Airport Consulting - Summer 2011

7/28/2019 Airport Consulting - Summer 2011

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Summer 2011

ConsultingA Quarterly Publication of the Airport Consultants Council

Social scientists view airports

as quintessential non-places.

Places communicate identity,

social meaning and history while

non-places, lacking these attri-

butes, are held to be anonymous, disorient-

ing and o-putting. Airports and the

larger surrounding airport cities are not

limited to being anonymous and without

meaning. Identity and meaning need to

stem rom the users and their activities,

supported by the urban design work o

architects and planners rather than rom

creating distant historical allusions and

local programs.

Taditia AppahIn response to the non-place criticism,

airport executives, planners and architects

have attempted to inuse terminals with

local identity and symbolism. Naming or

renaming the airport or terminal, local ood

and specialty shops and ocused public art

programs are three prominent strategies

currently being used to achieve this goal.

The easiest and most common strategy,

naming, creates ties to people and history

and thus identity. For example, Ronald

Reagan National Airport evokes stronger

meaning than the name National Airport.

Likewise, John F. Kennedy Internationa

Airport or even more so, JFK creates

associations that Idlewild, the airports

ormer name, never had.

The second strategy, creating commercia

space in airports, has likewise been an

integral component to creating community

signicance or many years. A growing

number o airport restaurants were elevated

rom nameless caeteria are to ranchise

restaurants as the amount o passengers

increased, but sameness persisted. As a

result, Memphis barbecue, Philly cheese

steaks and Indy 500 Authentics can now

See Airports on page 1

pag 12

Photo reviewof ACC/AAAePlAnning, Design& ConstruCtion

symPosium

pag 6pag 4

sPeCiAl feAture:reDuCe Divergentnetworks AnDinCreAse AirPort

effiCienCy

ConsultAntPersPeCtive:mAny shADesof green AheAD

Are Airports NoN-plAces?

By Stephen J. Appold and John D. Kasarda, University of North Carolina at Chapel Hill


2/20Consulting,Summer 2011

Aviation practitioners in todays marketplace

are perhaps more greatly aected by the politi-

cal and economic climate than at any other time

in the industrys history. Funding bills, political

debates and stakeholder demands are requiring

owners, developers, consultants, suppliers and

contractors to have the ability to adapt, build

innovative partnerships and take greater risk.

In my own history with the ACC, I have

routinely seen the debate o the merits o

ederal unding bills arise. However, this year,

with 18 authorization extensions or the FAA

a staggering number or any government

agency this is no longer breaking news, but

rather has become the norm or our respective

companies. The political debate may change

with every election cycle, but the result is

the same. We wait. We see how the ederalunding bills all ar short o needs, and then

we decide how to make up the balance. While it

is dicult under todays short-term demands o

private or public shareholders, a paradigm shit

in how we conduct our business must and will

take place to make up or those shortalls we

see every year.

Current MarketplaCe

The recession has had little regard or markets

and geography, and it has orced numerous

changes, to the point o extreme austerity, in the

overall transportation and airport developmentmarkets. When ederal unding was more plen-

tiul, we saw owners share the work between

multiple constituents. Now, we increasingly see

the bundling o projects to create economies

o scale under tighter budgets impacting con-

sultants, contractors and suppliers alike. This,

in turn, has led to an increased willingness to

adopt design-build and other alternate project

delivery mechanisms. Last year, more than 100

pieces o state legislation passed to widen au-

thorization or public-sector design-build, says

Richard Thomas, vice president o the Design-

Build Institute o America, in Washington, D.C.

The recent recession has also led to desperation

pricing among contractors, as businesses ght

to stay above water in the ace o signicant

competition. Moreover, we are now seeing

oreign constructors and suppliers enter the

U.S. market in a more signicant way, changing

industry practice even urther.

Increased construction management-at-risk

once limited to private industry, is now being

used more and more in the public sector, as

owners increasingly transer the risk to con

sultants while maintaining speed to market

And public-private partnerships (P3), while no

longer an unknown entity, are still a relatively

small actor in the U.S. airport market.

The global market is a dierent story. A reason

or this disparity between U.S. and globa

practice may be that P3, or any private invest

ment or that matter, requires a solid revenue

return stream or which airports can be very

avorable (depending on size and other actors)

For example, diverse sources o equity capita

outside the U.S. are now available, as witnessed

by a U.S. pension und that recently bought 12.7

percent o UKs Gatwick Airport. Developersconcessionaires and contractors are becoming

more involved in the investment side o public

inrastructure, either as a donor or receiver

again changing the way projects are viewed and

eventually built. In act, Engineering News

Record predicts that the continuing budge

shortalls in state and local governments wil

cause many design and construction rms to

explore P3 options to move projects orward

This will likely ollow the same growth path

that weve seen in recent years with the gradual

and now accepted trend toward design-build as

an alternative delivery model.

publiC finanCing and industry

Consolidation

Budget diculties will either orce new ways

to und projects or will lessen the standards

or acceptable inrastructure conditions. Along

with increased population growth, these und

ing issues will urther escalate congestion in

all modes o transportation. Added to these

diculties is the political process o nancing

the nations inrastructure. An example is the

ederal gas tax, which currently sits at 18.4

cents/gallon and hasnt changed since 1993

orcing states and municipalities to implemen

their own increases or nd alternate ways to

und improvements. The same holds true or

Passenger Facility Charges (PFCs), which have

not been raised since 2000.

As an alternative to break out o the historic

unding stalemate, the Obama administration

th a

h a,

and hfuu u

a

Terry A. Ruhl, P.E.

CH2M HILL

ACC 2011 Board ofDirectors Chair

E x E c u t i v E u P d a t E

See ExEcutivE updAtE on page 1


3/20www.ACConline.org

STAy currenT on Acc newS

Cover Story

1 A Aipts n-Pas?

By Stephen J. Appold and John

D. Kasarda, University of North

Carolina at Chapel Hill

Executive Update

2 Th past is th past, ad tht is s t at

Terry A. Ruhl, CH2M HILL,ACC 2011 Board of

Directors Chair

Special Feature

4 5 A y Svi-oitd?rdig Divgt

nts t IasAipt e ii

By Mitul Patel, Motorola

Solutions

Consultant Perspective

6 7 Ma Shads G Ahad

By Jane Ahrens, AIA, LEED AP,

Gresham Smith and Partners

A Quarterly Publication of the Airport Consultants Council

Summer 2011

Consulting

AssistAnt Editor Editor

John B. Reynolds T.J. Schulz

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2011, ACC

AirportConsulting

ACC 2011 Board of Directors

Paula P. HochstetlerPresident

T.J. SchulzExecutive Vice President

Sharon D. BrownDirector, Programs and Finance

Emily VanderBushCoordinator, Marketing and Membership

John B. ReynoldsCoordinator, Communications

ACC Staff

...delivering excellence inairport development

Inside This Issue

8 9 Mmb Sptights

This issue highlights ACC Eecutiv

Member The Sheward Partnership,

LLC and ACC Associate Member

Quantum Secure, Inc.

