Showcase 9 - Tampa International Airport Consolidated Rental Car Center and Automated People Mover

ARTN AND P SMITH

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ORT R P R I A TE AL N N E O S C I T AR NA C R L E T A T N I ER N V E A O P R M M D E E NGER TA T L E A P S D O S I A E P P OL CONS TOMATED E L E V AT E T H E U O AND A F A S T - T R A C K T

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Tampa International Airport Consolidated Rental Car Center and Automated People Mover LOCATION

Tampa, Florida C L IENT

Hillsborough County Aviation Authority (Tampa International Airport) SERVIC ES

Architecture Interior Design Structural Engineering Environmental Graphics and Wayfinding Design Team Project Management

GRESHAM, SMITH AND PARTNERS

SHOWCASE9 WWW.GRESHAMSMITH.COM/SHOWCASE

ConRAC QUICK-TURNAROUND (QTA) BUILDING

APM MAINTENANCE & STORAGE FACILITY

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ECONOMY GARAGE

APM GUIDEWAY

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TIO STA

PM Y A AL M O MIN ON EC N TER O T AI &M

Tampa International Airport’s need for rental car services has outgrown the capacity available at the main terminal. GS&P was tasked with relocating all rental car activity 1.4 miles south of the main terminal to relieve congestion. This will help preserve capacity of the roadways and curbside at the main terminal for passenger activities.

RENTAL CAR SERVICE CENTERS

ConRAC READY/ RETURN BUILDING

COMMERCIAL CURBSIDE

ConRAC CUSTOMER SERVICE BUILDING

APM STATION

2.44 MILLIONSQUARE-FOOT

CONSOLIDATED RENTAL CAR CENTER AUTOMATED PEOPLE MOVER

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nown for exceeding passenger expectations, Tampa International Airport consistently ranks among the top airports in the world for customer service and satisfaction. With an increase in both domestic and international passengers over recent years, TPA’s existing rental car facilities were at capacity for current operations, and the airport’s roadways and curbsides had become increasingly congested.

To alleviate bottlenecks and provide additional capacity for future growth, TPA selected GS&P to manage the design of a 2.44 million-squarefoot consolidated rental car center (ConRAC) and design 1.4 miles of automated people mover (APM) infrastructure, which will connect the airport’s main terminal with the ConRAC and the existing economy

parking structures. In addition to architecture and project management services, GS&P is providing interior design services, structural engineering for the elevated APM guideway and maintanence and storage facility, and environmental graphic design services for this first phase of TPA’s master plan.

“The current rental car facilities at TPA’s main terminal cannot accommodate the rental car inventory required during the airport’s peak hours of operation,” explains Grant Clifford, senior vice president of GS&P’s Aviation market. “This has resulted in the constant shuttling of cars between off-site lots and the terminal, generating a significant volume of additional traffic. This in turn has contributed to congestion on the terminal curbsides, which isn’t consistent with an airport

known for its high level of customer service. The ConRAC will alleviate these issues by relocating all rental car activity 1.4 miles south of the airport’s main terminal and well away from the current points of congestion, preserving the roadways and curbside for passenger activity.”

The ConRAC design also includes a remote curbside to further remove traffic from the main terminal complex.

Additionally, the APM station at the ConRAC has been designed to connect to a future commercial development to the west, and a larger remote curbside is also planned for this location.

“The ultimate goal is to optimize the use of the APM, to reduce traffic, and to preserve the longevity of the main terminal complex as traffic volumes increase at TPA,” notes Clifford.

SHOWCASE 9

1.4-MILE

AN ACCELERATED DESIGN-BUILD EFFORT

“From the onset, our design-build team of GS&P and Austin Constructors engaged stakeholders from all parties—such as airport leaders and the rental car industry—at every stage of the project,” says senior architect and principal Altan Cekin. “This relationship has helped us to design facilities that will maximize convenience for passengers and provide the airport and One of the largest aviation projects in GS&P’s almost 50-year history—and one of the largest the rental car industry with a platform for strong financial performance. in the history of the Tampa Our ‘One Team’ approach has Bay Region—the multidisciplinary effort comprised played a vital role in helping Our ‘One Team’ more than four dozen GS&P us make the right decisions at team members from several the right time to stay on track approach has played a divisions working together for this compressed three-year vital role in helping us across five different GS&P construction schedule.” office locations. The massive “The use of building make the right decisions size and complexity of the information modeling [BIM] at the right time to design-build project also technology has also been vital required intense collaboration in allowing the project to be stay on track for this between TPA, general contracdesigned and built in such compressed three-year tor Austin Constructors, LLC a short time frame,” adds construction schedule. and GS&P. Clifford. “I don’t believe we’d “GS&P’s long working be able to construct something relationship with TPA, from this monumental without it. a ticket-level modernization BIM has facilitated coordiin the late 1990s to the more nation between the design recent main terminal modteam and subcontractors, ernization in 2012, altogether and allowed us to detect and represents around $250 mileliminate potential conflicts lion of construction work at before construction takes ALTAN CEKIN, the airport,” says Clifford. place in the field.”

