Airport Magazine FebMar 09

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2009 Airport Economic Outlook Passenger/Cargo Forecast Branson Enters Final Design Phase Naples Municipal’s 65th Anniversary

February/March 2009

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Volume 21/ Number 1 | February/March 2009

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e d i t o r i a l a d v i s o r y B OARD A i r p o r t M e mb e r s William G. Barkhauer, Morristown, New Jersey Timothy L. Campbell, Baltimore, Maryland Jim Johnson, Odessa, Florida James L. Morasch, Pasco, Washington Timothy K. O’Donnell, Fort Wayne, Indiana Robert Olislagers, Englewood, Colorado Torrance Richardson, Fort Wayne, Indiana Elaine Roberts, Columbus, Ohio

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C o r p o r a t e M e mb e r s Bill Hogan, Reynolds, Smith + Hills STACY HOLLOWELL, Siemens One, Inc. Brian Lacey, Delaware North Companies Steve Pelham, Reveal Imaging Technologies Randy Pope, Burns & McDonnell Laura Samuels, Hudson Group

AAAE B OARD O F DIRE C TORS Chair Jim P. Elwood, Aspen, Colorado

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First Vice Chair John K. Duval, Beverly, Massachusetts Second Vice Chair James E. Bennett, Washington, D.C.

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Secretary/Treasurer Kelly L. Johnson, Bentonville, Arkansas F IRST P a s t C h a i r

Features:

Departments:

Krys T. Bart, Reno, Nevada second Past Chair Elaine Roberts, Columbus, Ohio

Airside Infrastructure

Editor’s Corner

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Projects | 10

Upfront

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JEFF L. BILYEU, Angleton, Texas

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THOMAS H. BINFORD, Billings, Montana

Airports list the “shovel-ready” projects that could be funded with the stimulus bill

MarketScan

FoodBeverageRetail: Philadelphia 29

Board of DirectorS DANETTE M. BEWLEY, Reno, Nevada

LEW S. BLEIWEIS, Fletcher, North Carolina GARY A. CYR, SR., Springfield, Missouri BENJAMIN R. DECOSTA, Atlanta, Georgia

Retail Briefs

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General Aviation

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LINDA G. FRANKL, Columbus, Ohio

Airport Magazine Editorial Advisory Board Outlook

Executive View

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MICHAEL A. GOBB, Lexington, Kentucky

LessonsLearned

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for 2009 | 16

AirporTech

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Finance

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JEFFREY A. MULDER, Tulsa, Oklahoma

Advertiser’s Index

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THOMAS M. RAFTER, Hammonton, New Jersey

Airport directors, companies share their forecasts

ROD A. DINGER, Redding, California

GARY L. JOHNSON, Stillwater, Oklahoma ALEX M. KASHANI, Washington, D.C. MARK D. KRANENBURG, Oklahoma City, Oklahoma SCOTT C. MALTA, Atwater, California ROBERT P. OLISLAGERS, Englewood, Colorado WAYNE E. SHANK, Norfolk, Virginia

Predicting the Unpredictable | 30

2009 passenger/cargo outlook

Branson Airport: The Final Design and Construction Phase | 38

Third in a series of special reports

The Future of Airport Kiosks | 44

The ability to rebook passengers is a driving force behind the kiosk improvements

Special Section Naples Municipal Airport | 21

Coming In Airport Magazine: April/May 2009: Winter Operations Regional Airlines Signage FIDS June/July 2009: Concessions Security Passenger Screening Access Control Behavioral Watch AMAC

DAVID R. ULANE, Aspen, Colorado Chapter Presidents TOMMY W. BIBB, Nashville, Tennessee 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 P o l i c y R e v i e w C o mm i t t e e BONNIE A. ALLIN, Tucson, Arizona WILLIAM G. BARKHAUER, Morristown, New Jersey 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 MARK GALE, Philadelphia, Pennsylvania SEAN C. HUNTER, New Orleans, Louisiana JAMES A. KOSLOSKY, Grand Rapids, Michigan LYNN F. KUSY, Mesa, Arizona JAMES L. MORASCH, Pasco, Washington

Cover Design: Daryl Humphrey

ERIN M. O’DONNELL, Chicago, Illinois BRADLEY D. PENROD, Pittsburgh, Pennsylvania MAUREEN S. RILEY, Salt Lake City, Utah RICKY D. SMITH, Cleveland, Ohio SUSAN M. STEVENS, Charleston, South Carolina

President Charles M. Barclay, Alexandria, Virginia

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Operations & Maintenance

editor’scorner M

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s this issue of Airport Magazine went to press, Congress had completed work on the economic stimulus plan, which includes added AIP funds for airport infrastructure projects, among other provisions.

“Shovel-ready” construction projects are targeted by the legislation, and, in that light, we feature in our lead story in this issue (page 10) a sampling of the great number of pending airport airside projects that could benefit from added AIP funds.

This list is truly only a sampling and could include many more examples of ready-to-go airside construction programs, as well as landside projects.

We’ve also included a primer (page 12) on the impact of the Alternative Minimum Tax, or AMT, and why this is such an issue for airports today.

Airport Magazine’s Editorial Advisory Board has contributed a 2009 business outlook for this issue. We are pleased to share the expertise of these industry veterans as they offer their plans for the year.

Other features in this issue review the passenger/cargo outlook for 2009 and continue our series on the construction of Branson (Mo.) Airport. And there’s lots more: a finance column, the latest in GA news, a case study on incident management in our LessonsLearned column, and a reflective piece from industry veteran Gerald FitzGerald, A.A.E., on career transitions.

For your calendar: registration just opened for AAAE’s 81st Annual Conference and Exposition, set for June 14-17 in Philadelphia. This is the premier event of the airport industry’s calendar each year, but this year it will be an even higher profile conference. Airport and airline executives will provide their assessment of the impact of the recession and their plans for managing their businesses during this downturn.

Advertisers for this issue are: ASSA Lock, Burns & McDonnell, Delta Airport Consultants, Division Systems, DME Corp., Jacobs, Kimley-Horn, Michael Baker Corp., NATCA, Northeast ChapterAAAE, Off the Wall Products, Oshkosh, Ricondo, RS&H and Zodiac-ESCO. We appreciate the support of these companies, which help to make our magazine possible. Please support them as well.

Sincerely,

Barbara Cook

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Editor

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 Art Director

daryl humphrey Graphic Designer

JOACIR SOTO

contributors

Jeff Price

STA F F PHOTOGRAPHER 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 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 $12.

Copyright 2009 by AAAE. All rights reserved.

Statements of fact and opinion are the responsibility of the authors and do not necessarily reflect the views of AAAE or any of its members or officers.

POSTMASTER Send address changes to: Airport Magazine 601 Madison Street, Suite 400 Alexandria, VA 22314

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AirportMagazine.net | february/march 2009

upfront

bill krumpelman

The connector will allow the 1.2 million travelers who transfer from domestic flights to international flights to walk directly to their new gates without having to exit from security in Terminal 3 and then re-enter through security in the International Terminal. This will eliminate more than 60 bus trips a week and more than 30 tons of greenhouse gas emissions, officials said.

The 400-foot-long connector was the airport’s first design-build project and was completed ahead of schedule and $500,000 under the $16.5 million budget.

Approximately 3,000 passengers a day will use the new passageway.

AAAE Chair Jim Elwood, A.A.E., testified Feb. 11 on FAA reauthorization before the House aviation subcommittee.

San Francisco Opens Terminal Connector

san francisco international airport

San Francisco International on Jan. 27 formally opened the airport’s new secure connector passageway between Domestic Terminal 3 and the International Terminal’s Boarding Area G.

Metrorail Project Will Benefit Dulles DOT has cleared plans to extend the Washington, D.C., Metrorail system to Washington Dulles International and into Loudoun County in Northern Virginia.

Virginia Gov. Tim Kaine issued a statement praising DOT’s decision and saying that the concerted effort to win approval of the $5.2 billion project “can serve as a model for future complex projects on how federal, state, local and private partners can work together to address the needs of our citizens.”

The project will be managed for Virginia by the Metropolitan Washington Airports Authority.

PANY&NJ Launches Stewart Online Map San Francisco’s new terminal connector.

The Port Authority of New York and New Jersey (PANY&NJ) has launched an interactive map for Stewart International, providing travelers

with an online platform to navigate the entire airport.

The map also features a comprehensive series of links to regional attractions such as wineries, inns, hotels, antique dealers, shopping malls, arts organizations, golf courses and historic sites.

According to PANY&NJ Chairman Anthony Coscia, “This useful tool is another way we’re trying to make Stewart into a strong regional airport and builds on our ongoing commitment to make all the agency’s facilities as customer friendly as possible.”

Seattle To Provide Pre-Conditioned Air The Port of Seattle Commission has approved a $33 million project to

AAAE’s Transportation Security Clearinghouse processed more than 11,000 new/updated aviation 8

AirportMagazine.net | february/march 2009

provided by the airport at each gate.

