Summer 2011

A Quarterly Publication of the Airport Consultants Council

Consulting

Are Airports Non-Places?

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

S
page 4

ocial scientists view airports as quintessential non-places. Places communicate identity, social meaning and history while non-places, lacking these attributes, are held to be anonymous, disorienting and off-putting. Airports and the larger surrounding airport cities are not limited to being anonymous and without meaning. Identity and meaning need to stem from the users and their activities, supported by the urban design work of architects and planners rather than from creating distant historical allusions and local programs.

Traditional Approach
In response to the non-place criticism, airport executives, planners and architects have attempted to infuse terminals with local identity and symbolism. Naming or renaming the airport or terminal, local food and specialty shops and focused public art programs are three prominent strategies currently being used to achieve this goal. The easiest and most common strategy, naming, creates ties to people and history and thus identity. For example, Ronald Reagan National Airport evokes stronger meaning than the name National Airport.

Likewise, John F. Kennedy International Airport or even more so, JFK creates associations that Idlewild, the airports former name, never had. The second strategy, creating commercial space in airports, has likewise been an integral component to creating community significance for many years. A growing number of airport restaurants were elevated from nameless cafeteria fare to franchise restaurants as the amount of passengers increased, but sameness persisted. As a result, Memphis barbecue, Philly cheese steaks and Indy 500 Authentics can now
See Airports on page 16

page 6
Consultant perspective: Many Shades of Green Ahead

page 12
Photo review of ACC/AAAE Planning, Design & Construction Symposium

Special Feature: Reduce Divergent Networks and Increase Airport Efficiency

Executive UPdate

The past is the past, and the future is ours to create

Aviation practitioners in todays marketplace Increased construction management-at-risk, are perhaps more greatly affected by the politi- once limited to private industry, is now being cal and economic climate than at any other time used more and more in the public sector, as in the industrys history. Funding bills, political owners increasingly transfer the risk to condebates and stakeholder demands are requiring sultants while maintaining speed to market. owners, developers, consultants, suppliers and And public-private partnerships (P3), while no contractors to have the ability to adapt, build longer an unknown entity, are still a relatively innovative partnerships and take greater risk. small factor in the U.S. airport market. In my own history with the ACC, I have The global market is a different story. A reason routinely seen the debate of the merits of for this disparity between U.S. and global federal funding bills arise. However, this year, practice may be that P3, or any private investwith 18 authorization extensions for the FAA ment for that matter, requires a solid revenue/ a staggering number for any government return stream for which airports can be very agency this is no longer breaking news, but favorable (depending on size and other factors). rather has become the norm for our respective For example, diverse sources of equity capital companies. The political debate may change outside the U.S. are now available, as witnessed with every election cycle, but the result is by a U.S. pension fund that recently bought 12.7 the same. We wait. We see how the federal percent of UKs Gatwick Airport. Developers, funding bills fall far short of needs, and then concessionaires and contractors are becoming we decide how to make up the balance. While it more involved in the investment side of public is difficult under todays short-term demands of infrastructure, either as a donor or receiver, private or public shareholders, a paradigm shift again changing the way projects are viewed and in how we conduct our business must and will eventually built. In fact, Engineering Newstake place to make up for those shortfalls we Record predicts that the continuing budget shortfalls in state and local governments will see every year. cause many design and construction firms to explore P3 options to move projects forward. Curr en t M ar k e t pl ace The recession has had little regard for markets This will likely follow the same growth path and geography, and it has forced numerous that weve seen in recent years with the gradual changes, to the point of extreme austerity, in the and now accepted trend toward design-build as overall transportation and airport development an alternative delivery model. markets. When federal funding was more plentiful, we saw owners share the work between Public fin a ncing a nd indus try multiple constituents. Now, we increasingly see consolidation the bundling of projects to create economies Budget difficulties will either force new ways of scale under tighter budgets impacting con- to fund projects or will lessen the standards sultants, contractors and suppliers alike. This, for acceptable infrastructure conditions. Along in turn, has led to an increased willingness to with increased population growth, these fundadopt design-build and other alternate project ing issues will further escalate congestion in delivery mechanisms. Last year, more than 100 all modes of transportation. Added to these pieces of state legislation passed to widen au- difficulties is the political process of financing thorization for public-sector design-build, says the nations infrastructure. An example is the Richard Thomas, vice president of the Design- federal gas tax, which currently sits at 18.4 Build Institute of America, in Washington, D.C. cents/gallon and hasnt changed since 1993, forcing states and municipalities to implement The recent recession has also led to desperation their own increases or find alternate ways to pricing among contractors, as businesses fight fund improvements. The same holds true for to stay above water in the face of significant Passenger Facility Charges (PFCs), which have competition. Moreover, we are now seeing not been raised since 2000. foreign constructors and suppliers enter the U.S. market in a more significant way, changing As an alternative to break out of the historic industry practice even further. funding stalemate, the Obama administration
See Executive Update on page 19

Terry A. Ruhl, P.E. CH2M HILL ACC 2011 Board of Directors Chair

<<< COVER PHOTO Panatropolis, Panama ser ves as a model of 21st centur y airpor t edge cit y design as it is being developed nex t to Panamas Tocumen International Airpor t.

Consulting, Summer 2011

Table of contents Summer 2011

...delivering excellence in airport development

ACC 2011 Board of Directors

Chair Terry A. Ruhl, P.E.
CH2M HILL

A Quarterly Publication of the Airport Consultants Council

Consulting
Inside This Issue
89 Member Spotlights 
This issue highlights ACC Executive Member The Sheward Partnership, LLC and ACC Associate Member Quantum Secure, Inc.

Delta Airport Consultants, Inc.

Vice Chair Courtney A. Beamon, P.E. Secretary/Treasurer Andy Platz, P.E.

Cover Story
1 Are Airports Non-Places?
By Stephen J. Appold and John D. Kasarda, University of North Carolina at Chapel Hill

Mead & Hunt, Inc.

Immediate Past BOARD Chair Ronald L. Peckham, P.E.

C&S Companies

Board of Directors Michael R. Arnold, LEED AP

ESA Airports Blast Deflectors, Inc. Parsons Brinckerhoff

Executive Update
2 The past is the past, and the future is ours to create
Terry A. Ruhl, CH2M HILL, ACC 2011 Board of Directors Chair

10 11

Summer Workshop Series Security Technology Day Out & About with ACC
ACC/AAAE Planning, Design & Construction Symposium

Don Bergin

12 13 ACC Events Photo Review

Roddy L. Boggus, NCARB, AIA Carol Lurie, LEED AP, AICP

Vanasse Hangen Brustlin, Inc. Paragon Project Resources, Inc. Federal Advocates, Inc.

