Spring 2008
Consulting
A Quarterly Publication of the Airport Consultants Council
SPECIAL ISSUE:: Recruiting and Retaining Airport Consultants
The 7 Hidden Reasons Employees Leave
EDITO R’S NOTE Many challenges face the aviation industry today, but few are more daunting for airport consulting firms than recruiting and retaining qualified employees. The market for airport consultants is tighter than ever and will remain so for the foreseeable future. This issue of AirportConsulting includes articles that should be enlightening not only to airport consulting firms, but also to aviation businesses and airports that struggle to find and keep good talent. We are pleased to have Leigh Branham, the Founder and CEO of Keeping the People, Inc., provide the top reasons employees disengage and leave. Leigh presented on this topic during the ACC Annual Conference in November, 2007. His remarks were very well-received. This article provides some important advice for firms to help keep their best consultants. This issue also includes an article by Dr. David Byer with Quadrex Associates. A new ACC member, David’s article discusses innovative ways for firms to recruit new employees from colleges and universities. David’s perspective is unique as he also teaches at the Florida Institute of Technology.
Leigh Branham, Founder/CEO, Keeping the People, Inc.
A
survey released last year by the Advanced Management Institute for Architecture & Engineering confi rmed what most of us already know — the supply of graduates and experienced design professionals has declined. More alarmingly, AMI forecasts that half the design workforce may retire by 2010. In a Design Firm Management and Administration Report released by IOMA last year, 100% of fi rms with revenues over $50 million agreed that “recruiting and employee retention” was their number one concern. In case you haven’t noticed, one response to such news is the emerging “employer-ofchoice” movement among some consulting fi rms and American business in general. What separates the best employers from the rest is a better understanding of what employees need and want. Employee’s real needs are too often “hidden” from the very people who most need to see them clearly — line managers. The Harvard Management Update reported that 89 percent of managers believe that most employees are “pulled” away by better pay — what managers prefer to believe. Yet post-exit survey data (based on 19,700 third-party surveys compiled by the Saratoga Institute of California) revealed that in 88 percent of voluntary turnovers some factor other than better pay was the root cause. This astounding disconnect between belief and reality allows managers to deny responsibility for correcting and preventing the root causes of employee disengagement. See COVER STORY on page 16
page 4
page 6
page 10
ENHANCING OPPORTUNITIES FOR DBEs AND PRIME CONSULTANTS
FEEDING THE PIPELINE FOR AIRPORT DEVELOPMENT CAREERS
PHOTO GALLERY 29TH ANNUAL ACC CONFERENCE & EXPOSITION
Executive Update
Setting the Stage for the Next 30 Years Michael J. DeVoy, P.E. RW Armstrong ACC 2008 Board of Governors Chair
ACC is celebrating its 30th anniversary this year. We are a relatively young organization, but ACC has certainly come a long way. Airport consultants and suppliers have changed, as has our industry, and have helped affect that change.
government/airport clients and the industry at large via the web site, quarterly magazines, e-mail postings and extensive direct interface with federal and state agencies and legislators.
ACC was a newcomer 30 years ago, but we now have a distinct voice of our own. Consider some of the changes we have seen during these years:
In 1978, airport consultants were primarily hired as individual fi rms. Today, teaming is the norm (and yes, sometimes followed by a merger or acquisition). Disadvantaged and minority business programs have also become key to the success of our industry. ACC fosters teaming opportunities and promotes fair consultant selection procedures and procurement methods.
In 1978, ACC was formed when a few consultants met in frustration over a lengthy delay in an FAA reauthorization bill. Okay — some things haven’t changed. We are again facing a frustrating delay in FAA reauthorization legislation and the stakes are just as high as they were 30 years ago. But today, ACC conveys a strong voice on behalf of the airport consultant community. The Council’s advocacy efforts are critical to our members. In 1978, ACC started with 14 members, primarily multidisciplined A&E fi rms, and a “strategic plan” written on a cocktail napkin. In 2008, ACC is 250 members strong. ACC members include specialty consulting firms, suppliers, manufacturers and government affi liated members. Our Strategic Planning Committee is now setting the ground work for a strategic plan update in 2009 that will help to focus and strengthen our organization as “The Voice” of the airport consultants. In 1978, all of ACC’s work was accomplished by member volunteers and industry insights and opportunities were communicated primarily during ACC board meetings. We now have a very competent and well-rounded staff. Consultant industry insights are shared with all members,
Since 1978, ACC and its committees have been at the forefront of technical innovation. Not too many years ago, ACC took on an initiative to help the FAA update many of the outdated Advisory Circulars. This included submitting member-supported changes to construction specifications and airport master planning guidance, among others. Today, the average age of the FAA’s Advisory Circulars is less than five years old. To a great extent, this happened because the ACC committees pushed this agenda item. So, as we celebrate ACC’s 30th anniversary this year, we need to set the stage for the next 30 years. ACC must continue to be recognized as the technical expert voice of airport development, particularly given the challenges we face in keeping up with aviation demand and infrastructure. One thing is certain, change is inevitable, and ACC will help its members navigate through this new era.
Congratulations Cari ACC promoted Cari A. Tate to Manager of Marketing & Membership. In this role Cari oversees ACC’s marketing and membership strategies and initiatives.
2
Consulting, Spring 2008
Table of Contents Spring 2008 …bringing experts together
Consulting
ACC 2008 Board of Governors CHAIR Michael J. DeVoy, P.E.
A Quarterly Publication of the Airport Consultants Council
RW Armstrong
VICE CHAIR Evan Futterman
Cover Story
Inside This Issue
1
8–9
HNTB
SECRETARY/TREASURER Ronald L. Peckham, P.E.
C&S Companies
The 7 Hidden Reasons Employees Leave By Leigh Branham, Founder/ CEO, Keeping the People, Inc.
IMMEDIATE PAST CHAIR Brian P. Reed
Reynolds, Smith & Hills, Inc.
BOARD OF GOVERNORS Michael R. Arnold ESA Airports
Courtney A. Beamon, P.E.
Special Feature 4–5
Delta Airport Consultants, Inc.
Thomas B. Duffy
Safegate Airport Systems, Inc.
Michael K. Kluttz, P.E. Robert and Company
Stephen M. Pelham
Reveal Imaging Technologies, Inc.
10 – 12 ACC Events • Photo Review of 29th Annual ACC Conference & Exposition
Enhancing Opportunities for Disadvantage Business Enterprises (DBEs) and Prime Consultants By Ollie W. Dowell, Communications Consultant, AMAC
Member Spotlights This issue highlights ACC Executive Member Arora Engineers, Inc. and ACC Associate Member SITA Airport and Desktop Services
• 30th Annual ACC Conference & Exposition • Summer Workshop Series
13
Out & About with ACC
14 – 15 ACC Members
David G. Peshkin, P.E.
• New ACC Members
Applied Pavement Technology, Inc.
Susan Prediger
• And the Winner Is
CAGE Inc.
• On the Move
Terry A. Ruhl, P.E.