SENIOR ARCHITECT, PRINCIPAL “The ConRAC/APM program Another factor contributalone has a $730 million coning to speed-to-market is the project’s design-build delivery method. struction budget. It is a massive program, and we have remained on track for an aggressive “Many airports still consider design-build an completion date in the fall of 2017 since the alternative project delivery method compared project began the concept design phase in to design-bid-build,” says Clifford. “Over the March 2014.” years, GS&P has completed multiple design-build One of the keys to the successful delivery programs at TPA, and this approach has the of the fast-track project is GS&P’s “One Team” benefit of allowing the contractor to become a part of the team from day one to help deliver approach, which involves an interactive design the project on time and on budget.” process that builds consensus among stakeholders, allowing them to make decisions in a timely manner.

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ConRAC + APM Storage and Maintenance Facility

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The multidisciplinary effort comprised

MORE THAN FOUR DOZEN TEAM MEMBERS from several divisions working together

ACROSS FIVE GS&P OFFICE LOCATIONS

Construction of APM Station at Main Terminal

SHOWCASE 9

Plate Girder for APM Station at Main Terminal

Completion is scheduled for the fall of 2017. By the end of the project, an estimated 9,000-plus design and construction personnel will have worked on the program.

APM Guideway

BY THE NUMBERS COST

$730 MILLION TOTAL PROGRAM

$129.3 MILLION APM DESIGN, BUILD, OPERATE, MAINTAIN $283 MILLION APM INFRASTRUCTURE $323.5 MILLION ConRAC

SCOPE

DURING PEAK HOURS, THE ConRAC IS EXPECTED TO PROCESS

MORE THAN 3,200 CARS AN HOUR 1,541 RENTALS AN HOUR

1,650 RETURNS AN HOUR

APM FLEET CONSISTS OF

12 CARS

PICKING UP EVERY 2.0 TO 2.6 MINUTES CARRYING

2,700 PASSENGERS AN HOUR AT PEAK TIMES COMPLETING

4.2-MINUTE TRIPS FROM MAIN TERMINAL TO ConRAC

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Currently, economy parking customers are transported to the main terminal by shuttle bus. The APM will eliminate the need for this, improving customer service, eliminating operating costs associated with the 24/7 shuttle bus service, and reducing carbon emissions.

Customer Service Building

CONSTRUCTION

MATERIALS INCLUDE

200,000+ CUBIC YARDS OF CONCRETE (25,000 TRUCK LOADS)

9,000 TONS OF REBAR 5,000 TONS OF STEEL

Given TPA’s well-known reputation for putting the customer first, the multimillion-dollar construction project has been designed from the beginning to minimize the impact on the traveling public.

“This is an extremely complex undertaking that’s being constructed around active areas of the airport,” says Clifford. “The construction site is 1.4 miles long, including the APM system, and it interfaces with the public pretty much every inch of the way. Reducing the impact of construction to customers began during design where we defined site limits and determined how those sites coalesce with roadways. We also identified road closures as well as rerouting options.

“We meet with the aviation authority weekly to share how construction is impacting traffic and what they can anticipate going forward. This

enables them to send out updates to their operations staff and the police department so they can help prevent any potential delays, minimizing inconvenience to customers.”

Maintaining airport operations and building systems that are adjacent to construction activities is also critical.

Architect Tim Beecken explains: “When we were designing the project, we identified vital airport operations that could not be disturbed, such as active roadways, economy parking and the baggage system. For example, an underground tunnel below the baggage claim level known as ‘Tug Row’ that delivers baggage to the airside at the terminals was a ‘no-go’ zone, resulting in 120-foot spans of steel.”

