Airport Magazine December 2010/January 2011

A A A E D E l i v E r s f o r A i r p o r t E x E c u t i v E s

www.airportmagazine.net | December 2010/January 2011

Alternate Aviation Fuel And Airports

Concessions: Finding Tomorrow’s Sweet Spot

Facility Management Options

M A G A Z I N E

REBOUNDIN SIGHT FOR LANDSIDE PROJECTS2011 May Mark Turnaround

3AirportMAgAzine.net | DECEMBER 2010/JANUARY 2011

editor’sCoRNER

E d i t o rBarBara Cook

[email protected]

P u b l i s h E rJoan Lowden

E x E c u t i v E E d i t o reLLen P. horton

E d i t o r - A t- l A r g ESean BroderICk

N E W s E d i t o rhoLLy aCkerman

A r t d i r E c t i o NUnConformIty, LLC

s t A F F P h o t o g r A P h E r sBILL krUmPeLman

JameS martIn

A d v E r t i s i N g A N d s A l E [email protected]

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M a g a z i n e

The december-January issue of Airport Magazine bridges the years 2010 and 2011, giving us the opportunity to review airport architecture/engineering company experiences of the past year and preview their business

outlook for the coming year. we appreciate the many thoughtful insights that were contributed for this article.

other features in this issue highlight niagara falls International and miami International renovations and sustainability achievements; separating trends from seasonal whims in airport dining options; why alternative aviation fuels can be important to the future of your airport; and the revenue enhancements provided by self-serve kiosks.

our departments include the operations Column, written by ross Underhill, operations manager at houston’s william P. hobby airport, who describes the process of refining irregular operation responses.

and there is still more, so keep reading. we thank our advertisers in this issue: astronics dme

Corp., Burns & mcdonnell, Cdm, delta airport Consultants, kimley-horn, michael Baker Corp., ricondo & associates Inc. and rS&h. we appreciate the support of these companies, which help to make our magazine possible. Please support them in return.

a special addition to our magazine this month is the 2011 calendar, sponsored by hudson Group, which includes dates of major aaae and industry meetings for the year. you’ll be able to use this as a handy reference tool throughout 2011.

an important feature of the Airport Magazine web site (www.airportmagazine.net) allows readers around the globe to access the current issue, as well as research an archives section that provides access to all issues for the past three years. a full-color interactive flip book for each issue allows readers to print out articles. and, of course, our subscribers and all aaae members receive printed copies as well.

enjoy this issue and e-mail me with your ideas for future articles.

Sincerely,

Barbara Cook

4 AirportMAgAzine.net | DECEMBER 2010/JANUARY 2011

Cover Feature

2011 May Mark Recovery In Airport Landside Projects | 12An Airport Magazine Survey

Features

Trends, Fads, Travelers And Terminals: Finding Tomorrow’s Sweet Spot | 18Tracking And Predicting Customer Food Preferences

The Form To Go With The Flow: Niagara Falls International Airport | 22Cost, Functionality and haracter

What Does Alternate Aviation Fuel Have To Do With The Future Of Your Airport? | 25A Role For The Airport Community

Miami International Partners for Energy Efficiency | 27Result Blends Energy Efficiency With Environmental Stewardship

Self-service Technology Can Help Airports Improve The Traveler’s Experience | 29The Latest Solutions Cut Wait Times, Improve Efficiency And Drive Revenue Throughout The Terminal

Facility Management Companies Offer Options For Airports | 32Looking Toward The Future

Departments

Upfront 6

News Briefs 8

Legislative Outlook 34

Operations Column 36

General Aviation Column 38

FBR 40

Retail Briefs 41

MarketScan 42

Billboard 44

Ad Index 46

Coming in Airport mAgAzineFebruary/MarchTheme: TechnologyFeatures:Evolution Of Airport Geographic Information SystemsNext Up For NextGen

April/MayAAAE Annual Conference IssueFeatures:Winter OperationsAir Service: Targeting Cargo

12

22

Volume 22/Number 6 | December 2010/January 2011

e D i t o r i A l A D v i s o r y B o A r D

A i r p o r t M e M B e r sWilliam G. Barkhauer, Morristown, New Jersey

mark Gale, Philadelphia, PennsylvaniaJim Johnson, Odessa, Florida

James l. morasch, Pasco, WashingtonTimoThy k. o’Donnell, Fort Wayne, IndianaroBerT P. olislaGers, Englewood, Colorado

Torrance a. richarDson, Fort Wayne, Indianaelaine roBerTs, Columbus, Ohio

C o r p o r A t e M e M B e r sBill hoGan, RS&H

sTacy l. holloWell, Siemens One, Inc. Brian lacey, Delaware North Companies

ranDy PoPe, Burns & McDonnell

laura samuels, Hudson Group

A A A e B o A r D o F D i r e C t o r s

C h A i r

James e. BenneTT, Abu Dhabi

F i r s t v i C e C h A i r

kelly l. Johnson, Bentonville, Arkansas

s e C o n D v i C e C h A i r

Bruce e. carTer, Moline, Illinois

s e C r e t A r y / t r e A s u r e r

mark P. BreWer, Manchester, New Hampshire

s e C o n D p A s t C h A i r

Jim P. elWooD, Aspen, Colorado

DaneTTe m. BeWley, Reno, Nevada

Tommy W. BiBB, Nashville, Tennessee

JeFF l. Bilyeu, Angleton, Texas

BenJamin r. DecosTa, Atlanta, Georgia

roD a. DinGer, Redding, California

TimoThy Doll, Eugene, Oregon

linDa G. Frankl, Columbus, Ohio

mark Gale, Philadelphia, Pennsylvania

sTacy l. holloWell, Carrollton, Texas

kim W. hoPPer, Portsmouth, New Hampshire

mark D. kranenBurG, Oklahoma City, Oklahoma

William marrison, Knoxville, Tennessee

ToDD mcnamee, Camarillo, California

JeFFrey a. mulDer, Tulsa, Oklahoma

carl D. neWman, Phoenix, Arizona

Thomas m. raFTer, Hammonton, New Jersey

Brian P. reeD, Jacksonville, Florida

Torrance a. richarDson, Fort Wayne, Indiana

roBerT F. seliG, Lansing, Michigan

DaViD r. ulane, Aspen, Colorado

C h A p t e r p r e s i D e n t s

luis e. elGueZaBal, San Angelo, Texas

scoTT a. Brockman, Memphis, Tennessee

alFreD PollarD, Baltimore, Maryland

michael J. olson, Grand Island, Nebraska

mark e. WiTsoe, Reno, Nevada

ToDD s. WooDarD, Spokane, Washington

p o l i C y r e v i e w C o M M i t t e e

Bonnie a. allin, Tucson, Arizona

rosemarie anDolino, Chicago, Illinois

William G. Barkhauer, Morristown, New Jersey

krys T. BarT, Reno, Nevada

Thella F. BoWens, San Diego, California

larry D. coX, Memphis, Tennessee

alFonso Denson, Birmingham, Alabama

keVin a. Dillon, Warwick, Rhode Island

Thomas e. Greer, Monterey, California

Gary l. Johnson, Stillwater, Oklahoma

James a. koslosky, Grand Rapids, Michigan

lynn F. kusy, Mesa, Arizona

ronalD maThieu, Little Rock, Arkansas

James l. morasch, Pasco, Washington

erin m. o’Donnell, Chicago, Illinois

BraDley D. PenroD, Pittsburgh, Pennsylvania

elaine roBerTs, Columbus, Ohio

sTeVen h. schreiBer, Portland, Oregon

ricky D. smiTh, Cleveland, Ohio

susan m. sTeVens charleston, south carolina

mark Vanloh, Kansas City, Missouri

Paul WieDeFelD, Baltimore, Maryland

p r e s i D e n t

charles m. Barclay, Alexandria, Virginia

M a g a z i n e

19

Cover: San Antonio International Airport’s new Terminal B

Creating Value ...

George Perinis, R.A., Sr. VP at 412.269.6322 or [email protected]

Ken Holt, VP at 803.231.3820 or [email protected]

Crea�ng value by deliveringinnova�ve and sustainable solu�ons

for infrastructure and the environment.

... Delivering Solutions

Planning • Architecture • Engineering • Environmental • Geospa�al TechnologiesConstruc�on Management • Program Management • Facili�es Management

Value is enhanced through superior performance, experience andresponsiveness. Through our recent acquisition of The LPA Group,we create value through synergies gained by merging skills andexpertise while expanding geographically to better serve ouraviation clients nationwide.

Baker and LPA—AMerger of Capabili�es

Creating Value ...

George Perinis, R.A., Sr. VP at 412.269.6322 or [email protected]

Ken Holt, VP at 803.231.3820 or [email protected]

Crea�ng value by deliveringinnova�ve and sustainable solu�ons

for infrastructure and the environment.

... Delivering Solutions

Planning • Architecture • Engineering • Environmental • Geospa�al TechnologiesConstruc�on Management • Program Management • Facili�es Management

Value is enhanced through superior performance, experience andresponsiveness. Through our recent acquisition of The LPA Group,we create value through synergies gained by merging skills andexpertise while expanding geographically to better serve ouraviation clients nationwide.

Baker and LPA—AMerger of Capabili�es


DFW Signs New Use Agreement With CarriersDallas/Fort Worth International has signed a new use agreement with its airlines, setting the financial groundwork for the airport’s operations over the next 10 years.

“This new use agreement gives DFW and its partner airlines a solid set of financial expectations for the next decade,” said airport CEO Jeff Fegan, A.A.E. “It not only modernizes the business partnership between our airport and the airlines, it also clears the way for DFW to initiate the renovation program for our four original terminals.”

The agreement changes the airport’s business model from “residual” to “hybrid,” the airport announced. The biggest difference is that the airport will retain the net revenues from non-airline sources (e.g., parking, concessions, commercial development and car rentals), while the airlines pay the net operating costs of the airfield and terminals through landing fees and terminal rent, respectively, according to the announcement.

In the past, the airlines received the benefit of non-airline revenues and there was a yearend “settlement” to ensure that total revenues equaled total expenses.

Under terms of the agreement, the airport gains approval of the new Terminal Renewal and Improvement Program in the amount of $1.74 billion, plus $220 million, net of grants, of additional capital projects for the next five years. The airlines also approved the debt financing required to fund those programs.

The agreement includes two capital accounts. Use of the joint capital account will require airline approval, and the account will be funded largely by natural gas and land sale proceeds and

supplemented with the issuance of debt. The DFW capital account will be used at the airport’s discretion for renewal and replacement of existing assets and will be funded from the net revenues from non-airline sources, according to the announcement.

The agreement also provides that American will continue to maintain Terminals A and C, and new maintenance standards will be applied to all terminals. The airport will assume the operating and maintenance costs for the Skylink people mover system.

Flight Delays Cost U.S. $32.9 Billion AnnuallyFlight delays nationwide cost the U.S. economy $32.9 billion each year, according to a new study commissioned by FAA.

The study was conducted by researchers at the University of California, Berkeley; the Massachusetts Institute of Technology; Virginia’s George Mason University; the University of Maryland; and Virginia Tech. Additional work was performed by The Brattle Group, a consultancy.

The new study analyzed data from 2007 to calculate the economic impact of flight delays on airlines and passengers, the cost of lost demand, and the collective impact of these costs on the U.S. economy. The study authors found that increased delays directly correlate with increased costs, according to an announcement.

Of the total cost of delays, $16.7 billion was borne by passengers, the study found. This number was calculated based on lost passenger time due to flight delays, cancellations and missed connections, plus expenses such as food and accommodations that

are incurred from being away from home for additional time, according to the announcement.

“This is the most comprehensive study done to date analyzing the monetary cost of airline flight delays,” said Mark Hansen, UC Berkeley civil and environmental engineering professor and lead researcher on the study. Hansen said most previous studies have focused on the cost to airlines. The new study analyzed the complex relationship between flight delays and passenger delays, and considered how degraded service quality affects the demand for air travel, he said.

In addition to the direct costs to the airline industry and its customers, flight delays have indirect effects on the U.S. economy, the report said. The authors noted that inefficiency in the air transportation sector increases the cost of doing business for other sectors, making the associated businesses less productive. The study estimated that air transportation delays reduced the 2007 U.S. gross domestic product by $4 billion.

“Flight delay is a serious and widespread problem that places a significant strain on the U.S. air travel system and its customers,” Hansen said. He added that the study is intended to provide a frame of reference for decision-makers to assess the magnitude of the flight delay problem and the need for initiatives to address it.

DOT Announces Air Service Grants For 19 CommunitiesDOT has selected 19 communi-ties in 19 states to receive grants totaling nearly $7 million under the Small Community Air Service Development Program.

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The department received 74 grant applications from communities in 35 states. Collectively, these communities sought nearly $31 million in federal assistance to support new and ongoing air service development projects. Of the applications, 13 were from communities with small hub airports and eight were from communities now receiving subsidized air service under the Essential Air Service Program.

