Airport Magazine February/March 2012 by Airport Magazine

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NextGen MEASURING THE BENEFITS

IT Systems Improve CIP Tracking Unmanned Aircraft Systems

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EDITOR’SCORNER

his month Airport Magazine focuses on technology… ideas and programs that can help your airport work more efficiently and effectively. We are pleased that Vicki Cox, FAA senior vice president for NextGen and operations planning, has authored an article that points out NextGen benefits to the traveling public and to the airports that serve them. Airport Magazine Editorial Advisory Board Member Lynn Kusy, C.M., and co-author Robin Sobotta, A.A.E., outline the status of unmanned aircraft systems and their expected impact on U.S. airports. We also look at IT systems that can improve the tracking and management of airport capital improvement programs; and how Google Maps 6.0 can allow travelers to view indoor airport locations such as shops, restaurants, airline gates and restrooms, without having to find fixed-map directories or signage. There is still more in this issue, and it’s all intended to make your workplace benefit from new ideas and processes. Our advertisers for February-March are: Astronics DME Corp., Axis Communications Inc., Burns & McDonnell, CDM Smith Inc., Delta Airport Consultants, Michael Baker Corp., Northeast Chapter-AAAE Snow Symposium, Oshkosh Corp., Ricondo & Associates and RS&H. These companies support AAAE through their support of Airport Magazine. Please support them in turn.

Barbara Cook Editor

EDITOR

BARBARA COOK barbara.cook@aaae.org PUBLISHER

JOAN LOWDEN EXECUTIVE EDITOR

ELLEN P. HORTON E D I T O R - A T- L A R G E

SEAN BRODERICK NEWS EDITOR

HOLLY ACKERMAN ART DIRECTION

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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 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 2012 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 2012

Volume 24/Number 1 | February/March 2012 M

Features TECHNOLOGY 12 S culpting the Message: A Brief Primer on NextGen’s Untapped Marketing Potential

16 H arnessing Technology to Deliver Real-Time Customer Service 33 N ext Arrival: Google Maps 6.0 20 Reducing Noise May Not Be Enough

Tips for Addressing Non-Acoustic Factors in Your Airport’s Noise Strategy

24 Tracking and Reporting on Use of Funds New Methods Improve Ability of Airports to Track Capital Programs

28 Unmanned Aircraft Systems Coming Soon to an Airport Near You!

Departments Upfront 6 News Briefs 8 Finance 36 FBR 38 Retail Briefs 39 AirporTech 40 MarketScan 42 Ad Index 44 Billboard 46

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

AAAE BOARD OF DIRECTORS CHAIR KELLY L. JOHNSON, Bentonville, Arkansas FIRST VICE CHAIR BRUCE E. CARTER, Moline, Illinois SECOND VICE CHAIR MARK P. BREWER, Manchester, New Hampshire SECRETARY/TREASURER RANDALL D. BERG, Salt Lake City, Utah

Coming in Airport Magazine APRIL/MAY AAAE Annual Conference Issue with Buyers’ Guide

JUNE/JULY Trends in airport concessions are evaluated from the traveler and airport viewpoints

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

MARIO DIAZ, Houston, Texas KEVIN A. DILLON, Warwick, Rhode Island THOMAS E. GREER, Monterey, California GARY L. JOHNSON, Stillwater, Oklahoma LYNN F. KUSY, Mesa, Arizona GINA MARIE LINDSEY, Los Angeles, California RONALD MATHIEU, Little Rock, Arkansas ERIN M. O’DONNELL, Chicago, Illinois BRADLEY D. PENROD, Pittsburgh, Pennsylvania ELAINE ROBERTS, Columbus, Ohio RICKY D. SMITH, Cleveland, Ohio SUSAN M. STEVENS, Charleston, South Carolina

FIRST PAST CHAIR JAMES E. BENNETT, Abu Dhabi

JEFFREY A. MULDER, Tulsa, Oklahoma

SECOND PAST CHAIR JIM P. ELWOOD, Aspen, Colorado

REBECCA L. HUPP, Bangor, Maine

PRESIDENT

BRIAN D. RYKS, Duluth, Minnesota

CHARLES M. BARCLAY, Alexandria, Virginia

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

AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

MICHAEL J. LANDGUTH, Chattanooga, Tennessee

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

MARK VANLOH, Kansas City, Missouri

UPFRONT

Denver Unveils Revised Terminal Design Denver International has unveiled a revised concept for its South Terminal Redevelopment Program. The new design is very similar to the concept that was revealed in July 2010, according to the airport. Design changes include: • A reduction in the overall square footage of the program; • A reduction in the size of the train station and the amount of structural steel planned for that project; • The train station platform canopy has been extended and its shape has been changed; • The hotel will be one floor shorter than the original plan; and • The current design will be built to meet a $500 million budget, rather than the original estimated cost of $650 million. “This design affords us a number of efficiencies and cost savings and is

still visually stunning,” said Aviation Manager Kim Day. “We are still on track to turn the train station over to RTD [regional transportation district] for testing at the start of 2014, and open our new hotel in 2015.” Construction on the South Terminal Redevelopment Program began in the fall 2011 when crews started utility and access work. To view a PDF of the revised design concept, go to http:// business.flydenver.com/ southterminal.

Tampa Proposes Airside F Upgrade Tampa International officials have proposed a $27.6 million upgrade of Airside F to advance the airport’s new focus on attracting overseas flights. Airport CEO Joe Lopano said the proposed renovation will increase the airport’s ability to handle baggage and will improve the flow of passengers through security and customs so that the airside can manage up to three widebody

OHIO’S AKRON-CANTON AIRPORT in January celebrated the opening of its new TSA checkpoint. The new checkpoint is four times larger, is configured for four screening lanes (expandable to six lanes) and features the newest security screening technology. The completion of the new checkpoint is part of the airport’s 10-year, $110 million capital improvement plan. Construction began on the project in April 2011 and ended in early January 2012. The airport’s food court was relocated to the other side of the main concourse to make way for the expanded screening checkpoint area. 6

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PORT OF PASCO, WASH., HONORS JIM MORASCH, A.A.E. The Port of Pasco, Wash., on Dec. 30 unveiled a bronze plaque honoring Jim Morasch, A.A.E., who was injured in a car crash Jan. 25, 2011, and died of his injuries Feb. 3. The plaque honoring Morasch and his 31 years of service to the port hangs in a prominent location in the Tri-Cities Airport terminal. It includes statements about Morasch’s contributions to the community. Morasch, who began his career at TriCities in 1980, helped the airport meet the growing needs of travelers while volunteering on community boards. He was AAAE Chair in 1999 and also served in a number of AAAE leadership positions.

international flights simultaneously. That should meet anticipated demand at the airport over the next several years, he added. Airside F, which opened in 1987, handles most of Tampa’s overseas flights. Previous plans had called for moving international operations to a new North Terminal, a $1 billion project slated to come on line in 2015. But the downturn in the economy and the resulting decline in passenger traffic forced postponement of that expansion until at least 2023. The Airside F renovation is a lower-cost solution that meets immediate needs, Lopano said. Currently, Airside F has only one baggage claim device. Plans call for adding two more baggage claim areas plus two more booths for passport checks, bringing the total

UPFRONT

to eight, as well as increasing TSA screening lanes, relocating queues at security checkpoints, enlarging concessions space and updating the Wi-Fi network. The project requires approval of a budget revision by the Hillsborough County Aviation Authority Board. If approved, design would begin in March 2012, with construction of the first phase of the project completed by the end of the year and the entire upgrade finished by September 2013. Air service priorities for the airport include flights to Frankfurt, Germany; Sao Paolo, Brazil; Bogota, Colombia; Panama City, Panama; Mexico City, Mexico; and the Caribbean, according to an announcement.

Pinnacle Airlines Begins Program To Reduce Costs Pinnacle Airlines Corp., the parent of Pinnacle Airlines, Colgan Air and

Global Entry program at Bush Intercontinental continues strong growth.

its business lines, organizational structure and executive and director level functions. “Pinnacle Airlines Corp. is facing a convergence of events that, if left unaddressed, will make 2012 an extremely challenging year,” said President and CEO Sean Menke. “We have a great deal of hard work ahead of us, but these efforts are necessary to ensure we can operate as a profitable business for our shareholders, mainline flying partners, employees and other stakeholders.”

IATA Downgrades 2012 Airline Earnings Forecast Mesaba Aviation, announced that it has launched a comprehensive program to reduce short- and longterm costs and to enhance liquidity. Pinnacle said that planned initiatives include seeking modifications to the company’s agreements with its mainline airline partners, equipment lessors, debt holders, real property lessors and vendors. The company also said it will seek to work with its pilots and other employees, both union and non-union, to reduce labor costs. The company added that it will examine and further rationalize

The International Air Transport Association (IATA) downgraded its 2012 forecast for airline profits from $4.9 billion to $3.5 billion. For 2011, profitability remains weak but unchanged at $6.9 billion, IATA said. However, the trade group explained that the Eurozone crisis puts severe downside risk on the 2012 outlook. “Should the Eurozone crisis evolve into a full-blown banking crisis and European recession,” the global aviation industry could suffer losses exceeding $8 billion in 2012, IATA said. While passenger traffic is slightly stronger than expected, IATA said

cargo traffic is worse than expected. A downward trend in cargo since mid-year means that cargo likely will finish the year with a 0.5 percent contraction in traffic and flat yields.

