Winter 2010/11

A Quarterly Publication of the Airport Consultants Council

Consulting

Going Global
A primer to entering o v e r s e a s a v i a t i o n m aR K ETS

A
page 4
Special Feature: A Secret Weapon In Airport Privatization

By Vinayak Vinnie Khera, Harris Miller Miller & Hanson, Inc.

viation is a global industry. India, China, the MiddleEast and Europe are continuing to experience growth and are positioning themselves in anticipation of passenger, cargo and operations demand increases. For some countries, such as India and China, this means expansion of existing infrastructure, new terminals, new runways and additional taxiways, amounting to a curb-to-runway redesign. In cases where the redesign of existing facilities is not deemed sufficient, entirely new airports are being planned, designed and constructed. This amounts to one thing for small and large aviation firms alike global opportunities.

While these emerging markets can provide good growth potential and an invaluable opportunity to diversify business, a variety of factors must be carefully considered to avoid making costly mistakes. The complexities arising from cultural differences, unfamiliar client expectations, political realities and contractual issues are just a few of the market insights that are essential if firms are going to be able to successfully complete projects for foreign clients and work effectively and profitably in the global arena. Once a market is better understood, it is then vital to evaluate the potential sales opportunities versus risks associated with the region and with specific projects.

Emerging Aviation Markets

According to the International Civil Aviation Organization (ICAO), world-wide growth during the next three years is expected to be approximately 5.7 percent. Projected growth in the Middle-East and Asia-Pacific are even greater (10.7 percent and 6.73 percent, respectively). The Middle-East holds a geographical advantage over Asia-Pacific as it can provide global service to many destinations with a single stop. There are important details relevant to making market entry decisions in these regions: The ten leading Middle-East airports will be investing over $33.7 billion in new capacity by 2012. Several others
See GOING GLOBAL on page 16

page 6
Consultant perspective: Passengers Want More Self Service

page 13
Preview: Airport Planning, Design & Construction Symposium

Fe bruary 2 3 2 5, 2011
SHERATON DENVER DOWNTOWN HOTEL // Denver , CO
PLENARY SESSION A: Wake Up and Smell the Reality, Folks! The Financial and Funding Challenges of the Future (AIP Authorization, P3 Initiatives and Privatization)
TRACK A // PlAnning
H o s t: Marc Champigny, The Louis Berger Group, Inc.

PLENARY SESSION B: The Future of Aviation: Where Do We Go From Here?

TRACK b // TeRminAl/lAndside

H o s t: Marion White, AIA, NCARB, LEED AP, Gensler

FromPapertoElectronic:HowTechnologyisTransforming AirportPlanning Safety...SMS,SRM,SRMD:WhatDoesItAllMeanfor Planning? TheFutureofAirports:Capacity,Expansion&Creativity

Landside/TerminalIntegration:FutureAccessandAmenities BIM:ImplicationsfortheTerminalDesignProcess AFirstHandLookatBIMProjects NewTrendsinTerminalDesign TerminalTerminals:RenovateorStartOver? WhatDoAircraftHavetoDowithTerminalDesign?

Executive UPdate

Make measurable progress in reasonable time,

Jim Rohn

T
Ronald L. Peckham, P.E. C&S Companies ACC 2010 Board of Directors Chair

he first time I heard this Provide networking and information content-rich airport industry event) and message was in my sophomore exchange for a diversified membership. the Summer Workshop Series (one of the year in engineering college Our efforts to grow both networking most effective collaboration gathering from my Soil Mechanics and information exchange have included with the FAA and TSA), seven quality professor, William Harrison. Professor printed, electronic and face-to-face offer- courses were offered in cities across Harrisons heavy accent clearly re- ings, often using multiple channels so the US, to further this initiative of the flected that he had spent much of his that members can choose their preferred strategic plan. life in the Boston area. And so, when medium of delivery. The 2010 ACC he encouraged us to be diligent and Membership Directory, weekly Outlook Maximize the value of membership. disciplined in our studies, it was trans- and Airport Consulting Weekly provide ACC has continued to serve its memberlated from Bostonian as Boys, you are members with information on potential ship well by leading the industry effort going to find that this course is just like teaming arrangements, opportunities, to assure that Qualification Based life, its haaaard by the yaaaard, but and industry developments respectively. Selection procurement and contracting its a cinch by the inch. Little did we In addition, much has been done to processes are followed in compliance with appreciate how valuable that wisdom consider the idea of broadening the federal statutes. Further, ACC continues would turn out to be. That wisdom membership of ACC as a strategy to to play a leading role in an on-going has also been reflective of the way the make the association more sustainable discussion with AAAE regarding their membership and staff of ACC moved in an evolving industry. (This will be newly launched SAAMS business line. the organization ahead this past year. the subject of an important conversation Serving as the voice of its members,
to occur at the 2010 ACC membership meeting on November 10.) Advance international engagement and collaboration. This year measurable progress has been made in starting and developing ACCs relationship with both the International Civil Aviation Organization and Overseas Private Investment Corporation through meetings in Montreal and Washington. ACC minimizes the chances of adverse reactions against individual member firms. Finally, each ACC staff member has been engaged in training to develop their individual skills to better serve the membership.

In order to make measurable progress in reasonable time while implementing ACCs strategic plan, committees and staff have been intentional about both connecting and collaborating their activities with the five main initiatives of the plan. As a result of alignment and accountability, much more was accomplished than can be reported here, however a few of the highlights follow.

Be the go-to organization on airport Offer responsive educational offerings, development issues. Progress that was optimizing the use of the web. ACC has made in both access and recognition by successfully launched its online training ACC staff and board members is reflected initiative with the conduct of eleven in the regular and substantive conversa- webinars as of the publication of this issue. tions that have occurred at many levels In addition, a new webinar series was and with responsible leaders of the FAA, conceived and launched, known as ACC up to and including FAA Administrator Lunch + Learns, which are hour-long Randy Babbitt. The relationship with programs addressing the latest trends TSA continues to grow with regular and issues facing the airport development interaction, technical collaboration and community. In addition to sustaining the successful teaming on the second Security ACC/AAAEs Airport Planning, Design & Construction Symposium (the most Technology Day.

The teamwork demonstrated by committees, members and staff has clearly achieved measureable progress even in the midst of challenging times. Since this is my last article as ACC Chairman, I would like thank each and every one involved in ACCs progress this past year. It has been a privilege and honor to observe both your energy and engagement and to serve as your Chairman.

Consulting, Winter 2010/11

Table of contents Winter 2010/11

...delivering excellence in airport development

ACC 2010 Board of Directors

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

A Quarterly Publication of the Airport Consultants Council

Consulting
Inside This Issue
89 Member Spotlights 
This issue highlights ACC Executive ACOR Consultants and ACC Associate Member Zoeftig Inc.

Cover Story
1 Going Global A Primer to Entering Overseas Aviation Markets
By Vinayak Vinnie Khera, Harris Miller Miller & Hanson, Inc.

Vice Chair Terry A. Ruhl, P.E.

CH2M HILL

Delta Airport Consultants, Inc.

Secretary/Treasurer Courtney A. Beamon, P.E.

Immediate Past BOARD Chair Evan Futterman

10 11

Out & About with ACC ACC 32nd Annual Conference & Exposition Call for Nominations
Nominations are now being accepted for the 2011 ACC Aviation Award of Excellence

Futterman Consulting, Inc.

Board of Directors Michael R. Arnold, LEED AP

ESA Airports Blast Deflectors, Inc. Parsons Brinckerhoff

Special Feature
45 A Secret Weapon In Airport Privatization
By Timothy Harwood, Overseas Private Investment Corporation

12

Don Bergin

Roddy L. Boggus, NCARB, AIA

Safegate Airport Systems, Inc.

13

Thomas B. Duffy

Airport Planning, Design & Construction Symposium Preview

New Members ACC Updates On the Move And the Winner Is

Carol Lurie, LEED AP, AICP

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

Consultant Perspective
67 Speed it Up! Passengers Desire More Self Service
By Kristin Shaw, SITA

14 15 ACC Members

Enrique M. Melendez A. Bradley Mims

Mead & Hunt, Inc.

