simply
T H E B E ST
Hudson’s Kids Works at Nashville International Airport
H u d s o n’s K i d s Wo r k s c o n c e p t f e a t u r e s a f u l l s e l e c t i o n o f t o p n a m e b r a n d toys, games, software, videos and books presented in a bright, kid-friendly atmosphere. The latest addition is an interactive “try-and-buy” area for N i n t e n d o’s Wi i g a m e s y s t e m . K i d s Wo r k s i s t h e o n l y p l a c e i n a n y U S a i r p o r t where customers can purchase the basic system, along with the l a t e s t g a m e s a n d a c c e s s o r i e s , i n c l u d i n g t h e n e w Wi i Fi t . It’s s i m p l e w h e n y o u k n o w h o w… Vi s i t u s a t w w w. h u d s o n g r o u p . c o m
CDM worked with Los Angeles World Airports (LAWA) to develop sustainable planning, design, and construction guidelines to help green LAWA’s four-airport system. Supporting the mayor’s citywide environmental initiative, CDM and LAWA also created and implemented a sustainability performance improvement management system that empowers stakeholders to continually evaluate and enhance LAWA’s environmental stewardship, economic growth, and social responsibility.
Volume 20/ Number 7 | December/January 2009
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editorial advisory Board airport MeMBers William G. Barkhauer, Morristown, New Jersey TimoThy l. CampBell, Baltimore, Maryland Charles isdell, Philadelphia, Pennsylvania Jim Johnson, Odessa, Florida James l. morasCh, Pasco, Washington TimoThy k. o’donnell, Fort Wayne, Indiana roBerT olislaGers, Englewood, Colorado lisa pyles, Addison, Texas TorranCe riChardson, Fort Wayne, Indiana elaine roBerTs, Columbus, Ohio
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Corporate MeMBers Bill hoGan, Reynolds, Smith + Hills sTaCy holloWell, Siemens One, Inc. sTeve pelham, Reveal Imaging Technologies randy pope, Burns & McDonnell laura samuels, Hudson Group
aaae Board oF direCtors Chair
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Jim p. elWood, Aspen, Colorado First viCe Chair John k. duval, Beverly, Massachusetts seCond viCe Chair
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James e. BenneTT, Washington, D.C. seCretary/treasurer kelly l. Johnson, Bentonville, Arkansas
Features
First past Chair
departments
krys T. BarT, Reno, Nevada seCond past Chair
Cover
elaine roBerTs, Columbus, Ohio
Editor’s Corner
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Board oF direCtors
sustainable airport projects: Going Beyond leed | 14
Upfront
8
daneTTe m. BeWley, Reno, Nevada
News Briefs
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Thomas h. BinFord, Billings, Montana
Los Angeles World Airports is implementing a green “sustainability” program that goes beyond the traditionally accepted standard. Learn the process and the guidelines that were developed for it.
MarketScan
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leW s. BleiWeis, Fletcher, North Carolina
Corporate Outlook
28
BenJamin r. deCosTa, Atlanta, Georgia
Executive View
37
rod a. dinGer, Redding, California
GA Airport Issues
44
miChael a. GoBB, Lexington, Kentucky
Industry Metrics
50
Gary l. Johnson, Stillwater, Oklahoma
the Future of airport design | 22 Using technology to aid travelers
Branson airport enters the Financing phase | 25 A solution for the new Branson (Mo.) Airport
strategic planning — a Finance perspective | 38 Using predictability, sustainability and flexibility
lessonslearned | 42 Monitoring the airport security contract
air Cargo screening on track for 2010 deadline | 46 Progress toward meeting the congressional requirement
inside aaae | 55 Training Department offers customized courses
JeFF l. Bilyeu, Angleton, Texas
Gary a. Cyr, sr., Springfield, Missouri
linda G. Frankl, Columbus, Ohio
aleX m. kashani, Washington, D.C.
Airport Spotlight: Peoria International Airport
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FoodBeverageRetail
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Retail Briefs
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Thomas m. raFTer, Hammonton, New Jersey
Billboard
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Wayne e. shank, Norfolk, Virginia
Advertiser Index
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mark d. kranenBurG, Oklahoma City, Oklahoma sCoTT C. malTa, Atwater, California JeFFrey a. mulder, Tulsa, Oklahoma roBerT p. olislaGers, Englewood, Colorado
david r. ulane, Aspen, Colorado Chapter presidents Tommy W. BiBB, nashville, Tennessee
SpeCial SeCtion will rogers world airport
JeFFrey W. kelly, Houston, Texas phillip e. Johnson, Grand Rapids, Michigan roBerT olislaGers, englewood, Colorado Barry a. rondinella, Sacramento, California marshall B. sTevens, Middletown, Pennsylvania
Coming in Airport mAgAzine:
poliCy review CoMMittee Bonnie a. allin, Tucson, Arizona William G. Barkhauer, Morristown, New Jersey
February/March 2009: Architecture and Engineering— AIRSIDE Cargo/Passenger Outlook April/May 2009: Winter Operations Regional Airlines Signage FIDS
Thella F. BoWens, San Diego, California mark p. BreWer, Manchester, New Hampshire TimoThy l. CampBell, Baltimore, Maryland larry d. CoX, Memphis, Tennessee alFonso denson, Birmingham, Alabama kevin a. dillon, Warwick, Rhode Island Thomas e. Greer, Monterey, California sean C. hunTer, New Orleans, Louisiana Charles J. isdell, Philadelphia, Pennsylvania James a. koslosky, Grand Rapids, Michigan lynn F. kusy, Mesa, Arizona James l. morasCh, Pasco, Washington erin m. o’donnell, Chicago, Illinois Bradley d. penrod, Pittsburgh, Pennsylvania maureen s. riley, Salt Lake City, Utah riCky d. smiTh, Cleveland, Ohio
Cover Design: Daryl Humphrey
susan m. sTevens, Charleston, South Carolina
president Charles m. BarClay, Alexandria, Virginia
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Barbara Cook barbara.cook@aaae.org Publisher
Joan Lowden Executive Editor
Ellen P. horton Editor-At-Large
SEAN BRODERICK NEWS E d i t o r
Holly Ackerman s t a ff w r i t e r
kevin eaton Art Director
daryl humphrey Graphic Designer
JOACIR SOTO
contributor
Jeff Price
STA F F PHOTO G RAPHER s
Bill Krumpelman JAMES MARTIN S t a ff V i c e P r e s i d e n t Sales and Marketing
Susan Lausch susan.lausch@aaae.org E d i t o r i a l Off i c e
601 Madison Street, Suite 400 Alexandria, VA 22314 (703) 824-0500, Ext. 133 Fax (703) 820-1395 Internet Address: www.airportmagazine.net Send editorial materials/press releases to magazine@aaae.org
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AAE has launched its new Web site, www.aaae.org, which was redesigned to reflect the expanded services and products now offered by the association. Visitors to www.aaae.org will see major improvements in the site’s content and functionality that will make it much easier to take advantage of the wealth of offerings the AAAE team delivers to airport executives and the aviation industry. Try the new Web site and let us know what you think. It’s our goal to make information about your association’s programs and plans easily accessible to all members. In this issue of Airport Magazine, we are pleased to offer a special section in honor of Will Rogers World Airport’s 70th anniversary. In this, you will learn about the airport’s development, as well as its economic importance to Oklahoma City and to the state. We encourage other airports that are celebrating milestone anniversaries to contact Airport Magazine so that we may recognize their achievements. Also in this issue we highlight the work of AAAE’s Training Department (see page 57), which provides tailored, on-site instruction in a variety of topics. As always, we thank our advertisers, who help to make our publication possible. Advertisers in this issue are: Airport Seating Alliance, Burns & McDonnell, CDM, Delta Airport Consultants, ESA Airports, HNTB, Hudson Group, Jacobs Consultancy, Kimley-Horn & Associates, Inc., Michael Baker Corp., O.R. Colan Associates, PBS&J, Ricondo & Associates, RS&H, Stantec Consulting, Transportation Consulting Management, URS Corp., Walter P Moore & Associates Inc. and Zodiac-Esco. The staff of Airport Magazine wishes all of its readers a healthy, happy and prosperous new year!
Reprint information
The Reprint Department (717) 481-8500 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 $10.
Barbara Cook Editor Airport Magazine
Copyright 2008 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
AirportMagazine.net | december/january 2009
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upfront
AAAE Unveils Internet ‘One-Stop Shop’ AAAE has unveiled a significant upgrade to the association’s home on the Web, www.aaae.org. Visitors to www.aaae.org will see major improvements in the site’s content and functionality that will make it much easier to take advantage of the wealth of offerings the AAAE team delivers to airport executives and the aviation industry, including: • Timely Washington updates from the experienced AAAE legislative and regulatory staff; • Innovative, cost-effective products and services developed to solve airport challenges; • Industry-leading training, meetings and professional development; and • News and information critical to airports and the aviation industry. The new, user-friendly site has been designed to become a onestop shop on the Web for the latest news and developments concerning aviation from Washington and around the world. Access to some of the content will require users to log in.
Aviation Groups Urge Economic Stimulus
US Airways’ Parker To Keynote Conference US Airways Chairman and CEO Doug Parker will keynote the June 17 luncheon at AAAE’s 2009 Annual Conference and Exposition. The conference is scheduled for June 14-17 at the Pennsylvania Convention Center in Philadelphia. Registration information for this important industry event will be available in January at www. aaae.org. 8
US Airways Chairman and CEO Doug Parker
AirportMagazine.net | december/january 2009
An aviation coalition that includes AAAE sent a letter to key lawmakers to urge Congress to include a handful of aviation-related provisions in the next economic stimulus package, which Congress is expected to consider early in 2009. At the suggestion of AAAE’s Airport Legislative Alliance (ALA) staff, the letter calls for additional AIP funds and the elimination of the Alternative Minimum Tax (AMT) penalty on airport private activity bonds. As the coalition letter points out, an additional $1 billion in AIP funding would help stimulate the
Manufacturers Association, National Air Carrier Association, National Business Aviation Association, National Association of State Aviation Officials and Regional Airline Association. The ALA staff met with Presidentelect Obama’s DOT transition team twice in December to discuss the association’s short and longer-term priorities. AAAE’s recommendations to the transition team are now available on Obama’s Web site, Change.gov.
FAA Approves Nationwide Deployment Of ADS-B
economy by creating approximately 35,000 jobs. The funding level also would help expedite the construction of critical safety, security and capacity projects at airports around the country. In addition, the coalition letter notes that, due to the collapse of the bond market, many airports have not been able to secure long-term financing for critical infrastructure projects. The following aviation organizations also signed the letter to congressional leaders: the Aerospace Industries Association, Air Transport Association, Airport Consultants Council, ACI-NA, Aircraft Owners and Pilots Association, Cargo Airline Association, General Aviation
FAA in November approved the nationwide deployment of Automatic Dependent SurveillanceBroadcast (ADS-B), a system that allows aircraft to be tracked by satellite rather than radar. The agency said that the deployment of ADS-B “will reduce the risk of midair collisions and weatherrelated accidents, provide more efficient routes in adverse weather, and improve situational awareness for pilots.” FAA’s commissioning of essential services for ADS-B in Florida clears the way for nationwide deployment of the system by 2013. The installation of 11 ground stations in Florida gives pilots viewing ADS-B cockpit displays the same live traffic seen by controllers. Pilots also receive free, real-time weather updates from the National Weather Service, as well as critical flight information, such as temporary flight restrictions and special-use airspace. By 2013, 794 ground stations will provide ADS-B services everywhere radar coverage exists today — with additional coverage in places
that currently lack radar, including the Gulf of Mexico and Alaska. Work at the sites of the next key milestones for ADS-B services — Juneau, Louisville, the Gulf of Mexico and Philadelphia — is scheduled for completion by the end of 2010. This will allow controllers to begin using ADS-B for aircraft surveillance or separation services.
