareness of safety to the next level. In fact, many view the implementation of an organizational SMS as an opportunity to build a true safety culture — or to develop further the safety culture you already have in place. Adapting your safety culture requires several elements. SMS education and training is important since the individuals and entities that work and operate at your airport will need to understand the procedures, processes and policies that make SMS functional and meaningful. Encouragement and buy-in of SMS can be attained most successfully through collaboration among the airport organization, tenants and airlines. Establishing a safety committee that includes airport staff, tenants and airlines is an effective way to encourage collaboration and enhances the adaptation to the SMS mindset. Ensure that the safety reporting systems are AIRPORTMAGAZINE.NET | OCTOBER/NOVEMBER 2011


Education and openness are vital to the success of your SMS program. People often simply don’t understand the “right” way to do things and may be afraid to ask for fear of sounding unintelligent or uneducated about their jobs. non-punitive, allowing people to report real or perceived safety problems without reprisal. This is an extremely effective approach to adapting to the SMS mindset. After all, you can’t bring about change if people are afraid to report their concerns. Education and openness are vital to the success of your SMS program. People often simply don’t understand the “right” way to do things and may be afraid to ask for fear of sounding unintelligent or uneducated about their jobs. You must create a safe environment for conversation and questions, and encourage people to support each other.



SMS CHECKLIST What comes first in developing your SMS? The following checklist highlights steps to take to help ensure that your SMS is effective and meaningful. • If you don’t have capabilities in-house, solicit consultant services, and define and outline the basic elements of your SMS program prior to FAA’s final ruling; • Understand and adhere to the four pillars — safety policies, safety risk management, safety culture and safety promotion; • Solicit senior management buy-in — this is critical, and the earlier the better;

• • • • •

Appoint an SMS champion who will lead by example; Encourage collaboration by establishing a safety committee, with tenants and airlines; Establish clear and understandable policies; Incorporate SMS initial and recurrent training into your existing training programs; Encourage your staff and tenants to report all safety deficiencies, no matter how small initially, without delay or concerns of rebuke. Over time, safety deficiency reporting will mature, and the reporting of inconsequential or perceived safety deficiencies will decline significantly;

safety inspectors who will be reviewing your SMS manual or the SMS documentation incorporated in your airport certification manual. Your SMS program needs to be active, evolving and continuously improving. If you let it become stale or consider it just another study document destined for the bookshelf, you can expect postimplementation problems, which will result in a considerable waste of money. If you think of your SMS program as an investment in your airport, as you would with a new runway or other new infrastructure, you will want and need to maintain it. With this mindset in place, you can minimize significant post-implementation

Your SMS program needs to be active, evolving and continuously improving. If you let it become stale or consider it just another study document destined for the bookshelf, you can expect post-implementation problems, which will result in a considerable waste of money. •

Establish a simple database and reporting system initially and allow it to evolve over time to accommodate to data reporting changes, increases in data volume, and user demands; and Understand that SMS works without specialized SMS software; however, specialized SMS software cannot and will not manage and maintain your SMS program.

In many cases, your SMS program will prove to be a formalization of what you already are doing on a daily basis but with better documentation, reporting, data and tracking abilities.

PREPARE FOR CHALLENGES If the current implementation and program timelines in the proposed rulemaking are maintained in the final rule, it may be difficult for FAA to provide adequate resources to review and approve the implementation plans and SMS manuals in a timely fashion, as there will be a deluge of implementation plans and SMS manuals at the six- and 18-month deadlines. Expect variations among FAA regions, as the interpretation of SMS will vary. Also, you may expect variations among the airport certification

problems. As with any new program you will experience “teething problems.” However, with time, these will resolve themselves if you take a proactive approach to SMS. Anything worthwhile takes time, and SMS is no exception. You should expect your SMS program to reach maturity between the three- and five-year marks. But, ultimately, the benefits will be great. in addition to reaching compliance with national regulations, you should experience an increase in safety and a decrease is annual insurance premiums.