Andy Platz, P.E. Solomon Wong

InterVISTAS

16 17 Cover Story
(continued from page one) Going Global A Primer to Entering Overseas Aviation Markets The Importance of ICAO in the Global Marketplace by Abeer Khatib, C&S Companies

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

T.J. Schulz

18 19 20

ACC Events Advertise in the 2011 ACC Membership Directory A New Focus on Davis-Bacon
By Christopher OShaughnessy, Thompson Hine

Sharon D. Brown

Coordinator, Marketing and Membership

Emily VanderBush John B. Reynolds Stay current on ACC News

Coordinator, Communications

AirportConsulting
Editor T.J. Schulz Assistant Editor John B. Reynolds
AirportConsulting is published quarterly. The next issue will be distributed in March. 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 TJS@ACConline.org. 2010, ACC www.ACConline.org

Follow ACC on Twitter @ACC_HQ

Subscribe at www.ACConline.org

By Timothy Harwood, Overseas Private Investment Corporation

A Secret Weapon In Airport Privatization

ERES A TIP: As the global economy emerges slowly from its long recession, American investors would do well to consider a potentially very lucrative target for their capital: airport privatizations in emerging markets.

deficits, the report states. Regulatory and corporate governance reforms in response to the crisis are likely to improve the climate for privatization and enhance the likelihood of success. And both the Bank report and IATA were unanimous in noting an unmistakable shift in airport traffic growth toward new markets, particularly Asia: whereas airports in Europe and North America witnessed a five percent drop in passenger traffic in 2009, Asia recorded growth of seven percent, the Middle East 6.9 percent, and Latin America two percent. Asian airports now handle more than 25 percent of worldwide passenger traffic, according to a report in ATW Online, putting the region fast on the heels of North Americas leading 30 percent.

If the claim seems counterintuitive, given the tales of travelers belt-tightening weve all seen, readers may be forgiven. Reports of dwindling airline revenues in 2009 (down 14.4 percent from 2008, according to the International Air Transport Association), as well as decreased air passenger traffic (down 1.4 percent), were indeed accurate. Moreover, privatization trends in developing countries have been dispiriting. A May 2010 report by the World Bank shows that privatizations in developing countries fell 70 percent in transaction value from 2007 to 2008 as the global financial crisis took hold. A nearly 85 percent drop in the values of initial public offerings was the main culprit, and average transaction size fell by 66 percent. Infrastructure value declined by a third as heightened financial risk, investor anxiety, and scarce liquidity made it difficult to obtain financing and conclude transactions, the report concluded. More specifically, the value of transport privatizations fell by nearly half. Two airport privatizations alone in Turkey accounted for 26 percent of all transport privatizations. The trick to savvy investment, of course, is finding opportunities where none seem to exist, and jumping ahead of trends that others have yet to detect. And hidden among those same reports is the sizeable germ of investment opportunity in airport privatization. Buried a little deeper in the World Bank report are signs that the worst may be over, as far as privatizations go. Preliminary data suggest a pickup in activity in 2009 as stock markets and investor confidence begin to stabilize, as well as a couple of unintended consequences of the financial crisis. The crisis itself has created pressures for privatization and increased government spending and declining revenues have led to growing budget
Consulting, Winter 2010/11

Of particular interest to American companies would be OPICs financing and political risk insurance products. OPIC financing provides medium- to long-term funding through direct loans and loan guaranties to eligible ventures, on either a project finance or a corporate finance basis. OPIC expects a U.S. equity or debt investor to assume a meaningful share of the risk, generally through ownership of at least 25 percent of the equity of a project. OPIC can guarantee or lend up to $250 million per project. OPIC can also provide up to $250 million in political risk insurance per project, also to U.S. investors. The insurance can cover the following three political risks: currency inconvertibility inability of the investor to convert investment returns from local currency into U.S. dollars, or to transfer U.S. dollars out of the host country; expropriation loss of an investment due to expropriation, nationalization or confiscation by the host government; and political violence loss of assets or business income due to war, revolution, insurrection, or politically motivated civil strife, terrorism or sabotage. Most important, though, is the fact that OPIC knows airport privatization, and its niche role in setting the stage for subsequent stages of airport development. Says Nancy Rivera, a director in OPICs Structured Finance Department, The primary value of OPIC is that we know the airport sector well. We can provide the long-term financing that is required of these kinds of assets, and borrowers dont have to worry about syndication risk because OPIC can lend up to $250 million (per project). OPICs practice, Rivera says, is to work in partnership with its client to fix contract deficiencies so that risk is allocated in a way acceptable to all parties, thereby conferring best practices to the project. We see OPICs provision of financing for airport projects as a means to help companies attract subsequent financing on the capital markets, because all airports are in a constant state of improvement, she says.

Asian airports now handle more than 25 percent of worldwide passenger traffic putting the region fast on the heels of North America

The truth is, many American firms involved in international airport development and operations have already taken note of the growth opportunities in new markets such as Asia. For them, the $64 million question is: how can we take advantage of them, since liquidity is in fact still scarce for projects in such markets? The answer is: the Overseas Private Investment Corporation (OPIC). OPIC is the sole agency of the U.S. government whose task is precisely to mobilize American private sector investment in emerging markets. Since its establishment in 1971, OPIC has financed more than 4,000 projects providing $188 billion of investment in emerging markets.

Case Study: Lima

One of OPICs greatest successes has been its contribution to the privatization of Jorge Chvez International Airport of Lima, Peru the countrys largest pursuant to a 2001 concession agreement with the Peruvian government. Following approval by OPICs board of directors, the agency and its project partners agreed on $89 million in financing OPIC for the first phase of the airports improvements, spanning 2001 2005. It included construction of new international and domestic concourses with seven passenger loading bridges, a retail plaza and cargo building, and renovation of the existing ticketing counter areas and major sub-concessions such as the fuel farm and catering operations. The overall cost of the phase exceeded $200 million. The plan for the project, called Lima Airport Partners (LAP), understood well that much of its success rested on factors over which LAP had little control, specifically fluctuating aeronautical revenues (which varied according to growth rates in the Peruvian economy) and commercial revenues (dependent on passenger traffic projections). To the former, LAP worked to provide modern, efficient facilities and market the airport to airlines that otherwise might not have considered it, and by encouraging existing airlines to increase flights. As to commercial revenues, LAP aimed to design the stores in its retail plaza as shallow spaces with large inviting entrances, rather than the narrow and deep retail spaces that have existed, enhancing traffic flow into the stores, allowing the customer to browse and creating more sales. The results speak for themselves. The new retail plaza and domestic and international concourses were inaugurated in January 2005, three months earlier than originally envisioned. Passenger traffic at the airport climbed 11.4 percent from 2.57 million passengers in 2004 to 2.87 million in 2005, about half of whom were international passengers which had a disproportionate effect on departure fees, given that international travelers paid nearly four times as much as domestic travelers. Passenger traffic to Madrid grew by 35 percent as a result of new service by Air Madrid and larger aircraft used by Iberia. Significant growth was seen on routes to Bogot and Amsterdam both increased by about 20 percent. TACA introduced new routes to Santa Cruz (Bolivia), San Jose (Costa Rica), Caracas and Buenos Aires. The bottom line: gross revenues for the year ending December 2005 increased nearly 19 percent over the previous year, and commercial revenues were by 17 percent. LAPs total assets increased from $163.9 million in 2004 to $184.7 million in 2005, and success of the phase paved the way for subsequent financing and improvements to the airport. OPIC is confident it can duplicate LAPs success in many more markets. For example, OPIC contributed to the construction of a new international airport in Quito, Ecuador, which enabled the country to realize a longtime ambition to move its main airport out of the capitals downtown. As more American companies zero in on the investment opportunities which reside in emerging markets such as Peru, OPIC is ready to work with them.

