Summer 2010
Consulting
A Quarterly Publication of the Airport Consultants Council
CHANGES IN ATTITUDE
Hartsfield-Jackson Leader DeCosta Named ACC 2010 Aviation Award of Excellence Recipient
KEYS TO SUCCESSFUL P R O J E C T PA R T N E R S H I P S Is it just a coincidence that Jimmy Buffet uses images and metaphors about airports and airplanes in his song By David B. Hanson, Walbridge and Thomas P. Darwmody, HOK
“Changes in Latitudes, Changes in Attitudes,” or was he trying to lead us in the direction of understanding why “changes in attitudes” are so necessary to the successful use of APDS (Alternative Project Delivery Systems) in
Much has been written about the how, the why and the benefits of utilizing APDS methods, such as Construction Management at Risk and Design Build, to successfully accomplish difficult and challenging projects. But often the interpersonal relationships and collaborative attitudes required to make projects run smoothly are overshadowed by the discussion of contracts, procurement, schedule, etc.
Benjamin R. DeCosta, Department of Aviation general manager for Hartsfield-Jackson International Airport, has been selected as recipient of the ACC 2010 Aviation Award of Excellence. DeCosta won the award amid well-qualified nominees for his leadership and commitment to interaction and cooperation with the industry during extensive development at the world’s largest airport.
And make no mistake — the successful use of APDS does require a “change in attitude” to get full value from all of the participants and to make sure that all points of view get a fair and reasonable hearing as projects come together.
DeCosta led Hartsfield-Jackson’s $6 billion-plus capital improvement program, which awarded 38 percent of contracts to female- and minorityowned businesses.
See APDS on page 16
See DECOSTA on page 16
constructing projects at the nation’s airports?
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SPECIAL FEATURE:
CONSULTANT PERSPECTIVE:
OUT & ABOUT WITH ACC: WITH FAA ADMINISTRATOR BABBITT
NEXTGEN FOR AIRPORTS: NEAR-TERM PERSPECTIVE
Award to be presented at the ACC Annual Conference in Ponte Vedra Beach, FL on November 9, 2010
SUSTAINABILITY AT PDX
ExEcutivE uPdatE
“Strategy is not about what we will do in the future… it’s about what we will do today to create our future.” — V i j ay G o V i n d a r a j a n ,
Ronald L. Peckham, P.E. C&S Companies ACC 2010 Board of Directors Chair
W
hen you boil down strategy and associated plans to their essence, they consist of two parts: vision and its empowering dance partner — execution. What I’ve noticed is that, both at work and at home, we often become distracted by the details of life after the visioning process. These urgent details can be so consuming that we fail to make measureable progress on our plans in reasonable time. Consequently, the best strategy in the world is of little value if not executed.
GE’s ProfEssor in rEsidEn cE an d c h i E f i n n o v at i o n c o n s u lt a n t
for new technologies and infrastructure requirements.
Representatives of ACC’s Legislative Committee and I also participated in a round of meetings with key House and Senate committees and member offices in March. Along with stressing the need for an FAA reauthorization bill that will provide long-term federal funding support for airport projects, ACC was able to expand the visibility and expertise of its member firms on Capitol Hill. We also met with the leadership of our partAt ACC, we are intentionally taking steps ners with the American Association of today to create a relevant future in the Airport Executives and Airports Council world of airport development. Part of the International-North America to discuss actions ACC has undertaken recently to opportunities to enhance collaboration. position the Council for future success Overall, ACC continues to expand its include meeting with critical stakehold- presence within the airport industry — a ers. I was pleased to join other colleagues key step in positioning the Council to representing ACC member firms in a lead in the future. meeting with FAA Administrator Randy Babbitt in April. Administrator Babbitt In addition, ACC staff and I met with Kate was well aware of the technical expertise Lang, Ben DeLeon, Ralph Thompson, that the ACC membership contributes to and Jim White at FAA Headquarters to the airport development industry. Much understand how ACC might continue of our discussion focused on NextGen to strengthen the professional working and the vital role that airports will play relationship between these organizations in its ultimate success. He urged ACC that has been cultivated for many years. and its members to help make the busi- The subjects discussed included not only ness case in support of NextGen imple- policy, but also practical issues like how mentation — sound advice for firms that to maximize FAA participation at our are hired to look to the future and ensure upcoming Summer Workshop Series in that airport plans and projects account July.
Finally, ACC Vice Chair Terry Ruhl, with CH2M HILL, continues to lead an important conversation about what actions ACC should consider taking today to become the organization that “delivers excellence in airport development” in the industry of tomorrow. This conversation was spawned by our Strategic Plan component, SP1(B), “Explore including a broader mix of companies involved in aviation as ACC members.” A committee of ACC leaders who possess diverse initial opinions are currently discussing the idea. Staff and board members are also seeking external input from industry leaders by gathering advice on how to maximize ACC’s relevance in a changing world. As clarity rises around this issue, we will begin to share and involve more of our membership in the conversation and decisions. We have a great membership and staff with much to offer to our evolving industry. I am, therefore, confident that we will demonstrate the partnership of vision and execution by collectively doing what we need to do today in order to create a promising future for our respective firms and the industry.
Congratulations T.J. T.J. Schulz has been promoted to ACC Executive Vice President in recognition of his increasingly significant and visible role with the ACC membership and aviation industry. “I have been particularly impressed with T.J.’s ability to facilitate and lead various innovative initiatives,” said ACC President Paula Hochstetler.
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Consulting, Summer 2010
taBLE OF cONtENtS Summer 2010
Consulting
...delivering excellence in airport development
ACC 2010 Board of Directors CHAIR Ronald L. Peckham, P.E. C&S Companies
VICE CHAIR Terry A. Ruhl, P.E.
A Quarterly Publication of the Airport Consultants Council
Cover Story
Inside This Issue
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8–9
Changes in Attitude: Keys to Successful Project Partnerships
CH2M HILL
SECRETARY/TREASURER Courtney A. Beamon, P.E.
By David B. Hanson, Walbridge and Thomas P. Darmody, HOK
Delta Airport Consultants, Inc.
IMMEDIATE PAST BOARD CHAIR Evan Futterman
Futterman Consulting, Inc.
BOARD OF DIRECTORS Michael R. Arnold, LEED AP
Special Feature 4–5
ESA Airports
Don Bergin
NextGen for Airports The Near-Term Perspective By Chris Sontaie Ferrell, Aviation Management Associates, Inc.
Blast Deflectors, Inc.
Roddy L. Boggus, NCARB, AIA Gresham, Smith and Partners
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Out & About with ACC
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Summer Workshop Series
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Carol Lurie, LEED AP, AICP Vanasse Hangen Brustlin, Inc.
Enrique M. Melendez
Paragon Project Resources, Inc.
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A. Bradley Mims
Parsons Brinckerhoff
Andy Platz, P.E.
Mead & Hunt, Inc.
Solomon Wong
InterVISTAS
• • • •
16 – 17 Cover Story
By Sean Loughran, Port of Portland; C.F. Booth and Zoe Haseman, Jacobs Consultancy
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(continued from page one) Changes in Attitude: Keys to Successful Project Partnerships
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32nd Annual ACC Conference & Exposition ACC Spotlight • Upcoming ACC Events • ACC Institute • ACC Institute Webinars
Paula P. Hochstetler President
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T.J. Schulz
Executive Vice President
After All... When Grants Are Not Enough By Lisa Harmon and Stephanie Ward, Mead & Hunt, Inc.
