Airport Magazine February/March 2011

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EDITOR’SCORNER

E D I T O RBARBARA COOK

[email protected]

P U B L I S H E RJOAN LOWDEN

E X E C U T I V E E D I T O RELLEN P. HORTON

E D I T O R - A T- L A R G ESEAN BRODERICK

N E W S E D I T O RHOLLY ACKERMAN

A R T D I R E C T I O NUNCONFORMITY, LLC

S T A F F P H O T O G R A P H E R SBILL KRUMPELMAN

JAMES MARTIN

A D V E R T I S I N G A N D S A L E [email protected]

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Copyright 2011 by AAAE. All rights reserved.

Statements of fact and opinion are the responsibility of the authors and do not

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M A G A Z I N E

Airport Magazine will emphasize themes in our issues this year, beginning with our technology coverage in February/March. This package of articles, all relating to technology that impacts and aids airports, is intended to

offer management and line personnel practical tools to enhance their productivity.

Features in this issue center on sustainability success stories, NextGen, GIS and AAAE’s Spatial Asset Management System (SAAMS), a continuation of the long line of AAAE “cloud computing” services.

Our departments include the Operations Column, written by Ed Clayson, facilities maintenance superintendent at Salt Lake City International, who explains why operational efficiency, sustainability and innovation occupy larger parts of a maintenance manager’s time. We also offer a look at the future of airport-traveler communications in the AirporTech column.

We thank our advertisers in this issue: Astronics DME Corp., Burns & McDonnell, Delta Airport Consultants, Kimley-Horn, Michael Baker Corp., the Northeast Chapter-AAAE, Ricondo and Associates and RS&H. These companies contribute to the success of Airport Magazine through their support. Please support them in turn.

Features of the Airport Magazine website (www.airportmagazine.net) allow readers around the globe to access the current issue, as well as research an archives section that provides access to all issues for the past three years. A full-color interactive flip book for each issue allows readers to print out articles. Our subscribers and all AAAE members receive printed copies as well.

On a personal note, we at Airport Magazine will miss Jim Morasch, A.A.E., a member of our Editorial Advisory Board, who died Feb. 3 as the result of injuries sustained in an earlier car accident. Jim was always ready to assist with editorial direction and ideas about the content of this magazine. Please see his In Memoriam in this issue.

Sincerely,

Barbara Cook

4 AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2011

Cover Feature

Airports Vital To NextGen Implementation | 12

Why RNP Matters To Airports: The Path Of Progress | 16Next up For NextGen At Airports

Features

Lessons From FAA’s Airports-GIS Pilot Program | 20A Case Study From Valley International Airport

Airports Are Going Green | 24An Airport Magazine Survey

The Benefits of Airport Safety Risk Assessment Integration | 29Safety Management Systems

Departments

Upfront 6

News Briefs 8

AirporTech 36

Operations Column 38

FBR 40

Retail Briefs 41

MarketScan 42

Billboard 44

Coming in Airport Magazine

April/MayAAAE Annual Conference Issue

Features:Winter OperationsAir Service: Targeting Cargo

June/JulyAirport Concessions Issue

Features:Airport Concessions and the Green RevolutionKiosks As Revenue ProducersAirport Parking And Other Non-Aeronautical Revenue Strategies

12

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Volume 23/Number 1 | February/March 2011

E D I T O R I A L A D V I S O R Y B O A R D

A I R P O R T M E M B E R SWILLIAM G. BARKHAUER, Morristown, New Jersey

MARK GALE, Philadelphia, PennsylvaniaJIM JOHNSON, Odessa, Florida

TIMOTHY K. O’DONNELL, Fort Wayne, IndianaROBERT P. OLISLAGERS, Englewood, Colorado

