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Summer 2013

Consulting A Publication of the Airport Consultants Council

Making Your New Hires


By Grice Whiteley, Principal, Grice Group, LLC

Remember a few years back when the industry was cranking out domestic airport projects and firms and airports couldn’t get their hands on enough qualified people to employ? Things have slowed down considerably since that time, but recently, as the industry seems noticeably busier, many firms have found themselves returning to the old adage ‘good help is hard to find.’ The new reality of a leaner (though thankfully authorized) FAA Airport Improvement Program sets an important framework for firms as they continue to manage employee hiring. With the new fiscal environment, it’s even more critical to make the correct hiring decision because there are not as many staff positions to be filled. This emphasis on hiring talent sets up an interesting dynamic, though:  When a vacancy does occur, how do you select the right person for the position? If you have a large enough talent pool inhouse, how do you groom individuals so that they can stay with the organization and progress into greater areas of responsibility rather than seeking opportunities elsewhere?

Part of this process needs to be the realization that change is a natural and healthy part of any organization’s life-cycle. Most people who are in leadership positions will eventually start to implement a transition plan so that the next generation can take over. Those who have spent five to ten years drawing door details, counting automobiles or designing pavement sections will need to move into more managerial roles of greater leadership and visibility. Does your organization have a plan in place to deal with these changes? Given the population demographics, there are a huge number of Baby Boomers and a much smaller number of Generation X members. Gen X is waiting in the wings to take over for retiring Baby Boomers, and the Millennials, as the generation after Gen X, are growing out of their entry level positions and looking for the next step up. A healthy organization can help create a culture of opportunity for its existing employees in-house if it does several things: See New Hires on page 18

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SPECIAL FEATURE:  Voices of aviation

Consultant perspective: Short-Term Baggage Storage Systems Success

Photo Review: ACC 34th Annual Conference & Exposition

Executive UPdate

A Message from the ACC Board of Directors Chair

Keeping Up With A Constantly Evolving Industry The effects of sequestration, alternative funding scenarios and an economy that vacillates between true recovery and a good short-term run have created a constantly changing environment where we are all trying to figure out what the future of aviation looks like. This environment pushes all of us to take a second look at our own firm’s business model and make adjustments to our focuses and strategies. This can be exciting, but also uncomfortable as change takes energy, clear communication and buy-in. Not everybody embraces change.

become an integral part of ACC and its committees; they have chaired numerous ACC committees and conferences; and the Security Manufacturers Coalition has drawn attention to the shared concerns among all ACC members. The proposed change allows for appropriate recognition internally and externally of the breadth and expertise of all ACC members by eliminating the ‘Executive’ and ‘Associate’ membership categories, allowing all member firms to have the same privileges regarding board and officer positions

ACC is a reflection of its collective member firms. Therefore, as our firms evolve to stay ahead of industry trends, so too must the ACC. This refocusing and adaptation is why ACC has drafted organizational changes to more accurately reflect the current diversity of ACC members and their services. Over the years the Associate members have

This change in ACC is really about recognizing the diversity of our members firms, Please contact me at andy.platz@meadacknowledging the leadership roles that all if you want to discuss this member firms play, adding to the credibili- proposed change or have any comments ty of ACC by showing our depth of services regarding this proposal. I would enjoy and expertise and providing value to all of hearing from you! our members. This proposed change benefits all of ACC’s members as it makes for


• To ensure that ACC keeps pace with current membership and the diversity of services that members offer; • To reflect airport/industry/economic trends; • To attract and retain a broader spectrum of private industry participants in airport development and operations; • To acknowledge the leadership roles that all ACC members have been playing and to enable the strongest and best leaders among all ACC members to lead the organization;

a stronger organization and better aligns the structure of ACC to represent the ever changing face of all our member firms. In March of 2013, two informational webinars concerning the proposed change were held for the ACC membership. The proposal was met with positive feedback. In June, we electronically polled the membership on the specific ACC bylaws changes being proposed and will hold a special membership meeting during the week of the 2013 ACC Summer Workshop Series in July to formally vote on the proposal.

• All ACC members will become eligible to serve as ACC board officers; and • All ACC members will pay the current Executive Member dues. (Individual members’ dues would remain at the same rate.) WHAT’S NOT CHANGING

• Our mission of ”delivering excellence in airport development,” our vision, or our statement of principals; • ACC event agendas and target audiences; or • ACC’s focus on fair procurement practices.

• To remain the voice/lead agent for the airport development industry; and • In so doing, to ensure that the ACC remains innovative and valuable to its members and the industry. WHAT’S INCLUDED IN THE PLAN?


Andrew J. Platz, P.E.

• Executive/Associate categories will be eliminated; service offerings will more accurately define the member firms;

Mead & Hunt, Inc.

• The Security Manufacturers Coalition remains unchanged;

Chair — 2013 ACC Board of Directors

Consulting, Summer 2013

Table of contents Summer 2013


...delivering excellence in airport development

ACC 2013 Board of Directors

A Publication of the Airport Consultants Council

Chair Andy Platz, P.E.

Mead & Hunt, Inc.

Vice Chair David Peshkin, P.E.

Applied Pavement Technology, Inc.

Secretary/Treasurer Carol Lurie, LEED AP, AICP

Cover Story

Inside This Issue



Making New Hires Count

Vanasse Hangen Brustlin, Inc.

Immediate Past BOARD Chair Courtney A. Beamon, P.E. Delta Airport Consultants, Inc.

Board of Directors Don Bergin

Executive Update



12 – 15 ACC Members

Keeping Up With A Constantly Evolving Industry

Blast Deflectors, Inc.

Parsons Brinckerhoff

Marc Champigny

Mary Ellen Eagan

Harris Miller Miller & Hanson, Inc.

David Kipp, P.E.

Special Feature 4–5

Kevin Quan ESCO-Zodiac Aerospace

Matt Wenham, P.E. C&S Companies

By Clinton Webster, Foth Infrastructure and Environment, LLC




T.J. Schulz

Executive Vice President

Colleen Flood

Manager, Marketing and Member Services


Cover Story

Why the Y?

Solomon Wong

Paula P. Hochstetler

• ACC 34th Annual Conference & Exposition • Airport Planning Design & Construction Symposium

(continued from page one)


Marion Kromm White, AIA, NCARB, LEED AP

ACC Staff

16 – 17 ACC Events — Photo Review

Voices of Aviation By Perspectives on aviation careers from airport development experts.

Ross & Baruzzini, Inc.

Out & About with ACC

• New Members • On the Move • And the Winner Is…

By Andrew J. Platz, P.E., Mead & Hunt, Inc.