Sharon D. Brown
Director, Programs and Finance
Emily VanderBush
New Members ACC Updates On the Move And the Winner Is
Sustainability — the Force Behind Community Involvement and Airport Planning in Portland, Oregon
ACC Staff
Coordinator, Marketing and Membership
Call for Nominations — Speas Award
14 – 15 ACC Members
Consultant 6–7
ACC Events — Photo Review ACC/AAAE Planning, Design & Construction Symposium
Thomas B. Duffy
Safegate Airport Systems, Inc.
Member Spotlights This issue highlights ACC Executive Member Cumming and ACC Associate Member Tymetal
STAY CURRENT ON ACC NEWS
John B. Reynolds
Coordinator, Communications
AirportConsulting
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EDITOR T.J. Schulz ASSISTANT EDITOR John B. Reynolds AirportConsulting is published quarterly. The next issue will be distributed in September. For advertising information, contact Emily VanderBush 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. ©2010, ACC www.ACConline.org
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SPEciaL FEatuRE By Chris Sontaie Ferrell, Aviation Management Associates, Inc.
NextGen for Airports
The Near-Term Perspective Editor’s Note: The Spring 2010 edition of AirportConsulting included an article titled “NextGen for Airports: The Far-Term Perspective,” which informed airport consultants of impacts to the industry that are expected to take place from the FAA’s NextGen initiative beyond 2018. The following article focuses on the immediate future, and how consultants can take advantage of NexGen applications at airports now.
T
he airport development industry is on the cusp of a fundamental change — a wide-reaching shift in what is needed to succeed and how businesses approach airports. The precipitating initiative in the United States is NextGen.
The Next Generation Air Transportation System, dubbed “NextGen,” is recognized by most as the FAA’s effort to transform the air traffic control system by 2025. To people in the airport community who are not involved in the effort, NextGen still remains somewhat of a notional program that is far off in the distance. The reality is there are many near or mid-term NextGen efforts, such as ADS-B, ASDE-X, RNAV/RNP, that are tangible and can provide real benefits now.
ADS-B Automatic Dependent Surveillance-Broadcast or “ADS-B” is an air traffic system that is a crucial component of the Next Generation Air Transportation System (NextGen). It is designed to replace the aging radar system currently used for air traffic control. ADS-B will provide more precise surveillance data to air traffic controllers and to ADS-B equipped aircraft at the same time. The technology uses Global Navigation Satellite System (GNSS) position information processed by aircraft avionics to transmit the aircraft’s location to ground
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Consulting, Summer 2010
Less understood is how those NextGen technologies will not only impact the airport consulting industry, but also how they can be leveraged to enhance the business of serving airports. Simply stated, is there opportunity now to leverage the NextGen technologies at airports for the benefit of multiple stakeholders? In other words, is a triple-win possible?
Setting the NextGen Scene Before looking at a possible scenario for a triple-win, a common understanding of NextGen is necessary. In a nutshell, NextGen seeks to increase safety and capacity while reducing environmental impacts and stimulating the economy. This is a potential triple-win. The “transformation” to NextGen involves all three components of the air transportation system: airspace, airports, and aircraft. The FAA Air Traffic Organization (airspace) — the organization that manages the NextGen budget — has driven most of the major NextGen initiatives to date. It is understood that the air traffic system from the 1950’s needs updating so, as a result, some of the key NextGen programs are enablers for air traffic services. However, the FAA’s Airports Division headquartered in Washington, DC, airport trade associations, and others have made tremendous strides in communicating that NextGen begins and ends with airports. The industry is now seeing increased emphasis on airports as an
receivers for presentation to air traffic controllers. ADS-B is designed to improve the safety, capacity and efficiency of the National Airspace System while providing a flexible expandable platform to accommodate future air traffic growth. With ADS-B, for the first time pilots will see the same kind of real-time traffic displays that are viewed by controllers, providing both with highly accurate traffic data from satellites — displays that update in real time and don’t degrade with distance
important stakeholder group in the nation’s effort to keep pace in air transportation. There is evidence in an RTCA Task Force’s five recommendations and FAA’s associated Implementation Plan. One of the most fundamental changes from NextGen is the switch from the aged radar system to a satellite-based technology called ADS-B. While this technology is defi nitely a major enabler, it’s the people side of the equation that holds the most promise. NextGen will evolve the traditional command and control model to a collaborative environment. In a lot of ways, there are parallels to the Internet and how it revolutionized communication. The Internet itself and all the backbone systems and connections aren’t what created its success, but rather the people who figured out incredibly innovative and valuable ways to use the technology. To quote a relevant Harvard Business Review blog: “We are transitioning from a world in which a small elite runs everything to a world in which everyone needs to be a player.” While “elite” may not be the right word in the aviation context, the essence of the quote is one of change to a collaborative decision making environment, which is exactly what NextGen will facilitate. So the real opportunity is to make NextGen relevant to the airport consulting business by fi nding innovative and valuable ways to use the technology.
or terrain. This technology provides more precision for tracking aircraft than radar by giving the location, identification, heading and speed. In addition, the system will give pilots access to weather services, terrain maps and flight information services. The improved situational awareness will mean that pilots will be able to fly at safe distances from one another with less assistance from air traffic controllers, since pilots will know where they are in relation to other aircraft, bad weather and terrain.
Safer and more efficient construction benefits the airports, the FAA and those involved with the construction itself. Sensis ASDE-X display with controller at SDF
Application of a NextGen Technology In the context of a triple-win scenario using existing NextGen technologies, consider ASDE-X or Airport Surface Detection Equipment — Model X. Sensis Corporation, the FAA contractor installing it at a total of 35 large airports by the end of 2011, explains:
data can also serve as input for the development of training tools to explain optimum and suboptimum responses to operational events.
[In addition to aircraft, it is also possible to “see” and positively identify all tugs, automobiles, or anything else that moves on the airport surface by attaching an external vehicle locator.]
Given the additional description and outcomes, there could be a related non-air traffic application for construction projects on airports. The ability to “see” and positively identify anything that is equipped with an external vehicle locator could present increased safety and regulatory compliance during construction. For example, locators on construction automobiles, backhoes, and loaders could provide the ability to “see” where they are operating at all times. A customized display of the construction site could include access and haul roads, construction parking, and location of stockpiled materials. Overlaid onto the display would be the real-time movement of all the equipped assets.
The official description of ASDE-X is centered on helping the air traffic controllers, but ponder the real outcomes of the technology. ASDE-X can facilitate real-time, proactive management of unplanned situations before they escalate to a point where there is an adverse impact. Storing the real-time data enables reflective reviews and data mining to identify systemic problems, and subsequently make operational changes and measure the impact of those changes. The same
To take it a step further, by identifying the vehicles and equipment so that they are displayed with their two-way radio communication information, an operator who is inadvertently heading into a movement area could be ordered to immediately stop. In this scenario, a person could have complete situational awareness of the construction site using a computer with a simple Internet connection. In summary, safer and more efficient construction benefits the
“ASDE-X is a runway incursion detection and alerting system that provides highly accurate, real-time position and identification of aircraft and vehicles on the airport surface to air traffic controllers.”