10 Smm wshp Sis

Sit Thg Da

11 ot & Abt ith Acc

12 13 Acc evts Pht rvi

ACC/AAAE Planning, Design &Construction Symposium

14 15 Acc Mmbs

New Members

On the Move

And the Winner Is

ACC Updates

16 17 cv St

(continued from page one)

18 ca nmiatis Spas

Aipt Aad

19 Acc upmig evts

etiv updat

(continued from page two)

20 cmativ Impat caims:

Had T Dsib,ev Had T Pv

By J. Kevin Bridston, Chair,

Construction and Design Litigation

Group, Holland & Hart, LLP

ChAir

Terry A. Ruhl, P.E.CH2M HILL

ViCE ChAirCourtney A. Beamon, P.E.Delta Airport Consultants, Inc.

sECrEtAry/trEAsurEr

Andy Platz, P.E.Mead & Hunt, Inc.

immEdiAtE PAst BoArd ChAir

Ronald L. Peckham, P.E.C&S Companies

BoArd of dirECtors

Michael R. Arnold, LEED APESA Airports

Don Bergin

Blast Deflectors, Inc.Roddy L. Boggus, NCARB, AIA

Parsons Brinckerhoff

Carol Lurie, LEED AP, AICPVanasse Hangen Brustlin, Inc.

Enrique M. MelendezParagon Project Resources, Inc.

A. Bradley MimsFederal Advocates, Inc.

Kevin QuanESCO-Zodiac Aerospace

Marion Kromm White,AIA, NCARB, LEED AP

Gensler

Solomon Wong

InterVISTAS

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Subscribe at www.ACConline.orgFollow ACC on Twitter @ACC_HQ

t a b l E o f c o n t E n t s



The air transport industry has

a highly mobile workorcewith millions o individuals

at airports that must quickly

access and act on real-time

inormation. These needs create a complex

and dynamic workfow that must be care-

ully managed. However, even with recent

technology advancements, many business

processes remain static and paper-based,

reducing eciency and eectiveness while

increasing inaccuracies and cost. In many

o todays airports, dierent constituencies

have separate communications networks

and platorms. That variation inevitablyleads toward too many people spending

too much time trying to use, manage and

coordinate platorms.

Thats where the service-oriented network

comes into play. Airport workers no longer

need to piece together a solution themselves

or to be concerned with device obsolescence

and sotware patching. They now have the

ability to swap between dierent wireless

networks and use devices in online or o-

line mode. The networks are combined

with rugged devices that are designed with

the mobile airport workers needs in mind

and are available in a wide range o orm

actors. The combination o unctionality

and durability enhances the user experi-

ence and increases productivity throughout

the workorce.

C svc-o

nwIn service-oriented networks, IT design-ers create an architecture that allows the

common use o a core system o converged

services including voice, video, real-time

location services, deployed mobility and

sensor arrays. These are used by virtually

every application in the airport and in near-

ly every environment rom control tower

to terminals to maintenance to security.

The benets are signicant: seamless high-

speed connectivity and interoperability

among all crucial constituents. The results

are just as signicant: aster, more ecientperormance, improved airside and land-

side operations, enhanced security, reduced

costs and higher customer satisaction.

As airports begin moving to the transpor-

tation hub/destination model, they are

nding that a wireless platorm enables the

network and its IT support to more closely

align with the communications needs o

every constituent rom the business

organizations that run the airport to the

commercial businesses and other constitu-

encies that share the system. The wireless

platorm also acilitates the goals o both

passenger and cargo operations: the sae,

secure movement o people, baggage and

goods as ast and as eciently as possible.

A wireless platorm approach eliminates

the need or upgrading and deploying

miles and miles o physical cable across

the airport. Operators are replacing or ex-

tending dicult-to-deploy wired networks

with equally powerul and reliable butmuch less disruptive and costly service

oriented wireless networks.

fc scBecause o increased security and figh

delays, people are spending more time in

airports. Security technology solutions are

being implemented or threat detection and

multi-channel response. Wireless networks

enable real-time capabilities through a

variety o advanced xed, mobile and

application-specic unctions. Among the

most important are:

coMMAnD AnD conTrol SySTeMS

An end-to-end wireless system leads to a

command and control inrastructure that

provides or all voice, video and data to be

backhauled to a centralized Command and

Control Center for decision support and

coordination o activities rom a wide variety

of resources. The command and contro

network enables real-time management o al

security issues and acilitates voice dispatch

text messaging dispatch and computer

aided dispatch (CAD) systems to speed and

optimize response.

rADIo SySTeMS for eMerGency

reSPonDerS Over the years, radio

systems dedicated to two-way voice services

have helped most airports coordinate the

activities of emergency responders. Now

however, as airport police are seeing more

and aster access to data and inormation

By Mitul Patel, Motorola Solutionss P E c i a l f E a t u r E

A Yu sv-ond?

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in the eld, many o these radio systems o

the past are being augmented or replaced by

updated digital systems. New digital radio

technologies operating on wireless networks

advance intelligence at the emergency

responder and command levels and are critical

in acilitating the orce multiplier eect o

eective communications.

InTellIGenT VIDeo SurVeIllAnce

Todays intelligent video cameras integrate

with the services-oriented network to provide

real-time images rom perimeters and other

remote or especially vulnerable areas o the

acility. Video solutions can include inrared

and thermal imaging or night surveillance.

Video surveillance also contributes to more

eective management o trac into and away

rom the airport. In addition, todays video

analytics and orensics capabilities allow or

both real-time and post-analysis o data.