Global Entry Continues Growth In Houston The number of passengers utilizing the Global Entry program at George Bush Intercontinental Airport continues to soar, airport officials said. Passenger approvals in Houston for the first six months of 2011 increased by 147 percent when compared with totals from that same period in 2010. Global Entry is a U.S. Customs and Border Protection trusted traveler program that allows expedited clearance for preapproved low-risk travelers who are entering the U.S. Since the program’s inception in 2008, Bush Intercontinental consistently has led the nation in the number of passengers taking advantage of the expedited service, according to an announcement from the airport. “Houston was very quick to recognize the benefits of the Global Entry program,” said Mario Diaz, director of the Houston Airport System. “This is a diverse community

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UPFRONT News Briefs Rebecca Hupp, A.A.E., currently director of Bangor (Maine) International Airport, has been named the new director of Boise (Idaho) Airport. Hupp replaces Richard McConnell, who left his position last November. Hupp is president of the Northeast Chapter-AAAE. Her appointment requires approval of the Boise City Council, and, if approved, she is expected to begin work in April. ... Michael Daigle, A.A.E., has been named executive director of St. Joseph County (Ind.) Airport Authority, which operates South Bend Airport. He succeeds John Schalliol, A.A.E., who retired effective Feb. 29, 2012. Daigle has served as the deputy executive director at Capital Region International Airport, in Lansing, Mich., since 2007. Prior to that, he was the airport director in Kalispell, Mont. and La Crosse, Wis. ... Dean Schultz, A.A.E., has been named the new chief operating officer of Reno-Tahoe International. Schultz, formerly senior vice president of planning, engineering and environmental management for the Reno Tahoe Airport Authority (RTAA), is replacing Marily Mora, A.A.E., who left the airport after 12 years to become assistant director of aviation for Oakland International. Shultz has been with RTAA for 14 years. ... Mario Diaz, director of the Houston Airport System, is the newest member of AAAE’s Policy Review Committee (PRC). The PRC acts to advise the association’s board of directors. ... Brian Reed has been named CEO of RS&H, replacing Leerie Jenkins, Jr. Jenkins will transition out of the CEO position to focus on serving as chairman of the board, with the transition to be complete by July 31, 2012. Reed currently serves as senior vice president and director of the aviation program. ... FAA has issued an updated Engineered Material Arresting System (EMAS) fact sheet that includes pending projects. It may be accessed at http://www.faa.gov/news/fact_ sheets/news_story.cfm?newsId=12497. ... TSA announced the launch of TSA Cares, a new helpline designed to assist travelers with disabilities and medical conditions, prior to arriving at the airport. Travelers may call TSA Cares toll free at 1-855-787-2227 prior to traveling with questions about screening policies, procedures and what to expect at the security checkpoint. ... FAA said that it has released a mobile website that provides quick access to FAA.gov. The new product may be accessed at http:// www.faa.gov/mobile. The full Web version of FAA.gov is available by tapping a link at the bottom of any FAA Mobile page. FAA Mobile 1.0 is not a mobile application, the agency said. It is a set of pages and services that are optimized for viewing on mobile devices. FAA Mobile fully supports iOS 4 and higher, as well as Android 2.2 and higher, the agency said. 8

US Airways, Delta announce new routes after slot swap.

that’s very familiar with the international travel process, so it’s not surprising that they would line up for this service in record numbers.”

US Airways, Delta Announce New Routes US Airways announced that it will institute service to 11 new destinations and add flights to three existing destinations from Reagan Washington National as a result of its slot transfer agreement with Delta. DOT approved a request from the two carriers under which Delta would trade 42 daily slot pairs at Reagan National for 132 US Airways daily slot pairs at LaGuardia. The department placed a number of conditions on the trade, including a requirement that the carriers divest themselves of eight pairs of daily slots at Reagan National and 16 pairs at LaGuardia. Eight of the 11 new communities that US Airways said it will add to its route map currently have no service to Reagan National, the carrier said. The flights, which begin March 25, are the next step in US Airways’ plan to focus on its core service areas of Washington, D.C., Philadelphia, Phoenix and Charlotte,

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N.C., according to an announcement from the company. In the first phase of its expansion at Reagan National, US Airways will add the following new flights, which begin March 25: • Nonstop, daily flights to Birmingham, Ala.; Fayetteville, N.C.; Islip, N.Y.; Little Rock, Ark.; Jacksonville, N.C.; Pensacola, Fla.; Tallahassee, Fla.; and Fort Walton Beach, Fla. These destinations currently have no existing service from Reagan National. • New service also will be added to Memphis, Tenn.; Omaha, Neb.; and Ottawa, Ontario. These communities currently are served by other carriers from Reagan National. • Daily flights will be added to Bangor, Maine, and Savannah, Ga., which US Airways currently serves on weekends. • A daily nonstop frequency will be added to Hartford, Conn. Separately, Delta unveiled the flight schedule for its new domestic hub at New York’s LaGuardia airport, significantly expanding service to include more than 100 new flights

UPFRONT

WACO AIRPORT EARNS FAA SOUTHWEST REGION TEXAS AIRPORT OF THE YEAR AWARD Waco (Texas) Regional Airport has completed a number of projects, including rehabilitation of its primary runway and construction of a new aircraft rescue and fire fighting (ARFF) station, using American Recovery and Reinvestment Act (ARRA) funds and AIP grants. In recognition of the scope of the improvements, the airport was named the FAA Southwest Region Texas Airport of the Year for 2011. Other completed improvements at the airport that were recognized by FAA were: expanded airport administration and TSA offices; a larger holdroom to accommodate passengers from diverted flights; increased space for passenger screening equipment; and upgrades to make the airfield compliant with FAA safety and security guidelines. In 2005, RS&H, in conjunction with the airport and FAA, developed a plan and budget to address the airport’s capital improvement projects. The design for the terminal expansion — one of the first projects — increased the number of aircraft parking positions to three and added two passenger boarding bridges, plus interior upgrades. At the same time, a plan was developed to address numerous runway safety area issues, including non-standard safety areas and runway and taxiway intersections. “Planning for the runway extension along with preliminary design and development of the required environmental documentation began in 2006 when the city and FAA

and 29 new destinations. The investment will be the largest single expansion by any carrier at LaGuardia in decades, with total flights increasing by more than 60 percent and total destinations by more than 75 percent, the carrier said. By summer 2012, Delta said it will operate 264 daily flights between LaGuardia and more than 60 cities, more than any other airline. Delta’s expanded LaGuardia schedule adds nonstop service to top U.S. business markets, including Miami, Dallas/Fort Worth, Houston,

Waco Airport officials accepted the FAA Southwest Region award.

committed funds,” explained airport Director Joel Martinez. However, prior to putting the runway safety area project out to bid, Martinez and his team identified an opportunity to address other runway improvements that were planned for the future. The airport was able to fast-track a design that could be positioned and qualify as “shovel ready,” thereby making it eligible for ARRA funding that became available in 2010. According to Martinez, the down economy proved to be an ideal time to request bids. “Our base bid was for the rehab of Runway 1-19,” he stated. “But because the bids came in low, we were able to fund the project for less money and rehabilitate both runways. “We rehabbed runways 1-19 and 14-32 and extended Runway 19,” Martinez said. “We built another taxiway, Bravo 3, that allowed us to shorten Runway 14-32, and we relocated drainage, the glideslope and the Medium-Intensity Approach Lighting System with Runway Alignment Indicator.”

Charlotte, Denver, Pittsburgh, Milwaukee and Cleveland. Delta also will be adding frequencies to business markets it currently serves, including Chicago, Nashville, Raleigh-Durham and Portland, Maine. In addition to key business markets, Delta said it will institute new all-jet service from LaGuardia to key upstate New York markets, including Buffalo, Rochester and Syracuse, replacing turboprop aircraft operated by US Airways. Delta also will be adding service to smaller communities, including Wilmington, N.C.; Roanoke

Va.; and Burlington, Vt.

FAA Issues Flight, Duty Time Rule For Pilots FAA has issued a final flight and duty time rule for commercial passenger airline pilots that sets different requirements for flight time, duty period and rest based on the time of day pilots begin

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UPFRONT

their first flight, the number of scheduled flight segments and the number of time zones they cross, among other things. “This is a major safety achievement,” said DOT Secretary Ray LaHood. “We made a promise to the traveling public that we would do everything possible to make sure pilots are rested when they get in the cockpit. This new rule raises the safety bar to prevent fatigue.” National Transportation Safety Board (NTSB) Chairman Deborah Hersman praised FAA for its action, noting that fatigue has been on the safety board’s “Most Wanted List” of transportation safety improvements since 1990. However, she stated that board members are “extremely disappointed that the new rule is limited to Part 121 carriers. A

Southwest is the launch customer for the Boeing 737 MAX.

DOT SECRETARY RAY LAHOOD and Acting FAA Administrator Michael Huerta on Jan. 24 helped to break ground for a $791 million runway expansion at Fort Lauderdale-Hollywood International. The project will lengthen Runway 9R/27L from 5,276 feet to 8,000 feet, giving the airport two parallel runways that can accommodate air carrier flights. Parallel runways can increase airport capacity dramatically, and this expansion will increase the airport’s capacity from 84 flights per hour to 107, DOT said. Without the runway expansion, delays could reach more than 10 minutes per flight. FAA has issued a Letter of Intent to provide $250 million in AIP funding over 12 years for the project. 10

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tired pilot is a tired pilot, whether there are 10 paying customers on board or 100, whether the payload is passengers or pallets.” Hersman pledged that NTSB would work with FAA and the aviation community “to support the rule’s essential education and training components and to identify areas where additional measures are needed.” The Independent Pilots Association, which represents UPS pilots, filed a petition for review in the U.S. Court of Appeals for the D.C. Circuit, challenging FAA’s exclusion of cargo operations from the final rule. “The IPA seeks to have cargo operations included within the scope of the rule because of the safety benefits provided by the rule,” the union said.