TORRANCE A. RICHARDSON, Fort Wayne, IndianaELAINE ROBERTS, Columbus, Ohio

C O R P O R A T E M E M B E R SBILL HOGAN, RS&H

STACY L. HOLLOWELL, Siemens One, Inc. BRIAN LACEY, Delaware North Companies

RANDY POPE, Burns & McDonnell

LAURA SAMUELS, Hudson Group

A A A E B O A R D O F D I R E C T O R S

C H A I R

JAMES E. BENNETT, Abu Dhabi

F I R S T V I C E C H A I R

KELLY L. JOHNSON, Bentonville, Arkansas

S E C O N D V I C E C H A I R

BRUCE E. CARTER, Moline, Illinois

S E C R E T A R Y / T R E A S U R E R

MARK P. BREWER, Manchester, New Hampshire

S E C O N D P A S T C H A I R

JIM P. ELWOOD, Aspen, Colorado

DANETTE M. BEWLEY, Reno, Nevada

TOMMY W. BIBB, Nashville, Tennessee

JEFF L. BILYEU, Angleton, Texas

BENJAMIN R. DECOSTA, Atlanta, Georgia

ROD A. DINGER, Redding, California

TIMOTHY DOLL, Eugene, Oregon

LINDA G. FRANKL, Columbus, Ohio

MARK GALE, Philadelphia, Pennsylvania

STACY L. HOLLOWELL, Carrollton, Texas

KIM W. HOPPER, Portsmouth, New Hampshire

MARK D. KRANENBURG, Oklahoma City, Oklahoma

WILLIAM MARRISON, Knoxville, Tennessee

TODD McNAMEE, Camarillo, California

JEFFREY A. MULDER, Tulsa, Oklahoma

CARL D. NEWMAN, Phoenix, Arizona

THOMAS M. RAFTER, Hammonton, New Jersey

BRIAN P. REED, Jacksonville, Florida

TORRANCE A. RICHARDSON, Fort Wayne, Indiana

ROBERT F. SELIG, Lansing, Michigan

DAVID R. ULANE, Aspen, Colorado

C H A P T E R P R E S I D E N T S

LUIS E. ELGUEZABAL, San Angelo, Texas

SCOTT A. BROCKMAN, Memphis, Tennessee

ALFRED POLLARD, Baltimore, Maryland

MICHAEL J. OLSON, Grand Island, Nebraska

MARK E. WITSOE, Reno, Nevada

TODD S. WOODARD, Spokane, Washington

P O L I C Y R E V I E W C O M M I T T E E

BONNIE A. ALLIN, Tucson, Arizona

ROSEMARIE ANDOLINO, Chicago, Illinois

WILLIAM G. BARKHAUER, Morristown, New Jersey

KRYS T. BART, Reno, Nevada

THELLA F. BOWENS, San Diego, California

LARRY D. COX, Memphis, Tennessee

ALFONSO DENSON, Birmingham, Alabama

KEVIN A. DILLON, Warwick, Rhode Island

THOMAS E. GREER, Monterey, California

GARY L. JOHNSON, Stillwater, Oklahoma

JAMES A. KOSLOSKY, Grand Rapids, Michigan

LYNN F. KUSY, Mesa, Arizona

RONALD MATHIEU, Little Rock, Arkansas

ERIN M. O’DONNELL, Chicago, Illinois

BRADLEY D. PENROD, Pittsburgh, Pennsylvania

ELAINE ROBERTS, Columbus, Ohio

STEVEN H. SCHREIBER, Portland, Oregon

RICKY D. SMITH, Cleveland, Ohio

SUSAN M. STEVENS Charleston, South Carolina

MARK VANLOH, Kansas City, Missouri

PAUL WIEDEFELD, Baltimore, Maryland

P R E S I D E N T

CHARLES M. BARCLAY, Alexandria, Virginia

M A G A Z I N E

20

Cover by Zev Remba, Unconformity, LLC.


AAAE Outlines Plan To Fund InfrastructureAAAE First Vice Chair Kelly Johnson, A.A.E., director of Northwest Arkansas Regional, on Feb. 9 outlined for the House aviation subcommittee AAAE’s recommendations for meeting future airport infrastructure needs without relying on scarce general revenue funds.

AAAE called for the elimination of the cap on PFCs, continued support of AIP, and permanent relief from the alternative minimum tax penalty for airport bonds.

“Airport executives appreciate the enormous pressure that exists to reduce federal spending and are focused on solutions that can help airports finance critical infrastructure projects in a fiscally responsible manner,” Johnson told subcommittee members. “Despite a difficult budget situation, Congress can and should find a way to support critical airport infrastructure development as a means to enhance aviation safety, security, and capacity and to stimulate the economy by creating and supporting high-paying jobs.”