Communities receiving grants and the amounts are:

• Dothan, Ala., $750,000 • Yuma, Ariz., $400,000• Gainesville, Fla., $140,000• Sioux City, Iowa, $500,000• Idaho Falls, Idaho, $500,000• Fort Wayne, Ind., $203,000• Manhattan, Kan., $300,000• Bangor, Maine, $500,000• Lansing, Mich., $750,000• Missouri DOT, $210,000• Kinston, N.C., $350,000• Kearney, Neb., $50,000• Keene, N.H., $30,000• Syracuse, N.Y., $500,000• Eugene, Ore., $500,000• Provo, Utah, $500,000• Charlottesville, Va., $500,000• Mosinee, Wis., $250,000• Parkersburg, W.Va., $60,000Grant proposals for Gainesville,

Lansing, Missouri DOT, Kinston, Syracuse and Mosinee are conditionally selected because the amount awarded is less than the community requested, DOT said.

New Orleans Withdraws From Privatization PilotThe New Orleans Aviation Board has notified FAA that it is withdrawing Louis Armstrong International from the Airport Privatization Pilot Program.

The board said it analyzed the conditions required to effectively

privatize public infrastructure, as well as the current state of capital markets, and concluded that New Orleans is not well positioned at this time to solicit privatization bids.

“The airport is better served by focusing on its recently announced initiatives to improve operations and become a more effective asset for the city of New Orleans and the state of Louisiana,” the board said in a statement.

These initiatives, which involve both the airport and other stakeholders in the region, include:

• increasing passenger traffic;• providing consistent access to

funding to meet the airport’s needs;

• continuing the airport’s role as a strategic asset that benefits tourism and the future of New

Orleans;• providing representation for

all parties and cooperation among all stakeholders;

• maintaining efficient decision- making and transparency; and

• maintaining a positive working relationship among the airport, city, state and other stakeholders.

Decision Postponed On Airport PrivatizationThe Gwinnett County (Ga.) Board of Commissioners announced that a decision will be postponed until early next year on whether to request proposals to privatize Briscoe Field.

FAA in May accepted the county’s preliminary application

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NEW INTERNATIONAL TERMINAL FOR RALEIGH-DURHAM—In late November 2010, crews were completing work on Raleigh-Durham International’s Terminal 2, which is scheduled to be finished in January 2011. The 920,000-square-foot facility partially opened in 2008. Continental and US Airways are set to join Air Canada, American, Delta, Frontier and United in Terminal 2 when the building is finished. With the completion of the terminal, passengers will have access to more shops and restaurants under one roof than ever before at Raleigh-Durham. The Shops of RDU will feature nearly 30 places to eat and shop in the terminal. A dedicated meet and greet area is part of the new design, with a large seating area and monitors that show passengers who are leaving the concourse.


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to participate in the agency’s privatization pilot program.

A statement from the county noted that, “Like many other communities around the country, Gwinnett County is looking to identify significant new revenue sources through efficiencies, user fees, and the best use of assets.”

However, the statement also noted that, “FAA’s acceptance of the pre-application does not commit the county to proceed with a final application.”

FAA Dedicates Tower At Reno-Tahoe AirportFAA has dedicated a new, modernized 195-foot-tall air traffic control tower at Reno-Tahoe International Airport.

“Upgrading our aviation infrastructure is one of our highest priorities, and this new tower will provide Reno-Tahoe International Airport with one of the nation’s most modern air traffic control facilities,” DOT Secretary Ray

News Briefs

Mary Case, A.A.E., has been named the new general manager for Houston Bush Intercontinental Airport. Case has served as general manager of Houston’s William P. Hobby Airport since July 2005. She is a former member of AAAE’s accreditation Board of Examiners. … Perry J. Miller, A.A.E., has been named as the new general manager for Houston’s William P. Hobby Airport. He has been with the Houston Airport System since 1991. … TSA named Susan Tashiro as federal security director for Washington Dulles International. She has served as the acting FSD at Dulles since April 2010. … TSA named Gail Levario as the federal security director for Sacramento International. A TSA employee since 2002, Levario served the agency in a number of positions, most recently as general manager for compliance programs at TSA headquarters. … Douglas Joest, currently interim manager and treasurer-finance manager for the Evansville-Vanderburgh (Ind.) Airport Authority, has been named manager. … Joseph Lopano has been named chief executive officer for Tampa International. Lopano currently is executive vice president, marketing and terminal management for Dallas/Fort Worth International. … Gresham, Smith and Partners announced that Alan Pramuk, P.E., C.M., has been named executive vice president of aviation services. Pramuk has been with GS&P for more than 20 years and was most recently a division vice president. In addition to work as principal-in-charge for select airport development programs, Pramuk will lead GS&P’s aviation marketing and business development activities. … PBS&J has appointed Barry Schulz, PE, AICP, as the company’s transportation group president. Schulz started his career at PBS&J in 1998 and has held a number of key roles in transportation. …The Air Transport Association (ATA), announced that it has named Nicholas Calio as its president and CEO, effective Jan. 1, 2011. Calio currently leads global government affairs for Citigroup. Calio will replace Jim May, who is retiring after eight years as ATA’s president and CEO. A

Reno’s new control tower is dedicated.


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LaHood said. The new tower was built with

FAA facilities and equipment funds, which are used to modernize the air traffic control system.

Reno’s new control tower is almost three times the height of the old tower, which was built in 1957. The airport’s runways are considerably longer than they were when the old tower was built, which made it challenging for controllers to see aircraft on certain taxiways and runways. The old tower also experienced glare from lights in the cargo areas.

The tower will house state-of-the-art equipment that includes multicolor radar displays, touch-screen voice communications, and touch-screen workstations that provide instant information on everything from weather conditions to air traffic manuals. Double-thick sun shades will help prevent glare inside the 610-square-foot controller work area. Additionally, the new tower will have two backup power systems to help ensure uninterrupted operations, FAA said.

FAA To Fund Design Of New O’Hare TowerFAA will provide $3.4 million toward the design of a new south air traffic control tower at Chicago O’Hare International, which is scheduled to be built as part of the O’Hare Modernization Program (OMP), DOT Secretary Ray LaHood announced in November.

LaHood made the announcement in Chicago during the AAAE/City of Chicago Department of Aviation Airports Going Green Conference.

The FAA grant will allow O’Hare to complete the construction in time for the commissioning of the new Runway 10R/28L, which is scheduled for completion in early 2015.

Runway 10R-28L will be a 7,500-foot Group V runway with a parallel taxiway and four high-speed taxiways, according to airport officials. It will be the southernmost runway of the six east-west oriented runways once the OMP is completed. This runway is similar to Runway 9L-27R that was commissioned in November 2008.

The new south air traffic control tower will control air traffic using Runway 10R-28L. Based on a study completed by FAA, the south tower and its associated base building will be located approximately halfway between Runway 10C-28C and Runway 10R-28L.

Boeing Predicts Growth In Air Cargo MarketsWorld air cargo traffic is expected to expand at a 5.9 percent annual rate over the next two decades, with worldwide air freight traffic expected to triple through 2029, according to Boeing’s World Air Cargo Forecast 2010/2011.

Air cargo traffic rebounded strongly beginning in November 2009 and continued through the first eight months of 2010, Boeing said. As a result, world air cargo traffic is expected to regain its 2007 peak by the end of this year.

Asian air cargo market growth will continue to lead all global traffic routes, Boeing predicted. Domestic Chinese and intra-Asian markets will grow 9.2 percent and 7.9 percent per year, respectively. Asia-related markets will grow faster than the global average.

Boeing said that the world freighter fleet will increase to 2,967 airplanes from 1,755 during the 20-year period, with large freighters ultimately representing 33 percent of the fleet, compared with 27 percent today.

Kansas City Dedicates Airport RenovationsThe Kansas City Aviation Department in October dedicated the $70 million refurbishment program at Charles B. Wheeler Downtown Airport.

The refurbishment program, begun in 2005, includes razing and resurfacing both airport runways and adding runway safety materials,

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Kansas City Wheeler Airport refurbishment completed


a hangar project, runway safety projects and construction of a general aviation terminal.

The hangar project involved removal of 40 T-hangars and replacing them with 96 new units, including 12 box hangars, with radiant floor heating. The general aviation terminal provides amenities for pilot flight planning, showers, an office area and lounge.

A 2005 Missouri DOT study reported that annual economic benefit from Wheeler Airport was $44.5 million with direct and indirect employment of 572 persons and a payroll of more than $12 million.

FEMA Forgives New Orleans’ Disaster Loan DebtThe New Orleans Aviation Board said it has received notice that the Federal Emergency Management Agency is forgiving the airport’s $10.8 million in Special Community Disaster Loans (SCDLs) from Hurricanes Katrina and Rita.

“This loan forgiveness is great news for the airport and airlines that operate here,” stated Aviation Director Iftikhar Ahmad. “This forgiveness reduces the level of debt at the airport, therefore helping us to reduce our cost to the airlines, making New Orleans a more attractive option for airlines.”

The SCDL program is federal aid available to local governments specifically to replace revenues lost as the result of a natural or man-made disaster. These are the revenues needed to pay for normal operating expenses, such as fire and police services, for public schools and for debt servicing. This aid is available in addition to the federal disaster aid provided to replace damaged public infrastructure and to address special storm-related expenses such as debris removal.

Akron-Canton Completes Runway ExtensionAkron-Canton Airport on Nov. 18 marked the completion of its Runway 5/23 safety upgrade and extension project.

The $60 million project, 10 years in the planning and construction process, extends the runway to 8,200 feet in length and adds ILS landing systems at both ends.

Boston Launches ‘Passengers With Paws’Massachusetts Port Authority (Massport) Fire Rescue, based on recent trends and an in-depth survey, has designed and implemented “Passengers with Paws” pet safety first aid program at Boston Logan International, the first of its kind in the country, officials said.

“The demographic data compiled by the comprehensive needs assessment review indicated that 1,500-2,000 pets travel through Logan on a monthly basis,” Robert Donahue, the airport’s fire rescue chief, said.

“The pet categories include service, companion and show animals,” he explained.

The needs assessment analysis of pet-related emergencies at Logan was conducted by Massport Fire Rescue in conjunction with the Massachusetts Emergency Management Agency, the Animal Rescue League of Boston, the Veterinary Emergency and Specialty Center of New England with assistance from the airlines operating out of Logan.

Logan’s Pet Program not only offers medical response and

assistance, but also a built in transportation system to take pets to nearby hospitals. In addition, the pet program includes training for employees to keep pets from escaping from handlers.

Pet Ports have been installed outside of the lower levels of Logan’s four terminals. Each Pet Port has signage containing general information on pet care and an emergency 911 medical phone number.

“Training and basic life support initiatives were the key elements needed to put this program on line,” Massport Aviation Director Ed Freni said.

“Passengers with Paws is a unique program that addresses pet-related needs at Logan,” Freni added. “Massport is proud to be the first airport in the country to implement this program for pet assistance.”

FAA Awards NextGen Support ContractChantilly, Virginia-based TASC Inc. announced that it has been awarded a 10-year contract worth up to $827.8 million for support services for FAA’s Next Generation (NextGen) satellite-based network that will replace the U.S. radar-based air traffic control system.

The scope of the contract covers advanced systems engineering, investment and business case analysis, planning and forecasting, as well as business, financial and information management support services related to the development and the transformation of the national air transportation system. A

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Boston Logan develops pet program


A&E LANDSIDE

The gradual improvement of the

U.S. economy and the availability

of federal stimulus funds have

brightened the prospects for A/E

companies that undertake airport landside projects,

leading some firms to predict that airports will begin

to revisit capacity issues and replace some of their

aging infrastructure. Airport Magazine asked several

prominent A/E firms for their outlook for next year.

The following are the responses.

2011 MAY MARK RECOVERY IN AIRpORt LANdsIdE pROJECtsBy Barbara Cook

Q. Please summarize your 2010 airport land-side business, and describe whether this represents an increase over 2009 or 2008. If this is an increase, do you attribute it to the availability of American Recovery and Reinvestment Act (ARRA) funding? If it is a decrease, can you pinpoint a reason? Are the projects that you undertook in 2010 of a similar dol-lar amount to previous years?

Duane Hippe is Alaska area manager for HDR, Inc. He may be reached at [email protected] landside aviation-related business has seen renewed activity after several years of slower work and smaller projects. There has been a growing demand for landside projects, with parking and airport circulation being the focus of much of the activity. ARRA funding does not seem to be a fac-tor in our landside airport business. The projects we started this year are similar in dollar amount

Renovated ticket counters at Los Angeles International‘s Tom Bradley International Terminal.


HIPPE PLATZ OWENMOULTONHANUSCHAK


to those we were starting before the recession started in 2008.