This allows planes to shut down their auxiliary power units, which emit carbon dioxide gases and cost the airlines fuel to run. The cooled or heated air would be piped into the aircraft from a central utility plant at the airport.

The project design is scheduled to be completed by January 2010.

Construction is expected to begin in July 2010, and the project is slated to be finished in December 2012.

“This investment lowers airline costs and reduces the airport’s environmental footprint,” said Port of Seattle Commission President Bill Bryant. “It is a win-win for all of us.”

Washington Dulles International is on target to be linked to the popular Metrorail subway system.

A typical Metrorail station is shown here.

TSC Enhances Customer Service

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Oshkosh Airport Products recently introduced the new Stinger Q4 rapid intervention vehicle (RIV). Co-developed

by Oshkosh and sister company Pierce Manufacturing, the Stinger RIV features Pulse Delivery and QuadAgent systems to meet rapid intervention vehicle requirements.

The Stinger Q4 meets Class I and II product index ratings and is smaller in size, giving it greater maneuverability, the company said.

provide pre-conditioned air to planes parked at the gates at Seattle-Tacoma International.

Once installed, the project is expected to reduce emissions by more than 69,000 metric tons per year and save airlines nearly $400,000 in the first year, according

to an announcement from the airport.

The carbon dioxide savings are equal to 2 percent of the yearly emissions from aircraft at the airport or the equivalent of taking 13,000 cars off the road.

The project will allow aircraft to hook up to pre-conditioned air

AAAE’s Transportation Security Clearinghouse (TSC) successfully has implemented a series of changes designed to help customers comply with recently introduced TSA background check requirements.

The new TSA requirements, which expand background checks and refine certain best practices, were put in place earlier this month.

TSC, seeking to give its airport and airline customers as many options as possible for complying with the new directives, created a new data template based on TSA’s requirements. TSC also expanded the methods available for customers to upload background check data.

The TSC “was created to give airports and industry an innovative yet simple way to comply with new background check directives put in place shortly after 9/11,” said AAAE President Charles Barclay. “As requirements evolve, we work closely

up front

continued on page 46

records in one month after TSA instituted new aviation worker security requirements in December 2008.

AirportMagazine.net | february/march 2009

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AAAE recommended that Congress include billions of dollars in extra AIP funds in the economic stimulus package.

Infrastructure

Compiled from staff reports

President Obama on Feb. 17 signed a massive economic stimulus package that included tax cuts and billions of dollars for ready-to-go infrastructure projects.

The President’s call for “shovel-ready” projects to be the focus of infrastructure improvements paid for by the economic stimulus bill can be satisfied in part by the list of AIP-eligible safety, security and capacity upgrades pending in the airport community.

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AirportMagazine.net | february/march 2009

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infrastructure

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he stimulus package included a number of airport-related provisions, including $1.1 billion for airport infrastructure projects and $1 billion for the purchase and installation of explosives detection systems (EDS) and checkpoint explosives detection equipment.

The bill also will eliminate the Alternative Minimum Tax (AMT) penalty on private activity bonds that airports issue in the next two years.

(See side story on the AMT penalty.)

The stimulus package represents a huge victory for airports. For months, AAAE and airports around the country had urged Congress and the administration to adopt provisions that could help airports and simultaneously stimulate the economy. Following several meetings with the Obama transition team in the fall, AAAE sent a letter to key members of Congress in December 2008 outlining a series of actions members should take as part of economic stimulus legislation to expedite airport construction projects, including changes to the tax treatment of airport private activity bonds and additional federal funding for airport infrastructure.

AAAE recommended that Congress include billions of dollars in extra AIP funds in the economic stimulus package. The association also called on lawmakers to eliminate the local match requirement and to give airports more flexibility on how they can use those additional funds. The final legislation eliminated the local match requirement. In addition, AAAE urged Congress to increase funding for the installation of inline EDS systems and to eliminate the AMT penalty on airport private activity bonds.

When the 111th Congress convened in January 2009, AAAE

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AirportMagazine.net | february/march 2009

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he economic stimulus package that President Obama signed into law Feb. 17 includes welcome relief for airports that use private activity bonds to finance their infrastructure projects.

The final version of the legislation eliminated the Alternative Minimum Tax (AMT) on private activity bonds that airports issue in 2009 and 2010. The measure also will allow airports and others to current refund bonds issued in the past five years that are callable in 2009 and 2010. The proposal is estimated to cost $555 million over the next 10 years.

AAAE had been urging Congress to eliminate the AMT penalty on airport private activity bonds, to allow airports to current refund their existing debt and to make those changes permanent. The association argued that these changes would permit airports to advance critical infrastructure projects that would improve safety, security and capacity, while stimulating the nation’s economy by creating much-needed jobs.

Although airports rely on multiple sources of revenue to pay for capital development projects, the largest source of funds comes from the sale of airport revenue bonds. In 2007, airports used more than $5 billion in new money bonds to finance capital development projects.

Federal tax law classifies a vast majority of airport bonds as private activity even though airports use the bonds to finance runways, taxiways and other critical facilities that benefit the public.

Since private activity bonds are subject to the AMT, airport bond issuers are charged higher interest rates on their borrowing. Subjecting airport private activity bonds to AMT usually adds an interest rate premium of 10 to 30 basis points (0.10 percent to 0.30 percent) on long-term borrowing. The demand for AMT bonds decreased so dramatically that airports were being penalized 150 basis points (1.5 percent) or more when the bonds could be sold. This adds millions of dollars to the cost of airport projects and diverts money away from other infrastructure projects that could help to create jobs.

However, the financial crisis is making it difficult for airports even to sell private activity bonds. Virtually no long-term airport AMT bonds have been sold in the past few months, and airports are being forced to either postpone projects or find other sources of financing, even if doing so increases the unpredictability and overall cost of the project.

For example, the Metropolitan Washington Airports Authority (MWAA) recently deferred $250 million in private activity bonds due to the collapse of the bond market. MWAA usually issues approximately $500 million in private activity bonds per year. Elimination of the AMT penalty would save MWAA approximately $125 million over the 30-year life of the bonds issued in any single year. A

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infrastructure

President Charles Barclay applauded lawmakers’ immediate efforts to expedite the construction of critical airport safety, security and capacity projects as part of the stimulus legislation. He also noted that federal funding and policy changes affecting the tax treatment of airport private activity bonds would improve greatly the nation’s air transportation system while creating numerous construction jobs.

“Airport executives are encouraged that Congress is on track to approve economic stimulus legislation that provides billions of dollars in additional funding to airports for key security, safety and capacity projects,” Barclay said in early January. “Direct federal funding, along with the elimination of the negative tax treatment of airport private activity bonds, will ensure that construction begins quickly on hundreds of thoroughly vetted, highly beneficial airport construction projects across the country.

“Airports across the country are prepared to move forward quickly with billions of dollars in important airport construction projects, if Congress and the new administration can adopt proposals to free additional capital to airports through the elimination of the AMT penalty on airport bonds and provide additional federal funding,” Barclay stated.

Survey Says

In a survey conducted by Airport Magazine’s sister publication Airport Report Express, airport directors nationwide provided information on pending projects, many of which

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concern runway/taxiway safety enhancements.

Larry Cox, A.A.E., president and CEO of the Memphis-Shelby County Airport Authority (MCAA), stated that reconstruction of Memphis International’s Runway 9/27 heads the MCAA list of needed airside improvements. The total cost of the three-year project, including reconstruction of associated

taxiways, is $122 million. Launch of the project depends on AIP funding, either from stimulus funds or regular AIP funding, he explained.

For the Wayne County Airport Authority (WCAA), the list of needed airside improvements is extensive and includes projects for Detroit Metro and Willow Run airports. For Detroit Metro, ready-togo work includes reconstruction of Runway 9L/27R and reconstruction

AirportMagazine.net | february/march 2009

of five taxiways. Another taxiway is scheduled to be extended.

At WCAA’s Willow Run Airport, the design for reconstruction of Runway 5R/23L is high on the list of necessary improvements, along with an environmental assessment for the extension of Runway 9L/27R, design and construction of an ARFF and snow removal equipment building and replacement of wildlife fencing.

John Martin, director of San Francisco International, related that he has plans ready to go for overlay and reconstruction of runway 28R/10L at a cost of $18.5 million; the next phase of reconstruction of Taxiways A and B at a cost of $6 million; and reconstruction of boarding area F for a cost of $5 million.

Krys Bart, A.A.E., president/CEO of the Reno-Tahoe Airport Authority, reported that, in addition to projects anticipated to be funded with the normal AIP grants, the authority has six additional projects at Reno-Tahoe International and Reno-Stead airports “that are ready to go and could be initiated within a three- to six-month period.” These include installation of an Instrument Landing System at a cost of $2.3 million, construction of runway safety area improvements at a cost of $5.6 million and design of a new airfield maintenance snow removal equipment building at a cost of $800,000.

“We are prepared to go forward with a complete resurfacing of our primary runway, Runway 14/32,” stated Art Morris, director of Alabama’s Dothan Regional Airport.