Tweed New Haven Wins Safety Area Lawsuit Tweed New Haven (Conn.) Regional Airport has won a lawsuit with the neighboring town of East Haven over the construction of a $10 million, 400-foot runway safety area. East Haven had attempted to block the construction of the FAAmandated and funded safety area, to be built partially in an East Haven wetland, and the airport sued to block the town from interfering. Under the ruling, the airport has the right to build the mandated runway safety area at either end of the airport’s main runway and can continue construction. “Public safety should never be knowingly put at risk, and that is what has been at issue here,” said New Haven Mayor John DeStefano Jr. at a press conference following the court ruling. Judge Janet Hall decided that federal law supersedes East Haven’s laws, and the town has no authority to “regulate, review, approve, deny or condition construction of the runway project.”
Gerald Ford International Adds Hearing Aid System Gerald Ford International (Mich.) has installed a system for the hardof-hearing that transmits announcements from the public address system into hearing aids equipped
Federal Aviation Administration
AirportMagazine.net | december/january 2009
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news briefs Jim Bennett, A.A.E., president and CEO of the Metropolitan Washington Airports Authority (MWAA) and AAAE vice chair, has received the 2008 Tower of Dulles award for meritorious service provided for the betterment of Washington Dulles International and the Dulles Economic Corridor. The award is the highest recognition offered by the Committee for Dulles, which represents businesses and individuals in the growth and development of the airport and its immediate market area. Past recipients of the award include former DOT Secretary Elizabeth Dole; Virginia Govs. Mark Warner, Linwood Holton and Mills Godwin; Sens. Chuck Robb (D) and John Warner (R); Rep. Frank Wolf (R); Steven Udvar-Hazy, National Air and Space Museum patron; and James Wilding, former MWAA president and CEO…TSA named Larry Austin as the new federal security director for Louis Armstrong New Orleans International. Austin previously served for 30 years with the Florida Highway Patrol… The Reno-Tahoe Airport Authority has named a new chief financial officer and a senior director of operations and public safety. Richard Gorman, the former director of financial planning and budget for the San Diego County Regional Airport Authority, is RenoTahoe’s new CFO. Carlisle DeWitt, the airport’s new senior director of operations and public safety, has served as the airport’s chief of police and security since 1998… The Florida DOT recently honored the Lee County Port Authority with two awards. Southwest Florida International was awarded the 2008 Outstanding Commercial Service Airport of the Year and Page Field General Aviation Airport was named the 2008 General Aviation Airport of the Year. Robert Ball, A.A.E., executive director of the Lee County Port Authority, stated, “You cannot win this type of award without a total team effort, and I applaud everyone, including our airline and business partners, for making Southwest Florida International and Page Field outstanding examples of excellence in airport operations and service.” A
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with a T-coil, which is an electromagnetic signal amplifier. Currently, it can be difficult for this group of travelers to hear airport announcements through their hearing aids alone due to the noise level in the terminal. The airport’s $137,000 “hearing loop” system was installed at the same time as a new public address system and is available at all airline gates and in both concourses. Similar systems have been installed in churches, classrooms and hospitals, but this is the first hearing loop in an airport, officials said. “By the direct transmission of gate and flight announcements to T-coilequipped hearing aids, this hearing loop system will significantly enhance the airport experience for people with hearing loss,” said John Van Laar, chairman of the Gerald R. Ford International Aeronautics Board. Signs throughout the airport inform passengers of the system and direct them to turn on the T-coil function in their hearing aids to hear announcements.
AirportMagazine.net | december/january 2009
Atlanta Creates Sanctuary To Replace Wetland Hartsfield-Jackson Atlanta International has opened a bird sanctuary, 15 miles south of the airport, to replace several acres of wetland that were paved over as part of the airport’s new fifth runway. The airport worked with Southern Conservation Trust to open the 56-acre Sams Lake Bird Sanctuary. Airport officials have committed to observe the bird sanctuary for five years to ensure that the planted trees and wildlife thrive, and will be plant-
upfront
Hartsfield-Jackson Atlanta International opened a bird sanctuary to replace wetlands affected by its new runway.
AirportMagazine.net | december/january 2009
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ing more trees like willows when the water level lowers. “This is a real environmental success story. The site is very natural and developing into an excellent habitat for a variety of wildlife, including deer, snakes, turtles, heron and other birds,” said Abby Jordan, Southern Conservation Trust
executive director. The sanctuary is free to the public and open from dawn to dusk.
Airfield Marking Handbook Now Available The Airfield Marking Handbook,
C R E A T I V E
L A Y O U T S
A I R P O R T S E A T I N G
developed by Sightline Airport Marking Consultants and published by the Innovative Pavement Research Foundation (IPRF), is now available. The handbook may be downloaded for free from www.iprf.org. Information on obtaining a printed copy is also available on the Web site.
DOT Issues Tarmac Delay Task Force Report DOT has issued recommendations developed by its Tarmac Delay Task Force that center on a model contingency planning document that can be used by airlines and airports to develop their own individualized plans to deal with lengthy delays. The document may be accessed at http:// www.dot.gov/affairs/Tarmac.pdf.
Boeing Confirms Dreamliner Delay
I N S T A L L A T I O N 1-901-685-8263 FAX: 1-901-683-6745 Email: info@airportseatingalliance.com www.airportseatingalliance.com
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AirportMagazine.net | december/january 2009
Boeing announced that the first flight of its 787 Dreamliner has been pushed back to the middle of 2009, and the first delivery won’t take place until the first quarter of 2010. The new schedule reflects the impact of disruption caused by the recent machinists’ strike, along with the requirement to replace certain fasteners in early production airplanes, the company said. “Our industry team has made progress with structural testing, systems hardware qualification and production, but we must adjust our schedule for these two unexpected disruptions,” explained Boeing Commercial Airplanes President and CEO Scott Carson. Prior to the strike that halted much of the company’s commercial airplane work from early September into November 2008, the 787 was to make its first flight late in the fourth quarter of 2008. The first delivery was slated for the third quarter of 2009. A
upfront
Boeing sets new production schedule
boeing photo
leed
Lawa Lax
By kristin M. Lemaster, P.E., LEED Accredited Professional, and Virginia F. Jackson, A.A.E.
GoinG
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os angeles World airports (laWa) strives continually to improve its sustainability performance and enhance its position as a global leader in airport sustainability. using its Sustainability Vision and Principles as a tool, laWa is executing a comprehensive sustainability performance improvement program that systematically advances existing activities while creating new, complimentary activities focused on improving the environmental, social and economic performance of its four airports. Coupled with its sustainability vision, laWa also strives to exceed the goals set forth in the los angeles mayor’s executive order on sustainable practices, the city council’s motion to have los angeles international airport (laX) “built and held to the highest green standards,” and the Board of airport Commissioners’ (BoaC) objective to make los angeles international the greenest airport in the world. in short, laWa’s commitment is to transform the organization into the model of airport sustainability. laWa’s viewpoint on sustainability follows the “triple bottom line” (TBl) approach as originally coined by sustainability pioneer and writer John elkington. The TBl approach
AirportMAgAzine.net | deCember/january 2009
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leed means that, in order to be a sustainable organization, laWa must measure its success not only by the traditional bottom line of financial performance, but also by its impact on the broader economy, the environment and the community. using the TBl framework, laWa seeks to balance the dimensions of environmental stewardship, economic growth and social responsibility and use this approach to understand and leverage the synergies that exist within these three areas to improve sustainability performance. in other words, instead of working with tradeoffs among the TBl components, integrated solutions are sought in order to deliver a “winwin-win” outcome.
‘Horizontal’ Projects although
the united states Green Building Council’s (usGBC’s) leadership in energy and environmental design (leed) program is applicable to airport building projects, laWa recognized that many airport projects are “horizontal” in nature and do not include buildings. Without a leed program for these projects, it increasingly is difficult to integrate sustainable practices uniformly and to measure progress and achievements consistently. To address this issue, as well as to achieve its sustainability vision, laWa developed and began implementation of the “sustainable airport planning, design and Construction Guidelines” for all projects executed
at its facilities. laWa intends the guidelines to go beyond leed and provide a set of performance standards and a measurement system for both building and non-building airport projects. according to roger Johnson, laWa’s deputy executive director responsible for development, facilities, planning and environment, “These are applicable performance standards that can be utilized to integrate sustainable practices into all airport projects.” The guidelines are a compilation of newly created airport-specific sustainability performance standards combined with existing standards, guidelines and tools that were modified for applicability to airport projects. laWa did not seek to rein-
The categories included in LAWA’s planning / design guidelines are: • • • • • • • • • • • • • • • • • • • 16
Project Management - Planning and Design Sustainability-Focused Specifications Airside Planning Landside Planning Site Selection Stormwater Management and Erosion Control - Planning and Design Landscape Design Water Efficiency and Conservation Heat Island Reduction Interior and Exterior Lighting Quality Noise Pollution Reduction Energy Efficiency and Conservation Atmosphere Protection - Planning and Design Materials and Resources Indoor Environmental Quality Post-Construction Maintenance, Monitoring and Reporting Community Involvement Social Responsibility - Planning and Design Additional Planning and Design Elements
AirportMAgAzine.net | deCember/january 2009
The categories included in LAWA’s construction guidelines are: • • • • • • • • • • • • • • • •
Project Management - Construction Stormwater Management and Erosion Control - Construction Construction Water Conservation Construction Indoor Air Quality Construction Waste Management Construction Vehicles Construction Equipment Atmosphere Protection - Construction Construction Materials Conveying Construction Noise Control Construction Lighting Landscape Maintenance Construction Health and Safety Construction Roadways Social Responsibility - Construction Additional Construction Elements
vent the wheel; instead, it evaluated proven sustainability standards to be included in the document originally inspired by leed and the sustainable design manual published by the o’hare modernization program in Chicago, laWa’s guidelines also include references from the port authority of new york and new Jersey, airports Council international, the army Corps of engineers, the Global reporting initiative, the american association of state highway and Transportation officials, the international Federation of Consulting engineers and various colleges and universities. Following this due diligence, laWa identified gaps in the existing standards and supplemented this material with new
standards that capture unique opportunities and account for common obstacles that occur during airport projects. The purpose of the guidelines is twofold. First, the guidelines provide a comprehensive set of performance standards that are integrated early into the planning, design and construction phases of an airport project. These performance standards can be applied to projects that involve general construction and maintenance buildings; roads, runways and taxiways; infrastructure; and airside and landside civil projects. secondly, the guidelines were developed to provide a rating system that can be used to measure the sustainability progress of projects executed at airports
nationwide. “in fact, we are already receiving questions from other airport representatives about how to use our guidelines for their planned projects,” said Johnson. “project managers will find the guidelines helpful because they detail the benefits, required actions and targets, and the required documentation and strategies that need to be taken.” laWa encourages all airports to adopt or apply the guidelines to their own projects and provide feedback and lessons learned so that the document routinely can be improved and updated. The guidelines are available on the laWa Web site at www.lawa. org/sustainability.cfm.
The guidelines provide a comprehensive set of performance standards that early are integrated into the planning, design and construction phases of an airport project. AirportMAgAzine.net | deCember/january 2009
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Guideline Contents
The guidelines consist of two distinct components: the planning/design guidelines and the construction guidelines. The construction component was separated from the planning/design component to alleviate potential confusion regarding sustainability standards that are applied differently during the different phases of a project. For example, sustainable stormwater
management practices applied during construction (e.g., utilizing biodegradable soil stabilization materials, minimizing site disturbance during construction, or storing construction materials and chemicals in areas sheltered from rainfall and runoff) are different from those applied during design (e.g., including vegetated roofs, minimizing impervious areas or designing for rainfall harvesting and
reuse systems). in addition, the construction guidelines are transferable to construction projects outside of the airport industry and can be applied for maintenance projects that do not require a formal design. a total of 137 performance standards are included in the guidelines with 97 standards in 19 categories under planning/design and 40 standards in 16 categories under construction. each performance standard contains the overall intent or high-level objective to be achieved. Benefits of attaining the objective also are included to provide additional incentive for executing the standards. The heart of the performance standards includes required actions, targets, metrics and documentation, as well as technical strategies for planning, design and construction activities. specific references for each performance standard also are included to point the reader toward a selection of materials that may be used to develop the strategy for achieving that standard.