Significant growth was seen on routes to Bogot and Amsterdam

www.acconline.org www.ACConline.org

C o n s u l t a n t P e r s pe c t i v e By: Kristin Shaw, SITA

Speed it Up!
Passengers Desire More Self Service
Self-service in the travel industry has soared in the last couple of years, but travelers seem to want even more according to the results just released from the 5th annual SITA/Air Transport World Passenger Self-Service Survey. The study takes an in-depth look at the attitudes and habits of a representative sample of the 287.6 million passengers who use seven international airports in different regions of the world.
Close to 2,500 passengers were asked questions related to their use of self-service at the following airports: Hartsfield-Jackson, Atlanta, USA Mumbai International, India Moscow Domodedovo, Russia Sao Paulo Guarulhos, Brazil OR Tambo Airport, Johannesburg, South Africa Frankfurt am Main Airport, Germany Beijing Capital International Airport, China Kiosk check-in is also still growing, albeit at a slower pace. IATA estimates that deployment of airport kiosks for check-in purposes is reaching a peak, with 14,000 units already deployed worldwide. Overall, 60 percent of interviewed passengers use the Internet frequently or intermittently to check in for their flight, 70 percent use kiosks, and 23 percent use their mobile device. The survey also shows that, among interviewed passengers who prefer the online interface, 37 percent would also use kiosks as a backup option when they have no Internet access.
chart 1

Check-in On the day of the interview, half of the passengers had used a self-service option online, mobile or kiosk to check in. Online check-in experienced the most significant growth, with an increase in usage of 67 percent across the seven regions compared to last year. Check-in using a mobile phone is still in the early stages of adoption but it is expected to become an increasingly preferred option for passengers over the coming years. Results from the survey show mobile check-in grew by 64 percent worldwide.

Self-service channels are not only a way to give greater autonomy to passengers and to reduce queue lengths, but they also represent a new opportunity for airlines to earn ancillary revenues. In particular, passengers have become comfortable using kiosks and are now willing to use them (frequently or intermittently) for new services and functions. Airlines and airports are adapting to their passengers changing habits by introducing new functionality to kiosks. For example, Malaysian Airlines has deployed self-service booking kiosks at train station ticket offices; Movenpick hotels in Stuttgart have off-airport check-in kiosks as do rental car agencies in Atlanta; and self-transfer kiosks have been deployed at Schiphol and Charles de Gaulle airports. More recently Bermuda Airport has launched dedicated missing bag claim kiosks (66 percent of survey respondents would use a baggage claim kiosk, an increase from last years 48 percent). Passengers interest for digital entertainment and shopping services while waiting for their flight has grown over the last year. Augmented reality is seeing more and more interest as each airport becomes more of an aerotropolis, with more options to offer travelers: 40 percent of leisure passengers are interested in a digital shopping assistant to quickly find items of interest in the duty-free area Over 50 percent of First and Business Class passengers would like to receive special offers on their mobile device while at the airport Overall, 57 percent of interviewed passengers would register to SMS notification services for best travel deals The results emphasize a phenomenon passengers are not only adopting self-service at a rapid pace, they want more of it to speed up more steps of their journey consistent across all airports where the survey was conducted.

Availability & use of self-service Weighted average

48% 24% 15% 13%

Available & used Available but did not use Not available Dont know

Consulting, Winter 2010/11

Smartphones and airports Overall, 85 percent of respondents were carrying a mobile phone, and 28 percent a smartphone. Survey results indicate a direct correlation between frequency of travel and the likelihood of carrying a smartphone as Chart 2 shows.
chart 2

Percentage who carry a smartphone in relation to number of roundtrips per year. The likelihood of a passenger traveling with a smartphone is directly linked to frequency of travel.

The baggage question Self-service check-in is experiencing enthusiastic adoption by passengers. But while its easy to check one-self in, bags remain an issue. In this survey, one out of four passengers chose not to use a self-service check-in option, even though they knew it was available. And having a bag to check in was the number one reason these passengers gave for not using self-service. Why is checking a bag such an obstacle? Responses from passengers indicate that lining up at bag drop-off desks cancels the benefits of self-service check-in, so they may as well go straight to a check-in counter. In fact, passengers are eager to relinquish their bags even before arriving at the airport. Three-quarters of respondents would use off-airport bag check-in and drop-off, at a hotel, conference center, or train station. However, only 34 percent would be willing to pay for this service, much less than last years 55 percent.

Security and boarding gates This years survey reveals that frequent flyers find security screening the biggest hassle when they travel. It was rated the number one area needing improvement out of all the steps of the journey. However, it drops to fourth place when all types of travelers interviewed for the survey are taken into account. Another step of the journey that could reduce the hassle-factor for fliers is automated boarding. This year 70 percent of respondents said they would use automated boarding gates, up from 57 percent last year.

According to their responses, passengers traveling with a smartphone would like to use their mobile device at all steps of the journey, but there is still a wide gap that needs to be addressed between passengers expectations and the availability of mobile services. For example, two out of three passengers with smartphones would like to use mobile check-in. However, in reality only 32 percent use it frequently or intermittently, and only 3 percent had used it on the day of the interview. Similarly, three out of four passengers with smartphones would like to receive SMS travel notifications, but only 42 percent currently sign up for them frequently or intermittently.

SITA, the worlds leading specialist in air transport communications and IT solutions, is one of the worlds most international companies. Its global reach is based on local presence, with services for over 550 air transport industry members and 3,200 customers in over 200 countries and territories.

www.ACConline.org

member spotlight

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

A
AC O R C o n s u lta n t s

Level 1, 24 Falcon Street PO Box 822 Crows Nest NSW 2065 Tel: (02) 9438 5098 Fax: (02) 9438 5398 Email: lchiarot@acor.com.au Web: www.acor.com.au

COR Consultants is a mediumsized, Australian engineering firm, founded in 1997, that creates environmentally sustainable engineered solutions. Over the years, ACOR has strengthened its credibility through hands-on design management, a sustainable approach to development and ongoing research into emerging technologies. These distinctive qualities have resulted in numerous industry awards and a reputation for venturing beyond industry standards to deliver remarkable design solutions. Through a series of mergers and acquisitions in recent years, ACOR has assembled a diverse team of specialized consultants. ACORs 100-person staff has been involved in aircraft pavement engineering for approximately 15 years, working initially with government and then private consultants. The Airside teams are led by Livio Chiarot, Steve Lau and Michael Goodwin.

designed and supervises and conducts quality audits of every facet of Airside Civil and pavement work including many asphalt pavement overlays, on-site technical advisor for surface enrichment work, Sand Seals and more. Some innovative and investigative assignments have included bitumen stripping, interlocking concrete block pavements, polymer modified bitumen emulsion enrichment treatments, sprayed bituminous surface enrichments, asphalt reinforcing grids and roller compacted concrete, formed and placed unreinforced concrete aprons and taxiways. Most recently ACOR has been responsible for the specialist aircraft pavements for the RAAF Williamtown Stage 1 Redevelopment Project, 171 AVN SQN Relocation Holsworthy Barracks project, and the Stage 1 & 2 development at HMAS Albatross, Nowra. ACOR also undertakes a major role in the design and documentation of Civil and Department of Defence airports in Australia. ACOR is an industry leader with a reputation for creative solutions for large scale and complex projects. The firms vision is to continue to develop innovative solutions that surpass client expectations and exceed best practice in engineering design.

Prepared by Mr. Livio Chiarot

ACORs professional engineering work has included all aspects of aircraft pavement technology, including heavy duty airport pavement design, geometric design, documentation including contract technical specifications and construction supervision, pavement evaluations, pavement maintenance, feasibility studies, airport planning, airport lighting, site selection, materials engineering, geotechnical/site investigations and general trouble shooting, etc. A large part ACORs experience involves the Quality Assurance of aircraft pavement work in the field. ACOR has a significant body of knowledge in materials behavior and testing, and the design and operation of ACOR provides on-site auditing of many major aircraft pavement projects in recent years. ACOR Consultants

Consulting, Winter 2010/11

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

member spotlight

nnovative, design-led seating! With clean lines, durability, comfort and sustainability, there is only one market leader for seating in the world Zoeftig.