Andy Platz is aviation ser-vices group leader and vice president, Mead & Hunt, Inc. He may be reached at [email protected] far as landside projects in 2010, we saw an increase in planning activity for new landside projects but not a lot of activity in design and construction of landside projects, especially in the areas of roads and park-ing. The ARRA projects that we were involved in for

2009 and 2010 were mainly airside with the excep-tion of some non-hub terminals. Overall, the reces-sion seemed to hit the landside projects the hard-est due to the fact that landside projects require a larger percentage of local funding because of the FAA eligibility formulas. That local funding is still tight. One exception was that we were involved in a number of non-hub terminal projects that received discretionary funding in 2009 and 2010.

Blair Hanuschak is a principal with Walter P Moore and is the firm’s director of airport projects. He may be reached at [email protected] 2010 landside business was down slightly from 2009 and 2008, due to a slowdown in new project starts. While the ARRA funding was used for many smaller airside projects, it was not gen-erally used to finance the capital cost of major

new landside facilities, which are a focus of our national practice. Despite this, 2010 saw the com-pletion and delivery of two of our major landside projects — the new Atlanta Rental Car Center at Hartsfield-Jackson Atlanta International (in late 2009) and the newest phase of the Automated People Mover Expansion at Bush Intercontinental in Houston. The structural frame of the new McCarran International Terminal 3 in Las Vegas also was substantially completed in 2010, several months ahead of schedule.

Steve Moulton is vice president and national airfield service group leader for RS&H. He may be reached at [email protected]&H’s airport landside business revenues were more than $19 million in fiscal year 2009, up 23 per-cent from $15 million in fiscal year 2008. Fiscal year 2010 saw a return to more traditional levels with $17 million in revenue. The unprecedented increase in 2009 revenues was largely influenced by the ARRA. RS&H clients had several “shovel ready” projects already designed or nearing design completion that were bid in 2009 and largely constructed in the late 2009/2010 timeframe. That ARRA “bubble” definite-ly had a positive influence on 2009 and 2010 RS&H aviation program revenues.

2010 airport project “sizes” for RS&H have increased somewhat over historical levels, even discounting inflation, primarily due to the influ-ences of being selected for several assignments at large-hub airports in recent years.

Owen Curtis is associate vice president and eastern aviation director, HNTB Corp. He may be reached at [email protected] seeing a decline in landside business

A reconstructed gate area at Asheville (N.C.) Regional in western North Carolina began serving passengers in October (left and center). This $10.6 million project features a panoramic view of the runway, three new gates, jet bridges, a spacious hold room with natural lighting and, in March 2011, a new concessions area with a full restaurant and bar.

South Bend (Ind.) Regional (above right) in November opened the first phase of a three-phase terminal expansion project that includes a 45,000-square-foot concourse and five new gates. The $8.5 million first phase added two gates, a dining area, a play room for children, a gift shop, a business lounge with wireless Internet, passenger boarding bridges at each gate, additional passenger seating and restrooms.


in 2008, we have since experienced steady demand in size, number and scope of projects. Our landside work — other than the design of curbs and roadways, parking and rental car facilities — is highly integrated with our air-port master plans or task orders under on-call planning contracts. The nature of landside project funding is such that little, if any, of that work is reflective of ARRA funding. Major landside projects in 2010 included:

• Denver International: South Terminal pro-gram management landside analysis

• San Francisco International: landside analy-sis on all three domestic terminal curbs

• Houston Hobby: parking garage feasibility study• Charlotte-Douglas International: new access

road preliminary engineering, portions of the design of a combined rental car and parking deck, and design of an elevated, commercial vehicle roadway.

Q. Based on outstanding airport RFPs, or bids that you expect airports will issue within the next few months, how do you view the business outlook for 2011? Will the availability or lack of stimulus funds be a factor?

Hippe: Very good actually. On the whole, we see a strong upswing in activity in the aviation industry. ARRA funding does not seem to be a factor for our business.

Platz: The airline consolidation that has been in the works over the last year seems to be near com-

pletion. Once the outfall of all of that is known, we feel with a recovering economy that more landside projects will start design in 2011 and 2012 as air-ports revisit capacity issues that they had a few years ago and replace some aging infrastructure. A long-term AIP would help to add to the confidence to start these projects.

Hanuschak: We believe that the business out-look for 2011 is improving. We have seen signs at the major airports at which we are working that indicate that several new projects are ready to begin, and a few current projects that had previously been put on hold are coming back to life. The availability of stimulus funds will be a minor factor, as many of the funds already have been obligated.

Moulton: RS&H’s business outlook for 2011 is guarded due to the reduction in the number of RFQs/RFPs being issued by airports and the increased com-petition for these assignments by the aviation consul-tant community. Airport clients are hesitant to move forward with design and construction projects due to the uncertainty in FAA/AIP funding and the general downturn in passenger levels and airport operations that translate into less airport revenue for capital and maintenance projects.

This downturn in airport construction expen-ditures utilizing AIP funding was reflected in the $600 million “carryover” in entitlement funding at the end of fiscal year 2010. This amount tradition-ally has been around $400 million each year since 2000. Those carryover FAA entitlement funds were converted to discretionary grants that were issued and accepted by airports before Sept. 30, 2010.

The large amount of “carryover” at the end of

the fiscal year reflected many airports’ reluc-tance to spend the funds throughout the year. The fact that the resulting discretionary grants were readily accepted potentially reflects the fact that there is still a strong appetite for FAA funding in the aviation community.

RS&H strongly believes that a second stimu-lus program would benefit airports, the traveling public, construction companies, material suppli-ers and the aviation consultant community. Some aviation consultants recently have experienced downsizing due to the lack of aviation design, con-struction and program management work. When the demand for professional aviation design and construction services returns, which will likely occur within the next two years, there may be a shortfall of qualified personnel and firms to under-take the work… .

Curtis: We expect 2011 to remain steady, includ-ing a flat performance for the landside business. Many airports will hold down costs as they wait for air travel to fully rebound. Stimulus funding is not likely to be a factor, due to how landside projects typically are funded. However, if we see passage of increased PFCs under a new FAA reauthorization, it could prove to be a real oppor-tunity for landside improvements. Increased PFCs would provide much-needed funding for projects

Los Angeles International completed the Tom Bradley International Terminal (TBIT) Renovation Project (left and center) in February 2010. The expansion added 18 boarding gates, nine of which can accommodate new generation aircraft; waiting areas; dual passenger loading bridges for faster boarding and deplaning; a Great Hall with 140,000 square feet for dining, retail shopping, other passenger amenities and airline club lounges; and secured corridors between Terminal 3, TBIT and Terminal 4 to allow passengers to move between terminals without rescreening. The new facility can accommodate 4,000 passengers per hour, up from 2,800 previously.

Phoenix-Mesa Gateway Airport (below) in November celebrated the opening of a new terminal expansion. The expansion

increases the number of passenger gates from four to six, adds an additional 25,000 square feet of space, and increases annual passenger flow from 614,000 to 900,000. According to officials, the new facility could be operating at capacity as early as 2011. Due to successful air service from Allegiant, another 30,000-square-foot addition is in the design phase, with ground breaking set for next summer and project completion in the fall of 2012. The expansion will add two more gates and increase annual capacity to 1.2 million passengers.

AirportMAgAzine.net | DECEMBER 2010/JANUARY 201116


placed on hold that would reduce congestion and improve passenger experiences getting into the ter-minal at busier airports.

Q. Any other trends or insights that you can share?

Platz: Overall, we are optimistic about a continued increase in airport improvements projects starting in 2011 and 2012. Airports have been doing a lot of planning and looking at ways to reduce operating costs with a special focus on energy use costs. This planning will translate into projects.

Blair Hanuschak: The effects of airline consolida-tion are playing out in many airports around the country. While the Delta/Northwest merger is sub-stantially complete and facilities have been adjust-ed, the effects of the United/Continental merger are still playing out and may affect their respective hubs, including the major ones in Chicago and Houston. Similarly, we expect that the Southwest acquisition of AirTran likely will have a major effect on airports in the Southeast U.S.

The airlines’ return to profitability contrasts with ongoing airport and state/local government trou-bles with budget cuts and availability of capital.

Moulton: RS&H believes there is a pent-up demand for terminal, landside and airfield projects and that demand will increase in the short term. Buildings and pavements continue to age and environmentally deteriorate. The current reduction in maintenance, rehabilita-tion and new project funding will only serve to compound these deficiencies and compress future expenditure requirements as airports play catch-up as the economy recovers. New and pending FAA/TSA regulations (GIS, de-icing effluent guidelines, cargo screening, electronic airport layout plans, Safety Management System development and implementation, and so forth) will only serve to increase the competition for adequate airport funding.

Curtis: The continued growth of low-cost carri-ers has several implications for landside facilities. Low fares increase leisure travel volume, which places higher demand on curb facilities and on economy (long-term) parking. Yet leisure travelers also do not fit the daily cycle of business travel times, which drive major volume on first flights out, a heavy late afternoon combined departures and arrivals peak, and high-volume evening arriv-als. Airports with an increased level of low-cost carrier passenger activity will need to understand their particular market and how it changes in order to efficiently tailor their landside facilities for busi-ness and leisure travelers alike.

Another trend impacting the landside is the drive for more cost efficient check-in. Airports are being designed to feature more dispersed check-in for passengers and bags, including garage, depar-ture curb, pedestrian bridges and rental car return. This gives passengers more choices upon arrival at the airport. In the not-too-distant future, pas-sengers will be able to check their bags using radio frequency identification technology. By offering check-in without the aid of an airline agent, air-lines will be able to reduce their costs at the ticket counter. While the size of ticketing halls decreases, we have not seen a concomitant decrease in the size of the departures curb roadway. Airports are wrestling with the idea that the scale of the ticketing hall may need to reflect more of what transpires outside the terminal than inside the ter-minal. An integrated approach to planning, design and operation of terminals and adjacent landside facilities (curbs and garages) creates a means to bring these conflicts once again into balance. A

Barbara Cook is editor of Airport Magazine. She may be

reached at [email protected].

San Antonio International (right) inaugurated its new 250,000-square-foot, eight-gate Terminal B facility in November. Six gates currently are in operation, with the remaining two coming online once the old Terminal 2 is demolished. Demolition is slated to begin in early 2011. As part of the overall airport expansion program, a new wayfinding system will be implemented, upgrading all building interior and exterior directional signage and roadway signage. The expansion program also included a new long-term parking garage structure; a bi-level roadway system; consolidated baggage handling system; and a new central utility plant.


I n airport dining, there’s a lot riding on knowing the difference

between a trend and a seasonal whim. How do we track and predict

a consumer’s culinary preferences? How can we tell if a surging

popularity for a certain new dish will continue into next year and

beyond? At HMSHost, spotting rising trends is just as critical as rejecting

fads. Neither area is an exact science, yet neither happens by guesswork.

HMSHost conducts ongoing, proprietary research with our customers in our airport restaurants and retail shops. We track emerging purchase patterns not just in the U.S., but also in our vast portfolio of airport restaurants world-wide. Here’s an example: we sell 650 grilled chicken mozzarella sandwiches a week at La Tapenade in Chicago O’Hare International. It’s our most popular sandwich sold at La Tapenade and can be accompanied by couscous, pasta salad or hummus — whatever suits the customer. We also monitor second-ary research sources like the National Restaurant Association (NRA) Chefs Survey; Technomic, a research and consulting firm; and Culinary Trends magazine. We also follow many industry experts, including our own consult-

Trends, Fads, Travelers And Terminals: Finding Tomorrow’s sweeT spoT By Rick Wolff

FOOD AND BEVERAGE

LaTapenade (above)


ing nutritionist.Some emerging patterns now

reflect broad, sustaining changes in consumer behavior — from the rise of social networking and connectedness between consumers and restaurant brands to how people today are looking for flavor and food that not only tastes better but is better for them. Variety is also important, as is the ability to order small plates paired with a beverage of choice. Other patterns reflect micro trends, like a preference for mini desserts and ethnic twists on traditional recipes.

Staying ahead of the traveler preference curve involves listening to customers, as well as interpreting what they say. Often, what they say they’ll do doesn’t always predict actual behavior.

“A few years ago, our market research revealed a customer preference for fresh, healthy menu items,” said David Widmer, senior director, food and culinary standards at HMSHost “Yet that didn’t coincide

Trends, Fads, Travelers And Terminals: Finding Tomorrow’s sweeT spoT By Rick Wolff

(top photo) Ciao gourmet market.(lower photo) Balducci’s food display.


exactly 100 percent with what we were seeing. While it was important to keep the forever classics like burgers, we used the research results as an opportunity to introduce some specific healthier menu items, like a couscous salad with golden raisins, currants, walnuts, pumpkin seeds, honey, cinnamon and canola oil. Also, we added a Thai spring roll with Bibb lettuce, cucumber, fresh mango and cilantro and Ponzu Sweet Thai Chili sauce. Today, customers are asking again for ‘fresh and healthy’ and that’s what they’re actually buying. Fortunately, we were prepared for this shift and we see it continuing into the future.”