MobIle DATA coMMunIcATIonS

Mobile connectivity empowers saety and

security personnel to assess and address

situations in real time through in-vehicle and

handheld devices with data capabilities. The

mobile network provides the ability to see

or capture streaming video, is vendor- and

frequency-agnostic and compliant with

interoperability standards, allowing real-time

communications with local police and other

public saety organizations. Benets include

improved situational awareness, streamlined

methods o calling or backup i and when

it is needed and tight integration with the

on-airport CAD unction.

eDGe SenSorS An edge sensor network

layer enables the airport operator to constantly

monitor perimeters and includes connectivity

solutions or surace management systems,

biological, chemical and radiological sensors,

shot detectors, underwater systems, highway

sensors, gate/doorway and other layered

technologies that enable advanced intrusion

prevention, detection and response. All

o these technologies can be deployed on

and o airport property and connected to

centralized unctions without wires.

CcMore than ever, todays airports rely on

communication to be secure, complex,

high-unctioning environments. The end-

to-end wireless network provides a blue-

print or combining divergent environments

and creating a unctional airport interoper-

ability plan or better communications and

overall eciency.

It is vital that the industry embraces mobiletechnology or the workorce. Ineciencies have

been shown to cause 333 days o aircraf delays

in the USA alone each year and between 5 10%

o ramp operations workorce time is wasted due

to lack o on-time/real-time inormation.

Gregory Ouillon Vice President, Portolio

Management & Consulting, SITA

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prescriptive recommendations. Clearly, the

standard is robust.

ft Ditis i leeDWhile it may appear that the USGBC helped

establish LEEDs replacement by assisting

in the development o Standard 189.1, recall

that the purpose o LEED is to help raise the

minimum code and standard requirements

so that more meaningul progress can be

made at the leading edge. As it stands now,

the LEED system rewards actions that are

better than code, but are not necessarily

representing sustainable practices, i.e. zero

impact. The uture goal o LEED is to

require zero negative environmental impactor a certication, but rst, two things must

happen. Code minimums need to improve

to the point that the overall building stock

works toward reduced impact, and the cost

dierential between a LEED and a code

acility cannot exceed what those construct-

ing the top 25 percent o buildings (what the

USGBC is targeting with LEED) are willing

to pay.

A major overhaul like the transition rom

LEED 2.2 to LEED 2009 will not be re-

peated. Instead, continuous improvements

to LEED will be made using a renement

process assessing urther credit alignments,

impact categories and credit weightings,

green building codes and, most important

or aviation, project type adaptations.

Project type adaptations are important to

the aviation industry because LEED has

been used or years at airports, even though

it does not address many o the subtleties o

terminals and airport operations. As more

airport terminals become LEED certied,

strategies that are counterproductive to

aviation, such as residential proximity andwildlie habitat, may be addressed and re-

ned by the USGBC.

In keeping with the continuous improvement

o LEED, the industry should be prepared

or enhanced energy requirements relating

to the move rom ASHRAE 90.1 2004 to

the ASHRAE 90.1 - 2007 standard. This

critical renement will help clariy outdated

statistics and conusion regarding enhanced

energy targets that were once available

points, but have over time grown to become

prerequisites due to aggressive benchmarksestablished by ASHRAE , EPA and DOE.

cmmissiigAnother important arena relating to design-

ers and their airport clients is the changes

that impact commissioning. The LEED

commissioning process reers to a third-

party reviewing and veriying that intended

systems have been designed, installed and

are operating according to their intended

perormance.

Previously, undamental (required) com-

missioning was a prerequisite, enhanced

commissioning was a credit, and envelope

commissioning was an exemplary peror-

mance point. The ocus o the scheduled

change to the LEED commissioning process

is on overall building perormance through

an integrated evaluation o all systems.

Fundamental commissioning will ex-

pand to include the building envelope,

plumbing, irrigation systems, cooling

towers, rain water harvesting and on

site wastewater treatment in addition tothe current HVAC, lighting, domestic

hot water and renewable energy systems

Enhanced commissioning currently

entails increased involvement o the

commissioning agent and additiona

activities or verication and tracking

ater the perormance period. This wil

expand to include subterranean water

proong and penetrations, exterior wal

assemblies and enestration systems

above grade penetrations, and storm

water control with removal systems andassociated pumping systems.

csiAs the aviation industry strives to do more with

less while still being a leader in environmenta

responsibility, some o the changes will be bit

tersweet. Aviation design projects will continue

to stress the commitment o organizations and

dierentiate leaders rom ollowers. Hopeully

the uture will provide a LEED or Aviation

standard or similar acknowledgement o the

industrys unique challenges, opportunities

and interest in achieving the optimum outcome

when taking into account the plethora o rele

vant actors. Regardless, as code and standard

requirements are raised through various rating

systems, those involved in airport developmen

projects, including airport clients and agency

partners, will benet as the industry shits

rom a ocus on building perormance to truly

sustainable structures a goal that can only be

accomplished once zero impact buildings are

achieved.

LEED Leadership in Energy &Environmental Design-Rating/credentialing system,www.usgbc.org

USGBC U.S. Green Building Council,www.usgbc.org

IECC International Energy

Conservation CodeICC International Code Council,

www.iccsafe.org

IGCC International GreenConstruction Code,www.iccsafe.org

ASHRAE American Society of HeatinRefrigerating and Air-Conditioning Engineers,www.ashrae.org

ANSI American National StandarInstitute, www.ansi.org

IESNA Illuminating Engineering

Society of North America,www.iesna.org

EPA Environmental ProtectionAgency, www.epa.gov

DOE Department of Energy,www.dot.gov



The ShewArd PArTnerShi P, LLC

2300 Cestut Street

Plaelpa, PA 19103 Ute States

Tel: (215) 751-9301Fax: (215) 751-9302

Emal: [email protected]

www.tesewarpartersp.cm The Sheward Partnership is an archi-

tecture, planning and sustainability

consulting rm consisting o highly

qualied architects, planners andsustainability experts dedicated

to creating environmentally sensitive archi-

tectural solutions that respond to client needs.

A service-oriented irm, Sheward strives to

provide personalized solutions to every client

and every project. The dedication o the sta is

what truly makes the Sheward team so unique.

The rm boasts a core o key sta that not only

have extensive experience, but who have been

collaborating on projects as a team or upwards

o twenty years. This core is complemented and

challenged by talented new hires as the rm

continues to expand and diversiy. The teamis led by involved managing partners who make

every eort to provide the latest technology,

design tools and inormation available to the sta

in a comortable, energized oce environment.

Since the rms ounding in 1977, The Sheward

Partnership has designed over $1 billion worth

o construction with the majority o this

construction ocused in the aviation sector. In

addition to the Principals o the rm, Mr. David

N. Scheuermann, AIA and Mr. Michael Sheward,

associates within the rm have over 50 combined

years o senior level architectural experience with

The Sheward Partnership leading complex proj-

ects. The balance o The Sheward Partnership

sta is composed o talented, energetic, design

and administrative personnel who are dedicated

to the service o our clients.