Each of these variants can be twinned with the P o w e r A r m , which offers the sleek convenience of built-in power via a range of international socket types. The culmination of two years of research into design, materials, production and configurabilityi n FINITE is like no other airport seating youve ever seen. A beamless seating system, it is truly modular, infinitely reconfigurable and, because its so easy to assemble, will adapt quickly and easily to a modern buildings ever-changing needs. Its crisp, contemporary design is a perfect fit for todays pioneering global buildings; its revolutionary materials and production methods not only maximize overall durability but also make it truly low-maintenance. All of their products are of the highest possible quality, rigorously-researched and are both designed and manufactured with due weight given to their environmental responsibilities. Zoeftig has bases both in North America (Chicago, Illinois) and Europe (Bude, England) and regional representation globally, which equips them well to offer clients and architects assistance and advice with their seating requirements. Vision and flair go hand in hand with the pragmatic virtues of creating and manufacturing robust, flawlessly-finished seating systems which are as straightforward to install as they are to maintain. True quality lies where beauty and strength meet.

Zoeftig have been an international supplier of contract furniture for over 40 years, with major installations of its products throughout North America and the rest of the world. Their services include space-planning, material and fabric advice, product suitability, project-planning and delivery.

Zoef tig Inc.

North American International Airport clients include McCarran, Miami, Salt Lake and San Jose the largest installation in the world of Zenky Air, Curve and Power Arm. Other recent clients include Dubai Metro, Cape Town International Airport and Kuwait International Airport. Free yourself from the tyranny of repetitive, straight-line seating with bespoke, almost limitless, version of Zenky seating.
T h e So l o for example, with each of its

8770 West Bryn Mawr Avenue Suite 1300 Chicago, Il 60631-3515 USA Email: lklarfeld@zoeftig.com www.zoeftig.com

Prepared by Tiffany Bale, Sales Office Manager and Laura Klarfeld, International and Regional Sales Manager, North & South America

seat positions having its own table, delivers convenience, comfort and a sense of uninvaded space Ideal for business travelers seeking a private working area.
T h e C u rv e means terminals can be arranged

in ever more variable, asymmetric and interesting ways.

T h e A i r , meanwhile, brings cooled or heated

air to the entire Zenky range. Its unobtrusively housed, as simple to maintain as it is to install and thanks to our collaboration with one of Europes leading air distribution companies, enjoys unsurpassed reliability and robustness.

www.acconline.org www.ACConline.org

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

AIRPORTs
August 25 26, 2010
A RLInGTOn, VA

GIS

WorkShop
eArly 2011
MId - COn T In en T

OctOber 17 18, 2010

LOnG B e AC h, C A

J o i n t ly s p o n s o r e d b y:

FE

ER

AL AVIA T
N IO

Federal Aviation Administration

IN

ISTRA

Office of Airport Planning and Programming

Over 130 Professionals Attend the ACC/FAA Airports GIS Workshop and the ACI-NA/ACC/FAA Planning Redefined Course and NEPA Workshop

Learning Objectives

UnderstandthebasicsofFAAsAIRPORTSGISProgramAdvisoryCirculars 150/530016,17&18aswellaselectronicAirportLayoutPlans(eALP) KnowhowAIRPORTSGISandtheACswillimpactplanningandcapital improvementprojectsatairports LearnhowtonavigateprojectsthroughthenewFAApoliciesandgrant approvalprocesses Gainanunderstandingofreal-worldapplications,potentialpitfallsandROI

About the Workshop

this Workshop will provide the key principles for developing high quality, legally defensible national environmental Policy act (nePa) documents to support your airport projects. We will show you how to build a strong foundation in the planning process to make faster and better decisions in completing the requirements of nePa and numerous special purpose laws. You

Workshop
OctOber 20 21, 2010
Hilton long B e acH Hot el long B e acH, ca

abOut the WOrkshOp

The FAAs new Airports GIS program, combined with new Advisory Circular (AC) requirements for geospatial and aeronautical data gathering and formulation, has brought about a major paradigm shift in the way airport data is handled. The new set of standards and policies significantly changes the way in which airports must collect data related to capital projects, master plans and ALPs, as well as how the data must be submitted to the FAAs new AIRPORTS GIS program. This new approach will provide a centralized data store that will ensure consistency and accuracy, and will provide for a common data access point for the FAA as well as the airport community. This workshop will educate airport professionals of all disciplines on the FAAs new requirements and their implications on airport projects and the FAA grant approval process. Workshop participants will understand what they need to do and how to

will learn how to deal with evolving issues and the management of over a dozen other environmental review laws. Most important, you will learn what the Faa wants and how to make sure Faa gets what it wants when it wants it.

More than 130 representatives from airports, the Federal Aviation Administration and consulting firms attended informative training courses in Long Beach, Calif. the week of October 17th. The ACC/ FAA Airports GIS Workshop included 40 participants who learned about the new FAA GIS Advisory Circulars and their application to airport planning and development projects. The ACI-NA/ACC/FAA Planning Redefined Course and the NEPA Workshop attracted over 90 participants, who learned the latest trends in airport planning and environmental reviews. Both programs focused on strategies to integrate airport planning and environmental reviews to enhance efficiencies and reduce project delays.

J o i n t ly s p o n s o r e d b y:

FE

ER

AL AVIA T
N IO

Federal Aviation Administration

IN

ISTRA

Office of Airport Planning and Programming

Who should Attend

Airport sponsor staff responsible for initiating and processing NEPA documents supporting categorical exclusions or environmental assessments for FAA review and acceptance.

IO

leArning objectives
Understand how airport planning and project definition information interfaces with the NEPA/special purpose law process and steps that will aid that interface. Learn how to use the FAA Environmental Desk Reference for Airport Actions. Gain a thorough understanding of relevant special purpose laws and regulatory requirements. Learn how to effectively outreach and communicate with review agencies and the public. Know emerging trends in the airport environmental regulatory arena.

get up and running with the FAAs AIRPORTS GIS protocols.

About the CouRSe Plan better. This course will prepare you to deal with both traditional and
ER
AL AVIA T
N IO

Airport sponsor staff responsible for airport planning and working with FAA as it prepares environmental impact statements. Professionals responsible for delivering airport projects on time and within budget. Consultants who advise airports on regulatory processing of airport projects. purpose laws. r e d e fined Anyone with a stake in navigating NEPA/ FAA and other state and local regulators who deal with airports under NEPA and applicable special special purpose laws efficiently and correctly without wasting time and money.

Join t ly s p on s or e d by:

FE

Federal Aviation Administration

emerging planning challenges facing the airport industry. Whether its dealing with uncertain future demand levels, incorporating sustainability principles into your planning efforts, or managing your planning process more effectively, Airport Planning Redefined 2010 will provide you and your staff with practical tools and insights that will make your planning efforts more valuable and effective. This years course will provide a greater focus on the unbreakable linkages between physical planning, environmental planning, and environmental compliance processes, including United States National Environmental Policy Act (NEPA) requirements. Integrated hands-on workshop sessions will give you a chance to test your planning skills.

IN

ISTRA

Office of Airport Planning and Programming

IO

2 0 1 0

OctOber 18 20, 2010

HIlToN loNg B E AcH HoT El loNg B E AcH, cA

Who ShouLd Attend

Airportstaffoflargeandsmallfacilitieswhomanage airportmasterplanning,system,orsubsequent engineeringandenvironmentalplanningefforts. Privatesectorairportplanners,environmental specialists,engineersandvendorswhowantto furtherdeveloptheirplanningskillsorunderstanding ofplanningsroleintodaysevolvingproject deliverymodels. FAAHeadquarters,Regional&ADOofficials whoareinvolvedwithairportmaster,system andenvironmentalplanningeffortsorneedto understandtheintegrationofplanningwith otherprojectphases. State,regionalandlocalcommunityplanners involvedwithaviationcomponentsor regionalplanningorintheoversightof airportplanningstudies.

LeARning objeCtiveS
Exploretheincreasinglyimportantroleofplanningand,in particular,theinterrelatedenvironmentalprocessattodays airports. Increaseyourbreadthofplanningskillsandeffective processesbeyondtheadvisorycircular. BeginwithBigPictureplanningtopicsandrapidlymoveto strategicplanningandeffectivedecisionmaking,thentest thesetechniquesinsmallgroupexercises. Understandwhatplanningresourcesandguidanceare availablefromtheFAA,TSAandothers. Learnwhytheintegrationofvisioning,financialand environmentalconsiderationsintoairportplanningefforts isessentialtosuccessfulplanning. Understandthekeyrolesthateffectiveplanningplaysin makingairportdevelopmentprogramssuccessful.