Glenn Januska, A.A.E., manager of Wyoming’s Casper/Natrona County

International, said he is prepared with a mill and fill project on Taxiway A. “We bid it out and awarded a part of the project in 2007, so it would be easy to re-package, bid, and get it under contract and construction in the spring,” he explained.

Two major projects are ready to go at TriCities Airport in Pasco, Wash.: phase three of the terminal apron project ($6 million) and reconstruction of Runway 21R/3L ($4.2 million), according to Director Jim Morasch, A.A.E. “We have a $6.4 million runway rehabilitation project that is scheduled for fiscal year 2010,” said Mike Shahan, C.M., director of North Texas Regional Airport.

“The project is ready to go, and I have the 5 percent matching funds in this year’s budget.”

From Arizona, Dennis Wiss, A.A.E., director of Show Low Regional Airport, reported that he would have “ready to go in very short order” runway safety improvements, a ramp expansion and parking lot expansion.

In early February, Democratic leaders on the House Transportation and Infrastructure Committee introduced a four-year FAA reauthorization bill that would raise the PFC cap to $7 and increase AIP funding by $100 million per year.

A Sustainable Approach...

Boost PFCs

The list of airports and their pending airside projects goes on and on. In addition to the need for runway/taxiways reconstruction funds, directors voiced support for an increase in the PFC ceiling.

Cris Jensen, A.A.E., director of Missoula (Mont.) International, stated, “We are hoping that we might be able to use some economic stimulus money to install infrastructure for a new air traffic control tower. We also are hoping for an increase in the PFC level, which will allow us to move forward with a couple of projects that are designed and sitting on the shelf.”

Editor’s Note: In early February, Democratic leaders on the House Transportation and Infrastructure Committee introduced a four-year FAA reauthorization bill that would raise the PFC cap to $7 and increase AIP funding by $100 million per year. While not an increase to $7.50 with indexing for construction inflation as AAAE has advocated, the measure represents a significant step forward on a top airport priority. According to FAA, raising the PFC cap to $7 would generate approximately $1.3 billion per year.

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Preparing for 2009: The Airport Magazine Editorial Advisory Board Outlook Airport Magazine’s Editorial Advisory Board, made up of airport officials plus representatives of companies that serve the industry, offers the following outlook on the economy for 2009 as it affects their businesses. Airport Magazine appreciates the time and interest demonstrated by members of our editorial board who have provided predictions from their special vantage points. Some comments have been edited for space reasons.

Tim Campbell, A.A.E.

Bill Barkhauer, A.A.E.

Bill Barkhauer, A.A.E., director, Morristown (N.J.) Municipal Airport: At MMU, our business in 2008 held up very well across the board through the end of last summer.

However, there was a fairly steep decline in landing fees and fuel sales that began almost immediately after Labor Day and continued through the end of the year.

For 2009, we expect the first half of the year will show a decline from the same period in 2008. We are cautiously optimistic that the second half will begin to show improvement, as the recession hopefully begins to wind down and the expected federal government stimulus programs begin to have an impact on the economy as a whole. If fuel prices continue to stay at their current (relatively) moderate levels, that also will be a positive factor on the revenue side. While I expect that MMU will get through 2009 in decent, if not robust, shape, I think that a full recovery to prerecession levels of revenues and profits will likely not occur until at least 2011.

Tim Campbell, A.A.E., executive director, Baltimore-Washington International Thurgood Marshall Airport: It isn’t difficult to predict that 2009 will be financially difficult for the aviation industry. Airports already have taken action to mitigate the downturn in passenger activity by deferring capital projects, reducing operating costs and searching for increased non-airline revenues. The challenge for airport directors is to see the opening doors of opportunity. At BWI, we are taking steps to make our organization more efficient by consolidating functions, refocusing on our core mission, and implementing aggressive cost management processes that will be sustainable beyond the current downturn.

“The outlook for 2009 can be summed up with one word — uncertainty!

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Jim Johnson, A.A.E.

Jim Morasch, A.A.E.

Tim O’Donnell, A.A.E.

editorial board outlook

Jim Johnson, A.A.E., executive director-airport services, AAAE: The following three suggestions may help us make better judgments about the future: (1) Don’t panic; simply pay attention as each day unfolds. When attendees left AAAE’s annual conference in New Orleans in June, many believed the price of oil was the most critical problem.

As 2008 drew to a close, we hardly mentioned the cost of oil; (2) Listen to the news from multiple sources and thoughtfully compare what is written; (3) Look for simpler solutions to economic problems in which we all can participate. Refuse to believe that any organization, especially government, is too big to fail.

Jim Morasch, A.A.E., director, Tri-Cities Regional Airport (Wash.): It is not easy to forecast for 2009 without reflecting on what has happened just since September. Our lost capacity, down 21 percent from this summer, and increased airfares, up 24 percent for the same period, as well as total service loss to Portland, Ore., have us looking at a much different year in 2009 compared to early 2008. In the past, we have weathered these downturns better than most due to our agricultural business base and its global markets and a strong government base. Our hope for 2009 is that we can gain back some of our lost capacity by working with our airlines, and that lower fuel costs will continue, which will help everyone. Business aviation has remained strong for us, and we believe it will continue to grow in 2009.

Tim O’Donnell, A.A.E., supervisor, Smith Field (Ind.): I expect our organization to go through several changes in 2009 as we prepare for an uncertain economic future. For the past two years, we have been evaluating different ways to diversify our operations and reevaluating our agreements to meet the changing economic conditions. With a new administration, new FAA leadership, fluctuating energy costs, and the absence of a long- term FAA funding bill, it is imperative that we as an industry look at different ways to serve our communities. The outlook on commercial air service, cargo and general aviation is not positive.

AirportMagazine.net | february/march 2009

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Elaine Roberts, A.A.E., president and CEO, Columbus Regional Airport Authority: All indications are that 2009 will be a challenging year for us. We are projecting our 2009 passenger traffic will be down about 5 percent compared to 2008.

Consequently, parking, rental car, concessions and other revenues directly tied to passenger volumes also will be down. We are projecting a decrease of $4.5 million in operating revenues. We have strong liquidity and no need to increase debt in 2009. I am cautiously optimistic about 2009. We have a fairly stable market in Central Ohio with a strong corporate base that has a significant demand for air service.

AirportMagazine.net | february/march 2009

Tory Richardson, A.A.E., executive director, Fort Wayne-Allen County (Ind.) Airport Authority: My economic expectation for the Fort Wayne-Allen County Airport Authority in 2009 is one of caution, concern and optimism. I see the first half of 2009 as very weak in terms of demand — both air travel and cargo. Weak demand coupled with higher costs and uncertain funding is causing us continually to evaluate our business and adapt to our new economic environment. As we continually adapt to tougher times, we find ourselves getting more creative and efficient. This leads to improvements for our business.

Bill Hogan

Tory Richardson, A.A.E.

Robert Olislagers, A.A.E., executive director, Centennial Airport (Colo.): The outlook for 2009 can be summed up with one word — uncertainty! We are making budget assumptions at 10 percent, 20 percent and 30 percent revenue shortfalls and will spend accordingly. In addition, we have identified what we think are the most vulnerable tenants in the short, mid- and long-term, assuming that it will take at least two to three years to climb out of this recession. Finally, we looked at our own house and, although we do not anticipate staff adjustments, we have restructured the way “pay for performance” is handled going forward. Our regional outlook is better than most with ongoing construction commitments, solid occupancy rates and strong industry sectors.

Elaine Roberts, A.A.E.

Robert Olislagers, A.A.E.

editorial board outlook

Bill Hogan, vice president-aviation, RS&H: Everyone in the aviation industry felt the effects of 2008: a struggling national economy, airline capacity reductions, many airports with passenger declines and revenue shortfalls, and AIP in a state of flux. The resulting airport and airline budget difficulties affected the consulting industry.

RS&H emphasized our advertising tag line, “Helping clients achieve their goals,” and helped them navigate successfully through the year, providing us with a successful year as well. The year 2009 brings a much brighter outlook. A new administration promises an economic stimulus package(s) that will create a lot of work for consultants. Other potential improvements include a multi-year AIP, an increase in PFCs, restructuring of the AMT for airport bonds, and a stabilizing of the airlines and passenger traffic levels.

Stacy Hollowell Randy Pope Laura Samuels

Stacy Hollowell, senior marketing manager, Siemens Corp.: There is no doubt that the slowing economy will have an effect on new orders and potentially may delay some projects that are already underway. But Siemens is fortunate to have a very broad portfolio that provides products and services to a wide range of industries and has been preparing for less favorable conditions for some time. Our backlog is strong, and we remain financially strong, which will help counter a potential reduction in new business.

Randy Pope, associate vice president-aviation and facilities, Burns & McDonnell: Our economic expectation for business in 2009 is steady for the first three quarters with some softness by the fourth quarter, if the current economic conditions persist. Airlines have delayed or canceled their capital programs due to the economy. Our commercial airport clients have begun to see the impact of loss of passenger traffic, and, while later to defer projects than the airlines, now also have begun to delay programs. General aviation airport sponsors are concerned about the amount of the match they must provide in order to receive AIP funding for new airfield infrastructure. While not yet canceled, some of our jet fuel storage and distribution facility projects have been under scrutiny by the owner and reflect some softness in the market.