NEXT STEPS Begin your initial SMS program planning as soon as you can. If you plan to use internal resources to implement your program, identify the key airport personnel you will need now and get them active in SMS planning as soon as possible. Get early buy-in to SMS at the executive level to support your initial SMS efforts. Above all, remember to be confident in your approach to SMS — much of what you currently do is SMS compliant or nearly SMS compliant. A Charles Flood and James McGrath are SMS/SRM planners for CSSI, Inc., a Washington, D.C., aviation consulting firm. They may be reached at AIRPORTMAGAZINE.NET | OCTOBER/NOVEMBER 2011



U.S. Airport ‘Green’ Initiatives


The O’Hare Urban Garden

any American airports are reporting progress in implementing plans to utilize technology and other strategies to improve the quality of the environment. The following examples indicate the breadth of that trend. Portland (Maine) International Jetport’s 160,000-square-foot, three-gate terminal expansion, which opened Oct. 2, is designed to achieve LEED Gold certification from the U.S. Green Building Council. The $75 million facility features an innovative geothermal heating and cooling system, the largest in Maine, which was funded by a Voluntary Airport Low Emissions grant from FAA. Gensler is the terminal’s architect. The geothermal system has 120 500-foot deep ground wells and nearly 23 miles of high-density polyethylene. The system is estimated to reduce oil consumption by more than 50,000 gallons per year and will save the Jetport more than $160,000 per year. Chicago O’Hare International has opened the O’Hare Urban Garden, an environmentally friendly aeroponic garden located in the mezzanine level of Terminal 3, G Concourse. Aeroponics is a method of growing plants in a water and mineral nutrient solution without soil. The 928-square-foot aeroponic garden is a

joint effort between the Chicago Department of Aviation (CDA) and HMSHost. The vegetables harvested from the garden will be used at HMSHost’s O’Hare restaurants. “Producing and purchasing locally grown foods supports the CDA’s commitment to sustainability 34


by strengthening the local economy and job market, providing a unique learning opportunity for travelers, and reducing urban sprawl, traffic congestion, habitat loss, and pollution from transportation of produce,” according to Chicago Aviation Commissioner Rosemarie Andolino. The Indianapolis Airport Authority (IAA) announced that it has selected ET Energy Solutions, LLC to develop a solar farm on Indianapolis International property. The company is a joint venture among three local firms. Under terms of the agreement, ET Energy Solutions will finance, design, construct and operate the facility on land leased from the IAA. The local group will work in conjunction with Sanyo North America Corp., which will provide panels for the project and assist with arranging financing. The solar farm is expected to produce more than 15 million kilowatt hours of electric energy annually that will be fed directly into the grid operated by the Indianapolis Power and Light Company (IPL) through existing surface transmission lines that connect the airport terminal to the IPL substation west of the airport. The Florida Energy and Climate Commission (FECC) has awarded a $500,000 grant to the Lee County Port Authority (LCPA) to support development of a solar photovoltaic system at Page Field. The grant has been used toward the installation of a 160Kw solar photovoltaic system on the hangar roof of the new Page Field Terminal Complex. The system will supply solar power to the terminal building and is estimated to result in a 25 percent energy cost savings. “Airports rely on grant dollars to provide needed infrastructure and improvements,” said LCPA Executive Director Robert Ball, A.A.E. “LCPA worked diligently with FECC staff to secure this funding that will permit us to offset future energy costs at Page Field with an environmentally conscious project.” Denver International Airport and Constellation Energy have completed a 4.4 megawatt, groundmounted solar power system. Constellation Energy built, owns and maintains the solar installation, and the airport will purchase the electricity produced by the system over a 20-year period. It is the third large-scale solar project for Denver International, bringing the airport’s total amount of hosted solar power to

more than 8 megawatts, the company said. The system is expected to supply some 7,000 megawatt-hours of electricity to Denver International each year, utilizing approximately 19,000 photovoltaic panels from Yingli Green Energy. The Columbus Regional Airport Authority announced it recently formalized an energy management plan in an effort to manage its multimillion dollar energy costs more effectively. “The airport authority continually seeks to keep operating costs low so that our air service partners find it advantageous to operate at Port Columbus, Rickenbacker and Bolton Field airports,” said authority President and CEO Elaine Roberts, A.A.E. “Additionally, we strive to be a leader in the aviation industry and the local community with energy conservation and related compliance. We are already seeing returns on environmental investments that were made in recent years, and we are meeting or exceeding most of the goals established by aviation trade associations for their member airports.” Energy conservation projects implemented by