• Legislative News and Tech Talk
CH2M HILL
Christer J. Wilkinson
DMJM H&N
ACC Staff Paula P. Hochstetler President
T.J. Schulz
Vice President
Sharon D. Brown
Director, Programs and Finance
Cari A. Tate
Manager, Marketing and Membership
AirportConsulting
Consultant Perspective 6–7
16 – 17 Cover Story (continued from page one) Recruiting and Retaining Airport Consultants: The 7 Hidden Reasons Employees Leave
Feeding the Pipeline for Airport Development Careers By Dr. David Byer, President, Quadrex Associates
18
Employment Opportunities
19
Spotlight ACC Institute
20
After All... AIP in Hiatus: How to Prepare in Uncertain Times
EDITOR T.J. Schulz
AirportConsulting is published quarterly. The next issue will be distributed in May. For advertising information, contact Cari Tate at 703-683-5900. Please send your feedback, comments or suggestions to the editor at: Airport Consultants Council, 908 King Street, Suite 100, Alexandria, VA 22314, or e-mail TJS@ACConline.org. ©2008, ACC
www.acconline.org
3
Special Feature By Ollie W. Dowell, Communications Consultant, AMAC
Enhancing Opportunities for Disadvantage Business Enterprises (DBEs) and Prime Consultants
A
irport development needs are staggering, and it’s likely that the total amount of funding for airport capital projects will increase substantially in the foreseeable future. This provides plenty of opportunities and challenges for airport consulting fi rms of all sizes. Prime consulting fi rms and Minority and Women-Owned Business Enterprises (M/WBEs) have unprecedented opportunities for future growth and success if they proceed wisely and collaborate effectively.
Both the Airport Consultants Council (ACC) and the Airport Minority Advisory Council (AMAC) are working toward the common goal of helping their member fi rms navigate the challenges surrounding the next generation of airport development and bring a higher quality standard to projects. “We are organizations with a shared goal — access to contracting opportunities on the nation’s airports,” said Nedra Farrar-Luten, director of human resources and organizational development at Hartsfield-Jackson Atlanta International Airport and chair of AMAC. “AMAC needs the relationship with ACC in order to provide our membership access to the major players in airport architecture, construction and engineering.” MBEs and prime consultants have a lot to consider. In this time of opportunity and risks, there are some best practices that MBEs and prime consultants can take into consideration to help ensure success.
Understand Your Limitations According to James Webb, president of the St. Louis Minority Business Council, landing a lucrative airport construction contract can be risky business for MBEs. If not taken advantage of properly, what seems like a good deal can turn into a precarious fi nancial situation and could put them out of business altogether. “I have witnessed the perils and pitfalls of M/WBEs
4
Consulting, Spring 2008
over and over again,” Webb said. “In most cases, the fi rm could not afford the bonding requirement, did not have the skills to do the work, failed to provide the proper paperwork and licensing, or went under because of a dispute with their prime.” Farrar-Luten stresses the importance of having a vast understanding of the contract proposal before proposing anything. “The key is to bidding on work most suitable to your company’s capabilities,” she explained. “It maximizes profit and minimizes time and added expense. I asked the owner of a company one time what type of work they performed and his response was, ‘I do a little bit of this and a little bit of that.’ What is that?” In addition to Farrar-Luten’s advice, Webb added that DBEs should have a clear understanding of their own cost structure. If the deal does not fit their company’s model or skill level, they should be willing to walk away. “All deals are not good deals,” he stated. “Beware.”
Mentoring Goal-oriented prime contractors will commonly offer mentoring and loan programs to help minority and women-owned businesses succeed. Michael DeVoy, vice president of RW Armstrong in Indianapolis, IN and ACC’s Board of Governors Chair, stressed the importance of mentor/protégé programs. He believes it is a given that an individual or fi rm will only be successful if they are technically sound in the services being provided, but that is only a portion of what is needed in order to run a successful business. “Starting a new fi rm is a daunting task,” he explained. “Mentor/protégé programs should encourage established firms to assist the DBE firms in developing practices and procedures that allow DBE fi rms to grow and sustain.
A key initiative in my mind is not just to present opportunities to disadvantages fi rms, but assist them in taking advantage of the opportunities so that when they become too successful for the program, they no longer need it.” Some primes have committed themselves to nurturing diversity in the construction industry, such as the Alberici University Training Program at Alberici Construction Company in St. Louis. Alberici’s training program creates an environment where employees and MBEs learn together to improve their skills and build better business relationships. Their courses include preparing project proposals, contract review and bonding, blue print reading, risk management and insurance, scheduling and planning, marketing, communication skills and funding. “These classes lay the groundwork for favorable results for both primes and subcontractors,” said Nick Schultz, an Alberici training and development specialist. “What’s more, the classes are free and held once a month.” The objectives of DBE programs offered by prime contractors like Alberici are to ensure nondiscrimination in the award and administration of contracts and to create a level playing field on which DBEs can compete fairly.
Start Early DeVoy also noted that fi nding opportunities may not be as important as staffi ng the right people to take advantage of them, as there is currently a much higher number of engineers retiring from the industry than entering it. “This is an ideal time for the DBE programs to step up initiatives at universities, junior high and high school levels to get more minorities, women and other socially and economically disadvantaged individuals interested in entering the airport consulting community,” he said. “The current programs focus on creating opportunities. Making sure there are enough qualified and capable individuals to take advantage of the opportunities may be equally as important as we move forward.”
www.acconline.org
Stay Connected and Certified
to qualify as a dBe,
Farrar-Luten suggests that M/WBE firms attend pre-proposal meetings and DBE workshops.
the standard rule states a qualifying firm must be a small business, defined by the Small Business Administration, of at least 51 percent owned by one or more socially and economically disadvantaged individuals. African Americans, Native Americans, Subcontinent Asian Americans, Asian-Pacific Americans and women are presumed to be socially and economically disadvantaged. One or more of the socially and economically disadvantaged individuals must control the management and daily business operations. The personal net-worth of owners designated as disadvantaged, cannot exceed $750,000.
“The workshops are often free and provide a wealth of information on teaming agreements and certification requirements,” she stated. “The prime players attend these meetings to seek out companies with which to partner, and the attendee lists are available in airport procurement offices for those unable to attend the pre-bid conferences.” In the meantime, experts say DBE fi rms should make sure that all of their certifications are up to date, all licenses are valid and their attorneys review the contracts in order to avoid the pitfalls. Firms may also boost their pool of contacts and build integrity in the construction arena by joining local chambers of commerce and trade organizations like ACC and AMAC. “Not only will they learn about upcoming airport construction projects, they will also create relationships through networking opportunities,” said Farrar-Luten. “They should also invest in their businesses by creating an image through business cards, brochures and a website.”
Conclusion Farrar-Luten learned an important business lesson from her mom as a child. Today, she applies that lesson as the absolute bottom line to every single decision she makes, business or otherwise. “In the end, all you have is your good name,” she stated. “The lesson here is, do not let your good name be undone by bad works. It is imperative that DBE fi rms wanting to do work in the airport contracting business come to the negotiating table with a good reputation and a record of outstanding performance.”
This presents its own set of challenges. Some believe the limit is too low and formulas used to calculate a person’s net-worth is inconsistent and not fair across the board. Firms that do qualify, however, possess an excellent marketing tool. The federal agencies and airports issuing the contracts recognize the certification process. Firms listed in these DBE directories are updated quarterly and widely distributed. In most cases, the directories are included in bid proposals. In order to compete as a DBE for airport projects that are funded with federal dollars or for an airport concession opportunity, firms must first be certified as a DBE under the U.S. Department of Transportation (DOT) regulations. The federal government does not certify firms as DBEs. Instead, contact the Unified Certification Program or the airport administration in the state where you are licensed to do business. AMAC and ACC are available to help. For more information, visit www.amac-org.com or www.ACConline.org.