LAWA vs. LEED
To facilitate the synergy between laWa’s program and the usGBC’s leed systems, a decision-making process is included in the guidelines to assist project delivery teams to determine whether a project should achieve leed certification and, if so, how that project fits into the laWa guideline program. in general, leed-certified building projects are exempt from the planning/design component of the laWa guidelines. however, leed projects at laWa still must follow the construction guidelines, which are aligned closely with applicable leed requirements. laWa uses this process to encourage teams to maximize the sustainability performance of projects without duplicating efforts. A
Kristin M. Lemaster, P.E., LEED Accredited Professional, is an environmental engineer with CDM. She led the development of the Sustainable Airport Planning, Design and Construction Guidelines and currently is involved in implementing the guidelines set forth in the document. Virginia F. Jackson, A.A.E., is the transportation planning practice leader for CDM, which provides environmental, planning, design and geographic information system services to airports. She is responsible for project execution, staff management and marketing support for transportation planning projects.
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AirportMAgAzine.net | deCember/january 2009
Implementation
LAWA currently is applying the guidelines to several projects at its facilities, including the addition of a crossfield taxiway, a consolidated rental car facility and the expansion of the Tom Bradley International Terminal at Los Angeles International and the addition of a cargo building at Ontario International. In general, LAWA has found that all stakeholders have embraced the guidelines, and the program is a success thus far.
real vision
Inspiring reality Can you see it ? The small regional airport becoming tomorrow’s major gateway? Airports and neighborhoods uniting for progress? Asset management systems that make capital planning a snap? Every day, PBS&J turns these visions into reality. And while we bring unmatched talent and experience to your projects, it’s how we work – listening carefully, collaborating in trusted, respectful partnerships – that achieves results our clients call inspired.
Visualize the future. Then call PBS&J. Offices throughout the US pbsj.com • 800.477.7275
marketscan Aviation Solutions Total Scheduled Seats
9,000,000
Total Scheduled Top 10Seats International Destinations from U.S. Airportsfrom U.S. Airports Top 10 International Destinations 2006 2007 2008
8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 -
15% LHR
60,000,000
-1% YYZ
-3%
3%
2%
-7%
22%
15%
-5%
3%
NRT
FRA
CDG
MEX
CUN
AMS
YVR
YUL
Total Scheduled Seats Total Scheduled Seats Top 10 Domestic Destinations from U.S. Top 10 Domestic Destinations from U.S. Airports Airports
50,000,000
2006 2007 2008
40,000,000 30,000,000 20,000,000 10,000,000 -
1%
-7%
-5%
6%
-3%
-4%
-6%
10%
-4%
-8%
ATL
ORD
DFW
DEN
LAX
LAS
PHX
CLT
IAH
DTW
Scheduled Seats U.S. to U.S. and U.S. to International, quarterly 2006-2008 300,000,000 250,000,000 200,000,000 From U.S. to non-U.S.
U.S. to U.S.: 1st Qtr 09 vs 1st Qtr 06 -6.8% U.S. to Intl: 1st Qtr 09 vs 1st Qtr 06 +6.0%
150,000,000
From U.S. to U.S.
100,000,000 50,000,000 -
1Q2006 2Q2006 3Q2006 4Q2006 1Q2007Scheduled 2Q2007 3Q2007 4Q2007 1Q2008 2Q2008 3Q2008 4Q2008 1Q2009 Seats
for Top 10 Destinations from U.S. Airports
14,000,000
Scheduled Seats 1Q09 Top 10 Domestic Destinations from U.S. Airports 1Q09
12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 ATL
20
ORD
DFW
DEN
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airport deSign
By John Murphy
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irport terminals have evolved in design over the years in response to new security requirements, airline economic challenges, changes in passenger needs and technology. With these new security requirements, more congested airports and seemingly even longer lines, passenger stress has increased. in order to lessen these problems, future airport design will depend upon making the most of available terminal space, while utilizing advanced technology to aid passengers. one way to reduce congestion and passenger stress is to provide current, accurate information within the terminal. much of a passenger’s concern is about the unknown. is my flight late? am i in the right location? Where is…? how do i…? removing that concern will lessen passenger stress and improve the flow of passengers through the terminal. Technology such as cell phones and personal digital assistants (pdas), which are driving the future of customer service, are a logical tool to
provide necessary and timely information to passengers. airlines have been quick to take advantage of these devices by offering passengers texting or automatic calling regarding flight delays. airlines also automatically rebook passengers when flights are canceled and send the new itinerary to the pda. airport flight information displays likely will be enhanced as well, enabling passengers to obtain their personal flight information to answer questions such as: Where am i? Where is my gate? how do i get there? do i have time to eat? This information will be downloaded to passengers’ pdas via global positioning system technology. personalized directions that describe how to reach a gate or certain amenities will be delivered to the passenger as he or she walks through the concourse, lessening congestion in the terminal and easing passenger concerns. another technological development that is reducing congestion beyond the security checkpoint is the information display that is located in the gate holdroom. These displays are updated continuously with current information about the flight that will board from that gate. as a result,
passengers are provided useful information without needing to stand in line to ask an overworked gate agent. hartsfield-Jackson atlanta international airport provides a good example of improving capacity despite limited space. To relieve congestion in the Terminal south ticketing lobby and increase capacity within the existing building, the airport increased the depth of the 40-foot lobby to 110 feet by relocating all of the back-of-counter airline support space. This reduction/relocation of support space increased ticketing capacity by 41 percent. however, it is the evolving ticketing/check-in process that will effect even more changes in airport design. high numbers of passengers use airline Web sites to print their boarding passes prior to arriving at the airport. They proceed through the ticketing lobby on the way to the security checkpoint, stopping only if they need to check a bag. in the near future, a high percentage of passengers will use self-service, bag check kiosks, allowing airlines to redeploy staff from behind the counter to assist passengers using the kiosks. Currently, Tsa rules require an agent to put the bag tag in place and deposit the bag on the baggage conveyor system. however, in some countries, such as Germany,
Self-serve kiosks at Hartsfield-Jackson Atlanta International Airport
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airport design
Airports in the future will work with design teams to develop solutions to ensure that new and renovated terminal buildings have maximum flexibility.
Performance FROM GREAT COMPANIES COME GREAT IDEAS Ricondo & Associates, Inc.
would like to extend its congratulations to three clients who are currently in the process of commissioning new runways:
City of Chicago, Department of Aviation Metropolitan Washington Airports Authority Abu Dhabi Airports Company R&A applauds the hard work and dedication of these clients in bringing their great ideas through to fruition.
RICONDO & ASSOCIATES, INC.,. an Aviation Consultancy 20 North Clark Street, suite 1500, chicago, illinois 60602 USA tel: +1 [312] 606-0611 fax: +1 [312] 606-0706 info@ricondo.com • www.ricondo.com • an equal opportunity employer
Austria and the Netherlands, passengers are allowed to tag their own checked baggage at a self-service kiosk. In these instances, a passenger places his or her bag on a scale, uses the adjacent kiosk to print a bag tag, and then attaches the bag tag to his or her luggage. An automatic system then advances the bag from the scale into the bag system. At airports that include Munich and Vienna, these ticketing changes allow more passengers to be processed within the same or smaller ticketing areas than previously required, allowing agents to focus on helping those customers who need assistance. Passenger self-tagging, used in conjunction with common-use, self-service kiosks, allows passenger check-in at locations remote from the terminal, which reduces carrier costs by minimizing staffing. For example, both the Vienna and Munich airports have remote check-in; these services not only reduce the distance passengers have to transport their checked bags, but also reduce congestion in the terminal ticketing lobby. Airports in the future will work with design teams to develop solutions to ensure that new and renovated terminal buildings have maximum flexibility. These design innovations will allow airports to meet the changing needs of airlines, as well as TSA requirements for passenger/baggage security. Congestion and passenger stress will be reduced by a more streamlined passenger process, offering travelers more access to information, improved self-service options and use of remote check-in facilities. A John Murphy is a principal with Dallas-based Corgan Associates.
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branson
By Renita Mollman and Jeff Bourk, A.A.E.
The new Branson (Mo.) Airport, a privately funded public-use facility, will open May 11, 2009. In this article, Renita Mollman, principal-in-charge of Burns & McDonnell’s Aviation Civil Engineering Group, and Jeff Bourk, A.A.E., executive director of the airport, describe the financing and design aspects of the project. Burns & McDonnell is the airport’s engineer/architect firm of record. The first article in this series on the development of Branson Airport was published in the October/November 2008 issue of Airport Magazine.
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ne of the crucial components of the financing process for Branson Airport was the need to establish a solid cost of construction. Although construction cost estimates could be created, it was determined that a hard bid from contractors was a prerequisite for the bond sale. Burns & McDonnell converted the master plan into construction documents with sufficient detail to bid as a Guaranteed Maximum Price (GMP) contract to several general contractors. The documents included provision for the entire runway environment, a three-mile-long access road, utilities, a 65,000-square-foot terminal, and an aircraft rescue and firefighting (ARFF)/maintenance building. The terminal design in the preliminary plan called for a two-story steel structure with passenger boarding bridges. To provide for required operational clearances on the airfield, an existing three-mile-long, 161-kilovolt transmission line that crossed the site had to be relocated. The development team, consisting of Aviation Facilities Co. and Burns & McDonnell, worked with KAMO Power to ensure sufficient clearances and to develop both a plan and a cost for completing the work. With the GMP bids in hand in late 2003, the decision was made to finance the project through a municipal bond sale. As a private
Branson Airport
enters the financing phase entity, the owner needed to create a Transportation Development District and develop an agreement with a city or county in order to be eligible for municipal bond status. However, even with this accomplished, the bond process could not move forward until private capital was in place. The process to raise capital proved to be quite challenging. After two years of limited success, a new catalyst was added to the team when Steve Peet, an investor in Aviation Facilities Co., was named CEO of Branson Airport, LLC. Due to his efforts, the airport finally secured the necessary capital for the municipal
bond sale to proceed. Throughout 2005 and 2006, the U.S. economy was experiencing unprecedented cost increases in building materials such as cement, steel and copper. Since an agreement had not been entered into between any of the contractors and the airport owner, the bids received in 2003 no longer were valid. To counter rising construction costs, Branson Airport and Burns & McDonnell worked with the apparent successful contractor to reduce the scope of the project without adversely affecting either the functionality or the performance of the airport. In the end, the project still had to meet
The process to raise capital proved to be quite challenging.
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branson
The overall philosophy of the design team was to build as much as possible initially...
FAA’s basic requirements for a Part 139 certificate and still had to attract airlines to operate from the airport. With these goals in mind, the basic design of the airport remained, but some items, such as the terminal and the ARFF/ maintenance facility, were changed significantly. The new design of the terminal and ARFF building called for a one-story structure with both operations combined in one facility. This design would allow the airport staff to be cross-utilized. For example, the firefighters also would staff the airport operations center, thus reducing operating costs. The redesigned terminal includes a large welcome center for Branson business owners to have kiosks for advertising or to sell goods and services to passengers. The design changes called for elimination of the passenger loading bridges as well. Other alterations in the design included: • Replacing the full parallel taxiway with turnarounds at each end; 26
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• Changing the medium approach lighting system with runway alignment indicator lights (MALSR) to a medium approach lighting system with flashers (MALSF); • Eliminating the redundant water well; and • Changing the primary power to the site from underground to overhead. With these design changes came some restricted operational issues that the owner chose to accept due to their minimal effect on overall operations. The design does allow for addition of these items in the future as traffic into the airport increases. The overall philosophy of the project team was to build as much as possible initially within the given budget while allowing for easy expansion in the future. This allows the airport to begin operations on schedule and then utilize its operating
• • • • • • • • •
10 million cubic yards of earthwork and rock excavation; A storm drainage system; Portland cement concrete runway, taxiway turnarounds and apron; Airfield lighting, signage and navigational aids; Three-mile-long access road with two bridges; Terminal access road and 550-space parking lot; Water well and water control facilities building; Package wastewater treatment plant; and Water and sanitary sewer mains.