HMSHost has identified several major points of influence in today’s airport dining arena:

• Demand continues for gourmet, premium and specialty food/beverage offerings — in all airport dining categories.

• Architecture and design with features that appeal to female travelers is growing in prominence. The airport pub is great for a layover on football Sundays in the fall, but year round it’s important to create spaces and menus that appeal to both women and men.

• Small plate choices offering variety for light fare and time-pressed travelers are gaining in popularity. These can be paired with just one glass of wine or beverage of choice, making HMSHost’s menus even more versatile.

• Healthy habits in eating continue to emerge,

especially among baby boomer customers — one of the highest demographics of travelers. Lower calorie/fat/sodium options are noted on our menus.

• The growing value of convenience systems when ordering from menus is leading to the rise of mobile apps in the travel industry.

• Easier-to-read labels and menu options that address allergy-restricted diets are becoming the norm on our packaging and in our restaurants.

It’s also no coincidence HMSHost offers fresh fruit at checkout at most of our quick-service locations. Our self-service coolers are stocked with natural juices and healthy sandwiches; we’ve placed olive oil and balsamic vinegar decanters on tables so guests can dress their salads individually.

Some decisions are easier than others. “We saw the line forming out the door at Pinkberry in Beverly Hills, and had a pretty good feeling about bringing that premium frozen yogurt brand into the airport,” said Widmer. “At JFK, our research identified a high potential for restaurant-quality, gourmet prepared food, so we introduced Balducci’s Food Lover’s Market — now in three locations there. Healthy ‘to-go’ options are also high on everyone’s list, so our Ciao Gourmet Market delivers fresh green and fruit salads, nuts, energy drinks and more. Balducci’s and Ciao have been a hit from day one.


“In our business, you need to understand air-ports and travel patterns,” he added. “But more than anything, you truly need to understand peo-ple and their dining preferences.”

While striving to make the traveler’s day better in as many ways as possible, we also seek ways to increase our innovation and expertise in tan-dem with the highest level of culinary expertise. To that end, we have formed a strategic, five-year partnership with the renowned Culinary Institute of America (CIA) that will benefit travelers and the next generation of chefs. The scope of the unique alliance covers several phases of collaboration.

HMSHost will participate in the CIA’s extern-ship program offering CIA students the option of studying in several airports with multiple restau-rant formats — from quick service to quick casual to fine dining — giving them valuable experience in venues where speed of service and demand for quality are paramount. This training program will focus on sharpening students’ fundamental skills in culinary techniques.

We have established three externship sites

where students may apply for a session that will begin in the first quarter of 2011. The first externships will take place in our award-winning restaurants at Minneapolis-St. Paul International, Tampa International and Seattle-Tacoma International airports.

“We view HMSHost as a unique opportunity to have our students receive culinary training that will truly benefit them in the real world, and we see a great fit for many future collaborative proj-ects,” said Ron DeSantis, director, CIA Consulting.

The Culinary Institute of America also will provide HMSHost with customized training and culinary immersion programs for execu-tive management, and consulting on menus and trends. Both organizations are enthusiastic about this relationship because it offers the opportunity to raise the level of taste and selec-tion in airport dining. A

Rick Wolff is director of culinary standards for HMSHost

and is also president of the International Corporate Chefs

Association. He may be reached at [email protected].


TERMINAL RENOVATIONS

W ith well more than 20 million visitors flooding the site each year, Niagara Falls knows how to draw a crowd. But despite that

popularity, Niagara Falls International Airport has remained relatively modest, maintaining the look, feel and orientation of its historically small-market and military uses.

With its new terminal now open, however, the airport blends a sleek and user-friendly form with efficient and flexible function. From its swing gates and split-level passenger holdroom to its highly energy-efficient design, the airport has become a striking gateway to Niagara Falls with a

passenger experience to match its growing role in the region.

Turning The PageSince opening in the early 1930s, the airport has gone through a number of iterations, from a small general aviation facility, to a military post, to a major transportation center for the popular region. But as airlines’ demands for facilities and amenities evolved, passengers became more discerning, and security standards were heightened after 9/11, the Niagara Frontier Transportation Authority (NFTA) determined it needed to make some changes to the airport to

The Form To Go WiTh The FloW:

NiaGara Falls iNTerNaTioNal airporTBy Stanis Smith, AIA, LEED AP

The terminal’s interior features long-span, column-free open areas to maximize the airport’s flexibility.


move it into the future.“The old terminal did not in any way present a

warm, welcoming gateway image to visitors flying into Niagara Falls,” said C. Douglas Hartmayer, pub-lic affairs director for the NFTA. “In its day, it served the region well, but it was time to turn the page.”

After reviewing their alternatives for upgrading the existing terminal or starting from scratch, the team determined that building a new terminal was the most viable option. Their key focal points? Cost, functionality and character, said Hartmayer.

“Our biggest concerns were how best to design a cost-effective building that would be sized properly to accommodate our present and future aviation activity,” he said. “We also wanted a terminal that reflected the spirit and grandeur of the Niagara region.”

One fOr AllThe NFTA enlisted architecture firm Stantec to design a new terminal that aimed to find that perfect mix. At the center of each decision was the over-arching goal of creating a functional space with enough flexibility to serve everything from fully loaded Code E aircraft to small ground-loading aircraft.

At 69,000 square feet, the new, four-gate termi-nal was designed to just about triple the size of the existing one — small enough to fit within the budget but large enough to accommodate upgraded or added services such as check-in kiosks, security processing, concession space and baggage han-dling. The building’s interior features long-span, column-free open areas to maximize the airport’s flexibility, including “swing walls” that allow the airport to convert gates and baggage claim areas

from domestic to international use as needed. This flexibility has helped the airport make much more efficient use of the terminal, avoiding the need to add more space and equipment (and, thus, more cost) for flights of different types and sizes.

“We needed to be mindful of serving interna-tional, charter and domestic air service,” explained Hartmayer. “We wanted to be able to process large aircraft via a jet bridge in 90 minutes or less and have the ability to efficiently process domestic and international flights simultaneously.”

The efficiencies achieved through the design were significant. The baggage claim area, at its current 6,600 square feet, either can accommodate two simultaneous domestic flights or one inter-national flight together with one domestic flight. The flexible arrangement enabled 3,300 square feet to be eliminated from the terminal footprint — big savings considering that current airport ter-minal costs are upwards of $400 per square foot. Similar savings were achieved through reductions in the size of the check-in hall. With the industry moving toward Internet and common-use check-in, the need for staffed positions is diminishing, meaning less space must be reserved for check-in hall width and queuing depth. In the Niagara terminal, 40 feet of queuing depth was provided, shorter than many existing terminals but more than adequate given the technological advances in check-in procedures.

The open design also left more room for conces-sions, which are located in the center of the new terminal to make them accessible to both pre- and post-security passengers. The two sections, which total 2,000 square feet, are separated by a floor-to-ceiling glass wall, which also can be adjusted to expand or decrease the concession area as the ter-minal’s needs and tenants change.

Different flights, sAme serviceWith its inherent flexibility and efficiency, the terminal’s open design concept also served as the perfect foundation for creating a first-rate passenger experience. Until this point, the airport had relegated passengers taking ground-loading flights to a basement-like area of the terminal where they were cut off from concessions and had limited views of the airfield or even the rest of the airport. To avoid giving passengers that feeling of a second-class experience, Niagara Falls International includes a split-level holding area, which provides practically the same light, same views and same access to concessions and


amenities for ground-loading passengers as those using jet bridges. With the split levels contained within the same large, open space, all passengers are essentially “together,” regardless of the size of their flights.

What’s more, wayfinding has become incredibly simple in the new terminal, given its flowing design and pervasive visibility. The terminal was designed to echo the rolling of the Niagara River and the falls, with curving lines that direct passengers from the single security checkpoint to the gate areas. Floor-to-ceiling windows line nearly every external wall and make up the majority of the internal walls as well, allowing passengers to virtually see their entire journey ahead of them, from check-in and security to concessions and boarding. This continued transpar-ency — especially for the passengers taking ground-loading flights — helps to ease the stress of the unknown ahead and connects all those within to the same experience of traveling through and working in this regional gateway.

Green and CleanAs a welcome center for one of North America’s most famous natural wonders, the airport also has kept sustainability at its core. The building was designed to meet New York State Executive Order 111, which directs state facilities to be “green and clean” by prescribing sustainable design measures that largely parallel those of the Leadership in Energy and Environmental Design (LEED) program.

As such, the building envelope uses materials with low environmental impact and high ther-mal resistance, as well as a “white roof” cov-ered in an energy-reflecting membrane. The ter-minal’s huge windows include argon filling for better insulation, climate-control coatings, and large roof overhangs and sun screening to avoid matching the abundant daylight with excessive heat. At the same time, the heating and cooling system is controlled by an advanced feedback system that assesses weather conditions out-side to adjust the temperature inside as needed. All together, the building’s green features are expected to improve energy efficiency by at least 20 percent above that required by the

state’s Energy Conservation Construction Code for new buildings.

a BriGht FutureWith one of the longest runways in the state, Niagara Falls International plans for its new terminal to play a major role in drawing more flights and more people to the region. In fact, another purpose of the terminal’s intentionally flexible design was to accommodate future growth as the facility continues to upgrade its services and capabilities. Airport officials expect the new terminal to generate upward of 100,000 enplanements annually within its first five years of operation, up from its current 28,200.

“We are in the process of adding a second jet bridge in anticipation of additional service at the terminal,” said Hartmayer. “We also have the abil-ity to expand our baggage makeup area to the east when and if that becomes necessary, and we can add up to two additional gates to the west end as the airport develops its business.”

Recent additions to the airport’s surrounding transportation infrastructure also will help to ease the potential congestion of that increase, including new access to the loop road, new terminal, old ter-minal and parking, as well as a new roundabout to more efficiently manage intersecting traffic.

With centuries of drawing huge crowds to its magnificence, Niagara Falls and its surround-ing region now have a state-of-the-art airport that complements the kind of impressive and inherent beauty that continues to attract people. With its free-flowing form that mimics the waters of the Niagara River, the new terminal is highly visible from the highway and was designed on an axis with an arterial road, marking a clear sense of place and making immediate connects to the char-acter of the falls.

And in its nearly one year of operation, accord-ing to Hartmayer, the terminal’s function has matched the success of that form, just as the NFTA had hoped. “We wanted the new terminal to express the beauty, splendor, and power of the mighty Niagara Falls, in a building that would be efficient and user-friendly, as well as serve the sophisticated needs of 21st century aviation,” he said. “It’s more than meeting the needs of our pas-sengers and employees.” A

Stanis Smith, AIA, LEED AP, is an architect and senior vice

president at Stantec. He may be reached at

[email protected].

The terminal was designed to echo the rolling of the Niagara River and the falls.


ALTERNATIVE FUELS

A s we look back over the last decade, the biggest impact on airports and aviation has been the threat from terrorism and the increased security requirements.

However, another threat to aviation that may not be as prominent but actually had a larger economic impact on airlines and airports is the price of oil.

The summer of 2008 was a very traumatic time for many, with spiraling fuel prices and a sinking econo-my. For decades, the issue of our reliance on foreign oil has been an economic and national security issue, but the fuel spike from 2008 was mostly based on currency valuation issues. The aviation industry has responded aggressively to the security threat with technology, intelligence-gathering and cooperation. Unfortunately, for aviation, none of the issues asso-

ciated with the price of oil is readily within our control. Fortunately, the fuel spike of 2008 has spurred the industry into action to develop an alternate fuel for aviation.

An alternate aviation fuel would provide a more predictable fuel cost for airlines and private avia-tion and would enhance energy and economic security for our country. Alternate aviation fuels also would provide a means to meet current and future emissions standards.

These results ultimately will benefit airports and our communities and give the impetus for an air-port to become involved.

The Commercial Aviation Alternative Fuels Initiative (CAAFI) has been working actively with government agencies and private sector companies to develop an alternate jet fuel. There has been great progress over the last two years in certify-ing and testing alternate jet fuels that could be “dropped in” to the existing aircraft engine and fuel infrastructure. Since 2008 there have been sev-eral demonstration flights by commercial airlines and military aircraft using alternate fuels from a variety of feedstocks. Now that a number of viable drop-in alternate fuels have been developed and tested, the next challenge is to produce these fuels in a meaningful quantity.

Recent movements toward development of pro-duction facilities include the signing by British Airways of an agreement with the Solena Group to construct a biofuel plant in London that is expect-ed to produce 16 million gallons of fuel generated from waste biomass.