5
Consultant Perspective By Dr. David Byer, President, Quadrex Associates
Feeding the Pipeline for Airport Development Careers
L
ooking back at the beginning of his airport development career 30 years ago, Evan Futterman, Aviation Services Chairman for HNTB recalls that his original goal as he graduated from high school was to be a pilot. He chose an aviation college and progressed through his course work. Along the way, while flying was fun (and expensive), one of his professors teaching airport planning and design inspired him to consider airport consulting as another career choice. After graduating, Futterman sent resumes to every consulting fi rm he could fi nd addresses for. Eager to pick up such talent for a very reasonably salary, TransPlan (later acquired by Day & Zimmerman) offered him his fi rst break in the business. He later joined HNTB, where he recently celebrated his 27th anniversary with the fi rm. Over the past three decades, not much has changed on the front end of many career paths. While many students enrolled in collegiate aviation programs are focused on a professional flying career, some students become attracted to the executive functions of airports or airlines. Today, more than 20 four-year collegiate aviation management programs in the US offer at least one course in airport planning and design, in addition to other airport-oriented courses. For many airport development fi rms, the need for qualified and capable professionals is satisfied through traditional cycles of advertising, recruiting, interviewing, hiring, training, and incremental promotions in responsibility and compensation. This last part of the cycle continues until a better opportunity comes along for the planner or engineer. The ability to attract people away from their existing positions is becoming increasingly difficult and expensive. Perhaps one way to change this is to take a proactive approach toward feeding the pipeline of new talent. How can airport consulting firms become more actively involved in improving interest in airport consulting as a career choice and strengthen the pipeline of new talent? Interest is generally initiated in one or more of the following ways.
6
Consulting, Spring 2008
Develop Airport-Oriented Faculty An aviation management program having a professor or instructor with close ties to the airport consulting world will have a tremendous impact when it comes to inspiring students to consider the airport development field. Having meaningful experience as a former consultant sets these faculty members apart from those who teach solely from published texts or FAA Advisory Circulars. Their knowledge, experience, and appreciation for airport consulting work is invaluable and fosters the ability to produce better qualified candidates and in some cases, future clients. Consulting fi rms should make every effort to develop a strong working relationship with the faculty at the schools where they seek entry level personnel. Looking out for the welfare of their students, faculty often steer outstanding candidates toward the fi rms they believe will treat their “kids� right and avoid those who just see new graduates as a menial labor force. Firms that have the resources should consider creating opportunities to support periodic or summer sabbaticals, dedicate project tasks, or develop other ways to involve faculty and students in meaningful work. This can pay dividends in cementing relationships while providing faculty and students with contemporary industry experience that can be added to academic and professional resumes. The students will see the difference.
Seminar and Recruiting Visits To attract the best qualified and motivated candidates, visiting schools is important. One or more of the fi rm’s representatives, including perhaps alumni or younger staff members to offer a peer perspective, can meet potential candidates and provide a hands-on approach. The visit is also an excellent opportunity to host a seminar on a particular topic. Volunteering as a guest speaker in classes helps form and strengthen working relationships with faculty. Many schools host career fairs, but fi rms should differentiate themselves from the crowd and make it personal. It takes time and money, but if done right, the payoff of gaining personal access to the schools best and brightest graduates can be worth it.
Internships and Co-Ops Internships and co-ops are the easiest and universally accepted method of attracting prospective candidates. This approach effectively becomes a three month interview. Interns can be observed and evaluated by potential future employers and vise versa. Because of the vagaries and timing of consulting projects, it isn’t possible for many summer interns to become involved in all facets of the work. Instead, an intern’s work is often focused on a specific task in process. One solution may be for fi rms to consider developing a structured internship program that ensures interns can experience complete project cycles. It is a challenge for most students to take a full fall or spring semester off for an internship or co-op. Some of today’s aviation programs are so tightly focused that offering 12 – 15 credit hours for the term is not an option. The costs are prohibitive because students usually pay tuition for the hours and two domiciles are often needed – one at school and one for the intership. Firms often fi nd it difficult to provide adequate compensation to allow students to take advantage of internship opportunities. Most colleges have a central point of contact for internships. While this may be the easiest way to advertise open positions, it might not be the best approach. Consider establishing a competitive internship and actively recruit candidates. Require formal applications and resumes along with examples of written communication skills (e.g., course projects). Personal interviews work best and can typically be worked into a recruiting visit. Of course, enhancing compensation may also attract the attention of the best intern prospects.
Participate in Academic Program Development Most schools welcome industry participation in the development of their academic programs. Frankly, ac-
www.acconline.org
creditation can depend on curricula remaining relevant. Some schools have industry advisory boards or councils to help guide the need to adjust or add specific courses to programs. Consultants should not be reluctant to notify a school of a weakness in its otherwise sound academic program, and the sooner the better. Minor curriculum changes can often take up to two years to implement and new courses even longer. While advice is cheap, consider making fi nancial or other tangible contributions to college programs. This can be done by directly donating money and other resources (equipment, software, etc.), or setting up meaningful project tasks and other work assignments to qualified faculty guiding a team of students. They may be paid for their work, or through other forms of compensation such as scholarships, stipends, and sponsorships for attending a national or regional conference.
Conclusion The pipeline for developing new talent begins with the specialized aviation academic programs offered at many of the colleges and universities across the country. These schools consistently attract students to consider airport planning and engineering as a potential career path. This pipeline of talent is fostered by qualified and dedicated professors and instructors who teach the courses, serve as academic advisors, act as club and organization sponsors, and otherwise encourage students to investigate the possibilities. Ultimately, the responsibility is shared with the consulting fi rms. The industry will benefit by doing its part to assist faculty in bringing the airport development world into the classroom, taking the time to actively promote the practice on campus, advising schools as a member of an industry advisory council, and recruiting students and graduates for internship and employment opportunities.
7
Member Spotlight
ACC E XECUTIVE MEMBER
Arora Engineers, Inc.
Airports are among the most complex and dynamic environments for systems design. Continuously evolving user needs, security concerns and technology demand that airport system architectures be open to facilitate change, as well as the exchange of information with users and other systems.
our highly educated and experienced engineers with leading-edge engineering practices and technologies, our efforts are more streamlined and efficient,” explains Manik K. Arora, P.E., the fi rm’s President and CEO. “This is the perfect complement to our personal, hands-on approach.”
• Mass notification systems
For more than 20 years, Arora Engineers, Inc. (Arora) has concentrated on the Aviation industry as a core client. The fi rm’s solid mix of industry knowledge and expertise allows it to offer a broad spectrum of engineering services, including oversight, project management and design of new and existing mechanical, electrical, plumbing, electrical aeronautical, fire protection and IT building and airfield systems. Arora also provides construction management and facilities maintenance management.
Services
• Security master planning, access control and surveillance
Mainline and medium hub airport markets such as Philadelphia, Baltimore, Atlantic City, Washington and New York have relied on Arora for some of their most vital projects. The fi rm’s multidisciplinary approach offers clients comprehensive, cost-effective solutions to their most challenging situations.