From the time that the bids were received in February 2007, Peet and his team worked to finalize the prospectus for the bond sale and the financial model. This effort continued until the bond sale closed in mid-June 2007. With the financing in place and a contractor on board, the dream of a commercial service airport in Branson and the Tri-Lakes region of southern Missouri was one step closer to becoming a reality. A
One Team. Infinite Solutions.
Stantec provides a full complement of services for airport facilities, both landside and airside. Our services range from planning, design, and construction administration of new airports and components such as terminal buildings, hangars, runways, and taxiways to improvements to existing facilities such as runway rehabilitation and tenant improvements. Our services are offered through over 9,000 employees operating out of more than 150 locations in North America. AD-CA-NYC-2008NOV26-P1V1
The airfield and terminal as construction progresses.
budget to fund additions and other improvements. The concurrent design and capitalization efforts finally culminated in late 2006 with a project plan that was ready to be presented to investors as part of a bond sale. However, it was determined that the initial bid for construction of the airport was too old, so the project was re-bid. New bidding documents, with all of the revised design items incorporated, were assembled in January 2007, and new construction bids for the airport infrastructure were received in February 2007. The apparent low bidder for the airport infrastructure portion of the project was McAninch Corp. from West Des Moines, Iowa. It was decided that the terminal would be designed and bid as a separate bid package after the bond sale was complete. The infrastructure package included the following items:
In the East, call (207) 775-3211 In the West, call (602) 707-9434 In the Midwest, call (614) 486-4383
Offices throughout North America AirportMagazine.net | december/january 2009
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corporateoutlook
This, Too, Shall Pass
by Don Andrews, vice president, RS&H
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t was only one short year ago that our industry was reporting recovery, with passenger levels setting new records and airlines appearing ready to begin an extended period of profitability. Facility improvements implemented since the downturn in 2001 had pushed the capacity crunch further out in front of us. We were, nevertheless, reminded again by increasingly congested terminals and rising levels of aircraft delay that airport capacity is an important issue that needs continuous attention. In 2008, the rising cost of jet fuel and the state of the global economy proved to be the latest challenges to be faced, and we have seen another downturn in passenger growth. Fuel passed labor as the largest airline cost, and the airlines reacted with announcements that they would be cutting frequencies to many cities, and dropping service to some cities altogether. These actions are part of a strategy to adjust seat capacity and raise fares above breakeven points. We can be confident that air traffic will rebound again as the economy recovers and airline business models adapt. In the meantime, how do we weather this storm and be prepared for the day when traffic growth returns? Contingency planning is an important strategy to consider, particularly during periods of rapid economic change. While the future is impossible to predict precisely, it is possible to identify several scenarios that could be experienced and have a variety of flexible actions that respond appropriately. A good contingency plan will have a monitoring process that identifies the triggers for initiating those responses. Contingency plans also should include strategies to gain stakeholder support and understanding for prompt implementation of the plans, if the need arises. With expected decreases in airport revenues, the identification of cost-saving measures is also an important strategy, and one area to examine is energy. Airports are huge consumers of electricity. Energy audits can identify the low-hanging fruit that will have an immediate positive impact on airport costs. Energy audits also identify capital improvements that can result in substantial annual savings with short pay-back periods. Another important strategy is to keep community leaders and officials engaged and informed.
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Remind them that airports are important economic engines and that critical infrastructure projects are needed, if we are to be ready for the upcoming growth cycle. Take advantage of available federal grants and move forward with affordable projects. Some projects may have to be deferred, but don’t let those projects be forgotten. Keep community leaders and officials aware of their need and be ready to restart quickly. Be prepared to benefit from any economic stimulus packages the federal government may adopt. These measures will give priority to projects that can award contracts based on bids within 120 days of the law’s enactment. The airports to benefit first will be those that are ready to begin design immediately or, even better, those that have projects already designed and ready to bid. The summer of 2001 let us know how “operating at system capacity” looks and feels. And the summer of 2007 provided a reminder that it doesn’t take long to return to that position even after a significant downturn in traffic levels. As 2008 heads to a close, we must remember that this, too, shall pass. We have a lot of work ahead of us if we want to avoid bumping our heads again on the capacity ceiling. A Don Andrews is national leader of RS&H’s aviation planning practice. Contact him at don.andrews@rsandh.com or (713) 914-4411.
Will Rogers World Airport Special Section
OKC SPREADS
ITS WINGS T
he airline passenger of the 1930s wouldn’t recognize the present Will Rogers World Airport (OKC), which turned 70 years old in December 2008.
From its beginning as a 640-acre site acquired by the Greater Oklahoma City Chamber of Commerce, OKC has spread its wings and now covers more than 8,100 acres and serves nearly 4 million total passengers annually. Greater Oklahoma City Chamber President and CEO Roy Williams commented, “As early as 1919, when the Greater Oklahoma City Chamber set up its first aviation division, the business leaders of our city recognized the importance of an airpark to our future economic development. For almost a century, that vision and passion has gone unchanged. From land acquisitions to bond proposals, our business community has partnered with the airport every step of the way to ensure the growth and development of this vital asset. As an organization that works to promote Oklahoma City on a daily basis, we understand that our city only gets one chance to make a first impression with visitors. Will Rogers World Airport has taken great steps recently to make sure that impression is a great one.” Setting a Structure By 1956, in recognition of the need to develop and finance the city’s three municipal airports, the Oklahoma City Airport Trust was formed. By law, the Trust consists of three members: Oklahoma City’s city manager, a representative of the bank that maintains the Trust’s accounts and a citizen trustee, who represents the interests of local residents and businesses. This was the first public trust created in Oklahoma. The Trust oversees the operations of the city’s three airports — Will Rogers World Airport, one of the busiest small hub commercial service airports in the nation; Wiley Post Airport, the largest corporate reliever airport in the state; and Clarence E. Page Airport, a smaller grassroots general aviation airport — plus buildings and grounds for the Mike Monroney Aeronautical Center, a major national FAA complex. Current members of the Trust are: Don Bown, chairman, appointed by the Bank of Oklahoma in 2002 to represent the Trust’s bondholders; James D. Couch, trustee since 2000 and city manager of Oklahoma City; and Kirk Humphries, citizen trustee, appointed in October 2006. Brown commented that the airport’s future is “bright,” with the physical improvements of the past few years underscoring the commitment of Oklahoma City, its citizens and the people who use the airport for travel. “There is a very good relationship between the state, the federal government and Oklahoma City to make the airport one of the finest with good connections,” he said. Brown added that the city, county and 2
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airport trust “have worked well together” to ensure that the needs of the public are addressed. Terminal Improvement Program OKC Director Mark Kranenburg, A.A.E., referring to a recent article in Forbes Magazine that highlighted the strength of the Oklahoma City economy, noted that the city’s dedication of tax resources to invigorate the downtown area has spurred private development as well. In addition to a stable economy, Kranenburg said Oklahoma City offers an excellent quality of life, with “clean air, easy drive times, low cost of living, lots of educational institutions and friendly people. Everybody here pulls on the same rope.” The airport also has done its part to provide a welcoming facility for residents, business executives and tourists, Kranenburg said, including completing a $110 million terminal expansion and renovation program.
Launched early in 2001, the capital improvement program was targeted at relieving congestion in the terminal while creating an appropriate architectural image for the airport, providing more retail and food and beverage options, and reducing vehicle congestion on the terminal arrival and departure roads. In addition, the plan left open the potential to expand the number of aircraft gates when passenger demand increased. Only months later, however, the devastating terrorist attacks of September 11, 2001, caused airports nationwide to pause and reconsider their improvement plans. The Oklahoma City Airport Trust also debated whether to delay or downsize the planned expansion. Ultimately, members of the Trust decided to proceed with the improvement plan, confident that aviation growth would return. And it did. By the end of 2005, enplanements and deplanements at Will Rogers were at an all-time high.
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Mark Kranenburg, A.A.E.
The terminal renovation more than doubled the available square footage — taking the building from 183,944 square feet to 409,708 square feet. The two-story facility has one continuous concourse with 17 loading gates; six baggage claim carousels; two security checkpoints; airport administration and TSA offices; five conference rooms; 15,050 square feet of food and beverage concession space; 12,872 square feet of retail space; and 6,878 square feet of rental car concession space. New food and beverage concessions were added to the pre-security side of the terminal to serve meeters and greeters. The architecture of the terminal combines a 53-foot ceiling in the concourse plus acres of glass to create an open feeling and yield excellent views of the surrounding prairie landscape and airfield activity. “The renovated terminal and new concourse really are beautiful. i’m constantly receiving comments from the public on how great
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they look,” kranenburg said. The new tunnel that links the parking garage to the terminal features convenient people-mover walks and ramps, and opens onto the all-new central escalator core. The airport currently is constructing a second five-story public parking facility, scheduled for completion in the second quarter of 2009, which will add 1,500 more parking spaces. There will be a continuous link between the new garage and the terminal. The next phase of terminal development, which will begin when passenger traffic demand warrants it, will involve the extension of the concourse to the east for the addition of eight new departure gates. kranenburg explained that the airport is updating its 20-year master plan. “We are being conservative on growth, but we still assume 2 percent growth in enplanements per year throughout that period. We think it’s all going to come back,” he said. Other projects under consideration for the next phase of development include a central receiving dock to consolidate security functions for deliveries; relocation of airport operations and police; relocation of TSA administrative offices to an onsite location; addition of a cargo facility; and addition of a new Federal inspection Services facility. kranenburg said the airport also will undertake a public parking study to ensure that the most efficient use is being made of all available passenger vehicle parking locations. included in this study will be consideration of adding a consolidated rental car facility. Currently, OkC has only 300 ready-return spaces and needs more. The airport’s rental car operations today can support 650 ready-return spaces. The airport projects that it will need a ready-return area for up to 900 cars within the next 10 years. Additionally, the parking study will consider updating parking signage and wayfinding; providing amenities such as preferred and valet
parking; and updating technology to improve customer service. According to Oklahoma City Mayor Mick Cornett, “Will rogers World Airport is the first impression we deliver to most visitors to our city. Many times, those visitors have no idea what to expect. We’ve long been proud of the experience they receive here in Oklahoma City, but with the new terminal, their first impression now matches the rest of their visit. That first impression is critical, and we know we’ve benefited from it.” City Manager and Airport Trustee Jim Couch added, “The terminal renovation and expansion project was a very important venture for Oklahoma City. Our $110 million investment in the facility will benefit the city for decades. To have a newly renovated airport that’s convenient, safe and provides a substantial economic benefit to our community is not only a boon for Oklahoma City residents but for all Oklahomans.” AIRSIDE IMPROVEMENtS Six taxiways were upgraded in 2007, while centerline lights were installed on runway 35r. in addition, the airport added a larger, more secure fuel storage facility costing $5.8 million. Further, more than $1.3 million was spent to construct a taxiway and water and sewer system on the airport’s east side to facilitate development. The airport also spent $4.7 million to replace the stormwater drainage system at the Mike Monroney Aeronautical Center (MMAC) and another $5.3 million to re-roof major buildings. AIRCRAFt RESCUE AND FIREFIGHtING (ARFF) SERVICES OkC’s ArFF operation is contracted out to Pro-Tec Fire Services, Ltd., which provides 32 personnel, including a full-time fire chief and assistant chief of training. The airport’s ArFF equipment includes three 1,500-gallon trucks and one non-transport rescue squad and command vehicle. in 2009, the
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airport will take delivery of an Oshkosh Striker 3000 with Snozzle to replace an older Oshkosh T-1500. The airport’s ARFF staff also provides medical first responder service. A Business Hub The OKC staff manages more than 400 leases, professional service contracts, permits, easements and other agreements. Currently, OKC is home to 67 companies, including the MMAC, the Federal
Bureau of Prisons (FBOP) Transfer Center, Southwest Airlines’ Reservation Center and the Metro Tech Aviation Career Center. The airport also is the site of Oklahoma City’s Foreign Trade Zone, making it the ideal location for businesses wishing to develop facilities for manufacturing and assembly. MMAC, the centralized service and support facility for FAA and DOT, leases more than 1,000 acres on the west side of the airport. MMAC provides aviation training, logistics, engineering, research, standards, certification and business services.