There doesn’t seem to be one solution that fits all situations when it comes to alternate fuel development. The best alternate fuel opportunity for a region will depend on growing conditions, available feedstock, infrastructure and a con-centration of user groups. Synthetic fuel can be

what does alternate aviation fuel have to do with

The Future Of Your Airport?By Jeff Mulder, A.A.E.

Jeff Mulder

These jatropha plants generate a seed that, when crushed, can produce an effective biofuel for use in both aviation and over-the-road vehicles.


made from coal and natural gas, and biofuel has expanded to include a wide range of seed crops, including camelina and jatropha, a variety of algae, and waste products such as wastewater, cornstalks and even garbage.

There are a number of ways that an airport could become involved in this effort. An important first step for airports is to become educated on the issues and learn the potential players in the alter-nate fuel economy. The airport can play an impor-tant role and act as a bridge among producers, refiners and users of alternate aviation fuel. Many airports have a relationship with local economic development groups and state organizations that could provide that bridge among end user, refiners and growers.

There are a number of regional efforts cur-rently underway to bring alternate fuels to aircraft that involve airports, state and federal agen-cies, airlines, growers and refiners. Recently the U.S. Department of Agriculture (USDA), the Air Transport Association and Boeing Co. developed a program called “Farm to Fly.” This is a working team that will use regional opportunities and pilot programs to help develop sustainable aviation biofuels. From this effort, the USDA will work to ensure that promising feedstocks are eligible for bioenergy and biomass programs.

From a regional perspective, it is important to determine what the driving force for alternate fuel development is for your region. It may be a large airline with a significant activity at your airport, or it could be a university system with expertise in alternate fuel technology, or it could be a state agency or legislator with a keen interest in this issue. The Department of Defense is actively devel-oping and testing alternate fuels for its use, and a large military installation in your region may be a prime candidate and partner in developing an alternate fuel. Ultimately, the important connec-tion is between the producers and the consumers of alternate aviation fuel.

A strategic initiative involving Alaska Airlines, Boeing, Portland International, Seattle-Tacoma International, Spokane International and Washington State University will study biomass options within their region to create a renewable jet fuel.

The Airport Cooperative Research Program (ACRP) of the Transportation Research Board has several active research projects that will be helpful for airports in the development of alternate avia-tion fuel, including ACRP 02-07, which will pro-duce a handbook to evaluate the costs and benefits of providing a “drop-in” alternative turbine engine fuel at airports; and ACRP 02-18, which will evalu-ate the opportunities for an alternate jet production facility at or near the airport. In addition, ACRP 02-23 will evaluate the impact alternate fuels may have in improving air quality at airports, and ACRP 02-36 will evaluate the opportunities of an alternate fuel facility at an airport, and how that could benefit multi-modal development.

Over time, the role that airports play in the avia-tion economy has expanded. Based on the need to diversify a revenue base and retain service, airports now are involved in many activities that weren’t considered part of our industry in the past. Is there potential for an airport also to grow, refine and provide its own fuel? An airport that could provide a predictable price of fuel would make for a more attractive marketplace and could provide another revenue source for that airport.

There are many variables in aviation, includ-ing, over the last few years, the price of fuel. With the development of alternate fuels, we may be able to bring some stability to our industry and help address some of our energy security issues as a country.

Get to know more about alternate aviation fuels; it may be part of your future.

Jeff Mulder, A.A.E., is director of Tulsa International Airport. He

may be reached at [email protected].

An important first step for airports is to become educated on the issues and

learn the potential players in the alternate fuel economy. The airport can play

an important role and act as a bridge among producers, refiners and users of

alternate aviation fuel. Many airports have a relationship with local economic

development organizations and state organizations that could provide that bridge...


AIRPORT EFFICIENCY

W ith more than 33 million passengers and 35,000 employees moving through its terminals, concourses and service areas

every year, Miami International is Florida’s busiest airport and one of the most bustling places in international aviation.

Now, through a partnership that includes the Miami-Dade Aviation Department, Miami-Dade County General Services Administration (GSA) and Florida-based FPL Services (FPLS), Miami is also one of the most well-lit, energy-efficient and cost-effective airports in the U.S.

Airports and other facilities around the country are looking for ways to reduce their carbon footprint

while saving money, using less energy, and giving visitors and employees a better, safer, more convenient and comfortable experience. A multi-phase energy-savings project such as the one undertaken at Miami International is possible — with little or no capital expenditure — when the renovations are made under a performance contract.

Under this type of arrangement, the contractor facilitates the financing through a third party, with the energy and maintenance savings designed to more than pay for the capital costs of the improvements. The result is that while delivering savings over many years, performance contract projects can have positive cash flow from Day One.

FPLS, which had partnered with Miami

The airport’s new 4,000-ton chiiller.

Miami International Partners For Energy EfficiencyBy Greg Hanlon


International on energy-savings and maintenance projects for nearly 10 years, projected a savings of at least $1 million a year, for the 12-year term of the project phase that began in 2008. In the most recent phase, which began in mid-2010, another $8 million in savings is projected over 11 years. The total savings of just these two phases is expected to be more than $23 million over 13 years — or more than $1.76 million per year. Ultimately, the environmental benefits will include reducing the airport’s carbon dioxide emissions by more than 17 million tons annually, while saving 2.7 million gallons of water per year.

Comprehensive cost analyses and audit reports virtually eliminated the financial risk to the airport and ensured that everyone was on the same page before a single light bulb was changed. Under an energy-savings performance contract, if projected savings are not delivered, the contractor covers the shortfall. However, teamwork among all parties and thorough preparation have made it possible for FPLS, with 20 years of executing work under performance contracts, not to miss a savings target.

Upgrades to Miami International began early this decade with lighting retrofits to buildings and parking areas, the replacement of aging HVAC equipment, and other improvements such as the installation of occupancy sensors to reduce energy consumption, and low-flow water fixtures and irrigation controls.

“Energy efficiency and environmental stewardship have been among the airport’s top priorities for quite some time,” said Jose Abreu, Miami-Dade Aviation Department director. “Our long-term partnership with FPLS enables us to aggressively reduce our energy footprint, conserve valuable resources, and manage the costs of running a major airport more effectively.”

Passengers are noticingOne of the first things that visitors and employees at Miami International notice is the improved quality of the lighting. In some areas, the effect has been almost like pulling up a shade.

“I’ve had more people than I can count come up to me and say, ‘This place looks great. What’s different?’” said Robert Palahunik, senior project manager representing FPLS. “People ask if there is new artwork in the terminals or other public spaces. In fact, the artwork has been there all along, but visitors to Miami International are seeing it more clearly than ever.”

That’s because over the course of the project’s many phases, FPLS retrofitted 40,000 light fixtures throughout the facility. This included the installation of fluorescent RT5 bulbs and the use of induction lighting technology. With a higher rating on the Color Rendition Index, than the bulbs they replaced, the new fixtures let frequent fliers and airport employees view Miami International in a whole new light.

Ray Abrahante, an engineer at the Miami-Dade County GSA, oversees the FPLS performance contract. “Of course, our goal was measurable and sustainable energy and cost savings,” he said. “But a tremendous benefit was the dramatic improvement in lighting. People all around the airport are eager to have their area be next in line for upgraded lighting.”

The aesthetics are only one advantage to the new lighting. The induction light bulbs used in parts of the renovation last up to 100,000 hours — or about eight to 10 years. That’s roughly four to five times as long as fluorescent, mercury vapor or high-pressure sodium lights. They also have much better lumen maintenance over time, so the light output at the beginning of the bulb’s life is close to what it is

putting out for its entire lifecycle.In many terminal areas, FPLS

installed super-efficient RT5 fluorescents, changing out almost 9,000 mercury vapor lights. The RT5 lights reduced the wattage by about 50 percent per fixture over the existing mercury vapor lights and improved the overall lighting. Their use also helped to solve a potential maintenance headache since mercury vapor technology is being phased out and manufacturing of the bulbs was discontinued in 2008. Wherever

Continued on page 35


The number of people using airports worldwide

is expected to increase significantly over the

next decade, putting additional strain on many

already-congested facilities.

In addition to preparing to meet that increased

demand, airports are looking for new ways to drive

non-aeronautical revenue. Self-service technol-

ogy, now commonplace at check-in, can help air-

ports address this anticipated increase in traffic by

improving passenger flow and upgrading the overall

passenger experience while opening up new rev-

enue streams in and around the terminal.

At check-in And through security

As new airlines enter the marketplace and existing airlines continue to merge and consolidate, airports must offer greater flexibility with regard to infrastructure in order to optimize passenger flow and efficiency.

Airports that adopt common use self-service tech-nology can adapt more easily to changing airline requirements by allowing multiple airline check-in applications to run on a shared kiosk. This shared strategy enables airports to deliver the expected speed and convenience of self-service check-in — both inside and outside the terminal — while elimi-nating the expense of dedicated counter space. For example, US Airways deployed the NCR TouchPort 80 “outdoor” kiosks in more than 15 U.S. airports to improve passenger flow.

SELF-SERVICE TECHNOLOGY

Self-Service TechnologyCan Help Airports Improve The Traveler’s Experience?By Jeanice Koronowski

The latest solutions cut wait times, improve efficiency and drive revenue throughout the terminal.


Airports and passengers also are benefiting from the efficiency and speed that mobile boarding passes bring to the check-in process, reducing wait times at a frequent and common point of conges-tion — security. Not only is waiting in a security line aggravating, but passengers waiting in the security line have less time to shop, eat or procure any other services before boarding their flights. The trend toward use of mobile boarding passes is expected to grow over the next few years. In fact, according to Jupiter Research’s 2010 Mobile Ticketing report, up to 15 billion mobile boarding

passes will be sent out by 2014.The International Air Transport Association’s

2009 Corporate Air Travel Survey found that more than 50 percent of passengers worldwide want more self-service options. Self-service options are expanding beyond check-in through the automa-tion of functions such as rebooking missed or canceled flights, self-tagging of bags, common bag drop areas, document scanning, self-boarding and bag recovery.

Around the terminAlOnce through security, travelers can use self-service kiosks to grab last-minute items, a bite to eat or to expand their in-flight entertainment options. Interactive wayfinding solutions can help to guide travelers to desired dining or retail destinations throughout the terminal, and dynamic digital signage can deliver location-based promotions and targeted information such as weather or flight updates.

Hungry travelers can use self-service order-and-pay kiosks to place orders and pay for food without staff assistance, thus shortening lines and speeding service for those who need to get to their gate quickly. Also, the latest self-service solutions better meet the needs of international travelers by supporting multiple tenders — cash, debit, credit cards — so customers can order in

their language of choice.Car rental takes an average of just five min-

utes with a self-service kiosk. Hertz reports that self-serve kiosks deployed at its airport locations throughout the U.S. and in Europe optimize cus-tomer convenience and operational efficiency, con-sistently resulting in shorter lines, faster car rental transactions, decreased congestion and a positive customer experience.

Digital download kiosks are making time spent in the terminal and in the air more enjoyable. Digital download kiosks from NCR and MOD Systems now

are deployed in 20 InMotion stores in more than 35 U.S. airport locations. Travelers can use digital download kiosks to purchase and download movies, music and games for laptops, netbooks or tablets quickly — in about two minutes.

Future oF PAssenger AirPort exPerienceA 2010 global consumer survey conducted by

Buzzback Market Research for NCR found that nearly three in four travelers (73 percent) would be more likely to choose a travel provider that offered them greater control over managing their entire travel experience through self-service. Airports that deploy self-service solutions can deliver this superior passenger experience while running a more efficient and profitable operation.

The future of a traveler’s airport experience involves control from the start. Travelers can check-in online before leaving for the airport and print out their paper boarding pass, or check-in on their mobile phone, utilizing an E-boarding pass. A third option is curbside check-in at kiosks just out-side the terminal. Whatever channel they choose, travelers have the power to make flight changes, upgrade their seats or request additional accommo-dations at a self-service kiosk without assistance.

As travelers return to the skies, airports are chal-lenged with increasing traffic and financial pres-sures, as well as a changed consumer preference. Implementing a comprehensive and seamless self-service strategy can mitigate those challenges by driving ancillary revenue and lowering costs, while improving the overall passenger experience. A

Jeanice Koronowski is senior partner, customer experience

consulting, for NCR Travel. She may be reached at

[email protected].

A 2010 global consumer survey conducted by Buzzback Market

Research for NCR found that nearly three in four travelers (73

percent) would be more likely to choose a travel provider that

offered them greater control over managing their entire travel

experience through self-service. Airports that deploy self-service

solutions can deliver this superior passenger experience while

running a more efficient and profitable operation.


FACILITY MANAGEMENT

F acility management companies can play an important support role in the upkeep of the nation’s airports.

Airport Magazine asked several members of the Editorial Advisory Board to discuss the fol-lowing questions.