ACC Participates in ACRP Sustainability Project Panel

The panel for ACRP Project 2-28 Sustainability for Airports: Best Practices, Success Metrics, and Beyond, met October 12 and 13 to refine and finalize the project statement approved by the ACRP Oversight Committee (AOC) last July. ACC President Paula Hochstetler participated in the meetings as an industry liaison. The Request for Proposals for the project was disseminated to members of the ACC Sustainability and Environmental Committees, and the deadline for submittals is December 16, 2010.

ACC and SITA Hold Initial Lunch + Learn Webinar

Over 50 sites signed on for the first ACC Lunch + Learn webinar, sponsored by SITA. The webinar, Emerging Technologies at Airports discussed new trends in passenger processing technologies and their impacts at airports. These hour-long, free programs are designed to educate industry on the latest trends and issues facing the airport development community. Stay tuned for more free web opportunities from ACC in the near future.

10

Consulting, Winter 2010/11

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T

AD

AD

AD

Big T HAnks e xhibi t ors

Ms. Amy E. Peters, Vice President, Conference Development & Member Services 1775 K St. NW, Suite 500 Washington, DC 20006 United States Ph: (202) 293-8500, Fax: (202) 466-5555 Email: apeters@aci-na.org Airports Council International-North America (ACI-NA) is the largest of the six worldwide regions of Airports Council International (ACI), the authoritative voice of air carrier airports worldwide. ACI-NA airport members enplane 95 percent of all domestic and virtually all of the international airline passenger and air cargo traffic in North America. Mr. Ed Biggs, Sr. Market Manager Aviation & Assembly 201 Lukken Industrial Drive, West LaGrange, GA 30240 United States Ph: (706) 880-5711, Fax: (706) 880-5888 Email: Ed.biggs@milliken.com Milliken & Company is the Worlds most forward-thinking textile company. A global company, Milliken has modular carpet manufacturing located in the USA, England, Japan and Australia. MilliCare-The Total Contract Carpet Care system.

to all of the exhibitors, sponsors and ACC members for helping to make the ACC 32nd Annual Conference & Exposition possible.

Sponsors
diamond PLatinum

GOLD

Mr. Tom Kelty, New Business Development Manager 977 Gahanna Parkway Columbus, OH 43230 United States Ph: (614) 573-8232, Fax: (614) 573-8332 Email: tom.kelty@adb-air.com ADB Airfield Solutions (ADB) is the worlds leading airfield technology company on the ICAO and FAA markets providing advanced, integrated and sustainable solutions for visual guidance. With a world wide presence for more than 60 years, ADB differentiates itself by offering an innovative portfolio and expertise which sets standards in safety, performance and quality that is supported by unparalleled levels of customer service. ADB is trusted as the preferred partner for airside operations. For more information about ADB, please visit our companys website at www. sas.siemens.com.

Mr. Greg Hornbuckle, National Specification Manager Neenah Foundry Company 2121 Brooks Avenue Neenah, WI 54956 Phone: (314) 614-3627, Fax: (217) 824-5426 Email: GHornbuckle@NFCO.com Neenah Foundry is a manufacturer of gray and ductile iron municipal and airport castings, such as manhole frames, lids, curb inlets and trench grates.

SILVER

Mr. Gene Roth, Executive Director Airport Minority Advisory Council 2345 Crystal Drive, Suite 902 Arlington, VA 22202 Phone: (703) 414-2622, Fax: (703) 414-2686 Email: gene.roth@amac-org.com AM AC is a national, non-profit, trade association dedicated to promoting the full participation of minority-owned, woman-owned and disadvantaged business enter prises in air por t contracts and employment opportunities.

Mr. Nate Mortenson Area Sales Manager Safegate Airport Systems, Inc. 7101 Northland Circle, Suite 203 Brooklyn Park, MN 55428 Phone: (763) 535-9299, Fax: (763) 535-2307 Email: nate.mortenson@safegate.com The Safegate Group designs, develops and supplies airports and airlines with a range of complete systems aimed at improving safety, efficiency and the environment on the apron, ramp and airfield. Our ramp management solutions include the Safedock visual docking guidance systems, ramp information display, and the GOS gate operating system. Airfield lighting products include: ASP addressable airfield lighting, SafeControl airfield lighting control systems, a complete range of Thorn and Idman AFL airfield lights, featuring the new state-of-the-art SafeLED, and constant current regulators. Safegate systems have been implemented at hundreds of airports all around the world.

ACC PLayers

A C C A n n ua l C o n f e r e n c e C o m m i t t e e

Chair

Michael Floyd, Jacobs Corey F. Knight, Flow Design Concepts Ed Biggs, Milliken Carpet H.D. Campbell, Campbell & Paris Engineers Michael J. DeVoy, RW Armstrong Evan Futterman, Futterman Consulting, Inc. Daniel McSwain, AvTurf LLC Brenda J. Tillmann, RW Armstrong Carol Lurie, Vanasse Hangen Brustlin, Inc. (Board Liaison)

Vice Chair
Mr. Rich Ritchie, Vice President Sales & Marketing 504 Beaver Street Sewickley, PA 15143 Phone: (262) 292-4730, Fax: (412) 253-9378 Email: rritchie@simio.com Planners now have power of simulation in Simio 3D to test planned facilities fast, under various conditions, to understand different tradeoffs. Deliver signs well suited to cusotmers needs which can be expanded as traffic increases. Model groundside, terminal and airside sector systems accurately while communicating improvement ideas of entire system.

Committee Members

www.ACConline.org

11

The Airport Consultants Council

Announces
The 2 0 11

ACC Aviation Award of Excellence

Call For Nominations

The Airport Consultants Council (ACC) Aviation Award of Excellence recognizes the contributions of an individual, group, or organization to the airport and aviation industry. While consultants are not eligible for the award, candidates whose contributions qualifying them for nomination were completed within two years of their nomination and who have subsequently become consultants will be eligible for consideration.

Past Recipients
Past recipients of the prestigious ACC Aviation Award of Excellence include:
Benjamin R. DeCosta, Former Department of Aviation General Manager for Hartsfield-Jackson International Airport Edmund S. Kip Hawley, Former TSA Administrator Gina Marie Lindsey, Executive Director, Los Angeles World Airports James Bennett, A.A.E., President and Chief Executive Officer, Metropolitan Washington Airports Authority Frederick W. Smith, President & CEO, FedEx Corporation Jeffrey P. Fegan, CEO, Dallas/Ft. Worth International Airport James C. DeLong, AAE, former Director of Aviation, Louisville Airport Authority Lydia Kennard, Former Executive Director, Los Angeles World Airports Norman Y. Mineta, DOT Secretary Bombardier Aerospace, Manufacturer of the CRJ Series Regional Jet Bud Shuster, Chairman, House Committee on Transportation and Infrastructure James L. Oberstar, Ranking Democratic Member, House Committee on Transportation and Infrastructure Donald D. Engen, Director, National Air and Space Museum Gordon Bethune, Chairman and CEO, Continental Airlines Aviation Week Group, Publishers of Aviation Daily & Airports Herbert D. Kelleher, President, Chairman of the Board and CEO, Southwest Airlines Leonard L. Griggs, FAA Assistant Administrator for Airports Federico F. Pea, Former Mayor, City of Denver Samuel K. Skinner, DOT Secretary Positions listed are those held at the time that the award was presented

Selection Criteria
The selection of the recipient is based upon the extent to which their contributions meet the following criteria: Are significant, visionary and/or innovative; Have advanced the airport and aviation industry and Are a public service.

Nominations
Please use the following format when submitting nominations: Nominee Identify the individual with title, organization, contact information (address, phone, fax and email) Nominator Identify the individual submitting the nomination with title, organization and contact information Reason/Qualifications Describe in 150 words or less the nominees contributions that warrant their selection for the award. Focus on the award purpose and selection criteria when describing the nominees contributions. Additional supporting materials are not required.