A S D E -X Airport Surface Detection Equipment-Model X (ASDE-X) is a surface surveillance system that the FAA is acquiring and will install at 35 U.S. airports by 2011. ASDE-X enables air traffic controllers to detect potential runway conflicts by providing detailed coverage of movement on runways and taxiways. By collecting data from a variety of sources, ASDE-X is able to track vehicles and aircraft on the airport movement area and obtain identification information from aircraft transponders.
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airports, the FAA, and those involved with the construction itself…a triple-win! This is just one example for using a NextGen technology that was conceived for the benefit of air traffic control, but has airport applications with multi-stakeholder benefits. While NextGen is considered by most as the FAA’s responsibility, in reality it’s the nation’s responsibility. There has never been a better time to get involved in NextGen. A larger prize awaits the airport industry when it figures out how to take full advantage of technologies that enable common situational awareness and collaborative decision-making. When this principle is extended to the passenger experience from their home to their destination, an absolute revolution in air transportation will truly be accomplished.
Sensis Aerobahn real time shared situational awareness at JFK
The data that ASDE-X uses comes from surface movement radar located on the air traffic control tower or remote tower, multilateration sensors, ADSB (Automatic Dependent Surveillance-Broadcast) sensors, the terminal automation system and aircraft transponders. By fusing the data from these sources, ASDE-X is able to determine the position and identification of aircraft and transponder-equipped vehicles on the airport movement area, as well as of aircraft flying within five miles of the airport.
Controllers in the tower see this information presented as a color display of aircraft and vehicle positions overlaid on a map of the airport’s runways/ taxiways and approach corridors. The system essentially creates a continuously updated map of the airport movement area that controllers can use to spot potential collisions. ASDE-X will be especially helpful to controllers at night or in bad weather when visibility is poor. The FAA is in the process of enhancing ASDE-X with visual and audio alarms that will alert controllers to possible collisions.
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cONSuLta N t P ERSP Ec t i v E
By: Sean Loughran, Port of Portland; and C.F. Booth and Zoe Haseman, Jacobs Consultancy
Sustainability T HE FORCE BEHIN D COM M U NI T Y IN VOLV EMEN T A N D A IRP OR T PL A N NIN G IN P OR T L A N D, OREGO N
M
aster plans have emerged as an effective means for airport operators to integrate sustainability concepts into airport development programs at the earliest possible time. The benefits of integrating sustainability into the Portland International Airport (PDX) Master Plan Update included facilitating collaboration and consensus building within the community, contributing to the increased protection of natural resources, reaching agreement on a pragmatic long-range development plan, and streamlining the process for future planning and development. Although the process involved significant time and staff resources, the integration of new ideas and practices through a highly collaborative process has proven to be a worthwhile investment.
Background The Master Plan Update for Portland International Airport involved the Port of Portland (the Port), the City of Portland (the City), and the Portland-Vancouver metropolitan community beginning in the fall of 2007 through the summer of 2010. Referred to as “Airport Futures,” the Master Plan Update was prepared concurrently with a new City-developed land use plan to manage Portland’s infrastructure and livability. During the planning process, the Airport’s role in the regional economy was recognized, and the region’s planning legacy was reinforced.
Comprehensive Community Involvement The goal of the Airport Futures community involvement program was to provide an open, honest, and transparent process that provided the public with opportunities to engage in development of the City’s land use plan and the Airport Master Plan Update. To this end, a 30-member Planning Advisory Group (PAG) was established, consisting of Portland and Vancouver citizens, businesses, and environmental groups working in partnership with the core
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Consulting, Summer 2010
planning team, which included Port, City, and consultant staff. The PAG’s work was supplemented by five special-focus subcommittees: Forecast, Master Plan, Sustainability, Public Involvement, and Land Use / Transportation. The PAG’s guiding vision was a Master Plan Update and land use plan that would: • Enable the City to address the complex issues associated with the Airport and its potential impacts; • Provide the community with greater opportunity to influence Airport planning and development; and • Provide the Port with the flexibility to respond to changing circumstances in Airport development.
Thus, sustainability became the galvanizing force behind Airport Futures. The fi rst task undertaken by the PAG and the core planning team was to defi ne what “sustainability” means and how principles of sustainability could be incorporated into the plans. For the purposes of Airport Futures, sustainability was defi ned as meeting the region’s air transportation needs without compromising the livability and quality of life for future generations. Economic, environmental, and social values were then defi ned and it was agreed that realizing the PAG’s guiding vision would involve attempting to fairly, realistically, and optimally balance these values. Determining the desired balance among economic, environmental, and social values was greatly facilitated by applying the sustainability criteria developed with the PAG, which were to:
The public outreach effort was comprehensive and extensive. Over three years, PAG met on 24 occasions and the subcommittees met a total of 37 times; Port and City staff engaged in extensive outreach to other key stakeholders, hosting 89 meetings with 2,519 stakeholder contacts.
• Preserve future development options; • Minimize environmental impacts; • Use land resources efficiently;
Sustainability—An Overarching Goal
• Maximize operational efficiency; and
The Portland City Council and the Port of Portland Commission agreed that both the City land use plan and Airport Master Plan Update must incorporate principles of sustainability.
• Ensure that development can be effectively phased.
THE SUSTAINABILITY FRAMEWORK
Striving to balance ECONOMIC, ENVIRONMENTAL and SOCIAL values
ECONOMIC
ENVIRONMENTAL
SOCIAL
These sustainability criteria were applied continuously throughout Airport Futures.
Results The results of integrating sustainability into Airport Futures included: ❯ An inventory that emphasized natural resources both within and beyond the boundaries of Airport property to promote environmental stewardship and continuous environmental improvements. ❯ Probabilistic forecasts of aviation demand and a logical structure to incorporate stakeholder input into the forecasts. Of particular interest to the PAG were the results of sensitivity tests to measure the effects of alternative assumptions for 25 key issues and trends (e.g., leakage to other transportation modes such as high speed rail, congestion at other airports, population in-migration, changes in fuel types and prices, new technologies, and terrorist events.) ❯ Minimizing the requirements for new facilities based on the anticipated benefits of technology, changing processes, commonuse facilities, and managing demand. For example, a policy of increased gate use will enable the Airport’s existing gates to meet demand forecast through 2035. ❯ A long-range development plan that will meet the region’s aviation needs, is flexible, enhances capacity by increasing operational efficiency, and favors reuse and redevelopment over development. For example, the existing lower level commercial vehicle area in front of the terminal will be redeveloped to increase the capacity of the deplaning curbside and roadway at a low cost.
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❯ An implementation strategy for the recommended Airport Master Plan projects that is affordable and based on demand. In the long term, a PDX Community Advisory Committee (CAC) will continue the work of the PAG by supporting meaningful public dialogue, providing an opportunity for the public to contribute to decision-making, and increasing public awareness about the Airport and affected communities. A key focus of the PDX CAC will be the sustainable development and operation of Portland International Airport. Progress will be evaluated in light of the sustainability principles and goals adopted by the PAG. Planning will continue to be based on a strategic investment philosophy, which will prioritize investments that leverage the use of existing facilities and contribute to the long-term economic, environmental, and social health of the region.