1. With the downturn in the nation’s economy over the past two to three years, are you more interested in contracting out facility management/maintenance?

2. What trends do you see in terms of airport facility management/maintenance contracts over the next few years?

Elaine Roberts, A.A.E., president and CEO, Columbus Regional Airport Authority

We currently do not outsource much in the facility maintenance area other than elevator, escalator

and HVAC equipment. We will be outsourcing maintenance of a new inline baggage screening system that will be completed by late 2011.

We are looking at ways to enhance our productivity and efficiencies, however, and one example was the use of a consultant to measure all the terminal space being cleaned by our custodial staff with recommended times for completing certain tasks. This data was then used to develop metrics to measure the productivity of staff.

We have budgeted in 2011 to develop and implement a comprehensive facilities assessment plan. This will look at all buildings owned and maintained by the authority with the intent of looking at future development and maintenance requirements.

I do believe there is a growing trend for airports to look at all options for cost reduction, including the possibility of contracting out facility maintenance requirements. As airlines continue to pressure airports to lower their overall costs, I see airports willing to take on more responsibilities

Facility ManaGEMEnT


that have traditionally been the airlines’. In Columbus, we have taken over full responsibility for jetbridge maintenance and will assume responsibility for airline outbound baggage belt maintenance after the completion of our inline baggage system.

Robert Olislagers, A.A.E., executive director, Centennial Airport (Colo.)

Except for the last two years, Centennial Airport has seen a tremendous amount of growth over the last two decades. During this time, we have neither expanded nor contracted our workforce, largely due to technology improvements and outsourcing.

Although we do a fair amount of facility management/maintenance in-house, we focus on the basics and outsource tasks that are periodic or are insufficiently related to our core competencies. These tasks range from mechanical to legal services. With proper contract management, it is less expensive and more efficient. Most importantly, the core staff remains intact, and they do not have to worry about layoffs during recessions, nor does management worry about rehiring and training when “life is good.”

Any recession is an opportunity to learn how to do more with less, and my expectation is that some colleagues will come to the same conclusions as we have at Centennial Airport, while others may have different experiences and go in an another direction. As the phrase goes, “seen one airport…seen one airport”; what works here does not necessarily equate to another airport. All I know is that change is constant.

Torrance Richardson, A.A.E., executive director of airports, Fort Wayne-Allen County (Ind.) Airport Authority:

For the most part, our leases require the tenants to do the preventative maintenance activities. In cases that we do it, it is because we have determined it is in our best interest to do so. However, I could see a time when that may change.

For instance, we may need to cut back and stick to just our core areas where there is truly an airport-specific function/situation that we really must

do ourselves. In other words, contract out general items and only retain what is our core competency — airfield work.

I don’t know what will happen in the future. If the economy improves, then I think we may be less likely to contract out for these services. However, if the economy worsens and we are required to cut costs and services, then we may try to contract some of it out. Having said that, it would still be difficult for us to do, as we run a very lean operation and have evaluated such things before only to find the savings weren’t really there. A

Trusted.

Whether your project is airside, landside, commercial, military, or GA, you can count on Kimley-Horn to provide the best in service and satisfaction. To learn more, contact [email protected] or call Loy Warren at (214) 420-5609.

Engineers. Planners. Environmental Scientists.www.kimley-horn.com


Airport Funding Priorities Face Tough Road In 2011 By Joel Bacon

In the wake of this fall’s elections, and with the annual budget deficit exceeding a staggering $1.4 trillion, Washington has entered into a period of serious focus on federal budget priorities. Newly elected Republicans have rolled into

town pledging to dramatically reduce the size and scope of the federal government, and lawmakers of all stripes are calling for heavy scrutiny of all federal programs and spending.

Already, many Republicans are calling for a return to 2008 spending levels for domestic discretionary spending, which would necessitate government-wide cuts of more than $100 billion in the current fiscal year.

For transportation and housing programs, which are considered as part of the same funding pot by congressional appropriations committees, a return to fiscal year 2008 funding levels would mean a reduction of some $20 billion or 40 percent in the current year. While those cuts are far from being enacted, the discussion illustrates how wide and how deep lawmakers are looking to go with the budget ax.

Aviation programs will not be immune from careful scrutiny or proposed cuts. AIP already is under fire from the influential House Republican Study Committee and the co-chairs of the National Commission on Fiscal Responsibility, which was created by President Obama to identify policies to improve the nation’s fiscal condition. The Republican Study Committee, which will play an increasingly influential role as Republicans assume majority control in the House, has called for privatizing AIP, arguing that:

“The federal government currently spends more than $3.5 billion on the Airport Improvement Program (AIP), which provides grants to airports for various capital investments. The main rationale for eliminating this spending is that airports have the capability to raise this money on their own through bond issues or user fees. Overseas, many major airports have been privatized, which would also eliminate the need for this spending. This proposal would eliminate grant-in-aid for airports saving taxpayers $3.52 billion over ten years.”

The co-chairs of the bipartisan, 18-member National Commission on Fiscal Responsibility — former Clinton White House Chief of Staff Erskine Bowles and former Wyoming Republican Sen. Alan Simpson — have called for the elimination

of AIP grants to large and medium hub airports, along with an increase in the $2.50 security fee on passengers to help offset the costs of aviation security. Their proposal states:

“The Federal Aviation Administration (FAA) provides grants to airports to expand runways, improve safety and security, and make other capital investments as part of the Airport Improvement Program (AIP). Federal grants to airports merely substitute for funds that large and medium-sized airports would otherwise raise from private sources such as investments and passenger fees. However, smaller airports have more difficulty raising such funds. This option would limit AIP grants to small-sized airports only, trimming about a third of the program’s budget. This would save about $1.2 billion in 2015.”

While these specific proposals are more of a discussion point at this time, they highlight the challenges that AAAE and airports will face in 2011 and beyond in securing adequate funding for AIP and for other important priorities. Competition in Washington for a shrinking piece of the federal budget pie is certain to become increasingly intense, making it all the more important for AAAE and airports across the country to stay actively engaged with Washington decision-makers so that they understand the important role that AIP funds — as well as PFCs — play in meeting growing infrastructure needs.

If there is any bright side to the current situation, it may be that it will give us an opportunity to highlight once again the importance of ensuring that airports have a wide array of tools at their disposal to address infrastructure needs, including federal funding, sufficient PFC revenues, and an environment that eliminates the Alternative Minimum Tax penalty on airport bonds, among others.

Airports have a compelling case to make on each of these, and your AAAE Airport Legislative Alliance team looks forward to working with you in the months ahead to ensure that decision-makers understand clearly the importance of federal support for these key airport priorities.

Joel Bacon is vice president-federal affairs for AAAE. He may

be reached at [email protected].

LegiSLAtiVeOUTLOOK


possible, fixtures were fitted with standardized bulb sizes (2’or 4’ T5 or T8 bulbs) so that the airport could stock fewer bulbs and make change-out faster and simpler throughout the facility. Occupancy sensors continue to be added in more areas to further cut energy use.

“In everything that was done, we looked for multiple benefits,” said Abrahante. “We wanted more energy efficiency, easier maintenance, reduced costs and better light.”

Improved Comfort, reduCed CostsIn addition to the improved lighting and energy savings that Miami International has realized during this project, passengers and employees also are experiencing a change. In most cases, the new lighting produces less heat than the technology it replaced. That in turn lessens the load on the HVAC systems, making it easier and less expensive to cool the facility.

An early part of the renovation was the decommissioning of an existing 6,000-ton chiller unit that handled about a quarter of the airport’s air conditioning needs, and its replacement with a new, more efficient 4,000-ton chiller in the main chiller plant. The existing unit was nearing the end of its expected lifecycle; replacing it could have meant a capital expenditure of several million dollars for the airport. Instead, the new chiller was incorporated into the performance contract, with no upfront expense to the airport. Besides being more energy-efficient, the new chiller will also deliver savings on maintenance and opens up the square footage of the old plant for new uses.

In several areas of the airport, older chilled-water pumps were replaced with new pumps that featured high efficiency motors. Controlling each of those pumps is a variable frequency drive (VFD). Instead of pumping at 100 percent capacity at all times, the VFDs modulate the new pumps’ performance based on the cooling needs of specific areas of the airport. That saves money and energy and will help reduce the environmental impact of the airport for many years to come.

So far, a total of 13 new air-handling units also have been added to several areas at Miami International. Like the chilled-water pumps, they are controlled by VFDs so that they work on demand rather than continuously. The new units replaced decades-old equipment, providing vastly improved dehumidification. Drier air — at the same temperature setting as before — means a cooler, more

comfortable environment for thousands of people a day, especially in a climate like Miami’s.

sustaInable solutIons KeyAlthough there has been a perception that projects that can deliver long-term, sustainable environmental benefits are more expensive and complicated, that is no longer the reality in most cases. Most new technologies that consume energy or regulate energy consumption are designed to be more efficient and have less impact on the environment.

In fact, major renovation projects undertaken today at public and private facilities such as schools, correctional facilities, warehouses and so forth likely are to be required by policy or statute to demonstrate how energy and cost savings will be delivered. In many cases, replacing existing systems is actually less expensive than trying to repair older products or technologies. And, because capital expenditure is drastically reduced under a performance contract, customers can use operating budgets to make infrastructure improvements that might have otherwise been impossible.

Of course any program designed to deliver energy savings must come through on that promise year after year. Fast response times, easier maintenance, simplified inventory control and long-term reliability also were prime factors in determining which products and technologies were used at Miami International. Throughout the project’s multiple phases, FPLS has employed a “product neutral” approach, using best of breed products and technologies, while striving to work with local suppliers and subcontractors.

When a renovation or upgrade project is launched using a well-planned performance contract format, the cost savings, positive environmental impact, and improvements to comfort and convenience can be real, immediate and sustainable. Miami International is proof. A

Editor’s Note: FPL Services, LLC (FPLS) is a subsidiary of Florida Power & Light Company (FPL), whose parent company is NextEra Energy, Inc. ESCO (Energy Service Company) projects outside of FPL’s service territory are performed as FPL Energy Services, Inc. (FPLES), a subsidiary of NextEra Energy, Inc., and an affiliate of FPL.

Greg Hanlon is vice president and general manager FPL

Services, LLC. He may be reached at [email protected].

Continued from page 28

Miami International


Refining Irregular Operation ResponsesBy Ross Underhill

DOT on April 29, 2010, imposed a rule that incorporated many ideas from the passenger bill of rights movement.

In part, the DOT rule on enhancing airline passenger protections states that airlines must adopt contingency plans for lengthy tarmac delays. On the surface, it appears that the development of these contingency plans only pertains to the airlines. In reality, the

airlines will need to coordinate these plans with the airport authorities that the carriers serve, including diversion airports.

In an effort to be pro-active, The Houston Airport Sytem decided to establish an Irregular Operations (IROPS) Program that is compatible with recommendations outlined in DOT’s Model Contingency Plan. A key decision in this process was to take a holistic approach to ground delays. This meant not only recognizing the “three-hour rule,” but also focusing on extended delays

in the terminal. This program was developed in three phases, distinct yet interrelated, as they built upon the previous phase. HAS was guided through this process by Aviation Innovation, LLC.

Phase One: Setting The StageThe purpose of this phase was to bring together key members of the aviation department and other aviation service providers to establish a common norm for developing a comprehensive IROPS program. This phase began in February 2010.

The initial step was to establish a coordination committee for HAS. This committee will serve as the owner of the HAS IROPS program and is comprised of a representative from the HAS executive team, the operations managers for George Bush Intercontinental Airport (IAH) and William P. Hobby Airport (HOU), and the customer service manager for IAH. This committee was responsible for overseeing the initial development of the IROPS program and is charged with reviewing, monitoring and initiating updates as the program develops.

The operation managers, in turn, serve as IROPS Coordination Committee chairs for their respective airports and are empowered by HAS to recruit members who reflect the aviation community on each airport. The mission of these committees is to

establish and enhance contingency plans through collaborative decision-making.

The process used by the committees to develop these plans is not new. Airports have used this process to develop airport emergency plans. Similarly, the National Incident Management System has introduced the concept of unified incident command into the development of contingency plans. Both of these existing processes are familiar to committee members and adapted readily to the IROPS initiative.

Phase Two: Gap AnalysisStep one of this phase was to document existing conditions and concerns at both airports. To accomplish this task, each airport, with assistance from Aviation Innovation, LLC, hosted a day-long workshop in April 2010. Attendees at these meetings included committee members and key aviation stakeholders from the hosting airport. The focus of this meeting was to identify, enhance and fine tune existing irregular operations processes and procedures. Recognizing that irregular operations impact other airports, HAS hosted a second workshop in June 2010. This joint workshop focused on how we impact operations at regional diversion airports. Discussions centered on the needs of these airports to handle an IROPS event triggered at HAS successfully. The overall objective was to come together as an aviation community to mitigate the impact of lengthy delays, whether they occur in the terminal or on the tarmac.