Celebrating 70 years of progress.
The FBOP Transfer Center houses in-transit prisoners as they are moved between prisons or newly incorporated into the system. The 880-bed, 530,000-square-foot center is used for inmate housing, health care, laundry, food service, recreation and administrative space. The center includes a taxiway and apron configuration that allows direct access to aircraft via two jet bridges. Another tenant, the Oklahoma Air National Guard, leases 133 acres of airport land, including 15 acres of ramp. A Four Points Sheraton is located north of the terminal building.
Since 1942, Delaware North Companies has helped to feed hungry travelers from around the globe at Will Rogers World Airport. Today, we join them in celebrating 70 years of progress, and look forward to the continued journey ahead. www.DelawareNorth.com A g lo b A l l e A d e r i n h o s p i tA l i t y & f o o d s e r v i c e
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Air Service Development Scheduled carriers currently serving Will Rogers are American Airlines, Continental Airlines, Delta Air Lines, Frontier Airlines, Northwest Airlines, Southwest Airlines and United Airlines.
Fast Facts Total airport area: 8,081 acres Runways: Runway 17L/35R and Runway 17R/35L are 9,800 feet long by 150 feet wide; Runway 13/31 is 7,800 feet long by 150 feet wide; Runway 18/36 is 3,078 feet long by 75 feet wide. Taxiways: 11 taxiways range from 75 to 100 feet wide. Terminal apron area: 50 acres Cargo: Three cargo buildings are used for various activities related to air freight operations. FBO: One FBO serves the airport with a significant maintenance and repair operation on 20 acres of ramp. Aircraft size: The airfield is being designed to handle Group V aircraft.
The airport has worked with an air service development consultant for the past several years, Kranenburg said. “We created 10 new nonstops in the last couple of years,” he said. “If we didn’t have high fuel prices that slowed down airline expansion, we would have been out of gates. Things have cut back a little bit. But I’ve always felt this was short term, and we needed to continue planning for future.” The airport recently completed its latest rate calculation for the airlines, which resulted in a lowering of airline rates for the third consecutive year. “We have developed an excellent relationship with Mark and his staff,” commented Mike Anastas, regional director of corporate real estate for Delta Air Lines. “During lease negotiations, we resolved all open issues across the table from each other in one day. The
With 70 years of progressive leadership in Oklahoma City, the sky’s the limit!
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airport has done an outstanding job in reducing airline lease rates three years in a row which makes OkC truly a lowcost airport to operate out of. Mark is working at generating a significant nonairline business that will continue to keep revenues flowing into the airport and not at the expense of the airlines.” DIVERSIFIED REVENUE: OkC has 2,000 acres of undeveloped property, which is used for cattle grazing and farming kranenburg explained, “We recognize that we need to use this land more efficiently.” The airport has hired Jacobs Consultancy to develop concepts for mixed-use, aviation-related use for this area. “We have two goals,” kranenburg said. “First, we want to create a long-term revenue source for the Trust.” Part of this revenue would fund capital projects to reduce costs to airlines. “A second goal is to create jobs and sales tax revenue for the city,” he said.
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OkC currently has more than 50 operating oil and gas wells that generate revenue from mineral rights. These funds have been used for more than 30 years as matching funds for federal grants. The airport soon will have a compressed natural gas (CNg) station that will be open to the public, as well as commercial fleet vehicles. The airport plans to convert its 11 public parking shuttle buses from diesel to 100 percent CNg. MOVING FORWARD “Even if you’re on the right track, you’ll get run over if you just sit there.” This sage advice from Will rogers himself is posted on OkC’s Web site. And it’s an appropriate reminder of the airport’s own track record of planning optimistically and building accordingly.
spOnsOrs
executiveview
Opportunities To Forge a Strategic Partnership with TSA
I
n the four months that I have served as chair of AAAE’s Transportation Security Services Committee, I have had two highly productive meetings with TSA Deputy Administrator Gale Rossides. In those meetings, Rossides listened carefully to our industry’s issues and concerns. Importantly, she affirmed her commitment for a smooth transition as the new administration takes power in Washington. During that transition, she pledged that TSA will continue many of the positive operational and technological security programs initiated by outgoing Assistant Administrator Kip Hawley. During this transition, I believe we have five key issues (the Big Five) that airports need to focus on in collaboration with TSA and the airlines. All five of these issues have captured the attention and interest of Congress, so it is in our best interest to address them with industry-based solutions. A
The Big 5 are: out that, when most of these directives were implemented, only airports and airlines had resources to implement them. Now, TSA has behavioral detection officers, more federal air marshals performing non-flying security tasks on a part-time basis, transportation security officers and transportation security inspectors. Together we can develop plans to use these TSA resources more effectively without diminishing the primary responsibility of transportation security officers to screen.
Biometrics Credentialing and Biometric Access Control Systems — Airports need to continue their leadership role in developing a framework for implementation of these technologies. At the end of October, AAAE and ACI-NA submitted a consensus paper to TSA that outlined a framework for testing biometric-based systems. We need to continue this effort collaboratively through initiatives such as the BASIC consortium, which is aimed at utilizing the experience and
expertise of the airport community to ensure that efforts to deploy biometric-based systems in airports come to fruition as quickly as possible without disrupting airport operations or diminishing security. An airports-driven solution concerning the switchover to biometrics will allow us systematically to budget for and tailor our access control systems while still maintaining control of access to our airports.
Employee Screening — TSA soon will submit its report to Congress on the seven-airport pilot program. We need to coordinate closely with the agency on the review of these recommendations before they are presented to Congress.
Congressional interest in this issue remains high, underscoring the importance of the study’s finding that layered approaches to security are preferable to 100 percent screening.
Cargo Screening — Congress has mandated that all cargo in the belly of passenger aircraft must be screened by August 2010. While the first milestone of that deadline (100 percent screening of cargo in narrowbody aircraft) passed without
much impact, we need to continue working with our industry partners to develop cost-effective, reasonable solutions for screening cargo on international and widebodiy aircraft.
Passenger Screening System Improvements — Major concerns with this issue are the continued deployment of inline baggage screening systems and TSA’s Checkpoint of the Future improvements. Aviation security is a dynamic process, and additional concerns may emerge
in the New Year. The airport industry needs to continue working with TSA to understand its issues, helping TSA to understand our issues and then cooperating to develop logical, threat-based and cost-effective solutions to improve airport security. A
by Mark Crosby, A.A.E.
Policy Review — Since its creation, TSA primarily has regulated airports through security directives. Since airports and TSA have limited resources, we need to review the measures implemented by security directives over the past six years and collaboratively develop better security strategies for our resources. The “playbook” approach recently announced by TSA may give us the opportunity to discontinue measures that are less effective and work together to produce more efficient outcomes. It is important to point
Mark Crosby, A.A.E., is chief of public safety and security at Portland (Ore.) International, and chair of AAAE’s Transportation Security Services Committee.
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finance
Strategic Planning By Scott A. Brockman, A.A.E.
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e all know it, see it and feel it. Suffice it to say, the times, they are a-changing. It is clear that the aviation industry is facing unprecedented times and reeling from multiple, rapidly changing events. Addressing these new challenges is similar to battling the mythical Greek creature, Hydra. In ancient lore, cutting off one of Hydra’s many heads just caused two more to grow. The term hydra is now commonly applied to any complex situation or problem that continually poses compounded difficulties or challenges. Our current industry challenges are driven by unstable and unpredictable fuel prices, credit and liquidity markets that are in shambles, and overall struggling domestic and international economies. It may be appropriate to look upon these times not as challenges but as an opportunity to seize the moment and establish new paradigms that will frame the future of strategic financial and business planning. Each airport and the community it serves is different in its vision and goals, and each airport’s struggles are unique. I believe we must establish new core values for sound strategic financial planning as a crucial component that will assist airports to survive both the current environment and future storms. In my 25 years of aviation financial management, I have experienced the ups and downs of economic business cycles and have seen industry changes that no one thought were possible. During times of great challenge and industry stress, I have found success through simple and fundamentally sound solutions that have provided better long-term results. Several years ago, the Memphis-Shelby County Airport Authority embarked on a longterm strategic planning program based on three fundamental concepts: predictability, sustainability and flexibility. These fundamental concepts frame the core of our strategic financial, operational and business planning. These concepts have been embraced by our board of directors, our airline partners and our entire airport team. Exclusively, each of the three concepts makes perfect sense in the context of airport financial and business planning. However, when viewed as a synergistic team, they become a powerful component in the framing of business strategies and the longterm strategic decision-making process. Predictability is defined by Webster’s Dictionary as “to make known beforehand, especially on the basis of special knowledge.” Clearly, much of the aviation industry, and in fact each individual airport’s particular business elements, are innately unpredictable. However, we have found there are always core business and financial elements that are predictable. As we plan, those predictable elements are defined and used as strengths to help ensure proper control and management of our financial operations. By identifying elements that are predictable, certain variables are removed from the decision-making process, and strategic financial planning becomes more effective. The reduction of as much uncertainty as possible makes our strategic financial planning process stronger.
Sustainability simply means “to keep in existence.” Often, airports and their airline partners embark on projects or programs without truly assessing the long-term impacts of their decisions and whether the projects or programs can be sustained within the established financial and business goals. As a result, relationships may become strained unnecessarily when the impacts of an earlier project or program catch up with the current situation. And, often that impact isn’t seen until years later. By focusing on sustainability in the decision-making process, we can attempt to eliminate the things that will add stress to our long-term strategic financial plan and thus complicate relationships. This concept is one of the more critical areas in maintaining a strong symbiotic relationship with our business partners — ensuring that decisions made in the near term are not our headaches of the future. A perfect example of this might be an addition or expansion to existing infrastructure when actual rates and charges ultimately bear no resemblance to initial projections. AirportMagazine.net | december/january 2009
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Within our strategic financial planning process, we try to ensure that we have preserved a margin of flexibility.
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Scott A. Brockman, A.A.E., is executive vice president-finance and administration of the Memphis-Shelby County Airport Authority.
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Flexibility is defined as “susceptible to influence or persuasion and responsive to change.” If one thing is true about the aviation industry, change is inevitable. A major element of the Memphis plan is the identification of items that are not inherently or clearly predictable. This “predicting” helps to ensure that our strategic financial and business plan is flexible enough to reasonably respond to any potential internal or external changes. Within our strategic financial planning process, we try to ensure that we have preserved a margin of flexibility so we can modify operations in order to meet unforeseen challenges. Adding prioritized elements into an airport business plan is easy, while cutting or scaling back programs or projects can sometimes create significant difficulty. I am not advocating a strategic plan that contains excessive fluff, as this would be extremely inefficient from a financial standpoint. I am advocating a collaborative effort with airport and airline partners identifying and agreeing upon a prioritization of capital and operating programs so modifications and reprioritizations are seamless, and everyone involved has the ability to reasonably determine how these changes will affect future periods. In today’s hydra world, much of an airport’s ability (or, for that matter, its inability) to fulfill its mission revolves around sound, long-term strategic financial planning — financial planning that balances operational, developmental and business needs with keeping the airport cost-competitive. This is not a simple task, but a task that can be made simpler with the establishment of a strategic financial plan that is based on the core principles of predictability, sustainability and flexibility. A
Steve Alverson, Director 916.564.4500 salverson@esassoc.com
AirportMagazine.net | december/january 2009
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airportmagazine.net
lessonslearned
By Lori Beckman, A.A.E.
tion, experience and credentials? does your security contractor have, at a minimum, saFeTy act designation and, preferably, Certification? are you using local law enforcement in the most effective, efficient and cost effective role? have you evaluated where professional contract security might supplement security responsibilities?
f
or an airport security director, monitoring the staffing contract requires balancing airport requirements against the realities of contractor performance and determining whether the result meets current needs. The security director needs to answer certain questions regarding the state of the airport’s security contract. if the contract is pre-9/11, have the parameters and requirements been updated in the last 10 years, or are the contracting parameters and requirements essentially unchanged? if the airport’s security contract is post-9/11, the first contract and option years may be ending. should adjustments be made to the contract?