Leaders in airport acility design, The Sheward

Partnership has been responsible or leading and

delivering large-scale, complex airport projects.

The strength o the rms aviation portolio

lies in the ability to successully manage the

design process and the design team with the

singular objective o meeting a clients goalsand expectations. Aviation clients include

Philadelphia International Airport, Baltimore

Washington International Thurgood Marshal

Airport, Ronald Reagan Washington Nationa

Airport, Washington Dulles Internationa

Airport, Atlantic City International Airport

and Harrisburg International Airport. The

Sheward Partnership has also designed and

delivered substantial construction projects or

numerous domestic and international airlines

Complementing its extensive aviation experience

the rm is a leader in sustainable design, havingmanaged the LEED certication process on

nearly 200 projects seeking certication. To

date, these projects represent over $1.5 billion

worth o construction, with an excess o ove

9,000,000 square eet. Having designed, man

aged and delivered LEED projects in nearly al

LEED Green Building Rating Systems, the team

has specic knowledge o integrating sustain

ability measures into complex airport projects

The Sheward Partnership is responsible or the

design and sustainability measures integrated

into the rst two LEED certied projects at The

Philadelphia International Airport, the rst to

be completed later this year.

The Sheward Partnership is headquartered in

Philadelphia, with an additional oce located

in Baltimore, MD.

Please visit The Sheward Partnership website

at www.theshewardpartnership.com

Prepared by Michael W. Pavelsky,

AIA, LEED AP BD+C,

Sustainability Director

m E m b E r s P o t l i g h t a c c E x E c u t i v E m E m b Er



Founded in 2004, Quantum Secure en-

tered the market as the rst Physical

Identity and Access Management

platorm. Today, the SAFE sotwaresuite remains the leading solution or

managing identities and provisioning access in

physical security inrastructure and customers

range rom large international airports to highly

secure government agencies and Fortune 500

global corporations.

Quantum Secure SAFE for Airports Solution

Airports exhibit one o the most complicated

scenarios to administer restricted-area access

control, identity verication and issuance o

an access credential. Various airline employees,

vendors and tenants need to be authenticated atall times, and their physical access rights need

to be controlled and managed dynamically

based upon their role and the policies that aect

their access.

Many airports have siloed systems and processes

used to manage employee credentials or acil-

ity access. Agencies that issue transportation

authority clearance, including the Transportation

Security Administration (TSA) or Canadian

Air Transport Security Authority (CATSA),

and grant access to assets/areas such as airside

vehicles and parking structures are all managed

independently, oten by dierent departments.

As a result, many physical identity and access

management operations are handled manually,

leading to costly human errors, high cost o

operations, long on- and o-boarding times

and a lower level o overall security.

Quantum Secures SAFE or Airports solution

addresses this problem by providing a supervisory

management system to transorm and automate

manual worklows and processes, enablingairport authorities to manage acility access

o users and groups through role-based access

control. Based on policies and business rules,

SAFE is a commercial o-the-shel (COTS)

solution designed to handle the complexities

o physical identity and access management

by oering an integrated enrollment, access

provisioning and badging engine along with

a ramework to integrate siloed systems and

processes.

The SAFE or Airports Solution interaces with

a wide variety o physical access control systems(PACS), biometric, and other airport-specic

systems and databases (no-fy list, LDAP, etc.) in

real time, enorcing centralized policies and rules

or secured access management. For example,

the SAFE enrollment engine authenticates

and veries identities and digital certicates,

captures biometric images, issues a credential,

binds the relevant biographical and biometric

data with the card and provisions the identity or

acility access in the PACS all in one connected,

homogenized process.

Conversely, identity expiration policies ensure

that the card is expired based on dened trigger

points, including expirations as mandated by

agencies such as the TSA, the termination o

an employee or a report o a lost/stolen card.

The SAFE or Airports solution provides a

comprehensive range o unctions or airports

including:

Enrollment, badging/credential issuance

Multiple employer/employee managemen

under a single user interace

Identity management and acility access

on- and o-board management

Biometric database integration

Sel-service and delegated administration

Centralized document management andrecord storage

A policy-based approach to automatically

respond to events as they occur

Additionally, the SAFE or Airports solution

leverages the existing security inrastructure and

investments that an airport has already made

balancing security eciencies with the speed o

access and credential management. The results

are tremendous savings in operating costs and

reduced latency in the issuance o credentials

throughout the airport.

QuAnTum SeCure inC.

100 Cetury Ceter Curt, Sute 501

Sa Jse, CA 95112 Ute States

www.quatumsecure.cm

Laure Aar, Vce Preset f

Gvermet Relats

Tel: (860) 295-8652

Emal: [email protected]

Prepared by Dan Yetso,

Vice President, Corporate Marketing

a c c a s s o c i a t E m E m b E r m E m b E r s P o t l i g h t


10/200 Consulting,Summer 2011

The Airport Consultants Council (ACC

along with the Transportation Securi

Administration (TSA) Office of SecuriTechnology, will host its third annu

Technology Day.

TSA will share with industry vital informatio

relating to current and future TSA prioritie

updates on security programs, the statu

of FY11 spend plans, current projects, an

details on emerging technologies. Th

briefing will provide an opportunity for th

industry to hear firsthand from TSA officia

whats of most concern: How do firms go about getting business

with the TSA?

What established, recent and potential

guidelines and regulations are relevant?

What requirements might/ will impact OEMs/

vendors/designers?

What programs are on-going and planned

and how may industry participate in them?

How will current events shape future TSA

requirements and priorities?

How does TSA plan to communicate with

industry on effects of dynamic eventsand related changes so that industry can

effectively respond?

ImmEdIATElyPRECEdInG ThEACC/FAA/TSASummER WoRkShoPSERIES

ACC/TSASecrit

Tecg da

Tuesday, July 12

2011

d m aCC i W lc l o .

Airport Wildlife Hazard Management Update

May 11, 2011 // 12:30 - 2:00 p.m. EDT

Runway Safety Area Solutions Including EMAS

June 1 and June 21 (repeat) // 12:30 - 2:00 p.m. EDT

http://bit.ly/ACCwebinars

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ACC Committee meetings

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ACC and the Aerotropolis

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12/20

AuTHorInG THe AeroTroPolIS

Conference keynote John D. Kasarda (center),Director and Kenan Distinguished Professor ofStrategy & Entrepreneurship at the Universityof North Carolina Chapel Hill; ACC Board ofDirectors members Carol Lurie (left ), Vanasse

Hangen Brustlin, Inc. and Don Bergin, BlastDeflectors, Inc. Bergin was also Chair of the2011 ACC Symposium Committee.