In order for us to begin this process, we needed to agree on an IROPS program definition and the principal causes for an IROPS event at the airport. Specifically, we addressed our response to account for “unexpected passengers, in unexpected places, at unexpected times.”

IROPS Program Definition: “Those actions taken to adjust for and recover from the impacts of disrupted airline schedules. A deliberate and well-planned and coordinated process for addressing unique customer needs in recognition of the scale of an event. Planning must be holistic and may be implemented before, during and after an extended delay event.”

IROPS Causes: Three primary causes were identified: 1) weather events; 2) unpredictable and unplanned variables such as equipment or utility failures; or 3) large-scale events somewhere within the U.S.

oPERATIONS


To accomplish the objectives of this step, the process became, quite literally, a question and answer drill. Questions were designed to elicit responses from committee members that would provide an accurate depiction of existing programs, plans and procedures the airport service providers had in place. Questions were simple, yet direct:

• Why are we here?• What are we currently doing?The responses to these questions provided a

foundation on which to build our contingency plan. Step 2 of this phase was designed to identify

how we as a unified community could respond to an irregular operation. Additionally, the questions posed served to identify community concerns.

Program Process: What are the expected outcomes?The major goals of the IROPS Program are threefold: 1) develop a coordinated and formal written IROPS plan ; 2) train our front-line staff on the IROPS Program so they are prepared to implement all necessary procedures during an IROPS event; and 3) establish a system for continuous improvement.Coordination: Why is it critical?The overall goal of coordination is for all HAS aviation service providers to work together to provide a holistic, seamless and effective service experience to customers during extended delays. By coordinating with one another, we created a contingency plan that is tailored for operational parameters, is flexible and provides for optimal customer service during an IROPS event.Collaboration: How to achieve it? Where does my plan impact your plan?In order to coordinate effectively, we must

establish a collaborative environment. For the IROPS Program to be successful, we must shift the focus from the “going it alone” mentality to building a collaborative partnership. This may be achieved by: establishing joint actions and interagency agreements; creating open communication with no fear of recrimination; sharing information; understanding IROP trigger points, thus enhancing early notification; effective tracking of delayed or diverted flights; understanding how IROP events impact our collective reputations; and continuing to share a collective vision of unwavering commitment to customer service.

By collaborating, it is anticipated that a new synergism will be achieved to enhance responses to IROPS events.

Phase Three: Closing The GapIn just six months, HAS developed an overarching IROPS program. This program outlined comprehensive contingency plans for IAH and HOU. The table below outlines the 28 joint actions the HOU IROPS Coordination Committee must address to ensure a successful plan.

Currently, the IROPs Coordination Committees meet on a regular basis to identify and develop procedures that address each joint action in their respective plans. Consequently, these plans are living documents. It is anticipated that they will be reviewed periodically to incorporate lessons learned from responses to future IROPS events. A

Ross Underhill is operations manager at Houston’s William P.

Hobby Airport. He may be reached at Ross.Underhill@

houstontx.gov.

Joint Actions Before An iroPs event

1. Documented IROPS Procedures2. Support Capability for Special

Needs Passengers3. IROPS Planning for Diversion and

Smaller Airports4. IROPS Trigger Event Criteria5. IROPS Planning by Diversion Airports

6. IROPS Coordination Committee7. IROPS Causes and Relief Methods8. Assessment and Integration of

Contingency Plans9. Collaborative Decision Criteria10. FAA Process: Procedures Enabling

Departing Aircraft to Re-Queue

11. FAA Process: Flight Status and Developing Local Situations

12. TSA Procedure and Guidance: Contingency Plans

13. CBP Procedure and Guidance: Contingency Plan

14. Joint IROPS Contingency Training

Joint Actions During An iroPs event

15. Tracking Delayed Aircraft16. Trigger Event Occurrence

17. Receipt of IROPS Information18. Utilization of Gates and Equipment19. Utilization of Secure Areas

20. Utilization of IROPS Communications

21. Utilization of Services and Supplies

Joint Actions After An iroPs event

22. Determining Effectiveness of Response

23. IROPS Event Debriefing and Lessons Learned

24. Enhancing IROPS Contingency Plans25. Enhancing IROPS Contingency Training26. Enhancing IROPS Contingency

Resources

27. Consolidated Lessons Learned and Updated IROPS Plan

28. Sharing IROPS Experiences with the Aviation Community

Joint Action # 1 summarizes IROPS response procedures for each individual organization and related mutual assistance agreements between HOU’s service providers. Subsequent Joint Actions describe a specific planned response procedure and are a supporting subset for Joint Action # 1.


GA Working Group Meets With TSA OfficialsBy Colleen Chamberlain

gENERAL AVIATION

The General Aviation Working Group of the Aviation Security Advisory Council (ASAC) on Oct. 25 met at TSA headquarters in Arlington, Va., to discuss

top GA security issues with agency representatives.Robert Olislagers, A.A.E., executive director

of Colorado’s Centennial Airport, and Lloyd Tillmann, C.M., operations manager at St. Petersburg-Clearwater (Fla.) International, represented airports, along with myself.

Brian Delauter, TSA’s general manager for general aviation, helped to facilitate discussion, with updates on a range of issues being provided by various other staff members from TSA’s Office of General Aviation. Doug Hofsass, TSA deputy assistant administrator for transportation sector network management, also provided an overview of TSA Administrator John Pistole’s intelligence-based approach to general aviation security and his recent outreach at a number of GA industry events, including the launch of the “See Something, Say Something” campaign for general aviation.

The GA working group reviewed the status of the various focus group areas that were established at the first meeting of the ASAC GA working group in March, including Temporary Flight Restrictions (TFRs); federal interagency

coordination, especially with U.S. Customs and Border Protection (CBP); standardization of GA credentials at airports; GA grant funding; and incident response.

Staff members from TSA’s Office of General Aviation provided updates on a number of on-going initiatives, including the GA Airport Vulnerability Assessment, the review of the Reagan Washington National Airport access program, and the recent successful consolidation of and relief from TSA’s international waivers with CBP’s Electronic Awareness Passenger Information System program. Due to the formal rulemaking process that is still in progress, TSA was not able to give a detailed update on the proposed Large Airport Security Program (LASP) except to say that a Supplemental Notice of Proposed Rulemaking is expected to be released later this year or early next year.

The GA working group also reviewed the Security Guidelines for General Aviation Airports, a document that was formulated with industry input and released by TSA in 2004. Members of the group agreed that the document has served a valuable purpose and should be updated, particularly to reflect the work that already has been done at GA airports and other facilities to enhance security. It also was agreed that

the updated document should include new information as it relates to the GA Airport Vulnerability Assessment and the proposed LASP initiative, among other on-going issues. As a result, the group decided to start work on updating the document but set a tentative release date at the end of 2011 to coordinate timing with other related GA aviation security

From Great Companies Come Great Ideas.Ricondo & Associates, Inc., is an internationally-recognized aviation consultancy specializing in innovative planning services for airport owners and operators, government agencies, and airlines. Since we started generating ideas in 1989, our only business focus has been aviation and airport planning, and the clients benefitting from our creative way of thinking include many of the world’s largest and busiest airports.

a n a v i a t i o n c o n s u l t a n c y

P l e a s e v i s i t o u r w e b s i t e a t :

w w w . r i c o n d o . c o m

39AirportMAgAzine.net | FEBRUARY/MARCH 2010

gENERAL AVIATION

initiatives. Olislagers agreed to help lead the effort to update

the Security Guidelines for General Aviation Airports. When asked about the importance of updating the document, Olislagers explained that, “The Security Guidelines for General Aviation were published in 2004, and this is the first time that they will be updated. A lot of new tools and initiatives have been implemented since then. Several other developments likely will shape the update as well, including the long-anticipated revisions to the LASP.”

Olislagers agreed to lead the effort in order to provide continuity between the original document and the updated product, stating, “We have a lot of stakeholders at the table, including many new faces, and as one of the original participants who drafted the 2004 product, I believe it is important to maintain a degree of continuity while also getting fresh input.”

Tillmann echoed the importance of industry participation on the update of the security

guidelines by stating, “GA security measures impact airport operators in many ways. It is important that we are represented in the process of revising the guidelines. The goal is to ensure that they are realistic and practical in terms of implementation and in obtaining funding.”

Olislagers summed up the value of the effort to update the Security Guidelines for General Aviation Airports, as well as the overall ASAC GA security working group, by stating, “General aviation is the only sector of the aviation industry that is mostly self-regulated and the ASAC GA security working group is the vehicle that permits that process.”

He added, “It is both an enormous responsibility to get it right and an opportunity, through the stakeholder process, to avoid unnecessary burden to our industry while still maintaining a smart security posture.” A

Colleen Chamberlain is AAAE’s staff vice president, transporta-

tion security policy. She may be reached at

[email protected].

From Great Companies Come Great Ideas.Ricondo & Associates, Inc., is an internationally-recognized aviation consultancy specializing in innovative planning services for airport owners and operators, government agencies, and airlines. Since we started generating ideas in 1989, our only business focus has been aviation and airport planning, and the clients benefitting from our creative way of thinking include many of the world’s largest and busiest airports.

a n a v i a t i o n c o n s u l t a n c y

P l e a s e v i s i t o u r w e b s i t e a t :

w w w . r i c o n d o . c o m


Los Angeles To Feature New Retail, Dining and Spa

The Los Angeles City Council has approved contracts for new concessions at Los Angeles International (LAX). The 10-year contracts include four food-and-beverage

packages and four retail packages for Terminals 4, 5, 7 and 8. Almost all of the new concession concepts are based in the city of Los Angeles or in Southern California.

The new concessions will replace existing restaurants and stores in the four terminals, as

FooDBEvERAgErETAil

41

airportspotlight

well as in converted public space. Existing concession leases were scheduled to expire at the end of 2010. The new retail concessions are expected to be built out by summer 2011 and the new food-and-beverage concessions by the end of 2011, according to an airport statement.

Airport officials report that low customer opinion of the current concessions at LAX resulted in a long-term lag in the growth of passenger spending in these terminals. The expiration of the existing concession leases in these four terminals prompted a concession competition for alternatives to the current options, officials said.

“The competition resulted in a slate of new food and beverage establishments representing some of L.A.’s most sought-after restaurants and celebrity chefs,” said LAWA Executive Director Gina Marie Lindsey, C.M. “We have a cast of new, talented and proven restaurants that will help put the ‘L.A.’ back into ‘LAX.’”

Contract awardees and their concept packages in the food-and-beverage area are:

• Areas USA LAX, LLC (three contracts): Ford’s Filling Station (Chef Ben Ford), B Grill by BOA, Klatch Coffee, Carl’s Jr., Natural Break, Homegirl Cafe, Lemonade (Chef Alan Jackson), Concert Bar, Engine Co. No. 28 (Chef Kenneth McCaskill), Corona Bar & Grill and Sammy’s Pizza

• THS/Marbella Food Service Partnership IV: Skewers by Morimoto (Iron Chef Masaharu Morimoto) and (Chef) Wolfgang Puck Express

“The new retail concessions will add some well-established consumer brands and bring some of L.A.’s most distinctive businesses to LAX, the city’s front door to millions of people traveling through the airport,” Lindsey said.

Contract awardees and their concept packages in the retail area are:

• Hudson-Magic Johnson enterprises: Concourse Ventures, LLC: Hudson News, I Love L.A., Los Angeles Times Newsstand, CNN Newsstand Los Angeles and People News

• LAX Retail Magic 2 Joint Venture: Kitson, Magic Johnson Sports, Rip Curl, Hugo Boss, Hudson Booksellers, Vroman’s Bookstore, Kids Corner, Papyrus, Entertainment Weekly, Mattel Experience and E! Entertainment

• LAX Retail Magic 3-4 Joint Venture (two contracts): Hollywood Style (True Religion, Monarchy, Ed Hardy, T-Tech by Tumi, Oakley, King Baby Jewelry), Bartels’ Harley-Davidson, Sunglass Hut, Hollywood Bling, See’s Candies, Hudson News/Vroman’s Bookstore and NBC Universal A

41

Retail Briefs

Alaska’s Norton Sound Economic Development

Corp. (NSEDC) and HMSHost Corp. have

celebrated the opening of the Norton Sound

Seafood House at Ted Stevens Anchorage

International. HMSHost partnered with NSEDC, a

local, non-profit corporation, to develop this new

dining option for the airport. The 4,125-square-

foot restaurant provides seating for 122 in the

post-security main dining area, and seating for

14 in the pre-security grab-n-go section. Norton

Sound Seafood House is a locally themed seafood

restaurant that showcases the fisheries, resources

and small-boat fishermen of northwest Alaska. …

Atlanta-based MBC Concessions has opened

an Italian gelato store, Paciugo Gelato & Caffè, at

Cleveland Hopkins International Airport. Operating

in Terminal C at Gate 9, the opening marks the

first Paciugo Gelato & Caffè location to open

in an airport destination. … Brooks Brothers

has opened a store in the Airmall at Baltimore/

Washington International Thurgood Marshall

Airport. The 966-square-foot outlet is located on

Concourse A/B. …HMS Host has opened a White

Spot restaurant at Vancouver International Airport.