14 15 ACC Members

Enrique M. Melendez A. Bradley Mims Kevin Quan

Special Feature
45 Are You Service-Oriented? Reducing Divergent Networks to Increase Airport Efficiency
By Mitul Patel, Motorola Solutions

New Members On the Move And the Winner Is ACC Updates

ESCO-Zodiac Aerospace

16 17 Cover Story
(continued from page one)

Marion Kromm White, AIA, NCARB, LEED AP

Gensler

18 19

Solomon Wong

Call for Nominations Speas Airport Award ACC Upcoming Events Executive Update
(continued from page two)

InterVISTAS

ACC Staff
Paula P. Hochstetler
President Executive Vice President Director, Programs and Finance

Consultant Perspective
67 Many Shades of Green Ahead
By Jane Ahrens, AIA, LEED AP, Gresham Smith and Partners

20

T.J. Schulz

Sharon D. Brown

Cumulative Impact Claims: Hard To Describe, Even Harder To Prove

By J. Kevin Bridston, Chair, Construction and Design Litigation Group, Holland & Hart, LLP

Coordinator, Marketing and Membership

Emily VanderBush John B. Reynolds Stay current on ACC News

Coordinator, Communications

AirportConsulting
Assistant Editor John B. Reynolds Editor T.J. Schulz

AirportConsulting is published quarterly. The next issue will be distributed in August. For advertising information, contact Emily VanderBush at 703-683-5900. Please send your feedback, comments or suggestions to the editor at: Airport Consultants Council, 908 King Street, Suite 100, Alexandria, VA 22314, or email [email protected]. 2011, ACC
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s pe c i a l f e a t u r e By Mitul Patel, Motorola Solutions

Are You Service-Oriented? Reducing Divergent Networks to Increase Airport Efficiency

he air transport industry has a highly mobile workforce with millions of individuals at airports that must quickly access and act on real-time information. These needs create a complex and dynamic workflow that must be carefully managed. However, even with recent technology advancements, many business processes remain static and paper-based, reducing efficiency and effectiveness while increasing inaccuracies and cost. In many of todays airports, different constituencies have separate communications networks and platforms. That variation inevitably leads toward too many people spending too much time trying to use, manage and coordinate platforms.

Create Service-Oriented Networks

In service-oriented networks, IT designers create an architecture that allows the common use of a core system of converged services including voice, video, real-time location services, deployed mobility and sensor arrays. These are used by virtually every application in the airport and in nearly every environment from control tower to terminals to maintenance to security. The benefits are significant: seamless highspeed connectivity and interoperability among all crucial constituents. The results are just as significant: faster, more efficient performance, improved airside and landside operations, enhanced security, reduced costs and higher customer satisfaction. As airports begin moving to the transportation hub/destination model, they are finding that a wireless platform enables the network and its IT support to more closely align with the communications needs of every constituent from the business organizations that run the airport to the commercial businesses and other constituencies that share the system. The wireless platform also facilitates the goals of both passenger and cargo operations: the safe, secure movement of people, baggage and goods as fast and as efficiently as possible. A wireless platform approach eliminates the need for upgrading and deploying miles and miles of physical cable across the airport. Operators are replacing or ex-

tending difficult-to-deploy wired networks with equally powerful and reliable but much less disruptive and costly serviceoriented wireless networks.

Focus on Security
Because of increased security and flight delays, people are spending more time in airports. Security technology solutions are being implemented for threat detection and multi-channel response. Wireless networks enable real-time capabilities through a variety of advanced fixed, mobile and application-specific functions. Among the most important are:
Command and Control Systems An end-to-end wireless system leads to a command and control infrastructure that provides for all voice, video and data to be backhauled to a centralized Command and Control Center for decision support and coordination of activities from a wide variety of resources. The command and control network enables real-time management of all security issues and facilitates voice dispatch, text messaging dispatch and computeraided dispatch (CAD) systems to speed and optimize response. Radio Syst ems f or Emergency Responders Over the years, radio systems dedicated to two-way voice services have helped most airports coordinate the activities of emergency responders. Now, however, as airport police are seeing more and faster access to data and information

Thats where the service-oriented network comes into play. Airport workers no longer need to piece together a solution themselves or to be concerned with device obsolescence and software patching. They now have the ability to swap between different wireless networks and use devices in online or offline mode. The networks are combined with rugged devices that are designed with the mobile airport workers needs in mind and are available in a wide range of form factors. The combination of functionality and durability enhances the user experience and increases productivity throughout the workforce.

Consulting, Summer 2011

 It is vital that the industry embraces mobile

To help transform inefficient and costly business processes, SITA and Motorola Solutions jointly developed a real-time solution designed specifically for the air transport industry that connects mobile workers at airports to back office systems simply, cost-effectively and securely. The Mobile Workforce Solution is an end-to-end managed service for mobilizing airport workers which leverages existing investments in business applications to save money and improve productivity. The solution combines Motorola and SITAs ability to mobilize all types of applications and manage wireless connectivity. Key improvements to and significant business benefits based on a 2010 SITA Benchmark and Pilot Study include: Reducing aircraft turnaround times by up to 50% Speeding up passenger check-in: up to 147 passengers can be boarded in 12 minutes Achieving up to 10% savings in workforce labor cost Increasing revenues by up to 20% through improved billing accuracy

technology for the workforce. Inefficiencies have been shown to cause 333 days of aircraft delays in the USA alone each year and between 5 10% of ramp operations workforce time is wasted due to lack of on-time/real-time information.

Gregory Ouillon Vice President, Portfolio Management & Consulting, SITA

in the field, many of these radio systems of the past are being augmented or replaced by updated digital systems. New digital radio technologies operating on wireless networks advance intelligence at the emergency responder and command levels and are critical in facilitating the force multiplier effect of effective communications. Intelligent Video Surveill ance Todays intelligent video cameras integrate with the services-oriented network to provide real-time images from perimeters and other remote or especially vulnerable areas of the facility. Video solutions can include infrared and thermal imaging for night surveillance. Video surveillance also contributes to more effective management of traffic into and away from the airport. In addition, todays video analytics and forensics capabilities allow for both real-time and post-analysis of data. M o b i l e D ata C o mm u n i c ati o n s Mobile connectivity empowers safety and security personnel to assess and address situations in real time through in-vehicle and handheld devices with data capabilities. The mobile network provides the ability to see or capture streaming video, is vendor- and frequency-agnostic and compliant with

interoperability standards, allowing real-time communications with local police and other public safety organizations. Benefits include improved situational awareness, streamlined methods of calling for backup if and when it is needed and tight integration with the on-airport CAD function. Edge Sensors An edge sensor network layer enables the airport operator to constantly monitor perimeters and includes connectivity solutions for surface management systems, biological, chemical and radiological sensors, shot detectors, underwater systems, highway sensors, gate/doorway and other layered technologies that enable advanced intrusion prevention, detection and response. All of these technologies can be deployed on and off airport property and connected to centralized functions without wires.

Conclusion
More than ever, todays airports rely on communication to be secure, complex, high-functioning environments. The endto-end wireless network provides a blueprint for combining divergent environments and creating a functional airport interoperability plan for better communications and overall efficiency.