Award Presentation
The ACC Aviation Award of Excellence will be presented at the ACC 33rd Annual Conference & Exposition, November 7 9, 2011 at the Miramonte Resort & Spa in Palm Springs, California.

Please

your nominations

submit by January 31, 2011

TO: Pam Keidel-Adams, ACC 2011 Awards Committee Chair, Phone: (480) 477-8651; Fax: (480) 477-8653 email: pkeideladams@wilbursmith.com

12

Consulting, Winter 2010/11

F e b rua ry 2 3 2 5, 2011
SHERATON DENVER DOWNTOWN HOTEL // Denver , CO
PLENARY SESSION A: Wake Up and Smell the Reality, Folks! The Financial and Funding Challenges of the Future (AIP Authorization, P3 Initiatives and Privatization)
TRACK A //Planning
H o st: Marc Champigny, The Louis Berger Group, Inc.

PLENARY SESSION B: The Future of Aviation: Where Do We Go From Here?

Track B //Terminal/Landside
H o st: Marion White, AIA, NCARB, LEED AP, Gensler

From Paper to Electronic: How Technology is Transforming Airport Planning Safety...SMS, SRM, SRMD: What Does It All Mean for Planning? The Future of Airports: Capacity, Expansion & Creativity Airport Land Use: A Generational Issue or a Near Term Solution? Wildlife Management: How Has the Game Changed?

Landside/Terminal Integration: Future Access and Amenities BIM: Implications for the Terminal Design Process A First Hand Look at BIM Projects New Trends in Terminal Design Terminal Terminals: Renovate or Start Over? What Do Aircraft Have to Do with Terminal Design?

Track D //CONSTRUCTION / PROGRAM MANAGEMENT

H o st: David Hanson, Walbridge

Track C //Airside/Engineering
H o st: Tom Mackie, Woolpert, Inc.

Protect Your Airport, Your Crew & Your Operations: Make Safety a Priority Pavement, Get Your Pavement Here! Pavement Design and Pavement Management Systems Covering Your Assets: Asset Management, Inventory & Opportunities for Improved Facility Management Weaving the Geospatial ACs with Your Design/Construction Work Flow: AC 150/5300-16, -17 and -18 Discussion Squeezing the Blood Out of the Design/Construction Turnip

Alternative Project Delivery Trends & Challenges The Future of IPD: Failure to Launch or Skys the Limit? A Look at How to Get Started with Integrated Project Delivery Demystifying BHS Projects: What Works Best and for Whom? Delivery of IT Systems in Large Airport: Construction Projects Onerous Contract Terms Friend or Foe? Airport Procurement Processes and Design Fee Negotiations: The Good, the Bad and the Ugly Sustainability Master Plans /Sustainable Airport Master Plans

SUPERTRACKS

Track E //Sustainability

H o st: William Keller, AICP, LEED AP+, RS&H

Grey Skies to Green: How Climate Change Is Affecting the Aviation Industry Sustainable Buildings: Policy to Practice: Practical Applications & Challenges of Sustainable Building Components Plug the Tug: Efficiency of Sustainable Airport Equipment: Myth or Miracle? $ustainanomics: Greening the Bottom Line The Money Side of Sustainability SMS: The Secret Ingredient to Making Sustainability Work

Be sure to join your colleagues at the preeminent airport technical event of the year.

For program information

Contact T.J. Schulz, ACC, at (703) 683-5900, or email tjs@ACConline.org.

FOr exhibit and sponsorship information

VISIT OUR WEB SITES FOR EVENT BROCHURE & UPDATES:

www.ACConline.org www.aaaemeetings.org

Contact Natalie Fleet, AAAE, at (703) 824-0500, Ext. 132, or email natalie.fleet@aaae.org.
For registration and hotel information

Contact Brian Snyder, CMP, AAAE, at (703) 824-0500, Ext. 174, or email brian.snyder@aaae.org.

www.ACConline.org

13

ACC M E MB E RS

New Members
EXECUTIVE MEMBERS
DeCosta Consulting LLC Mr. Benjamin R. DeCosta 1343 Cascade Falls Ct. SW, Atlanta, GA 30311 Tel: (404) 697-3287 Email: BenDeCosta@gmail.com
With a foundation of over 40 years of diverse professional experience including 16 years as CEO of large hub U.S. airports, the last 12 years as the leader of the worlds busiest airport, Hartsfield-Jackson Atlanta International Airport, Ben DeCosta, the principal of DeCosta Consulting, LLC, provides professional advice on business strategy, development, negotiations, problem solving, customer service, public affairs, management and leadership practices as well as human resource issues to businesses providing products and services to the aviation industry.

Associate Members
Simio, LLC Mr. Rich Ritchie, Vice President, Sales & Marketing 541 E. Erie St., Suite 414, Milwaukee, WI 53202 Tel: (262) 292-4730, Fax: (412) 253-9378 Email: rritchie@simio.com Web: www.simio.com
Planners now have power of simulation in Simio 3D to test planned facilities fast, under various conditions, to understand different tradeoffs. Deliver signs well suited to customers needs which can be expanded as traffic increases. Model groundside, terminal and airside sector systems accurately while communicating improvement ideas of entire system.

Federal Advocates, Inc. Mr. A. Bradley Mims, Partner 10007 Welshire Drive, Upper Marlboro, MD 20772 Tel: (301) 599-8989 Email: bmims@federaladvocates.com Web: www.federaladvocates.com
Federal Advocates, Inc. is a Washington, D.C.-based governmental relations consultancy. We assist public and private sector clients in devising and executing advocacy strategies to successfully achieve their goals in Washington, D.C. and across the country. We combine superior messaging with the legislative and regulatory processes to achieve success on behalf of our clients. Our team of experienced government professionals helps our clients understand and navigate the complex government process, as well as solve any resulting legislative or procurement issues which may stem from working with and selling to the government marketplace. We offer a one-stop shop for organizations to achieve their government sector goals and utilize all components of the government process to do so.

Zoeftig Ms. Laura Klarfeld, International Regional Sales Manager 28446 Evergreen Lane, Saugus, CA 91390 Tel: (661) 977-2231, Fax: (407) 333-8008 Email: LKlarfeld@zoeftig.com Web: www.zoeftig.com
Zoeftig have been a market-leading international supplier of contract furniture for over 40 years, with major installations of its products on all continents. We are design-led, market-driven manufacturers of public seating, with strong emphasis on the passenger terminal market and public waiting areas. All products are of the highest possible quality, rigorously researched and are both designed and manufactured with due weight given to our environmental responsibilities. Services include space-planning, material recommendation, project planning and delivery. Based in North America (Chicago, Illinois) and Europe (Bude, England), with regional representation globally, equips us well to offer clients and specifiers alike assistance and advice with their seating requirements.

ACC Updates
Between September 2010 and November 2010, ACC released email supplements to this publication. These supplements are also available at www.ACConline.org.