Laura Samuels, vice president-corporate communications, Hudson Group: Despite declining enplanements in U.S. and Canadian airports, Hudson Group expects 2009 sales in our 550-plus retail stores to keep pace with 2008, matching sales of 2007, which was our most successful year ever. In fact, comparable spend per customer in our stores increased by more than 10 percent over 2007. A variety of operational and merchandising improvements — like programs to enhance the experience of our associates and thus reduce turnover, a successful “upselling” initiative, and a remix of merchandise to include more name brand products — combined to achieve this result. These programs are expected to ensure profitability in 2009. A

NATCA: More than just air traffic control.

Distribution and oversight of airport improvement funds; coordination of airport design; annual airport safety inspections; Air Traffic Control Tower siting, construction and modernization; airport NAV/VIS aids; A/G Communication; aircraft certification and other aviation-related services.

NATCA: SUPPORTING OUR NATION’S AIRPORT INFRASTRUCTURE

NATIONAL AIR TRAFFIC CONTROLLERS ASSOCIATION, AFL-CIO

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marketscan

Aviation Solutions

Available Flights| Top 10 U.S. Airports from International Airports March 2008 - February 2009

Total Seat Capacity | Top 10 U.S. Airports from U.S. Airports

Available Flights | Top 10 U.S. Airports from U.S. Airports

March 2008 - February 2009

March 2008 - February 2009

260,000

260,000

240,000

240,000

220,000

220,000

200,000 180,000

200,000

160,000

180,000

140,000

160,000

120,000 100,000

140,000 Mar 08 Apr 08

May 08 Jun 08 Jul 08 Aug 08 Sep 08

120,000 Oct 08 Nov 08 Dec 08

Jan 09

Feb 09

100,000 Mar 08 Apr 08

May 08 Jun 08 Jul 08 Aug 08 Sep 08

Oct 08 Nov 08 Dec 08

Jan 09

Feb 09

Note: the traffic figures provided for Phoenix Sky Harbor International Airport on the Billboard page in the December/January 2009 issue of Airport Magazine represented enplaned passengers only. Total passengers for September 2008 were 2,861,437, and total passengers for September 2007 were 3,246,206.

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special section

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special section

Naples Municipal Airport (APF), the “Best Little Airport in the Country,” celebrates its 65th anniversary this year. Executive Director Ted Soliday, C.M., said he and the staff of the City of Naples Airport Authority (NAA) set this as the airport’s slogan when he became director in 1994.

Ernest Linneman, past chairman of the authority, said that the determination to be the “Best Little Airport in the Country” is more than a slogan. “It permeates the organization and permeates the people,” he explained. “The thing that I find to be so helpful is that it motivates people to work in the right direction. That has

Naples Mun icipa

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aided us in being a destination that attracts people. They get competent, welcoming service.�

History Naples Municipal Airport was constructed in 1942 as the Naples Airdrome and served as an Air Corps base for training gunners, bomber crews and fighter pilots for combat during World War II. After the end of the war, the city and county jointly operated the airport until the county sold its interest to the city in 1958.

NAA was created in 1969 by state-enabling legislation.

The airport is classified in the National Plan of Integrated Airport Systems as a primary commercial service airport (a commercial service airport that enplanes 10,000 or more passengers each year). The airport is the only commercial service airport in Collier County and is ranked (by passenger count) as the smallest commercial service airport in Florida.

all photos supplied by naples municipal airport

l Airport Executive Director Ted Soliday, C.M., and the staff of Naples Municipal Airport are pictured on page 24

Since its creation, NAA has operated in the black and has increased the value of the airport by $43.3 million.

General aviation generates the majority of aircraft activity at Naples Municipal. Of the more than 130,000 aircraft operations during fiscal year 2008, 128,000 or 98.5 percent were attributed to GA. All types of aircraft, from small piston engine trainers to large business jets, can be seen at the airport. Use of the airport is restricted to aircraft less than 75,000 pounds maximum gross landing weight, and Stage 1 and Stage 2 jets are banned, except for public agency and emergency medical flights.

NAA is directed by five commissioners appointed by the Naples City Council to serve four-year terms. NAA supports itself directly from aviation fuel sales and airport user fees, and indirectly by airport user taxes. No local, state or federal general taxes, such as property, utility, sales, intangible or income taxes, directly support NAA.

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special section

NAA pays the city of Naples for utility, police and firefighting services.

It constructed, equips and maintains the fire station located on the airfield NAA constructed an air traffic control tower in 1992 and has contract services with RVA.

Control District to be located closer to the more densely populated areas of the county and the areas in which its services are most needed. Other facilities include the Humane Society of Naples and the Collier County Sheriff’s office.

Since its creation, NAA has operated in the black and has increased the value of the airport by $43.3 million.

Capital Projects

The airport has more than 50 businesses and 500 employees on the field, including the Landings Café, a bar and eatery that also provides catering services for private/ corporate aircraft and parties; flight schools Europe-American, London Aviation, Naples Air Center and Rex Air; Naples Jet Center, a maintenance facility; a full service Pilot Shop, as well as various worldwide businesses that hangar their aircraft at the facility.

In 2005, Hurricane Wilma impacted the airport significantly, causing $4.6 million in damage. During the recovery process, NAA received funding from sources that included insurance, FAA, FDOT and FEMA.

APF is a preferred airport for medical flights due to its close proximity to the county’s two major hospitals. The Civil Air Patrol, located on the field, performs hundreds of searches and aerial patrols a year, while brush fire suppression units of the National Guard and other state of Florida agencies often stage their aircraft at the airport. Further, the airport’s location allows the Collier Mosquito

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AirportMagazine.net | february/march 2009 | special section

Smyrna, GA

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Based on historical passenger levels, the airport has the potential to serve more than 120,000 enplaned passengers annually from the local community.

During fiscal year 2009, the first phase of construction of Taxiway B South is scheduled to begin. The relocation of this taxiway will enhance safety by reducing the potential for taxiway incursions. Further, it will increase the size of the GA terminal apron, allowing for additional aircraft parking. Other projects include the renovation work on the GA terminal and a Part 150 noise study update.

“We will continue to renovate and improve the airport,” Soliday said. “We have an ambitious capital improvement program scheduled for the next five years. Then we hope to move into the west quadrant of the airport to complete our airport build-out plan.”

Also in fiscal year 2009, NAA will continue its program of air service development with the goal of securing scheduled flights to a major hub. Based on historical passenger levels, the airport has the potential to serve more than 120,000 enplaned passengers annually from the local community. “Right now, an airline would receive zero rent, no landing fees, all ground handling services and free customer parking,” stated Soliday.

Scott Cameron, president of the Friends of the Naples Municipal Airport group, which was formed in 1999 to draw attention to the airport in a positive way, stated, “As an airport support group, we work to let people know that our airport serves its community and is an economic engine for the community. We are blessed to have Ted and his staff. They do a tremendous job.”

Mike Reagen, president of the Naples Chamber of Commerce, stated, “The Naples Airport is a diamond in Southwest Florida’s backyard. It adds to the cache of Naples and is a significant contributor to both our economy and community. For over 65 years, the airport board and staff have been key stakeholders in the civic life of Naples and the chamber.

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special section

We cherish them and the best small airport in the U.S., which they expertly manage.”

abatement. We now have fewer noise complaints on an annual basis than we used to have on a monthly basis.”

On the Environmental Front Lines

Naples Mayor Bill Barnett endorsed the airport’s achievements in this way: “For the past 65 years, the accomplishments of the Naples airport have greatly benefited the residents of Naples and our community.

The Naples Airport Authority has demonstrated its concern in both areas by becoming a national leader in airport noise abatement. I am extremely proud and happy that, in my opinion, the Naples Airport is the “Best Little Airport in the Country.”

“You have to recognize that we are a community airport,” Soliday stated. “We are always sensitive to environmental issues.”

NAA is committed to ensuring that the level of aircraft noise at the airport is compatible with the surrounding community. Efforts to reduce aircraft noise began with the 1974 airport master plan.

Looking Ahead In an effort to ban Stage 2 aircraft operations at APF, NAA instituted a Part 161 noise study that recommended a 24-hour restriction of Stage 2 aircraft operations. The study was accepted by FAA in 2001 and was the first and remains the only such restriction adopted in the U.S. Although some groups and FAA challenged the Stage 2 ban, legal victories in the courts allowed NAA to continue its commitment to the community.

NAA continues with its noise abatement efforts, notifying pilots of the restrictions, publishing notices in aviation reference manuals and including noise abatement information on the ATIS, a radio broadcast system for all arriving and departing pilots. In addition, the air traffic control tower broadcasts regular noise advisories.

In 2000, NAA formally adopted a Noise Abatement Award Program for operators, tenants and transient flight crews who continually operate to further the noise abatement program. The idea was sponsored by the Noise Compatibility Committee so that periodically members of these groups could be recognized for their contribution toward operating in a manner consistent with the airport’s noise abatement program.