Located in the domestic terminal, Pre-Security

Level 3, White Spot also is accessible to local

residents. The White Spot menu features burgers,

appetizers, big bowl salads, flatbreads, pastas, rice

bowls and stir-frys. … UFood Restaurant Group

announced that it has signed an area development

agreement with the Robinson Hill Hospitality

Group of Chicago for additional UFood Grill units

at five major U.S. airports. The development

agreement follows the successful UFood Grill

opening by Robinson Hill at Cleveland/Hopkins

International in July. In June, UFood Restaurant

Group signed a master license agreement with

Hudson Group Retail LLC for UFood Grill units

in 10 major U.S. airports. UFood also signed an

agreement in July for the development of 35 UFood

units with Congusto, L.P., a Texas-based company.

UFood Grills also are located in Boston’s Logan

and Dallas-Fort Worth airports, as well as in other

traditional locations. ... Dunkin’ Donuts has opened

an outlet at Baltimore/Washington International

(BWI). Airmall USA, operator of the Airmall at BWI,

said the new Dunkin’ Donuts unit (300 square feet)

is located landside, making it accessible to both

airport visitors and ticketed passengers.

airportMagazine.net | DECEMBER 2010/JANUARY 2011


MArketSCAN

Total Seat Capacity and Percentage of Growth — U.S. Domestic AirportsToP 10 MArkeTS: FirST QUArTer 2010 vS. FirST QUArTer 2011

Total Seat Capacity and Percentage of Growth — U.S. Airports to/from international AirportsToP 10 MArkeTS: FirST QUArTer 2010 vS. FirST QUArTer 2011

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

LAX-SFO

JFK-LAX

LGA-ORD

ATL-LGA

MCO-ATL

LAX-LAS

FLL-ATL

ATL-DFW

PHX-DEN

OGG-HNL

Top 10 Markets Total Seat Capacity and Percentage of Growth

U.S Domestic Airports 1Q2010 vs 1Q2011

1Q2010

1Q2011

13%

5% 34%

10% -5% 9% -2% 6% 5%

-4%

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

1,000,000

LHR-JFK

HNL-NRT

NRT-LAX

LHR-LAX

EWR-LHR

SYD-LAX

JFK-C

DG

LAX-MEX

ORD-LHR

SJU-JF

K


U.S. Airports to/from International Airports 1Q2010 vs 1Q2011

1Q2010

1Q2011

25%

-15%

-0.3% 33%

6% 12% 45% -0.2% 3%

10%


MArketSCAN

Total Seat Capacity and Percentage of Growth — All Airports Worldwide

Total Seat Capacity and Percentage of Growth — U.S. Airports to/from International AirportsToP 10 MArkeTS: FIrST QUArTer 2010 vS. FIrST QUArTer 2011

Total Seat Capacity and Percentage of GrowthToP 15 U.S. AIrPorTS: FIrST QUArTer 2010 vS. FIrST QUArTer 2011

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

CTS-HND

CJU-G

MP

FUK-HND

MEL-SYD

TPE-HKG

SHA-PEK

CGH-SDU

BOM-DEL

ITM-HND

MAD-BCN


All Airports Worldwide 1Q2010 vs 1Q2011

2% 2% 7%

11% 25% 11% 5%

-7%

-3%

3%

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

ATL ORD LAX DFW DEN JFK PHX CLT IAH MIA LAS SFO MCO EWR PHL

Top 15 U.S. Airports Total Seat Capacity and Percentage of Growth

1Q2010 vs 1Q2011

1Q2010

1Q2011

2% 4%

0.3% 2%

6% 3%

10% 3% 6% 1% 2% 2% -.01% 1%

3%


AirportBILLBOARD B

Parsons Wins Little Rock ContractParsons has won a construction management-at-risk contract for the first phase of the Little Rock (Ark.) Airport Terminal Redevelopment Project. The first phase has a construction cost of roughly $22.5 million and will include a new inline baggage screening and outbound baggage facility, closed-circuit television improvements, a new local area network, a new multi-user flight information display system, energy conservation upgrades, and a new communications control center. It also will include renovating the existing ticket lobby, airport administration offices, airline ticket offices, security checkpoint, and the concourse restrooms.

LA Awards Utility Plant ContractClark/McCarthy Joint Venture has been awarded a $271.5 million design-build contract to construct a replacement central utility plant (CUP) at Los Angeles International. Clark/McCarthy was awarded a five-year, design-build contract that calls for demolishing the existing CUP and constructing on-site thermal-energy storage and ancillary facilities. New equipment will be installed, including state-of-the-art central digital control and fire alarm systems; electric-driven centrifugal chillers; steam-driven chillers; gas-turbine-driven generators with heat-recovery steam generators; and associated equipment such as primary and secondary chilled water pumps, cooling towers, underground thermal-energy storage tank and system, new maintenance shop and offices, electrical systems and switchgear.

KBR Wins DFW ContractKBR announced it has been awarded a task order contract to provide program and construction management services for Dallas/Fort Worth International’s $1.7 billion capital development program. The agreement has a base contract period of three years with five option years, the company said. KBR, in collaboration with Freese & Nichols and Chiang, Patel & Yerby, Inc., will provide services to upgrade four of the airport’s original terminals, and make improvements to the public access and operations sides of the airport. A

assengers by a i rpor t

traffic for SEPtEMBEr 2010

Airport 2010 2009 % Change

Austin (Texas)-Bergstrom International 685,263 666,252 +2.9

Denver International 4,356,592 4,011,123 +8.6

Fort Lauderdale/Hollywood (Fla.) 1,447,268 1,312,189 +10.3

General Mitchell International (Wis.) 791,123 648,779 + 21.9

Harrisburg (Pa.) International 113,502 100,156 +13.3

Houston Bush Intercontinental 3,039,777 2,963,975 +2.6

Kansas City (Mo.) International 811,497 791,682 + 2.5

Los Angeles International 4,695,395 4,510,859 +4.1

Miami International 2,542,689 2,358,910 +7.8

Orlando International 2,363,914 2,202,740 +7.3

Phoenix Sky Harbor International 2,908,336 2,838,459 +2.5

Port Columbus International 524,569 517,221 +1.4

Portland (Ore.) International 1,084,107 1,040,701 +4.2

Raleigh-Durham (N.C.) Int’l 728,758 703,042 +3.7

Richmond (Va.) International 278,145 263,975 +5.4

San Antonio (Texas) International 604,230 589,651 +2.5

San Diego International 1,355,434 1,337,314 +1.4

Savannah (Ga.)/Hilton Head Int’l 136,955 134,060 +2.2

South Bend (Ind.) Regional 55,990 47,268 +18.5

Southwest Florida International 374,590 359,743 +4.1

Stewart International (N.Y.) 31,316 30,616 +2.3

u i ldoutD

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AR

s IN

BIL

LIo

Ns

DoMEStic anD intErnational farESAIRLINes RePoRTINg CoRPoRATIoN

09 DoMesTIC FARes

09 INTeRNATIoNAL FARes

10 DoMesTIC FARes

10 INTeRNATIoNAL FARes

1.5

2.0

2.5

3.0

3.5

Dec.Nov.Oct.Sept.Aug.JulyJuneMayApr.Mar.Feb.Jan.

p

83RD ANNUAL AAAECONFERENCE AND EXPOSITION

www.AAAE.org/annual2011For registration details, contact the AAAE Meetings Department: [email protected] exhibit and sponsorship details, contact the AAAE Sales and Marketing Department:

[email protected](703) 824-0504

Hosted by Hartsfield-Jackson Atlanta International Airport

May 15-18, 2011 Atlanta, GeorgiaGeorgia World Congress Center

Omni Hotel at CNN Center


83RD ANNUAL AAAECONFERENCE AND EXPOSITION

www.AAAE.org/annual2011For registration details, contact the AAAE Meetings Department: [email protected] exhibit and sponsorship details, contact the AAAE Sales and Marketing Department:

[email protected](703) 824-0504

Hosted by Hartsfield-Jackson Atlanta International Airport

May 15-18, 2011 Atlanta, GeorgiaGeorgia World Congress Center

Omni Hotel at CNN Center


Advertiser’siNDEx

Advertiser Website PAge

AAAe Annual Conference www.aaae.org 45

Astronics dMe Corp. www.astronics.com 31

burns & Mcdonnell www.burnsmcd.aero Outside back Cover

CdM www.cdm.com 11

delta Airport Consultants www.deltaairport.com 28

Kimley-Horn www.kimleyhorn.com 33

Michael baker Corp. www.mbakercorp.com 5

ricondo & Associates, inc. www.ricondo.com 39

rs&H www.rsandh.com inside Front Cover

transportation security Clearinghouse www.tsc-csc.com inside back Cover

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promotional pieces that are ideal for delivering

your message via trade shows, mailings,

or presskits.

For information contact the Reprint Department.

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Reprints

Automated Integration Services

The Transportation Security Clearinghouse’s Automated Integration Services (AIS) provides you the ability to combine and automate biometric and biographic data into a single web-based messaging architecture.

The benefits of the AIS are:• Eliminationfortheneedtocreate,modifyandupload

excelspreadsheets;

• StatusupdatesandSTAresultswillbedelivereddirectlytoyourlocalsystem,eliminatingtheneedtocheckmultiplesystemsforupdatesandapprovals;and,

• Savesyourairporttimeandmoneybyenteringemployeedataintoonesinglesystem.

TheAISprovides a simple, automatedprocess to submit SecurityThreat Assessments (STA) and Criminal History Record Checks(CHRC)totheTSC.Usingasecureweb-basedmessagingarchitec-ture thatenables two-waycommunication, theAISprovidesa linkdirectly to the Clearinghouse, allowing airports to directly submitbiographicandbiographicaldatatotheTSCandallowingtheTSCtoproactivelyprovideSTAresultsandstatusreportsdirectlytoairportsinrealtime.

The AIS reduces staff time by directly connecting your airport’saccesscontrolandcredentialingsystemstotheClearinghouseandprovidesaTSA-compliantvettingplatform.

There isnofeetosign-up;TSCwillprovide initialsoftwarefreeofchargeandhelpyourbadgingofficeset-upthenewservices.

601 Madison St. | Suite 400 | Alexandria, VA 22314 | T: 703-797-2550 | www.tsc-csc.com

Direct Automated Efficient


M A G A Z I N E

M A G A Z I N E

{a brilliant idea for ...}

Trade Shows

Direct-Mailers

Press Kits

ORDER CUSTOM REPRINTS!

Take advantage of your organization’s coverage in

Airport Magazine. Order custom formated reprints.

Our reprint team specializes in creating high-impact

promotional pieces that are ideal for delivering

your message via trade shows, mailings,

or presskits.

For information contact the Reprint Department.

(800) 259-0470

Reprints

Automated Integration Services

The Transportation Security Clearinghouse’s Automated Integration Services (AIS) provides you the ability to combine and automate biometric and biographic data into a single web-based messaging architecture.

The benefits of the AIS are:• Eliminationfortheneedtocreate,modifyandupload

excelspreadsheets;

• StatusupdatesandSTAresultswillbedelivereddirectlytoyourlocalsystem,eliminatingtheneedtocheckmultiplesystemsforupdatesandapprovals;and,

• Savesyourairporttimeandmoneybyenteringemployeedataintoonesinglesystem.

TheAISprovides a simple, automatedprocess to submit SecurityThreat Assessments (STA) and Criminal History Record Checks(CHRC)totheTSC.Usingasecureweb-basedmessagingarchitec-ture thatenables two-waycommunication, theAISprovidesa linkdirectly to the Clearinghouse, allowing airports to directly submitbiographicandbiographicaldatatotheTSCandallowingtheTSCtoproactivelyprovideSTAresultsandstatusreportsdirectlytoairportsinrealtime.

The AIS reduces staff time by directly connecting your airport’saccesscontrolandcredentialingsystemstotheClearinghouseandprovidesaTSA-compliantvettingplatform.

There isnofeetosign-up;TSCwillprovide initialsoftwarefreeofchargeandhelpyourbadgingofficeset-upthenewservices.

601 Madison St. | Suite 400 | Alexandria, VA 22314 | T: 703-797-2550 | www.tsc-csc.com

Direct Automated Efficient

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Kansas City, MO 64114

Phone: 816-333-9400

[email protected]

For more information, contact:Randy D. Pope, PE

816-822-3231

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Airport Magazine December 2010/January 2011