THe fuTure of AVIATIon

(l to r) Kevin Keniston, Airbus; Christopher Teem, Boeing; Yuri Gowdiak, NASA ; David Klaus, University oColorado; 2011 ACC Symposium Vice Chair Laurie Cullen, HNTB; Evan Futterman, Futterman Consulting, Inc

cATcHInG uP

ACC President Paula Hochstetler and 2011 ACCTerminal Committee Vice Chair Carl Newth, SyskaHennessey Group.

Nearly 640 attendees were in Denver or the 2011 Acc/AAAe AIrPorT

PlAnnInG, DeSIGn AnD conSTrucTIon SyMPoSIuM. In addition

to the 5 tracks and the integrated IT sessions, the Symposium eaturedSupertracks addressing procurement and sustainable master plans. This

years event also had an opening night networking event or young

proessionals and a ree, interactive app or attendees to download on

their smartphones or tablets.

a c c E v E n t sP h o t o r E v i E w

2 Consulting,Summer 2011

TrAck HoSTS

(l to r) 2011 ACC Symposium Committee Vice Chair Laurie Cullen, HNTB; Sustainability track host DavidFull, RS&H, Inc.; CM/PM track host David Hanson, Walbridge; Terminal/Landside track host Marion WhiteGensler; Planning track host Marc Champigny, The Louis Berger Group, Inc.; Engineering track host TomMackie, Woolpert, Inc.; 2011 ACC Symposium Committee Chair Don Bergin, Blast Deflectors, Inc.


13/20

NOVEMBER 7 9, 20

M i R A M o n T E R E S o R T &

P A L M S P R i n G S , C A L i F o R

www.ACConline.org

i n C R i T i C A L T i M E

F U L L T h R o T T L E

i n S i G h T F o R

A V i A T i o n L E A d E

SAGA SuPPorT

Kelly Johnson, A.A .E., AAAE First Chair, NW Arkansas RegionalAirport; Dirk Speas; ACC President Paula Hochstetler; ACI-NAPresident Greg Principato.

2011 Acc excellence In ProcureMenT AwArD

ACC awarded the Rhode Island Airport Corporation (RIAC) with the 2011ACC Excellence in Procurement Award in recognition of its exemplaryprocurement and contracting practices which can serve as a modelfor other airports and public agencies. Ahmed Shihadeh, A.A.E. fromRIAC was present to receive the award from 2011 ACC ProcurementCommittee Chair Tom Butcher with WALKER Parking Consultants.

JAy HollInGSworTH SPeASAIrPorT AwArD

The AIAA /AAAE /ACC Jay Hollingsworth SpeasAirport Award annually honors the person orpersons judged to have recently made outstandingcontributions toward achieving compatiblerelationships between airports and theirsurrounding communities. This year, AAAE andACI-NA were all commended for their efforts

to for ward the Sustainable Aviat ion GuidanceAllliance (SAGA) initiative.

Award presenter Dirk Speas.



a c c m E m b E r s

EXECUTIVE MEMBERS

AT Geo SySTeMS, Inc.

m. Aa l. vbc, Pls, Pd3590 saca s, su 110sa lu obp, CA 93401t: (805) 781-9296fax: (805) 781-8010ea: [email protected]: .a.cProviding surveying, photogrammetric mappingand GIS data support services for eALP & eAOCpreparation and AGIS submittals for airport spon-sors, design professionals and consultant firms. Allstaff project managers are experienced CaliforniaLicensed Land Surveyors and AC 150/5300 IDLECertificate holders, photogrammetry and aerialimagery per AC 150/te00-17B.

bAS STrATeGIc SoluTIonS

m. sc Ba, Pd7371 Aa wa wa #814ga, vA 20155-2992t: (800) 803-2502ea: [email protected]: .baacu.cBAS Strategic Solutions is a team of highly quali-fied and experienced subject matter experts whoprovide consulting and analytical services to clientsacross all levels of government and industry. Ourcommitment to clients is to provide expertiseappropriate to the specific needs and challengesthey are facing.

GrAfTon TecHnoloGIeS, Inc.m. rad mup, Pd

43 fda s, nbup, mA 01950t: (617) 290-9400ea: [email protected] in the implementation of GIS, CAD,imagery and related technologies for airportsand the FAA. Founded in 2000, the firm hashelped many airports and the FAA assess needs,develop standards, collect data, design databasesand implement custom and off-the-shelf solutionsfor operations, maintenance, properties, utilitiesand other needs.

HollAnD & HArT, llP

m. J. k Bd, A555 17 s #3200, D, Co 80202t: (303) 295-8104ea: [email protected]: .ada.cHolland & Hart has one of the largest and mostsophisticated construction practices in the WesternUnited States. With more than twenty full-timeconstruction lawyers, Holland & Hart has thecapability and experience to handle constructionand design matters ranging from the routine to thehighly complex.

kAPlAn kIrScH & rockwell, llP

m. P J. kapa, Pa1675 Bada, su 2300, D, Co 80202t: (303) 825-7000ea: [email protected] Kirsch & Rockwell, LLP is one of thelargest and most experienced airport law firms inthe country and counsels airports on developmentprojects, environmental documentation, permit-ting, rates and charges, security leasing, regulatory/legislative issues and litigation.

PerkInS coIe, llP

m. Ab f, o Cu700 t s, nw, su 600wa, DC 20005t: (202) 654-6262fax: (202) 654-9143ea: [email protected]: .pc.cPerkins Coie LLP is a full-service national law firmwith 50 lawyers who specialize in environmentallaw. We have extensive experience advising StateDOTs, Federal Agencies and airport sponsors onNEPA issues as well as issues relating to Section4(f), ESA, NHPA and Clean Water Act matters.

PlAnnInG TecHnoloGy, Inc.

m. rb o, Pcpa2841 excu D., s. 200

Caa, fl 33762t: (727) 572-5586fax: (727) 299-0837ea: [email protected]: .pa-c.cPlanning Technology is a service-oriented firmspecializing in technical and analytical informa-tion technology and airspace and airport planningservices for innovative approaches and processesinvolving all aspects of airport planning andmanagement. Proven developments include theInteractive Airport Layout Plan (iALP) AutomatedCapital Improvement Plan, and Three-DimensionalAirspace Analysis Program (3DAAP).