Soliday pointed out that, “Since we won the first (noise abatement) battle, we became recognized by the community for our integrity and commitment to noise

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“Community involvement is important, and we are working with our community agencies to attract new business to the area,” Soliday said. Another future goal is for the airport to be environmentally sustainable, emphasized Soliday. “We want to be more efficient, go green while continuing to be customer sensitive and provide great service. We have a great staff and we enjoy what we are doing.”

The Naples Airport Authority observes and celebrates its 65th anniversary with a tremendous sense of pride in both our accomplishments and our unique and colorful history.

My fellow commissioners and I are clearly proud of the airport’s long role as a significant economic engine for greater Naples, our sterling safety record, our fiscal excellence and independence, our ability to manage for the benefit of all stakeholders at the highest professional standard, and, most importantly, our pervasive community involvement on multiple initiatives in service to the citizens of Naples.

Visit Naples on the Gulf via the “Best Little Airport in the Country”; both will favorably impress you.

– John Allen, NAA Chairman

sponsors

Airport Magazine would like to thank the following companies who helped make this special section possible

Kimley-Horn and Associates, Inc.

Robinson Aviation (RVA), Inc.

Fast Facts Air Carrier Terminal: 21,190 sq. ft., five gates, 540 parking spaces, four rental car agencies

Name and Identifier: Naples Municipal Airport, APF Location: Two nautical miles northeast of the city of Naples business district, with convenient access to major roads and Interstate 75 Acres: 640 leased from city; 92 owned by NAA Air Traffic Control Tower: FAA Contract Tower operated by RVA Runways: 05/23, asphalt, 5,290 ft. by 150 ft.

14/32 asphalt, 5,000 ft. by 100 ft.

SW/NE, turf, 1,850 ft. by 100 ft.

General Aviation Terminal: 11,650 sq. ft. 279 parking spaces, three rental car agencies Aircraft Storage: 208 T-hangars one common storage 38 T-shelters 101 tie downs 390 based aircraft 62 non-authority owned hangars 73 full-time NAA employees

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special section

“We want to be more efficient, go green while continuing to be customer sensitive and provide great service. We have a great staff and we enjoy what we are doing.�

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foodbeverageretail

P

retail briefs

The new security checkpoint screening lanes are equipped with state-of-the-art X-ray technology that provides enhanced baggage screening. The systems use multiple X-ray angles and dual energy X-ray sources that provide clear, high-definition images, making it easier for security screeners to detect potential threat objects. The machines also enable screeners to zoom in on objects for a highall photos by rick mcmullin phl airport

assengers using two of Philadelphia International Airport’s oldest terminals, D and E, will find the trip a little faster and easier with the opening of the new Terminal D/E Connector. Located on the second floor departures level, the new connector houses a combined 14-lane security checkpoint with access to new retail shops beyond security.

The new connector is especially helpful to passengers in Terminal E, who now can access other areas of the airport without having to pass out of and back through security, officials noted.

“The Terminal D/E Connector represents another major milestone achieved toward our goal of providing the best airport experience to our customers,” said Rina Cutler, deputy mayor, transportation and utilities. “The new and expanded checkpoint allows passengers to get through the screening process faster so they aren’t stressed about long lines, and they have time to relax, shop or get something to eat before their flight.”

The new concessions feature a mix of national and local merchants, including Borders, Brookstone, Crocs, InMotion Entertainment, Lids/Lids Kids, Peet’s Coffee & Tea, Sunglass Hut, Taxco Sterling, Tech Showcase and Vino Volo.

definition image and are equipped with automated detection capabilities, airport officials said, noting that the technology expedites the screening process, reducing the time passengers spend standing in security lines.

The opening of the security checkpoint and concessions is the first phase of a $300 million construction project, which also includes 23 additional ticket counter positions in the two ticket lobbies; a 50,000-square-foot baggage makeup area with eight inline explosives detection system machines; a fan-shaped extension at the end of Concourse E with three new aircraft gates; and a 9,000-square-foot D/E bag claim connector with two new carousels.

When the project is completed in 2010, a total of 222,000 square feet will have been added to the 2.4 million-square-foot terminal complex. A

BAA Cleveland has officially assumed management responsibilities for food and beverage concessions at Cleveland Hopkins International Airport. While the transformation to the Airmall is taking place in 2009, BAA Cleveland has appointed the members of a joint venture to develop and manage interim food and beverage concessions throughout the airport: AES Management Corp. based in Northeast Ohio, and PremAir Hospitality Group, LLC, a subsidiary of NewsLink Group, LLC, which manages concessions at Miami, Boston-Logan, Fort LauderdaleHollywood, New York’s Kennedy and Newark airports. … HDS Retail North America announced that it has acquired News & Gift Shops International, L.L.C., an airport concessionaire based in San Antonio, Texas. News & Gift Shops International operates 47 stores in 10 airports. … Carrabba’s Italian Grill opened its first airport location at Tampa International, in conjunction with HMSHost. Additional new food and retail shops now serving Tampa airport include Talie, Brookstone, Harley-Davidson, Destination Time, Brioche Dorée, Baja Fresh, United Colors of Benetton and Tommy Bahama/Vera Bradley. A AirportMagazine.net | february/march 2009

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passenger/air cargo

predicting

the unpredictable The Passenger and Cargo

Outlook for 2009

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I

t’s time to dust off your Magic 8-Ball and try to figure out what’s going to happen to the air carriers in 2009 and how it will impact your air service, your airport and your budget.

Airlines across the board cut service in 2008 and are projected to continue that trend in 2009. American Eagle saw traffic decrease 12.4 percent during the past year and capacity decline 13.5 percent, while American’s traffic decreased 8.2 percent and capacity dropped 8.6 percent year over year.

US Airways reported that revenue passenger miles declined by 1.1 percent compared with 2007, and available seat miles fell by 2.2 percent. Southwest reported a 3.3 percent capacity cut going into the first quarter of 2009. As expected, while service and capacities were cut, load factors increased as more passengers took what flights were available. Load factors hovered around 69 percent-70 percent.

“I think 2008 ended up being a bit worse than what we would have thought,” said Roger Schaufele, manager of FAA’s Statistics and Forecast Branch. “Early in the year, all prices shot up. … Carriers responded by raising fares,

tacking on excess baggage fees and cutting capacity. Then they announced fairly large cuts in June, which took place in September. There were sizable reductions in capacity by all the carriers.”

The year 2008 was characterized by across-the-board capacity slashing moves to offset high fuel bills and increased fares. As oil prices plummeted, U.S. carriers were hit again as the reduced cost of jet fuel lessened the value of their fuel hedging programs. As the fuel prices started to decrease, the industry was next hit with the meltdown of the financial sector in October and a national and global recession. Airlines responded with job cuts, capacity reductions and more fare increases.

According to projections by the Air Transport Association (ATA), 2009 holds more of the same. All of the major carriers are anticipating additional capacity cuts. Schaufele said that it is not a good picture heading into 2009.

Even with all the economic upheaval in 2008, FAA’s projections were not that far off, noted FAA spokesman Hank Price. The FAA forecasting process involves looking at future air carrier schedules and all available

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passenger/aircargo

If the airlines are cutting service, there are fewer people coming to the airport, which results in a downturn in parking, concessions and other sources of revenue.

data from various industry groups such as ATA. “With that, we can get a pretty good sense of how much capacity (the airlines) are going to offer in the upcoming months,” said Schaufele.

FAA then plugs in additional information, including historical trends for the balance of the forecasting period, factors such as when holidays occurred, and whether the previous year was a leap year. Easter and Thanksgiving can affect monthly reporting statistics significantly depending on the month in which Easter occurred, and the week in which Thanksgiving occurred. In 2008, Thanksgiving was the last week of November, which meant travelers headed home in early December, instead of the last week of November, so that created larger totals in December.

Passenger projections generally are more accurate than cargo projections and are a bigger factor in the trends FAA tracks, since passenger numbers drive aircraft operations. Aircraft operations subsequently impact variables such as the number of air traffic controllers and safety inspectors who will be needed.

Passenger projections also directly affect airport operators. If the airlines are cutting service, there are fewer people coming to the airport, which results in a downturn in parking, concessions and other sources of revenue. In 2008, the larger hub airports fared a bit better than small and medium hubs as carriers pulled out of many secondary markets.

According to ATA, the 10 largest air carriers all are projecting capacity cuts in 2009. ATA projections show domestic flights being cut by more than 10 percent at 17 of 30 large hubs. Only Atlanta, Charlotte Douglas and San Francisco are expecting increases. Domestic flight cuts of more than 10 percent at 25 of 37 medium hubs and more than 10 percent at 36 of 71 small hubs are projected.

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Alternative Revenue

With all of the capacity reductions, airlines are relying on sources of revenue not directly dependent on selling tickets, such as hauling cargo, baggage fees, conducting maintenance for other airlines, leasing space to other businesses or leasing flight simulator facilities. Liquor sales, food or movie headsets, onboard wireless, memberships in club lounges and frequent flyer miles being sold to third parties also account for airline revenue sources that are being reported as good news.

