www.airportmagazine.net | Annual Conference 2008
“I had an early morning flight with a layover, and stopped by Starbucks to get a muffin and soy latte. Kudos to Vickie! Very friendly and personable; the perfect person to make anyone smile!” Ronny Nauert, Customer Dallas-Fort Worth International Airport
The best travel experiences offer something familiar. With our nationally branded News Connection and more than 300 Starbucks, HMSHost helps travelers around the globe stay connected and refreshed.
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Ready for Ski and Golf Season?
Reason #8 that the Reveal CT-80XL is Right for Your Operation: The CT80XL is small enough to fit into the tightest of terminals and big enough to handle the oversized items – up to 2.5M. Golf clubs, skis, hunting and fishing equipment, military packs, car seats and strollers – not just seasonal items – these recreational and travel necessities can slow down your operation. The Reveal CT80XL has the same proven CT-80 architecture that is installed in over 50 US airports and is now available in an XL model, capable of handling your resort airport screening requirements and keeping both your operation and passengers moving. Find out just how many reasons there are to choose Reveal’s CT80XL … visit us at www.revealimaging.com/CT80XL
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Simply Smarter EDS
Genetec
Intelligent Solutions Designed for Airports
As the pioneer of IP Video Surveillance Solutions, Genetec’s full suite of security solutions are designed to specifically cater to some of the industry’s most exigent demands, providing today’s international airports with the tools necessary to increase operational efficiency and offer top-of-the-line safety and protection. Join the thousands of organizations worldwide that have discovered Genetec’s complete line of IP security solutions.
www.genetec.com Visit us at the AAAE Annual Conference June 8-11, 2008, New Orleans Booth #749
OMNICAST IP Video Surveillance
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CDM worked with Los Angeles World Airports (LAWA) to develop sustainable planning, design, and construction guidelines to help green LAWA’s four-airport system. Supporting the mayor’s citywide environmental initiative, CDM and LAWA also created and implemented a sustainability performance improvement management system that empowers stakeholders to continually evaluate and enhance LAWA’s environmental stewardship, economic growth, and social responsibility.
Volume 19/ Number 5 | AAAE ANNUAL CONFERENCE 2008
EDITORIAL BOARD A ir p ort M ember s William Barkhauer, Morristown, New Jersey Tim Campbell, Baltimore, Maryland Charles Isdell, Philadelphia, Pennsylvania Jim Johnson, Odessa, Florida Jim Morasch, Pasco, Washington Robert Olislagers, Englewood, Colorado Lisa Pyles, Addison, Texas Torrance Richardson, Fort Wayne, Indiana Elaine Roberts, Columbus, Ohio
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C or p orate M ember s Bill Hogan, Reynolds, Smith + Hills Brian Lacey, Delaware North Companies Steve Pelham, Reveal Imaging Technologies Randy Pope, Burns & McDonnell Laura Samuels, Hudson Group AAAE BOARD OF DIRECTORS
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C h air KRYS T. BART, Reno, Nevada F ir s t V ice C h air JAMES P. ELWOOD, Aspen, Colorado
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Seco n d V ice C h air JOHN K. DUVAL, Beverly, Massachusetts
features
departments
cover: Louis Armstrong New Orleans International Airport
Product Profile
An Airport With Three Lives| 14 A Convenient Solution | 25 How environmental trends are affecting your airport
Green Ground Transportation | 30
AAAE Scholarship Winners
24
Inside AAAE
52
Buyers’ Guide
57
Buyers’ Guide Index
97
coming in AIRPORT MAGAZINE June/July: Airside Development Trends Roundtable Baggage and Passenger Screening Update August/September: Winter Operations Outlook
Airports take a pro-active stance to reduce emissions
Retail Trends and Update
One-on-One with RS+H’s Brian Reed| 47
October/November:
Arnold Perl| 31 A discussion with the co-author of “Simple Solutions”
23
Newly Accredited Airport Executives 24
Environmentally friendly ideas
Sustainability Trends at Airports| 40
Secretar y / T rea s u rer JAMES E. BENNETT, Washington, D.C.
NextGen Air Traffic Control Self-serve Kiosks December/January: Landside Development Trends
Cover Design: Daryl E. Humphrey
F I R S T Pa s t C h air ELAINE ROBERTS, Columbus, Ohio s eco n d Pa s t C h air R. LOWELL PRATTE, Louisville, Kentucky B oard of D irectorS STEPHEN J. ADAMS, JR., Manchester, New Hampshire JEFF L. BILYEU, Angleton, Texas GARY A. CYR, Springfield, Missouri BENJAMIN R. DECOSTA, Atlanta, Georgia KEVIN A. DILLON, Orlando, Florida ROD A. DINGER, Redding, California LINDA G. FRANKL, Columbus, Ohio MICHAEL J. HANEY, Moline, Illinois GARY L. JOHNSON, Stillwater, Oklahoma ALEX M. KASHANI, Washington, D.C. SCOTT C. MALTA, Atwater, California JEFFREY A. MULDER, Tulsa, Oklahoma ROBERT P. OLISLAGERS, Englewood, Colorado LISA A. PYLES, Addison, Texas WAYNE E. SHANK, Norfolk, Virginia SUSAN M. STEVENS, Charleston, South Carolina DAVID R. ULANE, Aspen, Colorado C h a p ter Pre s ide n t s LEW BLEIWEIS, Fletcher, North Carolina KIM W. HOPPER, Portsmouth, New Hampshire Jeffrey Kelly, Houston, Texas LYNN F. KUSY, Mesa, Arizona TORRANCE A. RICHARDSON, Fort Wayne, Indiana ROGER SELLICK, Kelowna, Canada Polic y R evie w C ommittee BONNIE ALLIN, Tucson, Arizona WILLIAM G. BARKHAUER, Morristown, New Jersey THELLA F. BOWENS, San Diego, California MARK P. BREWER, Manchester, New Hampshire TIMOTHY L. CAMPBELL, Baltimore, Maryland CHERYL D. COHEN-VADER, Denver, Colorado LARRY D. COX, Memphis, Tennessee ALFONSO DENSON, Birmingham, Alabama MICHAEL A. GOBB, Lexington, Kentucky THOMAS GREER, Monterey, California SEAN C. HUNTER, New Orleans, Louisiana CHARLES J. ISDELL, Philadelphia, Pennsylvania JIM KOSLOSKY, Grand Rapids, Michigan MARK D. KRANENBURG, Oklahoma City, Oklahoma JAMES MORASCH, Pasco, Washington ERIN M. O’DONNELL, Chicago, Illinois BRADLEY D. PENROD, Pittsburgh, Pennsylvania MORTON V. PLUMB, Anchorage, Alaska MARK M. REIS, Seattle, Washington MAUREEN S. RILEY, Salt Lake City, Utah LESTER W. ROBINSON, Detroit, Michigan JAMES R. SMITH, Newport News, Virginia RICKY D. SMITH, Cleveland, Ohio MARK H. WEBB, San Antonio, Texas Pre s ide n t Charles M. Barclay, Alexandria, Virginia
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AirportMagazine.net | annual conference 2008
Safely. EMASMAXTM arrestor beds are specially configured with the goal of stopping an aircraft moving up to 70 knots, even on wet or slippery runway conditions. That means when overruns happen, you get the maximum level of protection for your passengers and minimal damage to the aircraft. EMASMAX is the only arrestor bed approved by and co-developed with the Federal Aviation Administration (FAA). And because the FAA standard of 1000 feet of runway safety area (RSA) can be reduced to 600 feet or less with EMASMAX, it can bring space-constrained runways into compliance or can add additional runway length for those currently in compliance. Safety at 34 runways has already been improved with the use of EMASMAX arrestor beds. Call (856) 241-8620 or log on to www.esco.zodiac.com to see how EMASMAX can help planes “stop safely” at your facility. Visit ESCO at booth #621. Engineered Material Arresting Systems Division 2239 High Hill Road Logan Township, NJ 08085 (856) 241-8620 www.esco.zodiac.com
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© 2008 Engineered Arresting Systems Corporation, EMAS Division, All rights reserved.
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AirportMagazine.net | annual conference 2008
ter s i ! g RE oday T Editor
Barbara Cook barbara.cook@aaae.org Publisher
Joan Lowden Executive Editor
Ellen P. horton E d i t o r - A t - La r g e
SEAN BRODERICK NEWS Editor
Holly Ackerman a s s i s t an t E d i t o r
melissa babula Art Director
daryl humphrey G r ap h i c De s i g ne r
JOACIR SOTO
contributors
Who should attend? Airport Executives, airline representatives, government officials, aviation consultants and vendors involved in any aspect of aviation from the Caribbean, Latin American and the U.S.
Broderick Grady Jeff Price ST A F F P HOTOGR A P H E R s
Bill Krumpelman JAMES MARTIN S t aff V i c e P r e s i d en t Sa l e s an d M a r k e t i n g
Susan Lausch susan.lausch@aaae.org director Sa l e s an d M a r k e t i n g
Mike candela mike.candela@aaae.org E d i t o r i a l Off i c e
601 Madison Street, Suite 400 Alexandria, VA 22314 (703) 824-0500, Ext. 133 Fax: (703) 820-1395 Internet Address: www.airportmagazine.net Send editorial materials/press releases to: magazine@aaae.org
The workshop and tradeshow will allow exhibiting and sponsoring companies to: • Learn how to tap government resources to gain a competitive edge in the Caribbean/Latin American airport industry • Discover new business markets • Meet privately with top aviation/airport officials from the region
Topics discussed will include: • Emergency Response • Natural Disaster and Recovery • Route Development • Runway overruns
Rep r i n t i nf o r ma t i o n
The Reprint Department (717) 481-8500 Airport Magazine is published bimonthly by the AAAE Service Corporation Inc., a wholly owned subsidiary of the American Association of Airport Executives, and the Airport Research and Development Foundation. Subscription price for AAAE members is included in the annual dues. U.S. subscription rate to non-members is $45 for one year. International rate for non-members is $75. Single copy price is $10.