8
61 Wilmington-West Chester Pike, Suite 100 Chadds Ford, PA 19317 Tel: 610-459-7900 Fax: 610-459-7905 E-mail: marora@aroraengineers.com Web: www.aroraengineers.com
Arora’s impressive portfolio of work includes systems infrastructure experience in:
• Parking facilities • Pavement surface sensor systems • Power distribution • Runway rehabilitation
• Structured cabling (fiber and copper backbone)
• Access control and badging
• Terminal building system improvements
• Airfield lighting/signage
• Universal cable and distribution systems
• Airport sound insulation
• Voice paging and program distributions
• Automatic vehicle identification • Audio/video program automation • Baggage handling • Broadband information networks • Building and perimeter security • Building management systems • Broadcast origination, cable television • Central and outside plant design • Clock and timing • Closed circuit television
Arora’s technical staff has both the understanding of and experience in airport engineering systems and their integration to enable the successful programming, design and implementation of specialized building systems and airfield projects. From the initial design process, bid services and cost estimation to construction and ongoing facility maintenance and management, Arora’s team of professionals is equipped to address any problem, and most importantly, to fi nd the right solution.
• Common User Terminal Equipment (CUTE)
Arora understands the critical nature of responsiveness and quality control. “By coupling
• HVAC systems/plumbing
Consulting, Spring 2008
• NAVAIDS
• Communications/power duct bank design • Crash/fi re/rescue facilities • Deicing pads and facilities • Emergency power generation • Fire and life safety systems • Flight information display systems (MUFIDS) • Lighting control design
In creating a secure environment for airline passengers, Arora strives to fi nd innovative solutions to improve the infrastructure and operation of airport facilities. The fi rm’s impressive synergy helps its clients achieve their long- and shortterm goals. To fi nd out more about Arora, log on to www.aroraengineers.com.
Minority Certifications Arora is certified as a Minority Owned Business by several authorizing agencies, including the City of Philadelphia, Metropolitan Washington Airports Authority, the Port Authority of New York and New Jersey, New York State, the Rhode Island Airport Corporation and many state departments of transportation. Prepared by Manik K. Arora, P.E. President & CEO
A C C A S S OC I AT E M E MBE R
3100 Cumberland Boulevard, Suite 200 Atlanta, GA 30339 Tel: 866-900-0033 E-mail: info.northamerica@sita.aero Web: www.sita.aero
SITA, the world’s leading service provider of integrated IT business solutions and communication services for the air transport industry, is unparalleled in delivering services that link together the eco-system of the air transport industry. Founded in 1949, SITA is a community of over 600 airline, airport, aerospace, cargo and GDS members (shareholders in our co-operative for delivering community network services) and over 1800 customers. It is a critical player operating at the heart of the air transport industry, and its close work with the industry enables it to drive new advances and standards, as well as apply skills and experience for the benefit of the entire community. SITA’s portfolio of solutions addresses the needs and issues of the air transport industry, including airlines, airports, aircraft operators, air cargo carriers, ground handlers and more. Its priority focus is the airport environment, where all stakeholders converge, and the company’s depth and breadth gives it the unique ability to help customers from every angle.
Solutions include:
• Master systems integration • Communication and network services • Airport infrastructure and optimization • Airport operations, information and resource management systems • Aircraft operations • Outsourcing
SITA Airport and Desktop Services
SITA strives to deliver solutions to help simplify processes in the industry – reducing and managing complexity while helping to increase industry profitability. More than that, SITA strives to transform its customers’ approaches to doing business, through the strategic use of communication and IT services. Its goal is to enable clients to deal effectively with the issues facing the industry, from overall fi nancial instability, pressure from rising fuel costs, and increasing levels of competition.
• SITA’s Airport Management Solutions has been implemented in 15 airports and three multi-airport groups worldwide, resulting in streamlined operations, less congestion, and improved business processes.
Fast facts about SITA:
• SITA has over 25 years’ experience of installing and maintaining desktop services for air transport companies, including airports, deploying and managing customized integration services for desktops and LANs.
• SITA currently manages about 30,000 CUTE workstations used by some 285 customers in more than 200 airport locations worldwide, checking in an estimated 550-plus million passengers a year. • Over 2,800 check-in kiosks have been deployed by SITA to date, and there are over 102,528,500 dedicated and common use self-service (CUSS) SITA kiosk check-ins a year.
• SITA has implemented some of the most complex global desktop environments in the world, and is able to provide airlines with managed desktop services in more than 200 countries and territories.
• Its coverage is renowned, with a presence in 220 countries and territories, employing staff around the world of more than 140 nationalities, speaking over 70 languages.
• SITA is a world leader in CUSS, with a 70%-plus global market share of airport common-use systems.
Managing this complex industry has a set of challenges that are unique, and SITA understands that. SITA has been here for customers for almost 60 years, and it’s focused on a future of exciting new and progressing technologies.
• It provides the world’s leading baggage tracing network, WorldTracer, used by over 400 of the world’s largest airlines and ground handlers present at more than 2,200 airport locations.
Prepared by Kristin Shaw Regional Marketing Manager
• Self-service • Transportation security
Member Spotlight
• SITA baggage systems are installed at more than 30 major airports around the world, and its RFID project in Hong Kong is Asia’s largest RFID deployment.
• Maintenance/support • Air Cargo automation • Air to ground communications • Employee and passenger mobility • Air traffic surveillance systems
www.acconline.org
• In an industry fi rst, SITA won a ten-year, $200 million outsourcing contract with Dusseldorf Airport, catering to all its IT needs.
9
ACC Events
Photo Review
A fantastic conference with ACC members discussing vital issues facing today’s fast paced industry‌ NOVEMBER 12 – 14, 2007 PHOENIX, ARIZONA
The highlight for many of the attendees was Keynote speaker Leigh Branham’s presentation on “The 7 Hidden Reasons1SPQPTFE $POGFSFODF MPHP $POGFSFODF #SBOEJOH
Employees Disengage.� With moreCZ TJHDPNN exhibitors and sponsors than ever before, the conference provided great opportunities for networking.
SPANNING THE GENERATIONAL DIVIDES IN AVIATION (Left to right) Darryl Daniels, Jacobsen Daniels Associates, LLC; Matt Wenham, C&S Companies; Leigh Branham, Guest Speaker/ Co-Moderator, Keeping the People, Inc.; Leigh Mires, Walter P. Moore & Associates; Dolly Armstrong, CH2M HILL; David A. Schlothauer, Airport Strategies, LLC; Ron Peckham, Co-Moderator, ACC Board Member, C&S Companies.
GOLF TOURNAMENT WINNERS — BEST FOURSOME (left to right) Blair Hanuschak, Walter P. Moore & Associates; Jack Norton, Lea+Elliott, Inc.; Frank Pervola, International RAM Association; Steve Grossman, Port of Oakland.
10
Consulting, Spring 2008
BOARD CHAIR AWARD Brian Reed (left), Reynolds, Smith & Hills, Inc., presented the 2007 Board of Governors Chair Award to Terry Ruhl, CH2M HILL.
Photo Review
ACC Events
AVIATION AWARD OF EXCELLENCE Jim Bennett (left), President/CEO of the Metropolitan Washington Airport Authority and recipient of the 2007 ACC Aviation Award of Excellence with Brian Reed, ACC Board of Governors Chair, Reynolds, Smith & Hills, Inc. AIRPORT OUTLOOK (left to right) Panelists: Lynn F. Kusy, C.M., C.A.E., Phoenix-Mesa Gateway Airport; Greg Principato, ACI-NA; Steven J. Grossman, Port of Oakland; Jim Bennett, A.A.E., Metropolitan Washington Airports Authority; and moderator of the session T.J. Schulz, ACC.