As part of her testimony, Johnson also asked lawmakers to support the Essential Air Service Program, the Small Community Air Service Program and FAA’s Contract Tower Program. Further, she urged Congress to reject proposed National Fire Protection Association aircraft rescue and fire fighting standards for airports and other unfunded federal mandates.

Barclay Joins Senate Leaders To Back FAA BillAAAE President Charles Barclay on Jan. 31 participated in a press conference with Senate Democratic leaders to highlight the importance of passing the pending FAA reauthorization bill and to explain

the job-creation impact of such infrastructure investments.

The press briefing included Majority Leader Harry Reid (D-Nev.), Democratic Conference Vice Chair Charles Schumer (D-N.Y.), Commerce Committee Chairman John Rockefeller (D-W.Va.) and new aviation subcommittee Chair Sen. Maria Cantwell (D-Wash.).

Barclay was the only industry representative to participate in the press briefing. He told media representatives that the two-year FAA bill includes $8.1 billion for AIP. “Every dollar in the AIP program goes to capital construction,” he stated. “It’s improving the capacity of the airport system, which improves the economic activity of those communities. We’re talking runways, taxiways, safety and capacity-enhancing projects. “

According to DOT figures, every $1 billion in infrastructure investment coupled with a 20 percent local match creates or supports approximately 35,000 jobs, Barclay stated. “Based on that general formula, $8.1 billion in AIP funding could support as many as 280,000 jobs.”

If enacted into law, the FAA bill “will improve aviation safety, expedite the implementation of the Next Generation Air Transportation System and stimulate the economy by creating jobs,” Barclay said.

FAA, JetBlue Sign NextGen AgreementFAA will spend $4.2 million over the next two years to equip 35 JetBlue aircraft with Automatic Dependent Surveillance-Broadcast (ADS-B) avionics as part of the agency’s NextGen program.

NextGen is the transformation of the U.S. national airspace system from a ground-based system of air traffic

control to one based on satellites. According to FAA, the agreement

with JetBlue will enable the carrier “to fly in two major routes off the East Coast, even if traditional radar coverage is not available. The improved accuracy, integrity and reliability of aircraft surveillance under ADS-B will allow JetBlue to take advantage of these routes at all times since the satellite-based system tracks the precise position of aircraft.

“The agreement will also allow JetBlue to fly a new route to the Caribbean, and could lead to the development of two new, shorter ADS-B-only routes to the Caribbean from Boston, New York and Washington,” FAA said. The agency said it will collect valuable NextGen data by observing and conducting real-time operational evaluations of ADS-B on revenue flights.

JetBlue will provide flight operations, pilots and aircraft maintenance and will pay for the cost of aircraft downtime while the ADS-B avionics are installed, FAA said. JetBlue also will fund the necessary training for dispatchers and flight crews, including simulator time. The airline will demonstrate the cost savings of ADS-B technology and potentially equip the rest of its A320 fleet at its own expense with ADS-B avionics, the agency said.

TSA Adds Privacy Software To AIT Screening UnitsTSA announced that it has begun testing new software on its advanced imaging technology (AIT) machines that will enhance privacy by eliminating passenger-specific images. Instead, the software will auto-detect potential threat items and indicate their location on a generic outline of a person.

TSA Administrator John Pistole said the agency will test the new

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software at Las Vegas McCarran International, Hartsfield Jackson Atlanta International and Reagan Washington National airports.

“We are always looking for new technology and procedures that will both enhance security while strengthening privacy protections,” Pistole said. “Testing this new software will help us confirm test results that indicate it can provide the same high level of security as current advanced imaging technology units while further enhancing the privacy protections already in place.”

The new software will automa-tically detect potential threat items and indicate their location on a generic outline of a person that will appear on a monitor attached to the AIT unit, Pistole explained. As with the current version of AIT, the areas identified as containing potential threats will require additional screening. The generic outline will be identical for all passengers. If no potential threat items are detected, an “OK” will appear on the monitor with no outline.

By eliminating the passenger-specific image associated with the current version of AIT, a separate TSA officer no longer will be required to view the image in a remotely located viewing room. By removing this step of the process, AIT screening will become more efficient, expanding

the throughput capability of the technology, Pistole said.