• Safety Management System Integration •Security And more. For program information contact Joan Lowden, AAAE, (703)824-0500, Ext 137, or e-mail joan.lowden@aaae.org For tradeshow and sponsorship opportunities contact, Susan Lausch, AAAE, (703)824-0500, Ext. 128, or e-mail susan.lausch@aaae.org For further registration information, contact Jacky Sher-Raker, (703)824-0500, Ext. 150 or e-mail jacky.sher@aaae.org
Copyright 2008 by AAAE. All rights reserved. Statements of fact and opinion are the responsibility of the authors and do not necessarily reflect the views of AAAE or any of its members or officers. POSTMASTER Send address changes to: Airport Magazine 601 Madison Street, Suite 400 Alexandria, VA 22314
AirportMagazine.net | annual conference 2008
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On the Ground or in the Air: GIS for Aviation
PLTS ™ for ArcGIS —Aeronautical Solution: A Database Driven Solution Used to Manage Aeronautical Data and Publish Charts
Map Data Courtesy of Clark County, Nevada, Department of Aviation, and Satellite Imagery Courtesy of DigitalGlobe
Airport operators today face unprecedented challenges to provide greater safety and security for their passengers while still efficiently managing their facilities. Modern airports are finding an integrated geographic information system (GIS) can help them to better manage both air- and ground-side operations. With applications as diverse as airspace planning and routing, integrated flight monitoring, real-time flight tracking, environmental planning, and facilities maintenance, GIS is being used successfully across all segments of the aviation industry. Discover how GIS software can play a pivotal role in your aviation information management strategy. Discover ESRI® ArcGIS®.
GIS in Aviation Is Used For ! Airspace Management ! Airfield Monitoring ! Flight Tracking ! Aeronautical Information Management ! Facilities and Lease Management ! Airport Layout Planning ! Pavement and Asset Management ! Parking and Sign Management ! Utility and Facility Maintenance ! Noise Monitoring and Modeling ! Environmental Assessment
ESRI—The GIS Company™ For a list of international distributors, visit www.esri.com/international.
1-888-603-3218 info@esri.com www.esri.com/transportation
Copyright © 2008 ESRI. ESRI, the ESRI globe logo, ArcGIS, PLTS, ESRI—The GIS Company, ArcMap, ArcInfo, ArcSDE, www.esri.com, and@esri.com are trademarks, registered trademarks, or service marks of ESRI in the United States, the European Community, or certain other jurisdictions. Other companies and products mentioned herein are trademarks or registered trademarks of their respective trademark owners.
new orleans
By Jerry Romig
Louis Armstrong New Orleans International Airport—a prime example of the region’s remarkable sense of resilience all photos provided by New Orleans International Airport
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T
he recovery of the city of New Orleans from Hurricane Katrina’s devastating flood waters continues on a deliberate forward track with Louis Armstrong New Orleans International Airport serving as a prime example of the region’s remarkable resilience. Armstrong International literally has lived three lives since it began operations in 1946.
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new orleans The airport’s first life was during the early years, when it was on a steady growth track of progress and prosperity. Throughout the 1940s, the airport — then known as Moisant International — served all major cities in Central and South America. This growth path continued with passenger totals climbing steadily, except for a 9/11 dip, until the hurricane hit. The airport just prior to Katrina offered 162 daily departures to 42 cities with 20,656 seats on 14 airlines. The seat availabilities were at an all-time high, as were the number of flights and cities served. Then came the big one: Katrina and the beginning of the airport’s second life. The city’s now infamous storm drainage canal levees were breached, and tens of thousands of Orleanians were left homeless. Mandatory evacuations emptied the city of most of its citizens. Armstrong, meanwhile, went diligently into full emergency preparations. All passenger flights had departed by 4:30 p.m. Sunday, Aug. 28, 2005, with the hope that airport operations would resume the following Tuesday. Flights did, indeed, resume that Tuesday, but for different purposes. Armstrong had become a major lifeline for thousands of men, women and children who were being rescued from rooftops, schoolyards and hospitals across the flooded expanse and ferried by military helicopters to the airport runways. Airlines, including American, Southwest, Northwest, Continental, United and Delta, all sent in aircraft with relief supplies and began taking out stranded travelers and their employees. The Federal Emergency Management Agency (FEMA) had a critical presence at Armstrong from the start and set up a triage center in the West Terminal. Over the next 10 days, 27 babies would be born there, and some 35,000 evacuees, many nonambulatory, would be given humanitarian aid. Each would be triaged and flown to safety
Armstrong had become a major lifeline for thousands of men, women and children who were being rescued from rooftops, schoolyards and hospitals across the flooded expanse and ferried by military helicopters to the airport runways.
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new orleans
by commercial or military air transport, some as far away as Seattle, Wash. A peak day for departures came on Saturday, Sept. 3, when more than 10,000 people were evacuated on flights. It was an incredible moment, a monstrous metamorphosis of a major air travel center into a massive, quasimilitary community relief operation, all carefully directed by Armstrong’s leadership. For three days, Armstrong International was the busiest airport in the world with more than 3,800 operations. During this second life, the airport operated as a storm shelter; evacuee drop zone; air evacuation center; relief supply depot; triage center; hospital and maternity ward; hospice and morgue; Red Cross site; relief barracks and mess for FEMA, the military, airport personnel and rescue and recovery teams; animal rescue shelter; command center; military base; police station; ambulance dispatch center; tent city; parish debris dump site; commercial and general aviation airport; and FEMA trailer park for employees.
Life Returns Two weeks later, with one concourse cleared of its military presence, life, as Armstrong International once enjoyed, began to return, and Northwest 18
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Flight 947 from Memphis arrived at Gate A3. Delta, FedEx, Continental and Southwest would follow, even though the city was still under mandatory evacuation. Imagine losing all of your airlines and vendors in a matter of hours. No airport in recent history had been challenged with starting over with so many unknowns. Questions abounded. How would the city recover? When would businesses re-open? With residents scattered across the country, how many would return and when they did, would they still have jobs? Aviation industry personnel nationwide responded quickly to assist their colleagues along the Gulf Coast at that incredibly difficult time. Immediately after Katrina had passed through the city, then-Armstrong Director of Aviation Roy Williams was contacted by airports across the country offering assistance. Airports sent some of their finest personnel to repair and assist in restoring the airport to full operational capacity. One of the many consequences of the disaster was the sad fact that many airport employees lost their homes and possessions. AAAE and ACI-NA established a Katrina Airport Employee Relief Fund to assist the employees affected by the storm. Funds were distributed to employees of the various airports hit by Katrina with the largest amount given to Armstrong International employees. A total of $272,553.47 was distributed to 226 employees of the New Orleans Aviation Board. The support and amazing generosity of their peers provided comfort and a real morale boost for airport employees at that very difficult time.
Aviation industry personnel nationwide responded quickly to assist their colleagues along the Gulf Coast at that incredibly difficult time.
Rates Lowered With the concurrence of the board and the passing of “rates by resolution,” Hunter immediately implemented steps to With commercial service returning to the airport, encourage the return of air service to Armstrong. Even though the third life began. If New Orleans were to begin it meant a potential loss of $40 million, the board determined making substantial recovery strides, a vibrant that under post-Katrina circumstances the normal rates and airport would be critical. By Sept. 19, Northwest charges methodology that was in place prior to the storm could and Delta were operating five daily departures, and not be used. Therefore, the “rates by resolution” held airline Continental had resumed service with four flights costs at approximately pre-storm levels. Under this structure, a day. By Monday, Oct. 10, a major milestone in each scheduled carrier was charged a landing fee at the rate of a return to “normalcy” was reached. The Monday $1.07 per 1,000 pounds of maximum gross landed weight and a schedule included 50 flights — 25 arrivals and terminal use fee of $8 per enplaned passenger. In addition, rent 25 departures — by eight scheduled passenger relief was extended to small business airport vendors. airlines. It was just six weeks earlier that Katrina Months later, as air service levels seemed to plateau, Hunter had hit. Armstrong International, which had presented for board approval an initiative to encourage written the book on how to react to a disaster, was airlines to return to their pre-Katrina levels and add additional clearly back in business as a commercial airport. destinations. The program offered airlines a $0.75 credit per In the spring of 2006, Williams announced his seat for scheduled departing seats totaling more than 85 percent resignation. He had been director of aviation for of their pre-Katrina levels. The credit would be applied toward the city since March 2001 and was praised highly their terminal use charges for 12 months. The initiative also by board members for leading the airport through gave carriers the option to qualify for a waiver of landing fees both a powerful growth period and the trying times for a period of 12 months for flights to an airport not currently of Katrina. “Roy Williams will be sorely missed served from Armstrong. The plan has worked. As of May 2008, and replacing him will not be easy,” New Orleans Armstrong has 138 daily flight departures (85 percent of preAviation Board Chairman Dan Packer stated. Katrina level) to 37 destinations (88 percent of pre-Katrina During the search for Williams’ replacement, level) with slightly more than 16,361 seats (79 percent of preSean Hunter was selected by the board as the Katrina level) on 10 airlines. interim aviation director, serving in that capacity In addition to the nine airlines that returned, a new airline for one year. He had served at the airport since now serves New Orleans. ExpressJet, a regional airline based July 1995 and at the time of Williams’ resignation in Houston, flies direct to five destinations, using Embraer was the deputy director of operations and equipment. Though carriers providing direct international maintenance. His outstanding leadership skills service have not returned, the airport is working to recover and understanding of the operation of the airport them as soon as possible. With the faster-than-expected convinced the New Orleans Aviation Board that he recovery, the airport’s actual Katrina loss is now estimated to be was the man for the permanent director position. $23 million, and the airport is expected to break even by 2009. AirportMagazine.net | annual conference 2008
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new orleans
Increasing air service to New Orleans has been a combined aggressive campaign by the airport, the New Orleans Convention and Visitors Bureau and the region’s business leadership that centers around continuous dialogue with the airlines. “We feel these conversations [with the airlines] have been very productive,” Hunter said. “We understand that our market post-Katrina has been like a new market and very unpredictable in terms of relevant data for airline schedulers to make decisions upon. We are attempting to provide the most up-to-date information possible in terms of new passenger trends, the recovery of our regional economy and the recovery of the leisure travel and convention business.”