Conclusion The successful integration of sustainability into the Airport Futures process unquestionably had a positive effect on its results and the quality of the plans. It both facilitated and resulted from the open discussions and exchange of ideas among the members of the PAG, its subcommittees, and the core planning team. These discussions led to increased mutual respect and a shared understanding among the stakeholders and the community, which was fundamental in establishing a defi nition of common values and identifying an acceptable Airport development plan and process for future development. As a result, the process for future planning and development will be streamlined. Other airport operators should consider this approach, as it can be effectively tailored to the issues and needs of each community and facilitate collaboration and consensus building among the key participants.
Integrating sustainability into Airport Futures resulted in a highly effective long-range terminal development concept, selected because it best met the sustainability criteria. PRESERVES FUTURE DEVELOPMENT OPTIONS
The flexibility to change the long-term terminal development concept will exist for many years. MINIMIZES ENVIRONMENTAL IMPACTS
The amount of demolition and construction and the area of impervious surface required will be minimized. USES LAND RESOURCES EFFICIENTLY AND MAXIMIZES OPERATIONAL EFFICIENCY
Related functions will be clustered within the core development area, contributing to the efficient use of land and maximizing operational efficiency. ENSURES THAT DEVELOPMENT CAN BE EFFECTIVELY PHASED
Facilities can be constructed incrementally, with minimum inconvenience to the public.
For more information about Airport Futures visit: www.pdxairportfutures.com
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MEMBER SPOtLiGHt
CUMMING 660 S. Figueroa Street, Suite 900 Los angeles, Ca 90017 Tel: (213) 408-4518 Fax: (213) 408-4665 E-mail: mjensen@ccorpusa.com Web: www.ccorpusa.com
Prepared by Mike Jensen, President
acc ExEcutivE MEMBER
C
umming was founded in Southern California as a small consulting practice dedicated to providing construction industry clients with project budgets that were accurately forecasted and reliably managed from start to fi nish. After developing a reputation for providing honest and responsible cost services, clients began to turn to Cumming for guidance on all matters relating to the building process, from assisting during the needs analysis and feasibility phases, to managing the project all the way through to closeout. From the outset, the fi rm was committed to delivering value to its clients through various means. It did this by employing the best and brightest talent available. By acquiring top expertise, Cumming was able to staff its projects efficiently, keep down costs and ensure that clients maximized their return on investment.
This approach, combined with old fashioned hard work, was well-received by Cumming’s clients and demand for the company’s services increased. As the company grew, it ventured into new geographic areas and market sectors, while never straying from its founding philosophy. Today, the fi rm is regarded as one of the preeminent project and cost management consulting fi rms in the nation as evidenced by its current ranking at #30 among the top 100 Construction Management-for-Fee fi rms by Engineering News-Record Magazine.
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Consulting, Summer 2010
Cumming possesses an extensive portfolio of aviation experience, as well as a broad range of additional private and public sector work. Cumming has worked on projects at numerous airports across the country — including JFK, Los Angeles, Denver, Nashville, Orlando, and others — and in doing so has acquired a profound understanding of the aviation sector, from the specific needs of clients to the broad programmatic elements of their facilities and infrastructure. Cumming’s diverse and knowledgeable staff includes certified estimators, project and construction management professionals, licensed architects, professional engineers, and LEED accredited professionals, as well as attorneys, accountants and business professionals. Cumming employs more than 200 of these expert professionals in 20 offices nationwide. Cumming’s value-driven philosophy has also paid dividends internationally, with the company having worked on a number of projects — including aviation projects — throughout the world, with an emphasis in the fast-growing Middle Eastern and Asian regions. To date, Cumming and its team members have provided services in more than 25 countries and on every continent except Antarctica.
acc aSSOciatE MEMBER
E
ngineered solutions to closing openings — that’s Tymetal. One of the fi rst companies to manufacture engineered aluminum cantilever slide gates, Tymetal has received several patents on its evolving technology. Many of the patents center on the ability to “harden” or further fortify gates to enhance deterrence.
Tymetal Corp. designs and manufactures the most extensive line of perimeter security gate and electric gate operator systems and accessories for the airport, commercial and correctional markets. Regardless of the security application, Tymetal can provide a gate to fit virtually any need. Seldom is a gate beyond the capabilities of Tymetal’s technical staff and fabricators. Site specific assistance is provided before during and after the sale to make sure the gate systems provided are a perfect match for the operational details of the project. Custom CAD drawings, detailed specifications and gate system technical assistance are all provided. Tymetal specializes in the unusual and welcomes the challenge. Tymetal Corp. is the leading manufacturer of aluminum security gates and the only manufacturer providing the complete automatic gate system with a matched operator and gate system to close openings from 4’ to 400,’ with aluminum cantilever slide gates, swing gates, vertical lift gates and rollers, shipped nationwide from manufacturing plants in Texas and New York. Tymetal manufactures the highest qual-
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ity automatic gate systems available and has thousands of references throughout the USA to prove it. See the Tymetal website (www.tymetal. com) for photos, drawings, specifications and additional information pertaining to the Tymetal gate system line. With installations in hundreds of airports and all fi fty states, Tymetal is the company to call for security gate needs. From cantilever slide gates, ornamental picket gates, vertical lift gates and pivot gates, pedestrian gates and crash gate systems with a full range of matched gate operators, Tymetal has the solution. A reputation earned over many years of superior performance has distinguished Tymetal in all markets where security, performance and reliability is a concern. Tymetal Corp. is the company of choice when openings need to be closed — satisfying all perimeter security needs.
MEMBER SPOtLiGHt
T Y M E TA L C O R P.
2549 State route 40 Greenwich, ny 12834 Tel: 888-978-GaTE (4283) Fax: (518) 692-9404 E-mail: rdouglas@tymetal.com Web: www.tymetal.com
Prepared by Robert Douglas, Vice President
Whether it is applications for aviation, industrial, commercial, sea ports, military, prison, utility or governmental purposes, Tymetal has the complete engineered solution. When it comes to closing openings, Tymetal is the best by far.
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Out & aBOut WitH acc
ACC Leadership meets with FAA Administrator Babbitt
Representatives of the Airport Consultants Council met with FAA Administrator Randy Babbitt to stress the importance of passing a reauthorization bill as soon as possible, with an increase in AIP funding and the cap on Passenger Facility Charges (PFC). ACC expressed support for using Qualifications Based Selection (QBS) for consultant services on projects funded with PFCs. Babbitt and ACC meeting participants agreed on the important role of airports in NextGen. Babbitt noted that the industry needs to “make the business case” for accelerating NextGen technology equipage in aircraft and applications at airports. ACC congratulated FAA on its efficient disbursement of $1.1 billion in airport grants provided under the economic
Present at the meeting were (l to r) T.J. Schulz, ACC Executive Vice President; Carlos Maeda, 2010 ACC Legislative Committee Chair, PBS&J; Ron Peckham, 2010 ACC Board of Directors Chair, C&S Companies; FAA Administrator Randy Babbitt; Brad Mims, ACC Board of Directors, Parsons Brinckerhoff; and Paula Hochstetler, ACC President.
stimulus legislation. Babbitt is receptive to “pencil-ready” projects being incorporated into future stimulus legislation.