Roddy L. Boggus, NCARB, AIA The Louis Berger Group

Member Spotlights ACC Executive Member Grice Group and ACC Associate Member Axis Communications

By Grice Whiteley, Principal, Grice Group, LLC

Consultant Perspective 6 –7


Upcoming Events and ACC Institute Events


ACC 35th Annual Conference & Exposition

Short-Term Baggage Storage Systems Lead to Long-Term Success By Gaylloyd Dadyala, Vanderlande Industries

John B. Reynolds

Manager, Communications

Chris Spaulding

Assistant, Membership and Administration

Stay current on ACC News

AirportConsulting Assistant Editor John B. Reynolds

Editor T.J. Schulz

Follow ACC on Twitter @ACC_HQ

Subscribe at

AirportConsulting is published three times per year in conjunction with ACC conferences. For advertising information, contact John Reynolds at 703-683-5900. Please send your feedback, comments or suggestions to the editor at: Airport Consultants Council, 908 King Street, Suite 100, Alexandria, VA 22314, or email ©2013, ACC


s pe c i a l f e a t u r e

Voices of Aviation Those who work at ACC member companies are making invaluable contributions to the development and operation of airports around the globe year after year. A worthwhile question, especially in today’s industry ‘churn,’ is — Are those who work so hard on behalf of their companies also thinking about their career paths, what it means to be ‘successful’ as an individual and how to achieve professional ‘success’? We asked some of the ACC members for their insights concerning successful aviation career development in the current and future marketplace.

enterprise. This can help ensure successful projects and satisfied clients. David Stader:  I have benefited from

being surrounded by talented and diverse people, whether they be peers, supervisors, clients or associates that challenge and support our aviation industry. ACC:  What are the keys to building successful client relationships? Riano:  Successful client relationships

ACC:  What have you found has been the single biggest contributor to a successful career in aviation? Roddy Boggus:  A successful career

is built on working very hard to develop a reputation of trust and a “can-do” attitude. A true “trusted advisor” can have a project handed over with the client knowing that it will be accomplished.

are built on trust and the confidence that the services provided will result in exemplary projects. In our business, clients hire consultants to supplement their expertise in delivering successful projects that are not only on time and on budget, but go beyond the minimum requirements as defined in the contracts. Your ability as a consultant to truly understand the client’s objectives and respond with creative thinking really goes a long way.

John Lengel: Building and main-

taining strong relationships with clients and peers through involvement with the many organizations. Working together on industry initiatives as well as projects also fosters success. Steve Riano:  The single biggest con-

tributor to building my successful career in aviation has been being part of a company that is involved in all aspects of airport development. Working for companies that provide airport planning, design, and construction, as well as serving as airport owners and operators, provides a unique perspective of the comprehensive business

Roddy Boggus Senior VP/Global Aviation Market Leader, Aviation Director, Parsons Brinckerhoff

David Stader Vice President CH2M HILL


Consulting, Summer 2013

one. Don’t always talk about business to clients; do not wear them out with asking for work. Find time to just develop the relationship as a person. That way, when you do need to have a business relationship you already have a personal one. It’s much easier than a cold call. It’s all about true customer relationship management customer relationship management (CRM). MARY ELLEN EAGAN: My keys to

building successful client relationships are developing personal relationships before business relationships; developing trust by delivering quality products on time and on budget, and not ‘selling’ — letting work speak for itself. david Peshkin:  Commit to what you

are able to deliver and then deliver what you’ve committed to. As a consultant, recognize that while not every hour or day may be directly paid for, the time you contribute to the industry is often repaid in more meaningful ways.

Stader:  I always try to put myself in

my client’s shoes. Understanding what their objectives are, whether they be technical, political or something else, will enable you to build stronger, more valuable relationships. Clients go through ups and downs – be there throughout, just like you’d want people to be there for you. Boggus:  Be seen, speak and write.

Like it or not, if you are not seen you do not exist. Speak about something you are passionate about and then write about it. It will make you an expert in others eyes. And, whether you are an expert or not, your research into it will soon make you

John Lengel Executive Vice President Gresham, Smith & Partners

Steve Riano Aviation Practice Leader Bechtel Corporation

Mary Ellen Eagan President Harris Miller Miller & Hanson, Inc.

David Peshkin Vice President Applied Pavement Technology, Inc.

ACC:  What is the most notable change you have observed in the industry during your career? Peshkin:  The flow of information has

accelerated rapidly. Technology and social media allow us to be constantly connected in ways that just didn’t exist twenty years ago. It’s also interesting that FAA Advisory Circulars seemed to take forever to change and now they’re frequently updated. Stader:  Globalization. The world

continues to get smaller. What happens in Cyprus or Bangalore or Pyongyang now affects business, economics, politics and our industry. The sensitivities to these changes now seem more acute than ever. Riano:  The trend toward automation

in passenger self-service has transformed the business from both a user experience perspective as well as how we plan and design facilities around these technologies. Nowhere else is the impact of these enabling technologies so apparent and tangible than in the airport development sector. In addition, I have seen a significant trend toward airport privatization in the

last twenty years. With government agencies facing deteriorating infrastructure while needing to address growing demand at the same time, privatization has become a viable option for continued growth at many airports around the world.

you like to try to solve these problems and rise to the challenges, you’ve picked the right profession and will have a rewarding career. Stader:  I find it to be such a dynamic

smart people trying to do really interesting things. There is amazing diversity and various tracks a career in aviation can take you. They’re the same reasons I joined the industry and I must say, I’d do it again in a heartbeat!

and innovative industry, filled with really Lengel:  Significant pressure on cost

reduction measures and doing more with less. Efficiency is the key. Clients need help from people that understand them offering minimal learning curve. Eagan:  The biggest change I have no-

ticed is that people do not have as much fun! We are too busy competing, being billable, and checking email to stop and appreciate each other. ACC:  Why are you excited about the future of aviation? Why is now an exciting time to be starting a career in aviation? Riano:  Aviation is so dynamic and such

a critical part of the world’s infrastructure, it will always be an exciting business no matter when you choose to become part of it. Having worked on airport projects in many countries, I find myself traveling quite a bit and experiencing airports both as a user and as an industry professional. I also get to experience different cultures and meet people from all over the world. I always say that once you are part of the aviation business, it is in your blood and I love being part of the whole experience. Boggus:  It’s wide open. The field is changing, and the world is our oyster. Aviation consultants include more now than just the usual commodity services. Clients are hungry to know what is going on around the world. It’s a great time to be a problem solver and a great time to marry finance with aviation. Lengel:  Aviation

is unique and constantly changing. From politics to development priorities, you might face different challenges while your projects are being completed. Also, airports look to the future, plan for growth, and growth expectations have been documented. With this growth comes opportunity. Peshkin:  There will always be prob-

lems and challenges and the ability to identify cost-effective solutions that meet clients’ needs will always be in demand. If

Why t he Y ?

By:  Clinton Webster, Foth Infrastructure and Environment, LLC

To mimic the words of The Who’s Roger Daltrey, I’m “talkin’ bout my generation.” Generational differences are a critical part of our lives at home, in public, and especially at the workplace. As times change and technology advances, employers are forced to adapt their business structures to stay competitive. As one generation of employees gains more experience, a new generation with a different mentality advances into the work place. However, these shifts in the mindset of employees are what help stimulate change and forward-thinking. Demographically speaking, the newest addition to the working world goes by the moniker “Generation Y” (or, commonly, “Gen Y”) and consists of those born between 1980-2000. However, age is not the only difference between Generation Y and previous generations. The 70+ million people belonging to the Generation Y bring a very unique set of assets to the marketplace in their comfort with modern technology, versatility and proactive desire to contribute and be heard. Often called Millennials, those in Generation Y grew up in an environment where rapid advancements in technology seemed second nature. Emails and text messages replaced hand-written correspondence, iPods replaced radios, and video games made Monopoly seem like a pastime. As industries like aviation advance, increased reliance on technology eliminates the excess time needed to draw plans, write reports, have a conversation, and create a physical product; therefore, it is in the best interest to a company to ensure that its employees are very tech savvy. Millennials have been groomed their entire lives to use technology to push these industries forward. Their familiarity with technology allows for quick adaptation to change and less time and resources needed for training. Millennials will help evolve with technology as they become increasingly familiar with each piece of equipment, software, or machinery. Adaptability and versatility are traits that serve Millenials well in all aspects of their career. Multi-tasking plays a significant role in every workplace environment. It only takes a moment on a commute home from the office to notice the variety of events going on, either in your vehicle or with those around you: Are you eating, talking on the phone, changing the radio station, painting your nails? Maybe you are doing all of those at once. The fact is, the world we live in is now particularly suited to a generation that has grown up constantly bombarded with quick decisions and stimuli. Give a man a lemon, he will make lemonade; give a Millennial a lemon, he will make lemonade while on a conference call and writing a report. Because of a fast-paced mindset and ability to multi-task, Millennials bring a very efficient, highly energetic work ethic that translates into a constant desire to accomplish tasks faster, better, and cheaper which will help catapult the aviation industry into the next generation. Millenials are driven by accomplishments and advancement, as individuals and for their company. These ideals usually mean high growth potential, but can also mean they tend to want to stir things up. They want to have their opinions heard and taken into consideration. They expect to add value to a company in not only the work that they do, but in the ideas that they present. The mentality of Generation Y is that they intend to influence corporate culture. Millennials are interested in opportunity, growth, and value in a company and are not afraid to look elsewhere if their current employer does not offer such values. As Millennials begin to flood the workforce, companies resistant to change and defiant towards new ideas will fall short of their competition in this industry. Those companies offering opportunities to Gen Y young professionals will attract those who bring talent, passion, energy and new ideas. Companies who are able to harness these values will succeed well into the future by creating market opportunities for an up-and-coming generation. As a company adds encouragement, Millennials will work harder, and when a generation works hard it translates into efficiency and growth for entire industries. Read more about Clinton and the ACC YP Forum on page 19.