Business Rebounds Once the largest segment of Armstrong International’s customers, leisure and convention travelers virtually disappeared until a gradual return began with the first post-storm convention in June 2006. This business is now on a steady path upward and a substantial amount of corporate meeting business has developed as well. Word is finally spreading that the French Quarter is open, and the restaurants and hotels are ready for business. In fact, there are more restaurants now than before the storm. The airport had a strong first quarter 2008, beginning with a record-setting January, when New Orleans over a five-day span hosted both the AllState Sugar Bowl between Georgia and Hawaii and the Bowl Championship Series (BCS) between Louisiana State University and Ohio State. TSA reported that 19,188 passengers cleared security for the BCS and 17,929 for the Sugar Bowl. Many Sugar Bowl visitors flew in on chartered flights from Hawaii. The city’s recovery process and its ability to host incredibly large events were further demonstrated during the Feb.17 NBA All-Star game. A total of 16,750 passengers departed the airport after the event. Successfully sandwiched between the football and basketball events was Mardi Gras, which also attracted strong passenger numbers.
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Armstrong International, which had written the book on how to react to a disaster, was clearly back in business as a commercial airport. Packer and Hunter have expressed their determination to ensure that Armstrong International’s physical plant undergoes substantial improvements. They’re betting that a capital improvement plan totaling nearly $100 million will solidify further their status with incumbent carriers, as well as attract additional airlines. The plan is anchored by a $28 million program already underway that includes construction of a security operations center. This project relocates, expands, modernizes and consolidates all airport communications systems and the security department with new access controls, CCTV and badging. Ten million dollars is being allocated to construct a new aircraft rescue and firefighting station with high-speed access roads to the taxiway. Nearly $29 million will be spent to purchase and install 24 aircraft loading bridges that will replace existing bridges. Exterior terminal improvements totaling $11 million are planned and will include paving, lighting, signage, exhaust and ventilation systems. This work already is underway and is in various stages of completion. Another $11 million is dedicated to interior terminal upgrades that will include ticket lobbies, baggage claim and restrooms. This, too, is a project in progress. In the future, the airport will be reviewing its ability to go to the next level of service. A comprehensive audit has been completed, and several of the action plans to strengthen, revitalize and enhance the entire business of Armstrong International are underway. “We remain committed to improving our management service delivery as we move from the initial recovery from Hurricane Katrina and grow our operations to reflect 21st century operations,” said Packer. A Jerry Romig is senior counsel for Peter A. Mayer Public Relations in New Orleans. Earlier, he built and managed a public broadcasting station and was vice president and program manager for WDSU TV, the NBC affiliate in New Orleans. For the past 39 years he has been the stadium voice of the NFL’s New Orleans Saints.
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PREPARED Versatile PLANNING ENVIRONMENTAL CONSTRUCTION PROGRAM MANAGEMENT UTILITIES SECURITY PEOPLE MOVERS
SKY HARBOR INTERNATIONAL AIRPORT | Program Management and Taxiway Reconstruction
CRASH FIRE RESCUE FACILITY | Iowa Air National Guard
Providing Full-Service Design Including Antiterrorism and Force Protection
www.hdrinc.com
PRODUCTPROFILE i-AIR® Solution Puts GIS/GPS Technology At Airport’s Fingertips Neubert Aero Corp. (NAC) offers an integrated airfield data collection and tracking solution called i-AIR® that uses both geo reference information (GIS) and global positioning (GPS) moving map with ESRI technology in performing airfield safety inspections. Airfield discrepancies are mapped and the GPS coordinates are captured automatically, via a user-friendly touch screen interface. The moving airfield map allows for accurate and efficient tracking of corrective action with historical data preserved for report generation and analysis. Tracking activities using geographic analysis and spatial visualization improve operational efficiency, decision making and problem solving. The work order and reporting solution can be used exclusively, or i-AIR® can integrate with an airport’s existing computerized maintenance management system. NAC added that the solution is reliable, accountable and very easy to use. The i-AIR® is completely secure and requires no Web hosting, leaving complete control with the airport authority. Technical support, upgrades and troubleshooting all are performed remotely and do not require access to the client server. i-AIR® is currently in use at several general aviation and commercial service airports. For more information, visit http://www.airportnac.com/AviationGIS.aspx.
Parkspace Offers Reservation Solution In an effort to address the needs of airport parking operators, Chauntry has developed an airport parking solution called Parkspace. It is a hosted product, so operators don’t need to buy or build servers. In addition, it’s Web-managed, so no software needs to be installed on site. The product also is integrated, which means that it gives parking customers a seamless transaction from reservation to parking their cars. With Parkspace, operators can support multiple parking lots per airport, multiple products per parking lot and multiple prices per product. Parking can be sold at a discount or at a premium, and allows operators to charge a booking fee, or not, as they see fit. Chauntry Parkspace allows parking customers the ability to create, amend, extend or cancel bookings themselves – 24 hours a day, seven days a week. Chauntry’s systems are optimized for high throughput and low maintenance. Parkspace also adds advanced features, like real-time data synchronization between live and backup servers and a fully-accessible SQL environment, to allow airports to create and maintain their own reports and data extracts. To make sure that the system continues to operate at optimum efficiency, Chauntry also provides on-site or office-based training services and operates a helpdesk, which is available by telephone or e-mail. For more information, go to www.chauntry.com.