THE CONFERENCE ORGANIZERS Terry Ruhl (left), CH2M HILL, chaired the 2007 ACC Annual Conference & Exposition with Vice Chair Mike Arnold, ESA Airports. PASSING THE BATON Michael DeVoy (left), 2008 Board of Governors Chair, RW Armstrong and Brian Reed, Reynolds, Smith & Hills, Inc., 2007 Board of Governors Chair
www.acconline.org
11
"- "7*" 5
*453"
/
*0
"%
Partners in Progress
&3
*/
%
.
/ *0
'&
ACC Events Highlighted
5
ACC / FA A / TSA
sUMMeR WORKSHOP s e R I e s
aCC
Fa a
Tsa
aCC
Fa a
Tsa aCC
Fa a
Tsa aCC
Fa a
Tsa
July 9 – 10, 2008
aCC
Fa a
ACC Committee Meetings July 8, 2008
Tsa aCC
Fa a
Tsa aCC
Arlington, VA HOLIDAY INN NATIONAL AIRPORT
Be a partner > Register Now >
2009 Perspectives
www.ACConline.org
from the experts by the experts for the experts
November 10 – 12, 2008 DON CESAR BEACH RESORT // S T. P E T E B E AC H , F LO R I DA
www.ACConline.org
12
Consulting, Spring 2008
…bringing the experts together
Out & About with ACC
ACC and Airport Consultants’ Recognition enhanced as Hochstetler Concludes Aero Club Post ACC Meets with tsA
During Paula Hochstetler’s year as the President of the Aero Club of Washington, she
ACC Vice President T.J. Schulz
hosted events with key aviation officials, including US Department of Transportation
met with the TSA’s Charlotte Peed
Secretary Mary Peters, Former Federal Aviation Administrator Marion Blakey (on two
and Elle Han to discuss the 2008
occasions), and Transportation Security Administrator Kip Hawley. Her term culminated
ACC/FAA/TSA Summer Workshop
when she served as the Master of Ceremonies of the 60th Annual Wright Memorial
Series and other opportunities for
Dinner in December. Captain Eugene Cernan, USN, (Ret), the last man on the moon,
the agency and ACC to work more
received the 2007 Wright Brothers Memorial Trophy for his extraordinary lifetime of
collaboratively.
achievement as an Astronaut, Naval Aviator, and Ambassador for Aerospace. ACC hosted three tables.
(Left) Paula Hochstetler, 2007 Aero Club of Washington President, with Michael DeVoy, 2008 ACC Board of Governors Chair, RW Armstrong
dave Bennett Retirement
Paula
Hochstetler
provided
remarks on behalf of the airport consultant community during the retirement party for David Bennett, who has served as the FAA Director of Airport Safety and Standards since 1995. The office Bennett oversaw is responsible Captain Eugene Cernan received the 2007 Wright Brothers Memorial Trophy.
for all airport program matters related to standards for airport design, construction, maintenance, operations, safety and safety data. We wish Dave success in his future endeavors and welcome him as a new ACC member (see page 14).
www.acconline.org
13
ACC Members
new Members EXECUTIVE MEMBERS A. EPSTEIN AND SONS INTERNATIONAL, INC. Mr. Allen L. Pomerance, P.E., Executive Vice President, Director, Aviation Group 600 West Fulton Street, Chicago, IL 60661-1199 Tel: (312) 429-8094, Fax: (312) 382-4375 E-mail: apomerance@epstein-isi.com Web: www.epstein-isi.com A. Epstein and Sons International, Inc. is a multidisciplinary, full-service architectural/engineering/ construction firm. Since the 1930’s, Epstein’s talented architects, engineers and interior designers have been involved in the design and improvement of air transportation facilities throughout the world. Epstein’s experience includes not only the design of air concourses and terminals, but also air cargo facilities, taxiway and runway construction and baggage handling systems.
BENNETT AVIATION CONSULTING, INC. Mr. David L. Bennett, J.D., President 10908 Picasso Lane, Potomac, MD 20854 Tel: (301) 980-8726 E-mail: dbennett@dlbaviation.com Web: www.dlbaviation.com Bennett Aviation Consulting provides strategic advice on federal policy relating to airport grant compliance and safety certification, including airport privatization, noise and access restrictions, congestion pricing, use of airport revenue, and surplus property deed restrictions. David Bennett, J.D., the principal of the company and a member of the Maryland bar, served as FAA Director of Airport Safety and Standards from 1995-2008. BAC offers creative approaches to meeting airport management and development goals involving complex issues of federal airport law and policy.
THE CORRADINO GROUP Mr. Ken Page, Director of Airport Planning 205 West 4th Street, Suite 1150 Cincinnati, OH 45202 Tel: (513) 241-7900, Fax: (513) 241-2246 E-mail: kpage@corradino.com Web: www.corradino.com For more than 35 years, The Corradino Group has provided transportation consulting services to local municipalities, federal/state agencies and airport sponsors nationwide. From master planning through implementation, our primary objective is to facilitate the advancement of the air transportation system.
CR ENGINEERS, INC. Ms. Catherine Alcorn, P.E., President 16719 E. Palisades Blvd. #202 Fountain Hills, AZ 85268 Tel: (480) 816-5541, Fax: (480) 816-5540 Email: calcorn@creng.com Web: www.creng.com CR Engineers, Inc. is a certified DBE/WBE/SBE Electrical Engineering firm, serving the aviation
14
Consulting, Spring 2008
community since 1985. They have substantial experience in design and construction administration of airfield lighting and airport landside electrical systems. Their staff includes engineers registered in AZ, CA, NV, NM, KS and certified lighting designers and inspectors.
DEERNS CONSULTING ENGINEERS Mr. Stephen Hostettler, Managing Director, US Division Two Renaissance Plaza 40 North Central Ave. Suite 1400 Phoenix, AZ 85004 Tel: (602) 343-1823 E-mail: S.Hostettler@DeernsUSA.com Web: www.Deerns.com Deerns Consulting Engineers is recognized as a global leader in the technical development of airport systems large and small. With a worldwide professional support staff of over 350, in the fields of special system engineering and general mechanical-electrical services, DeernsUSA will continue to be at the forefront in terms of actual knowledge and experience in the fields of Security, Transport Technology, Cooling Technology, Control Engineering, Technical installations, Sustainability, Cost Management and Telematics.
PERKINS+WILL Mr. C. Patrick Askew, AIA, Principal/Aviation National Market Sector Leader 330 N. Wabash Ave., Suite 3600, Chicago, IL 60611 Tel: (312) 755-0770, Fax: (312) 755-0775 Email: pat.askew@perkinswill.com Web: www.perkinswill.com Established in 1935, Perkins+Will is an integrated design firm with over 1,400 employees in 21 offices worldwide. With landmark aviation projects including Chicago’s O’Hare’s terminal 5, Concourses 2 and 3 at Dubai International Airport and expansion and renovations at Beirut International Airport; Perkins+Will offers services including airport landside and terminal planning, programming, architecture and interior design.
ROBIN LEE MONROE & ASSOCIATES LLC Ms. Robin Lee Monroe, President 620 14th Street NE Washington, DC 20002-4906 Tel: (410) 340-1996, Fax: (604) 684-3454 E-mail: robinleemonroe@gmail.com Robin Lee Monroe & Associates is a woman-owned business providing aviation management consulting services and project management expertise to airports, private sector clients, governments and communities throughout the United States, Canada and worldwide. For over twenty-five years, Ms. Monroe has been a principal/partner in several national aviation consulting firms and has led specialized projects in: airport strategic/business planning, airport marketing, industry and regulatory analysis, forecasting, economic and financial analysis.