Associate Liaison Program
The ACC Associate Liaison Program enhances the ability of individuals within ACC FAA Eastern Region 33rd Annual Airports Conference
The FAA Eastern Region 33rd Annual Airports Conference was held in Hershey, PA from March 2 – 4 and featured an agenda filled with ACC member mod-
Associate member firms (suppliers/manufacturers/vendors) to access the appropriate technical experts at ACC Executive (consultant) member firms. ACC Associate and Executive member firms will benefit from the program by exchanging valuable information which will result in new leads, teaming partners and professional relationships. To access the Associate Liaison Program Web site and the list of Executive member participants that signed up so far, go to the ‘Resources’ page of www.ACConline.org and click on ‘Associate Liaison Program’ in the left hand margin.
erators and panelists. Representatives from 11 different ACC member firms participated in sessions discussing airside sustainability, pavement mix methodologies, porous pavement technology, solarpowered airfield lighting, deicing, and airfield paint markings. In addition, the conference also featured a session dedicated to the Ithaca-Thompkins Regional Airport sustainable master plan update, previously featured in the Fall 2009 issue of AirportConsulting.
QBS Presentation
ACC’s Procurement Committee has developed a new PowerPoint presentation that provides best practices for consultant selection. The presentation reviews the steps involved in a qualifications-based selection (QBS) process and provides guidance on how to make procurement programs efficient for the project sponsor and consultants. It also explores the benefits of using a QBS system. Consultants may use the presentation in speaking engagements at FAA regional or state aviation conferences. ACC member firm Mead & Hunt, Inc. used the presentation as a base for an hour-long session at the AAAE Southwest Region’s Airport Management Short Course Conference in Monterey, CA. Download the presentation in the ACC Library in the ‘Resources’ section of www.ACConline.org.
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Consulting, Summer 2010
Summer Workshop S e r i e S
Dialogue with industry and agency experts.
Stay ahead in the changing world.
July 14 – 15, 2010 Arlington, VA Crowne Plaza, Washington National Airport ACC Committee Meetings
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July 13, 2010
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For an agenda and more event information, visit www.ACConline.org or call 703-683-5900. www.ACConline.org
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acc EvENtS HiGHLiGHtEd
PHOtO REviEW
> COMMITTEE LEADERSHIP
2010 Symposium Committee Vice Chair Don Bergin (left), Blast Deflectors, Inc. and Chair Christine Bodouva, William Nicholas Bodouva + Associates.
Over 600 attendees were in Atlanta for the 2010 ACC/AAAE AIRPORT PLANNING, DESIGN AND CONSTRUCTION SYMPOSIUM. The conference featured technical discussions among airport experts and unparalleled networking opportunities. Representatives from the FAA and TSA provided updates on pressing industry issues such as wildlife management programs and the installation of advance imaging technology (AIT) equipment at airports. ACC would like to particularly thank Symposium Committee Chair Christine Bodouva, William Nicholas Bodouva & Associates; Vice Chair Don Bergin, Blast Deflectors, Inc.; the entire conference committee; and all track hosts, moderators and panelists for making the event possible.
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(l to r) 2010 ACC Secretary/Treasurer Courtney Beamon, Delta Airport Consultants; Ben DeLeon, FAA; Mike O’Donnell, FAA; and Ben DeCosta, Hartsfield-Jackson Atlanta International Airport.
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2010 ACC EXCELLENCE IN PROCUREMENT AWARD (l to r) Marc Champigny, ACC Procurement Committee Chair, The Louis Berger Group, Inc.; award recipient Larry Cox, Memphis-Shelby County Airport Authority (MSCAA); Ron Peckham, ACC Board of Directors Chair, C&S Companies.
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JAY HOLLINGSWORTH SPEAS AIRPORT AWARD (l to r) John Duval, A.A.E., ACE, AAAE Chair, Beverly Municipal Airport; award presenter Dirk Speas; award recipient Rick Busch, Denver International Airport; Ron Peckham, ACC Board of Directors Chair, C&S Companies.
BACK (l to r): Damon Smith, Planning Track Host, Mead & Hunt, Inc.; Don Bergin, 2010 Symposium Committe Vice Chair, Blast Deflectors, Inc. MIDDLE (l to r): Christine Bodouva, 2010 Symposium Committee Chair, William Nicholas Bodouva + Associates; Laurie Cullen, Airside/Engineering Track Host, HNTB FRONT (l to r): Tracie Blaser, CM/PM Track Host, William Nicholas Bodouva + Associates; Amy MacPhetres, Terminal/ Landside Track Host, Jacobs Consultancy. (Not pictured: Suzanne Geckle, Sustainability Track Host, CH2M HILL) (l to r): Scot Thaxton, TSA; Solomon Wong, ACC Board of Directors, InterVISTAS; Douglas Hofsass, TSA; Paula Hochstetler, ACC President; Dominic Bianchini, TSA; Michael Cheyne, Hartsfield-Jackson Atlanta International Airport. 12
Consulting, Summer 2010
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ALL FOR NOMINATIONS
AIAA/AAAE/ACC JAY HOLLINGSWORTH SPEAS AIRPORT AWARD
FOR THE
This award honors the person or persons judged to have recently made outstanding contributions toward achieving compatible relationships between airports and/or heliports and their surrounding environments. Eligible improvements might be in any of the following areas: • Airport land use compatibility plans and control
In addition, please provide a minimum of three references who can speak to the quality and impact of the candidate’s work. The complete nomination package should not exceed ten pages. The recipient will receive a certificate and a $10,000 honorarium. The presentation of the award will be made at the AAAE/ACC Planning, Design, and Construction Symposium, scheduled for February 2011.
• Aircraft noise reduction or abatement activities
Deadline for submission of nominations is 1 October 2010
• Promotion/encouragement of public participation in efforts to improve environmental quality
A nomination form is on the reverse side. For more information,
• Protection of critical environmental resources
please visit www.aiaa.org or contact:
• Architecture, landscaping, or other design considerations to improve compatibility of airports and/or heliports and their communities
Carol Stewart
• Education, public relations, or institutional programs promoting an improved environment
AIAA Honors and Awards Program 703.264.7623; fax: 703.264.7551 carols@aiaa.org
The nomination package should include a nomination form and supporting documentation that responds to the following questions regarding the event, activity, or accomplishments: • Are the benefits of the improvement reasonably current and ongoing? • Does it have widespread practical application and significance in addition to remedying a specific local situation? • Is it considered as an innovation or as a new business model? • What are the ways in which it has furthered the cause of improved environmental quality and/or community relationships? • Did its success result in a publication, patent, award, praise in the local press, or similar recognition?
www.ACConline.org
10-0264
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acc MEMBERS
New Members Executive Members ACOR CONSULTANTS Mr. Livio Chiarot, Director Level 1, 24 Falcon Street Crows Nest, NSW 2065 Australia Tel: +61 (2) 9438 5098 Fax: +61 (2) 9438 5398 Email: nbell@acor.com.au Web: www.acor.com.au ACOR Consultants is a multi-disciplined engineering company focusing on airfield planning, all aspects of airfield pavement technology, including heavy duty airport pavement design, geometric design, documentation comprising of contract technical specifications and construction supervision, pavement evaluations, pavement maintenance, feasibility studies, airport lighting, site selection, materials engineering, site investigations and general troubleshooting.