Public Access Videophone Provides Communication For Deaf The Public Access Videophone (PAV), available through Communication Service for the Deaf (CSD), is a multi-purpose, Internet-based communications tool that provides a standard payphone, videophone, keyboard and camera in a vandalism-resistant housing. The PAV allows anyone, including deaf, hard of hearing and speech-disabled people, to make phone calls. The videophone also can visually display important information and emergency alerts onscreen to communicate with deaf and hard of hearing customers. Further, the screen can be used to display advertising, while the camera can provide supplemental security, CSD said. The PAV provides full access to the telecommunications network, allowing consumers to use the call format they’re most comfortable with, including VRS, video point-to-point, TTY or a traditional phone call. The unit also can provide e-mail access, Web browsing, visual paging and local, customized announcements and news. More information on the product can be found online at http://www.csdpav.com/index.html. AirportMagazine.net | annual conference 2008
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scholarshipwinners
A.A.E. Scholarship Recipients
Scholarships are awarded to Accredited Airport Executives (A.A.E.s), their spouses and their children. Scholarship recipients can be enrolled in any course of study, and all eligible applicants receive scholarships so long as funds are available. Student Sponsor Institution Rachel A. Blickensderfer Roger L. Blickensderfer Millikin University Rachel A. Borden Rod C. Borden Ohio State University Gretchen E. Coon John G. Coon Bluegrass Technical College Lindsey J. Coon John G. Coon Bluegrass Technical College Chelsea S. Goodwin Charles J. Goodwin Columbus State Comm.College Jamie Huckins Mark Van Loh Ohio University Joel M. Koslosky James A. Koslosky Grand Rapids Comm. College Alyssa N. Mann Dan E. Mann Bowling Green State University Kimberly A. Piette Marty F. Piette Baker College of Flint Jill L. Rice James L. Rice Central Michigan University Julie L. Rice James L. Rice University of Michigan - Flint Andrew T. Selig Robert F. Selig Ohio State University Darylann Trout Michael G. Trout Grand Valley State University Colleen M. Vanloh Mark Van Loh Baker University Gregory W. Barkhauer William G. Barkhauer Lebanon Valley College Jillian K. Edwards Timothy J. Edwards Indiana University Justin P. Edwards AAE Justin P. Edwards Fairleigh Dickinson University Olivia J. Hopper Kim W. Hopper Irvine Valley College Peter J. Korta Stephen E. Korta Central Connecticut State Univ. Matthew J. Mezzetti Robert Mezzetti Northern Essex Comm. College Michael R. Mezzetti Robert Mezzetti Merrimack College Benjamin L. Nicholas Robert A. Nicholas New York University Michael W. Smith William H. Smith Arizona State University Michael J. Binford Tom H. Binford Montana State University-Billings Chelsea Gordon David C. Gordon Metropolitan State College Allison M. Lohne Robert T. Lohne Colorado Institute of Art James G. Mathis Theodore E. Mathis The University of Montana Deborah C. Stuart Alvin L. Stuart Utah State University Elizabeth M. Stuart Alvin L. Stuart Brigham Young University Jennifer Tippetts Rex Tippetts Colorado State University Kelly M. Fegan Jeffrey P. Fegan Univ. of Texas Health Science Center at San Antonio Kara N. Murrin Jack G. Murrin Dallas Theological Seminary John F. Rogers Timothy F. Rogers Kansas State University Daniel L. White Victor D. White Wichita State University Michael E. Bachman Michael R. Bachman East Tennesee State University Sarah N. Brockman Scott A. Brockman Belmont University Craig R. Burr Robert J. Burr University of Florida Steven J. Burr Robert J. Burr University of South Florida Jonathan A. Clow Michael J. Clow University of Florida Daniel A. Coe Daniel J. Coe Final decision not made Samuel J. Coe Daniel J. Coe Georgia Institute of Technology Alvester T. Coleman Alvester T. Coleman Embry Riddle Aeronautical Univ. Voncillia W. Coleman Alvester T. Coleman Final decision not made Leigh-Ann Cox Larry Cox Univ. of Tennesee at Knoxville Courtney Dillon Kevin A. Dillon Western Michigan University Steven A. Duffy Jeffrey C. Gray Edison Community College Jessica J. Edwards David N. Edwards University of Florida Andrew D. Elliott Bryan O. Elliott University of Mary Washington Joshua D. Greaud John E. Greaud University of Memphis Julie M. Greaud John E. Greaud University of Tennessee Health Science Center Daniel C. Henderson Charles M. Henderson University of South Carolina Eric M. Hess Hans R. Hess Wilson Technical Comm. College Andrew M. Hromyak Timothy E. Weegar Augusta State University Brent A. Johnson Kelly L. Johnson Univ. of Arkansas - Fayetteville Leah Lagos Ronald Lagos Rutgers University Jessica G. Lagos Ronald Lagos Stetson University Nathan M. Lewis Diana D. Lewis University of Central Florida Benjamin D. Long Thomas D. Long University of Washington Mark Mellinger Mark H. Mellinger Univ. of Arkansas - Fayetteville Patti J. Mellinger Mark H. Mellinger Northwest Arkansas Comm. College Christopher T. Miller Charles Miller Murray State University Daniel G. Murrin Jack G. Murrin Greenville Technical College Hannah Murrin Jack G. Murrin Clemson State University Jeremiah O’Sullivan Jeremiah O’Sullivan Bucknell University Megan L. Remmel Carl L. Remmel Furman University Amelia M. Schussler John M. Schussler Savannah College of Art and Design Onica D. Wallace Thomas E. Wallace University of West Alabama Samantha N. White Walter T. White University of Tennesee at Knoxville Tracy L. Williams Tracy L. Williams Northcentral University Nathaniel E. Wuellner Edward R. Wuellner Presbyterian College Taylor H. Allin Bonnie Allin University of Arizona Ryan A. Berg Randall D. Berg Tidewater CC Mirna M. Berg Randall D. Berg University of Utah Kristin E. Dinger Rod A. Dinger Shasta College Stephen C. Fix Walter Fix Paradise Valley CC Walter Fix Walter L. Fix Embry-Riddle Aeronautical Univ. Edward J. Luera Ralph Luera University of Nevada - Reno Joshua C. Luera Rafael Luera University of Nevada - Las Vegas Ralph Luera Ralph Luera Community College of Southern Nevada Jessica K. Mora Marily Mora University of Arizona Katelin M. Mora Marily Mora CA State University - Chico Jennifer N. Newman Carl Newman University of Nevada - Las Vegas Amanda L. Nolan Thomas Nolan Kansas State University Alexandra C. Nolan Thomas Nolan Final decision not made Bennett T. Nolan Thomas Nolan Bowling Green State University Sidney L. Semograd Rod A. Dinger California State Univ. Sacramento Jason Sherry William F. Sherry New York University
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Native American Scholarship The AAAE Foundation awards scholarships to Native American college or university students with a junior class standing or higher, who are enrolled in an aviation program and have a grade point average 3.0 or higher. Eligibility is unrelated to membership in AAAE. Student Eric Pratt
Institution University of Oklahoma
Foundation Award Winners The AAAE Foundation each year awards scholarships to a number of students with a junior class standing or higher, who are enrolled in an aviation program and have a grade point average 3.0 or higher. Eligibility is unrelated to membership in AAAE. Student Rebekah L. Bennett Robert D. Gunnell Trevor J. Halvorson David P. Klamm Nakamine Masahito Ryan M. McManus Jeffrey D. Sheets Michael J. Shelton
Institution San Diego Christian College University of Louisiana at Monroe St Philip’s Community College University of North Dakota Andrews University Aims Community College Kent State University Saint John’s River Community College
AAAE Foundation Scholarship Endorsed By An A.A.E. As recommended by the Accreditation Value Task Force, the AAAE Foundation awards scholarships to qualified college students. This program broadens the eligibility to a wide range of family, such as grandchildren, and also provides opportunities for single active A.A.E.s who do not have dependents to recommend students for scholarships. Student Allison Foster Nicholas Bauman Api Ajavon Christopher Schulz Jeremiah Johnson
Institution The University of Okalhoma Bowling Green State University University of Maryland Eastern Shore Louisiana Tech University University of Dubuque
Newly Accredited Members Members Accredited Between May 5, 2007 and April 12, 2008 Colette Edmisten, A.A.E. Brunswick, Ga. George Stokus, A.A.E. Kissimmee, Fla. Scott Gwiazda, A.A.E. Albuquerque, N.M. Jerry Watson, A.A.E. New Braunfels, Texas Paul Kennedy, A.A.E. Columbus, Ohio David Gotschall, A.A.E. Truckee, Calif. John Rhodes, A.A.E. Lexington, Ky. Trevis Gardner, A.A.E. Knoxville, Tenn. Dennis Cardoza, A.A.E. Markleeville, Calif. Josh Francosky, A.A.E. College Park, Ga. Julie Wilsey, A.A.E. Wilmington, N.C. Arlene Smith, A.A.E. Daytona Beach, Fla. Terrance Lloyd, A.A.E. Kissimmee, Fla. James Fann, A.A.E. Charleston, S.C. Mark Hanna, A.A.E. Springfield, Ill. Dan Johnson, A.A.E. Spokane, Wash. Michael Burris, A.A.E. Louisville, Ky. Jessica Dickman, A.A.E. Albuquerque, N.M. Cris Jensen, A.A.E. Missoula, Mont. Hope Macaluso, A.A.E. Lagrange, Ga. Michael Garcia, A.A.E. Hialeah, Fla. Greg Chenoweth, A.A.E. Chandler, Ariz. Jennifer Maples, A.A.E. Phoenix, Ariz. Robert Kikillus, A.A.E. Seattle, Wash. Martin Lange, A.A.E. Sarasota, Fla. Christopher White, A.A.E. Raleigh, N.C. Robert McEwing, A.A.E. South Burlington, Vt. Medardo Gomez, A.A.E. Salt Lake City, Utah Mark Bents, A.A.E. St. Paul Park, Minn. Michael Hainsey, A.A.E. Columbus, Miss. Neil Ralston, A.A.E. Indianapolis, Ind. Fred Dettmann, A.A.E. Tampa, Fla. Charles Mangum, A.A.E. Marana, Ariz. Jon Stout, A.A.E. Santa Rosa, Calif. Barney Helmick, A.A.E. Goodyear, Ariz. Paul Marshall, A.A.E. Salt Lake City, Utah William Forister, A.A.E. Pittsburgh, Pa. Jennifer Eckman, A.A.E. Rapid City, S.D. Jack Christine, A.A.E. Charlotte, N.C. Timothy O’Donnell, A.A.E. Fort Wayne, Ind. Herbert Judon Jr., A.A.E. ACE, Charlotte, N.C. Theresia Schatz, A.A.E. Flushing, N.Y. Marily Mora, A.A.E. Reno, Nev. Teri Norcross, A.A.E. Missoula, Mont. Monica Lombrana, A.A.E. El Paso, Texas
A Convenient Solution:
How environmental trends are affecting your airport. by Jeff Price
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Environmental
W
hether you believe that global warming is a natural phenomenon, or that mankind is the driving force behind the changes in our environment, one thing we do know is that the aviation industry does have a measurable impact on carbon emissions and the increase of greenhouse gases. The questions are: what are those impacts, and what can we do about them? If it can be measured, it can be managed. It’s an old management axiom and, in this case, if it can be measured, it also can be protested, as seen just recently at London Heathrow International when members of Greenpeace accessed the airfield through an emergency exit door, then climbed on top of a British Airways A320 to unveil a banner that said “Climate Emergency — No Third Runway.” Protests like these are becoming more commonplace, as some communities have begun to associate airports with pollution. While aviation contributes roughly 3 percent to the increase of greenhouse gases in our atmosphere, it is increasingly becoming a focus for communities, politicians and regulatory agencies that all are concerned about environmental impact. “The fact that it can be fingerprinted means it can come under attack, but it also means we can be doing something about it,” said Tom Klin, director of aviation environmental planning for CH2M Hill. “Airport authorities, airport owners and other subsidiary businesses to aviation are taking the bull by the horns and saying, ‘let’s be proactive,’ by compiling greenhouse gas inventories. Airlines also now are providing carbon footprint or offset credits. For $6 or so you can buy a credit to offset the trip you’re taking. A lot of people are wanting to get ahead of the curve.”