the airport authority since 2006 have qualified for $269,000 in rebates. These improvements resulted in energy reduction of more than 4.5 million kWh. One particular project at Port Columbus involved the installation of 344 light-emitting diode light fixtures on the arrival and departure drives, which yielded a reduction Columbus adds energy efficient lighting of 577,000 kWh of electricity per year and nearly $38,000 in rebates. The drive lighting also created a more evenly-lit space with increased light levels and decreased maintenance burdens, officials noted.




Preparing a Land Development Strategy By Kenneth H. Gwyn, A.A.E.

The environment in which commercial airports have to operate is undergoing dramatic change. This transition is due in large part to the turbulent financial condition of their most prominent revenue customer — the airline industry. A promising source of revenue for airports involves understanding the value of the facility’s real estate holdings. Land in and around an airport can be a valuable asset whose potential in most cases is unrealized. The need to generate additional nonairline related revenue has caused airport managers to look strategically for ways to realize the most value from their real estate holdings. There are different approaches for developing land. The airport could take a piecemeal approach in which available tracts are designated for commercial use. On the other end of the spectrum is a more comprehensive approach of creating an airport-centered development that expands outside the airfield boundary, also called “aerotropolis development.” Both strategies offer promising ways to utilize non-productive land, obtain non-airline revenue, and provide region-wide economic impact. There are several preparatory steps that I would suggest before committing to developing airport land. Ensure reliable passenger and/or cargo service The foundation for any land development strategy at an airport is having dependable air service (passenger or cargo) and the airfield infrastructure to support present and future needs. It would be difficult to become a logistics magnet if you do not have the runway infrastructure to support cargo aircraft. Significant air service must be present if an aerotropolis development is being considered. An airport master plan can identify the infrastructure needed to support future demands of the airport. Inventory available land resources Inventory the available land for development, particularly the land that is under airport

Unlike typical airport development projects in which the airport staff is primarily involved, a successful development strategy requires the ongoing involvement of many different stakeholders. 36


ownership and control. It is critical that you consider the short- and long-term airfield needs before committing land for other types of uses. Land must be set aside to meet the growth and regulatory requirements for the airport. All other land should be inventoried and considered for development. The airport’s master plan can provide the basis for making these determinations. Analyze the potential for economic development Conduct a detailed and objective analysis of the regional economic development landscape. What are the economic strengths, weaknesses, opportunities and threats for the area? More importantly, can the airport be a magnet that attracts new business? What strategies guarantee the best chance of achieving the goal of development anchored by the airport? In this preliminary analysis, consider the views of the various stakeholders involved in regional economic development activities. Obtain buy-in from the stakeholders Unlike typical airport development projects in which the airport staff is primarily involved, a successful development strategy requires the ongoing involvement of many different stakeholders. Therefore, it is critical to bring these stakeholders into the planning process and obtain their support before implementing any real estate marketing strategy. Stakeholders also have the ability to bring various resources and expertise to the table. A typical list of stakeholders for such projects includes elected officials, chambers of commerce members, an economic development specialist, real estate developers and land owners. Hire real estate development expertise. Undertaking a land development initiative requires in-house real estate development expertise. That means having someone on staff who is experienced in land development, marketing and real estate finance. This skill set is not found in a typical airport organization. Having a person on staff who understands and is responsible for land development is critical to the success of this strategy. Adhere to FAA policies FAA is an important stakeholder to have at the table. Development of airport property, particularly

development of non-aviation related or surplus land, is new to many FAA regional offices. The obligations of federal grant assurances and the impact on air navigation are of such importance that FAA’s early involvement ensures that your proposed strategy adheres to the agency’s policies. Draft a list of incentives Once the stakeholders are in place, create a menu of possible financial incentives and resources. Again, this involves very close consultation with the stakeholders, many of which may be governments. There are a number of incentives that can be considered to entice public and private sector developers. Incentives can include financial assistance, tax relief, subsidies and marketing assistance. Having these types of inducements available to potential developers makes the airport a more competitive development option than sites that don’t offer incentives.