SIeMenS

m. mac opza, Dc,Bu Dp1401 na ra expa, A, tX 76011t: (817) 436-7320ea: [email protected]: ..c/apSiemens has the capability to implement completeairport solutions. We also offer modern financingmodels such as public-private partnerships andasset finance. Our Green and Efficient AirportStrategy service offers airports support and advicein developing their green programs to curb energyconsumption and reduce emissions.

Turner conSTrucTIon

m. Ja m. oD, vc Pd343 sa s. #500, sa facc, CA 94104t: (415) 705-7901ea: [email protected]: .cc.cTurner provides building services to institutionswho recognize the value of a partner whoworks diligently and creatively to find the bespossible solution for each particular projectWith construction volume of $8.2 billion in 2009Turner ranks first or second in major segmentsof the construction industry. Turner maintains anationwide network of offices and a staff of morethan 5,000 employees, performing work on over1,200 projects each year. Turners nationwide

presence offers clients the accessibility and supporof a local firm with the strength, stability andresources of a national corporation.

ASSoCIATE MEMBERS

eSrI

m. t B, tapa idu maa380 n y s., rdad, CA 92373t: (909) 793-2853fax: (909) 793-3039ea: [email protected]: ..c

Esris GIS (Geographic Information Systemsoftware integrates and visualizes IT systems andinformation so airport managers and executives areable to analyze data across the enterprise to makethe best decisions fast. Facility and asset management, noise modeling, environmental managemenlease management, back-office systems integrationand more, all visually integrated.

HI-lITe MArkInGS

m. rda mcn, vc Pd sa18249 h-l D, Ada C, ny 13606t: (315) 583-6111ea: [email protected]: .-.c

Throughout the world, Hi-Lite provides eff icienthigh quality work that meets time sensitive airfield pavement maintenance schedules. Utilizingmodern, specialized equipment and a dedicatedteam of highly-trained technicians, Hi-Lite offerscompetitive pricing for unsurpassed performancewhile keeping your airfield in total compliancewith FAA and ICAO guidelines.

Nw Mmbrs



On th Mov

THe PbSJ corPorATIon and its subsidiary

company, PBS&J, have been acquired by

Atkins, the worlds 11th largest design rm.

With PBSJs existing local knowledge,

solid track record or client service, and

an established support and management

inrastructure as a oundation, Atkins

is now on course to develop a stronger

business in the US, leveraging combined

experience and using the PBSJ business as

a platorm to achieve this.

ACC member rms cDM and wIlbur

SMITH ASSocIATeS (wSA) are pleased

to announce the acquisition o WSA

by CDM. The combined organizationexpands both rms global, ull-service

capabilities in water, environment, trans-

portation, energy and acilities. The inte-

gration o CDM and WSA brings together

one o the engineering and construction

industrys top water and environment

rms with an industry leader in trans-

portation. The addition o WSAs leading

expertise in transportation enhances

CDMs service portolio and extends the

rms presence in Asia and the Middle

East. Similarly, CDM enhances WSAs

capabilities in water, environment anddesign-build services. The two rms have

compatible cultures and values, comple-

mentary capabilities, strong commitments

to exceptional client service and technical

excellence and well-matched geographies.

Mr. THoMAS f. bArry, Jr., Pe has been

appointed to Director o Operations

or Transportation in North America

at Atkins. Most recently Tom served as

business development director or trans-

portation. Previously he led the rms

surace transportation sector, overseeing

the technical operations o more than 700

employees. Barry has more than 30 years

o transportation engineering experience

and previously served as the Florida

Department o Transportation (FDOT)

secretary, where he was responsible

or management and operation o eight

districts and the FDOT headquarters.

During his nearly 24 years with FDOT,

Tom also served as assistant secretary or

nance and administration and District

Five secretary.

MS. AllySon GIPSon has joined Heery

International as Project Director or the

companys West Region. Gipson will

oversee operations, business develop-

ment and strategic planning in Heerys

Caliornia oces, which currently

include Los Angeles, Long Beach and

Sacramento. Gipson brings more than 25

years o experience in the program and

construction management arena. Gipson

has served as a Southern Caliornia chap-

ter board member or the Construction

Management Association o America andis an associate member o the American

Institute o Architects. Gipson is also a

member and certied mediator o the Los

Angeles County Bar Association.

MS. PAMelA keIDel-ADAMS has joined

Landrum & Brown as Managing Director.

Keidel-Adams most recently served as

Director o Aviation Planning, Economics

and Freight at Wilbur Smith Associates.

She brings over 20 years o experience in

aviation, including aviation system plan-

ning, air service development, activityorecasting, public outreach, airport de-

velopment and coordination planning and

project management. Pam most recently

served as Director o Aviation Planning,

Economics and Freight at Wilbur Smith

Associates.

Mr. PAul neAl has been named a

Principal Consultant in the Washington,

D.C. oce o Parsons Brinckerho (PB).

In his new position, Mr. Neal will be re-

sponsible or providing strategic advice to

PBs transportation clients in airport, rail,

transit and highways inrastructure and

operations project planning. Mr. Neal has

almost 30 years o experience as a strategy,

operations and planning expert whose

career has included senior roles in new

start-up transportation and inrastructure

ventures in the private and public sectors,

as well as international strategic manage-

ment consulting experience.

Rguatory Nwsrn 11-01 (mArCh 3, 2011)

FAA Extends Comment Period

on SMS NPRM to July 5, 2011;

Agency Will Solicit and Answer

Questions rom the Industry

Acc Uda

And th

Winnr Is

GreSHAM, SMITH AnD PArTnerS is plea

to announce the completion o an integra

baggage handling and screening syst

upgrade at Nashville International Airp

(BNA) or the Metropolitan Nashv

Airport Authority. GS&P provided archit

ture and design services as part o a desi

build team led by Messer Constructi

Company. The $32 million project enhan

and streamlines operational activities w

regards to saety and security o the bagga

screening process and increases public sp

in the ticket lobby.

To meet heightened security requireme

post- 9/11, several EDS and explosive trdetection (ETD) machines were installed

the BNA ticket lobby and a two-step bagg

check-in process was introduced. This pr

ect removes existing EDS and ETD machi

rom public spaces and ticket counters h

been pushed back; both supporting the e

to increase space to acilitate passenger f

in the ticketing lobby. Passengers are n

able to place checked baggage on a conve

located adjacent to the ticket counter up

check-in. A state-o-the-art automated s

controlled, outbound Glidepath bagg

handling system was installed below airport and screens all baggage out o vi

o the passenger.