Airport Environmental Issues Environmental issues at airports cover the gamut, including noise abatement and land use issues, carbon emissions from aircraft and ground service vehicles, water quality, the impact of deicing fluid runoff, and airport development projects that incorporate sustainable elements such as recyclable materials. Terms like “sustainability” and “Effluent Limitation Guidelines” (ELG) are appearing more and more in the vocabularies of airport managers. 26
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“I think people need to understand that sustainability initiatives don’t mean you spend a lot of money.” Janell Barrilleaux Denver International
Sustainability means implementing procedures into our current systems... that contribute to sustaining the environment. Sustainability means implementing procedures into our current systems — such as airport development projects, facility construction or operations, or aircraft or airport operations — that contribute to sustaining the environment. “I think people need to understand that sustainability initiatives don’t mean you spend a lot of money,” explained Janell Barrilleaux, director of environmental programs at Denver International. “Sustainability means you incorporate principles that actually save money. Sustainability practices include watching what you buy, watching what you throw away, reusing what you can, conserving natural resources, conserving energy and not being wasteful. “If you’re replacing an existing runway, any waste you create could be recycled. Reuse materials as much as you can; use recycled materials and try to find construction equipment that uses alternative fuels,” she said.
Facility Life Cycle Barrilleaux urged airport operators to look at the total life cycle of a facility or improvement, not just the initial cost. She noted that airports may have to spend more initially, but over the long term sustainable measures cost less to operate. “People say they can’t afford to buy a certain piece of equipment because it’s more expensive, but they don’t consider the long-term operating and maintenance costs,” Barrilleaux said. “Hybrid vehicles are a good example. It costs more initially, but with gas at $3-$4 a gallon, how soon are you going to make that money back?” Low water consumption toilets, active recycling programs throughout the airport, simple changes such as ensuring computer and office lights are shut down when not in use, the use of alternative fuels in ground support vehicles, and not printing unnecessary e-mails are all seemingly little gestures that, when combined, help preserve the environment and save airports money. “When e-mail came out paper usage increased by 40 percent,” said Barrilleaux, whose signature tagline on her own e-mail asks whether you AirportMagazine.net | Annual confeerence 2008
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Environmental
really need to print it. “The return on investment is there, but sometimes it’s a longer term investment. However, the water we use, everything we use is all going to get more expensive.” Carol Lurie, project manager and principal with the planning and environmental firm VHB, echoed these sentiments. “Airports are not looking at the cost of implementing, but the life cycle cost of the savings they get in the long run on things like energy and water use. They are finding it makes more sense from a cost point of view than an environmental point of view. The business side is what’s going to make this whole thing fly.”
Effluent Guidelines Another area of concern is the use of deicing fluids on airports. Lurie noted that the industry still has not received clarification from the Environmental Protection Agency (EPA) on ELGs for deicing. ELGs are national standards for wastewater discharges to surface waters. “There are changes in water quality regulations that are being driven by deicing fluid runoff,” said Klin. “The EPA is coming to terms with the fact that deicing fluids do result in some effect to waters, both when the runoff comes from an airfield and off an aircraft.” Once EPA sets the ELG standards, airports can expect some financial implications and modifications to how deicing fluids are collected and treated. Hazardous Air Pollutants (HAPs) are a growing concern for communities that surround airports, but they may not have much to worry about. There are about 189 classified HAPs, which don’t include the traditional carbon monoxide and nitrogen oxides usually associated with greenhouse gases. HAPs are toxic chemicals that are known or suspected carcinogens.
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Hazardous Air Pollutants (HAPs) are a growing concern for communities that surround airports, but they may not have much to worry about. “I think there’s an emerging awareness among regulatory agencies and the general public about Hazardous Air Pollutants around airports,” said Michael Kinney, an air quality scientist with KB Environmental Sciences. “Three years ago we in the environmental aviation industry didn’t have any answers. There was no air monitoring data we could refer to, no measurements of aircraft exhaust to learn from, no predictive models to forecast or predict; there was literally nothing we could offer agencies and the public about HAPs.” With FAA and the National Aeronautics and Space Administration funding aggressive campaigns to measure aircraft pollutants, Kinney said they at least now know what kinds of pollutants are coming from aircraft. “I wouldn’t want to prejudge it, but I think the answer is going to be: airports are a source of air emissions, no question about it. But, the question now is, how bad is it and what are the impacts?” asked Kinney. “I think in comparative terms, the levels we’re finding around airports are not that much different than in any urban environment. I don’t think HAPs present a significant risk, but as a scientist I have to close by saying that we’re still looking at the data.” While global warming may be an inconvenient truth, man-made or not, aviation is being recognized as a contributor to greenhouse gases and other emissions. Many airports already are piloting programs to reduce their environmental footprint, which may have benefits from an environmental perspective, a security perspective and a positive long-term impact on the bottom line. As an aside, only one piece of paper was printed in the author’s creation of this article, which included half a dozen transcripted interviews, two FAA press releases and several e-mails between the Airport Magazine editor and the author. A Jeff Price is the owner of Leading Edge Strategies and a professor at Metropolitan State College of Denver.
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Many airports already are piloting programs to reduce their environmental footprint, which may lead to environmental, security and financial benefits.
Green Ground T r a n sp o r tat i o n by Jeff Price
A
source of carbon emissions at airports sits just outside the terminal building. Commercial and passenger vehicle drop-off and pick-up areas can become significant sources for carbon monoxide gases, particularly when vehicle traffic comes to a standstill during peak travel times. Several airports have taken steps to reduce carbon emissions produced by commercial vehicle traffic coming to the airport. At Boston Logan International, the Massachusetts Port Authority (Massport) offers an operating discount for commercial vehicles using alternative fuels. Limousines and shared ride vans can get up to a 50 percent discount per outbound trip for vehicles that have operating agreements with Massport. Alternative fuels must qualify under the
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Energy Policy Act and include fuels such as natural gas, methanol, ethanol or other alcohols, hydrogen, electricity, biodiesel fuels and propane. San Francisco International also offers lower access fees for hotel and other commercial vehicles that use alternative fuels. Other methods of reducing carbon emissions at airports include the encouragement of public transportation such as buses, subways and light rail stations. Sharing a ride on a public shuttle van reduces overall fuel consumption, and with gas prices continuing to climb, may be more cost effective for the consumer. Ground transportation companies also are coming on board the environmental bandwagon, and many now offer and even promote environmentally friendly
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airport shuttle services using hybrid and alternative fuel vehicles. Another source of emissions can come from the airport’s own employee parking lot buses. Several airports, including Oakland International, converted their parking shuttles to run on compressed natural gas. A story in USA Today last year reported that more than 25 airports now use shuttles or employee passenger cars that run on natural gas. An impetus for airports to continue going “green� is that federal funding takes into account environmental impacts of airport projects. If a project is going to exceed the permissible limitations, then airports have to find other ways to cut down on pollution. A
Q&A
Arnold Perl | Q&A Arnold Perl is chairman of the MemphisShelby County Airport Authority and a partner at Ford & Harrison LLP. He and Tom Schmitt, president and CEO of FedEx Global Supply Chain Services, authored “Simple Solutions.”