Southwest To Be Boeing 737 MAX Launch Customer Southwest announced that it will become the launch customer of Boeing’s new 737 MAX aircraft, with the first delivery scheduled for 2017. The company said it has placed

UPFRONT

HOUSTON BUSH INTERCONTINENTAL and United Continental Holdings officials broke ground in January on a new Terminal B south concourse dedicated to regional jet operations. The $160 million south concourse project will replace the existing southside flight stations with a new 225,000-square-foot facility to accommodate United’s regional aircraft. Travelers will access the new concourse from the terminal via a 95-foot-wide bridge with 13,000 square feet of food, beverage and retail concessions. Plans for future phases of the overall Terminal B $1 billion project include redevelopment of the central lobby and baggage claim areas, a new international-capable north concourse for mainline and regional jets, a new Federal Inspections Services facility and infrastructure improvements. The entire three-phase redevelopment project is planned over the next seven to 10 years, based on demand.

a firm order for 150 737 MAX planes, and also has expanded its current order book with Boeing for 58 additional 737NG aircraft. The aircraft are intended mainly to serve as replacement equipment as the airline continues the modernization of its fleet.

Safety Board: GA Fatalities Decline In 2010 The National Transportation Safety Board reported that, in 2010, the majority of aviation deaths — 450 — occurred in the general aviation category, down from 478 in 2009. While fatalities in commercial aviation and foreign/unregistered declined, air taxi deaths at 17 remained the same, the safety board said.

25 Airports To Receive AIT Screening Units TSA announced that 25 additional airports will receive millimeter wave Advanced Imaging Technology

(AIT) units. The machines will be deployed with new automated target recognition (ATR) software designed to enhance privacy by eliminating passenger-specific images while improving throughput capabilities and streamlining the checkpoint screening process, TSA said. The agency said it will deploy units to the following airports in the coming weeks: Atlantic City (N.J.) International, Augusta (Ga.) Regional, Billings (Mont.) Logan International, Blue Grass Airport (Ky.), Central Illinois Regional, Central Wisconsin, Charleston (S.C.) International, Colorado Springs, Columbia (S.C.) Metropolitan, Columbus International, Cyril E. King International (U.S. Virgin Islands), Fargo (N.D.) Hector International, Gary/ Chicago International, Grand Forks (N.D.) International, Greenbrier Valley (W.Va.), Hayden/Yampa Valley (Colo.), Henry E. Rohlsen (U.S. Virgin Islands), Montgomery (Ala.) Regional, Newport News-Williamsburg (Va.) International,

Outagamie Country (Wis.) Regional, Quad City International (Ill.), Santa Barbara (Calif.) Municipal, San Luis Obispo County (Calif.) Regional, Santa Maria (Calif.) and South Bend (Ind.). In September 2011, TSA purchased 300 millimeter wave units equipped with ATR, which currently are being deployed. At present, more than 570 AIT units are in use at 130 airports nationwide. President Obama’s fiscal 2011 budget included the purchase of 500 units, and the President’s fiscal 2012 budget requests funding for an additional 275 units.

Massport Approves GA Development The Massachusetts Port Authority (Massport) Board has approved the application of Bedford (Mass.)-based Rectrix Aviation to develop fixed base operator (FBO) facilities at Worcester Regional Airport and L.G. Hanscom Field. Under the terms of the proposed lease agreement, Rectrix Aviation will invest approximately $5 million to develop 27,000 square feet of hangar and office space at Worcester Airport and $15 million to develop approximately 96,000 square feet of hangar and office space at Hanscom Field. Each facility will be sized to accommodate new large corporate aircraft such as the Gulfstream 650 and Global 7000. Both developments are scheduled to be completed in two years and meet Leadership in Energy and Environmental Design (LEED) Silver certification standards as established by the U.S. Green Building Council. Rectrix Aviation is a Massachusettsbased company with corporate headquarters at Hanscom Field. Rectrix operates two FBO facilities: one at Barnstable Municipal Airport in Hyannis, Mass., and the second at Sarasota (Fla.) Airport.

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SCULPTING THE

MESSAGE A Brief Primer on NextGen’s Untapped Marketing Potential By Victoria Cox

AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

IT WAS CHRISTMAS EVE 2009 at Dallas/Fort Worth International, and no one was going anywhere. Throughout the country, passengers were scurrying about airports trying to make connections, trying to get to their destinations, trying to get home. But high winds in Texas forced numerous runway closures. Only two runways remained open to handle the onslaught of holiday traffic. Delays extended close to three hours. Many didn’t make it home until early — very early — Christmas morning.

AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

“We had a very difficult air traffic situation. We had winds sustained around 35 knots with much higher gusts. Also, very low visibility, low clouds and snow,” he said. “The end result was a very low arrival rate for more than 14 hours.”

My colleague Greg Juro, the traffic management officer at the DFW Tracon, described the grim situation: “We had a very difficult air traffic situation. We had winds sustained around 35 knots with much higher gusts. Also, very low visibility, low clouds and snow,” he said. “The end result was a very low arrival rate for more than 14 hours. The arrival rate was in the low thirties. This produced delays on average of 170 minutes. Because it was Christmas Eve, the passenger loads were very high, and there were very few cancellations. It created a very difficult environment.” This certainly wasn’t the first occasion when passengers have been delayed at an inconvenient time. The stories that too often splatter headlines tell of excessive struggles with cancellations, with weather delays and with the unfortunate tales of passengers stuck away from their destinations. But this is one of the first times we’ve found that it didn’t have to be that way at all. Around FAA, and particularly when NextGen is discussed, the term “benefits” is ubiquitous. We examine flight time that can be saved with RNAV (area navigation) approaches. We look at fuel consumption that can be slashed by flying those efficient routes. We talk about enhanced safety 14

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through satellite technologies. The inherent problem with discussing benefits is that, while in total they are very impressive, they come with the exponential number of flights that traverse our skies every hour of every day. When we were preparing to launch our new website to promote the NextGen brand, we wanted a way to present that information clearly in ways people could understand. What did we find? That projected benefits through 2030 would be about $123 billion. That equals the cost of buying 400 new Boeing 747s and equipping them with NextGen. When we examined how much time would be saved by 2030 — a few minutes here and there with each flight — the time totaled in the centuries. Yet, as millions of passengers flock to our airports every year, how much of those benefits will they really experience on a flight to flight level? While shaving a few minutes benefits passengers and airlines, as far as time goes it isn’t a significant measure. The real results come when you consider the entirety of the traveling public and the entirety of those flights. This makes messaging a difficult task. But what we’re discovering more and more based on feedback inside and outside the agency is that what is really propelling the NextGen message forward is the narrative. And already we are seeing NextGen

create those narratives for us. Pretend you moved to a new neighborhood. Every morning you rose with the sun, enjoyed a cup of coffee, bid your family a good day, and then hopped into your sedan for a standard commute to work. What if during that commute you hit every red light? It would be incredibly frustrating and it might force the consideration of alternative methods. But what if one day you, anxious about the commute once again, drove your standard route to the office but never had to stop once. Every light was green, and it reduced both the frustration and the time it took to get there. While you revel in the new roundtrip you make daily, what you may not know is that your community undertook an environmental study and then set the lights on a timer that would optimize certain paths. You would never know that unless it was pointed out, unless attention was drawn to that. This is the difficult part of discussing benefits of NextGen. While the passengers traversing the skies will experience those types of benefits, it is crucial to remind them why they are experiencing those benefits. The skies are changing. We’re working to install procedures for metroplexes at nearly a dozen locations. We’re working with airlines to approve new RNAV procedures that have not previously been flown. Ground stations for satellites continue to be built. We will continue to grow the NextGen infrastructure. And with that growth there will be additional opportunities to reveal the human benefits that NextGen can and will deliver to passengers every day. The biggest impact that NextGen provides airports happens beyond the runways and the tarmac. As air traffic has grown in the past two decades, we have witnessed the rise of alternative airports to meet that demand: Dallas Love Field, Chicago Midway, Mitchell International Airport in Milwaukee and BaltimoreWashington International are a few that have experienced tremendous growth as an outlet for passengers. We are building an infrastructure that will allow airports to define themselves to customers in new, unexplored ways. And that could be extremely useful as air traffic grows and, with it, multiple

options for passengers. This is a crucial time to remind passengers how important they are, and of all the technology enhancements that are taking place that will only serve to improve air travel now and in the coming decades. In the summer of 2011, FAA installed new procedures at Dallas/Forth Worth that would allow the simultaneous landing of Precision Based Navigation approaches and ILS on multiple runways. It was this procedure — that was not available on Christmas Eve 2009 — that would have changed that night for all those stuck in an airport, instead of home by the tree. The procedure would have dwindled delays of three hours down to a manageable 45 minutes. On one of the most important days to be home with family and friends, NextGen technologies would have provided a new narrative for thousands of passengers that night, and millions throughout the year. “We reviewed the data, and had those procedures been available at that time, it would have been a significant reduction in delay and certainly would have assisted the airlines in running their busy schedule on Christmas Eve,” Juro said. While we continue to strive to find and promote these stories, we look forward to working with airports and airlines to install more procedures and technologies that will change the narrative of travel. The emotions already attached to air travel, and particularly to airports, resonate for all. Who could forget a tearful goodbye or a joyful homecoming in the concourses of our airports? And, consequently, other emotions are inherent in traveling: frustration, joy, anxiety, elation. By marketing airports with positive narratives, as we could have done on Christmas Eve in Dallas, we redefine the entire air travel experience. But this isn’t an easy feat. It requires working with aviation partners and exploring where these stories already exist, and where they may in the future. Beyond the transformational programs and the acronyms and the implementation plans, the human element of NextGen benefits abound. A Victoria Cox is FAA senior vice president for NextGen and operations planning. She first wrote about NextGen for Airport Magazine in the June/July 2010 issue. For more information on FAA’s NextGen program, go to www.faa.gov/nextgen. AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