C o n s u l t a n t P e r s pe c t i v e

By:  Gaylloyd Dadyala, Vanderlande Industries

S h o r t - Te r m Baggage Storage Systems Lea d to L o n g - Te r m S u c c e s s


iming is everything for airlines and airports that are

trying to run a

successful baggage handling

operation. Ensuring the timely arrival of bags on a consistent basis is not an easy undertaking, especially when they are checked-in early or arrive early from connecting flights.

factors that must be taken into consideration include available space, size of peak loads, number of transfer passengers, connection times and availability and cost of labor. Larger airports, in particular, find automated EBS systems to be a viable, comprehensive solution. An automated EBS system decreases the number of human touches per bag in the system, which dramatically decreases the Mishandled Baggage Rate (MBR) (as reflected in the annual SITA Baggage Report) and potentially reduces operational costs. By creating a buffer area within the sortation system, the operator is able to deliver the bag to the make-up area at the correct time. This accuracy and efficiency driven approach reduces the chances of lost or delayed luggage and helps to keep labor and operational costs down.

Many early bags end up lost or delayed. Assume a traveler has arrived three hours For the majority of passengers, this incon- prior to his scheduled flight departure. After venience is just seen as part of the reality the bag has cleared security screening, it of twenty-first century air travel that the passes through a tag reader, bar code or traveling public must endure. For the airline, RFID. The information derived from the it is just part of the cost of doing business, successful tag read includes the passenger and the related costs must be absorbed. The information and the flight on which the travreality is that there is a solution to this ever- eler is scheduled to depart. In a traditional present problem: an Early Bag Storage (EBS) baggage handling process, the automated system for early check-in or transfer bags. sortation system would look up the flight An automated EBS system has the potential information and route the bag directly to the to greatly improve the customer experience make-up area. of the baggage handling process, as well as operational costs and efficiency. The traditional baggage sortation system would have delivered the bag to the makeMost airlines employ some type of short- up area nearly three hours before departure. term baggage storage as an essential part of At this point, workers would have manually their baggage handling process. However, removed the baggage from the system and there is no universal solution. The many transported it to the baggage storage area.


Consulting, Summer 2013

This traditional method of baggage storage proves more costly for many reasons. The high number of human touches means greater chances for mishandles, more required workforce and increased cost. Because bags are manually moved and stored, it becomes workers’ responsibility to manage, track and ensure they are properly stored and returned to the sortation system in the proper window of time. Accurate handling of bags is only further complicated by constantly changing shifts. The risk of human error increases, which often results in lost or delayed baggage and ultimately, more costs for the airlines. Plus, manually moving and transporting baggage to storage not only increases the chances of work related injuries, it also means more carts and tugs are in use, which could otherwise be utilized to move bags to and from flights. These effects all equate to increasing costs. Examining the same scenario provided above in an automated early baggage storage system setting, the traveler’s bag is identified in the same manner, but it would be routed to one of two types of EBS systems: a lane storage system or a rack storage system. Lane versus Rack Storage Systems In a lane storage system, bags are routed into a conveyor lane with other bags scheduled to be released back into the sortation system within the same pre-defined window of time. This timeframe is typically based on the flight time. Lane storage is a simple, economical solution to early bag storage, especially in situations where building height restrictions exist at the airport.

 A lane storage EBS system  A rack storage EBS 

In contrast, a rack storage system is an effective, alternative solution, ideal for large volume airports which have a limited horizontal building capacity but little to no vertical building height restrictions. These systems capitalize on vertical space by using Automatic Storage & Retrieval System (AS/RS) technology, high density racking and cranes. Early check-in or transfer bags are routed to the storage area in individual tubs and loaded directly into the racking by robotic cranes. This strategy provides unique single bag storage and retrieval at the appropriate time and bags are ‘pulled’ to the make-up area on demand. No two airports are alike. So, like traditional baggage storage systems, determining the configuration and capital cost of implementation of an Automated EBS system requires careful evaluation of capacity, peak volume and the space where the system will be housed. However, once installed, an EBS systems can rely on technology to minimize the risk of human error and ensure accuracy, efficiency and a more satisfying customer experience at the airport.

system, an ideal solution for large volume airports

Benefits of an Automated Baggage Store System

In addition to providing a more efficient passenger experience, use of lane or rack automated baggage store systems and ‘pull’ technology provides multiple airport stakeholders with significant operational benefits. Airline Benefits

»» A longer period of check-in time for passengers »» Dynamic management of baggage loads for efficient flight building, leveling labor needs »» Less equipment during non-peak times means less energy use »» Efficiency in handling transfer baggage »» Capability to efficiently manage peak capacity demands within the baggage system »» More efficient method to handle irregular operation disruptions »» Potential for reduction of capitol expense of make-up systems Airport Benefits

»» Longer check-in time periods can result in greater time spent in airport retail shops »» Reduced area required for baggage make-up, less capital tied up in brick and mortar »» Reducing the amount of human handling improves security »» Utilization of storage and retrieval systems can reduce the overall electrical energy consumption


member spotlight

ACC E x e c u t i v e m e m b e r

Grice Group Grice Group, LLC 120 Loch Haven Lane, Cary, NC 27518 TEL:  919.341.9899 Email:


rice Group is focused exclusively on helping their client airport consulting firms and airports become more successful. They do this by finding the most talented people in the industry to come work for their clients. Grice Group’s signature service, what most ACC members know Grice for, is as a recruiter, headhunter, or executive search consultant. The firm also provides consulting expertise for firms that wish to expand their marketing in the airport business, and assists firms that are interested in growing through mergers and acquisitions. But the main thing people in airport management and airport consulting know Grice for is as a well-connected industry leader who knows how to reach people that would be a good fit to come join a new team.