AITKEN LEADERSHIP GROUP Mr. Geordie Aitken, Principal 6253 St. Georges Cr. West Vancouver, BC V5T 2X9 Canada Tel: (604) 671-2103 Email: geordie@aitkenleadership.com Web: www.aitkenleadership.com Aitken Leadership Group offers leadership development services and training for engineering, aviation and professional service firms. The family-run company is unique in offering practical education in the ‘soft skills’ necessary for ‘hard skills’ leaders to achieve desired results in a changing environment.
BNP ASSOCIATES, INC. Mr. David Mecartney, President 14 Fairfield Drive Brookfield, CT 06804 United States Tel: (203) 792-3000 Email: dmecartney@bnpassociates.com Web: www.bnpassociates.com Since 1971, BNP Associates, Inc. has been providing specialized consulting services to the air transportation industry. These services are
ACC Updates Between February 2010 and May 2010, ACC released e-mail supplements to this publication. These supplements are also available at www.ACConline.org.
14
Consulting, Summer 2010
apron, air cargo, air express/mail and baggage handling systems and operations. The consulting services offered include master planning, analysis and programming of current and projected system requirements, conceptual design, design development where the architectural and engineering interfaces are defined, specifications, bidding/tendering services, construction administration and construction management.
CONNICO INC. Ms. Connie S. Gowder, CCC, AVS, President/CEO 2594 N. Mount Juliet Road Mount Juliet, TN 37122 United States Tel: (615) 758-7474 Email: cgowder@connico.com Web: www.connico.com Connico Incorporated is a construction consulting firm specializing in cost, scheduling and project management.
MARTINEZ GEOSPATIAL Mr. Rigo Cisneros, President 8011 34th Avenue S. Minneapolis, MN 55425 United States Tel: (952) 698-0230 Email: rigo@mtzcorp.com Web: www.mtzcorp.com Martinez Geospatial (MTZ) is a 35-year-old minority and veteran-owned geospatial service provider specializing in aviation projects such as airfield surveys, airspace analysis, geo-database development and e-ALP data collection. Having completed over 50 airport projects over the last two years, Martinez Geospatial’s experience includes small general aviation airfields as well as large Part 139 airports throughout all parts of the nation. Through the successful completion of past airport projects compliant with AC’s 150/5300-16, 17 and 18 series, Martinez Geospatial has demonstrated the ability to closely follow government guidelines while producing high quality products in a dynamic industry.
Associate Members AVIA ED Ms. Lorena De Rodriguez, President 7340 La Cholla Blvd. #154-192 Tucson, AZ 85741 United States Tel: (480) 706-3707 Email: info@aviaed.net Web: www.AviaEd.net AviaEd provides safety and security program development, training and communication support to aviation clients and partners. AviaEd is a womenowned limited liability company based in Arizona. AviaEd has trained thousands of employees at airports around the world. They design and develop a variety of educational programs and manuals resulting in enhanced employee training programs for their clientele. An airport operator, commercial, corporate or charter airline, a cargo handler or an equipment support operator will benefit from the professionally-developed staff training materials. AviaEd improves and implements training goals.
L-1 IDENTITY SOLUTIONS Mr. Kevin Vreeland, Business Development Manager 296 Concord Road, Billerica, MA 01821 Tel: (978) 215-2400 E-mail: kvreeland@l1id.com Web: www.l1id.com L-1 provides complete identity management solutions, forming the foundation for the most secure IDs and identity verification solutions available. L-1 produces millions of secure government-issued IDs worldwide each year to ensure that travelers are who they claim to be, through photo/data capture and enrollment, and ID issuance, proofing and usage.
Legislative News LN 10-01 (MARCH 23, 2010)
• Senate Clears FAA Reauthorization Bill; Three Month FAA Extension Bill Pending LN 10-02 (MARCH 26, 2010)
• Congress Passes 1-Month FAA Extension Bill
On the Move MS. KULASAP DE MARCHI has been promoted to Consultant at Landrum & Brown, Inc. De Marchi joined L&B in 2007 as an Airport Financial Planning and Forecasting Analyst and has been involved in a variety of projects, including master plan updates for large, medium and small hub airports in the U.S. and worldwide. MR. DANIEL HIRCHERT has joined Mead & Hunt, Inc. as an FAA-qualified wildlife hazard damage biologist. Hirchert has 19 years of professional experience managing wildlife at airports and for municipalities. He will work with planners, engineers and other scientists to incorporate wildlife hazard management into compatible land use planning efforts and aviation planning, design and construction management work. MR. HERB JENSEN, AIA, NCARB, LEED AP has joined the Aviation Services group of Mead & Hunt, Inc. as an Architecture Department Manager. Jensen brings 38 years of professional expertise as a licensed architect practicing nationally, with a focus on client and project management. MS. QIANLIN LI has been promoted to Managing Director of Landrum & Brown’s office in Shanghai, China. As a member of the fi rm’s Airport Facilities and Operations Practice, Ms. Li has dedicated over ten years of
services to a variety of airport planning projects. Her primary area of focus includes airspace/ airfield simulation analyses, demand/capacity analyses, benefit/cost analyses, gate use analysis and aviation activity forecast studies. MR. STEVE LAWRENCE, P.E., MR. NATHAN LEINART, P.E., and MR. PAUL PUCKLI have all received promotions within the RW Armstrong associates program. The associates program is an executive leadership program designed to develop promising leaders within the company. MR. STEVEN LOKEN, P.E. has joined AVCON, Inc. as a Senior Project Engineer. Following 20 years of U.S. Air Force active-duty service in engineering, Steve will be responsible for managing and delivering fi rst-class engineering projects for area military bases, serving as a liaison among project team members. Loken will work out of the fi rm’s Niceville, FL office. MR. HUAN LUO has been promoted to Senior Consultant at Landrum & Brown, Inc. Luo joined L&B in 2005 as a planner working out of the firm’s Shanghai office. With his solid academic background at airport operations and planning, his primary areas focus on airport planning, terminal design and operation simulation. MR. ENRIQUE M. MELENDEZ, CM has joined Paragon Project Resources, Inc. as a Managing
Principal. Melendez, a member of the ACC Board of Directors, has over 25 years of information systems, security systems and communication systems experience with airlines, airports, the Federal Aviation Administration, the Department of Homeland Security / Transportation Security Administration and the Department of Defense. He will provide national business development support along with IT/security business practice leadership for Paragon out of the fi rm’s Annapolis, MD office. MS. SARAH POTTER has been promoted to Project Manager at Landrum & Brown, Inc. As a member of L&B’s Environmental Practice, Ms. Potter has participated in a variety of airport planning projects and environmental studies. Her focus areas include noise analysis and the preparation of NEPA documents in support of Environmental Assessments, Environmental Impact Statements and FAR Part 150 studies. MR. TIM SHEA, A.A.E. has joined AVCON, Inc. as Business Development Manager. Shea has more than 30 years experience in airport management, including airfield planning, construction, operations, property development and leasing and served as the Airport Director for the Kissimmee Gateway Airport and as Airport Manager at the Orlando Executive Airport. He will work out of the fi rm’s Orlando headquarters.