Harnessing Techn

TO DELIVER REAL-TIME CUSTOM BY ILYA GUTLIN

AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

hnology

MER SERVICE

IMPROVING AIRPORT EFFICIENCY WITH INTELLIGENT USE OF INFORMATION

hese are exciting times to be an airport chief information officer or IT manager. Information technology and telecommunications spend remains upbeat at 4.4 percent, and the vast majority of airports expect this spend to remain the same or to increase in 2012, according to the new SITA Airport IT Trends Survey. AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

Airports could see a substantial increase in annual revenues by being able to charge airlines and ground handlers more accurately through automated reporting and billing. The excitement is generated not only by the availability of investment funds, but also the pursuit of “real time” customer service in an airport world that rapidly is being transformed by new airport management solutions, mobile services, social media, and widespread availability of cloud computing. Improving airport efficiency depends on the availability and intelligent use of information to optimize processes and make timely decisions. Slowly, but surely, resistance to sharing data among different stakeholders is breaking down as more airports invest in business intelligence systems that provide real-time visibility of resources and assets at airports.

MOBILE WORKFORCE SOLUTIONS Mobile workforce solutions can deliver global, reliable and secure communications to boarding gate staff, ground crew, pilots, and maintenance, repair and overhaul technicians in a way that is fast, efficient and productive compared with the old reliance on voice and paper-based processes. According to Gartner, a global analyst firm, the global air transport industry spend on mobility will exceed $1.5 billion by 2013. Aircraft line maintenance, baggage loading and fueling are among the main culprits when it comes to aircraft delays in the U.S. that are within the power of the industry to address. Pilot studies by SITA show that half of the delays caused during aircraft turnaround can be avoided with better communication among airlines, airports and ground crew staff. Airports could see a substantial increase in annual revenues by being able to charge airlines and ground handlers more accurately through automated reporting and billing. Mobilizing ground support equipment management can generate 20 percent savings in fuel consumption. Ruggedized mobile devices (devices able to handle tough or rugged environments) are becoming familiar objects at modern, well-run airports in the hands of cabin crew, maintenance staff, checkin and boarding agents, baggage or security staff. They run on stable operating systems and have large touch-screens for easy data input. Powerful middleware can pull in data from various legacy sources without complex interfaces being created, ensuring access to back-office systems. They are instrumental in making life easier and more productive for airport and airline staff in the same way that the smartphone is putting passengers 18

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in real-time control of the various steps of their journey to, and through, the airport.

REAL-TIME CONTROL Nowhere is this better demonstrated than at America’s busiest airport, Hartsfield-Jackson Atlanta International, which always has been a global showcase for passenger self-service. Smartphone adoption among passengers there has jumped from 28 percent to 75 percent in the last 12 months, fueling one of the highest rates of self-service use at any airport in the world, according to SITA’s annual passenger self-service survey. Airport provision of services to passengers’ mobile phones is targeted at easing and enhancing passenger progress through the airport environment. Notifications of flight status and delays direct to passengers’ mobile phones remain at the top of airports’ list of investments in mobile services, with 48 percent of respondents to the Airport IT Trends Survey stating that they already have implemented this functionality. The majority of airports want to target passengers with retail promotions over the next three years, but enthusiasm among passengers for this type of communication varies from region to region. A mere 12 percent of passengers at Atlanta were interested in this, which indicates that airports in the U.S. may have a significant marketing challenge if they are to convince passengers of the benefits of airport retail shopping. In contrast, the enthusiasm for receiving real-time notifications and updates is pervasive. In Atlanta, 85 percent of survey respondents were interested in information on gate changes, flight delays and boarding status; 66 percent in wait times at security; 43 percent in time to reach the departure gate; 15 percent in the location of nearest lounge; and 21 percent in information on airport parking.

QUEUE MANAGEMENT The smartphone and mobile phones in general also are helping airports to respond to another real-time challenge: queue management. The high number of passengers with mobile phones at Atlanta could support Bluetooth-enabled queue management. Twenty-eight percent of all respondents at Atlanta carrying a mobile device had Bluetooth switched

on, which is above the percentage required for effective use of sensors to measure the time passengers have to wait in line and initiate a response to tackle potential bottlenecks. Airports are beginning to use passenger flow monitoring technology to optimize their resource utilization, enhance planning capabilities, and improve the passenger experience. While 22 percent of this year’s Airport IT Trends Survey respondents already monitor passengers’ progress, 49 percent have plans to do so by the end of 2014. The main goal is to reduce congestion (59 percent) but there is also a strong wish to integrate information with other systems to improve airport staff and resource planning (43 percent). Airports also recognize that reduced congestion improves the prospect of passengers using their airport dwelltime to shop. Globally, the number of smartphones carried by airline passengers has almost doubled, from 28 percent to 54 percent over the last year, making it an important tool for travelers wishing to check-in remotely, access flight information on the go, or use any of a broad range of new flight-related applications. Possession of smartphones is especially high among premium passengers; 74 percent of first/ business class flyers were carrying one. The smartphone amounts to a powerful change for self-service functionality from check-in to boarding and the take-up of new applications such as real-time tracking of checked-in baggage.

DISRUPTION UPDATES Smartphones are also an important access tool to social media networks, which are another emerging channel for real-time communication between airports and passengers for customer relationship handling, flight information and operational updates, and disruption and emergency updates. SITA has developed an application that takes flight bookings into the realm of social media, allowing passengers to check in on Facebook and, during seat selection, be shown the seats selected by any of their friends traveling on the same flight. It has also developed an augmented reality appli-

cation that allows Apple iPhone customers to access the best airline deals from nearby airports. This year’s Airport IT Trends Survey underlines the fast adoption of virtualization and cloud computing as 91 percent of airports have, or plan to have, infrastructure virtualization/ services implemented by 2014. While the top reason among airports for choosing cloud computing — six out of 10 — is to generate cost savings, speed and improvements in airport business processes are also important considerations. Cloud computing is all about agility, flexibility and speed, providing airports with the ability to deploy new services and applications in hours rather than months. For the first time, it gives airports the ability to rapidly scale IT resources up or down to match demand.

THE INTELLIGENT AIRPORT Harnessing technology to improve real-time understanding of the airport environment is essential. Airports need to know who their customers are and when they are traveling so that they can predict peak demands, minimize queues throughout the terminal, plan staff utilization, optimize parking spaces, and help customers navigate from long-term parking to the plane in real time. Passenger self-service brings with it challenges of its own. Growing passenger numbers, combined with the rise in remote check-in, makes for new coordination and organizational challenges that necessitate the deployment of a range of collaborative business intelligence solutions for passenger and bag flow management. Airports themselves have identified why they are not there yet. Systems need to be better integrated, real-time information needs to be shared, and communication infrastructure needs to be ubiquitous to enable all stakeholders to work together in harmony. The coming years will see the systematic elimination of manual operations, and greater automation and real-time information sharing between all stakeholders with the true integration of passenger services systems, departure control systems and baggage reconciliation systems. A Ilya Gutlin is vice president-airport solutions at SITA. She may be reached at ilya.gutlin@sita.aero. AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

Reducing Noise May Not Be Enough: Tips for Addressing Non-Acoustic Factors in Your Airport’s Noise Strategy By Jon Collette, A.A.E.

In recent decades, aircraft noise exposure has decreased for many communities surrounding airports. Newer aircraft are significantly quieter, and many airports have seen their 65 dB DNL contour shrink substantively.

However, the expected benefit of these significant noise reductions has not always been realized. Ironically, reducing aircraft noise does not necessarily mean that people will complain about it less. There are a number of reasons why noise annoyance may not decline relative to a reduction in aircraft noise emissions. For example, some airports have seen a concurrent increase in traffic, while aircraft have become quieter. This has led to repetitive, lower-intensity aircraft noise, and the annoyance may be more in persistency of the sound rather than its volume — somewhat like the proverbial dripping faucet. It also is important to consider that noise annoyance is influenced by factors in addition to sound exposure. In the field of psychology, it is well understood that personal opinions highly influence perception. These phenomena are called cognitive biases, and they substantially complicate 20

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how local residents may relate to airport noise. It is vital for an airport’s management team to understand that social and psychological variables are involved and that elements should be included in an effective noise abatement strategy to address these non-acoustic factors. This is done largely through community education and an ongoing commitment to public involvement. People living around an airport are becoming educated about aircraft noise exposure, but if the airport isn’t involved in the communication process, bad information and sensationalism might be what they hear and believe. Here are several suggestions for airport managers to consider when developing their noise abatement program: 1. Provide good customer service. Airports often put great effort into improving the experience of their customers. This philosophy

also should extend to the community around the airport. When people contact the airport to complain about noise, they often expect the rude and indifferent service stereotypically offered by government agencies. Simple courtesies such as being polite, returning calls, providing answers and exhibiting patience can go a long way. Also, if action is taken due to a customer’s complaint, let the customer know the result. Conversely, if you can’t do anything about the person’s concern, explain why. Follow-through is also an important part of building trust. If you tell a local official or neighbor you’ll provide him/her with some information, remember to do so. Returning phone calls and emails lets people know that your noise hotline isn’t just an electronic dumping ground for people you’d rather not deal with and issues you’d rather not resolve.