Prepared by Grice Whiteley, Principal

If you are seeking outside help to grow your firm, it makes sense that you choose someone with the best industry relationships to find someone to come on board. Every one of Grice Group’s clients goes about wooing prospective employees on their own:  through project teaming, college outreach, internships, coming to conferences, or participating in groups like ACC, AAAE, or ACI. Sometimes, however, there are times when some outside assistance is needed due to various circumstances, and that’s where Grice comes in. Grice Group is a firm whose full-time mission is building industry relationships. As a result, the firm’s recruiting efforts can be faster and more successful than a firm trying to recruit while at the same time trying to deliver quality airport planning, design, and construction. It’s the fact that a search can be jump started with expert guidance that makes many organizations choose to work with Grice. Grice Group has


Consulting, Summer 2013

mastered a number of tools and technologies that are used on his clients behalf, all the while telling compelling stories of organizations’ success that get the attention of prospective employees. The success of Grice Group can be traced back to ACC roots, interestingly enough. Grice Whiteley, firm founder and Principal, worked for ACC from 1991 to 1999 as Director of Operations, and Grice did all the ACC database management, conference planning, web site & marketing, association finances, and member outreach. Grice left to begin a recruiting practice that was quickly successful in large part due to the huge set of relationships Grice had built with firm principals and airport industry representatives. Grice has helped some of the best organizations find people they otherwise wouldn’t have hired. If you are active in ACC, you know people with whom Grice Group has confidentially helped, at all ranges of size and prominence:  small firms, medium and larger firms, even firms that don’t have a background in airports and want to get their foot in the door. Grice has helped airports that need a director or a deputy. All of these types of organizations have hired people with Grice’s assistance and from introductions Grice has arranged. If your team is seeking to grow, Grice Group stands ready to provide assistance in whatever capacity you need. Please visit for information, or call Grice Whiteley at 919-341-9899.

ACC a s s o c i a t e m e m b e r

member spotlight

Axis Communications 300 Apollo Drive Chelmsford, MA 01824 TEL:  412 716 7996 Email: Web:


hat sets an airport apart today? It’s that distinct connection it makes with travelers — offering adventure, luxury, service, ease, enjoyment. Making that connection requires an enormous, coordinated effort across every function of your airport. Axis airport solutions fit in exactly where you need them, with cutting-edge network video to help you offer something better. That’s what raises expectations — not only for your own airport, but for the entire industry.

Attracting passengers, airlines, retailers and investors involves transforming a whirlwind of activity into a secure, appealing experience for everyone. Each group working to make your airport safe, efficient and profitable has specific needs. Success depends not only on giving them tools to function at peak performance, but also on boosting your combined efforts. And that’s where Axis can make all the difference.

various applications that provide real-time surveillance and work cross-functionally to improve the security, business and operations of your airport. Take advantage of the market’s broadest and most innovative network video product portfolio, offering the highest quality HDTV video for all areas of your airport. Tailor your solution with a wide range of video analytics applications, enabling your cameras to automatically perform intelligent tasks such as facial recognition, people counting, incident detection and tracking. Axis video encoders can also connect your existing analog cameras to the network — leveraging the investments you’ve already made. Axis network video solutions for airports give you the perfect platform to dream big with a firm foothold in real possibilities. Along with our extensive partner network, we’re ready to help you determine your course.

Before, video surveillance was strictly a secu- As the market leader in network video, Axis rity matter. Now, with Axis leading the shift is leading the way to a smarter, safer, more from analog to digital technology, multiple secure world — driving the shift from analog airport functions can benefit from new pos- to digital video surveillance. Axis has more sibilities with network cameras. With nearly than 1,400 dedicated employees in 40 locathree decades of network know-how, full com- tions around the world and cooperates with mitment to open industry standards and strong partners covering 179 countries. Founded in partnerships, Axis delivers solutions that best 1984, Axis is a Sweden-based IT company. answer users’ needs — including a complete For more information, please visit our website range of high-quality network cameras, video encoders, video management software and accessories. Our open platform easily hosts Get the Axis picture. Stay one step ahead.

Prepared by Anthony Incorvati, Business Development Manager, Transportation


OU t & a b o u t w i t h ACC

AACC Young Professionals (YP) Forum

ACC/FAA Interface

ACC held a number of meetings with FAA leaders such as Ben DeLeon, Mike O’Donnell, Sue Schalk, Danielle Rinsler, Jeffrey Breeden, Janelle Barrileaux and Ralph Thompson. These strategic meetings covered a wide array of topics including FAA industry outreach, ADO Standard Operating Procedures (SOPs), international engagement, updates to the AC 150/5070-6B on Airport Master Plans, and sustainability programs.

ACC’s Young Professional Forum is underway with over 80 YPs participating. Solicitations for membership in the forum were sent out in March, and the group held its first conference call in June. Members expressed an interest in receiving technical training, and a number of potential webinar topics were explored. Plans are also underway to expand the YP program at the 2014 symposium. ACC is excited about the September submissions of the ACC Young Professionals Innovation Competition (see page 11). Sponsored by the Arnold W. Thompson Charitable Trust, the purpose of this competition is to encourage networking and innovative thinking among young professionals who are involved in the development and operations of airports. Submissions will provide innovative ideas that further airport development globally and address current and future challenges, can be technical, operational or regulatory in nature and can address any aspect of airport development (e.g. planning, design, construction, asset management, sustainability, finance, IT, customer service).

Security Manufacturers Coalition Update

The ACC Security Manufacturers Coalition held a number of high-profile meetings with key staff from the TSA, including Office of Security Capabilities Assistant Administrator John Sanders and Acquisitions Director Karen Shelton Waters. In-depth discussions are taking place to identify reforms to the TSA testing and evaluation process. The coalition also submitted a written statement for the record of a House Transportation Security Subcommittee hearing on TSA acquisitions.

ACC/ICAO Interface

In late May, Paula Hochstetler met with International Civil Aviation Organization (ICAO) leaders at their headquarters in Montreal with ACC Board of Directors Vice Chair David Peshkin with Applied Pavement Technology, Board Member Roddy Boggus with Parsons Brinckerhoff, and Global Business Summit Chair Steve Pelham with RS&H. One of the primary topics of the meeting was ICAO's procurement process. Between 300 and 400 companies were awarded airport project contracts by ICAO during 2012. Approximately 40 percent of those contracts were for services and training, the remainder were for equipment. As part of ICAO’s initiative to make their procurement process more transparent, interested parties can now register to be electronically notified of projects for a cost of $300 per year. They may also instead independently check ICAO’s website,

2013 Global business summit DeCemBeR 12 – 13, 2013 emBASSy SuiteS HoteL, WASHinGton, D.C. it all begins thursday at 1 p.m. includes a thursday evening reception and an all-day Friday program.

insighTs frOm glObal aviaTiOn ExpErTs 10

Consulting, Summer 2013




Participate in ACC’s first ever YP INNOVATION COMPETITION 1st – 5th Place Winners


COMPETITION SUBMISSIONS DUE: September 2, 2013 More info: or email: John Reynolds,

P R esented b y A C C | A irport consultants council

Your Seat is Saved for September 22–25, 2013


Your seat has been reserved for the premier event for airport industry professionals! • • • •

4 days of unique opportunities 25+ hours of educational opportunities available 80 hours of face time with industry leaders 100 hours of endless possibilities You have a reserved seat. Register NOW to: • Network with your industry peers • Meet with leaders in the airport industry • See the latest and most innovative products and services in our exhibit hall

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Keynote Speaker – Best Selling Author and Renowned Business Speaker Jim Collins 11


Executive MEMBERS

New Members

New MembersG/A airports to new air carrier runway systems

The Cadmus Group, Inc. Mr. Damon Fordham, Principal 1555 Wilson Boulevard, Suite 300 Arlington, VA 22209 United States Tel:  (703) 842-5524 Fax:  (703) 842-5574 Email: Web:

Hughes Associates, Inc. Mr. Dave Boswell, Regional Director 520 Courtney Way, Ste A Lafayette, CO 80026 United States Tel:  (303) 439-0485 Fax:  (303) 439-7160 Email: Web:

Cadmus is a respected technical and strategic consultancy serving government and commercial clients in the areas of energy, environment, high performance building, sustainability, public health, and communications. Cadmus provides exceptional expertise in the physical and life sciences, engineering, the social sciences, strategic communication, architecture and design, law, and policy analysis.

Hughes Associates, Inc. (HAI) is a recognized authority in comprehensive fire and life safety consulting for the aviation industry. The company specializes in fire protection engineering, fire science research and testing, computational fluid dynamics modeling, integration of fire alarm, emergency communications and mass notification systems, accessibility consulting, training, and commissioning.