TSA worked with DHS and private industry to develop the software and began testing it at the TSA Systems Integration Facility in the fall of 2010. The new software is being tested on millimeter wave AIT units currently in airports, with plans to test similar software on backscatter units in the future.

Currently, nearly 500 AIT units are deployed at 78 airports nationwide, with additional units planned for deployment this year.

FAA To Amend Driver, Pavement Standards FAA has issued a Notice of Proposed Rulemaking (NPRM) to amend the airport certification standards in Part 139 related to driver training and pavement surface evaluations.

In announcing the NPRM, FAA said the proposed rule will improve safety by:

• Establishing minimum standards for driver training of personnel who access the airport non-movement areas such as the ramp;

• Establishing a requirement for pavement surface evaluations to ensure reliability of runway surfaces in wet weather conditions;

• Establishing a requirement for

a Surface Movement Guidance Control System plan if the certificate holder conducts low visibility operations. The plan would facilitate the safe movement of aircraft and vehicles in low visibility conditions;

• Clarifying the applicability of Part 139 based on the number of aircraft passenger seats used for passenger-carrying operations; and

• Explicitly prohibiting fraudulent or intentionally false statements in a certificate application or record required to be maintained.

The proposed requirements relat-ed to driver training were an action item from the 2007 Runway Safety FAA Call for Action. The pavement evaluations were an action item called for in the 2007 International Civil of Aviation Organization (ICAO) audit of the United States.

Raleigh-Durham Opens Terminal 2 Second PhaseRaleigh-Durham International on Jan. 24 celebrated the opening of Terminal 2’s final phase.

The total project, costing $570 million, involves 920,000 square feet of space; 36 gates, including a south concourse; three ticketing islands with 60 check-in counters; 60 self-service, check-in kiosks; 10 security checkpoint lane capacity; five baggage claim carousels; 39 shops and restaurants; a 60-foot-high central atrium; and a 90-foot-long canopy to protect passengers on the walk to the parking garage.

Designed by North Carolina native Curtis Fentress, the building features a column-free design that guides passengers from airline check-in to their gate. The terminal departs from the traditional ticketing counters positioned against the wall

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New software in use by TSA will eliminate passenger-specific images.

AIRPORTMAGAZINE.NET | FEBRUARY/MARCH 2011


UPFRONT

and instead features islands that encourage easy movement from ticketing to security checkpoint.

“The region RDU serves is unique,” said airport Director John Brantley. “When planning this terminal building, we took great care to ensure it reflects the region’s history of craftsmanship, as well as its reputation for high-tech innovation.”

Brantley noted that one of the major highlights of Terminal 2 is the Shops of RDU, a collection of 40 retail outlets, restaurants and customer services. Twenty-five shops and restaurants opened when phase one of the project was completed in October 2008. Phase two features an additional 13.

SW Adds RNP At 11 AirportsSouthwest in January began using Required Navigation Performance (RNP) flight procedures at 11 airports nationwide.

RNP is satellite-based navigation that brings together the accuracy of global positioning systems, the capabilities of advanced aircraft avionics and new flight procedures.

The primary airports with RNP procedures are Birmingham, Boise, Los Angeles, Chicago Midway, Oakland, Oklahoma City, West Palm

Beach, Raleigh-Durham, San Jose, Amarillo and Corpus Christi.

With RNP/NextGen procedures in place at 11 airports, the carrier said its projected savings are $16 million a year, with an anticipated savings of more than $60 million per year once all Southwest airports have RNP procedures.

The company said in a statement that this milestone to reduce environmental impact with a more efficient operation and to assist FAA on NextGen initiatives “is the culmination of a four-year project with partners Boeing, GE and Honeywell.”

“RNP is a significant step in the future for the NextGen Air Traffic Control System,” said Mike Van de Ven, Southwest’s executive vice president and COO. “This milestone culminates substantial efforts by our company working with FAA to position Southwest as a leading participant in a modernized air traffic control system.”