TRANSPORTATION CONSULTING AND MANAGEMENT Mr. Richard Potosnak, President 9465 Counselors Row, Suite 200 Indianapolis, IN 46240 Tel: (317) 819-3775, Fax: (317) 805-3777 E-mail: rpotosnak@tcandm.com Web: www.TCandM.com TC&M’s experienced management team provides full lifecycle consulting and management services to the transportation industry. We are an extension of your staff, keeping project on track every step of the way. We work collaboratively with you to guarantee projects run smoothly from the earliest stages of a project, such as Project Definition, to beyond completion.
WH PACIFIC Mr. David Williams Director Of Transportation Services 3350 Monte Villa Parkway, Bothell, WA 98021 Tel: (425) 951-4800, Fax: (425) 951-4808 E-mail: dwilliams@whpacific.com Web: www.whpacific.com WHPacific is a full-service engineering, architecture, surveying and planning firm, providing a broad range of land and air side professional services for the aviation industry. WHPacific supports nationwide projects from 17 offices. WHPacific is the new name for the ASCG family of companies and W&H Pacific which are in the process of consolidating into one organization.
ASSOCIATE MEMBERS ADVANCED APPLICATION DESIGN, INC. Mr. Barry Vaughn, Chief Operating Officer 112 Cardinal Drive Ext. Suite 102 Wilmington, NC 28405 Tel: (315) 491-9094 E-mail: barry@aadcorp.net Web: www.aadcorp.net Advanced Application Design (AAD) provides turnkey digital signage solutions for busy airports. AAD’s StationGuide TM 3.0 delivers useful information to Automated People Mover (APM) users, including time to rain arrival, weather, emergency messaging, advertising etc. AAD applications improve customer service and generate new revenues while adding modern aesthetics which deliver customized messaging.
MITEK CORPORATION Mr. Gary H. Pollack, Director, Emergency Communications/Mass Notification 4545 E. Baseline Road, Phoenix, AZ 85042-6400 Tel: (602) 438-4545 E-mail: gary.pollack@mitekcorp.com Web: www.mitekcorp.com Mitek Corporation’s experience in designing, manufacturing and selling high performance mobile, residential, marine and commercial audio has created some of the best equipment on the market. Mitek is committed to being the easiest company to do business with and consistent in our business practices.
on the Move and the Winner Is… REVEAL IMAGING TECHNOLOGIES, INC. won a research contract from the Technical Support Working Group (TSWG) with funding from the Department of Homeland Security to identify the optimal design for CT-based explosives detection systems (EDS) and to develop a hardware and software platform as a result of these fi ndings. Louisville Regional Airport Authority selected C&S COMPANIES as the program manager, construction manager and HVAC and electrical designer for their 1,200-home residential sound attenuation program in Louisville, Kentucky. Yucca Valley Municipal Airport selected C&S COMPANIES for aviation consulting services for an infield development plan. PB AMERICAS, INC. has been awarded a contract by BAA to develop a suite of options for low carbon energy supply at Heathrow Airport in London.
JACOBS ENGINEERING GROUP INC. announced the acquisition of Carter & Burgess, a 3,200-person professional services firm headquartered in Fort Worth, Texas.
CHARLES L. HARRIS, P.E. joined Delta Airport Consultants, Inc. in their new office in Louisville, Kentucky. Harris brings over 30 years of experience and expertise in civil engineering and aviation.
WOOLPERT, INC. announced the acquisition of Rockett & Associates, PAUL S. PUCKLI joined RW a civil engineering and surveying firm Armstrong as their new Director located in Winter Park, Florida. This of Airport Planning and the leader acquisition will provide Woolpert of the firm’s new office in Northern with additional resources to meet Virginia. Puckli has over 33 years clients’ demands for survey, water experience in the management of management and subsurface utility airports, project management and engineering solutions. the supervision of multi-disciplined consulting teams involved in LAURA MORLAND, P.E., Environ- airport-related planning and design mental Services Practice Leader; efforts. MIKE SAMPSON, P.E., Electrical Services Practice Leader; and TOM GINGER S. EVANS, MS, P.E. joined SCHNETZER, AICP, Aviation Planning Parsons as Senior Vice President Practice Leader joined Mead & Hunt for the Aviation Division. Evans as new National Practice Leaders in comes to Parsons after ten successful the Aviation Services Team. years with a professional services firm where she managed their aviaKEITH DOWNS, AICP, joined Mead tion business. Evans has more than & Hunt to expand its Aviation 25 years of experience in airport Services team’s presence in southern development, design, and construcCalifornia. He has led community, tion as well as airport security and subdivision, transportation and air- operations. port land use planning projects.
Between November 2007 and February 2008, ACC distributed e-mail supplements of this publication to ACC members. These supplements are also available online at www.ACConline.org.
Legislative News LN-07-20 (DECEMBER 21, 2007) • FY 2008 Appropriations Finalized LN-08-01 (FEBRUARY 7, 2008) • FAA Reauthorization Stymied in the Senate; President Releases FY 2009 Budget Proposal
ACC Tech Talk TT-08-01 (JANUARY 4, 2008) • Change to FAR Part 77 Concerning Navigable Airspace Anticipated
Additional timely e-mail supplements are routinely sent to ACC committee members. Be sure that you aren’t missing out on these valuable notices. Visit ACC’s website at www.ACConline.org and sign up!
With a downtown boasting 6 professional sports teams, 10 performing arts theatres, 19 museums/historic sights, more than 200 restaurants, nightclubs, shops and a thriving business environment, it’s no wonder Indianapolis is on the fast track. Get your motor running and visit the nation’s 12th largest city as the 2008 Airport Business Diversity Conference rolls into Indy. Visit www.amac-org.com for more information and to register. Hurry, deadline for advance registration is May 15, 2008!
AMAC/FAA Airport Business Diversity Conference 2008 Indianapolis, May 31–June 3, 2008 www.indianapolisairport.com
www.acconline.org
15
Cover Story COVER STORY continued from page 1
Among the more than 4,000 verbatim comments that the Saratoga Institute compiled, seven major themes emerged. The seven themes vary in importance among different company cultures and for different individuals. Each reflects the employee’s “felt loss” of one or more of the following basic needs — trust, hope, worth and competence.
Reason #1
The job or workplace was not as expected About 35 percent of American workers quit in the fi rst six months on the job. Why? Many workers have an unrealistic expectation about the job or workplace, or in some cases are deliberately misled during the interviewing process. What to do: Find a way to give job interviewers a realistic preview. Third-party post-exit interviews conducted at an engineering fi rm revealed managers were promising new hires they would get to work in a variety of industries and on a wide range of projects. The young engineers had been misled, as most of the fi rm’s work was focused on one industry, and many tasks were repetitive. The CEO implemented training for all hiring managers on the importance of managing realistic expectations and is pursuing new business in other industries.
Reason #2
There is a mismatch between job and person Many firms hire and promote hurriedly and carelessly, believing they can train the wrong people to become the right people — that they can put in what was left out. As evidence, consider how many competent engineers are struggling as project managers despite the training they have received. What to do about it: Employers of choice analyze the talents and personality factors that separate the best performers from the average ones in each job role. They use multiple interviewers, ask behavior-based questions and check references with skill and persistence.