2. Develop simple ways for the public to contact the airport. By inviting communication, the airport is able to build a personal relationship with neighbors rather than an impersonal and bureaucratic reputation. In the end, it is better for the community to complain to the airport operator about noise issues and to receive accurate information, rather than to just hear rumors and make assumptions. Some airports post noise complaint contact information in an accessible place on the airport website or provide local residents with brochures, business cards or refrigerator magnets with complaint contact information on them. This provides the airport operator with a way to discuss the airport’s noise program, address community fears and track concerns. AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

The Bellman character in Lewis Carroll’s classic poem, The Hunting of the Snark, makes the statement, “What I tell you three times is true.” Similarly, frequently repeated but inaccurate public statements about airport noise may become accepted as fact. 3. Be understandable. One of the biggest obstacles to communicating with the public about aircraft noise is our industry’s jargon, which is full of acronyms and unusual phrases. The public at large doesn’t understand DNL, STARS, SIDS, or “Stage 2 phase-out.” Take care to explain the facts using language people can understand, but not in a condescending way. Some airports have used supplemental noise metrics in community discussions to give some understanding of the factors that are incorporated into the DNL metric and how noise levels relate to everyday life. 4. Be honest. Tell members of the public the truth, both good and bad, and explain what realistically can be done to alleviate their concerns. Check your facts before you give out information, and own up to information that is incorrect. If you don’t know something, admit it and find the answer. Sometimes, people are looking for something to reinforce their belief that the airport operator is hiding something, so take care to avoid spin. You don’t want your noise educational information to be shallow propaganda. Over the long term, the airport’s reputation will suffer if the community thinks that the airport frequently is trying to hide bad news or is avoiding the public. Similarly, trust involves being candid about what you can and can’t do. Telling residents that you can’t create a “no-fly zone” over their homes may not be what they want to hear, but if it is true, that’s a lot better than giving them a spun or shallow answer. It also can help to tell them why it’s true and explain what you are doing about noise issues for their area. 5. Really involve the community. Most airports have some measure of community outreach during Part 150, master plan and environmental studies. However, holding a few workshops and a legally required hearing is not quality community involvement. An airport needs to have ongoing community engagement, even with difficult parties. Noise advisory committees and regular public outreach are good ways to do this. Part of involving local residents is actually taking their suggestions seriously. Simply put, even an idea that is impractical or impossible to implement may provide a starting point for something that is workable. Using the idea and giving credit to those involved demonstrates that the airport actually is listening. 22

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6. Share information, both externally and internally. Sharing information and gathering input from local communities is important, as it empowers residents and gives them legitimate and meaningful involvement in decisions that may impact their neighborhoods. This may alleviate the feeling that the airport is just a big government system that will muscle in on their lives regardless of the impact. Similarly, sharing information internally is essential for building trust. Airport operations, planning, public affairs and related external agencies (particularly FAA) should be sharing information regularly with each other on noise-related projects and impacts. This allows the situation to be understood by everyone. When an organization seems to be disorganized and unable to keep the story straight, it may appear to be either inept or trying to cover up something. The Bellman character in Lewis Carroll’s classic poem, The Hunting of the Snark, makes the statement, “What I tell you three times is true.” Similarly, frequently repeated but inaccurate public statements about airport noise may become accepted as fact. This is especially true when such comments are made by someone viewed as a leader in the community, such as a member of the news media or an elected official. If good information isn’t available, airport neighbors may believe rumors and exaggerations about an airport’s noise impacts. Substantive and ongoing communication with local residents is essential for aligning perception with reality and building trust with them. An airport that remains silent on noise issues, except when they are legally required to hold hearings or when noise has become a politically volatile subject, may be viewed by the public as simply “going through the motions.” In this case, the airport leadership may have ceded the role of educator to others who may not truly understand the noise impacts or who generally dislike the airport. Eventually, an airport will have to interact with neighboring communities, and it is better if this is part of an ongoing process with a history of communication, rather than showing up to defend your position. 7. Provide ongoing updates on how well you comply with established noise metrics. If your airport tracks compliance with noise abatement measures or measures noise levels, sharing that data with the public can be quite

helpful. However, be sure to explain what the metrics mean and what causes deviations. Legitimate deviations due to weather or other hazards may be more acceptable to a community if they know why they occur — and see how seldom they actually happen. 8. See complaint statistics as a community relations tool, not as a noise metric. Regardless of an airport’s noise levels, the number of complaints will vary. You can have a very effective noise program, but community opposition to an unrelated airport concern can manifest itself as an increase in noise complaints, even if the noise exposure decreases or stays the same. Noise complaints can be helpful in observing trends and quantifying the types of aircraft operations that historically have been problematic for surrounding communities, but they are not a good measure for determining whether your noise levels are changing for better or worse. The scientific literature is quite clear that complaints are not an accurate measure of community noise annoyance; however, you can use them as a rough barometer of current public opinion and concerns. 9. Anticipate that building trust will take time. This is especially the case if the airport is beginning to engage the public or working to repair strained community relations. Yes, the first few community noise meetings may be gripe sessions, but keep a long-term vision. Eventually, those same people may see that you actually are listening to them, care about their concerns and are working actively to minimize noise when you can. Communication can be a difficult process and may seem like inviting conflict and controversy, but it should make your job easier down the line. Conversely, avoiding conflict can be a short-term solution that leaves you with a long-term problem. 10. Expect the question: “So, are you actually doing anything to reduce noise?” Airport detractors may accuse you of trying to explain away noise rather than doing anything about the problem. Similarly, funding nonacoustic parts of your noise program may be scrutinized because sometimes the analysis of airport projects can focus on measurable costs and benefits. Decision makers may want to see a quantifiable noise decrease for each dollar spent. Ultimately, both of these issues come down to

the misconception that lowering noise levels alone is what will make the community happy, when, in reality, it may not. Many airports with a 65 dB contour that is completely within their property line still have noise problems with neighbors. Addressing community concerns with nonacoustic measures is often fairly inexpensive. For example, the cost of holding a quarterly community noise meeting is likely quite negligible, as are the costs of returning resident phone calls and emails in a polite and timely manner. Even publishing outreach materials is fairly inexpensive, particularly if it can be done in-house. Compared to the costs of implementing some noise abatement measures (such as moving runways or sound insulation programs), the costs of community engagement programs are actually quite negligible and might give you a bigger “bang for the buck,” particularly for the wider regional noise impacts that extend beyond the 65 dB DNL contour. In summary, actions that reduce actual sound emissions are an essential and integral part of any airport’s noise strategy. However, the public outreach side is invaluable in addressing what the community believes about the airport and explaining what the airport is doing to reduce noise impacts. This is especially important at airports with a 65 dB DNL contour that affects few (if any) residential areas, thus limiting the acoustical and operational noise abatement options that are available. Essentially, a public affairs strategy is needed to explain to and remind the public of the acoustical and land use elements of your noise program and to demonstrate their historical and future benefits. If the public is not aware of your noise reduction commitment and progress towards that goal, many people incorrectly will assume that little or nothing is being done. A Editor’s note: Recommended reading, ACRP Report 15: Aircraft Noise: A Toolkit for Managing Community Expectations, which is available online at: http://onlinepubs.trb.org/onlinepubs/ acrp/acrp_rpt_015.pdf. Jon Collette, A.A.E., is the noise abatement program manager at Philadelphia International Airport and may be reached at jonathan.collette@phl.org. The views expressed in this article are his own. AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

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New Methods Improve Ability Of Airports To Track Capital Programs BY TOM STRANGE

irport capital programs are coming under increased scrutiny from the organizations that provide the funding necessary to plan, design, and build new projects. Regardless of the type of funding (such as bonds, grants, PFCs or user fees), airports now are being required to report exact details of how funds are being used in order to justify that the money is being spent wisely. This new level of transparency and accountability is requiring many airports to change their current methods of tracking and reporting on “use of funds.” These changes largely can be facilitated by the following four activities: 1. Business process optimization; 2. Improved stakeholder communications; 3. Enabling technology; and 4. Change management.

BUSINESS PROCESS OPTIMIZATION Business process optimization is the practice of evaluating and reviewing current business processes to determine good opportunities for improvement for a successful outcome. A business process optimization exercise typically begins with the mapping of the “as is” or current state. This allows all stakeholders to be on the same page in gaining an understanding of how work currently is being performed. In the area of capital program management, typical process areas to be considered include: • Capital planning • Capital project budgeting and funding • Project/contract administration • Project design • Construction • Project close-out • Project reporting Once the “as is” processes have been mapped, opportunities for improvement can be identified, such as reducing the amount of time it takes to perform a task, eliminating the number of steps to be taken, or eliminating the number of required approvals. The same stakeholders, usually with the help of a trained facilitator, can then develop the new “to be” processes which, when implemented, can optimize the business. In the area of financial reporting for projects, an example would be making sure that design and construction invoice information is captured at the line-item level in AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

a system so that it can be reported quickly and effectively by project.