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C o n s u l t a n t P e r s pe c t i v e

By: Jane Ahrens, AIA, LEED AP, Gresham Smith and Partners

Many Shades of Green Ahead

esigners and their airport clients are fully aware of the environmental and financial benefits of healthier buildings. Demand for such facilities continues to grow as airports realize energy, water and other resource savings. To help meet these goals many airports are either voluntarily or by mandate designing and building facilities to achieve LEED certification, or are adopting building codes and standards that are intended to target energy efficiencies and other sustainable features. Significant changes are on the horizon for the LEED rating system and various sustainability focused codes and standards that will further impact the design and construction of airport buildings.

to many airport projects. In the near future many municipalities will likely be adopting some form of new, much stricter energy targets being developed by The International Code Council (ICC), called the International Green Construction Code (IGCC). Remarkably, this new code will exceed the minimum baseline performance of the 2006 IECC code by 30 percent. Close to 1,500 cities, counties and airports and other entities have voiced public support for this new code. In anticipation of its approval, Rhode Island has identified it as an equivalent standard in compliance with requirements that all public agency major facility projects be designed and constructed as green buildings.

mandatory and voluntary. Mandatory standards are typically set by the government while voluntary standards are not typically regulated by the government or required by a given industry. Interestingly, USGBC participated in the development of an alternate compliance path to IGCC: ASHRAE Standard 189.1, Standard for the Design of High Performance, Green Buildings Except Low-Rise Residential Buildings. This standard is a set of technically rigorous requirements, which, like the IGCC, covers criteria including water use efficiency, indoor environmental quality, energy efficiency, materials and resource use and the buildings impact on its site and its community. However, it is partly intended for organizations responsible for the development of voluntary building rating systems. It is therefore potentially relevant to airports. Rhode Island uses it as the other acceptable compliance path to green buildings.

Maryland has gone a step farther in adopting IGCC as an alternative to the Maryland In the world of airport development proj- Building Performance Standards (MBPS) ects, a variety of rating systems, codes and and amended the definition of high perforstandards come into play (see sidebar). mance building to include a building that Of course one of the best known rating complies with the requirements of the IGCC, States, municipalities and/or quasi-governsystems is LEED (Leadership in Energy & hence making it applicable to all owners, mental agencies that may be outside code Environmental Design), an internationally not just the state. The City of Richland, requirements can implement this standard recognized voluntary green building certi- Washington became the first local govern- rather than pursuing LEED certification or fication program that was developed by the ment to adopt the IGCC last August. Dallas adopting IGCC. It provides a standard in U.S. Green Building Council (USGBC). considered the adoption of the IGCC code code language that may be easier to impleas an extension of its Green Building Code ment administratively, but is not necessarily Whether or not LEED certification is being which is currently based on the LEED sys- easier to implement through design and consought, most airport projects are subject tem, but instead opted to work on a regional struction. The U.S. Department of Energy to meeting codes which are a minimum approach through the North Texas Council (DOE), through the National Renewable requirement that are linked to a law and of Governments once the final version of the Energy Laboratory, estimated that Standard therefore must be met. The International code is published in March of 2012. 189.1 could achieve a 27 percent weighted Energy Conservation Code (IECC) is average in energy savings over the ANSI/ the energy efficiency building code most In addition to voluntary rating systems and ASHRAE/IESNA Standard 90.1-2007, even frequently adopted by states and applicable codes, there are standards which can be when applying only the minimum set of

Rating Systems, Codes & Standards

Consulting, Summer 2011

Rating Systems, Codes & Standards

LEED Leadership in Energy & Environmental DesignRating/credentialing system, www.usgbc.org USGBC U.S. Green Building Council, www.usgbc.org IECC International Energy Conservation Code ICC International Code Council, www.iccsafe.org IGCC International Green Construction Code, www.iccsafe.org ASHRAE American Society of Heating, Refrigerating and AirConditioning Engineers, www.ashrae.org ANSI American National Standards Institute, www.ansi.org IESNA Illuminating Engineering Society of North America, www.iesna.org EPA Environmental Protection Agency, www.epa.gov DOE Department of Energy, www.dot.gov

prescriptive recommendations. Clearly, the standard is robust.

Future Directions in LEED

While it may appear that the USGBC helped establish LEEDs replacement by assisting Enhanced commissioning currently in the development of Standard 189.1, recall In keeping with the continuous improvement entails increased involvement of the that the purpose of LEED is to help raise the of LEED, the industry should be prepared commissioning agent and additional minimum code and standard requirements for enhanced energy requirements relating activities for verification and tracking so that more meaningful progress can be to the move from ASHRAE 90.1 2004 to made at the leading edge. As it stands now, the ASHRAE 90.1 - 2007 standard. This after the performance period. This will the LEED system rewards actions that are critical refinement will help clarify outdated expand to include subterranean waterbetter than code, but are not necessarily statistics and confusion regarding enhanced proofing and penetrations, exterior wall representing sustainable practices, i.e. zero energy targets that were once available assemblies and fenestration systems, above grade penetrations, and storm impact. The future goal of LEED is to points, but have over time grown to become require zero negative environmental impact prerequisites due to aggressive benchmarks water control with removal systems and associated pumping systems. for a certification, but first, two things must established by ASHRAE, EPA and DOE. happen. Code minimums need to improve to the point that the overall building stock Commissioning Conclusion works toward reduced impact, and the cost Another important arena relating to design- As the aviation industry strives to do more with differential between a LEED and a code ers and their airport clients is the changes less while still being a leader in environmental facility cannot exceed what those construct- that impact commissioning. The LEED responsibility, some of the changes will be biting the top 25 percent of buildings (what the commissioning process refers to a third- tersweet. Aviation design projects will continue USGBC is targeting with LEED) are willing party reviewing and verifying that intended to stress the commitment of organizations and to pay. systems have been designed, installed and differentiate leaders from followers. Hopefully, are operating according to their intended the future will provide a LEED for Aviation standard or similar acknowledgement of the A major overhaul like the transition from performance. industrys unique challenges, opportunities LEED 2.2 to LEED 2009 will not be repeated. Instead, continuous improvements Previously, fundamental (required) com- and interest in achieving the optimum outcome to LEED will be made using a refinement missioning was a prerequisite, enhanced when taking into account the plethora of releprocess assessing further credit alignments, commissioning was a credit, and envelope vant factors. Regardless, as code and standard impact categories and credit weightings, commissioning was an exemplary perfor- requirements are raised through various rating green building codes and, most important mance point. The focus of the scheduled systems, those involved in airport development for aviation, project type adaptations. change to the LEED commissioning process projects, including airport clients and agency Project type adaptations are important to is on overall building performance through partners, will benefit as the industry shifts the aviation industry because LEED has an integrated evaluation of all systems. from a focus on building performance to truly been used for years at airports, even though sustainable structures a goal that can only be Fundamental commissioning will ex- accomplished once zero impact buildings are it does not address many of the subtleties of pand to include the building envelope, achieved. terminals and airport operations. As more

airport terminals become LEED certified, strategies that are counterproductive to aviation, such as residential proximity and wildlife habitat, may be addressed and refined by the USGBC.

plumbing, irrigation systems, cooling towers, rain water harvesting and onsite wastewater treatment in addition to the current HVAC, lighting, domestic hot water and renewable energy systems.