“The thing that made the big headlines last year with the different way the airlines are doing business is we had record load factors,” said Price.

However, Schaufele noted that this, too, has its downside. “If you look at the trend in load factor, those numbers have been going up on a long-term trend,” he said. “When 9/11 hit, we were running at 70 percent. Since 2003, those numbers have been rising 2 percent a year up to 2008, but there is a limit, there are implications about really full airplanes. If you get a disruption or cancellation, in the old days they had plenty of seats available, but if you have an 80 percent load factor, ‘what open seat?’”

Higher load factors also have direct impacts on airports, as experienced by any airport with a significant snow delay in 2008. Passengers had a harder time finding flights out and some passengers ended up cooling their heels for two or three days before they could find a flight.

Will we see the same in 2009 with load factors rising and capacity falling? Guess it’s time to get your own Magic 8-Ball — mine says, “Try again later.” A Jeff Price is the author of “Practical Aviation Security” and is a principal with Leading Edge Strategies, an aviation management training and consulting firm.

generalaviation

A

AAE, through the efforts of its special GA Security Working Group, is recommending that TSA pull back on its proposed Large Aircraft Security Program Notice of Proposed Rulemaking (LASP NPRM) until the agency can better justify and support the reasons for the rulemaking, “given the enormous burdens and impacts the proposed rules will have on the GA industry in light of any benefits perceived by the additional security protocols.”

The proposed LASP regulation 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 TSA compliance audits. The proposed regulation would require airports servicing these large GA aircraft to implement a partial airport security program if they do not already have one in place, as well as identify law enforcement officer support and designate airport security coordinators.

Robert Olislagers, A.A.E., executive director of Denver’s Centennial Airport, testified Jan. 28 in Houston on behalf of AAAE, Centennial Airport and the state of Colorado before the TSA public forum on the proposed rulemaking. Olislagers identified the following key issues, among many, in the rulemaking that have generated GA airport concerns: 1. The NPRM proposes to make mandatory what is already in place without demonstrating the efficacy or lack thereof of the existing combination of mandatory and voluntary initiatives, including a cost benefit analysis. “Specifically,” Olislagers testified, “the NPRM suggests that the GA industry is mostly unregulated and that this presents a risk. We know in fact that GA is highly regulated, including security.”

2. The proposed rule constitutes an unfunded mandate pursuant to the Unfunded Mandate

Act of 1995 (182). TSA estimates that the rule as written will cost affected GA airports $5.5 million over 10 years, while estimating its own costs to implement the program at $136.6 million.

Based on a AAAE survey of 45 reliever airports that would be impacted by the NPRM, TSA substantially underestimated implementation costs while overestimating airport revenues, Olislagers said. Specifically, TSA completely omitted law enforcement officer training and on-call deployment expenses, the largest cost to GA airports. Further, unlike the commercial air carrier aviation sector, TSA does not propose to reimburse any costs to GA airport operators to implement the NPRM or to improve security.

3. The LASP NPRM may force GA airports unable to comply with the rulemaking to violate FAA grant assurances and be in noncompliance with federal law relating to interstate access, possibly resulting in becoming ineligible for AIP funding or becoming subject to other punitive actions.

Olislagers emphasized that general aviation “is not opposed to working with TSA in closing any potential gaps in security; however, the current approach is not a failure of imagination but a failure of imagination without analysis. Notwithstanding the current economy, this NPRM is broken and has the very significant potential of closing airports, bankrupting businesses and damaging an industry to a greater level than any threat ever faced before by general aviation.”

AAAE and its GA Security Working Group are preparing comments to be filed with TSA incorporating the wide range of information supplied by the association’s GA members. The comments, which will be publicly available, will include the expected financial impact on GA airports that the association has collected through its surveys. A AirportMagazine.net | february/march 2009

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executiveview

Retire or Rewire?

Options for Life After Airport Management

By Gerald FitzGerald, A.A.E.

SSA.Airport.Bleed:Layout 1

1/14/09

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After more than 30 years with the Port Authority of New York and New Jersey (PANY&NJ) and having worked at Kennedy, Newark and LaGuardia airports in a wide variety of assignments, I gave considerable thought to the kind of life I wanted after airport management.

I was pleased with the opportunity the airport profession gave me to make a contribution to the management of our air transportation system. There were some unique challenges that came with 24/7 responsibilities. However, as the years came faster and faster, I wondered if it would be possible to make a transition to a more manageable schedule.

With the college educations and marriages of my four children Page 1

completed, my attention turned to a plan for the possibility of continuing my aviation contribution in the private sector. I networked the industry for almost a year and listened to those who had made similar career transitions. The result was my moving from the position as director of aviation for the port authority to the role as president of Parsons Brinckerhoff’s aviation subsidiary, PB Aviation.

The choice was very much influenced by the opportunity to take responsibility for an operating company as compared to offers to assume a strict marketing and business development role. I was fortunate to spend eight years with PB Aviation and manage a variety of projects at more than 100 airports

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worldwide while keeping my industry associations.

There are many differences between public and private sector management. One of the most striking is the combined airport responsibilities of managing financial, political and community interests compared with the pressured financial focus of the private sector. The common denominator, however, was the ability to problem solve in a variety of complicated circumstances.

The single most positive improvement in moving to the private sector was leaving the 24/7 airport operating responsibilities and having a more structured schedule that provided an opportunity for personal flexibility.

My extracurricular activities now include board member participation with Catholic Charities, United Way of New York City and Xavier High School in Manhattan, my alma mater. Airport management skills are easily transferable to community organizations that very much value the contribution of qualified management volunteers.

After eight years at PB Aviation, I looked for the next phase in the transition process. I was interested in finding a way to keep my connections to the industry but surrendering the Monday-Friday fixed schedule. Once again, I networked with my friends in the industry and sought out those who seemed to have successfully made this transition.

On May 1, 2004, I formed my own consulting company, Aviation Perspectives, and began my third aviation career. I now have a flexible work schedule serving the needs of a variety of aviation clients with an ability to maintain my aviation relationships.

This last transition has provided the time to write the one book they

say is in each one of us. Over the last four years, I went down the long path of writing a novel and having it published. It is entitled “Seat of Power” and describes the clash between politics and religion during a presidential election campaign.

Vantage Press is the publisher and Hudson, Paradies and Host have agreed to carry the book at select airport locations.

By identifying and managing “transition questions,” I have not “retired” but “rewired.” A

“Kimley-Horn performed at the highest level that I have seen a design firm perform in my 40 years of construction activities.

Overall, they produced the best plans and specifications I have seen on a major construction project.”

Joe Polk, P.E. Manager of Construction Administration Memphis - Shelby County Airport Authority

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lessonslearned

Hilary Fletcher

Incident Management | The 2001 Aspen-Pitken County Crash

I

t was the stillness of that night that still haunts Aspen-Pitkin County (Colo.) Manager Hilary Fletcher as she reflects on the events of March 29, 2001. “I remember getting out of my car and sensing the quiet that surrounded the crash site. I had hoped to hear the sirens, knowing that meant there were survivors,” she explained.

The quietness let her know what she already suspected…no survivors.

“I walked through the site with emergency personnel, and we spoke in hushed tones.” The Gulfstream aircraft crashed at dusk on final approach to Aspen-Pitken County Airport, approximately 500 yards short of the runway, with 18 persons on board. The impact left debris and victims adjacent to and on the state highway.

The weather was the typical Rocky Mountain spring snow squalls that moved in and out of the area quickly.

The event instantly overwhelmed the local response agencies from the rural mountain community.

The incident command system was activated, and responding agencies were brought in under mutual aid requests. These requests brought in more than 20 agencies from the

36

Roaring Fork Valley.

Fletcher recalled arriving on the scene approximately 40 minutes post-crash and remaining there for an hour taking in the horrific magnitude of the scene. “It was several days before my mind would allow me to recognize the true extent of the traumatic impact to the victims,” she said. These scenes remain with her today.

Fletcher spent the night working as part of the overhead incident management team, assisting primarily with family and media relations.

Within 12 hours, all the victims’ bodies were removed, the scene was secure, and the airport re-opened.

The sheriff terminated the response phase of the incident at 7 a.m.

According to Fletcher, in emergency management lingo, “The fire was out, and the bleeding had stopped.”

At that moment, Fletcher found herself assuming incident command for the recovery phase. The rapid transition from response to recovery left her without critical resources. “In retrospect, we simply did not plan the transition at all,” she said.

Having worked numerous wild fire incidents during her career, Fletcher is a strong advocate for the transition model utilized when local fire incident management is transferred to a federal incident management team. “Allowing for the overlap of personnel to exchange information and plan the next operational period is essential,” she stressed.

This critical step is now built into Pitkin County’s emergency planning structure, and Fletcher emphasized the need to educate and train on this important aspect of incident management. “We are very good at drilling and exercising for the

AirportMagazine.net | february/march 2009

response phase, but we stop short of preparing for the recovery phase,” she explained.