And the Winner Is… FLINT TRADING, INC. has received FAA approval for their airfield product, AirMark®. Following extensive FAA testing and applications in seven of nine FAA regions, AirMark® is now included in AC 150/5370-10E. AirMark® is a specially formulated preformed thermoplastic engineered for use on taxiways, ramps, aprons, gates and vehicle roadways as well as other areas on the airfield side excluding runways. AirMark® offers advantages in visibility and can last eight to 12 times longer than paint. HARRIS MILLER MILLER & HANSON INC. (HMMH) has been selected by the Federal Aviation Administration (FAA) to develop a solar guidance document for airports. The guide will be in the format of a handbook or FAA Advisory Circular and be the central reference for airports interested in exploring the potential benefits and costs of solar energy. The guidance, expected to be available to airports by the end www.ACConline.org
of 2010, will provide a comprehensive, clear and readily usable source of information that airport sponsors can apply to their evaluation of solar potential. HNTB CORPORATION recently had its contract extended by the City of Long Beach to provide as-needed airport planning, engineering and architectural consulting services for the reconstruction of the entire air carrier ramp at Long Beach Airport. HNTB will provide design and construction support services for the four-phase project which consists of the reconstruction of 10 existing aircraft parking positions; the addition of two new aircraft parking positions; regrading the ramps; and improving drainage to meet National Fire Protection Association standards. The construction of Phase I and the design of Phase II are currently underway. Completion of all four phases is scheduled for December 2012.
TKDA, an employee-owned engineering, architecture and planning fi rm based in St. Paul, is celebrating their centennial in 2010 by recognizing its contributions to the past as well as its commitment to the future. TKDA has created a webpage (www.tkda.com/100) that features a timeline of the past 100 years that highlights many of its high-profi le projects and also chronicles its leadership throughout the last century. In addition, TKDA has established an endowment scholarship for University of Minnesota students pursuing an engineering or architecture degree. URBAN ENGINEERS, INC., a multidisciplinary planning, design, construction services and environmental consulting firm based in Philadelphia, is commemorating 50 years in business in 2010. Urban’s culture of sharing knowledge will be the blueprint paving the way for their successors in their centennial celebration in 2060. 15
cOvER StORY
APDS continued from page 1
New Roles In the traditional relationships of a DesignBid-Build project delivery process, the constructor shows up last and often joins the team in the role of the “low bidder.” Therefore, their voice is not always taken seriously. The underlying assumption is that they would not be expressing an opinion or suggestion unless there is something in it for them. In most forms of APDS, the constructor joins the team at a much earlier stage of project formulation and is asked to be part of the team that will carry the project through the entire cycle, from design to commissioning. The constructor, therefore, provides a much higher level of service than just “piling up the bricks.” They will often be asked to comment and participate in phasing and coordination with other project participants; to evaluate alternative materials from both a cost and constructability standpoint; and to stand with the owner and the design professionals in demanding performance from others. The constructor’s attitude must shift from being concerned primarily with their self-interests to the interests of the project.
Design professionals also need to undergo an attitude shift. Since the constructor has been hired by the owner at an early stage of the project to provide a level of professional service to the project, the need for respectful collaboration and information sharing becomes especially important. Openness and transparency on why decisions are being made, and what the implications of alternatives may be, are very important in order to provide the best advice regarding the problems at hand.
This collaboration can be very difficult for design professionals who have spent their entire careers in the more traditional roles defi ned in the Design-Bid-Build arena. When Steps to Success Buffett said that he “...ran into a chum with So what is the process that will ensure a bottle of rum, and we wound up drinking all night,” he may have been describing the that all parties are of the “right attitude” type of event that could lead to a worthwhile and bringing their best to the table? attitude shift. By the same token, in order to develop their role in the project, the con- Owners who are embarking on their fi rst structor must bring real experience in work- APDS project need to educate themselves in ing through problems on complex projects. the different attitudes that will be necessary Real life experiences must be converted to to fully embrace a broader team. They must positive impacts on the planning, design and be prepared to provide leadership and direcexecution of the project to gain the respect of tion to maintain their own desired level of other project participants. project control. Sources of such wisdom can
DECOSTA from page 1
In May 2006, under DeCosta’s leadership, Hartsfield-Jackson opened the fi fth runway, Runway 10-28, which was the centerpiece of the capital improvement program. This runway, labeled the “most important runway in America,” has contributed to a significant decrease in delays at Hartsfield-Jackson and saves the airlines that operate there millions of dollars each week.
had a $23.5 billion economic impact on metro Atlanta, and has directly and indirectly provided more than 400,000 jobs. Contributions such as this have led to DeCosta being named “Man of the Year” by Atlanta Tribune: The Magazine in 2009 and the recipient of Airport Revenue News magazine’s Distinguished Service Award in 2010.
In December 2009, DeCosta and his team opened the Hartsfield-Jackson Rental Car Center, a 67.5-acre facility just west of the Airport that houses all of the Airport’s rental car companies and their associated operations.
DeCosta previously worked for the Port Authority of New York and New Jersey and served as the general manager of Newark International Airport. He received his Bachelor of Arts degree in physics at Queens College in 1968 before earning his Juris Doctor from New York Law School in 1975.
Other major components of the capital improvement program are the Maynard H. Jackson International Terminal and upgrades to the central passenger terminal complex. DeCosta’s continued dedication to making Hartsfield-Jackson a critical, efficient transportation hub that serves all stakeholders has 16
Consulting, Summer 2010
Owners also need to adjust to the larger group of persons they are bringing to the table in APDS. Larger and more complex teams require a level of attention to the competing opinions and recommendations that will be promulgated from close collaboration. Positive results are often realized through understanding the perspectives that each project participant brings to the table, the marketplace issues that are affecting the cost, the potential schedule implications due to changing market conditions positive and negative, and the advantages that can be brought to the table through a strong emphasis on value management.
ACC will present the 2010 ACC Aviation Award of Excellence to Mr. DeCosta at the November 9, 2010 Awards Luncheon during the 32nd Annual ACC Conference in Ponte Vedra Beach, FL.
be obtained at conferences such as the ACI- A partnering session focused on defi ning NA/ACC/AGC Alternative Project Delivery roles, responsibilities and key project paramSystems conference, through intensive re- eters and risks can be an excellent fi rst step search on the plusses and minuses of such in making sure that the team is fully aligned approaches, and by reaching out to peers for and focused on the key success factors for the their own perspectives. For larger projects, project. In the private sector, the latest variathe addition of a program manager with ex- tion on this approach is the use of Integrated tensive experience in APDS is also an option. Project Delivery, or IPD, where all major project participants (owner, design profesOwners should consider utilizing a Qualifi- sional, constructor and, in some cases, major cations Based Selection (QBS) process as a subcontractors) work under a single contract good way to ensure the selection of an effec- sharing risks and rewards in an extremely tive project team. A strong emphasis on expe- close working relationship. Major decisions, rience in APDS is an important discriminator, in this case, are focused on what is best for whether selecting the design professionals the project, instead of what is best for any and constructors participants individually, single project participant. as is common in Construction Management at Risk, or together, as is more typical in a The co-location of key project participants Design Build delivery. While experience in during the formative stages can add to the APDS in an airport setting can be important, concepts of collaboration and transparency, many fi rms have performed projects in other providing access to key points of view while settings with great success and can be appro- decisions are being made. Use of this single priate for inclusion in airport settings. The concept — “The Big Room” — has proven specific experience of key staff from both the to be valuable on many complex projects. design and constructor participants in APDS It provides access to key decision makers should be thouroughly vetted in the selection on a real time basis and prevents moving process. Specific discussion should focus on in the wrong directions, which results in attitude in both proposals and interviews. duplicative or wasted effort.