DOT Marks Opening Of St. Louis ARFFFAA on Jan. 24 marked the completion of an aircraft rescue and fire fighting (ARFF) building at St. Louis Downtown Airport, East St. Louis, Ill., paid for with $4.7 million in American Recovery and

News Briefs

Eric Frankl, A.A.E., executive director of Blue Grass Airport, Lexington, Ky., has been selected as the 2010 Air Carrier Airport Manager of the Year by FAA’s Southern Region. The award was presented at the annual FAA Southern Region Airports Communications Conference in Atlanta on Jan. 27, 2011. … The top executives at three Greenville, S.C., airports have been named on the list of the 50 Most Influential People of 2010 by Greenville Business Magazine. Joe Frasher, A.A.E., director of Greenville Downtown Airport; Dave Edwards, A.A.E., executive director of Greenville-Spartanburg International; and Jody Bryson, president and CEO of the South Carolina Technology & Aviation Center, were noted for their contributions in local economic development. … Sheila Dugan, C.M., has been promoted to deputy executive director of Naples (Fla.) Airport Authority. She assists Executive Director Ted Soliday, A.A.E., in overseeing day-to-day operations of Naples Municipal Airport and its staff. Dugan, who previously served as senior director of finance, human resources and administration, joined the authority in 1990 in the accounting department. … Allegheny County (Pa.) Airport Authority has appointed Paul Hoback, Jr., C.M., director of maintenance. In this job, Hoback will direct all operations in field maintenance, facilities maintenance and airline services at Pittsburgh International. Hoback, who has been with the airport authority for 10 years, has served as the manager, maintenance administration and planning, for the past two years and as a project manager (mechanical) in the engineering/construction department for the previous eight years. … Raleigh-Durham International Airport’s Director John Brantley was named 2010 Businessperson of the Year by the Triangle Business Journal. He was recognized for his more than 30 years at the airport and the major projects he has overseen during the airport’s expansion. … Lawrence Galer has been named a resident engineer in the Columbus office of Parsons Brinckerhoff (PB), a global infrastructure strategic consulting, planning, engineering and program/construction management organization. Galer currently is assigned to the Port Columbus International Airport runway relocation construction project.

Raleigh-Durham’s completed Terminal 2.


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Reinvestment Act funds.

Recovery Act funds paid the full cost of building the structure, which will house employees and a fire and rescue vehicle. FAA regulations require airports with unscheduled passenger-carrying aircraft of at least 31 passenger seats to have a fire and rescue facility on airport property.

St. Louis Downtown Airport now receives charter operations by unscheduled air carriers and commuter service about three times per week and was required to build this facility.

St. Louis Downtown is the third-busiest Illinois airport in number of operations, behind only Chicago O’Hare International and Chicago Midway, FAA said. In fiscal year 2010, the airport had more than 111,000 takeoffs and landings.

Court Upholds FAA Decision In Airport CaseThe U.S. Court of Appeals for the District of Columbia has upheld FAA’s decision that a city ordinance banning certain categories of aircraft from operating at Santa Monica Municipal violates the airport’s contractual obligations to the federal government.

The court found that, “FAA’s final agency decision, which con-cluded that (Santa Monica’s) ban of Category C and D aircraft from (the airport) was inconsistent with…contractual obligations to the federal government to make (the

airport) available for use on ‘fair and reasonable terms and without unjust discrimination, to all types, kinds, and classes of aeronautical uses,’ was not arbitrary, capricious, an abuse of discretion, or otherwise not in accordance with the law. The petition for review is denied.”

The court’s decision may be accessed at http://www.cadc.uscourts.gov/internet/opinions.nsf.

FAA Dedicates Control Tower At LaGuardiaFAA has dedicated a new air traffic control tower at New York’s LaGuardia airport to replace the one that has served the airport since 1964. In 2010, air traffic controllers at LGA handled nearly 400,000 takeoffs and landings.

The tower is equipped with the latest aviation technology, including the Airport Surface Detection System Model X, which allows controllers to track surface movement of aircraft and vehicles. Controllers also will use the Integrated Control and Monitoring System, which consolidates information, including navigational aid

displays, into one screen. The new, 233-foot-high tower is

82 feet higher than the previous facility and has an 850-square-foot cab. The total cost to design, equip and construct the new tower was approximately $100 million.

LAX Dedicates Response Coordination CenterLos Angeles Mayor Antonio Villaraigosa in late January was joined by airport officials to dedicate a new Airport Response Coordination Center (ARCC) at Los Angeles International.