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member spotlight

ACC E x e c u t i v e m e m b e r

T h e S h e wa r d Pa r t n e r s h i p, L L C

2300 Chestnut Street Philadelphia, PA 19103 United States Tel: (215) 751-9301 Fax: (215) 751-9302 Email: [email protected] www.theshewardpartnership.com

Prepared by Michael W. Pavelsky, AIA, LEED AP BD+C, Sustainability Director

he Sheward Partnership is an architecture, planning and sustainability consulting firm consisting of highly qualified architects, planners and sustainability experts dedicated to creating environmentally sensitive architectural solutions that respond to client needs. A service-oriented firm, Sheward strives to provide personalized solutions to every client and every project. The dedication of the staff is what truly makes the Sheward team so unique. The firm boasts a core of key staff that not only have extensive experience, but who have been collaborating on projects as a team for upwards of twenty years. This core is complemented and challenged by talented new hires as the firm continues to expand and diversify. The team is led by involved managing partners who make every effort to provide the latest technology, design tools and information available to the staff in a comfortable, energized office environment. Since the firms founding in 1977, The Sheward Partnership has designed over $1 billion worth of construction with the majority of this construction focused in the aviation sector. In addition to the Principals of the firm, Mr. David N. Scheuermann, AIA and Mr. Michael Sheward, associates within the firm have over 50 combined years of senior level architectural experience with The Sheward Partnership leading complex projects. The balance of The Sheward Partnership staff is composed of talented, energetic, design and administrative personnel who are dedicated to the service of our clients. Leaders in airport facility design, The Sheward Partnership has been responsible for leading and delivering large-scale, complex airport projects.

The strength of the firms aviation portfolio lies in the ability to successfully manage the design process and the design team with the singular objective of meeting a clients goals and expectations. Aviation clients include Philadelphia International Airport, Baltimore/ Washington International Thurgood Marshall Airport, Ronald Reagan Washington National Airport, Washington Dulles International Airport, Atlantic City International Airport, and Harrisburg International Airport. The Sheward Partnership has also designed and delivered substantial construction projects for numerous domestic and international airlines. Complementing its extensive aviation experience, the firm is a leader in sustainable design, having managed the LEED certification process on nearly 200 projects seeking certification. To date, these projects represent over $1.5 billion worth of construction, with an excess of over 9,000,000 square feet. Having designed, managed and delivered LEED projects in nearly all LEED Green Building Rating Systems, the team has specific knowledge of integrating sustainability measures into complex airport projects. The Sheward Partnership is responsible for the design and sustainability measures integrated into the first two LEED certified projects at The Philadelphia International Airport, the first to be completed later this year. The Sheward Partnership is headquartered in Philadelphia, with an additional office located in Baltimore, MD. Please visit The Sheward Partnership website at www.theshewardpartnership.com

Consulting, Summer 2011

ACC a s s o c i a t e m e m b e r

member spotlight

Q ua n t u m S e c u r e I n c .

100 Century Center Court, Suite 501 San Jose, CA 95112 United States www.quantumsecure.com Laurie Aaron, Vice President of Government Relations Tel: (860) 295-8652 Email: [email protected]

ounded in 2004, Quantum Secure entered the market as the first Physical Identity and Access Management platform. Today, the SAFE software suite remains the leading solution for managing identities and provisioning access in physical security infrastructure and customers range from large international airports to highly secure government agencies and Fortune 500 global corporations.

Quantum Secure SAFE for Airports Solution Airports exhibit one of the most complicated scenarios to administer restricted-area access control, identity verification and issuance of an access credential. Various airline employees, vendors and tenants need to be authenticated at all times, and their physical access rights need to be controlled and managed dynamically based upon their role and the policies that affect their access. Many airports have siloed systems and processes used to manage employee credentials for facility access. Agencies that issue transportation authority clearance, including the Transportation Security Administration (TSA) or Canadian Air Transport Security Authority (CATSA), and grant access to assets/areas such as airside vehicles and parking structures are all managed independently, often by different departments. As a result, many physical identity and access management operations are handled manually, leading to costly human errors, high cost of operations, long on- and off-boarding times and a lower level of overall security.

Quantum Secures SAFE for Airports solution addresses this problem by providing a supervisory management system to transform and automate manual workflows and processes, enabling airport authorities to manage facility access of users and groups through role-based access control. Based on policies and business rules, SAFE is a commercial off-the-shelf (COTS) solution designed to handle the complexities of physical identity and access management by offering an integrated enrollment, access provisioning and badging engine along with a framework to integrate siloed systems and processes. The SAFE for Airports Solution interfaces with a wide variety of physical access control systems (PACS), biometric, and other airport-specific systems and databases (no-fly list, LDAP, etc.) in real time, enforcing centralized policies and rules for secured access management. For example, the SAFE enrollment engine authenticates and verifies identities and digital certificates, captures biometric images, issues a credential, binds the relevant biographical and biometric data with the card and provisions the identity for facility access in the PACS all in one connected, homogenized process. Conversely, identity expiration policies ensure that the card is expired based on defined trigger points, including expirations as mandated by agencies such as the TSA, the termination of an employee or a report of a lost/stolen card.

The SAFE for Airports solution provides a comprehensive range of functions for airports, including: Enrollment, badging/credential issuance Multiple employer/employee management under a single user interface Identity management and facility access on- and off-board management Biometric database integration Self-service and delegated administration Centralized document management and record storage A policy-based approach to automatically respond to events as they occur Additionally, the SAFE for Airports solution leverages the existing security infrastructure and investments that an airport has already made, balancing security efficiencies with the speed of access and credential management. The results are tremendous savings in operating costs and reduced latency in the issuance of credentials throughout the airport.

Prepared by Dan Yetso, Vice President, Corporate Marketing

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ACC / FA A / TSA

Summer WorkShop S e r i e S
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How do firms go about getting business with the TSA? What established, recent and potential guidelines and regulations are relevant?

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What requirements might/ will impact OEMs/ vendors/designers? What programs are on-going and planned and how may industry participate in them? How will current events shape future TSA requirements and priorities? How does TSA plan to communicate with industry on effects of dynamic events and related changes so that industry can effectively respond?