Airport Magazine: Your book “Simple Solutions” stems from the belief that a business philosophy can be simply stated and yet be highly effective. How did you arrive at that belief? photo provided by memphis-shelby county airport authority
Perl: That’s an excellent question. I’ve always innately practiced the art of simplicity throughout my 45-year law career and also in my many civic commitments. But to be honest, my passion for using simplicity to get results is a concept that I might never have formally articulated if it hadn’t been my good fortune to meet Tom Schmitt, a tremendously successful senior executive at FedEx, through our work with the Memphis Chamber of Commerce. A shared vision of helping this vital organization flourish led Tom and me to broader conversations about what’s at the core of truly effective organizations. To our amazement, we discovered that we both employed the same somewhat “nerdy,” but tremendously simple and effective, first step when launching some of the biggest undertakings of our careers. That step? Boiling the group’s core mission and goals down to fit on the front and back of a standard business card; printing the cards; and dispersing them to all of your team members. The trick isn’t to use small type or fill every possible bit of space on the card — it’s all about prioritizing the right actions. If you can’t fit it in that amount of space, you need to reassess your priorities and table those that can wait. I’m proud to say that this fortuitous conversation with Tom — the discovery of our “parallel universe”
Arnold Perl
approaches to simplicity — led first and foremost to a business and personal friendship with Tom that I will always treasure and that ultimately took us down the path to co-authorship with our book, “Simple Solutions.” AM: You emphasize the need for a balance between left-brained logic and right-brained creativity in a company/airport. How does a company/airport achieve this balance in its leadership team? Perl: The first step in attaining a good left/right-brained balance in your leadership team is to take a mental snapshot of what your current state is. If you find that
your scale is weighted more heavily to the left, don’t worry — you’re not alone. There seems to be a natural bias in organizational structures toward inner cores of analytical, linear folks. And that tends to be true across the public, private and even non-profit sectors. Left-brainers are the vital cogs that keep the machines of business turning. They are the people that Tom and I characterize as operating most comfortably using their leftbrained “tools”: management savvy; people skills; collaboration; time management; and execution. It’s my guess that this bias for leftbrained thinking emerged when the world shifted to a more rapid-paced, industrial economy decades ago,
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For the complete story visit: www.memphisairport.org/notes/mem_2008_april.htm
Q&A and precision and speed of thought and process became paramount. Interestingly, what was true both then and now is that none of the world’s amazing advances, such as those in transportation, medical healing, or aeronautics technology would be possible without the essential ingredients of what Tom and I term right-brained “passion”: ambition; leadership; vision; focus; and determination. Take the Wright brothers’ invention of the first successful aircraft, Jonas Salk’s discovery of the polio vaccine, or NASA’s first manned spaceflight — none of these things, nor any other business venture or dream, has ever succeeded without a heavy rightbrained influence to provide the vision that maybe no one else could see or the determination or leadership to persevere despite sizable odds. I described the left-brained people as the cogs, so following that analogy, the right-brained people would be the spark, the voltage that gives the machine its power. To get a better left/right-brained balance in your leadership team, there’s a brilliant and remarkably simple approach that I learned from Tom. And I would be willing to bet very few people do this. His secret? Actively seek and hire people whose skills do not mirror his own. For example, he is admittedly extremely left-brained, so as he added to his leadership team over time, the vice presidents he hired possessed skills that run the gamut in the tools and passions categories. He wanted to be sure he was getting a full 360-degree view of strategies, ideas and effort, rather than hiring leaders who were likely to think just like him on issues and undertakings. Equally important to balancing a team’s left-brained tools and rightbrained passions is the notion of stretching ourselves as individuals to adopt elements we might lack from “the other side.” While Tom’s strongest assets fall naturally on the left side of the scale with hard-wired
analytical thinking and very processoriented action, I would classify myself as falling pretty close to the middle, with attributes from both sides of the scale. A bonus item that he and I both get from being able to give back to our communities is that it enables us the opportunity to work side by side with outstanding leaders of local grass-roots organizations. These wonderful people — many of whom I would say operate more from the right-brained side of the scale — work each day to make our community a better place to live. Their passion and vision inspire us to step out of our more linear boxes, into a world of ideas and possibilities for improving people’s lives, adding to the cultural fabric of our community, deepening its diversity and enhancing its existing beauty. AM: How can a company/airport measure the results of your management philosophy? In revenue? In employee retention? In time spent on projects? Perl: As with any organizational effort, you would understandably want to quantify your results in adopting “Simple Solutions” approaches. In the spirit of the scorecard concept in the book,
you could use one of these simple tracking-type reports to capture updates on both the left- and rightbrained dimensions. Applying green, yellow and red “traffic lights,” you could show progress in each area. For instance, as a rudimentary example, your scorecard could look like the sample shown below. AM: How can the principle of paring down corporate objectives into simple solutions work in a diverse environment such as an airport, which has multiple tenants and businesses, not all working toward the same objective? Perl: Having been closely associated with the Memphis-Shelby County Airport Authority for more than 23 years, I proudly can attest to the fact that not only is it possible to use focused, simple solutions in such a complex environment, it can be done very well and with outstanding results. Moreover, I firmly believe that without consistent bridge building and collaboration among the various stakeholders with whom we operate in the arena of airport management, we set ourselves up to deliver mediocre or poor results for the communities we serve. For example, to ensure that new
Simple Solutions Progress Tracker What is team’s progress in: Left-brained “hard” metrics? Revenue Growth Cost Management Right-brained “abstract” metrics? Retention
rd u
coreca
le s Samp
erl’s sing P
les.
princip
High incidence of outsiders seeking to join the team Team member job promotions both inside and outside of team Employee satisfaction and input surveys
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high-priority matters surface and are given the right priorities, MemphisShelby County Airport Authority President and CEO Larry Cox, A.A.E., collaborates weekly with our partners FedEx, Northwest, the Air National Guard and the Federal Aviation Administration. And we work similarly with our other internal partners, as well as with civic and political leaders to continue building an atmosphere of collaboration and communication that keeps us all focused on the big picture. And our results speak for themselves. In the past few years alone, our intense focus on our core objectives has netted the following: • A beautifully renovated, first-class new terminal with incredible retail and entertainment offerings. • Recognition of Memphis International Airport as the world’s busiest cargo airport for the 16th consecutive year. • A successful land exchange agreement enabling our partners FedEx and the Air National Guard to both spread their wings for future growth. • Receipt of the ACI-NA 2006 Richard A. Griesbach Award of Excellence. • Recognition as Best Overall Concession Program (among all airports) and Best Food and Beverage Program (for medium airports) by ACI-NA. AM: What results has Memphis International Airport experienced from employing “Simple Solutions”? Perl: To build upon my response to the previous question, the strong relationships we’ve built with our world-class partners and our mutual passion for the “Simple Solutions” concepts of collaboration, vision and leadership have not only led us to many substantial successes over the years, but also have prepared us to take on what 34
is probably our most challenging and exhilarating effort to date: the launch of our Aerotropolis initiative. We’re focused on transforming the Memphis area from America’s Distribution Center to America’s Aerotropolis, a shining example of an airport-integrated region extending outward from the airport up to 25 miles, uniting multi-modal transport, airport-linked businesses and their associate residential complexes. Dr. John Kasarda, originator of the Aerotropolis concept and director of the Kenan Institute of Private Enterprise, Kenan-Flagler Business School, University of North Carolina at Chapel Hill, recognized Memphis with the distinction of being North America’s best example of this novel and viable concept. And we’re fully focused on making that happen in the years to come. AM: Since the publication of your book, the principles of “Simple Solutions” have been incorporated into a leadership training program. What does the training program include and how is it structured? Perl: We’re really excited about how the program has taken off — it’s been very well received since its launch last year. F&H Solutions Group, which is a human resources consulting firm formed by the Ford and Harrison law firm, developed and conducts the training. The two-day leadership training program is designed for mid- to senior-level managers or supervisors. The main objective is to teach participants the concept of simplicity and how to use it as the foundation for their leadership skills. It takes deep dives into the five tools and five passions, exploring how to achieve the right combination consistently to get results. Before we begin the actual two-day session, we do an assessment of the organization’s
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culture, so we can better tailor the program to fit the needs of its participants. The program is very informationintensive, but is structured in wellproportioned modules. Each one contains a balanced mix of classroom learning, experiential group activity and hands-on learning, such as participants creating their own action plans and performing self-assessments. AM: Has your management philosophy evolved further since the completion of your book? Perl: For me, getting all of these thoughts down on paper was such a tremendous benefit — working through the content development process with Tom, then actually seeing this philosophy in print helped crystallize and rekindle for me these practices and helped me bring a renewed focus to all of my endeavors. In a way, I’ve been able to take these practices to a new level. As far as additional thoughts to complement the development guidance that we hope “Simple Solutions” provides our readers, Tom and I do have a tenet that we believe is an excellent companion thought to the management preparedness concepts in the book. A best “next step” for those doing all the right things to advance their management careers is this: when you’re ready to put your leadership skills to use, we want to urge you to perform the right level of due diligence in determining where you want to apply these skills. You deserve to lead in an environment that will give you added lift — a first-class organization with exceptional workplace DNA — and one that values a “people first” philosophy, operational excellence and customer focus. AM: Have you received any insightful feedback from readers who
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Answers for America.
Q&A
photo courtesy of laneconstruct.com
memphis International Airport may have experimented with the principles of “Simple Solutions”? Perl: Tom and I have been thrilled with the insightful feedback we’ve gotten from readers — many from places halfway around the world. It’s both humbling and inspiring to hear from people who’ve said that the “Simple Solutions” messages have helped them re-focus their energies and priorities, change direction, or re-discover their passion for the work they were doing. We were absolutely delighted that the first success story we heard about “Simple Solutions” in action was right here in our home town. It was from a gentleman Tom and I not only both know very well, but also truly admire. His name is Doug Browne, and he runs one of the finest establishments not only here, but in my opinion, anywhere. Doug is the general manager of the historic Peabody Hotel in downtown Memphis. The Peabody, renowned for its beauty, grandeur, and wonderful marching ducks, has been a beloved fixture in the downtown landscape and an elegant retreat for guests for close to a century. When Doug came to the hotel five years ago, part of his responsibility was to help the hotel regain its previous Mobil Four-
Star rating, a coveted and highly distinguished rating for hotels of excellence. Only 125 hotels in all of North America can claim this distinction. He and his team went to work, putting in motion massive multimillion dollar renovations throughout the hotel and implementing staff training that adopted the most exacting standards in the industry, mirroring those used by such hotels as the Ritz Carlton and the Four Seasons. As you can imagine, all of this took several years and tremendous effort to complete. Last year, they were re-inspected by Mobil and, to their great disappointment, they were denied the Four-Star rating. Doug and his executive committee were at a loss as to what to do next and actually began working through another management book looking for possible insight. Around that time, “Simple Solutions” was published, and Doug bought and read it. And as he did, he said that a tremendous sense of clarity and focus set in, and he realized what they needed to do. Rather than trying to be “everything to everybody,” he and the entire staff would have a singular focus: to be great at service. He bought copies of the book for his executive team, brought them up to speed on the
“epiphany” that service would be the focus, and each of them took that message to their respective teams. It became everyone’s role to either be taking care of a guest — or taking care of someone who was taking care of a guest. They implemented new, unique customer care efforts, and became so consumed with this new world of service they were creating for guests, thoughts of the Mobil rating soon faded into the background. And, as you might have guessed, that’s when they got it back. The Peabody Hotel now has regained its former status as a Mobil Four-Star hotel. And because Doug is the type of general manager who is so peopleoriented, he loved Tom’s “birthday call” practice from the book and knew he wanted to begin doing that with his staff — of 600 people. He told me it was a bit awkward at first, but only because when someone was called to the phone to speak to the hotel’s general manager, they were worried that something was wrong! And they were relieved and excited when Doug told them, “There’s nothing wrong — I’m just calling to wish you a happy birthday!” And now the calls are incredibly popular and add just a little more enthusiasm to an already supercharged work environment. A
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SustainabilityTrends at Airports
— Reducing Emissions by John Trendowski, P.E., LEED
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T
he aviation industry is experiencing a huge upsurge in the importance of sustainability, climate change and ozone non-attainment. These challenging issues can have a great impact on the operation and potential growth of both large and small airports. With the worldwide concern over global warming and the Environmental Protection Agency’s (EPA) recent lowering of the ozone standard, the issue of airport air quality has grown significantly. One of the most important ways that airports can become more sustainable is to reduce reliance on the combustion of petroleum-based fuel. Emissions from aircraft, ground support equipment, heating systems, shuttles and passenger vehicles all affect regional air quality. Although aviation activity comprises only a small percentage of emissions in a given region, the aviation industry recognizes its responsibility to minimize consumption of natural resources and generation of emissions.