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c o v E r s t o r y

HONG KONG INTERNATIONAL AIRPOR

SKYCITY PHASE 2: SkyCity next to

Hong Kongs Terminal 2 incorporates

modern urban design principles.

INDIANAPOLIS INTERNATIONAL AIRPORT CIVIC PLAZA:

A plaza surrounded by local specialty shops cornerstones

Indianapolis new terminal.

be ound in their respective airports, using

local ood and specialty shops as a way to

connect with a regional identity.

Another traditional strategy, public art

programs, is in place in nearly all major

airports. Many highlight regional art and

local artists. Locally visible businesses andterminal design attributes refecting the re-

gion provide urther identity and uniqueness

to counter airport mass uniormity. Some,

such as Indianapolis, place these businesses

around a civic plaza in the main terminal.

While valuable, these three strategies or

transorming non-places into places have

limits. Historical allusion may only be

tangentially related to airport locations or

reliant upon traveler memory. (Who was

Lieutenant Commander Edward Butch

OHare anyway?) The national prolieration

o regional ood has ensured that ew dishes

are truly local anymore and the best art

typically taps into common human, rather

than regional, themes. Because planners and

architects work rom the same playbook,

eorts to dierentiate result in interchange-

ability. None o the strategies are wrong, but

they requently miss accomplishing the aim

o making airports signicant places in

communities.

ua Dsig AppahAirports and their immediate environs are

taking on many commercial unctions previ-

ously associated with metropolitan down-

towns, including hotels, shopping streets,

oce buildings, upscale restaurants, and

cultural and entertainment acilities. In the

process, many city airports are transorminginto airport cities.

The spatial and unctional core o the air-

port city is the passenger terminal which

may be likened to an urban central square:

it operates as its multimodal commercial

nexus, oering a variety o increasingly

specialized goods and services.

Appropriately applied, urban design can help

make both terminals and their surrounding

development interpretable, navigable and

thereore welcoming. Design or human use

can evoke a warm, sae eeling and airports

and airport cities can become meaningul

places because people are increasingly able

to accomplish their social and business pur-

poses there.

Urban design, a usion o architecture with

site planning transportation planning and

landscape architecture, is primarily con-

cerned with the physical orm o the city

or community. Urban design encompasses

many dimensions, including designing or

local transportation and communication

designing or a healthul experience, and

designing or interpretability.

The common objective is creating an urban

environment or the 21st century that is

economically ecient, aesthetically pleasingand environmentally sustainable. Like many

planning goals, there is a certain tension

among these aims but they also reinorce

each other to a large degree.

The nascent eld o airport city design

is based on our key observations about

airports and airport areas. Each o these is

driven by the rising numbers o people

and goods travelling by air.

1] Airports are the central stations o

today. They attract commercial activity

employment and supporting real estate

development.

2] Airports have evolved into airport cities

As they spill rom airport grounds into

surrounding areas, they take on many

unctions o an urban downtown.

3] Accessibility to airports is a critical con

cern. Thus, land use and transportation

planning need to be ully coordinated.

AIRPORTS continued from page 1



4] Designing an airport city is an urban

and regional planning task. Thereore,

airport cities cannot be ignored in the

development plans o municipalities

and regions.

The basic principles o urban design, dis-

tilled rom good practice hal a century ago,provide a solid oundation or airport city

place-making. According to Kevin Lynchs

research on place legibility, people need

to be able to imagine the spatial layout o

a place in their minds in order to nd their

way around and to eel attracted to that

place. He ound an interpretable city to be

a network o ve key design elements: paths,

edges, districts, nodes and landmarks.

Good urban design creates airports and

airport cities which lead travelers along

their way to their desired destinations. Such

waynding acilitates movement and can

help visitors accomplish their aims.

Airport cities generally have two central

nodes, one or passengers and the other or

cargo, with the ormer taking precedence

or most purposes. Each tends to be

surrounded by a district which, in the case

o the passenger terminal, contains paths

to ground transportation, retail and hotels.

The passenger district may have nely

demarcated edges indicating its boundaries.

Landmarks, recognizable but not necessarily

monumental or even well-loved, provide

points o reerence.

In most cases design ends at the airport

ence and, at times, at the terminal door. Asairport cities continue to grow around major

airports, the paths need to extend outward

to the districts containing the most common

destinations. These districts may be centers

providing lodging, ood, entertainment and

other services or travelers. And they may

be districts o higher order service provision

containing oces or medical acilities. The

cargo side o an airport city typically has a

logistics district containing reight orward-

ers, distributors and other time-sensitive

goods handlers important to the regions

economy where the layout o acilities and

transit paths may either acilitate or hinder

ecient fows.

chags AhadUntil recently, urban design was not oten

applied to airport areas because it adds costs

to real estate development and the benets are

not always apparent. Urban design also oten

stops at a project boundary, most oten at the

property line, and there is a subtle cultural

denigration o sub-urban areas among

design proessionals which seemingly makes

airports (beyond the passenger terminal) and

their inhabitants less worthy o attention

Many airport and urban design architects and

planners avoid the metropolitan periphery

the suburbs, the edge cities and the airport

cities as i it were inherently anonymousIn some circumstances, it is understandable

particularly where the vicinity o an airport

abuts or crosses legal and jurisdictiona

boundaries, complicating coordinated design

eorts. For example, Dallas-Fort Worth

Airport is in two counties and our distinct

municipalities while being owned and

controlled by two other cities. Nevertheless

airport and urban designers cannot ignore

that most development takes place at the

periphery o existing development.

Fortunately, with the rise o airport cities

these obstacles are shrinking. Addressing the

challenges calls or a new approach bringing

together airport planning, urban and region

al planning and business site planning with

an underlying conviction among architects

planners and government ocials that urban

design is essential to create better airports

that will enhance passenger experiences and

strengthen the regions they serve.

WASHINGTON DULLES AEROTROPOLIS CORRIDOR:

High-tech oces line the Washington Dulles Aerotropolis corridor.



For

NomiNatioNs

CONTACT >>> Carol Stewart > 703/264-7623 > [email protected]

CH2M HILL brings more than 40 years o service helping aviation clients develop sae, innovative,

sustainable, and secure solutions to their most challenging airside and landside inrastructure projects.

We have delivered new construction, expansions, and complex aviation renovations at major

airports around the world within the operational constraints o ongoing fight schedules.

Our broad range o services includes planning, design, environmental, construction

management, program management, and airport management and operations.