Freese and Nichols, Inc. Mr. Eric Potts, Associate-Account Director 11200 Broadway Street Offices West, Suite 2332 Pearland, TX 77584 United States Tel:  (832) 456-4731 Fax:  (832) 456-4701 Email: Web:

Jacobsen/Daniels Associates LLC Mr. Matt Johnson, Vice President 121 Pearl St. Ypsilanti, MI 48197 United States Tel: (734) 961-3200 Fax: (734) 961-3204 Email: Web:

Freese and Nichols, Inc. is a full service professional consulting firm and the first engineering/ architecture firm to receive the Malcolm Baldrige National Quality Award. With offices in Texas and North Carolina, Freese and Nichols provides services in engineering, architecture, environmental science, construction services, planning, energy and program management.

General Dynamics Advanced Information Systems Mr. Michael W. Saunders Director, Homeland Security Strategic Initiatives 12450 Fair Lakes Circle, Ste. 800 Fairfax, VA 22033 United States Tel:  (703) 623-3655 Email: Web: General Dynamics Information Systems is a provider of end to end intelligence and reconnaissance (ISR) solutions across all domains.

Genivar Mr. Bernhard Schropp, Vice President 311 Goderich Street P.O. Box 1600 Port Elgin, ON N0H 2C0 Canada Tel:  (519) 389-4343 Email: Web: GENIVAR, through its combination with WSP, is one of the world’s leading professional services firms with 300 offices across 35 countries. We offer an extensive range of global airport consultancy services covering airport cities, due diligence, air and landside planning, design, construction management, building engineering, environmental, sustainability, safety management and software solutions.


Consulting, Summer 2013

Jacobsen/Daniels Associates specializes in planning and implementation support for airports, rental cars and airlines. JDA brings years of experience in airport master planning, strategic planning, program implementation and environmental planning at airports throughout the country. JDA is SBA 8(a) certified and a certified Disadvantaged Business Enterprise (DBE) in 28 states.

Neel-Schaffer, Inc. Mr. Gerald Jasper, Senior Project Manager 5740 Getwell Rd. Bldg. 2 Southaven, MS 38672 United States Tel:  (662) 890-6404 Fax: (662)890-6407 Email: Web: Neel-Schaffer specializes in General Aviation, Air Carrier and Industrial Airports. In addition to airports, we have provided aviation services to airlines, industries, FAA, State DOT’s and others. Our team provides a full range of aviation services include:  Airport Planning, Environmental Planning, Airport Engineering, Management Consulting and Construction Services.

Parrish and Partners, LLC Mr. Ed Parrish, President P.O. Box 7067, Columbia, SC Tel:  (803) 978-1600 Fax:  ((803) 403-9317 Email: Web: Parrish and Partners provides planning, environmental, design, and construction services for airside and landside development programs. The firm’s experienced aviation planners and engineers have completed projects throughout the eastern U.S. ranging in size and complexity from pavement rehabilitation projects on small

at major international facilities.

Taylor Engineering, Inc. Mr. James N. Marino, P.E., D. CE, President 10151 Deerwood Park Blvd, Bldg 300 Ste 300 Jacksonville, FL 32256 United States Tel: 904-731-7040 Fax: 904-731-9847 Email: Web: Since 1983, Taylor Engineering, Inc. has provided leading-edge solutions to challenges in the water environment. Today Taylor Engineering takes on projects — from coastal processes analysis to flood insurance studies, from coastal and waterfront structure design to environmental impact assessments — that cover the spectrum of water-related issues.

ASSOCIATE MEMBERS Arconas Corporation Ms. Krista Tapley Sales Manager-Airport Solutions 5700 Keaton Cres Mississauga, ON L5R 3H5 Canada Tel:  (905) 272-0727 x 318 Fax:  (905) 897-7470 Email: Web: Arconas is the leading designer and manufacturer of furniture for airports and public spaces. For over 40 years, we have defined what high design and high performance are all about. Our furniture is built with a commitment to excellence, safety, and environmental stewardship. We work closely with airport planning, marketing and operations personnel, as well as architects and designers, to enhance the airport experience for business, leisure, family and special needs travelers.

Axis Communications Ms. Anthony Incorvati Business Development Manager, Transportation 300 Apollo Drive Chelmsford, MA 01824 United States Tel:  (800) 444-2947 Fax:  (978) 614-2100 Email: Web: Integrated Defense and Security Solutions (IDSS Mr. Joseph Paresi, Chairman & CEO 430 Bedford Rd, Ste 204 Armonk, NY 10504 United States Tel:  (914) 273-4000 Email: Web: IDSS (Integrated Defense and Security Solutions) provides products and services for U.S. and international security agency requirements including government services, applied technologies and data management.

ON THE MOVE VIGIL-AGRIMIS, a Portland-based professional design firm specializing in water and natural resource management, has joined with ESA. The merger supports ESA’s strategy to deepen technical services through added expertise in ecosystem restoration, landscape architecture and water resources engineering. Founders Ken Vigil and Paul Agrimis will become ESA Vice Presidents and lead strategic business integration and expansion of environmental hydrology in the Pacific Northwest alongside Marjorie Wolfe, ESA’s Watershed Program Director. Ken and Paul bring more than 40 years of successful, award-winning experience in river, wetland, and coastal restoration. Ken Vigil, Paul Agrimis and their staff of more than 20 engineers, hydrologists, landscape architects, and environmental scientists have been providing clients with premier environmental services for over 14 years. They join a team of 50 staff located in ESA’s Portland and Seattle offices and more than 300 in offices throughout California and Florida. MR. PETER AARONS has been named a Program Manager in the Los Angeles office of Parsons Brinckerhoff. In his new position, Mr. Aarons will serve as the firm’s Client Relations Manager for Los Angeles World Airports (LAWA), the City of Los Angeles department that owns and operates Los Angeles International (LAX), LA/Ontario International (ONT), and Van Nuys Airport. He will also manage other airport projects throughout California. Mr. Aarons has 25 years of experience in the planning, development, design, and project management of aviation projects. He has provided on-site management and oversight for master plan and capital improvement programs at San Francisco International, San Diego International, LAX, and ONT airports. Mr. Aarons comes to Parsons Brinckerhoff from the San Diego County Regional Airport Authority, where he served as Program Manager on the Green Build Terminal Development Program. He previously served as Deputy Program Manager and technical consultant for LAWA’s infrastructure master plan program on behalf of a Los Angeles consulting firm, and was a Project Construction Manager for the San Francisco International Airport Commission. MR. DAVID ALVAREZ has been named a Principal Consultant at Parsons Brinckerhoff. In his new position, Mr. Alvarez will support existing and future projects as a key technical and commercial advisor taking a lead in execution of major public-private partnerships (PPPs) and other advisory assignments. Prior to joining Parsons

Brinckerhoff, Mr. Alvarez was Executive Director of the Puerto Rico Public-Private Partnerships Authority (PRPPA), the first centralized PPP government agency in the US. He was responsible for implementing PPP legislation in Puerto Rico and conducted the initial and full development of the PRPPA. He led the development of the largest and first design-build-maintain project for public schools in Puerto Rico, known as Schools for the 21st Century, and managed the process that led to the financial close of the long-term concession of toll roads PR-22 and PR-5. He also managed the successful process securing a long-term lease of the Luis Muñoz Marín International Airport under the Federal Aviation Administration’s Airport Privatization Pilot Program. MR. DAMON FORDHAM has been named a Practice Leader of the new Sustainable Transportation Practice in The Cadmus Group, Inc. Fordham is an experienced program manager with a background in transportation, engineering, and construction management. His expertise includes more than a decade of managing complex studies and collaborative projects for a variety of transportation organizations and state and federal agencies. He has successfully implemented high-level policy and program initiatives as well as in-depth research and technical analyses. Fordham joins Cadmus from Project Performance Company (PPC), where he was a Senior Principal managing the development and execution of North American surface transportation and aviation projects, coordination of related marketing and business development opportunities, and technical and analytical oversight of domestic and international project teams. Before joining PPC, Fordham was Program Manager for Environment in the Policy and Government Relations Division of the American Association of State Highway and Transportation Officials (AASHTO). Prior to his role at AASHTO, Fordham was the first Sustainability Program Manager at the Oregon Department of Transportation (ODOT), where he served in the Director’s Office and developed a groundbreaking sustainability program, driving organizational change, and executing business improvements. An active member of TRB, Fordham serves as Vice Chair of the Committee on Transportation and Sustainability and a member of the Committee on Transportation Energy. He has been a panel member for more than half a dozen Cooperative Research Program and Strategic Highway Research Program projects. Fordham is based in Cadmus’ Arlington, Va., office.