Legislative News
LN 10-06 (October 1, 2010)

Congress passes 16th FAA authorization extension through Dec. 31

Regulatory News
RN 10-01 (October 7, 2010)

NPRM for Safety Management Systems (SMS) at Certified Airports Published

14

Consulting, Winter 2010/11

On the Move
Pam Bell has joined Ross & Baruzzini as a Senior Technology Consultant. She will be working with the Los Angeles World Airports IT Program Management Office based in Los Angeles, California. Ms. Bell joins the firm with 30+ years of experience in engineering and information technology in aviation. In her most recent role, Ms. Bell served as a Principal/Technology Consultant for Arup Americas. She has also served as the IT Systems Director for the Anchorage International Airport. Her areas of expertise include IT Master Planning, airport technology planning, airport systems integration, common use facilities, air traffic control facilities and program management. Ms. Bells experience in project management, strategic planning and skills in research and experiment design add unique capabilities to the firm. Robert Delany has joined Ross & Baruzzini as Senior Information Technology Program Manager. He will be working with the Los Angeles World Airports IT Program Management Office based in Los Angeles, California. Mr. Delany joins the firm with over 25 years of experience in project management and information technology. He is committed to business transformation through process consistency, achievable pragmatic parameters and continuous service quality improvement. Mr. Delany has a thorough understanding of initiation, development, implementation and operating strategies for Project Management Office processes and governance. Ms. Laura Klarfeld is the new International Regional Sales Manager, North & South America for Zoeftig Inc. Zoeftig Inc is headquartered in Chicago and Zoeftig Ltd, the parent company, is headquartered in Bude, Cornwall in the UK. Laura will be based in the Los Angeles area office overseeing all business development, strategic management and corporate relations for the transportation markets in North and South America. She has worked in both FF&E and Passenger Processing for over 16 years providing solutions for the transportation market, including airports and airlines in North America. Stephen D. Van Beek, Ph.D. joined LeighFisher as Chief of Policy and Strategy. In this newly created position, Dr. Van Beek will have the responsibility for coordinating policy, strategy, and regulatory advice to clients across all modes and will help President Nick Davidson and the Executive Management Team launch LeighFishers new surface transportation practice. Dr. Van Beek has worked in a variety of private, non-profit, and governmental positions in transportation, including most recently leading the Eno Transportation Foundation a private foundation focusing on transportation policy, professional development, and research. Dr. Van Beek will work out of LeighFishers Washington, DC area office located in Reston, Virginia.

And the Winner Is

Gresham, Smith and Partners completed

a Land Use and Development Options Plan (LUDOP) for Dayton International Airport (DAY). Assessing approximately 650-acres of airport property, the plan identifies opportunities and restrictions associated with both Aeronautical and non-Aeronautical related development, dividing the property into three distinct areas. Within the context of the plan, GS&P conducted a regional market assessment, a target industry analysis and a supply chain analysis. GS&P also conducted an update to the DAY Environmental Inventory to identify potential environmental concerns. The purpose of the inventory was to assist in preparation of an environmental impact statement by identifying the National Environmental Policy Act (NEPA) impacts that may need to be addressed. GS&P conducted field analysis, historical records reviews, airport staff and regulatory interviews to determine the potential for airport development to cause environmental impacts that would require NEPA work in several areas including but not limited to the following categories: air quality, energy supplies, natural resources and sustainable design, social impacts and water quality. In addition to work with DAY, GS&Ps Land Planning division was recently awarded Outstanding Plan Large Jurisdiction by the Kentucky Chapter of the American Planning Association (KAPA). KAPA recognized Louisville Metro Government and their consultant team, led by GS&P, for their work on the River Road Scenic Byway Corridor Management Plan (CMP) which lays out a broad range of strategies and actions to protect and enhance the state designated Scenic Byway corridor.

www.ACConline.org

15

cover story
GOING GLOBAL continued from page 1

are beginning to engage in their own aggressive expansion plans. India plans to increase the number of commercial air service airports from 80 today to more than 500 over the next decade. Such an increase will require Indias air-traffic system to be transformed to handle two, three or even four times its current capacity. India plans to invest over $40 billion in airport infrastructure to help accommodate this projected growth. Significant investment by lending institutions continues to drive the need for external program/ construction management services and management consulting. India also has a formal agreement for technology transfer with the U.S. Federal Aviation Administration. China is slated to become the second largest national aviation market in the near future and plans to add more than 80 civil airports to their aviation system by the year 2020. China is unusual due to the high level of private investment thats available to help support and grow

its aviation infrastructure. Continued improvement in international relations and government reforms is making China an increasingly attractive business proposition.

of projects that support the development of modern infrastructure and an open trading system. Overseas Private Investment Corporation (OPIC): OPIC helps U.S. businesses invest overseas, fosters economic development in new and emerging markets, complements the private sector in managing risks associated with foreign direct investment, and supports U.S. foreign policy. Department of Commerce (DoC): DoC helps interested businesses to enter global markets by assisting in finding international business partners. They also help foreign companies find suppliers of products and services within the United States. There are over 100 local U.S. Commercial Service offices spread throughout the U.S. and nearly 80 additional offices in countries around the world. U.S. Embassies: U.S. embassies are often overlooked as potential resources. They can, in fact, assist in several ways. Embassies have departments that help

Market Insights
Overhead costs associated with researching new global markets can be challenging for small to medium size businesses that have limited resources. Marketing budgets can easily be exhausted. The reality is there is no substitute for actual experience in global business. To that end, there are several resources available to help U.S. firms better understand what it takes to do business overseas, including protecting intellectual property rights. Some of the best are: United States Trade & Development Agency (USTDA): The mission of the USTDA is to promote economic growth in developing and middle income countries, while simultaneously helping American businesses to export their products and services, thereby creating U.S. jobs. USTDA provides grant funding to overseas project sponsors for the planning

The Importance of ICAO in the Global Marketplace

By Abeer Khatib, C&S Companies

One of the challenges facing those interested in pursuing global aviation-related business opportunities is a lack of familiarity with the International Civil Aviation Organization (ICAO) and its standards and recommended practices. For those already working globally, the challenge is often to know how best to interface with the organization.

created by the Chicago Convention in 1944 as a United Nations Specialized Agency and is headquartered in Montreal, Canada. Its current Strategic Objectives are: A. Safety Enhance global civil aviation safety B. Security Enhance global civil aviation security C. Environmental Protection Minimize the adverse effect of global civil aviation on the environment D. Efficiency Enhance the efficiency of aviation operations E. Consistency Maintain the continuity of aviation operations F. Rule of Law Strengthen laws governing international civil aviation

The Standards and Recommended Practices (SARPs) of ICAO are compiled in 18 documents referred to as Annexes. A Standard is any specification whose application is recognized as necessary for safety or regularity of international air navigation and to which Contracting States will conform. A Recommended Practice is any specification whose uniform application is recognized as desirable for safety, regularity or efficiency of international air navigation. The rights of Contracting States are fully respected with no discrimination.

ICAO AT A GLANCE

The International Civil Aviation Organization is the global forum for civil aviation that works to achieve its vision of safe, secure and sustainable development of civil aviation through cooperation amongst its 190 Contracting States (i.e.; countries). The organization was
16

The Annexes of particular interest to airport development specialists include Annex 14: Aerodromes (ICAOs term for airports); Annex 16: Environmental Protection; and Annex 17: Security. Annex 14 includes Volume I Aerodrome Design and Operations; and Volume II Heliports. There are also a series of manuals that provide guidance to facilitate the uniform application of SARPs (Airport Planning, Aerodrome Design, Airport Services, Heliport Manual, Surface Movement Guidance & Control Systems and Aerodrome Certification). The three governing bodies of ICAO are:
1) The Assembly which meets

every three years and has rep-

Consulting, Winter 2010/11

companies of all sizes to gain insight into the economic conditions of various market sectors and to establish contact with appropriate key decision makers. State Resources: Individual U.S. states provide their own assistance programs for international partnerships. Chamber of Commerce : The U. S. Chamber of Commerce is the worlds largest business federation representing the interests of more than three million businesses of all sizes, sectors, and regions, as well as state and local chambers and industry associations. For example, the Georgia Indo-American Chamber of Commerce (GIACC) seeks to contribute to the development and improvement of economic, commercial and financial relations between India and the Southeastern United States, particularly the State of Georgia.

sources and pursuing business internationally. Entrance into each country has its pros and cons. Some localities may publish significant growth and expansion forecasts, but the risks involved in doing business may exceed the benefits. Be wary of pursuing business in countries with unstable governments. Funding for large aviation projects may be available under the current regime, but if the regime is not likely to be in place for the duration of the project funding could abruptly and prematurely stop. It is equally important to be selective when choosing local teaming partners. Some local firms may claim to, but not actually be front runners for projects to attract renowned international aviation firms and strengthen their offering. The myriad of risks associated with international contracting and payment must also be considered. Resources to help identify legal and insurance options and to aid in developing simplified contracts for doing business globally are readily available via the invaluable ACC network of agency and member firm contacts.

Strategic, operational, technological, environmental, financial, and intellectual property rights risks are also noteworthy. To use an antiquated aviation term, although the yield of international contracting usually exceeds the risks, wise companies will invest in the preparation of a risk assessment analysis of each country before jumping in with both feet.