Affiliate with land development organizations Finally, emphasizing commercial development may require the airport to expand its professional affiliations to include real estate and economic development groups. These organizations add expertise and contacts in real estate development. Some organizations to consider are the Urban Land Institute ( and the International Economic Development Council. ( After completing these actions, your airport is in a better position to begin the formal steps of planning, developing and marketing real estate assets. And while the potential revenue may be promising, it is important not to neglect the basic infrastructure requirements of the airport or the needs of the airport customers, whether they are air travelers, airlines, general aviation customers or cargo users. Kenneth H. Gwyn is assistant director of aviation for the Dallas Airport System (Love Field, Dallas Executive and the Dallas Heliport/Vertiport), responsible for financial and business affairs. He may be reached at

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4/08/2011 9:59:17 AM


Akron-Canton Gains New Food Court


kron-Canton (Ohio) Airport has opened a new food court as part of its public concourse redesign. The $1.1 million renovation and relocation of the food court will help to make way for the airport’s expanded gate screening, which is slated to open in November. The food court is located pre-security to serve both passengers and those dropping off and picking up travelers. Dining options provided by concessionaire MSE Branded Foods include Subway, Buckhead Grill, JJ’s Sports Bar and CAK Marketplace gift shop. Jack Hough, president of MSE Branded Foods, commenting on the selection of restaurants included in the food court, said, “We decided to go with a blend of national brands such as Subway and our signature brands, JJ’s Sports Grill and Buckhead Grill. We also wanted to add a local touch to our gift shop, CAK Market Place, which we have done by adding locally sourced products.” Design of the new 1,150-square-foot food



court was completed in 2010, with construction beginning April 1, 2011. Close coordination between Akron-Canton Airport and MSE allowed the project to be completed in just three and a half months, airport officials said. The court opened July 21, 2011. Hough said that the food court has been wellreceived by the public, noting that, “The new pre-security food court’s sales have increased by 8 percent-10 percent from our previous pre-security food and bar area.” Akron-Canton Airport President and CEO Rick McQueen also expressed satisfaction with the concession additions. “Serving customers with an exceptional dining and gift experience is a top priority for both CAK and MSE. We share a passion for fresh foods, a great mix of local and national brands and a commitment to quality. We are so pleased with the new food court and the soon-to-be expanded gate screening because these enhancements make Akron-Canton Airport an even better way to go for air travel,” McQueen said.

Since the introduction of AAAE’s Interactive Employee Training (IET) system in 2000, airports have applauded its cost effectiveness and overall benefit to their internal training programs. More than 2 million training sessions have been completed by nearly 550,000 industry employees. Every airport has seen dramatic reductions in training costs and these costs continue to drop with each training session. The training message is consistent, the turnkey system is very user friendly, and the record-keeping is accurate and automatic. Join the 90 airports on the IET team today and realize the benefits of this patented training tool.

Retail Briefs HMSHost Corp. launched its B4YouBoard smartphone mobile app at Minneapolis-St. Paul International Airport’s Lindbergh Terminal. B4YouBoard allows travelers to use their smartphones to order food and have it delivered directly to them at the gate. Gate delivery or pick-up initially will be from three HMSHost-run restaurants: French Meadow Bakery & Café, Rock Bottom Restaurant & Brewery and Chili’s Too!. Menus from the three restaurants include breakfast, lunch and dinner options. Mobile ordering is available from 7 a.m. through 8 p.m., seven days a week. The mobile app is free for both iPhone and Android users. ... The San Diego County Regional Airport Authority Board has approved six additional food and retail concession packages, with concepts including a spa, wine bar, frozen yogurt and gourmet burgers. The stores will open at San Diego International beginning in late 2012. Concessionaires awarded packages were High Flying Foods (two packages), Host, Mission Yogurt, SSP America (two packages), and Spa Didacus (retail package). ... The Alamo Alehouse & Gourmet Burger Bar has opened at San Antonio International. The restaurant offers premium hamburgers, an extensive beer and wine selection, as well as a variety of other menu items, including a gourmet breakfast burger menu. ... Plans are under way for women’s accessory retailer Brighton Collectibles to open at Port Columbus International Airport. Brighton is set to open in early 2012