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Dont miss ACC Institute Webinars and Lunch and Learn Online training.
Airport Wildlife Hazard Management Update May 11, 2011 // 12:30 - 2:00 p.m. EDT Runway Safety Area Solutions Including EMAS June 1 and June 21 (repeat) // 12:30 - 2:00 p.m. EDT
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Consulting, Summer 2011

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o u t & a b o u t w i t h ACC

ACC Hosts Sessions at the FAA Eastern Region Conference ACC sponsored two informative sessions at the 2011 FAA Eastern Region Conference in Hershey, PA in March. Rusty Chapman, Delta Airport Consultants Inc., provided the consultants perspective on Safety Management Systems/Safety Risk Management process and its relationship to airport development projects. During the second session Edward Balter, Principal of The Robert G. Balter Company, discussed the purposes and procedures for Quality Assurance and Quality Control testing for FAA funded projects. Special thanks to Susan Winslow of Delta Airport Consultants, Inc. for moderating the sessions. ACRP Continued Technical Expertise In addition to many web training opportunities, ACC continues to offer on-site training at a number of successful workshops. Events like the Techniques for Airfield Pavement Maintenance, Repair & Rehabilitation Course held in Salt Lake City in March and the third ACC/ACI-NA/FAA Airports GIS Workshop held in Kansas City in April continue to educate the industry and reinforce ACC as technical experts.
ESCO-ZA_Airport_Consulting_Sum_2011_042111.pdf

ACC and the Aerotropolis Delegates from more than 30 countries were familiarized with the role of ACC and its members during the Airport Cities World Conference & Exhibition held in Memphis, Tennessee, April 12 13. The global reach of ACC was dramatically broadened via the ACC exhibit and numerous staff and ACC member conversations with those involved with unique airport projects in far reaching corners of the world, including Singapore, China, Brazil, Panama, Spain, South Africa, India, Japan and Malaysia.

ACC Executive Vice President T.J. Schulz participated in a number of ACRP Panels, addressing such topics as consultant selection, the Sustainable Aviation Guidance Alliance (SAGA) and best practices for dissemination of ACRP project statements to industry stakeholders.

ACC Unveils Contracting Toolkit The Contracting Toolkit for Airport Procurement, found under the Resources page at www.acconline.org, will serve as a single stop for both consultants and airport sponsors to obtain the necessary information to ensure a fair and efficient selection process. The resources found in the Contracting Toolkit include the Best Practices for Consultant Selection PowerPoint presentation, FAA Advisory Circular 150/1500-14D and the Sample RFQ for On-Call Services a document recently developed by the ACC Procurement Committee. This is the latest effort by ACC to promote procurement best practices and educate the airport development industry on ways 4/21/2011 2:26:55 PM to ensure an efficient and seamless procurement system that will benefit both airport sponsors and firms.

MY

MY

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ACC E v e n t s

Photo review

Nearly 640 attendees were in Denver for the 2011 ACC/AAAE Airport Planning, Design and Construction Symposium. In addition to the 5 tracks and the integrated IT sessions, the Symposium featured Supertracks addressing procurement and sustainable master plans. This years event also had an opening night networking event for young professionals and a free, interactive app for attendees to download on their smartphones or tablets.
Authoring the Aerotropolis Conference keynote John D. Kasarda (center), Director and Kenan Distinguished Professor of Strategy & Entrepreneurship at the University of North Carolina Chapel Hill; ACC Board of Directors members Carol Lurie (left), Vanasse Hangen Brustlin, Inc. and Don Bergin, Blast Deflectors, Inc. Bergin was also Chair of the 2011 ACC Symposium Committee.

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

Catching Up ACC President Paula Hochstetler and 2011 ACC Terminal Committee Vice Chair Carl Newth, Syska Hennessey Group.

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

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staying compet i t ive

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

in CR I T IC A L T IME S

Jay Hollingsworth Speas Airport Award The AIAA/AAAE/ACC Jay Hollingsworth Speas Airport Award annually honors the person or persons judged to have recently made outstanding contributions toward achieving compatible relationships between airports and their surrounding communities. This year, AAAE and ACI-NA were all commended for their efforts to forward the Sustainable Aviation Guidance Allliance (SAGA) initiative.

F ull t h r o ttle
Award presenter Dirk Speas.

insight for av i at i o n lea d ers

N OV E M B E R 7 9, 2011
SAGA Support Kelly Johnson, A.A.E., AAAE First Chair, NW Arkansas Regional Airport; Dirk Speas; ACC President Paula Hochstetler; ACI-NA President Greg Principato. M i ram o n te R es o rt & S pa P al M S pr i n gs , C al i f o r n i a

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ACC M E MB E RS

New Members
EXECUTIVE MEMBERS
AT Geo Systems, Inc. Mr. Alan L. Volbrecht, PLS, President 3590 Sacramento Street, Suite 110 San Luis Obispo, CA 93401 Tel: (805) 781-9296 Fax: (805) 781-8010 Email: [email protected] Web: www.atgeosys.com
Providing surveying, photogrammetric mapping and GIS data support services for eALP & eAOC preparation and AGIS submittals for airport sponsors, design professionals and consultant firms. All staff project managers are experienced California Licensed Land Surveyors and AC 150/5300 IDLE Certificate holders, photogrammetry and aerial imagery per AC 150/te00-17B.

Kaplan Kirsch & Rockwell, LLP Mr. Peter J. Kaplan, Partner 1675 Broadway, Suite 2300, Denver, CO 80202 Tel: (303) 825-7000 Email: [email protected]
Kaplan Kirsch & Rockwell, LLP is one of the largest and most experienced airport law firms in the country and counsels airports on development projects, environmental documentation, permitting, rates and charges, security leasing, regulatory/ legislative issues and litigation.

Turner Construction Ms. Jayne M. ODonnell, Vice President 343 Sansome St. #500, San Francisco, CA 94104 Tel: (415) 705-7901 Email: [email protected] Web: www.tcco.com
Turner provides building services to institutions who recognize the value of a partner who works diligently and creatively to find the best possible solution for each particular project. With construction volume of $8.2 billion in 2009, Turner ranks first or second in major segments of the construction industry. Turner maintains a nationwide network of offices and a staff of more than 5,000 employees, performing work on over 1,200 projects each year. Turners nationwide presence offers clients the accessibility and support of a local firm with the strength, stability and resources of a national corporation.

BAS Strategic Solutions Mr. Scott Beamer, President 7371 Atlas Walk Way #814 Gainesville, VA 20155-2992 Tel: (800) 803-2502 Email: [email protected] Web: www.basstrategicsolutions.com
BAS Strategic Solutions is a team of highly qualified and experienced subject matter experts who provide consulting and analytical services to clients across all levels of government and industry. Our commitment to clients is to provide expertise appropriate to the specific needs and challenges they are facing.

Perkins Coie, LLP Mr. Albert Ferlo, Of Counsel 700 Thirteenth Street, NW, Suite 600 Washington, DC 20005 Tel: (202) 654-6262 Fax: (202) 654-9143 Email: [email protected] Web: www.perkinscoie.com
Perkins Coie LLP is a full-service national law firm with 50 lawyers who specialize in environmental law. We have extensive experience advising State DOTs, Federal Agencies and airport sponsors on NEPA issues as well as issues relating to Section 4(f), ESA, NHPA and Clean Water Act matters.

Associate Members
ESRI Mr. Terry Bills, Transportation Industry Manager 380 New York St., Redlands, CA 92373 Tel: (909) 793-2853 Fax: (909) 793-3039 Email: [email protected] Web: www.ge.com
Esris GIS (Geographic Information System) software integrates and visualizes IT systems and information so airport managers and executives are able to analyze data across the enterprise to make the best decisions fast. Facility and asset management, noise modeling, environmental management, lease management, back-office systems integration and more, all visually integrated.