Villaraigosa said the $13.9 million facility “greatly enhances LAX’s operational efficiency and crisis management capabilities by centralizing communications and streamlining management of all the airport’s many operations, while improving service to passengers, airlines, concessionaires, tenant service providers, governmental agencies and the surrounding community.”

The ARCC provides 24/7 operational support, facility management, flight information, security coordination and ensures

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New York LaGuardia’s new air traffic control tower.


compliance with federal aviation regulations. The facility is staffed with personnel from airside and landside, airport police and construction and maintenance services divisions, as well as from government agencies, including TSA. The ARCC staff is expected to expand as other airport monitoring activities are merged into it. The airport’s established AiRadio 530 AM broadcasting facility also is located inside the ARCC.

A separate section of the ARCC, called the Incident Management Center, will be activated during a major incident or airport emergency. Staff in the center will summon additional personnel to respond to the event.

During a critical incident, the regularly scheduled ARCC staff will continue to manage other airport activities that might be impacted slightly or not at all by the incident, including airport roadways, terminals, parking facilities, ground transportation, fueling operations, runways and taxiways, cargo and catering facilities and office buildings.

TSA Won’t Expand Opt-Out ProgramA TSA decision not to expand the Screening Partnership Program, known as opt-out, beyond the airports now participating, absent a “clear and substantial advantage” for the government to do so, brought mixed reactions.

Rep. John Mica (R-Fla.), chairman of the Transportation and

Infrastructure Committee, issued a statement saying, “It’s unimaginable that TSA would suspend the most successfully performing passenger screening program we’ve had over the last decade. The agency should concentrate on cutting some of the more than 3,700 administrative personnel in Washington who concocted this decision, and reduce the army of TSA employees that has ballooned to more than 62,000.”

The congressman said that his committee will launch a full investigation of the decision.

The American Federation of Government Employees praised the decision, however, saying that TSA’s ruling recognizes “the value in a cohesive federalized screening system and workforce.”

AAAE Presents DSA To Duval, MarrisonAAAE has presented its Distinguished Service Award (DSA) to former Chair John Duval, A.A.E., and to Bill Marrison, A.A.E. The DSA is presented to airport executives in recognition of career-long leadership and contributions to the international aviation industry.

Duval served as AAAE chair from

June 2009 to June 2010 and earlier held numerous AAAE leadership roles. He also was president of the Northeast Chapter. He currently is national aviation director for Austin Commercial.

Marrison, president of the Metropolitan Knoxville Airport Authority, is president of the Tennessee Association of Air Carrier Airports and immediate past president of AAAE’s Southeast Chapter.

AAAE Presents Award To Former Rep. OberstarAAAE has honored former Rep. James Oberstar with the association’s Leadership Award in recognition of “his decades of faithful public service and unparalleled leadership on airport and aviation policy issues.”

“The role that Jim Oberstar has played in making our nation’s air transportation system the safest and most efficient in the world cannot be overstated,” AAAE President Charles Barclay said. “Over the course of his distinguished, four-decade-plus career in the House of Representatives as a staff member and as an elected official, Jim played a key role in shaping virtually every policy and statute that governs the U.S. aviation system. His leadership will be missed, but his legacy lives on to the benefit of airports, the aviation industry, and the American public.”

Oberstar represented Minnesota’s 8th Congressional District for 36 years. He was a long-serving member of the House Transportation and Infrastructure Committee, which he chaired from 2007 through 2010. Much of his work on that committee and its aviation subcommittee was dedicated to improving aviation safety and infrastructure.

UPFRONT

Los Angeles International’s new Airport Response Coordination Center

In Memoriam: Jim Morasch, A.A.E.Jim Morasch, A.A.E., Tri-Cities (Wash.) airport director, died Feb. 3 as a result of injuries sustained in an automobile accident Jan. 25. Morasch, 68, was AAAE chair in 1999.

AAAE President Charles Barclay said that Morasch’s death left “a huge hole in the AAAE family — a place that was occupied by a wonderful, extraordinary man who had a great talent for friendship and making other people feel good about themselves. Jim will be missed so much by those in the airport business, but we are very, very grateful for the time, wisdom and wonderful camaraderie he

shared with us.”An article in the Feb. 3 Tri-Cities

Herald quoted Port of Pasco Executive Director Jim Toomey as saying Mr. Morasch “was the best. It’s just a huge loss at every level — for the airport industry, the port industry and, of course, friends and family.” Toomey said that TSA honored Mr. Morasch with an award for his leadership in 2007. In 2008, the Port of Pasco commissioners honored him by changing the name of Airport Road to Morasch Lane.