Conclusion
Globalization is not coming it is here to stay. If a company can leverage the resources available, prepare a risk analysis, and keep expectations in check, doing business globally is one of the best ways to diversify and expand.

Risks Considerations
While there are several attractive and valid reasons to enter overseas markets, risks must be taken into account prior to investing re-

resentatives of all contracting states meet as the sovereign body to review the work of the organization in detail, set policy for coming years, and vote on a triennial budget.
2) The Council which is com-

3) The Secretariat which

prised of 36 states elected by the Assembly for a three-year term. The Council is the governing body of ICAO; it adopts Standards and Recommended Practices (SARPs) as Annexes to the Convention. The Council is assisted by the Air Navigation Commission on technical matters, the Air Transport Committee for economic matters, the Committee on Joint Support of Air Navigation Ser vices, and the Finance Committee; and

is headed by the Secretary General, and includes the Air Navigation Bureau (which includes the Aerodromes, Air Routes and Ground Section), the Air Transport Bureau, the Technical Co-operation Bureau, the Legal Bureau, and the Bureau of Administration and Services.

of the Aerodromes, Air Routes and Ground Section of the ICAO Secretariat. ACC was encouraged to begin to interface with ICAO on a technical level by informally participating as an invited technical advisor to ICAOs working groups and panels. This will enable ACC to demonstrate its value to ICAO members. It was also suggested that ACC meet with Airports Council International (ACI) and the International Air Transport Association (IATA) who currently hold Observer Status with ICAO. Once ACC has demonstrated its value to ICAO, formal steps to obtain Observer Status will be an option, assuming the ACC membership continues to support this initiative

and the resources to support such a presence in Montreal are feasible. In the meantime, ACC members will benefit by becoming increasingly familiar with ICAO and vice versa.

ACC/ICAO INTERFACE

In May 2010, ACC International Committee Chair Steve Peters with Jacobs and ACC President Paula Hochstetler met at ICAO Headquarters with the U.S. Alternate Representative to ICAO, Melissa Kehoe; and with the Aerodrome Chief, Yong Wang; and two Technical Officers, Joseph K.W. Cheong and David Evans de Maria, all members

www.ACConline.org

17

ACC E v e n t s

Looking ahead
ACC Institute Events
TIMEFRAME 1st Quarter 2011 1st Quarter 2011 Spring 2011 June 2011 Fall 2011 Fall 2011 COURSE TITLE Airports GIS Workshop Airfield Pavement Maintenance, Repair & Rehabilitation Airport Pavement Design & Evaluation Workshop Airport Project Delivery Summit ACC/ACI-NA/FAA NEPA Workshop ACC/ACI-NA/FAA Planning Course LOCATION TBD Central US Salt Lake City, UT TBD Western US Eastern US Eastern US

ACC Institute Webinars

November 22, 2010 January 8, 2011 February 10, 2011 Sustainable Master Plans and Airport Sustainability Plans Designing Airfield Pavements Designing Airfield Pavements

More courses are anticipated. Stay tuned to www.ACConline.org for updates.

For more information email T.J. Schulz, ACC: tjs@ACConline.org.
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Consulting, Winter 2010/11

allow your message to

TAKE-OFF

Advertise in the ACC Membership Directory

Now taking re s e rvation s

Ask about discounted rates for also advertising in AirportConsulting magazine
Artwork Guidelines
Artwork must be submitted digitally in high-resolution or vector format (at least 300 dpi at final size) under the following guidelines: Colors Files should be in 4-color process builds (simulated PMS). All spot colors must be converted to CMYK formatS Preferred format is Press Quality PDF. Other supported formats include: high-resolution JPEG, TIFF 24 bit (CMYK process) 300 dpi at final size, EPS (native Illustrator file fonts converted to outlines). Software supported up to these versions: QuarkXpress 6, Adobe Creative Suite 4 products including: InDesign, Illustrator, Photoshop, Acrobat 9. Include all original art and fonts (or convert fonts to outlines).
*Artwork that does not adhere to the above requirements and nonelectronic artwork submitted will be subject to $75 file set-up fee.

Sample ad pages from 2010 ACC Membership Directory

SIZES & PRICING

Half page $1650 Full page $3000 COVER HALF PAGE $1800 www.ACConline.org COVER FULL PAGE $3500

Important dates
Space Reservations: March 4, 2011 Artwork Deadline: March 18, 2011 Publication Date: May 2011

For more info

Please contact John Reynolds, Coordinator of Communications, at JohnR@ACConline.org or at 703-683-5900.

19

after all

A New Focus on Davis-Bacon

By Christopher OShaughnessy, Thompson Hine

ith unprecedented scrutiny over In the underlying project, the defendant contracted the federal funding provided for with the U.S. Army to construct buildings at construction projects through the the Fort Campbell military facility in Clarksville, American Recovery and Reinvestment Act Tennessee. The contractor was contractually and (ARRA), compliance with the Davis-Bacon Act 1 statutorily obligated to pay its electricians accordis being scrutinized more closely than ever. As ing to Davis-Bacon wages. These obligations the Department of Labor steps up enforcement, required the contractor to: a) ensure that persons federally funded construction projects are a doing electrical work were paid as electricians; b) minefield for the unprepared. Airport contractors ensure that its subcontractors complied with the should be extra vigilant regarding Davis-Bacon Davis-Bacon Act; and c) ensure that the payroll requirements and ensure they remain compliant. certifications were submitted and were complete and accurate. During the project, the contractor The Davis-Bacon Act requires contractors to submitted its weekly payroll certifications to submit its weekly certified payroll reports (as well the U.S. Army. When the representatives of the as its subcontractors payroll reports) to the project Department of Labor later reviewed the contracowner. With billions of federal dollars recently tors certifications, 62 inaccuracies or false payroll invested in construction, the government has certifications were found. The contractor failed to stepped up its efforts to investigate and enforce list its electrical subcontractor on its payroll, did compliance with these requirements. In fact, a not submit a separate payroll certification for its contractor was prosecuted by the Department electrical subcontractor, and paid its electricians of Labor for its submission of incomplete and less than the Davis-Bacon required wages. By false payroll certifications on a federally funded final completion of the project, the government construction project. paid the contractor $553,807.71 for electrical work that was either falsely certified or not part In U.S. ex rel. Wall v. Circle Construction, LLC , of any payroll certification at all. 700 F. Supp.2d 926 (2010), a U.S. District Court judge determined that a contractor violated the Reckless disregard of contract provisions Davis-Bacon Act and the Federal False Claims for payroll certifications is sufficient for FCA Act (FCA) by failing to ensure that its electrical liability because FCA liability does not require a subcontractor paid Davis-Bacon wages to its specific intent to defraud. As a result of the false electrical workers and by filing false payroll certifications, the court ordered the contractor to certifications with the government. The judge pay three times the governments actual damages granted summary judgment to the government of $553,807.71 (the total amount paid pursuant and ordered the contractor to pay treble damages to the contractors false payroll certifications) or of $1.6 million plus costs. $1,661,423.13 plus costs.

Although contractors and subcontractors are hungry for new work, they must educate themselves on the strict requirements contained in the Davis-Bacon Act and the False Claims Act or risk the serious penalties imposed by those laws. Payment applications and change orders must be scrutinized before submission as there are severe consequences that are being enforced with increasing frequency. Moreover, contractors in federally funded projects must watch over their subcontractors as owners and courts will hold them liable for their actions or inactions.
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The Davis-Bacon Act applies to any federally

funded construction contract in excess of $2,000 and was expanded to projects funded in whole or in part by ARRA funds (with few exceptions). The Davis-Bacon Act requires government contractors to pay the prevailing wages set by the Secretary of Labor to employees on government projects. Under the Davis-Bacon Act, these government contracts must include stipulations that the contractor or subcontractor shall pay its employees the wage determinations listed in the contract and that the contractor and subcontractors must furnish weekly payroll certification of wages paid to each employee for that week. 40 U.S.C. 3142(c) and 3145. Moreover, the prime contractor is responsible for the submission of payroll by all subcontractors. 29 C.F.R. 5.5(a)(3)(ii)(A).

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Consulting, Winter 2010/11