IMPROVED COMMUNICATIONS Improving communication is the next step toward ensuring that funds are being tracked and managed correctly. There are so many stakeholders involved in a capital program that communication is often incorrect or non-existent. Remember the old elementary school practice of starting a message at the front of the room where a student whispers the message in the ear of the next student and the message goes around the room? By the time it reaches the last student in the back room, the message is completely changed. In order to be most effective, communication should be kept brief and be directed to the stakeholders who are most affected by the subject material. Communication must start at the earliest stages of the program and then continue throughout the life of the project. More often than not, programs are communicated effectively at the beginning stage when public meetings are held to gain program approval, but communication suffers greatly when programs get underway and stakeholders are busy managing the program. The most important factor in successful communication is for the leadership in the organization to embrace and mandate the requirement of communication among stakeholders. Once the mandate has been given, one of the best ways to improve communication among stakeholders is to make it easy to exchange information and important data. Three of the easiest and best ways to communicate effectively are through 1) conducting regularly scheduled formal and informal meetings with clear specifics on the roles, responsibilities and reporting requirements from each party; 2) distributing the information through electronic mediums that can be updated quickly and easily, such as Web pages or other types of electronic mail communication; and 3) providing an electronic document repository for authorized users that permits easy access to both current and historical project information.

ENABLING TECHNOLOGY Often, new business processes are implemented through the use of enabling technology. There are many examples of enabling technologies that have helped capital program management and, arguably, an equal number of enabling technologies that have hindered the management of a capital program. The spreadsheet is a good example of a 26

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technology that does both. Prior to introduction of the personal computer and its widespread use, most project accounting was done with a 10-key calculator and a project ledger. The spreadsheet came along and greatly improved the ability of a project accountant to keep track of things quickly and easily. As a result, the use of spreadsheets grew exponentially, and they became an invaluable source of information for stakeholders. Because spreadsheets could be used to store and maintain data, they soon became the single source of truth. Unfortunately, by their very nature, spreadsheets are easy to misuse. Too frequently, people exchange spreadsheets, and very quickly they become out of date, or worse, they become error prone. A University of Hawaii study that analyzed a sample of 113 spreadsheets in field audits found that 88 percent of them had errors. One of the mostly costly examples of a spreadsheet error is an incident with the Fidelity Magellan Fund in which a $1.2 billion amount was entered into a spreadsheet without a minus sign, indicating a net capital gain had occurred versus a net capital loss. Numerous shareholders who expected a large dividend payout actually received no dividend at all. The spreadsheet problem has become so pervasive that many enterprise risk management programs are mandating that the use of spreadsheets be minimized for financial reporting and that only software applications that are specifically developed and rigorously tested and secured be used for financial calculations and reporting. Several reliable and robust software applications are available on the market that can be used for capital program management and reporting activities that will allow the airport owner/operator to eliminate the majority of spreadsheets, thereby reducing risk and improving transparency and accountability. When evaluating technology to enable improvements in business processes, is it important to consider the following: • Does the new technology simplify the process? • Does the new technology support a valid return on investment? • Can the new technology be implemented soon enough to have an impact on the proposed process changes?

CHANGE MANAGEMENT Each of the first three practices — business process optimization, improved stakeholder

communication, and the deployment of message, who will be informed, who will enabling technology — typically require both deliver the message, and what tools will institutional and organizational change. By be deployed; nature, most of us are resistant to change Adjustment to policies. If required to supbecause it is uncomfortable. We become port the new processes and technology; accustomed to the old way of doing things and Development of performance measureare unwilling or unable to embrace the new ments. In order to quantify the benefits and processes and new technology. As a result, reward behavior; many organizations find themselves worse off Organizational alignment. Determine any than before the implementation of the new change of control, reporting relationships and processes and technology tools. What was missions to best support program objectives; supposed to improve efficiency actually has Rewards and incentives. Identify and hampered productivity. implement incentives to reward changes in An effective change management program is one behavior and performance; of the best ways to ensure that a new way of doing Job design. Development of job descripbusiness can be effective and meet the goals and tions for both new and existing positions objectives of the airport. A change management as needed; plan typically has two primary objectives: to overFunctional and supervisory training. come resistance to change, and to generate buy-in Training and capability development to manand acceptance. age the new processes; In order to meet these objectives, a change Cultural alignment. Identifying the cultural management program should include the changes (e.g., empowerment, accountability, following elements: transparency) necessary to best achieve the 1. Establishment of a program roadmap that vision; and clearly identifies the new processes and Technical and system skills training. To enabling technologies that will be deployed ensure that all staff members have the techas part of the capital program; nical and process-specific skills necessary to 2. Establishment of a change agent working perform to the new standards. group comprised of executive level managers The approach of optimizing business processes, who are empowered to manage and govern developing and implementing a clear and conthe program; and sistent communications plan, and deploying the 3. Development of the change management proper information technology systems guided by plan that identifies the following types of a comprehensive change management program will components: greatly improve the airport’s ability to manage its Project team building. For overall program capital program. A governance to ensure that both technical and functional resources are moving to a comTom Strange is president and CEO of The Solution Design mon goal; Group Inc. He may be reached at tom.strange@thesolutionBusiness vision. The clear, compelling and designgroup.com. documented vision of the program and how it meets the air2010 DELTA AIRPORT port’s overall business strategy; CONSULTANTS, INC. Best Civil Engineering Firm To Work For 2010 Stakeholder management. Identification of all internal  Planning and external stakeholders that  Environmental are impacted by the program;  Engineering Change leadership devel Construction opment. Ensuring that the Administration airport’s leadership core is aligned and ready, willing  Program and able to drive change Management across the enterprise;  Architecture Communications plan. www.deltaairport.com Development of the change AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

UNMANNED AIRCRAFT SYSTEMS Coming Soon To An Airport Near You By Lynn Kusy, C.M., and Robin Sobotta, A.A.E., Ph.D.

he aircraft of the future, we were once told, will have only a man and a dog in the cockpit. The man will be there to feed the dog, and the dog will be there to bite the man if he tries to touch any of the controls. 28

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Today the term “cockpit” is being replaced by “flight deck” or “platform,” while the operator (and his/her dog) can remain comfortably on the ground. Unmanned Aircraft Systems (UAS) have been flying for more than 20 years and now are poised to enter the National Airspace System (NAS), where the established term “see and avoid” takes on new meaning, and communication issues are greatly magnified. The technology exists to safely integrate UAS in civil airspace, and, accordingly, Congress is pressing FAA to move toward full integration of UAS into the NAS. In early 2011, both the House and Senate passed FAA reauthorization legislation

advocating a comprehensive plan to integrate UAS into the NAS. However, due to delays in reconciling that legislation, Congress pressed forward and generated an FAA mandate to establish several UAS test ranges in the U.S., via the National Defense Authorization Act (NDAA), which was signed into law Dec. 31, 2011. The FAA administrator is tasked to “establish a program to integrate unmanned aircraft systems into the national airspace system at six test ranges” not later than 180 days after the NDAA enactment. The FAA reauthorization law will provide further guidance to FAA on civil UAS integration into the NAS. However, civil airports are certain to be accommodating UAS over the next few years. Several states, including Arizona, Ohio, Oklahoma, New Mexico, New York, North Dakota and Texas, as well as regional partnerships such as those between Virginia and Maryland, are positioning themselves to be selected for future testing and demonstration projects, as well as national UAS test range designation. The economic stakes are high. In 2010, the Association for Unmanned Vehicle Systems International (AUVSI) estimated that more than 23,000 jobs would be generated with civil UAS integration. Airports long have been the focal point for aviation activity planning in their communities. However, this emerging facet of aviation — focused on allowing civil integration of UAS in the NAS — is

adding a dramatically different dimension to aviation planning. The opportunity associated with UAS integration into civil airspace is enormous. Those contemplating accommodation of UAS in their communities should balance potential economic and societal benefits with potential community concerns such as safety and privacy.

MILITARY TO CIVIL USE Over the past decade, unmanned aircraft military users prompted a critical surge in UAS development and deployment, helping to create the solid industry foundation that exists today. UAS are uniquely effective in accomplishing necessary intelligence, surveillance and reconnaissance in hostile environments. The Department of Defense (DOD), supported by Congress and the President, helped to advance UAS from obscurity to common use. In October 2011, the New York Times reported that the Pentagon had “…7,000 aerial drones, compared with fewer than 50 a decade ago, and has asked Congress for nearly $5 billion for drones in 2012.” Aside from military training (predominantly within the nation’s restricted airspace), UAS operations largely have been conducted overseas. However, FAA has permitted limited non-military UAS operations for selected domestic users, including those: • operating with special FAA certificates of waiver or authorization (COAs) in designated areas; • operating with special airworthiness certificates in the experimental category (SAC-EC); or • flying for recreational purposes, under FAA Advisory Circular (AC) 91-57, Model Aircraft Operating Standards. In a November 2011 presentation at the FAA 27th Annual Great Lakes Regional Airports Conference, FAA Air Traffic Control Specialist Randy Willis reported that there are 294 active COAs, with 140 applications pending. Since July 2005, FAA reports issuance of 94 SAC-ECs. COAs are limited to public use aircraft such as those operated by federal, state and local agencies, and universities. Written in 1981, AC 91-57 permits recreational operation of model aircraft without FAA certification of the aircraft or the operator. However, these model aircraft must remain below 400 feet above ground level (AGL), and away from spectators and noise-sensitive areas. Additionally, UAS operators must notify local airport operators, AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

UAS long have been successfully associated with provision of so-called dull, dangerous and dirty missions, and have been successfully deployed by the military for years. Civil proponents are expecting the rapid adoption of UAS for civil use. air traffic control officials or flight service stations if operating within 3 miles of an airport, and must yield to manned, full-scale aircraft.