near the entrance to Concourse B after a $500,000 redesign of the space that previously housed Bath & Body Works. Brighton offers a collection of accessories and leather goods. The new shopping destination will be developed and operated by The Paradies Shops, which has committed an additional $1.5 million to enhancing its other Port Columbus retail shops over the next three years. ... SeattleTacoma International recently hosted grand opening festivities for the new Seattle Seahawks 12 Club, presided over by HMSHost Corp., representatives from the Seattle Seahawks, and the Port of Seattle. Located post-security in the North Terminal near Gate N9, the new restaurant is a joint effort between HMSHost and the Seattle Seahawks. The name 12 Club is a salute to Seahawks fans. ... The Chicago City Council approved an ordinance that will allow the city to enter into a concession redevelopment and management lease agreement with Westfield Concessions Management, LLC. The agreement provides for a complete redevelopment of the concessions program in International Terminal 5 at O’Hare International to add new food and beverage, news and gifts, specialty retail and duty-free locations. Westfield and its operators will invest approximately $26 million to redevelop the terminal’s concession program. This will include the creation of 280 new jobs, airport officials said.


Airports and the Digital Wallet |

More revenue, better security, happier customers

By Steve A. Steckler


ust as credit cards changed the face of travel and helped propel per-passenger concession revenue to new heights, “pay by cell phone” — more recently referred to as “the digital wallet”— will change the way travelers buy their bottled water and magazines. But it will do much more than that: it will become a multi-channel, real-time, informationsharing device that brings passengers, airlines, concessionaires and the airport together. It will enhance and simplify airport security. And it will, possibly, change the way airports are managed in a very big way. Will your airport be ready?

The Digital Wallet in Action

The digital cell phone wallet already is established in parts of Asia and rapidly is expanding in Europe and parts of Africa where credit cards and bank accounts are much less common than cell phones. Retail experts predict that more than half of all cell phones in the U.S. will be digital wallets before the end of the decade. For payment transactions, a digital wallet ranges from a pre-paid debit card-like application to more comprehensive linkage of your cell phone to your checking or credit card account (with one or more security, payment and transaction-tracking layers in between). Flash your cell phone near a “terminal,” which can be a computer, iPad or even another smartphone, and the outcome is identical to running a credit or debit card. But if it is sufficiently enabled, the digital wallet is also capable of instant and verifiable identification, data-gathering, movement tracking, and passively communicating with customers that will have great value to airport managers. For airports, the digital wallet will provide several distinct improvements for concession purchasing, information, security and management systems: • It will provide more effective security and control of physical access to facilities; • It will generate more non-airline revenue and capture more arriving and departing customer spending; • It will engage better with customers and supply them with more useful services; • It will form more beneficial strategic partnerships with concessionaires and airlines to share information and grow their

respective revenues; and It will improve airport asset and personnel tracking and utilization.

From Parking Meters to iTunes

Digital payment systems first came to America for services that require quick and frequent payment transactions, like the EZ-Pass electronic tolling systems. Once those transponder radio receivers became cheaper and more sophisticated, they next moved to parking meters. For example, earlier this year, affluent Montgomery County, Md., became an early adopter of a variable-fee, pay-by-cell technology, selecting Estonia-based supplier MobileNow! and its U.S. subsidiary as its primary vendor. MobileNow! continued this evolutionary process by recently extending its ParkNOW! platform to incorporate mobile payment and mobile marketing via its sister company, BYNDL. BYNDL is also the first entity of its kind to announce a roster of airport-specific services that includes concessionaire, airport parking and security uses of its technology. Other technology companies with different industry DNA are sure to follow, especially now that Visa, MasterCard, American Express, PayPal and Google all have announced their digital wallet programs in the past year. Electronic payment already generates more than $50 billion annually in transaction fees. That’s why major credit card companies, big banks and even Google are all diving in so aggressively, even



INDUSTRYMETRICS though the number of American consumers with digital wallets is negligible right now. Meanwhile, Verizon, AT&T, T-Mobile and Discover have created their own collaborative payment process initiative called Isis. Barclaycard, a British credit card issuer, will be the first company to cooperate with Isis. It will roll out the system next year in the U.K., and later in the U.S. Lurking in the background are Google and Apple. The latter has more than 200 million iTunes payment accounts linked to a variety of credit card types, plus millions of iPhone users, so the digital wallet business opportunity is obvious.