Let’s examine how things are going. Take this test: is the retention rate for contract employees above 80 percent? does your security contract staff have affordable healthcare benefits, and are they paid within the proper range of local area wages for a security officer? do the employees receive up-todate and ongoing training specific to the airport environment? is the contract being managed well, and are customer complaints not an issue? does the onsite contract management staff have the necessary educa42
if you answered “yes” to these questions, then you are wellpositioned and are maximizing your security budget dollars. however, if you answered “no” to one or more of the questions, you may need to do some work. in the rest of this article, i will share some contracting best practices from lessons learned over the past 15 years.
employee retention — establish
a base hourly rate that must be used by all proposers. This will ensure that you are setting a pay rate that is within the proper range of local area wages, as well as allows you to position the wage so that you don’t constantly compete with similar paying companies on the airport. establish specific levels of training that must be administered to ensure specific post knowledge and compliance with airport security program and security directive requirements. include terrorism training and behavior recognition, as well as a customer service program. Companies that bid a lower wage scale than the local area can tolerate, or propose a wage in conflict with similar positions, will cause turnover and company swapping issues. in addition, if training is minimal, there will be constant conflict with compliance and the continuous threat of a security breach due to lack of training and experience.
Healthcare Benefits — require that the total insurance plan, including employer and employee contributions, in addition to co-pays and deductibles, are included in the
AirportMAgAzine.net | deCember/january 2009
proposal. a company may show a very comprehensive plan, but it may not be affordable to the individual employee, or it may be so restrictive that is only useful in catastrophic situations.
Customer Service/Contract management — establish an incen-
tive program for both the individual employee and the company. The individual incentive program ensures that the employee is very familiar with the post orders and provides the necessary security for the job assigned; motivates the employee to provide exceptional customer service; and encourages attendance, punctuality, professional demeanor and appearance. The incentive program for the contracting company should revolve around accurate timekeeping and billing, employee retention, customer service response and any other item/ issue that the airport wants to tightly control.
SAFetY Act Coverage — all
reputable companies that bid on airport contracts should have, at a minimum, designation and preferably Certification under the saFeTy act. a company that is designated and Certified has been audited thoroughly by dhs for company programs such as training, recordkeeping and executive management training and experience. a company with saFeTy act coverage provides additional liability protection to the contracting airport.
Auditing — do you audit the con-
tract on a regular basis, and are you fulfilling all the requirements that you originally established, as well as the additions/adjustments that have been made over time in response to security directives and organizational needs? With the fast pace of airport security these days, it can be easy to get behind, particularly if the airport staff members assigned to contract oversight have multiple responsibili-
ties and/or are primarily managed by operational/rotating staff. a good contract will be reviewed regularly. at a minimum, it should be reviewed fully on an annual basis. in addition, law enforcement roles and necessary/ required training should be reviewed at the same time. now you say “fine,” i can implement these things operationally, but the airport can’t afford it. you need to ask whether this is a true statement or an assumption. have you done the math? here are some factors that need to be considered and accounted for in the overall picture:
Benchmarking with other airports that use security contractors can be helpful. a recent survey showed that 20 of 27 large hub and 14 of 20 medium hub airports use a security contractor for non-sworn officer duties. professional contract security, particularly that which is provided to airports, has come a long way since 9/11. airports have the ability to require as part of any rFp or
A
contract: low turnover, competitive wages, affordable and comprehensive health benefits, up-to-date and relevant training, professional management, employee incentive programs, exceptional customer service, and the protections of saFeTy act designation and Certification. A Lori Beckman, A.A.E., is president/CEO of Coloradobased Aviation Security Consulting Inc.
pp pp
h...
• Airport staff time to manage the contract: how many hours per week is it costing? if you had a smoothrunning contract, what could that airport staff time be reallocated to? • How many security breaches (failure to comply with post orders, whether it was a Tsa-reportable breach or not) have you had? if you have breaches, how much airport staff time is spent on the post-incident follow-up, including response at the Tsa level? • Are the security employees healthy and able to come to work as scheduled, or is there a lot of overtime/backfilling occurring, or positions left unfilled? • The airport is paying for the security employee training. are you continually paying for new employee training, or are you paying for recurrent training of long-term employees who are dependable, knowledgeable and provide good customer service? • How much time do you spend responding to customer service complaints? • Does the airport’s liability insurance cover the airport to the level that the security contractors saFeTy act coverage will?
..
n
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AirportMAgAzine.net | deCember/january 2009
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generalaviation
A
AAE’s General Aviation Security Working Group is circulating a comprehensive survey to airport operators to collect necessary data to assess the cost/benefit impact on airports of TSA’s Notice of Proposed Rulemaking (NPRM) for the Large Aircraft Security Program (LASP). The LASP regula-
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AirportMagazine.net | december/january 2009
tion would require all U.S. operators of aircraft exceeding 12,500 pounds maximum take-off weight to implement security programs that would be subject to compliance audits by TSA. For airport operators, the proposed regulation would require airports servicing such large GA aircraft to implement a partial Airport Security Program (ASP), if they do not already have one in
place, as well as identify law enforcement officer (LEO) support and designate airport security coordinators (ASCs). The information collected from the survey will be available to assist airports in drafting and submitting individual comments to the public docket in the rulemaking procedure. AAAE also will submit comments to the docket that summarize members’ concerns about the LASP rule. In addition, the AAAE working group, which has more than 50 participants, has held conference calls to discuss the potential costs and resources that will be required for airport operators under the proposed rule. Robert Olislagers, A.A.E., chair of AAAE’s GA Security Working Group, noted that, “The NPRM could fundamentally change how general aviation and in particular GA airports will be operated in the future. If enacted, the NPRM would shift the industry from voluntary stakeholderdriven security programs to federally mandated security programs without an identified funding stream. DHS and others consider GA security as the ‘weak link’ in the context of all aviation security initiatives. “The NPRM is the first step to closing this perceived gap and will involve aircraft above 12,500 pounds and some 300-plus GA airports,” Olislagers continued. “Airports will have to assign airport security coordinators and arrange LEO support, including training. The GA industry fears that this is only the beginning and that security programs will eventually be required of all GA public use airports, which would mean a 10-fold increase in the number of airports currently mandated to have security”
Q
In other GA airport news, the following information was provided by Alexander Kolpakov of the Center for Urban Transportation Research (CUTR) at the University of South Florida in Tampa: CUTR applied the TSA risk-based approach to assess the security needs of Florida GA airports. The
center surveyed all public-use publicly owned GA airports in the state (84 airports) and received responses from 38 airports (a 45.2 percent response rate). The results of CUTR analysis indicated that, on average, all surveyed GA airports meet and even slightly exceed TSA requirements for the total number of implemented security measures. However, the airports do not always have the exact types of security enhancements recommended by TSA. While the level of security varies from airport to airport, these differences are indicative of the differences in airport risk level, determined by unique characteristics of each GA facility. Contrary to general belief, smaller GA airports are not necessarily less secure than larger GA facilities. The lack of sophisticated security measures (e.g., intrusion detection
Florida airports tend to aim higher than TSA recommendations in providing airport security, which is not bad in itself. However, many security measures that can improve airports’ compliance with TSA recommendations are rather basic and can be implemented at a lower cost compared with the security measures currently pursued by the airports. For example, some smaller rural airports may not need to invest in a sophisticated intrusion detection system. Implementing simpler measures, like a community watch program or a personnel ID system, might provide a more cost-effective security solution. In fact, CUTR analysis revealed that more than 73 percent of surveyed GA airports invested in the security measures well beyond their designated threat level, while overlooking some of the more basic security enhancements and procedures that could be
systems, video surveillance) at smaller airports is compensated for by the fact that unusual or suspicious activity at smaller airports is easier to notice than at larger facilities. There is room for improvement, however. The survey indicated that only six of the surveyed Florida airports have all the recommended TSA security measures (100 percent compliance), while an average compliance percentage with TSA recommendations is 66.9. While the airports typically pay attention to providing security, they often choose the security measures that do not help them to achieve compliance with TSA recommendations. The findings show that many
implemented at a relatively low cost. The project was sponsored by the Secure Airports for Florida Economy (SAFE) Council, a 27-member body established by the Florida legislature in 2003 and tasked with enhancing the overall security of Florida’s aviation system. The SAFE Council plans to use the results of the analysis to implement a mini-grant program to assist GA airports with their security needs. The developed prioritization methodology will help to identify the projects that yield the highest security improvements and can maximize the effectiveness of the use of limited funds available to the council. A
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air cargo
Air Cargo Screening
On Track For 2010 Deadline By Jeff Price
In 2003, Charles McKinley shipped himself from Newark Liberty International to Dallas-Fort Worth International via an air cargo shipping crate. He was caught at his destination by a curious deliveryman, but the fact that an individual was able to ship himself via air cargo highlighted air cargo security, or the lack thereof. Much has happened since McKinley’s journey. TSA has hired nearly 450 air cargo inspectors and added hundreds of K-9 explosives detection dogs and, most recently, Congress passed the Implementing Recommendations of the 9/11 Commission Act of 2007, which calls for all air cargo to be screened at the piece level by 2010. TSA announced in October 2008 that all cargo carried on narrowbody aircraft is being screened for explosives, and that the agency will meet the deadline of all air cargo screening by 2010. However, some issues remain to be resolved. One is the issue of exempting cargo received from foreign shippers from the screening process. Another is the difficulty of screening large pallet-sized cargo containers that are carried on
widebody aircraft. The challenge of air cargo screening is to be able to screen thousands of packages in a short time without disrupting the “just-in-time” nature of air cargo. Visions of thousands of delivery trucks backed up at airport cargo facilities filled the heads of industry officials when talk of cargo screening first began. However, TSA has piloted several air cargo screening programs in order to determine those technologies and methods that are most effective at screening cargo. At Cincinnati/Northern Kentucky International and San Francisco International, TSA used X-ray and explosives detection system (EDS) equipment to test methods of screening pallets of belly-loaded cargo. The screening equipment in use is much larger than that used at passenger screening checkpoints, so it can accept bigger packages. At SeattleTacoma International, testing focused on using K-9s and other methods to screen bulk cargo for both explosives and stowaways. The results of those studies are not yet available. TSA recently reported that cargo on narrowbody aircraft, which are used for 90 percent of all domestic
flights but carry only 25 percent of air cargo, is being checked by some form of physical screening, including K-9, physical inspection, EDS machines, X-ray and other methods. The responsibility for screening air cargo falls largely on the passenger airlines, but TSA is moving forward with the Certified Cargo Screening Program (CCSP), which will spread the screening responsibilities throughout the supply chain. “We agree that it is more efficient to distribute screening through the air cargo operations chain,” stated TSA Assistant Administrator John Sammon. “Airport operators themselves will not need to do anything to be compliant. The ultimate responsibility remains with the passenger airlines.” Cargo on narrowbody aircraft is easier to screen because it’s smaller, usually coming in individual boxes or packages. The small size allows the packages to fit inside X-ray machines and does not require that the airline break down the package into smaller units. Large cargo carried on widebody aircraft is significantly more difficult to screen because it often comes
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Airport operators still are required...to establish air cargo areas within the Security Identification Display Area.