Grafton Technologies, Inc. Mr. Randy Murphy, President 43 Federal Street, Newburyport, MA 01950 Tel: (617) 290-9400 Email: [email protected]
Specializes in the implementation of GIS, CAD, imagery and related technologies for airports and the FAA. Founded in 2000, the firm has helped many airports and the FAA assess needs, develop standards, collect data, design databases and implement custom and off-the-shelf solutions for operations, maintenance, properties, utilities and other needs.

Planning Technology, Inc. Mr. Robert Ori, Principal 2841 Executive Dr., Ste. 200 Clearwater, FL 33762 Tel: (727) 572-5586 Fax: (727) 299-0837 Email: [email protected] Web: www.plan-tech.com
Planning Technology is a service-oriented firm specializing in technical and analytical information technology and airspace and airport planning services for innovative approaches and processes involving all aspects of airport planning and management. Proven developments include the Interactive Airport Layout Plan (iALP) Automated Capital Improvement Plan, and Three-Dimensional Airspace Analysis Program (3DAAP).

Holland & Hart, LLP Mr. J. Kevin Bridston, Attorney 555 17th Street #3200, Denver, CO 80202 Tel: (303) 295-8104 Email: [email protected] Web: www.hollandhart.com
Holland & Hart has one of the largest and most sophisticated construction practices in the Western United States. With more than twenty full-time construction lawyers, Holland & Hart has the capability and experience to handle construction and design matters ranging from the routine to the highly complex.

Siemens Mr. Marco Oropeza, Director, Business Development 1401 Nolan Ryan Expressway, Arlington, TX 76011 Tel: (817) 436-7320 Email: [email protected] Web: www.siemens.com/airports
Siemens has the capability to implement complete airport solutions. We also offer modern financing models such as public-private partnerships and asset finance. Our Green and Efficient Airport Strategy service offers airports support and advice in developing their green programs to curb energy consumption and reduce emissions.

Hi-Lite Markings Ms. Rhonda McNeely, Vice President of Sales 18249 Hi-Lite Drive, Adams Center, NY 13606 Tel: (315) 583-6111 Email: [email protected] Web: www.hi-lite.com
Throughout the world, Hi-Lite provides efficient, high quality work that meets time sensitive airfield pavement maintenance schedules. Utilizing modern, specialized equipment and a dedicated team of highly-trained technicians, Hi-Lite offers competitive pricing for unsurpassed performance while keeping your airfield in total compliance with FAA and ICAO guidelines.

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On the Move
The PBSJ Corporation and its subsidiary

And the Winner Is

Gresham, Smith and Partners is pleased to announce the completion of an integrated baggage handling and screening system upgrade at Nashville International Airport (BNA) for the Metropolitan Nashville Airport Authority. GS&P provided architecture and design services as part of a design/ build team led by Messer Construction Company. The $32 million project enhances and streamlines operational activities with regards to safety and security of the baggage screening process and increases public space in the ticket lobby.

company, PBS&J, have been acquired by Atkins, the worlds 11th largest design firm. With PBSJs existing local knowledge, solid track record for client service, and an established support and management infrastructure as a foundation, Atkins is now on course to develop a stronger business in the US, leveraging combined experience and using the PBSJ business as a platform to achieve this. ACC member firms CDM and Wilbur Smith Associates (WSA) are pleased to announce the acquisition of WSA by CDM. The combined organization expands both firms global, full-service capabilities in water, environment, transportation, energy and facilities. The integration of CDM and WSA brings together one of the engineering and construction industrys top water and environment firms with an industry leader in transportation. The addition of WSAs leading expertise in transportation enhances CDMs service portfolio and extends the firms presence in Asia and the Middle East. Similarly, CDM enhances WSAs capabilities in water, environment and design-build services. The two firms have compatible cultures and values, complementary capabilities, strong commitments to exceptional client service and technical excellence and well-matched geographies.
Mr. Thomas F. Barry, Jr., PE has been appointed to Director of Operations for Transportation in North America at Atkins. Most recently Tom served as business development director for transportation. Previously he led the firms surface transportation sector, overseeing the technical operations of more than 700 employees. Barry has more than 30 years of transportation engineering experience and previously served as the Florida Department of Transportation (FDOT) secretary, where he was responsible for management and operation of eight districts and the FDOT headquarters. During his nearly 24 years with FDOT, Tom also served as assistant secretary for

finance and administration and District Five secretary.

Ms. Allyson Gipson has joined Heery International as Project Director for the companys West Region. Gipson will oversee operations, business development and strategic planning in Heerys California offices, which currently include Los Angeles, Long Beach and Sacramento. Gipson brings more than 25 years of experience in the program and construction management arena. Gipson has served as a Southern California chapter board member for the Construction Management Association of America and is an associate member of the American Institute of Architects. Gipson is also a member and certified mediator of the Los Angeles County Bar Association. Ms. Pamela Keidel-Adams has joined Landrum & Brown as Managing Director. Keidel-Adams most recently served as Director of Aviation Planning, Economics and Freight at Wilbur Smith Associates. She brings over 20 years of experience in aviation, including aviation system planning, air service development, activity forecasting, public outreach, airport development and coordination planning and project management. Pam most recently served as Director of Aviation Planning, Economics and Freight at Wilbur Smith Associates. Mr. Paul Neal has been named a Principal Consultant in the Washington, D.C. office of Parsons Brinckerhoff (PB). In his new position, Mr. Neal will be responsible for providing strategic advice to PBs transportation clients in airport, rail, transit and highways infrastructure and operations project planning. Mr. Neal has almost 30 years of experience as a strategy, operations and planning expert whose career has included senior roles in new start-up transportation and infrastructure ventures in the private and public sectors, as well as international strategic management consulting experience.

To meet heightened security requirements post- 9/11, several EDS and explosive trace detection (ETD) machines were installed in the BNA ticket lobby and a two-step baggage check-in process was introduced. This project removes existing EDS and ETD machines from public spaces and ticket counters have been pushed back; both supporting the effort to increase space to facilitate passenger flow in the ticketing lobby. Passengers are now able to place checked baggage on a conveyor located adjacent to the ticket counter upon check-in. A state-of-the-art automated sort controlled, outbound Glidepath baggage handling system was installed below the airport and screens all baggage out of view of the passenger.

ACC Updates
Between February and May 2011, ACC released an email supplement to this publication. These supplements are also available at www.ACConline.org.

Regulatory News
RN 11-01 (March 3, 2011)

FAA Extends Comment Period on SMS NPRM to July 5, 2011; Agency Will Solicit and Answer Questions from the Industry

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cover story

INDIANAPOLIS INTERNATIONAL AIRPORT CIVIC PLAZA: A plaza surrounded by local specialty shops cornerstones Indianapolis new terminal.
AIRPORTS continued from page 1

HONG KONG INTERNATIONAL AIRPORT SKYCITY PHASE 2: SkyCity next to Hong Kongs Terminal 2 incorporates modern urban design principles.