Airport Concessionaires

A limited phone survey of large airport concessionaires conducted by Infrastructure Management Group revealed that, while all of the companies were familiar with the digital wallet, only a few actively were preparing for its implementation, and no major airport parking operator yet had installed a pay-by-cell system in any of its lots. Indeed, skeptics project that digital wallets will have only a 5 percent share of transactions by 2015. But remember that credit card readers now have become so cheap that even a small-town taxicab might have one; digital wallet readers are even cheaper, and can work with the existing card reader hardware. McDonalds and CVS are installing the digital wallet-capable terminals in their stores, to be followed soon by most of the top 200 retail merchants that account for nearly 80 percent of all credit card transactions. Airport concessionaires will be there, too. To airport tenants, the digital wallet offers more than just another way to pay. With a fully enabled system, concessionaires and the airport could capture customer usage data across all airport resources, allowing for more robust analysis of the transaction data and the effectiveness of various special offers and advertising. It could let travelers access special concession deals and discounts offered from merchants within a few yards of where they are walking, turning concourses into digital souks. Even more advanced levels of customer service can be had with user-enabled “phone cookies� similar to the digital bread crumbs left behind when a computer user surfs the web. The digital wallet even can help in the area where it originated: parking. Customers can pay by cell as they zoom into and out of the garage, eliminating the need for paper tickets and credit cards. VIP parking spots can be reserved and paid for with sensors 42


designed to identify and charge the user. Vehicles can be geo-located by their owner.

More Impenetrable Security

Security and ease-of-use are also why all of the major U.S. airlines have created online or on-phone applications that present a scanner-readable boarding pass image code on the smartphone screen. Security technology firms are combining similar visual code-presentation principles that take advantage of a smartphone’s high-definition camera, Bluetooth, cellular and Wi-Fi capability to deliver a new level of triple-check, databasesearching security at military, intelligence and highsecurity corporate sites. Some smartphones now can be integrated with fingerprint, facial recognition, locational and even retina-scan capability. It is only a matter of time before similar technology becomes widespread at airports, perhaps rendering the disturbing fake ID scenario a worry of the past. But the security benefits go even further than these: building access rights are time-bound, location-based and real-time, enabling traveling employees and visitors to have shortterm access based on permissions; zone access rights can be managed, ensuring that only eligible/ cleared individuals can access secure areas; and history and reports record all activity. Special and time-limited parking permits for guests and employees can be tracked and managed.

Customer Service

Airports could provide better real-time information, e.g., flight status, airport announcements, airport maps, concessions, nearby businesses, and merchant, restaurant and airline ratings. They can help airlines and concessionaires with speedier check-outs. Travelers could use their smartphones to place dining orders and at-the-gate delivery. And frequent or trusted flyers could use of their digital wallets for airline club identification, security screening and passes at other access control points. The digital wallet can better align the business interests of airlines and airports. It can provide travelers, airlines and merchants with more directed and more coordinated loyalty programs, including emerging airport loyalty programs. For airports, the digital wallet will be much more than a virtual credit card holder: it will become a tailored customer, airline, concessionaire, security and asset management tool. Steve Steckler is chairman of Infrastructure Management Group, Inc. He may be reached at

MARKETSCAN Top 10 Airports in U.S., Canada & Caribbean 2007-2011 Based on ASMs for Domestic Service (x1000) BASED ON ASMs FOR DOMESTIC SERVICE — Q4 2007-2011 4th Quarter

Top 10 U.S., Canada and Caribbean Airports | 12000000

4Q2007 4Q2008


4Q2009 4Q2010















2000000 x1000


Los Angeles (Intl) Atlanta (Intl) GA Chicago (O'Hare) Dallas/Ft. Worth CA USA USA IL USA (Intl) TX USA LAX




San Francisco (Intl) CA USA SFO

Denver (Intl) CO New York Phoenix (Intl) AZ USA (Kennedy) NY USA USA DEN


Top 10 Airports in U.S., Canada & Caribbean Based on ASMs for International Service (x1000)


Las Vegas (Intl) NV USA

Seattle/Tacoma (Intl) WA USA



4th Quarter 2007-2011

Top 10 U.S., Canada and Caribbean Airports | BASED ON ASMs FOR INTERNATIONAL SERVICE — Q4 2007-2011

© 2011 UBM Aviation Worldwide Limited. All rights reserved.