MR. WAYNE HALTER has joined the aviation staff of Lamp, Rynearson & Associates.  After an illustrious 39 year career in the FAA, Halter retired last January after serving as Lead Engineer in the Central Region Airports Division. He started his FAA career in 1974, eventually joining the Airports Division in 1986 where he recently completed his FAA career with a long list of accomplishments. Halter will assist LRA clients with his insight on all issues related to Airport Improvement Program Projects as well as detailed expertise on navigation aid design and construction and will work from Lamp Rynearson’s Kansas City, Missouri office. MR. LADDIE IRION has joined HNTB Corporation as senior vice president and national aviation market sector leader. In his new role at HNTB, Irion will work closely with leadership and aviation professionals to help achieve the firm’s aggressive strategic goals and broaden the range of value-based services that HNTB provides aviation clients. The firm’s many signature aviation projects include design of the “Green Build” expansion at San Diego International Airport; engineering and design services at Los Angeles World Airports; design and construction management of runway status light implementation at airports across the country; and design of the runway expansion at Fort Lauderdale-Hollywood International Airport. Irion brings more than three decades of experience in strategic management, business development and aviation leadership positions. He has worked on more than 100 aviation and airport projects in the United States and abroad. He served as principal-in-charge on a number of projects associated with largescale airport expansion programs, including work in Dallas, Phoenix, San Francisco, Los Angeles, Washington, D.C., and Hong Kong. DR. DAVID POHL, PHD, PE, LEED AP has joined the San Diego office of Environmental Science Associates (ESA) as Senior Water Quality Program Manager. Dr. Pohl’s expertise will integrate with ESA’s existing practice areas of ecosystem restoration, environmental permitting and CEQA/NEPA compliance. Pohl brings 28 years of geo-environmental engineering planning, concept and final design, construction management and cost estimation experience. From hydrological and pollutant loading modeling for storm water management, total maximum daily loads (TMDL) implementation plans, assessment of water and sediment quality for restoration projects, to sediment/dredge material management plans, BMP design and cost estimation. Pohl is experienced



in NPDES permit compliance, understanding and meeting the challenges of TMDL, newly passed Ocean Plan amendments and other water quality drivers that have become an important element in all project phases from permitting to implementation and long term maintenance. His BMP design experience includes geotechnical assessment and design for Low Impact Development and groundwater recharge projects, engineered wetlands, channel bank stabilization using bioengineering, runoff reduction measures, and advanced treatment-train solutions that include media filters and UV treatment for bacteria. He is a LEED Accredited Professional and a member of the American Society of Civil Engineers. MR. SHAMMI RATTI has been named Director of the Air Transportation Business Line at URS Corporation. In this position, he will be responsible for leading URS’ aviation business development efforts in the United States. He will work closely with the aviation professionals throughout the firm to grow and expand URS’ business offerings to its clients. Mr. Ratti brings nearly two decades of experience in air transportation business development and project leadership positions within URS and at Tampa International Airport. His expertise includes leading the planning, design, and construction management of large-scale aviation improvement projects throughout North America, including such notable projects as the design and construction management for Oakland International Airport’s runway safety program, and the planning and engineering for the new reliever airport for Las Vegas International Airport. Mr. Ratti has been with URS for 18 years and helped build the company’s air transportation practice in Seattle, WA where he is based. MR. JOHN B. “JACK” RENTON, P.E., has joined T.Y. LIN International as an Aviation Principal, and Marketing and Business Development Director for the firm’s growing aviation practice. Renton will be responsible for providing leadership, direction and management to the Aviation Line of Business (LOB), assisting in strategic and tactical planning efforts, and overseeing the development of client relations. T.Y. LIN's Aviation LOB provides complete planning, design and program management services for aviation facilities that range in size from major international air carrier airports to regional airports and general aviation facilities. Renton has more than 44 years of experience in


Consulting, Summer 2013


aviation, highlighted by a variety of management roles, including serving as a senior staff member of three hub airports, Director of Aviation at several major airport consulting firms, and as a manager of significant military and civilian airport projects. Renton has managed or provided oversight for more than $3.5 Billion of airport planning, design, construction, and environmental projects, and has served as a Program Manager or Project Executive on projects at airports such as Chicago O’Hare, Hartsfield Jackson Atlanta International, Nashville, Miami, Manchester, Louisville, and Denver Stapleton. MR. FREDERICK ROE has joined Safegate Airport Systems, Inc., as Vice President of Sales. Frederick brings with him ten years of experience selling aviation business intelligence solutions. In his new role at Safegate, he will be responsible for business development in North America for the company’s apron solutions including the Safedock Advanced Visual Docking Guidance System (A-VDGS) and new SafeControl-Apron Management software introduced this year. MR. JOSEPH A. SAWMILLER has joined Hatch Mott MacDonald’s office in Tampa, FL as Deputy Practice Leader for Aviation. In his new role, he will focus on supporting and developing HMM’s aviation practice, including major airport design projects in North America. Sawmiller’s technical expertise encompasses pavement management systems, flexible/rigid pavement design, airside/ landside civil and environmental design, construction phasing (including time-sensitive construction), cost estimating, scheduling, navigational aids, and facility assessments. He has achieved an impressive record of on-time and on-budget completion of projects at primary, regional, and general aviation airports and military installations. MR. GEORGE VICKAS has been named a Senior Principal Technical Specialist in the Chicago office of Parsons Brinckerhoff. In his new position, Mr. Vickas will oversee airfield construction projects on the O’Hare Modernization Program (OMP) for compliance with Federal Aviation Administration (FAA) regulations and procedures. He will also coordinate among the owner, the FAA, and designers to complete construction safety phasing plans. Mr. Vickas is a recognized leader in aviation safety and airport safety issues. He has been a keynote and guest speaker for the FAA, American


Association of Airport Executives, the Construction Safety Council, Occupational Safety and Health Administration, and numerous national airports on issues related to airport construction safety, airport emergency operations, FAA regulations and compliance, and aircraft recovery operations. Prior to joining Parsons Brinckerhoff, Mr. Vickas was a Safety Inspector for a contractor involved with modernization projects at O’Hare.

ACC Updates Since November 2013, ACC released the following e-mail supplements to this publication.