Airports and their immediate environs are taking on many commercial functions previously associated with metropolitan downAnother traditional strategy, public art towns, including hotels, shopping streets, programs, is in place in nearly all major office buildings, upscale restaurants, and airports. Many highlight regional art and cultural and entertainment facilities. In the local artists. Locally visible businesses and process, many city airports are transforming terminal design attributes reflecting the re- into airport cities. gion provide further identity and uniqueness to counter airport mass uniformity. Some, The spatial and functional core of the airsuch as Indianapolis, place these businesses port city is the passenger terminal which may be likened to an urban central square: around a civic plaza in the main terminal. it operates as its multimodal commercial While valuable, these three strategies for nexus, offering a variety of increasingly transforming non-places into places have specialized goods and services. limits. Historical allusion may only be tangentially related to airport locations or Appropriately applied, urban design can help reliant upon traveler memory. (Who was make both terminals and their surrounding Lieutenant Commander Edward Butch development interpretable, navigable and OHare anyway?) The national proliferation therefore welcoming. Design for human use of regional food has ensured that few dishes can evoke a warm, safe feeling and airports are truly local anymore and the best art and airport cities can become meaningful typically taps into common human, rather places because people are increasingly able than regional, themes. Because planners and to accomplish their social and business purarchitects work from the same playbook, poses there. efforts to differentiate result in interchangeability. None of the strategies are wrong, but Urban design, a fusion of architecture with they frequently miss accomplishing the aim site planning transportation planning and of making airports significant places in landscape architecture, is primarily concerned with the physical form of the city communities. or community. Urban design encompasses
16 Consulting, Summer 2011

be found in their respective airports, using local food and specialty shops as a way to connect with a regional identity.

Urban Design Approach

many dimensions, including designing for local transportation and communication, designing for a healthful experience, and designing for interpretability. The common objective is creating an urban environment for the 21st century that is economically efficient, aesthetically pleasing and environmentally sustainable. Like many planning goals, there is a certain tension among these aims but they also reinforce each other to a large degree. The nascent field of airport city design is based on four key observations about airports and airport areas. Each of these is driven by the rising numbers of people and goods travelling by air.
1] Airports are the central stations of

today. They attract commercial activity, employment and supporting real estate development.
2] Airports have evolved into airport cities.

As they spill from airport grounds into surrounding areas, they take on many functions of an urban downtown.
3] Accessibility to airports is a critical con-

cern. Thus, land use and transportation planning need to be fully coordinated.

WASHINGTON DULLES AEROTROPOLIS CORRIDOR: High-tech offices line the Washington Dulles Aerotropolis corridor.

4] Designing an airport city is an urban

and regional planning task. Therefore, airport cities cannot be ignored in the development plans of municipalities and regions. The basic principles of urban design, distilled from good practice half a century ago, provide a solid foundation for airport city place-making. According to Kevin Lynchs research on place legibility, people need to be able to imagine the spatial layout of a place in their minds in order to find their way around and to feel attracted to that place. He found an interpretable city to be a network of five key design elements: paths, edges, districts, nodes and landmarks. Good urban design creates airports and airport cities which lead travelers along their way to their desired destinations. Such wayfinding facilitates movement and can help visitors accomplish their aims. Airport cities generally have two central nodes, one for passengers and the other for cargo, with the former taking precedence for most purposes. Each tends to be surrounded by a district which, in the case of the passenger terminal, contains paths to ground transportation, retail and hotels.

The passenger district may have finely demarcated edges indicating its boundaries. Landmarks, recognizable but not necessarily monumental or even well-loved, provide points of reference.

denigration of sub-urban areas among design professionals which seemingly makes airports (beyond the passenger terminal) and their inhabitants less worthy of attention. Many airport and urban design architects and planners avoid the metropolitan periphery In most cases design ends at the airport the suburbs, the edge cities and the airport fence and, at times, at the terminal door. As cities as if it were inherently anonymous. airport cities continue to grow around major In some circumstances, it is understandable, airports, the paths need to extend outward particularly where the vicinity of an airport to the districts containing the most common abuts or crosses legal and jurisdictional destinations. These districts may be centers boundaries, complicating coordinated design providing lodging, food, entertainment and efforts. For example, Dallas-Fort Worth other services for travelers. And they may Airport is in two counties and four distinct be districts of higher order service provision municipalities while being owned and containing offices or medical facilities. The controlled by two other cities. Nevertheless, cargo side of an airport city typically has a airport and urban designers cannot ignore logistics district containing freight forward- that most development takes place at the ers, distributors and other time-sensitive periphery of existing development. goods handlers important to the regions economy where the layout of facilities and Fortunately, with the rise of airport cities, transit paths may either facilitate or hinder these obstacles are shrinking. Addressing the efficient flows. challenges calls for a new approach bringing together airport planning, urban and regionChallenges Ahead al planning and business site planning with Until recently, urban design was not often an underlying conviction among architects, applied to airport areas because it adds costs planners and government officials that urban to real estate development and the benefits are design is essential to create better airports not always apparent. Urban design also often that will enhance passenger experiences and stops at a project boundary, most often at the strengthen the regions they serve. property line, and there is a subtle cultural

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FOR THE

2012 AIAA/AAAE/ACC JAY HOLLINGSWORTH SPEAS AIRPORT AWARD

For Nomin at ions

Nominations are currently being accepted for the 2011 AIAA/AAAE/ACC Jay Hollingsworth Speas Airport Award. The recipient will receive a certificate and a $10,000 honorarium. This award is jointly sponsored by the American Institute of Aeronautics and Astronutics (AIAA), the American Association of Airport Executives (AAAE) and the Airport Consultants Council (ACC). It honors the person or persons judged to have contributed most outstandingly during the recent past towards achieving compatible relationships between airports and/or heliports with the surrounding environment. Such improvements might be in airport land use, airport noise reduction, protection of environmental critical resources, architecture, landscaping or other design considerations to improve the compatibility of airports with their communities, etc. Please provide a minimum of three references who can speak to the quality and impact of the candidates work. The complete nomination package should not exceed ten pages. The recipient will receive a certificate and a $10,000 honorarium. The presentation of the award will be made at the AAAE/ACC Planning, Design, and Construction Symposium, scheduled for February 2012. The recipient will be asked to make a brief presentation describing their accomplishment/ contribution.
Deadline for submission of nominations is October 1, 2011.

To obtain a nomination form or more information, please visit: www.aiaa.org or contact Carol Stewart, AIAA Honors and Awards Program at 703/264-7623, by fax: 703.264.7551 or email at [email protected]. CONTACT >>> Carol Stewart > 703/264-7623 > [email protected]

Airport Planning, Design, Construction, and Operations Leader in operating and support services

CH2M HILL brings more than 40 years of service helping aviation clients develop safe, innovative, sustainable, and secure solutions to their most challenging airside and landside infrastructure projects. We have delivered new construction, expansions, and complex aviation renovations at major airports around the world within the operational constraints of ongoing flight schedules. Our broad range of services includes planning, design, environmental, construction management, program management, and airport management and operations. Contact CH2M HILL for your next aviation infrastructure project. ch2mhill.com/aviation
2011 CH2M HILL TBG041211134127DEN

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Upcoming Events
ACC Institute Events
TIMEFRAME June 8 9, 2011 November 30, 2011 December 5 7, 2011 COURSE TITLE ACC / ACI-NA / AGC Airport Project Delivery Systems Summit ACC Globalization Summit ACC/ACI-NA/FAA NEPA Planning Workshop LOCATION San Jose, CA Washington, DC Atlanta, GA

ACC Events
July 12, 2011 July 13 14, 2011 November 7 9, 2011 ACC / TSA Security Technology Day ACC / FAA / TSA Summer Workshop Series ACC 33rd Annual Conference & Exposition Arlington, VA Arlington, VA Palm Springs, CA More courses are anticipated. Stay tuned to www.ACConline.org for updates.