Greenhouse Gas Emissions A 737 burns 800 gallons of fuel per hour. Multiply that by the number of aircraft that take off and land from a given facility in just one day, and the potential for significant emissions is clear. The source of greenhouse gas emissions varies depending on the size, operations and transportation system of an airport. EPA estimates that airports contribute between 3 percent to 4 percent of the nation’s greenhouse gas emissions. And with the cost of oil topping $100 per barrel recently, minimizing fuel is more than just an environmental benefit; it drastically affects an airport’s bottom line.
Fuel Combustion Byproducts The main products of fuel combustion are carbon dioxide and water, but byproducts also include oxides of nitrogen (NOx), volatile organic compounds, particulate matter and carbon monoxide. These products and byproducts affect
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Sustainability trends
both the global and regional air quality. Carbon dioxide is a significant greenhouse gas and a chief contributor to global warming, and NOx and volatile organic compounds are precursors to ground-level ozone and smog. Quantifying greenhouse gases is an important issue for airports to address. Many municipal governments, including Seattle, San Francisco and Denver, now require a climate action plan, and state environmental regulatory agencies are requesting a greenhouse gas inventory as part of a state National Environmental Policy Act (NEPA)like document.
Several airports have provided leadership in reducing emissions by incorporating sustainable design into the construction of new facilities...
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Ozone Standard EPA recently announced new National Ambient Air Quality Standards for ozone, reducing the standard by 0.005 parts per million. While that seems like a very small reduction, estimates are that 345 U.S. counties will be affected — 260 more than the 85 counties still affected by the previous standard. These changes mean that many new airports that have not had to address ozone or be the subject of a conformity analysis will be required to do so before development projects can be approved by FAA. Several airports have provided leadership in reducing emissions by incorporating sustainable design into the construction of new facilities and eliminating sources of combustion. Detroit Metro is implementing many green technologies as part of its new North Terminal project. The airport received more than $5 million in the largest Voluntary Airport Low Emission (VALE) grant issued
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Sustainability trends
to date. The two Metro projects that had the most significant emissions reduction were the use of hydrant fueling to replace the fuel trucks at the airport and incorporating 400-Hertz power and pre-conditioned air into the design of the terminal to replace the use of aircraft auxiliary power units and ground power units. These reductions can save more than 400 tons of oxides of nitrogen over the life of the project. These sustainable principles can offset the growth in air travel, while reducing the effects on the environment and the community. 44
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Significant reductions in combustion emissions also can occur on the landside by investing in public transportation, consolidated facilities and public transport connections to minimize the use of shuttles. Other sustainable measures include converting to more efficient boilers and heating units and use of alternative power-generating equipment. Photo-voltaics also are gaining popularity at airports as a way to generate power to offset the requirements of additional electrification.
The Green Requirement Becoming greener isn’t a choice for airports; it is a requirement. Reducing emissions by minimizing fuel combustion is a major step toward becoming more sustainable. This not only will reduce greenhouse gas, ozone precursors and other atmospheric pollutants, but also will position the airport as a community leader in environmental stewardship. Federal programs such as VALE
are helping to offset costs for emission-reducing projects, and, if the program is expanded to include greenhouse gas emissions, it can have a much bigger impact. Moving forward, airports must be proactive in quantifying their existing emissions, initiating dialogue with regulatory agencies, assessing mitigation projects and funding sources, as well as implementing effective measures as quickly and broadly as possible. A John Trendowski, P.E., LEED, is a managing engineer at C&S Companies in Syracuse, N.Y. He has more than 20 years of environmental engineering experience and recently led the evaluation of emission reduction opportunities at Detroit Metro.
Reducing emissions by minimizing fuel combustion is a major step toward becoming more sustainable.
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FIRSTPERSON
An Airport Magazine Discussion with Brian Reed Brian Reed is senior vice president, aviation for RS+H. AM: AIP is being funded by continuing resolution, without a full multi-year reauthorization. How does this uncertainty and discontinuity impact RS+H and the architecture/engineering/planning segment in general? Reed: Firms will be affected based upon the size of airports they serve, because the larger the airport the less dependent it is on AIP to fund its capital improvements program (CIP). The most recent FAA data indicates that AIP grants fund 14 percent of the CIP for large hubs, 14 percent for medium hubs, 47 percent at small hubs and 59 percent for non-hubs. Data on general aviation airports is not readily available, but it is logical to expect AIP to fund more than 80 percent of their CIPs. Obviously, firms that work at primarily large airports will experience little slowdown. Conversely, firms that serve primarily GA airports could really feel a pinch. RS+H’s experience is that our clients are proceeding with architectural, engineering and consulting assignments. Actual construction, however, is uncertain for some projects. We have not yet experienced a slowdown, and we have a good mix of all airport sizes, but we recognize that if there are prolonged gaps in AIP, the growth we have enjoyed over the past several years could be affected. AM: Environmental consciousness — from cutting jet engine emissions to building greener airports — is one of aviation’s hottest topics for 2008. How is the movement affecting RS+H, and what kind of projects is the company involved in that have a green component? Reed: As the green movement progresses in the aviation industry, we all must understand what it means to be green. RS+H is well positioned because we already have been doing what the world now calls green. For example, we have had an energy conservation consulting practice for 20 years. It provides service to a variety of public and private clients, such as U.S. embassies and military bases all over the world, as well as many airports that we serve. One example is Orlando International Airport. RS+H was retained last year for such services and immediately found cost savings that far
exceeded our entire project fee. Twenty years ago these services were used for energy consumption reduction to save costs. Today, it’s a combination of saving costs and reducing demand for energy supplies — direct proof that green is good business. There are many other design approaches that we have long followed, such as pavement recycling and terminal materials selection, that are now also considered as green. All firms need to look at their project portfolio and determine what they have been doing well, and where they need to improve. Some will need to play catch-up. Sustainability, or being green, extends beyond what a consultant does for its clients. It also applies to the firm and its employees. Last year, RS+H established a sustainability task force to focus internally. It looks at every aspect of the company, such as recycling, design systems and the vehicles we lease on project sites. The committee is led by a senior executive with the authority to make things happen and consists of representatives from each business unit. These associates were selected because they have a passion for sustainability regardless of their experience level or tenure. It’s the passion that we want. Sustainability is here to stay. It should be embraced.