shrink-wrapped and in boxes, pallets and containers that exceed the size of most conventional X-ray and eds machines. under the screening requirements, these items may have to be taken down to the box level, screened and then reassembled. Tsa anticipates that 100 percent screening of this type of cargo could cause significant air cargo handling delays. The CCsp helps to alleviate this problem by allowing shippers to become a Certified Cargo screening Facility to screen cargo prior to acceptance at the freight forwarder or air carrier. Tsa noted that indirect air carriers (companies that use commercial airlines to ship goods) are not required to conduct the screening, but they may volunteer to be in the CCsp. under the CCsp,, screening may be conducted using any measure approved in the 9/11 act, ct, which includes physical inspection, X-ray, k-9 -9 and explosives trace detection. strict trict chain-of-custody handling procedures must be in place to ensure the integrity of the screened cargo as it moves from the shipping facility to the airport. While the air carrier retains responsibility for ensuring the security of the package, airport operators still are required, under a 2006 rulemaking, to establish air cargo areas within the security ecurity identification display area. all-cargo operators also may be affected by the screening requirements, but only if an all-cargo carrier tenders its cargo to a passenger airline. in n this case, the all-cargo operator must participate in Tsa’s known shipper hipper program and the cargo must be screened. 48
another issue of concern is the handling of foreign air cargo, since the background of foreign freight handlers is not as well known as domestic freight companies. The Government accountability office has criticized Tsa in the past for exempting foreign air cargo from the screening process. according to Tsa, these exemptions soon will be ending. nuctech, a Beijing-based security manufacturer, may produce one solution to the complex cargo screening problem. The company is developing a combination X-ray/radiation detection machine that may be able to penetrate a pallet of air cargo pack-
AirportMAgAzine.net | deCember/january ember/january 2009
ages and detect explosives and other prohibited items. since X-ray machines alone do a poor job of distinguishing between objects of identical shape but different compositions, australia’s Commonwealth scientific and industrial research organization has announced a joint venture with nuctech to research the use of combining traditional X-rays with a neutron scanner. The new system measures dif-
air Cargo
Lufthansa Cargo announced that it has ordered 19 Smiths Detection Ionscan 500DT dual trace detection systems to screen cargo at all of its U.S. airport locations.
ferences in the X-ray and neutron energy absorbed by different types of materials. The nuctech system can accept a full pallet of air cargo, which it bombards with X-rays and neutron beams. Computer software measures the amount of radiation that is retained in the cargo, then compares it with known elements with similar characteristics. The entire process takes about one minute, and early prototypes were able to detect a range of explosives.
lufthansa Cargo announced that it has ordered 19 smiths detection ionscan 500dT dual-trace detection systems to screen cargo at all of its u.s. airport locations. The ionscan can detect more than 40 different types of explosive elements and also can detect illegal narcotics. lufthansa Cargo also has created “security hubs� in los angeles and Chicago by installing physical access barriers, CCTv, biometric checks and security guard patrols. Tsa recently announced an agreement with the european union on air cargo screening standards for passen-
ger aircraft. The agreement is aimed at establishing screening processes on both sides of the atlantic that are consistent with the requirements of 9/11 act. The agreement also pledges that both governments will continue to share classified technical information in order to develop common technical standards, create equivalent overall levels of security, and explore new methods and procedures to secure the air cargo supply chain. A Jeff Price is a professor at Metropolitan State College of Denver and the owner of Leading Edge Strategies, an aviation management training company. His textbook, Practical Aviation Security, published by Butterworth-Heinemann, is available for purchase on Amazon.com and other online resources.
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industrymetrics
Measures and Methods to Prepare Your Airport for Pending Disruption By Jim Gregoire
D
significant downturns in aviation activity. Decreases in year-over-year gross domestic product occur in parallel with decreases in air service enplanements. Although enplanements consis-
ue to its size and importance, the aviation industry is closely linked to broad economic movements. Global recessions or events such as oil shocks and 9/11 historically have coincided with
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AirportMagazine.net | december/january 2009
tently have recovered in subsequent years and continued long-term growth, airports often are unprepared for these downturns and incur adverse consequences that hold harmful ramifications for the airport and its customers. Many airports have developed performance measurement systems over the past few years, but these systems typically focus on capturing historical data. Airports instead should assume a more comprehensive approach that incorporates “leading indicators” that may foreshadow the direction of future activity levels or events. In addition, these current and forward-looking conditions should be captured across national, industry and airport levels. This approach promotes more proactive management and should enable airports to make ongoing adjustments to their business models to optimize financial performance and efficiency. Such dexterity should increase the airport’s ability to weather economic and industry downturns, minimizing negative impact on airport rates and charges and maximizing the likelihood that airlines and passengers will continue using the airport during these times. National-level data represent valuable indicators of potential impacts on airport customers such as airlines, vendors, travelers, local communities and other stakeholders. These factors include interest rates, which affect the cost of borrowing and thus a company’s ability to pay existing debt service and issue debt for new growth. As rates rise, airports should monitor industry credit ratings, as well as the operating liquidity of airlines as reported in financial statements. The robust crude oil futures market, economist forecasts and seasonal traveler demand can be combined to estimate the future impact of fuel costs on airline profitability. The
total fuel cost for scheduled service of domestic air carriers has risen more than 200 percent since 2002. declines in consumer sentiment and consumer spending also may reflect the willingness and capacity of travelers to pay for air travel. These measures are tracked and reported regularly. industry-level data constitutes a significant component of daily operations for airports but may be underutilized from an indicator standpoint. in fact, this data may represent some of the strongest predictors of future activity or events in aviation. For instance, bookings of hotel rooms, rental cars and air travel should reflect upcoming travel volume (although this data may portray a different picture for leisure travel, typically booked in advance, and business travel, generally booked with less lead time and with a higher cancellation rate). in 2007, u.s. airports spent more than $10 billion on capital construction projects, as reported to Faa. These large-scale projects typically entail ordering materials several months in advance of use. declines in material delivery delays or shortages may indicate a slowing of construction projects. airports should explore creating partnerships with peers, airlines and industry providers to share these data. airports also can look to the air Transportation producer price index, which reflects changes in prices of commodities, materials and other supplies used throughout the aviation industry. Figure 1 shows that industry and economic downturns experienced in 2001/2002 and 2007 were preceded by significant increases in input prices. airlines also may adjust headcount depending on current and expected financial conditions. airlines reduced the number of total passenger airline full-time equivalent employees by 9.2 percent between July 2004 and July 2006 to combat operating losses. The increase in headcount that occurred
throughout 2007 could have been seen as one indication of operating stabilization, yet it cannot be considered in isolation. other factors such as the credit crisis and fuel price spike hampered this growth. metrics on job openings, hires and separations for the trade, transportation and utilities industry group also can be tracked at the Bureau of labor statistics. Finally, data should be collected and interpreted at the airport level. airports should establish both the tools and processes to capture internal data on an ongoing basis. done correctly, the added cost of this data collection is minimal, especially if automated by leveraging existing systems and processes. an internal “dashboard” will provide management the means to assess the performance of the airport and its customers. Capturing airport-specific information such as taxi dispatches and passengers, fuel sales and parking revenues will provide a “snapshot” of passenger traffic, airline schedules and other operational activity in near-real time. Financial data should be readily available. Tracking receivables and payment delinquencies allows airports to evaluate on an individual customer basis and in the context of the economy whether adverse trends represent a potential hazard. increasing delinquency may indicate pending financial difficulty for airlines and vendors.
in addition to ongoing tracking, airports should complete an annual assessment of their performance vis-à-vis internal goals and peers. This benchmarking exercise ensures that adjustments made throughout the year have achieved the desired results. it also allows the airport to make major decisions regarding adjustments to strategic direction. Faa’s Compliance activity Tracking system (CaTs) is available electronically and provides standardized financial data across all domestic commercial airports. These data can be manipulated into graphical peer comparisons, although data availability is dependent upon the timing of individual airport reporting. identifying the ideal performance measures for each airport is a customized process, as no two airports operate the same. The value of data collected, however, is limited to the analysis undertaken and the extent to which results are incorporated into decision-making. The best performance measurement systems are supported by a process that ensures timely and comprehensive data collection across various levels. historical reviews are useful for strategic adjustments, but such a snapshot approach alone does not afford managers the flexibility needed to keep pace with the rapid changes in the aviation industry. A Jim Gregoire is a senior consultant with Infrastructure Management Group (IMG), which provides management consulting and financial advisory services to airports and other infrastructure owners and operators.
Figure 1: 12- Month Percentage Change Air transportation Producer Price Index 1984-2008
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airportspotlight
Peoria
International Airport
P
eoria (Ill.) International Airport has launched a $100 million capital improvement program (CIP) anchored by a new 11-gate terminal designed to accommodate passenger traffic increases for more than a decade. Other elements of the CIP are runway/taxiway improvements; runway/taxiway edge light improvements; a new perimeter road; a new perimeter fence; a new snow removal equipment storage facility; and a $5 million rental car service center. Ken Spirito, A.A.E., director of airports for the Metropolitan Airport Authority of Peoria (MAAP) — which operates the international airport and nearby Mt. Hawley Airport, a GA facility — explained that the construction program was assembled within two years, including funding and design. “We’ve been blessed that FAA has worked with us, along with our state and congressional delegation,” he said. Groundbreaking for the new 125,000-square-foot, $65 million terminal was held Oct. 10. Scheduled for completion in 2010, the new terminal is slightly smaller than the existing eight-gate facility but will have more usable space, along with preferential-use gates. Initially, MAAP considered renovating the existing terminal, which dates to the 1950s, but discovered after a cost/benefit analysis that building a new terminal would be the better option. “Smaller airports have to be especially cost-conscious,” Spirito said. “So we have to be careful that what we design won’t cost too much.” With this goal in mind, Spirito reviewed the type of baggage screening systems being installed at other airports. “Our goal is to have the ability to provide the benefits of automated baggage screening behind the scenes without having to absorb the maintenance costs of an extensive conveyor system,” he explained. “Each airline will have automated technology and the benefits of a conveyor system. However, we have designed the system to be independent rather than providing a consolidated sorting area. Doing that allows for lower costs and less dependency on the mechanics of a conveyor system.” The new terminal will allow the airport the ability to expand concessions options for passengers, Spirito said. The same vendors will operate the concessions, but service now will be available both pre- and post-security. While technically not a reliever airport, Peoria International accommodates overflow traffic from Chicago’s O’Hare International. “We are expanding for the future, and with our mix of diversions (from O’Hare) and charters, we need more room,” stated Spirito.
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Fast Facts: Peoria International Runway 13/31 is 10,104 feet long Runway 4/22 is 8,003 feet long Airport size: More than 3,600 acres inside the fence Service: Five airlines to nine destinations 2008 total passengers estimated to be 600,000 U.S. port of entry with Customs personnel
Mt. Hawley Airport One runway, 3,600 feet long and 60 feet wide 180 acres inside the fence More than $8 million will be invested over the next three years to extend the runway to 4,200 feet long and 75 feet in width; add a parallel taxiway; purchase land; and build new ramp areas for additional hangars.
in addition to scheduled service, peoria international accommodates 100 based Ga aircraft and houses the aviation department of Caterpillar inc., which has its world headquarters in peoria. along with instituting the Cip, maap has renamed peoria international as General Wayne a. downing peoria international airport in honor of the peoria native who served as u.s. national director for Combating Terrorism, among other top-level posts. The new terminal will contain exhibits that highlight Gen. downing’s career. other exhibits will explain the many aspects of the Central illinois economy. The airport also has adopted a new logo. A At airport magazine presstime, Spirito had accepted the position of executive director of Newport News/Williamsburg (Va.) International.