16000000 4Q2007


4Q2008 4Q2009


4Q2010 4Q2011

10000000 8000000 6000000 4000000 +9%

2000000 0





New York (Kennedy) Los Angeles (Intl) CA Chicago (O'Hare) IL San Francisco (Intl) Miami (Intl) FL USA NY USA USA USA CA USA JFK








Newark/New York (Liberty) NJ USA

Toronto (Pearson Intl) ON Canada





Washington (Dulles Atlanta (Intl) GA USA Intl) DC USA IAD



Houston (G.Bush Intl) TX USA IAH

Top 10 Airports in U.S. and Canada 2007-2011 Based on ASMs (x1000) BASED ON 4th ASMS—Q4 Quarter2007-2011

Top 10 U.S. and Canada Airports | 25000000






4Q2009 4Q2010 4Q2011




+2% -5%









Los Angeles (Intl) New York Chicago (O'Hare) Atlanta (Intl) GA CA USA (Kennedy) NY USA IL USA USA LAX




San Francisco (Intl) CA USA SFO

Newark/New York Dallas/Ft. Worth (Liberty) NJ USA (Intl) TX USA EWR


Miami (Intl) FL USA MIA

Toronto (Pearson Houston (G.Bush Intl) ON Canada Intl) TX USA YYZ







Massport To Replace Bag Screening System

assengers by airport TRAFFIC FOR AUGUST 2011 Airport



% Change




Blue Grass Airport (Ky.)




Eugene (Ore.) Airport







Akron-Canton Airport

Fort Lauderdale (Fla.) Hollywood Int’l Gerald R. Ford International (Mich.)


George Bush Houston Intercontinental Kansas City (Mo.) International John F. Kennedy International John Wayne Airport

Myrtle Beach (S.C.) International



























Melbourne (Fla.) International Miami International

Northwest Arkansas Regional Phoenix Sky Harbor International




Portland (Ore.) International




Quad City (Ill.) International




Richmond (Va.) International




Salt Lake City International




South Bend (Ind.) Regional







Southwest Florida International




The Massachusetts Port Authority (Massport) Board has approved a capital improvement project to replace and upgrade the checked baggage screening system at Boston Logan International. The project, which includes a TSA grant of nearly $68 million, will replace the existing system with secondgeneration equipment designed to improve efficiency and allow for better deployment of security resources, the agency said. Massport will spend about $22 million on renovating and building new screening rooms. Another $50 million will be used to purchase new screening equipment, bringing the total project cost to $140 million. The construction and renovation will occur over the next three years. The project will consolidate 11 separate baggage viewing rooms into one centralized facility.

Salina Airport To Build New ARFF Station The Salina (Kan.) Airport Authority has received a $1.9 million AIP grant that will enable the authority to proceed with the construction of the new aircraft rescue and fire fighting station. The authority’s share of the $2.5 million project is $500,032. Construction is expected to begin in October.


HOK Wins Tampa Terminal Modernization Contract














June July







Tampa International Airport awarded the Main Terminal Modernization contract to design firm Hellmuth, Obata + Kassabaum (HOK). Once interior design plans are completed, the final design manual will be provided to Hardin Construction Co., which was awarded the contract for the $30 million modernization plan in August. As part of the planning process, airport officials and contractors sought public input about the project and suggestions for the redesign. Another part of the process is a facility user survey developed and conducted by students from Everest College in Tampa.