Legislative News LN 13-1 (April 17, 2013)

• Obama Administration Releases FY 2014 Budget Proposal LN 13-2 (April 26, 2013)

• Legislation Fixing FAA Furlough Moving Through Congress; Transfers $253 Million in Unobligated AIP Funding to FAA Operations LN 13-3 (June 28, 2013)

• AIP Funded at $3.35 billion in House and Senate FY 2014 DOT Appropriations Bills; Next Year's Sequestration Cuts Unclear

AND THE WINNER IS... AIR-TRANSPORT IT SERVICES, INC. announced the successful implementation of its virtualized multi-sided technology platform at the grand opening of Sacramento International Airport’s Terminal B. The new terminal was designed and constructed as a fully shared-use facility accommodating all of the airport’s commercial airline carriers. As a result of adopting and implementing the shared use environment, the airport’s new Terminal B was built with only 19 gates saving more than $100 million on the project, which had a total cost of $1.03 billion. The project eliminated all airline-owned agent and customerfacing equipment carriers used in processing passengers as well as all airline cabling throughout the entire airport. AirIT also successfully implemented and integrated its shared use system, EASE™ (Extended Airline System Environment), for US Airways at the Portland International Jetport (PWM). EASE™ is a cornerstone of AirIT’s passenger processing systems platform which ultimately allows airlines to extend their applications onto the airport’s common use systems environment. Although. EASE™ is currently operational at 26 airports in North America, US Airways is the first air carrier to be operational on the EASE™ solution at PWM. Air-IT also announced its full suite of industry leading Operational, Passenger Processing, and Business System tools went live at Myrtle Beach International Airport (MYR) as part of the successful activation of the airport’s stunning new $118 million terminal. The new facility’s technology backbone is built on AirIT’s contemporary virtualization platform. In this implementation, AirIT has provided solutions including the Airport Operational Database (AODB), Resource Management System (RMS), Information Display System (IDS) with flight information, visual paging and advertising capabilities, EASE™ shared-use passenger processing system, Common Use Self Service (CUSS) kiosks, and PROPworks® property and revenue management system. AirIT has also developed and deployed a new fully integrated, tablet-based mobile application to support the airport’s own fuel dispensing operations. In addition to core software solutions, AirIT has implemented numerous interfaces to support the successful operation of the new terminal including a baggage handling system, audio paging, VOIP, fuel access, and flight tracking and weather data interfaces.

PARSONS BRINCKERHOFF was awarded three notable contracts, domestically and internationally. The firm was awarded a project to provide conceptual planning for a new terminal for the Columbia Regional Airport in Missouri. The project entails an initial assessment of the airport’s passenger terminal needs and preparation of conceptual designs for a new terminal to replace the aging existing terminal building. It is anticipated that the new terminal will be located on the north end of the airport, with up to eight passenger boarding gates, concessions, a restaurant, and the airport’s Aircraft Rescue and Fire Fighting center. The new terminal will allow Columbia Regional Airport to continue serving mid-Missouri well into the future. The firm was also awarded a contract by the Airport Commission of the City and County of San Francisco for the construction management support services for a series of runway safety area (RSA) improvements at San Francisco International Airport (SFO). The RSA improvement program at SFO is part of a Federal initiative to bring all commercial RSAs up to current safety standards. As construction manager, Parsons Brinckerhoff will provide a full range of construction services, including field oversight of construction contractors, engineering support, constructability reviews, field testing and inspection, and project controls (scheduling, cost estimating, and reporting). The staff supporting the project will be fully integrated into the airport’s design and construction division and serve alongside city staff on the program. It is anticipated that the work will be completed by the end of 2015. Internationally, PB was awarded a contract by the Airports Corporation of Vietnam (ACV) to perform a preparatory study to examine the possibilities for redevelopment of the Chu Lai International Airport, located near Da Nang, Vietnam. Funded by a U.S. Trade and Development Agency grant, the study will analyze the potential for the Chu Lai International Airport to transform from a small regional airport into a prominent regional cargo hub to serve emerging industrial areas, and become a much more significant commercial facility.  The study will provide analysis to update the current master plan, determine how to integrate cargo into its operation, and evaluate private sector investment opportunity for the airport’s future development. The Civil Aviation Administration of Vietnam has a goal for the airport to reach four million passengers and five million tons of cargo by 2025.


GRESHAM, SMITH AND PARTNERS announced a new consolidated security checkpoint at RenoTahoe International Airport (RNO). Designed by GS&P as part of the airport’s Gateway Project, the 18,000 square-foot checkpoint brings all passenger screening to a centralized location on the first floor, adds additional queuing and screening lanes and new state-of-the-art millimeter wave passenger screening technology. The Gateway Project incorporated many of the different eras of the terminal facility’s history since its original construction for the 1960 Squaw Valley Olympics. A majority of the pre-security restaurants and stores were relocated past security to an expanded second floor courtyard area where travelers can enjoy spectacular views and retail and restaurant concession options while waiting for flights. The firm also announced completion of a surface water quality management study performed in conjunction with the Greater Toronto Airports Authority (GTAA) and Mott-MacDonald Ireland, LLC, at Ireland’s Dublin Airport. Under contract to the GTAA, GS&P reviewed the viability of the airport’s existing deicing and stormwatercapture airfield infrastructure and its ability to support future planned expansions. The team also assessed alternative deicing-runoff control and management options and made recommendations for the most effective, environmentally compliant system. To support the GTAA team’s understanding of the environmental variability of airport de-icing practices system-wide, meetings were held with various Dublin Airport Authority departments including asset management and development, asset care, health and safety, security and environment, and airport operations. The team identified measures for reducing the volume of deicing-related runoff entering the surface-water drainage system and analyzed Dublin Airport’s performance against other airports with similar weather conditions.




Election night and a packed program that provided a 'post-recession flight plan' for aviation leaders added plenty of excitement to the 34th Annual ACC Conference & Exposition held November 5-7, 2012 at the Hyatt Regency Coconut Point Resort & Spa in Bonita Springs, Florida!

 (L to R) Courtney Beamon, Delta Airport Consultants,

 2012 ACC Awards Committee Chair Tom Darmody,

 (L to R) Nick Ryan, Arora Engineering, Inc; Mark

 ACI World Director General Angela Gittens prepares

Inc. and Steve Pelham, RS&H, celebrate election night at the ACC networking reception.

McGuire, Campbell & Paris Engineers; and Kristin Shaw, SITA, present the next generation of ACC airport experts!

ACC staff and members joined for a day of  community day of service clearing walkable paths at the Koreshan State Historic Site in Estero, Florida.


Consulting, Summer 2013

HOK, presents ACI World Director General Angela Gittens with the ACC Award of Excellence.

to make remarks following being awarded the 2012 ACC Award of Excellence.

 2012 ACC Board of Directors Chair Courtney Beamon and 2012 Award of Excellence recipient Angela Gittens.



The 2013 ACC/AAAE Airport Planning, Design and Construction Symposium in New Orleans, Louisiana provided over 600 attendees with an exciting week of fun mixed with technical expertise in all aspects of airport development and the Symposium's most comprehensive Young Professional program ever.

 (L to R) ACC Symposium Chair JJ Morton, Kimley-Horn and Associates; Bonnie

Wilson with the Jackson Municipal Airport Authority, who spoke about airport response to natural disasters; ACC Board Member Mary Ellen Eagan, Harris Miller Miller & Hanson Inc.; and 2013 ACC Board of Directors Chair Andy Platz, Mead and Hunt, Inc.

 (L to R) AAAE First Vice Chair Mark Brewer, A.A.E., Manchester-Boston Regional Airport; FAA Office of Airports Deputy Associate Administrator Kate Lang; 2013 ACC Board of Directors Chair Andy Platz, Mead & Hunt, Inc.

(L to R) 2013 ACC Board of Directors Chair Andy Platz, Mead & Hunt, Inc., chats  with FAA Office of Airports Deputy Associate Administrator Kate Lang.