SHOWCASE 9

ConRAC

MINIMIZING IMPACT TO CUSTOMERS AND OPERATIONS

Main Terminal APM Station Platform

GOOD FOR THE COMMUNITY, GREAT FOR THE ENVIRONMENT Main Terminal APM Station

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“This airport is such a beloved piece of the community and they’re incredibly invested in it,” says senior interior designer Jessica Smith. “From an architectural and interior design standpoint, coming up with a design that blends with the existing structures as well as other ongoing projects at the airport is a priority. Our goal is to make sure that everything ties together to create one campus, one facility, one mindset, and one image for the community.”

While allowing for future growth, the massive construction project has already demonstrated its socioeconomic value.

“Coming out of the Great Recession, this program has generated significant economic benefits to the community, including job creation for both the design and construction industries,” says Clifford. “At present, approximately 2,000 workers are on-site daily, and it’s estimated that more than 9,000 design and construction personnel will have worked on this program by the time it’s complete.”

The airport expects 2.7 million fewer vehicle miles traveled on airport roadways once the project opens, which will reduce annual carbon emissions by approximately 1,600 tons. GS&P also designed the ConRAC and APM facilities with sustainability in mind.

“Tampa Electric recently installed a 2-megawatt solar array on the south economy garage roof, which generates enough energy to power 250 homes annually, or roughly the equivalent of the energy needed to power the APM at peak demand,” notes architect Matthew Wilson.

Economy Garage APM Station

“Our goal is to make sure that everything ties together to create one campus, one facility, one mindset, and one image for the community.”

JESSICA SMITH, INTERIOR DESIGNER

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SHOWCASE 9

THE AIRPORT EXPECTS

2.7 MILLION FEWER VEHICLE MILES APPROXIMATELY

1,600 TONS FEWER ANNUAL CARBON EMISSIONS

A WIN-WIN FROM EVERY ANGLE

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Addressing the future needs of Tampa International Airport, the new ConRAC and APM will make a substantial and positive impact on traffic circulation, the environment and the overall passenger experience, while extending the life of the main terminal facilities.

“The new ConRAC will provide numerous benefits such as allowing for more on-site rental car companies, which will offer more choices and varied price points for passengers,” notes Clifford. “It will also mean less pollution as far fewer

Elevators to APM Station Platform at Main Terminal

cars will be shuttled between the main terminal and remote service center sites. The APM will minimize the amount of time needed to travel between the ConRAC and the main terminal, making the 4.2-minute journey virtually hassle-free. It will also greatly reduce travel time from economy parking and replace the current shuttle bus operation.

“I’m extremely proud of our team’s efforts, and that our enhancements will not only support the airport’s long-term growth but also their customer-service objectives.”

Customers in baggage claim will take the 65foot escalator directly to the fourth-story APM platform. From there, in under two minutes, they will board the APM to economy parking and the ConRAC.

Main Terminal APM Station Platform

“I’m extremely proud of our team’s efforts, and that our enhancements will not only support the airport’s long-term growth but also their customer-service objectives.”

GRANT CLIFFORD, SENIOR VICE PRESIDENT, AVIATION TE AM PIC Grant J. Clifford, RIBA, LEED AP

PC Matthew DeLoatche

Matthew B. Amos, AIA, LEED AP

PM Altan Cekin, AIA, NCARB

PC Jonathan Massaro

Emaline Brady

PD Wilson P. Rayfield Jr., AIA, NCARB, LEED AP PP Brian D. McKeehan, P.E., F.ASCE PP Matthew H. Wilson, AIA, NCARB, LEED AP PP Todd P. Martin, AIA PP Jessica Smith, NCIDQ PP Abhijit Joshi, AIA, NCARB PP Kevin W. Hopkins, AIA, NCARB, CDT, LEED AP BD+C PP Eric Bearden, AIA PP/PC Tim Beecken, AIA, NCARB

PC Benjamin Raposa, LEED AP

Betty J. Crawford, SEGD

PC Kristen Weldon

Timothy Dow

EGD Jim Alderman, SEGD

Angie Guarnieri

EGD James R. Harding, SEGD

Kevin Kim, AIA

EGD Tim A. Rucker, SEGD

Emil J. Mastandrea, AIA, LEED AP

EGD Deanna Kamal

Louis Medcalf, FCSI, CCS

PE Tom Tran, P.E.

Mili Mehta

PE Thomas E. Bradbury

Jennifer M. Shupe, P.E.

PE John David Chesak, P.E.

Mike Summers

CA Kenneth H. Beeler, P.G. CA Gina Voccola AA Cheryl Sharp

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