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

Executive Update continued from page 2

has proposed an infrastructure bank solution. However, many argue that this will be another mechanism to benefit large cities, to the exclusion of rural areas. Funding scarcity has created austere spending, forcing owners and consultants to do more with less, meaning that the economic models of the past which supported infrastructure funding may stay in the past. Of course, the consolidation of industry practitioners will continue. For example, consider that in 1965, in ENRs first ranking of design firms, the top 456 firms combined had billings of $728 million; in 2009, 22 firms reported design revenue in excess of $750 million each. The breadth of services of these firms has increased immensely. A number of principals of current design and construction firms are reaching retirement age, and a number of these companies do not have well-developed succession strategies. Moreover, mega-corporations like GE and Siemens are growing their service offerings in many diverse markets, including aviation, to increase shareholder return.
W h at does all of this me a n?

1) As a collection of companies that deal with airport development every day, firms large and small, from supplier to consultants to contractors and operators, will need to increase partnerships, alliances and their overall network to broaden our understanding of a landscape that is in a significant state of flux, with the resultant outcome unknown. One thing is certain change is required to meet the current challenges. Companies can no longer afford to do business with past business models, nor can we depend on the federal governments political and funding processes and mechanisms.

3) Political and other pressures will continue to commoditize engineering services, to the point where costs will be cut and consultants will be forced into business conditions that are not attractive or favorable. This is an area where the aviation industry must take a stand so that quality will be maintained and technology can continue to evolve. 4) Consultants, suppliers and construction communities, in the past working with competing interests and agendas, must now work more closely together not only on individual projects, but toward the overall objective of improving our collective industry. It is time all of us think this way, individually within our companies and as ACC the unified voice of airport development firms.

First and foremost, we cant allow our standards to change for what we consider to be merely acceptable service delivery. If quality suffers, eventually safety becomes a more significant risk. So what is our likely path forward?

2) The big will get bigger both companies and other entities in the aviation market and the transportation industry as a whole. Cities, for example (re-urbanization), will continue to see similar shifts. The devel- The bottom line is this: todays marketplace opment of mega-firms has created requires an open mind and thinking outside entities with a full range of services the box. Expand your willingness to change, that once used to be resident in many take risks, build partnerships and increase different company types. This trend your opportunities. The past is the past, and doesnt appear to be diminishing. In the future is ours to create. fact, we are starting to see a shift in the transformation to mega-firms and smaller niche firms, with firms in the middle getting squeezed the most.

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after all By J. Kevin Bridston, Chair, Construction and Design Litigation Group, Holland & Hart, LLP

CUMULATIVE IMPACT CLAIMS: Hard to Describe, Even Harder to Prove

ost are familiar with claims for changes and delay claims. Fewer people are familiar with cumulative impact claims. What is a cumulative impact claim? Stated simply, a cumulative impact claim is a claim that consists of the ripple effect of multiple changes to a project, the effects of which were not recognized or anticipated at the time the change itself was priced by the contractor. Cumulative impact claims are relatively uncommon and are generally seen only on large and complex projects, however, they are noteworthy.

but rarely granted in practice. In fact, almost every leading case acknowledging the possibility of cumulative impact claim goes on to reject the claim for lack of proof, most typically for lack of causation and failure to segregate compensable impacts from non-compensable impacts. For example in Pittman Construction Co. 81-1 BCA 14,847 (GSBCA 1980), the Board of Contract Appeals noted that costs for cumulative impacts are recoverable, but concluded that they had not been proven. On appeal, the Court of Claims equated the cumulative impact claim to a delay claim, noting that settled law dictates that where both parties contributed to the delay neither can Normally, when a change is directed on a project, recover damage, unless there is in the proof a the contractor determines the cost and time clear apportionment of the delay and the expense impact of the change and submits a change order attributable to each party. Pittman Construction request to cover the same. But when there are Co. v. United States, 2 Cl. Ct. 211 (1983). a multitude of changes, they may interact with each other to create costs and impacts beyond The difficulty of proving cumulative impact claims those attributable to the individual changes. is highlighted in Southwest Marine, Inc., 94-3 Often these impacts are only recognized at BCA 27,102 (DOTCAB 1994). In that case, the the conclusion of the project, when costs have Board of Contract Appeals described the high exceeded the contractors budgeted costs and burden a party bears in asserting a cumulative the contractor analyzes the source of those impact claim: additional costs. This after-the-fact analysis is closely akin to the disfavored total cost approach Although the specificity otherwise necesin which the projected budget is compared with sary to prove direct or local disruption actual costs to support the claim. In order to resulting in the implementation of individual successfully prove a claim, more detailed analysis change requests is not required to prove of causation, including analysis and deduction entitlement to cumulative disruption of possibly self-inflicted harm, is required. The (because it is more difficult to foresee), critical question, which must be answered with appellant, nevertheless, shoulders the evidence and analysis, is how the impacts caused burden of proving . . . that the 202 Change the increase in costs. Orders collectively disrupted its work as alleged. And it must show not only Because of the difficulties in proving causation that the disruption resulted solely from and segregating the possibly self-inflicted harm government actions, but also the extent (due to inefficiencies, imperfect takeoffs, etc.), of that disruption and the harm it caused cumulative impact claims are recognized in theory appellant. Neither government-caused

disruption nor the extent of disruption is adequately shown by evidence merely attesting to the issuance of 202 change requests, since numbers alone will not prove fault or disruption Ultimately, that was not shown and the cumulative impact claim was rejected for lack of proof. Most other cases have reached similar results. While the burden for establishing a cumulative impact claim may seem impossibly high, at least one case has allowed a cumulative impact claim and awarded substantial damages on that basis. In Bell BCI Co. v. United States, 81 Fed. Cl. 617 (Ct. Fed. Cl. 2008), the Court of Federal Claims approved over $6 million of cumulative impact damages. This positive result for the contractor was likely dictated by an expert schedule analysis that overwhelmingly shows that the delays encountered by Bell were caused by the NIH changes, and the fact that the contractor maintained extensive and detailed productivity records that permitted a meaningful analysis of the impacts on the contractors productivity. The lesson of these cases is that cumulative impact claims do exist, but they are exceedingly difficult to prove. Such claims are likely to succeed only when there is a detailed set of records, both project based and task based, including defensible productivity records of prior work, combined with thorough expert analysis, tying specific claimed impacts to specific causes. Without good project records, it is difficult to convincingly prove causation. Without causation, the claim fails.

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