Continued from page 10

If the pilot program is successful, TSA said it will expand PreCheck to include additional airlines, as well as other airports that participate in CBP’s Global Entry program. Eligible passengers may be referred to a lane where they will experience expedited screening. TSA said it will incorporate random and unpredictable security measures throughout the pilot airports, and no individual will be guaranteed expedited screening. TSA noted that its multi-layered approach to security also includes behavior detection officers, explosives detection systems, canine teams and federal air marshals, among other measures. Separately, TSA said it intends to purchase and pilot new technologies designed to provide the agency with greater ability to identify altered or fraudulent passenger identification credentials and boarding passes. TSA said it will test the technology at select airports early next year. Known as Credential Authentication Technology-Boarding Pass Scanning Systems, the new technology eventually will replace the current procedure used by security officers to verify fraudulent or altered documents, TSA said.

FAA Completes Roll-Out Of ASDE-X FAA said it successfully has completed the roll-out of Airport Surface Detection EquipmentModel X (ASDE-X), a system that “dramatically” has improved runway safety at the top 35 airports. Memphis is the 35th airport to commission ASDE-X, which greatly reduces the potential for collisions on airport runways and taxiways by allowing air traffic controllers to detect potential conflicts and take appropriate action, FAA said. The

first ASDE-X became operational at Milwaukee’s General Mitchell International in June 2003.

DOT Approves Delta/US Airways Slot Swap Delta and US Airways praised DOT’s decision to approve their proposed slot swap at New York’s LaGuardia and Reagan Washington National airports, subject to conditions. DOT on Oct. 13 published a notice in the Federal Register allowing US Airways to transfer to Delta 132 slot pairs at New York LaGuardia. In return, Delta would transfer to US Airways 42 slot pairs at Reagan Washington National, convey route authority to operate certain flights to Sao Paulo, Brazil, and make a $66.5 million cash payment to US Airways. DOT’s approval is subject to a number of conditions, including that the carriers dispose of 16 slots at Reagan National and 32 slots at LaGuardia to eligible new entrant and limited incumbent carriers. Delta CEO Richard Anderson said his company looks forward “to rolling out our expanded LaGuardia schedule next year. We also look forward to bringing substantial new construction and service jobs to New York as facilities are expanded and modernized to create a Delta hub operation.” US Airways Chairman and CEO Doug Parker stated, “We look forward to the opportunity to better serve our existing and new customers in the Washington region and small and medium-sized communities around the eastern United States.”

New Tower Set For Cleveland Hopkins DOT Secretary Ray LaHood and FAA Administrator Randy Babbitt broke

ground Oct. 17 on a $69 million air traffic control tower and Terminal Radar Approach Control facility at Cleveland Hopkins International. The new tower will replace one that has served the airport since 1988. The new 324-foot-tall tower will be equipped with the latest aviation technology to prepare for FAA’s transformation to the Next Generation Air Transportation System, the agency said. The facility will include a tower cab with eight air traffic positions for controllers to direct aircraft in and around Hopkins and a radar facility to control air traffic in a 30-mile area around the Cleveland metropolitan region.

GAO Urges Oversight Of Airfield Safety The Government Accountability Office (GAO) has issued a study on aviation safety that calls for FAA to “develop and implement plans to track and assess runway excursions and extend oversight to ramp safety.” The nation’s aviation system is arguably the safest in the world, but close calls involving aircraft or other vehicles at or near airports are common, occurring almost daily, GAO said. While FAA provides oversight of the surface areas of airports and has taken action to improve safety, the National Transportation Safety Board and others have called on FAA to take additional steps to improve its oversight, GAO added. GAO recommended that FAA (1) extend oversight of terminal area safety to include runway overruns and ramp areas, (2) develop risk-based measures for runway safety incidents, and (3) improve information sharing about incidents. To view the GAO study, go to http://






AAAE 2012 Annual Conference 2012


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Astronics DME Corp.


Axis Communications Inc.


Burns & McDonnell

Inside Front Cover

Delta Airport Consultants, Inc.


Interactive Employee Training System (IET)


Mead & Hunt, Inc.


Oshkosh Corp.


Ricondo & Associates, Inc.


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Airport Magazine October-November 2011  

Airport magazine's 2011 report on Aircraft Rescue and Fire Fiighting (ARFF)

Airport Magazine October-November 2011  

Airport magazine's 2011 report on Aircraft Rescue and Fire Fiighting (ARFF)