Contact CH2M HILL for your next aviation infrastructure project.

2011 CH2M HILL TB G04121113

ch2mhill.com/aviation

Leader in operating and support servicesAirport Planning, Design, Construction, and Operations

na a cu b accpd 2011 AiAA/AAAe/ACC Ja h spaAp Aad. t cp c a cca ad a $10,000 au.

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2012AIAA/AAAE/ACCJAY HOLLINGSWORTH SPEAS AIRPORT AWARD

FOR THE
http://www.aiaa.org/http://www.aiaa.org/



ExECUTIVE UPDATE continued from page 2

has proposed an inrastructure bank

solution. However, many argue that this will

be another mechanism to benet large cities,

to the exclusion o rural areas. Funding

scarcity has created austere spending, orcing

owners and consultants to do more with

less, meaning that the economic models

o the past which supported inrastructure

unding may stay in the past.

O course, the consolidation o industry

practitioners will continue. For example,consider that in 1965, in ENRs rst ranking

o design rms, the top 456 rms combined

had billings o $728 million; in 2009, 22

rms reported design revenue in excess o

$750 million each. The breadth o services

o these rms has increased immensely. A

number o principals o current design and

construction rms are reaching retirement

age, and a number o these companies do not

have well-developed succession strategies.

Moreover, mega-corporations like GE and

Siemens are growing their service oerings

in many diverse markets, including aviation,

to increase shareholder return.

What does all of this Mean?

First and oremost, we cant allow our stan-

dards to change or what we consider to be

merely acceptable service delivery. I quality

suers, eventually saety becomes a more

signicant risk. So what is our likely path

orward?

1) As a collection o companies that

deal with airport development every

day, rms large and small, rom

supplier to consultants to contrac-

tors and operators, will need to

increase partnerships, alliances and

their overall network to broaden our

understanding o a landscape that is

in a signicant state o fux, with the

resultant outcome unknown. One

thing is certain change is required

to meet the current challenges.Companies can no longer aord to

do business with past business mod-

els, nor can we depend on the ederal

governments political and unding

processes and mechanisms.

2) The big will get bigger both

companies and other entities in the

aviation market and the transporta-

tion industry as a whole. Cities, or

example (re-urbanization), will con-

tinue to see similar shits. The devel-

opment o mega-rms has created

entities with a ull range o services

that once used to be resident in many

dierent company types. This trend

doesnt appear to be diminishing. In

act, we are starting to see a shit in

the transormation to mega-rms

and smaller niche rms, with rms

in the middle getting squeezed the

most.

3) Political and other pressures wil

continue to commoditize engineering

services, to the point where costs wil

be cut and consultants will be orced

into business conditions that are

not attractive or avorable. This is

an area where the aviation industry

must take a stand so that quality wil

be maintained and technology can

continue to evolve.

4) Consultants, suppliers and construction communities, in the past

working with competing interests

and agendas, must now work more

closely together not only on individ

ual projects, but toward the overal

objective o improving our collective

industry. It is time all o us think this

way, individually within our compa

nies and as ACC the unied voice

o airport development rms.

The bottom line is this: todays marketplace

requires an open mind and thinking outside

the box. Expand your willingness to change

take risks, build partnerships and increase

your opportunities. The past is the past, and

the uture is ours to create.

ACC InStItute eventS

tiMeFrAMe coUrse title locAtioN

Jun 8 9, 2011 Acc / Aci-NA / AGc A pj Dvy sym summ san J, cA

Nvmb 30, 2011 Acc Gbazan summ Wahngn, Dc

Dmb 5 7, 2011 Acc/Aci-NA/FAA NepA pannng Wkh Aana, GA

ACC eventS

Juy 12, 2011 Acc / tsA suy thngy Day Angn, VA

Juy 13 14, 2011 Acc / FAA / tsA summ Wkh s Angn, VA

Nvmb 7 9, 2011 Acc 33d Annua cnfn & exn pam sng, cA

M ss aatiipatd. Sta tdt .Acci.g pdats.

Umng evn

For more information email T.J. Schulz, ACC: [email protected].


20/20

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q c a. B aa d ca, a ac ac ca c ad pac bd abab dda ca.o pac a czd a cc pjc, c axcdd cac bdd c ad cac aaz c adda c. t a--ac aa c a dad a c appac c pjcd bd cpad aca c pp ca. i d cc p a ca, dad aa

caa, cd aa ad ddc pb -cd a, qd. tcca q, c b ad dc ad aa, pac cad ca c.

Bca d c p caaad a pb -cd a(d cc, pc a, c.),ca pac ca a czd

b a ad pacc. i ac, a ad ca acd pb ca pac ca jc ca ac p, pca ac

caa ad a a cpabpac -cpab pac. fxap Pittman Construction Co. 81-1 BCA14,847 (gsBCA 1980), Bad CacAppa d a c ca paca cab, b ccdd a ad b p. o appa, C Caqad ca pac ca a daca, a d a dca a b pa cbd da cac daa, p aca app da ad xpabab ac pa. Pittman Construction

Co. v. United States, 2 C. C. 211 (1983).

t dc p ca pac ca d Southwest Marine, Inc., 94-3BCA 27,102 (DotCAB 1994). i a ca, Bad Cac Appa dcbd bd a pa ba a a capac ca:

A pcc c-a p dc ca dp pa ddaca q qd p

ca dp(bca dc ),appa, , d bd p . . . a 202 Caod cc dpd a ad. Ad a dp d ac, b a x a dp ad a cadappa. n -cad

dp x dp adqa b dc a ac 202 caq, c b a

p a dp

ua, a a ad capac ca a jcd ac p. m ca a acd a .

w bd ab a capac ca a pb , a a ca a ad a ca pac caad aadd baa daa a bai Bell BCI Co. v. United States, 81 fd. C. 617(C. fd. C. 2008), C fda Caappd $6 ca pac

daa. t p cac a dcad b a xp cdaa a a da cd b Bell cad b nih ca, ad ac a cacaad x ad dad pdccd a pd a a aa pac cac pdc

t ca a capac ca d x, b a xcddc p. sc ca a ccd a dad cd

b pjc bad ad a bad, cddb pdc cd p cbd xp aa, pcc cad pac pcc caw d pjc cd, dc cc p caa. w caa ca a.

By J. Kevin Bridston, Chair,

Construction and Design Litigation Group

Holland & Hart, LLP

a f t E r a l l

cUMUlAtiVe iMpAct clAiMs:Had Db, evn Had pv

Documents

Airport Consulting - Summer 2011