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t
REtAIL BRIEFS
he opening of the new indianapolis international airport in november 2008 brought with it an indy-style shopping and dining experience that showcases some of the city’s top restaurants, arts and cultural institutions, and sports organizations, as well as familiar national brands. indianapolis airport authority (iaa) Board president randall Tobias said the new 1.2 million-square-foot terminal, with two 20-gate concourses, gave the airport authority a rare opportunity to be creative and still meet the everyday needs of air travelers. “We decided to negotiate individually for each concession concept and tenant rather than turn the entire operation over to one airport concession company. We believe our customers will enjoy the results,” Tobias explained. some of the new airport’s restaurants, news and gift stores, specialty shops and other service providers have individual contracts with iaa. others partnered with major airport concession operators, including areas, hds retail, hms host, paradies and ssp america. The dining and shopping center of the airport, Civic plaza, is located pre-security and offers 25,000 square feet of restaurants and specialty retailers. each of the two concourses has 15,000 square feet of retail space. among the 40 national brands in the new airport’s concessions program are Brooks Brothers, harley-davidson and Cold stone Creamery. “When we began planning the types of shops and restaurants needed at the airport, we felt it was important that the true feel and flavor of indiana be evident,” Tobias said. “We also wanted to be sure the selections would satisfy the needs, tastes and lifestyle preferences of contemporary business and leisure travelers.” The result is a hometown line-up featuring the first-ever indianapolis 500 Grill, a sit-down restaurant with an apparel and collectible store and museum; Cultural Crossroads, a collaboration by local museums; and harry & izzy’s restaurant. among the other local and state brands that operate out of the new terminal are shapiro’s delicatessen; king david dogs, home of the “Build your own” hot dog; and south Bend Chocolate Company.
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despite the current downturn in the economy, airport officials expect the concessions program to do well. “The traveling public has responded very positively,” said Jeremiah Wise, iaa director of new airport business development. “We are confident we can provide the high levels of products and service that our customers expect. The first week of sales exceeded our expectations, and we believe indianapolis international airport will be able to meet our goal of being one of the top-performing u.s. airport concession programs. Because we are an o&d market, we don’t expect the same magnitude of lost passengers that larger hubs have seen. Through september, our enplaned passenger numbers are approximately the same as for 2007.”
Delaware North Companies travel Hospitality Services has opened its first Coffee Bean & Tea Leaf concept at Ontario international Airport. The Coffee Bean & Tea Leaf is based out of Los Angeles and is the oldest and largest privately held chain of specialty coffee and tea stores in the U.S., the company said. The opening of The Coffee Bean & Tea Leaf coincides with Delaware North’s opening of its second T.g.i. Friday’s location, a casual fare dining option. These concepts are the final steps in Delaware North’s efforts to renovate nearly 80 percent of its current operating space at the Ontario airport. The company previously opened Schlotzsky’s Deli and El Paseo Bar & grill….Denver International Airport now offers new restaurants, shops and services. During November and December, the airport expanded its selection of 148 concessions with an array of new offerings on Concourses B and C. The latest additions are part of the airport’s long-term strategy to optimize the airport experience for passengers, visitors and employees. New offerings include A Massage, inc.; cosmetic store Bella; Brookstone; Caribou Coffee; Jamba Juice; Johnston & Murphy men’s store; kazoo & Company Toy Store; Mile high harley-Davidson; and Tamales by La Casita. A
AirportMAgAzine.net | deCember/january 2009
insideaaae
On-Site Training Will James, C.M.
A
Photo by William Krumelman
AAE’s Training Department has been creating on-site training for airports since 1999 on a variety of topics, each customized to cover an airport’s individual needs. Having AAAE design and implement a training session on-site offers real financial savings. With an on-site session, there are no travel or lodging costs for employees, and classes can be scheduled when employees are available. “The options AAAE provides are not only of the highest quality in nature but also are the most costeffective ways to train our employees,” said Renita Kirkland, senior human resources development analyst at Hartsfield-Jackson Atlanta International. AAAE, which has worked with HartsfieldJackson since creating its on-site training program, has trained more than 1,000 employees at the airport on aviation security for law enforcement officers, airport law and airport finance, as well as other topics. The training department has helped to educate employees at airports of all sizes. AAAE recently won a five-year contract with the Port Authority of New York and New Jersey to provide on-site classroom and customized video training to all of the port authority’s airports. While AAAE has a history of working with airports like Hartsfield-Jackson and New York’s Kennedy International, on-site classes are not just for large organizations. The training department has worked with smaller airports and also has been able to teach several airports at once from the same region, each sharing in the cost, thus making the session more affordable and still relevant. “The AAAE Training Department is experienced at providing customized on-site training programs for airports worldwide,” said Will James, C.M., AAAE’s senior vice president, business development and training. “Airports tell us repeatedly of the value and quality of our product. We plan to expand our subject offerings in the future.” To cover as many topics as possible, the training department has a network of college professors, former FAA and TSA officials and aviation professionals who instruct classes on dozens of topics that include lighting maintenance, aviation security for law enforcement officers and emergency response. Each teacher is vetted to ensure that he or she is not only an expert in the field but also is a talented teacher.
The curriculum for each on-site is created by AAAE in close cooperation with the airport, which decides what information needs to be taught and how in-depth the session should be. Sessions range from a two-hour refresher to a multi-day comprehensive course with an exam. “AAAE has proven that it is an expert in all disciplines of airport/aviation management,” said Kirkland. “As a result, we continuously receive positive internal feedback about its services. Hartfield-Jackson’s employees leave each AAAE course with renewed motivation and an enhanced knowledge base that adds value to how daily responsibilities are performed.” No two classes are alike and the training department uses a variety of techniques to help participants learn and understand the information. From lecture style classes to role playing and interactive discussions, the training department ensures that classes are motivational and informative. A
AirportMagazine.net | december/january 2009
55
B
P
assengers by airport Traffic for september 2008
Airport Bishop International (Mich.)
Charlotte (N.C.) Douglas International Colorado Springs Airport
Dayton (Ohio) International
Fort Lauderdale/Hollywood (Fla.) Int’l
General Mitchell International (Wis.)
Gerald R. Ford International (Mich.)
2008
2007
33,886
40,299
43,026
41,900
77,288
90,710
119,350
115,475
1,065,023
1,238,217
555,234
Houston-Bush Intercontinental
Huntsville (Ala.) International
-15.6%
95,810
2,355,912
Norman Y. Mineta San Jose
741,741
Orlando International
2,094,626
1,412,132
- 13.2%
-25.8%
832,073
-10.9%
-12.8%
387,554
1,597,970
1,391,182
-5.1%
295,496
-8.8%
1,438,311
- 3.3%
San Diego International
1,340,757
1,476,889
Seattle-Tacoma International
2,667,645
2,654,913
Tampa International
1,100,733
-9.2%
1,250,880
Domestic and International Fares Airlines Reporting Corporation
-17% -11.6%
1,210,647
269,527
-2.9%
2,402,775
-4.2%
2,426,118
1,149,412
Ronald Reagan Washington National
321,695
-2.1%
100,043 526,476
Richmond (Va.) International
3.4% -14%
53,980 903,252
Portland (Ore.) International
156,257
390,812
+2.7%
52,858 783,872
Phoenix Sky Harbor International
-14.8%
131,938
-7%
Palm Beach (Fla.) International
-15.9%
-19.2%
Louis Armstrong New Orleans Int’l
597,102
Kansas City (Mo.) International Miami International
% Change
3,178,835
2,567,249
Harrisburg (Pa.) International
+0.5%
07 Domestic Fares 07 International Fares
-12%
uildout
Parsons-Odebrecht, a joint venture, was awarded a contract to build a $259 million, 1.27-mile automated peoplemover system to run between Miami International and the Miami Intermodal Center, an off-airport multimodal transportation center that includes transfers to regional rail, bus and rental car services. The contract includes design, engineering, system construction and delivery of eight people-mover vehicles. When complete, the system will have two station stops and will connect the airport terminal with the intermodal center. Michael Baker Jr., Inc. has been selected by the Philadelphia Division of Aviation for a three-year, $1 million contract to provide project management and construction management services at Philadelphia International and Northeast Philadelphia airports. The company will work with the airports on runway and taxiway improvements. Wisconsin Gov. Jim Doyle has approved a $6.7-million project to complete runway safety area improvements at Milwaukee County’s General Mitchell International Milwaukee County is contributing $833,334, and FAA is providing $5 million. The project will include engineering and other tasks in preparation for construction of runway safety area improvements required in order to comply with FAA design standards.
08 Domestic Fares 08 International Fares
40 35 left
Dollars in Billions
nal
Airportbillboard
Grey- Domestic Black-International
30 25 20 15 10 5 0
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Massachusetts Port Authority has awarded a $30 million contract to Parsons Brinckerhoff Americas to design and manage construction of Boston Logan International Airport’s parking complex. The five-level parking facility is scheduled to be completed by 2012 and is intended to consolidate the airport’s eight rental companies at one location. The garage will include 3,800 parking spots for rental cars and 1,900 commercial parking spots. The company designed and supervised the expansion of Logan’s central garage in 2004 that was completed under budget and ahead of schedule. A
Jan.
Feb.
Mar.
Apr.
May
June July
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AirportMagazine.net | december/january 2009
Sept
Oct.
Nov.
Dec.
planesight
photo contest winners
Photo by Angie K. Chestnut Southwest Florida Regional Airport AirportMagazine.net | december/january 2009
57
planesight Airport Magazine is pleased to announce the winners of the first Plane Sight photo contest. We received a number of competitive submissions and greatly appreciate the interest of the airport community in sharing this artwork with our readers. We now invite submissions for 2009. Photos must be of aviation-related subjects, and entrants in the contest must own the copyright of the image they submit. Images should be submitted to www.airportmagazine@gmail.com as a JPEG. Images should be 8.5� by 11� and be 300 dpi or greater. Images not meeting these requirements may be disqualified. Up to five entries per person are permitted.
Photo by Ann Ludders Anchorage International Airport
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AirportMagazine.net | december/january 2009
Photo by Curt Vainio Washington Dulles International Airport
Photo by Kim Ellis Ontario International Airport AirportMagazine.net | december/january 2009
59
planesight Photo by Pete Lubbers Denver International Airport
Photo by Angie Chestnut Southwest Florida International Airport
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AirportMagazine.net | december/january 2009
Photo by Steve Settle Washington Dulles International Airport
AirportMagazine.net | december/january 2009
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Advertiser’sindex
ADVERtISER
WEBSItE
PAGE
Airport Seating Alliance
www.airportseatingalliance.com
12
Ampco System Parking
www.abm.com
Special Section 8
Bernard Dunkelberg & Company
www.bd-c.com
Special Section 8
Burns & McDonnell
www.burnsmcd.aero
Back Cover
BWR
www.bwrcorp.com
Special Section 7
CDM
www.cdm.com
3
Delaware North Companies travel Hospitality Services
www.delawarenorth.com
Special Section 6
Delta Airport Consultants
www.deltaairport.com
18
ESA Airports
www.esassoc.com/airports
40
GMR & Associates, Inc.
www.gmrinc.com
Special Section 8
HNtB
www.hntb.com
21
Hudson Group
www.hudsongroup.com
Inside Front Cover
Jacobs
www.jacobs.com
5
Kimley-Horn and Associates, Inc.
www.kimley-horn.com
50
Michael Baker Corporation
www.mbakercorp.com
43
O.R. Colan Associates
www.orcolan.com
50
PBS&J
www.pbsj.com
19
Pro-tec Fire Services, Ltd.
www.protecfire.com
Special Section 8
Ricondo & Associates, Inc.
www.ricondo.com
24
RS&H
www.rsandh.com
13
Stantec
www.stantec.com
27
transportation Consulting & Management
www.tcandm.com
18
URS
www.thenewurs.com
Insert
Walter P Moore
www.walterpmoore.com
6
• FAA-required trAining Content • PArt 139 trAining
(ops/maintenance, ARFF and more), security training, general airport familiarization and more
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including weekly news show, conference clips, and special features
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www.antndigicast.com For more information, call (703) 824-0500 Ext. 137 – Joan Lowden joan.lowden@aaae.org
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T R A I N E D
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C O U N T I N G
Reduces Training Costs • Available 24/7 • Tracks Training Records AIP/PFC Eligible • Delivers Consistent Message 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 1 million training courses have been completed at 82 airports. 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 IET team today, and realize the benefits of this patented training tool by contacting: Will James – (703) 824-0500, Ext. 149 Jim Johnson – (813) 792-1711 www.aaae.org
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