Promoting Collaboration Once work begins on the project, the use of strong collaborative means, methods and processes is the next step to ensure the team is ready to execute.
The use of Building Information Modeling (BIM) is another collaborative tool that allows all project participants to understand key project direction, parameters and direction, even at the earliest stages of the project. BIM does not necessarily entail a single
model that fully defi nes all aspects of the project. Many different project participants may use modeling techniques for a variety of tasks during the life of the project. The design professional will be modeling aspects of the design of the project to address issues such as visualization, interfaces with existing structures and systems, and the interface between new terminal locations, airfield geometry and airplane movements. The constructor may begin at an early stage to look seriously at the issues of phasing, issues of constructability surrounding deep foundations, crainage, logistics, material and manpower movements. The owner and/or designer may also use modeling techniques to look at airfield movements, passenger and vehicle arrival and departure patterns, operations and maintenance issues, and the longterm sustainability of the project. Much of the modeling software utilized today allows models to interact, and the models become another extremely robust language for team interaction. For those considering whether to undertake a project using APDS, be prepared to get ready for the “changes in attitude” necessary to make the use of APDS a success.
“Reading departure signs in some big airport Reminds me of the places I’ve been. Visions of good times that brought so much pleasure Makes me want to go back again.” “Changes in Latitude, Changes in Attitude” — Jimmy Buffett
www.ACConline.org
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Consulting, Summer 2010
We Close
Openings
2020
vision f ocus on t he f u t ure > S t r a t e g i c D i r e c t i o n f o r a v i a t i o n L e a D e r S
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acc SPOtLiGHt
Upcoming Events ACC/TSA Security Technology Day July 13, 2010 > Arlington, VA
ACC/FAA/TSA Summer Workshop Series July 14 – 15, 2010 > Arlington, VA July 13, 2010 — acc committee Meetings
ACC 32nd Annual Conference & Exposition November 8 – 10, 2010 > Ponte Vedra Beach, FL
Techniques for Airfield Pavement Maintenance, Repair & Rehabilitation Course June 14 – 15, 2010 > Salt Lake City, UT
ACI-NA/ACC/AGC Airport Project Delivery Summit V For event details and registration, go to www.ACConline.org or call (703) 683-5900.
June 16 – 17, 2010 > Indianapolis, IN
Airport Pavement Design & Evaluation Workshop August 23 – 25, 2010 > Arlington, VA
ACI-NA/ACC/FAA Airport Planning Redefined 2010 October 18 – 20, 2010 > Long Beach, CA
ACI-NA/ACC/FAA NEPA Workshop October 20 – 21 > Long Beach, CA
ACC Institute Webinars ACC’s on-line training programs provide a convenient way to learn about the latest in airport technical, regulatory and legislative issues. Sessions are offered under a single registration fee for each site, allowing offices to schedule brown-bag lunch training opportunities for staff. Look for future announcements on additional webinars that will be held throughout 2010. If you have any questions, contact T.J. Schulz at 703-683-5900 or tjs@ACConline.org.
www.ACConline.org www.ACConline.org
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aFtER aLL By Lisa Harmon and Stephanie Ward, Mead & Hunt, Inc.
When Grants are Not Enough
M
ost state and local government budgets are awash in red ink. Airports have felt the pinch from the reduction in state and local spending, particularly general aviation (GA) airports. State budget cuts translate to fewer dollars in local coffers and for the airports they operate, and many states have terminated their airport grant programs. As a result, even a five-percent local match has become unaffordable for some airports. What strategies are available to airports to keep their capital programs running? FACING THE CHALLENGE
Airport operators typically have four options when they cannot meet the FAA’s local match requirement: 1) Turn down the grant and allow the FAA to
reallocate the funds; 2) Turn down the grant and designate
another — sometimes competing — airport within the ADO to receive the funds; 3) Accept the grant and minimize the effort
this fiscal year, thereby reducing the match amount; and
FUNDING GRANTS OVER MULTIPLE YE ARS
Greg Marshall, Manager of the Nevada County Airport (NVC), is doing whatever it takes to sustain his airport. NVC serves as a base for the California Department of Fire in the Sierra Nevada foothills. No one disputes the airport’s value, but funding remains a challenge. NVC receives no direct funding from the County; it depends on funds from fuel sales and other sources, but revenues have decreased dramatically.
TAKING A SYSTEM-W IDE APPROACH: TRANSFERRING FAA GRANTS TO OTHER AIRPORTS
According to federal law and the terms of FAA Grant Assurance No. 37, an airport sponsor may waive all or part of its entitlement funds, provided that the funds are made available to another airport sponsor in the same state or geographic region. Such decisions are effective for regions where one airport has programmed a large project and for agencies responsible for several airports.
California’s GA airports suffered a severe blow in 2009 when the Caltrans Division of Aeronautics suspended its Annual Credit Grant program, which had awarded grants of up to $10,000 annually. Many operators depended on these grants to provide the match for FAA entitlements.
Airport sponsors may enter into voluntary agreements without requesting the funding be returned, or they may specify that the funds be repaid later using the airport recipient’s entitlement. In such cases, the agreement is legally binding. The paperwork required for a transfer of entitlement is minimal, involving a NVC recently prepared an FAA grant applica- single-page form (FAA Form 5100-110). Based tion for $150,000 for necessary projects such on economic conditions, more airports are as perimeter fence construction, obstruction seeking agreements that provide for the return removal and property acquisition. Despite the of the funding dollars. However, as airports and award, the County had to delay some projects consultants both know, future federal dollars because it was unable to obtain $7,500 in are never guaranteed. matching funds during a single fiscal year. LESSONS LEARNED
“We prepared a cost estimate that bundled In this economic environment, airport operators, projects to achieve efficiencies,” Marshall planners, and engineers need to consider an 4) Accept the grant, but delay the award until explained. “Although performing multiple stud- airport’s needs and goals in different — and the next fiscal year to delay the deadline ies concurrently would achieve a 60 percent sometimes counter-intuitive — ways. Decisions for matching funds. cost savings, even that wasn’t sufficient to formerly driven by the need to accomplish more carry out all projects in one fiscal year. The faster and for less money might not be the most For some airports, it means identifying new and matching funds simply were not available.” prudent. The most cost-effective alternative creative ways to find matching funds. might not provide the best option — especially Contrary to conventional wisdom, the most when safety is involved. Think differently to viable projects might not be those implemented identify discrete components that resolve the Airports nationwide concurrently, but phased projects that resolve most urgent needs first, even if it means giving are struggling to critical issues first. Ironically, the use of mul- up efficiencies in the short term. finance airport tiple funding cycles will allow NVC to pursue improvement projects. projects with a single grant. Unlike the FAA’s The Nevada County fiscal year, the County’s fiscal year begins on FOR MORE INFORMATION, CONTACT Airport in Grass July 1. NVC will finance the match over two fis- Lisa Harmon: lisa.harmon@meadhunt.com or Valley, California has cal years, allowing the most important projects Stephanie Ward, AICP: stephanie.ward@meadhunt.com been able to provide to proceed while less critical projects wait. Put matching dollars another way, the cattle fence might need to over multiple funding suffice for one more fiscal year. cycles.
20
Consulting, Summer 2010