The several days following the crash were particularly intense as more than 40 members of the victims’ families arrived, and the National Transportation Safety Board (NTSB) initiated its investigation. Forty-four non-public safety county employees assisted in staffing the recovery phase. “We worked diligently to meet the needs of the families, NTSB, FAA, the community and media throughout the recovery phase of the incident,” Fletcher said.

Employee Care One of the top priorities was the care of employees who responded to the crash. A unique aspect of the recovery phase is that it is often a protracted time period compared with the response phase, Fletcher said.

The recovery phase of the Gulfstream incident officially was closed 18 months later. The aftermath and recovery from Hurricanes Katrina and Ike also are examples of extended recovery periods, Fletcher pointed out.

This time lapse can expose recovery workers to a different level of stress and must be addressed just as with those who are exposed to critical traumatic stress during the initial response phase. Fletcher and Pitkin County Health and Human Services Director Nan Sundeen worked collaboratively to create a comprehensive continuity of care program.

“We sat down within 24 hours of the accident to craft a plan, as we witnessed the level of stress that our employees were being exposed to outside their normal scope of duties,” Fletcher said. The program included

dan bayer/aspen times

memorial service to recognize the victims and honor the emergency responders. Fletcher received calls from community members who responded when they came upon the scene before emergency personnel arrived and were experiencing difficulties. “We are a small community, and we felt it was important to assist these community members in addressing the impacts,” she said.

Fletcher noted that the county learned many important lessons as an organization and a community through this difficult event. One of the primary corrective actions was to enhance emergency response plans and training to prepare fully for both the response and the recovery phases by ensuring a smooth transition.

The care of emergency responders, staff and bystanders was essential in helping the community return to a level of normalcy.

Pitkin County has worked to train staff in the incident command system, Fletcher said, adding that, “While many of these lessons were painful, they ultimately provided us an invaluable opportunity to bring a more comprehensive approach to critical incident management.” the retention of an onsite mental health counselor; education on the warning signs for post traumatic stress for emergency responders and staff, their family members and supervisors; and routine check-ins with staff and personal recognition for their effort.

“We wanted to make sure that every employee was acknowledged and valued, including those who were working outside their traditional job duties and stepping

up during this difficult period,” said Fletcher. She explained it was important to ensure that employees would be willing to respond in the future should another critical incident occur.

In addition, the plan included a community care program that provided emergency funding for the community’s local mental health clinic, community outreach and education on the signs of critical incident stress, and a community

Editor’s Note: Fletcher currently is working in conjunction with the Colorado Division of Aeronautics and several Colorado airports to craft a resource program for airport directors who are faced with traumatic aviation incidents.

“We are committed to improving the network of support. These events can be trying both personally and professionally, and there are invaluable resources available to support our peers in these circumstances,” she said.

AirportMagazine.net | february/march 2009

37

branson airport

Branson Airport: Final Design and Construction

By Renita Mollman, P.E., LEED AP and Jeff Bourk, A.A.E.

T

he new Branson (Mo.) Airport, a privately funded public-use facility, will open May 11, 2009. In this article, the third in a series on development of the airport, Renita Mollman, principalin-charge of Burns & McDonnell’s 38

AirportMagazine.net | february/march 2009

Aviation Civil Engineering Group, and Jeff Bourk, A.A.E., executive director of the airport, describe the final design and construction phase of the project. Burns & McDonnell is the airport’s engineer/architect firm of record.

Once the major hurdle of securing financing was overcome, the task of completing the design and construction of the new Branson Airport was underway.

A contract was awarded to McAninch Corp. of Des Moines, Iowa, in June 2007 for construction of the infrastructure portion of the airport, and work started immediately. At the same time, Burns & McDonnell was completing the final design documents for this part of the contract. The infrastructure contract included the entire airfield complex, access road, terminal area road and parking, and all utilities to support the airport.

Because the final design was being finished at the same time that construction was underway, Burns & McDonnell needed to develop a timetable that coordinated the construction schedule with the need to produce last-minute design documents. Since more than 9 million cubic yards of earth and rock needed to be excavated and placed on the airfield, and 800,000 cubic yards of rock needed to be blasted on the access road, Burns & McDonnell was able to get ahead of the contractor with the design.

McAninch quickly mobilized several dozen pieces of earthmoving equipment, including scrapers, articulating dump trucks, track hoes, compactors and maintenance equipment to service the machinery. The company’s work schedule consisted

The runway and taxiway were ready for paving operations

by April 2008.

of five 22-hour work days each week, which allowed for one hour of servicing time between shifts of work. The average daily production was more than 10,000 cubic yards.

Terrain Challenge At the top of the construction “to do” list was the relocation of the existing 161-kv transmission line that traversed the site.

The terrain of the site proved to be a challenge and involved clearing the 100-foot right-of-way and grading roads down the existing 2H:1V slope (a slope of 2 feet horizontal for every 1 foot vertical).

The three-mile route for the relocated line had to be cleared and ready for KAMO Power’s contractor to mobilize and begin constructing the new line. With all materials on site by early August 2007, the transmission line was under construction. The new line was completed by late October and was energized by mid-November 2007. all photos supplied by burns & mcdonnell

AirportMagazine.net | february/march 2009

39

branson airport

The first airline service announcement was made on Dec. 11, 2008, when AirTran unveiled plans to offer roundtrip nonstop flights to Hartsfield-Jackson Atlanta International, effective May 11, 2009.

Throughout construction during the summer of 2007, the final design documents were progressing.

The majority of the final design documents were completed by September 2007, which allowed the contractor to proceed with construction on the entire project.

During this time, Steve Peet, Branson Airport’s CEO, conducted a search for an airport executive director. After months of searching and interviewing, Jeff Bourk, A.A.E., was brought on board in October 2007 and provided the project with an operations point of view. Burns & McDonnell was able to incorporate Bourk’s views into the design of the fuel farm, terminal facility and rental car facilities.

Earth-moving operations continued at record speeds throughout 2007 and into the spring of 2008. Final grading for the runway and taxiway complex included excavations more than 60 feet deep and embankments more than 150 feet high. This was necessary to develop a platform for the airfield that incorporated all FAA safety area and grading requirements. Although more than 100 borings were drilled prior to construction, the geology of the Ozark Mountains consists of karst topography (ground with a high potential for underground caves), and caves or sinkholes were expected as the excavations progressed.

Fortunately, rock excavations revealed only one potential cave.

To remedy this, the area was overexcavated and backfilled to provide the necessary support for the future airfield. Over-excavating means taking out more material than 40

required because it is unsuitable or bad soil and replacing it with suitable soil.

Terminal Design

By March 2008, McAninch Corp. had completed the major earthwork portion of both the airfield and the access road. The runway and taxiway were ready for paving operations

by April 2008. On the access road, the bridges were completed by June 2008, and the road was paved shortly thereafter. By mid-July 2008, the access road was paved, marked and open to traffic — another major milestone achieved. This allowed construction traffic to access the site on a paved road.

By spring 2008, the terminal design was completed. The final design provides for a 58,000-square-foot facility that houses a welcome center, holdroom, baggage claim, aircraft rescue and firefighting facility, and airport and airline operations areas. The terminal has two aircraft boarding doors that will serve four parking positions. All aircraft will be ground loaded. The facility was designed to be expanded easily to the north and south as the demand develops for more ticketing counters and baggage claim devices. In addition, concourses can be extended from the holdroom as more boarding gates are warranted.

The terminal construction was bid to potential contractors in April

AirportMagazine.net | february/march 2009

2008, and DeWitt Construction was awarded a contract in May 2008. DeWitt began mobilizing in May 2008 and broke ground in June 2008.

At the same time, design proceeded on a general aviation apron and fixed base operations facility that included nine tenant hangars, one large maintenance/storage hangar and an air traffic control tower. These last two components of the project make Branson Airport a complete operating commercial service airport.

On the airfield, the runway, taxiway and apron were completely paved by June 2008. Airfield lighting installation started in earnest, and the pavement markings were completed soon thereafter.

The second half of 2008 continued to be a very busy time for construction, even though the major earthwork and airfield pavement had been completed. Other activities included construction of the parking lot and terminal access road, water control building, fuel farm, wastewater treatment plant, communications and electrical lines and rental car parking area.

The first airline service announcement was made on Dec. 11, 2008, when AirTran unveiled plans to offer roundtrip nonstop flights to Hartsfield-Jackson Atlanta International, effective May 11, 2009. In addition, an initial Part 139 inspection took place Dec. 18-19, 2008; the FAA ground inspection of equipment was completed on Jan. 14-15, 2009; and the FAA flight check occurred on Jan. 27, 2009.

Airport commissioning and opening are just around the corner! A

airportech

Thales To Demo Low-Cost Surveillance FAA in mid-January announced the first step in its effort to bring airfield surveillance to smaller airports, awarding Thales ATM a contract to test its system. Thales is one of several companies that responded to FAA’s call for candidates to test their systems, which would be installed at airports that are not in line to receive Airport Surface Detection Equipment–Model X (ASDE-X) slated to go in at 35 major airports in the next two years.