(L to R) DFW Planning Department Assistant Vice President Robert Blankenship accepts the 2013 Jay Hollingsworth Speas Airport Award from presenter Dirk Speas. (L to R) Terminal/Landside Track Host Jane Ahrens, Gresham, Smith & Partners, Inc.; 2014 ACC Symposium Committee Chair Mark Kuttrus, Parsons Brinckerhoff; 2013 ACC Symposium Chair JJ Morton, Kimley-Horn and Associates, Inc.; Engineering/Airside Track Host Curtis Wright, Hatch Mott MacDonald; ACC Board Member Roddy Boggus, Parsons Brinckerhoff. (L to R) 2013 ACC Symposium Chair JJ Morton, Kimley-Horn and Associates, Inc.; 2014 ACC Symposium Committee Chair Mark Kuttrus, Parsons Brinckerhoff; and speakers from an interesting panel on the future of Unmanned Aerial Vehicles (UAVs) that included: Doug Murphy, FAA; Chris Gibson, UTC Aerospace Systems; David Shaw, Mississippi State University; George ‘Kip’ Warton, Bosh Global Services; Kyle Snyder, NextGen Air Transportation Center, North Carolina State University; and Allegra Rosler, New York Air National Guard.


cover story NEW HIRES continued from page 1

Give them a chance. Provide greater roles and responsibilities. Introduce your staff to clients and give them more project responsibilities to manage. Of course, they’ll need oversight as they ramp up and transition into greater positions of responsibility, but hopefully this management of staff is something your firm is doing anyway. Without a chance to advance, they’ll be headed for the doors — or at least be open to people seeking to lure them away who can offer them a chance to do what your firm won’t. Give them visibility. Send them to conferences, allow them to be trained even if your competitors will be there, and allow them to have an online presence. One particular firm wouldn’t allow younger employees to have individual business email accounts or voicemail. When asked about it, the principal expressed concern that “people like you” will approach them and lure them away. Trying to watch over the shoulder of every incoming and outgoing message seems a bit overwhelming and creates an atmosphere of distrust. In this day of social media, have policies that give freedom to your staff to be active in the industry. What kind of culture are you creating if you distrust your own employees and convey that you fear that they’ll run for the doors if only they knew about the outside world of competitors in the industry? By the way, the people at the firm mentioned about restricted emails and voice mails perceive the principals as domineering and paranoid, and would generally look for ways to move on to a healthier and more well balanced organization once the timing is better. In other words, the strategy to keep these folks is backfiring. So, send your people to conferences and let them see how the industry, and the relationships formed in it, works. A great event for developing staff is the Airport Planning, Design & Construction Symposium. Another method to encourage their professional development is the ACC Young Professionals Forum. Give them a future. Provide an appealing career path within your company. Meet with your staff and give them feedback on their performance. Millennials


Consulting, Summer 2013

especially thrive on feedback. Take advantage of their eagerness to be part of a team and contribute to the bigger picture to groom your next generation of employees while you can. If they see opportunities to play important roles internally, they’ll be happier, more productive and less likely to leave. There will, of course, be employee retention issues. People get married and move away, spouses get transferred and headhunters come knocking. The inevitable truth is, as people progress through their career they meet more and more people at other firms and airports, creating relationships that can be cultivated through online social media that may result in job offers. In fact, your company may soon have openings to fill. When you do find yourself having to make a hire at a time when job opportunities are at a premium, making the right selection is critical. Make the new hires count. How does your firm stack up in these areas?

Brand Perception:  How does the industry perceive your firm (or airport)? Cookie cutter? Political? Sweat shop? Well balanced? Successful?

Visibility:  Does your firm participate in the industry in a meaningful way? Is it consistently winning work? Are big names joining the firm or is it suffering from a long string of departures?

Online Presence:  Is your website polished and professional? Does it represent you well and make a good first impression to people you might be wanting to recruit?

Outreach:  Who is inquiring about people’s interest in joining your firm? No offense to friends in Human Resources, but if you aren’t having your aviation people make the initial contact with experienced prospective recruits, you’re missing an opportunity. Do people get responses when they express interest in a position your firm has posted on its career page? Many firms post a solicitation

to fill a position, but drop the ball when responding to a talented individual with genuine interest.

Hiring Process:  When you line people up that you might want to hire, then what happens? Many times the process drives things, rather than the end goal of getting someone — the right person — on board. Some firms are big fans of personality testing before hiring, but recruiting studies have shown that the technical fit is not the majority of what makes someone decide to hire someone. Data has suggested that the hiring official will make a decision about the suitability of an individual in the first five minutes, and spend the rest of the time together in an interview justifying to himself or herself why they feel that way about the person they’re interviewing. In other words, the hiring decision is oftentimes largely emotional.

Social Media:  In an age of ‘wired people’ with a dominant online presence, it’s quite easy to see what contacts you might have in common with someone through a site like LinkedIn. That isn’t a site for people simply looking for work, it’s just a networking site, and not everyone is there. But it could provide a way for you to find out who might be able to give you inside information about someone you’re about to hire. Do be careful though, because in this litigious society, if someone gets word that they were not hired because of what someone else said who wasn’t an official reference, it can get the hiring official in trouble. It’s easy to hire someone who can feed themselves work and bring clients with them. The bigger gamble is hiring someone who you hope has the skills and personality to help grow your practice. Recognize what skill set you want to hire and see how the cultural fit will be with your organization. Many skills can be taught or improved upon, but an introvert isn’t going to suddenly become extroverted just because you need them to be. C onclusion

Are there still fewer hiring opportunities? Are you making your new hires count? It could be argued that the time of fewer hires is behind us. As the economy improves, those who have held off filling positions due to uncertainty or instability in the industry will be making their

Upcoming ACC Events For event details and registration, go to or call (703) 683-5900. ACC Events November 11 – 13, 2013

ACC Annual Conference and Exhibition

Tucson, AZ

December 12 – 13, 2013

ACC Global Business Summit

Washington, DC

July 24, 2013

Webinar:  FAA Specifications for Quality Assurance/Control Testing


August 12 – 14, 2013

Airfield Pavement, Evaluation and Analysis Workshop

Arlington, VA

December 9 – 11, 2013

ACC/ACI-NA Airport Planning & NEPA Workshop

Washington, DC

moves. There may have been a season of fewer people voluntarily changing positions to climb the career ladder, but you can bet that as conditions improve, there will be a pent up demand for change that will affect your firm. Combined with demographic shifts in the working population such that there are fewer people in the workplace, there may be quite a bit of new hiring happening in your future. Many firms have become more aggressive and competitive in their recruiting and compensation, even smaller firms, and your next hire could be more costly and more difficult than you anticipated. Make sure you take the necessary steps and make your next hire the right hire.

Clinton Webster (Why the Y?, page 5) is a project engineer with Foth Infrastructure & Environment in Johnston, Iowa. Clinton attended the 2013 ACC/AAAE Airport Planning, Design and Construction Symposium in New Orleans, Louisiana and participated in the ACC YP program, where he was selected as the winner of an article in this magazine. The networking and specialized sessions geared towards young professionals at the Symposium are an integral part of the newly formed ACC YP Forum. The YP Forum is for employees of airport development firms that are under the age of 35 and/or have less than 15 years of experience in the industry. The goal of the Forum is to familiarize YPs with ACC's unique role in the industry and provide networking, mentoring, education and career growth opportunities. For more information about the ACC YP Forum, visit http://www.acconline. org/c/a/YP_Forum.aspx.


T ool s , Talen t & T echnol ogy

T he 3 T ’ s of a C hanging B usiness E n v ironment

w w w . A C C o n l i n e . o r g

NOVEMBER 11 – 13, 2013 L o e w s V e n ta n a C a n y o n R e s o r t Tucson, AZ

A i r p o r t C o n s u lt a n t s C o u n C IL > > > d e l i v e r i n g e x c e l l e n c e i n a i r p o r t d e v e l o p m e n t

Summer 2013 Airport Consulting  

A publication of the Airport Consultants Council

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