Brian Reed
AM: Besides the green movement, what are some other high-profile topics you expect to emerge in the next few years? Reed: The aviation industry is an exciting place to work because it is always evolving. There are many emerging topics, some of which have been around for a long time but are becoming increasingly important. In no particular order, they include: • Airport alternative funding and migration away from AIP dependency. • Mergers of the major airlines might actually happen. Which hubs will be closed, what will flight service look like to hundreds of other airports, and what airport congestion problems will result? • Airports taking over ground services that have traditionally been provided by airlines. • Airport and airline common-use facilities are growing in acceptance and popularity. AirportMagazine.net | annual conference 2008
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FIRSTPERSON
• Continued growth in regional jets and the initiation of Very Light Jets, and the resulting airport operational impacts and facilities needs. • Airlines reversing trends and reemerging as design/construction owner and manager. • Super low-cost carriers and the super low-cost facilities they require. • Alternative facility improvement delivery methods, particularly construction manager-at-risk, publicprivate partnerships, design-build and privatization. • Expanded environmental legislation, particularly relating to air emissions and burdens on airports. • Alternative jet fuels and facility requirements. • Assessing noise impacts below the 65 DNL contour and the legislative, community, operational and cost associated with it. • Airline seat capacity reductions and the possible impacts to passengers and airports. • Consultant mergers. AM: Turning to RS+H, what are some of the new and/or high-profile projects that the firm will tackle this year? Reed: I am proud that RS+H has a culture that every client and every project is critical to our future success and deserves our absolute best service. We have been able to maintain nearly a 99 percent client retention rate for years now at all sized airports throughout the U.S. and internationally. We put the same commitment into a small project at a regional general aviation airport as we do a large project at a large hub commercial service airport. Because of that, it’s difficult to select just a few projects. We have a lot of great projects. It is an exciting time. With regard to high-profile projects, there is Chicago’s multi48
billion dollar O’Hare Modernization Program where RS+H is the lead firm of a large consulting team for engineering projects. One very important project to our client and the entire state of Oregon is at Portland International. We are preparing an environmental assessment to extend the airport’s secondary runway to the length suitable to their international cargo carriers (Air China, Lufthansa and Northwest) for use while the primary runway is closed for six to eight months for reconstruction. An interesting master plan we have underway is at Chattanooga (Tenn.) Metropolitan Airport. After 30 years of consistent-level passenger traffic, the airport has attracted two low-cost carriers. It is interesting to help them balance short-term immediate facility needs, funding levels, airline start-up predictability and public perception. We are also in the midst of planning for commercial aerospace traffic. RS+H has a sister business unit to its Aviation Program called the Aerospace and Defense Program. It has been the on-call general consultant to NASA for more than 45 years, and has designed the launch facilities for Mercury, Gemini, Apollo, Shuttle and now the next generation vehicle Constellation. The two programs are working together to plan facilities and airspace patterns, as well as obtain environmental and airspace approvals and permits. RS+H has a long tradition of designing award-winning terminals. Large new terminals or expansions and renovation of existing buildings are all exciting projects. Particularly challenging are entirely new terminals at small hub and non-hub airports. The need is to balance funding limitations, cost of a new site, functionality, sustainability, and the desire to represent the community as its front door. RS+H
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has several of these projects, such as St. George, Utah; Peoria, Ill.; Springfield, Mo., and Midland/Bay City/Saginaw, Mich. AM: In the aviation segment, RS+H is perhaps best known for its architectural and planning activities, but you provide many more services for airports. Can you talk about a few of them? Reed: RS+H as a company is organized around our client types. We avoid the limitations of geography and discipline-based structures. Each aviation person is a full-time career aviation expert who works with other employees within the Aviation Program under a consistent vision and standard procedures. The Aviation Program is a stand-alone business unit, independent from any other, and is the second largest in the company. Just as the company is focused on clients, the Aviation Program is organized around the services our clients need from us. Therefore, we have four service groups: airfield, buildings, environmental and planning. We are proud to maintain our long heritage of strong architectural and planning talent. However, today our airfield service group has grown to be as large as our buildings service group. Each service group has the full range of disciplines and talent, so we can provide virtually any type of facility development service an airport needs, including many nontraditional ones. We believe this client-focused emphasis, and the extremely talented associates that thrive within such a structure, are the core reasons RS+H has enjoyed such great success in growth, client satisfaction, recruiting, staff retention and quality service. It’s a great team to be a part of and a great place to build a career. A
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Inside AAAE
AAAE
DELIVERS
FOR AIRPORT
EXECUTIVES Experienced Washington Representation
With more than a century of combined service representing airport executives before Congress and federal agencies, AAAE’s dedicated and experienced staff delivers results in Washington. Over the past decade, AAAE has helped to shape critical policies defining the relationship between airports and key federal agencies, including TSA and FAA, and has led efforts that have produced a doubling in the size of the Airport Improvement Program, a 50 percent increase in the federal cap on PFCs, and billions of dollars in funding for inline explosives detection system (EDS) installation in airports.
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Innovative Solutions to Regulatory and Operational Challenges
Faced with strict security mandates following 9/11, AAAE created the Transportation Security Clearinghouse (TSC) to more efficiently process criminal history background checks for aviation workers. In fewer than eight years, TSC has handled more than 4.5 million biometric and biographical background checks for aviation workers, saving the industry millions of dollars and countless hours of lost time on the job. On the training front, AAAE has developed a diverse set of computer-based training tools to deliver valuable instruction to airport workers, including customizable Interactive Employee Training (IET) systems, Web-based ANTN Digicast, the newly developed Learning Management System for airports, and the pay-by-lesson ARFF training series. AAAE offers a variety of flexible products to meet the needs — and regulatory requirements — of airports large and small.
Training and Professional Development The patented IET system has delivered more than 1 million sessions to almost 300,000 industry employees and maintained records to allow airports to comply with federal regulations on training and recordkeeping.
More than 2,400 users at 200 subscribing airports log into ANTNDigicast.com and conduct training, anytime, anywhere, using only a computer and an Internet connection. In 2007, nearly 10,000 industry
executives attended more than 90 meetings hosted by AAAE. Each event offered education and networking opportunities that are key to helping airports improve their operations.
photo by bill krumpelman
A Proud Past, a Bright Future
its eight decades of existence, AAAE has grown to Over become one of the largest and most influential associations in Washington, ranking in the top 1 percent of professional trade associations in terms of budget and staff. AAAE’s strong financial footing and the unique culture established by generations of exceptional leaders ensure that the association will continue to provide airport executives for many years to come with exceptional representation, innovation, training and member services, including a scholarship program that awards more than $200,000 to deserving students annually.
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Inside AAAE photo by bill krumpelman photo by daryl humphrey
TSC: Increased Security, Efficiency for Airports Since 2002, AAAE’s TSC has helped to make airports safer and more efficient through its airport-led vetting service that bridges the gap between complex federal background checking systems and local access control and badging programs. Arguably, airport industry leadership through the clearinghouse has resulted in the biggest anti-terrorism impact per dollar of any program launched in airports since 9/11. Since that time, more than 3 million individuals have been vetted against federal criminal and terrorist databases with less cost, implementation time and quicker results than any other comparable vetting program of its kind in the U.S. With its focus on airport priorities, cost reduction and process efficiencies, the clearinghouse has achieved hundreds of millions of dollars in operational savings for airports over the past six years by minimizing employee time spent waiting for background checks and away from their jobs. 54
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Clearinghouse operations allow for direct cost savings to airports through quality controls producing industry-low error rates. This virtually eliminates the need for airport badge holders to return to airport offices and unnecessarily pay to resubmit their fingerprints to the government. Additionally, the clearinghouse has reduced its fees twice since its inception, while enhancing services. The clearinghouse is positioned strategically to protect and advance airport interests. By knowing the players, and understanding and affecting the policies and technologies that impact airport badging programs, the clearinghouse enables airports to navigate through, and comply with, complex, time-sensitive government and technical mandates. The clearinghouse is an important part of AAAE member service that compliments the association’s advocacy efforts in Washington. Through operational leadership, it constantly places the priority on the needs of airports, not on “one-size-fits-all” government programs. Its mission is the same as the individual airports that it serves: efficiency, security and customer service. Through innovative solutions and airport-specific expertise, the clearinghouse puts airport interests first, saves time and reduces costs.
It’s been a landmark year for AAAE’s IET system. New course offerings, improved video graphics and animations, and a new approach to tech support make it an exciting time to be an IET user. To top it all off, AAAE has celebrated the IET system’s one millionth training session. In the employee training world, that’s a pretty big number, and it’s a significant milestone for AAAE members and IET users this year. For persons unfamiliar with what IET is and what it does, the patented IET system is a customized, computer-based training with full-screen digital video that can be used to train and test airport employees on any topic. IETs are ever-changing based on clients’ needs, since the training content is videotaped at the airport and can be revised to reflect changes in federal regulation and airport facilities. The IET system automatically records and tracks test results on a realtime basis. Training records are stored in a secure application service provider (ASP) maintained by AAAE and are available instantly to authorized airport personnel. The system is eligible for funding from AIP grants and PFC revenues. Some of IET’s new courses include Fuel Handler Safety, Electric Cart Driving and Customer Service. Airports also have expressed interest in Part 139 training this year, with numerous airports lined up to receive the course. Part 139 is the most in-depth training offered on the IET system to date, and now AAAE is making it even better. AAAE has developed advanced animations and graphics depicting the little-understood Part 77 regulations, which will be incorporated into the existing Part 139 course material. AAAE also is set to deliver the biggest Part 139 project to date, which was customized to reflect the unique needs of Alaska’s 19 DOT-certificated airports. The IET team constantly is looking for ways to improve customer service as well. That’s why IET tech support has been upgraded through the use of LogMeInRescue.com. IET users can now simply sign on to LogMeInRescue. com with a PIN (an Internet connection is needed), and instantly be connected to an IET tech. By viewing your system remotely, the IET tech is able to see first-hand what the problem is and how to fix it. That means faster service and faster solutions for the IET customer. It’s also been one of IET’s busiest years ever. More than 450 IET workstations are installed at airports nationwide, and a recent count of individuals trained on IET systems reached 287,000. That’s more people than the current population of Newark, N.J.
photos by bill krumpelman
IET: One Million Training Sessions and Counting!
AAAE By The Numbers Airport members: 3,036 Airports represented: 850 Total members: 4,973 Corporate members: 628 Airports using IETs: 82 Total IET training sessions delivered: More than 1 million Individual airport workers trained on IET: 287,000
Airports subscribing to Digicast: 204 Individual Digicast users: 2,448 Meetings held in 2007: 93 Meeting attendees in 2007: 9,634 Registered Traveler background checks processed by TSC: 120,000 Airport worker biometric background checks processed by TSC: 3,137,000 Airport worker biographic background checks processed by TSC: 1,400,000
Legislative Alerts delivered to members, June 2007-May 2008: 112 Hearing Reports delivered to members, June 2007-May 2008: 48 Regulatory Alerts delivered to members, June 2007-May 2008: 49 Security Alerts delivered to members, June 2007-May 2008: 48
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