VIEWING UAS AS SYSTEMS Despite the somewhat misleading name, unmanned aircraft systems are not without significant human control; however, the human control of the platform is accomplished from a remote location. In 2010, the DOD Dictionary of Military Terms defined an unmanned aircraft system as “a system whose components include the necessary equipment, network, and personnel to control an unmanned aircraft.” While UAS are often commonly perceived to be an aircraft or platform that accomplishes flight, UAS should be viewed more accurately as an entire system that includes several components: a platform or aircraft, the payload being carried, communications and data links, a ground control station, and the operator(s) — all in the context of the national airspace and NextGen technology. Ultimately, the payload — typically a camera or other sensing device appropriate for civil applications — is a major consideration for determining the value of a UAS for civil use.

AN EMERGING REGULATORY FRAMEWORK Today, UAS operations are emerging from their military and limited civil roots into a dramatic surge of airspace activity, as Congress moves to full integration of UAS into the NAS by 2015. The FAA reauthorization law will provide guidance and a timeline for UAS civil integration, as well as a plan for UAS research. Additionally, it will provide a simplified, expedited process for government public safety agencies to operate UAS weighing up to 4.4 pounds, within operator line of sight, up to 400 feet AGL, in daylight conditions, within Class G airspace, and beyond 5 statute miles from airports and other aviation activities. One of the most pressing concerns associated with UAS operation in the NAS centers on the requirement that the pilot or operator yield the right of way to other aircraft operators. This is one of the greatest challenges to UAS integration today. Accordingly, many have suggested a “sense and avoid” approach to be deemed the UAS equivalency to the Federal Aviation Regulation Part 91-113 “see and avoid” mandate. Currently, to comply with this mandate, FAA generally requires UAS operating under a COA to use a “chase” aircraft with visual contact or other visual observer. 30

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To address UAS-related challenges and provide recommendations for NAS integration, FAA established an Unmanned Aircraft Systems Aviation Rulemaking Committee (UAS ARC). At an August 2011 AUVSI conference in Washington, D.C., FAA officials discussed their 2009 roadmap for civil and public UAS NAS access, as well as their continued efforts to publish a notice of proposed rulemaking for small UAS (sUAS). The sUAS rule is expected to be issued this year, following years of consultation with industry, academia, government, and federal committees, such as UAS ARC and RTCA. FAA also created an Unmanned Aircraft Program Office (Aviation Safety) and an Unmanned Aircraft Systems Group (Air Traffic Organization) and recently announced its intent to establish UAS Center(s) of Excellence.

THE UNCERTAIN ROLE OF AIRPORTS The role of airports and their sponsors in UAS integration into the NAS is less clear, but airports and communities actively are seeking FAA clarification in this regard. UAS operations in the NAS generally have been limited to restricted airspace or locations specifically identified in COAs. Generally, UAS-related guidance requires several miles of separation between airports and UAS operations, but the distance suggested by various entities differs. For example, FAA AC 91-57 instructs recreational users to contact air traffic or airport officials, if the aircraft will be flown within 3 miles of an airport. However, FAA reauthorization contains a buffer of 5 statute miles from airports for public agencies operating sUAS; this aligns with U.S. Army Directive 2012-02 requiring 5 miles of separation between UAS operations and civil use (public or private) airports or heliports. Despite the lack of clear guidance on this issue, integration of manned and unmanned systems in the NAS is not as futuristic as one might imagine. In fact, there are a number of U.S. locations where mixed operations currently are occurring. Sierra Vista (Ariz.) Municipal Airport-Libby Army Airfield (home of the UAS Training Center at Fort Huachuca) boasts a long, safe history of combined (manned and unmanned) operations. In fact, over the past decade, more than 10,000 UAS military operators have been trained in Arizona. Remarkably, more than 31,000 UAS flight hours have been flown in the Grand Canyon state airspace since 2003 in support of military and homeland security needs. While there naturally will be delays and

challenges to commingling unmanned and manned operations at or near civil airports, there is no lack of interest in using UAS in the nation.

NON-MILITARY APPLICATIONS UAS long have been successfully associated with provision of so-called dull, dangerous and dirty missions, and have been deployed successfully by the military for years. Civil proponents are expecting the rapid adoption of UAS for civil use. AUVSI and others have identified a number of potential civil applications for UAS, including power line surveillance, agricultural, communications and broadcasting, real estate mapping, mining, freight transport, aerial photography, weather research, movie production and sporting event coverage. Two well-publicized law enforcement uses of UAS include the Mesa County (Colo.) Sheriff’s Office (MCSO) and the Arlington (Texas) Police Department. As documented in the August 2011 issue of Unmanned Systems, the MCSO began its use of a UAS in an 18-month research project that gave extensive consideration to UAS cost, application process with FAA and more. Recently, MCSO received a jurisdictional certificate of authorization from FAA for a daily UAS operational program using a sUAS with a payload of infrared and digital cameras to assist in tasks ranging from crime scene investigation to search and rescue. Arlington police use UAS for law enforcement operations ranging from Super Bowl security to accident investigation. Law enforcement agencies are becoming receptive to UAS use, particularly where piloted aircraft operators could be at higher levels of risk due to climate, terrain and other hazardous factors.

MITIGATE THE POTENTIAL BARRIERS While many practical reasons exist for first responders to utilize UAS, serious barriers remain. In 2011, Dallas Brooks, chair of the UAS Airspace Integration-IPT (Integration Product Team) for DOD, identified three requirements for integrating UAS into the NAS: 1) aircraft must be certified as airworthy; 2) pilots or operators must be qualified to operate the aircraft in the appropriate classes of airspace; and 3) flight operations must be in compliance with applicable regulatory guidance. In 2008, the U.S. Government Accountability Office identified challenges to UAS civil 32

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integration that included funding, public acceptance and privacy concerns, lack of available testing or training ranges, and the operational risks associated with UAS use. Communities and aviation planning agencies should share a commitment to ensuring public privacy and safety as UAS are integrated into civil airspace. The Fourth Amendment and a few key court cases have established search and seizure parameters for privacy. Retired Port St. Lucie (Fla.) Police Chief Donald Shinnamon Sr. noted that items in a “plain view observation,” such as that seen from “navigable airspace” (court-defined as 1,000 feet AGL for fixedwing and 400 feet AGL for helicopters) are not considered illegal searches. “Whether the courts will accept plain-view observations made below 400 feet [from UAS platforms] will be determined in the future,” said Shinnamon in an August 2011 Unmanned Systems article. “However, it is clear that the warrantless use of technology to intrude into constitutionally protected areas is unlawful.” Clearly, UAS users should take appropriate precautions to anticipate and mitigate potential concerns associated with UAS operations. Citizens should be encouraged to communicate their concerns to public officials and ask questions about proposed UAS use. Additionally, agencies seeking to use UAS should establish standards to ensure public safety, privacy and accountability for operator and agency actions. It is inevitable that additional guidance for UAS use in the NAS will be generated in the future, either legislatively or judicially. However, it is wise for airports to anticipate community concerns and include citizens early in the process of hosting UAS. A Lynn Kusy, C.M., is executive director of Phoenix-Mesa Gateway Airport; a member of AAAE’s Policy Review Committee; and a member of Airport Magazine’s Editorial Advisory Board. He may be reached at lkusy@phxmesagateway.org. Robin Sobotta, A.A.E., Ph.D., is a commissioner on the Arizona Aerospace and Defense Commission; Department of Business chair at Embry-Riddle Aeronautical UniversityPrescott Campus, and serves on the Journal of Aviation and Aerospace Perspectives (JAAP) Board of Editors. She may be reached at sobottr@erau.edu. Sources include JAAP (Winter 2011, v. 1, no.2) at www.bga-aeroweb. com/JAAP.html and Unmanned Systems (August 2011, v. 20, no.8).