Reason #3
There is too little coaching and feedback More than 60 percent of employees — especially among the 28-and-under Millennials (Gen Y) — say they don’t get enough feedback. Many managers just give feedback once a year — at performance appraisal time. It’s like a basketball coach telling his players at the beginning of the season, “You’re going to go out and play 30 games, and at the end of the season, I’ll evaluate your performance.”
How Employees Disengage and Leave
What to do about it: Train managers in how to give feedback, so they can overcome their fear of it. Consider a simple “Get-GiveMerge-Go” model — get the employee’s perspective fi rst, then give your own, then merge the two into an agreement on next steps. Whatever coaching model is used, it should call for frequent feedback and assume an adultto-adult partnership between manager and employee, not parent-to-child.
Reason #4
There are too few growth and advancement opportunities While 85 percent of employees say career growth is a key reward, only 49 percent say their employers are providing it. They cite managers who are reluctant to discuss career issues with their employees, rigid time-in-grade policies and managers who hoard and stifle talent by blocking movement to other departments or functions. What to do about it: Some senior leaders have “what’s-wrong” meetings with managers whose employee survey and exit interview results reveal a high incidence of career growth complaints. Provide self-assessmentand-career-growth workshops for employees, supported by career-coach training for managers. Such training prepares both parties to initiate
WARnInG sIGns
Start with enthusiasm
Body language Performance issues
Question decision
Fewer hours
Disillusioned
Absent more often
Consider quitting
Paid less
Search for options
Tenure patterns
Receive offer “Quit or stay?” Quit-stay
Under-challenged Overworked Report to bad boss
Source: Advanced Management Institute for Architecture and Engineering
16
Consulting, Spring 2008
meaningful discussion of talents, needs and new options within the firm.
Reason #5
Workers feel devalued and unrecognized There are at least a dozen ways workers feel devalued — inequality of pay for similar work, not being acknowledged for a job well done, not being treated with respect, not receiving the right resources, and having to work in unacceptable physical work environments, to name a few. All of these are symptoms of viewing employees as insignificant, interchangeable, or disposable. The desire to be acknowledged and valued is our deepest craving, yet 60 percent of employees say they feel ignored or taken for granted. What to do about it: Ask your staff what they think and really listen. As Captain of the Navy’s U.S.S. Benfold, Michael Abrashoff inherited a ship with a 28 percent retention rate. In one year he achieved 100 percent retention and transformed the ship’s performance from worst in the Pacific fleet to the best. How? By getting to know each crew member, listening carefully to their ideas and implementing as many as possible.
What every employer needs to know is that 90 percent of voluntary turnover — and disengagement — is avoidable.
What to do about it: Explore options that meet employees’ needs and pay off for the business. When First Tennessee Bank allowed some of its branches to adopt flextime, it found that customer retention rates were seven percent higher in those offices, and employee retention rates were twice those without flex-time. SAS Institute in Cary, N.C. saved $67 million in avoided turnover costs by implementing new employee benefits and services.
Reason #7
Loss of trust and confidence in senior leaders
Stress from overwork and work-life imbalance
The Gallup Organization reports that firms with high trust levels outperform companies with low trust levels by 186 percent. Yet only 39 percent of American workers trust their senior leaders. Only 50 percent believe management is concerned with their well-being. Only 40 percent believe their companies are well-managed. And 82 percent believe that their senior leaders help themselves at the company’s expense.
More than 40 percent of Americans say their jobs are extremely stressful. Another 70 percent say they don’t have a healthy balance between work and personal lives, and, remarkably, 60 percent would give up some pay in exchange for more personal or family time. Generations X and Y workers will continue to insist on having more time outside of work to live their lives.
Employees in too many companies look at their senior executives and see self-interested, short-term focused, ego-driven greed. There are also, of course, plenty of employee-focused, trustworthy and loyalty-inspiring senior executives, but apparently not enough to go around. CEOs cannot inspire commitment from their
Reason #6
workforces unless they can first show they are committed to them. What to do about it: Adopt what I call a “give-and-get-back” mind-set that is typical of “servant leaders.” One of those is Jim Sinegal, CEO of Costco, who takes a much lower salary than many of his peers in the same industry, preferring to invest the money in better benefits for employees. The result — the undying loyalty of most Costco employees, and a higher total shareholder return per employee than Wal-Mart.
One Thing You Need to Know What every employer needs to know is that 90 percent of voluntary turnover — and disengagement — is avoidable. While the employee shares much of the responsibility for staying engaged, most of the levers that increase employee engagement lie within the power of the direct manager or senior leaders to control. Too many firms still rely on the tangible, easyto-implement solutions such as pay, benefits, and trendy perks, even though we know the most powerful solutions revolve around the more challenging intangibles, such as good management and healthy cultures.
Leigh Branham is Founder/CEO of Keeping the People, Inc., Overland Park, Kansas, a management consulting firm that helps organizations analyze the root causes of employee disengagement and turnover, then develop and implement employer-of-choice strategies. Leigh is also on the faculty of the Advanced Management Institute, which specializes in management and staff development for architectural and engineering consulting firms. He is the author of two books on the subject of employee retention — The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s Too Late (AMACOM Books), which was selected by The Library Journal as one of the best business books of 2005; and Keeping the People Who Keep You in Business: 24 Ways to Hang On To Your Most Valued Talent (AMACOM Books, 2001). He can be reached at LB@keepingthepeople.com or by visiting www.keepingthepeople.com.
www.acconline.org
17
Employment Opportunities
Civil Airport Engineer Hatch Mott MacDonald is a dynamic rapidly growing North American consulting engineering firm specializing in all areas of the transportation and infrastructure including tunnels, airports, highways, bridges, water, wastewater, environmental, pipeline and utility sectors. We offer our clients the complete range of engineering services, from planning through construction management. Our US and Canadian offices (over 50 locations) are seeking highly motivated individuals to become part of the HMM team of professionals.
Sales & Marketing Coordinator The Solution Design Group, Inc. (SDG), a rapidly growing aviation/transportation technology consulting and software development firm, is seeking an experienced and energetic sales and marketing
The successful candidate will have 6-10 yrs. exp. with Airport Planning Services, including Airport Master Plans/ALP Updates, Airport Financial Consulting, Airport, Airspace, Land Use Planning
coordinator for its Warrenton, Virginia
Studies, & Environmental Assessments.
location. This growth-oriented position
Must possess excellent communication
is responsible for a variety of sales and
skills & have a strong interest in being an
marketing support tasks including assist-
integral part of a growing & expanding
ing with proposal preparation, the devel-
airport consulting practice.
opment and execution of marketing and sales campaigns and the development
Please use reference #08-007 when
Our Los Angeles and New York offices are seeking a Civil Airport Engineer. Individuals will be a task leader for civil airport infrastructure projects, including airfield pavements. Qualified candidates should have 10-15 years experience in a similar position. Experience at a medium to large hub airport is preferred. PE license in state of Calif / New York is required or the ability to obtain one in 6 mos.
and management of software reseller
responding to this position. We offer a
channels. Candidates should have a mini-
competitive salary and benefits pack-
mum of five years experience with sales
age. For additional information about
activities including proposal preparation,
our growing company and to apply for
lead follow up, meeting scheduling and
this position, visit our website at www.
presentation development. Tradeshow
rwarmstrong.com. EOE/AA/M/F/H/V
Please submit cover letter and resume to: recruit@hatchmott.com.
salaries and benefits including employer
Visit www.hatchmott.com for further details on employment opportunities and office locations in Canada and the U.S.
a 401-K plan. Please submit your cover
coordination experience is a plus. A strong knowledge of the Microsoft Office Suite is necessary. Occasional travel may be required. SDG offers competitive paid health, dental and life insurance and letter and resume to Human Resources via email: hr@thesdg.com or fax: (407) 382-3959. EOE The solution Design Group, Inc.