The Thales award, announced just days before FAA Acting Administrator Bobby Sturgell’s term concluded, calls for the company to deliver, install and test its system at airports chosen by FAA. At Airport Magazine presstime, the airports hadn’t been identified.

“Sometimes the simplest ideas are the best ideas,” Sturgell said. “Our goal is to get this technology to airports as quickly as possible… low-cost systems will have a direct effect on runway incursions.”

The systems are envisioned to cost about half a million dollars each, FAA said. The lowcost systems — compared with ASDE-X — are expected to provide an added layer of safety by giving air traffic controllers basic ground surveillance for aircraft and vehicles operating on runways and adjacent taxiways. They also would provide a foundation for future radar-based runway safety systems.

Airports would be selected based on several factors, including operational volume and demonstrated need to improve runway safety.

Both commercial service and large general aviation airports could qualify for the systems, an FAA spokesman said.

Dubai Airport Invests In Seamless Coatings Dubai International Airport has installed seamless flooring and surface coating specialist Flowcrete’s products in several areas of its new Terminal 3 and Concourse 2 developments, the company announced.

The terminal’s five-level parking deck (pictured below) is coated with some 350,000 square feet of Deckshield. The polyurethane resin coating is designed to mitigate damage that floors in multistory structures typically suffer under high traffic loads, Flowcrete said.

More than 800,000 square feet of Deckshield was used to cover other vehicle traffic areas, including service roads beneath the terminal and the baggage handling areas.

Flowcrete also provided its Flowfresh system for all of the kitchen facilities within the terminal.

The seamless polyurethane floor incorporates an anti-microbial agent that uses “the natural purification qualities of silver” to help eliminate bacteria, the company said. A

dubai international airport

AirportMagazine.net | february/march 2009

41

finance

Making The Strategic Plan Happen

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n the December-January 2009 issue of Airport Magazine (page 38), Scott A. Brockman, A.A.E., executive vice president, finance and administration, Memphis-Shelby County Airport Authority, wrote an article in which he discussed the importance of having a strategic financial plan and how certain specific elements in the Memphis plan (predictability, sustainability and flexibility) help the airport stay targeted during these times of economic and financial complexities and challenges.

In this article, I will address a common frustration faced by many front-line managers once a longterm strategic plan has been put in place: how to make the plan happen, especially if the long-term plan takes us in completely new directions.

Now, you may ask how a strategic financial plan can take us in a new direction. Isn’t financial planning just a matter of understanding the standardized world of financial principles, policies, standards, procedures and reporting? In reality, financial planning is very similar to other types of planning: understanding the mission, establishing goals and objectives and assigning duties, 42

responsibilities and tasks.

At Tulsa, we recently entered into a new airline agreement that completely changed the core underpinnings of our financial structure. The new airline agreement now requires us to look at the airport’s finances in an entirely different way. Like many other long-term planning efforts, the airline agreement led us to a longterm strategic plan that includes financial aspects, such as certain liquidity and cost per enplaned passenger targets. And, like many other efforts at long-term planning, once the plan is in place, questions arise as to how the staff is to respond and react to the everyday routines when there is uncertainty in how daily tasks and responsibilities relate to the new direction. When the staff has performed in the same manner for more than 30 years (the term of our old residual airline agreement), it is difficult not to continue to process daily tasks as before.

The reality before us today is that with each daily task there are the ongoing everyday “crisis” interruptions, the scarcity of time and resources to deal with all the demands and the challenge to actually stop to think if the task at

AirportMagazine.net | february/march 2009

hand is in alignment with the new goals, strategies and objectives of the organization.

In a general sense, a very real obstacle to changing directions arises when we find ourselves continuing to perform the same tasks, using the same resources, ultimately finding ourselves performing the same functions and focused primarily on the day-to-day tasks that lie ahead. Ultimately, usually one of two things happens: 1) we change our vocabulary, assigning the “new words” to the same old tasks, or 2) we actually evolve over time, gravitating to any new strategies and objectives simply because the ideas may have resonated over time, and we subconsciously move in that direction. While there may be a desire for a wholesale transformation, that usually only comes through revolutionary change via an outside force.

So what is the answer? The first step is to implement a quality control (QC) program. While there are many formal QC programs available, in its most basic form a QC program takes the strategic plan and breaks the key elements into assignable, measurable pieces, and, most importantly, actually measures, evaluates, rewards and corrects based on the measures.

Be careful, however! Once the reporting gets underway and measurable results are achieved, don’t be surprised if the results are less than satisfactory. Often what we think may be a great strategy or objective, if achieved will only exacerbate other problems! The axiom of “what gets measured gets done” is very real. But will the achievements actually take us where we intended?

Often we think in absolutes when the world in which we live, work and play is complex, and every action causes unanticipated reactions.

One goal achieved may result in a

crisis elsewhere. It is imperative that any “system” to implement the long-term plan includes the ability to obtain feedback and have free and open communication among the participants to constantly retool, reshape and hone the actual assignable expectations.

The focus that is created within all stakeholders — from policymakers to the employees on the front lines — becomes the real key to making significant change happen. A Carl Remus is deputy director-finance and administration at Tulsa International Airport and chair of AAAE’s Finance and Administration Committee.

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.

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12/17/2008 11:41:00 AM

airportkiosks Compiled from staff reports

The Future of Airport Kiosks

By Jeff Price

L

ike automated teller machines, airport check-in kiosks have been around for quite some time, and most travelers are familiar with what they are and what they do. However, enhancements to kiosks are on the horizon that will improve passenger flow throughout the airport.

Over the past decade, check-in kiosks slowly have replaced personnel at many airline ticket counters. Frequent flyers were among the first to benefit from using them, and their use today is widespread. However, infrequent travelers still may struggle with the newer technology and often end up at the ticket counter looking dazed and confused. This is an issue that Tim Lindemann, managing director of customer strategies for US Airways, is trying to solve.

“There has been a little bit of movement in the industry as to how the kiosks are set up,” explained Lindemann.

“Originally, we just put them in front of the ticket counters. Over the last couple of years, we’ve been splitting the process. Passengers first utilize the kiosk to check in, select a seat, pay for baggage, and then go to a second stop to drop their bags.” Lindemann said these changes will make the process faster and easier to understand, as well as shorten lines at the ticket counter. This also should help with passenger flow through the airport lobby, he added.

The capabilities of kiosks themselves have been improved to better accommodate customer service and passenger flow. Check-in kiosks now can be used for a variety of services that include frequent flyer mileage upgrades, prepaying baggage fees, entering passport information for international flights and changing seats.

More options are on the way, focused both on convenience and rebooking of passengers who missed their flights or had their flights canceled.

Paying for amenities such as food and beverages through the kiosks is a possibility as well.

The ability to rebook passengers is a driving force behind the kiosk improvements. Travelers dread the long lines at the airline customer service counters when they need to rebook a flight. To address that concern, US Airways plans to deploy the kiosks in the sterile areas near their customer service counters to allow passengers to rebook their own flights. Eventually, the kiosks may be deployed to the gate areas so passengers can change their seating assignment, get an upgrade, check flight status or handle other common travel concerns.

In addition to deploying check-in kiosks in the sterile area, US Airways is advancing plans to place them in hotels, convention centers, cruise ship docks, rental car agencies and elsewhere. Passengers arriving at the airport will need only to drop their luggage and enter the security screening area. In addition to reducing some of the stress of a trip to the airport, redeployment of the kiosks is expected to reduce congestion in the terminal.

US Airways also is improving its Web checkin process, which Lindemann predicted won’t completely replace the kiosk or the ticket agent, but will provide another method for travelers to take care of their ticketing needs before arriving at the airport.

“We’re looking at making Web check-in more functional and more mobile,” Lindemann said.

“That also provides a benefit to the customers.

They can avoid the stop at the airport ticket counter altogether.” A

The capabilities of kiosks themselves have been improved to better accommodate customer service and passenger flow.

44

AirportMagazine.net | february/march 2009

Jeff Price is the author of “Practical Aviation Security” and is a principal with Leading Edge Strategies, an aviation management training and consulting firm.

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Delta Rebrands NW Airport Locations

Delta said it is expanding its brand across more than 200 airports worldwide — including 10 in Minnesota previously branded as Northwest — as part of the company’s integration of Delta and Northwest following their merger in October 2008.

Late last year, Delta began consolidating and rebranding Delta and Northwest airport facilities to display the red, white and blue Delta brand. The airline is working with 3M Company’s Brand Owner

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So far, Delta has completed airport rebrandings in eight Minnesota airports — Bemidji, Brainerd, Duluth, Hibbing, International Falls, Rochester, St. Cloud and Thief River Falls. The carrier said it expects to complete rebranding in all U.S. airports by the end of 2009, including its Minneapolis-St. Paul hub, which is scheduled for conversion in late March. Rebranding in international locations is expected to be complete in 2010. A

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