NEXT ARRIVAL:

Google Maps 6.0 BY GREG MAMARY

ou’ve arrived at the airport early and cleared the security checkpoint well in advance of your flight. As a connecting passenger, you have two hours to kill before your next flight departs, or perhaps your flight has been delayed due to inclement weather. Is there anything interesting to do in this airport? If you have time on your hands in one of 18 U.S. airports these days, Google and the airports have made it easier for you to discover what to do and where to find it while you wait for your flight. Several airports recently have partnered with Google to create indoor maps of their terminals and concourses. Android users (Google owns the Android technology) can download Google Maps 6.0 to view floor-by-floor layouts that help direct travelers to indoor airport locations, such as shops,

restaurants, airline gates and restrooms, without having to find fixed-map directories or signage. Although Google has identified outdoor locations for years, the company now is targeting indoor features as well, including those at airports. Google Maps 6.0 shows a Z-axis that measures the height of an airport’s interior, showing a passenger which floor he or she is on and changing floors as the passenger does. According to Google spokesperson Deanna Yick, the idea for this feature (it is not an “app” because it is a function within Google Maps 6.0) began to make sense for building out Google’s idea of the “digital atlas of the real world.” Yick says that Google Maps users already access indoor maps. Because many airports have large ticketing, retail and gate areas, terminal maps are useful to the millions who use airports each day. AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

For airports, the idea of having their terminal maps linked to a popular Google product was a relatively simple and cost-effective addition to existing customer service benefits. Akron-Canton (Ohio) Airport already is well versed in using social media outlets such as Facebook and Twitter to communicate with passengers. According to Kristie VanAuken, senior vice president and chief marketing and communications officer, AkronCanton “wanted to be the first” to add terminal maps to Google Maps 6.0, a natural step in further building the airport’s portfolio of customer service benefits. Portland (Ore.) International officials also believe this new Google feature adds to the airport’s passenger appeal. And Jeff Lea, public relations manager at Lambert-St. Louis International, said the maps are “another tool for customer service for a segment of the population that has the technology to better navigate through the airport or to find services within the airport,” adding that there was no cost 34

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to Lambert to participate in this project. At present, the following airports have their terminal and concourse maps loaded in Google Maps 6.0: Akron-Canton, Boise International, Charlotte Douglas International, Chicago Midway, Chicago O’Hare International, Fort Lauderdale-Hollywood International, Bush Houston International, Hartsfield-Jackson Atlanta International, Houston Hobby, Indianapolis International, Kansas City International, Lambert-St. Louis International, Las Vegas McCarran International, Minneapolis-St. Paul International, Mineta San Jose International, Portland International, San Francisco International and Seattle-Tacoma International. How did these airports become involved in this new venture? Google approached them with the idea, and the airports provided the company with maps and related information. Lambert-St. Louis provided maps of public areas to Google as reference points. The airport also allowed a team from Google to survey all public areas in the terminals and concourses so that Google could input data into its systems, helping Google to produce new mapping. Portland provided Google with Computer Aided Design and Drafting drawings of public areas, along with online maps. The airport’s terminal group reviewed public drawings to ensure that what was being shown was accurate and appropriate. The only complicated step in the process, according to

Teri Loporchio, digital communications manager at Portland International, was licensing — how and what information to provide Google. At Akron-Canton, the facilities manager provided Google with an airport diagram. Google brought in its Android phones to complete the mapping. All three airports say the mapping process was done in about a day, and maps do not include security-related information. Once the ball was rolling on this new feature, the airports informed their customers in various ways. Portland sent an email to those who subscribe to receive airport information, in addition to a tweet and a posting on Facebook. Akron-Canton tweeted its followers and also informed customers who use Android phones. In addition, the airport wrote a press release to generate interest in the new maps. As passengers know, however, concessions, gates and other airport features may shift, sometimes frequently. How do airports and Google keep up with real-world changes? VanAuken said that her airport is in the process of developing an answer to that question. A new food court has opened at Akron-Canton, which is not reflected in the original map given to Google. How the map will be updated is yet to be determined. Portland International officials said that passengers themselves have sent the airport updates of areas they see that do not match Google Maps 6.0, reflecting the fact that maps quickly will

change as the terminals around passengers evolve. Since Google visited Portland in 2011, the airport already has updated its rental car facility maps. The airport sends all updates to Google and Google updates the maps in 6.0. What customers think of the new terminal map feature is paramount in the world of instant, shared information through social media. Although Google Maps 6.0 is not an airport product, participating airports have received positive feedback about the map feature. Customers at Akron-Canton have tweeted that the new maps are “cool,” while Lambert-St. Louis and Portland International have seen Twitter and Internet traffic showing positive reviews. Undoubtedly, other airports that follow suit with the new feature will find passengers, always on the lookout for time-saving features and more than willing to share their opinions with others, benefitting from the new maps. For now, only Android users can download Google Maps 6.0, although Google wants to share the maps with users of other platforms in the future. Whatever personal device you use, be on the lookout for maps showing you where you are in an airport and where you can go. You may very well discover exciting airport destinations you never knew existed. A Greg Mamary is AAAE’s producer-special projects. He may be reached at greg.mamary@aaae.org. AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2012

FINANCE

Airport Information Technology (IT): Evolution or Revolution By Jarrett Morgan

ide your pocket protectors. IT nerds are invading airports across the country, and there seems to be no stopping them. Unprecedented technological advancements in systems that commonly are found in airports have catapulted IT groups out of the shadows and into the spotlight. Not long ago, IT was exiled to the darkest depths of airports only to emerge on the rare occasion that Star Wars was playing in the break room. In today’s world, IT is involved (or should be involved) in practically every capital project, right down to runway construction. So, what caused this rapid emergence and elevation of information technology in airports, and how are airports coping with this technological leap of faith? Before this explosion in technology, most airport systems functioned as completely separate entities. Closed circuit television (CCTV) and access control systems operated independent of each other. Telephone switches were, well, just that, telephone switches. Parking access revenue control (PARC) systems consisted of a cash register, a gate operator and an open/close switch. These systems were comprised of hardware and software components that often were proprietary and very difficult to support. Maintaining most of these systems was a nightmare. Only a few individuals or the installing vendor (if anyone remembers who this was) actually had a clue as to how things worked or how to repair them. Oh, how things have changed in just a few years. Telephone switches now are comprised of a few low-profile servers providing more features than we could have ever imagined. CCTV and access control are fully integrated, and PARC systems are now some of the most complex and advanced systems at an airport. And it’s not just CCTV, access control systems, PARCs or telephony that have undergone significant changes. It’s safe to say that most airport systems, including paging/mass notification, baggage handling, building controls, airfield lighting, flight information display systems and surface temperature monitoring have been overhauled and now are largely comprised of local area network-based components. Throw in all of the other systems that long have been supported by IT (email, business management tools, desktop support, information security and network maintenance) and it’s easy to see why so many airport CIOs and IT directors

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are feeling a little overwhelmed. So, how does an airport identify and take advantage of all of the technological advances that have taken place over the last decade? I believe the first step has to be to develop a comprehensive information technology master plan. This master plan provides strategic direction for all future technology initiatives and addresses all shortterm, mid-term and long-term priorities. The plan should include ways to standardize, consolidate and integrate technology projects and provide accommodations for future needs. Also, the IT master plan should identify opportunities to streamline processes and create a more effective and efficient operating environment. Investing significant time and effort on the front end will go a long way toward producing a document that is a functional and working strategic plan for the expected growth of the coming years. An IT master plan certainly will help to prepare airports for the future, but it will not solve all of the issues faced by most airport IT departments during this transitional period. Along with the technical challenges presented by this new breed of airport systems, IT groups must overcome some of the stigmas long associated with their field. IT groups long have been viewed as non-relenting rulers of all that is geek, and that perception has created territorial barriers that must be broken down before any successful collaboration can be achieved. Now more than ever, it’s imperative that partnerships between divisions and departments be created for the betterment of the organization as a whole. It’s important that the focus remains on the fact that any change is an evolution of an aging infrastructure and that change is inevitable in any growing organization. Of all the other challenges faced by IT, often the most difficult to overcome is inadequate funding. Although modern airports are tremendously dependent on technology, it’s most often the case that IT capital projects are not the highest priority. In the past, it might have been difficult for management to recommend spending significant capital on technology that could be obsolete in just a few years. Fortunately, advances in modern technology are allowing longer returns on IT investments. Engineers are able to design scalable, robust networks that can be the building blocks for future projects. These same advances allow design of systems that perform more effectively and efficiently at a reduced cost.

FINANCE At Memphis International, we recognized that our systems infrastructure was rapidly deteriorating, and we were forced to make critical decisions without having an IT master plan. Our IT master plan was still in its infancy and had not yet been fully finalized. This created some unique challenges. Construction projects began to dictate which IT capital projects became priorities, rather than the more logical route of IT projects being the foundation of growth initiatives. Major projects that were running in parallel, with somewhat similar scopes, overlapped. This non-cohesive process created confusion and, to a certain degree, drove up costs. We found that the IT department was understaffed and didn’t possess the resources to support the rapidly expanding IT infrastructure. Most of these challenges would have been avoidable, if we had previously developed and implemented a comprehensive IT master plan. Fortunately, with great executive leadership, good communication, and tremendous support throughout the entire organization, we were able

to successfully overcome these challenges, and ultimately achieved positive results. In retrospect, an IT master plan should have been the catalyst for all of the large IT capital projects that are underway here in Memphis. Instead, these projects actually exposed our need to expedite the development of our IT master plan. With all of that said, we’ve learned from our challenges. In the rapidly changing world of IT, it’s impossible to predict what new technology is coming around the corner. It’s even more difficult to future-proof your current environment. Preparing for the uncertainty of the future will be much easier with a solidly designed and implemented IT master plan. Information technology should be an integral component of every airport’s strategic business plan, whether we want it or not. Jarrett Morgan is director of information technology for the Memphis-Shelby County Airport Authority. He may be reached at JarrettM@MSCAA.com.

Maximum speed and precision for mission-critical surveillance?

That’s easy.

Managing security for mission-critical sites is complex, to say the least. Your cameras need to handle anything and everything. Without fail.