Senior Aircraft Noise Modeler ESA Airports is seeking an experienced senior aircraft noise modeler for its Tampa, FL or Sacramento, CA offices. The ideal candidate would have five or more years of progressive consutling experience using the Integrated Noise Model to model aircraft noise exposure for a range of airports. Candidates must be capable of independently handling every aspect of the modeling process from data collection to development of final contour graphics. Working knowledge of GIS, aircraft performance characteristics and ATC approach and departure procedures required. Experience using NOISEMAP, NIRS, INM, airport NOMS and conducting aircraft noise measurements a plus. Experience using the FAA’s EDMS desirable. ESA Airports offers a competitive benefits program including compressed work week scheduling. Salary commensurate with experience. Interested candidates should send resumes to: Human Resources at hr@esassoc.com. esa airports
18
Senior Airport Planner
Consulting, Spring 2008
Airport Planner Location is negotiable for the right candidate. The successful candidate will have 0-3 yrs. exp. with Airport Planning Services, including Airport Master Plans/ALP Updates, Airport Financial Consulting, Airport, Airspace, Land Use Planning Studies, & Environmental Assessments. A degree in an aviationrelated field with some intern or consulting exp. is desirable. Must possess excellent communication & technical skills. Please use reference #08-011 when responding to this position. We offer a competitive salary and benefits package. For additional information about our growing company and to apply for this position, visit our website at www. rwarmstrong.com. EOE/AA/M/F/H/V
Spotlight ACC INSTITUTE …promoting excellence in airport development through advanced studies and research.
2008 C
o
U
R
s
e
s
> techniques for Airfield Pavement Maintenance, Repair & Rehabilitation June 1 – 2 > Milwaukee, WI
This 2-day workshop will be held in conjunction with the AOA annual meeting and provides an overview of airport pavement types and typical performance, distress identification, maintenance and rehabilitation techniques for both flexible and rigid pavements, and techniques to improve overlay performance. > 3rd Annual ACC/ACI-nA/AGC Project delivery summit *August 6 – 7 > san diego, CA
This year’s Project Delivery Summit will delve further into issues surrounding the various methods available to airports to deliver their development programs. > 3 Annual ACC/AAAe Conference on Information technology & systems at Airports rd
*september 14 – 16 > Phoenix, AZ
Airport Chief Information Officers and expert consultants will discuss the latest trends and developments in airport IT applications. > ACC/ACI-nA/FAA nePA essentials Course *november 13 – 14 > tampa, FL
This “back to basics” course will teach participants how to successfully plan and complete the NEPA process for a variety of airport development actions. *Tentative dates and location
For more information check out the ACC website > > > www.acconline.org
ACC Institute Features a Revamped Pavement Design Course in 2008 Top-quality training programs for airport consultants will be held under the ACC Institute in 2008, including a completely revamped course on airfield pavement design. The ACC Institute Airfield Pavement design course will be based on a new Federal Aviation Administration program and software called Rigid and Flexible Interactive Elastic Layered Design, or FAARFIELD, and a substantive re-write of Advisory Circular 105/5320-6D on Airport Pavement Design and Evaluation Program. Participation in the courses will be limited to a maximum of 30 participants, who will use laptops and work directly with the new software. The three courses are tentatively scheduled for: • April 29 – May 2 in Denver, CO • The week of August 18th in San Diego, CA • November 3 – 5 in the Washington DC area Note that the dates and locations are tentative at this time — check ACC’s website for the latest details. Some ACC Institute “old favorites” are back in 2008 as well (see course list, left).
ES
IQU TECHN Pavement ir eld for Airfi nance, Repa n Mainte Rehabilitatio &
20 08 JUN E 1 – 2, M I LW A U K E
SIN E, WISCON
LEADERS INDUSTRY tion of lecture-discussion, combina LEARN FROM activities AT >>> hands-on FO RM
E other typical UN IQU ops, and types and view p worksh pavement small grou ment over of airport e & replace overview n, repair performanc S >>> an identificatio improving overlay TO PIC ts e, distress workshop, o & even nt performanc Exp tme AOA es, trea stration to and strategi udes regi E >>> incl SE FE CO UR
… O INS IDE MO RE INF
www.acconline.org
19
After All…
EDITO R’S NOTE
AIP in Hiatus: How to Prepare in Uncertain Times “It is better to be prepared for an opportunity and not have one than to have an opportunity and not be prepared.”
Unfortunately, delays have become the norm when it comes to the annual administration of Airport Improvement Program (AIP) grants. Yearly spending (appropriations) bills are often passed months after the new federal fiscal year is underway. Such delays are particularly pervasive when FAA’s programs and funding must be reauthorized. We asked Jim Borsari, a 31-year veteran of FAA’s Airports Office, to provide some advice on how airports and their consultants can be prepared during uncertain times.
Whitney Young Jr. (1921-1971)
These words were spoken in reference to the civil rights movement by Mr. Whitney Young, the late head of the Urban League. Some truisms apply to many situations, and this one certainly applies to the federal aviation program. We have all been waiting for months for the federal government to extend AIP. When AIP eventually becomes available, it may come quickly, and the difference between getting a project funded or being passed over to another year will depend on how an airport and its consultants prepare. What can airports do to position themselves in uncertain times? First, understand the mind-set of FAA when it comes to the AIP grant program. There are three things that FAA and its airport office fi nd objectionable. When AIP is delayed, these three factors weigh considerably in FAA decisions.
A BOUT THE AUTH O R
Jim Borsari retired from the FAA in April 2005 as the National Advisor for Airport Financial Policy and Legislation in the Airports Office and is currently a Senior Aviation Consultant with Reynolds, Smith & Hills, Inc.
20
Consulting, Spring 2008
> straying from the Airport Capital Improvement Plan (ACIP). In any given year, ACIP projects drop out for a myriad of reasons. It gets worse during a reauthorization year. When ACIP projects drop, FAA can’t take the chance to wait too long, so they will look to fi nd the best projects that are ready. Don’t assume that FAA will automatically select a project waiting with bids in hand, but if a project is not ready when the opportunity comes, the sponsor will likely lose out.
> Leaving money “on the table.” There are many more projects pending than the FAA can fund in a year and the FAA tries to allocate all available money rather than leaving it unspent. > Providing a grant based on credible estimates. FAA wants a project bid with fi rm prices in hand to the maximum extent possible. Second, airports should be flexible. Federal airport funding has been delayed often over the past 50 years, but FAA has done some amazing things to deliver the grants. FAA realizes there are some things outside its control, so airports need to be as flexible as FAA and be able to respond quickly. Anything that can be done to demonstrate the readiness of the project will at least get an airport into the game. Third, understand state and local laws. There may be state and local laws that require a certain amount of funding before a project can be bid. Be sure your projects conform to federal and local laws so you don’t get tripped up on a technicality when the funding becomes available. Finally, engaging a consultant to perform design work without payment until a grant is issued is not acceptable under AIP. FAA Headquarters has told local offices, at the request of ACC, that this practice is not allowed. An airport that properly funds the design work can be reimbursed by AIP when the construction is funded by AIP.