Mr. Morasch had served as director of the Pasco, Wash., airport since 1980. He is survived by his wife and three grown children

In lieu of flowers, memorial contributions may be made in Mr.

Morasch’s memory to the AAAE Foundation Scholarship Fund, ATTN: Tyra Harpster, 601 Madison Street, Suite 400, Alexandria, VA 22314.

Deregulation Advocate Alfred Kahn DiesAlfred Kahn, known as the father of airline deregulation, died Dec. 27, 2010, of cancer at his home in Ithaca, N.Y., according to an announcement from Cornell University. He was 93.

Dr. Kahn chaired the Civil Aeronautics Board during the period when it ended its regulation of the airline industry. He was the Robert Julius Thorne Professor Emeritus of Political Economy at Cornell University. A

UPFRONT


NEXTGEN

T he ongoing initiative to modernize the U.S. aviation system — known as the Next Generation Air Transportation System, or NextGen — is based on

forecasts of increased traffic, the diversity of aviation operations, and the need to improve aviation safety and efficiency and reduce the environmental impact. One of the most important elements in making NextGen a reality is airports.

RTCA, a not-for-profit association founded in 1935 and utilized as a federal advisory commit-tee, is at the center of the NextGen effort. RTCA works closely with FAA to develop comprehen-sive, industry-vetted and endorsed recommenda-tions for the government on issues ranging from technical performance standards to air transpor-tation policy.

There is a desire and recognition across the avi-ation industry to leverage the tremendous invest-ment that has been made by the federal govern-ment and airport operators during the last decade in runways, taxiways and terminal facilities. When RTCA was asked by FAA to forge a consen-sus among all interested stakeholders on a priori-tized list of NextGen operational capabilities to be

implemented between now and 2018, an airport-centric approach emerged from the deliberations undertaken by a diverse set of stakeholders from all segments of the aviation community.

NEXTGEN TASK FORCEThe RTCA NextGen Mid-Term Implementation Task Force (TF5) was established by the RTCA Policy Board in

response to a request from Hank Krakowski, FAA’s Air Traffic Organization chief operating officer, and Peggy Gilligan, FAA associate administrator for aviation safety. TF5 is comprised of more than 300 individuals from 141 organizations, representing virtually every segment of the aviation community. Participants brought to the endeavor their technical, operational — and, for the first time on a task force — financial and strategic planning expertise.

The members of TF5 focused on implementing integrated sets of solutions where the problems exist. Their recommendations call for an airport-

Airports Vital To NextGen ImplementationBy Margaret Jenny


FEATURES

centric implementation rather than the historic approach of deploying nationwide infrastructure, and only then incorporating the necessary appli-cations, procedures and airspace changes needed to improve the performance of the air transporta-tion system.

The recommendations went a step further, though, calling for enhanced capabilities to increase capacity and efficiency by de-conflicting traffic to and from airports that make up so-called metroplexes where problems are the most acute and most likely to ripple through the country, causing unnecessary flight delays, missed connections and cancellations. This

strategy will lead to the biggest improvements for the aviation community and, most importantly, the trav-eling public in the near term.

The impact on airports is obvious in the fol-lowing seven areas of recommendations made by TF5 and now integrated into FAA’s NextGen Implementation Plan (NGIP), which defines the agency’s commitment to NextGen.

SURFACE: Deploy and/or use technologies, pro-cedures and data sharing that will improve airport surface traffic situational awareness, and encour-age data sharing to provide enhanced safety and


reduced delays.

RUNWAY: Increase throughput at airports with closely spaced paral-lel, converging and intersecting runways through expanded use of Required Navigation Performance (RNP)/Localizer Performance with Vertical Guidance/Ground-Based Augmentation Systems/instrument landing systems/high-update radar and multilateration, where appropri-ate. This will reduce delays, noise and emissions.

METROPLEX: Increase metroplex capacity and efficiency by de-con-flicting traffic to and from all airports within large metropolitan areas, using Area Navigation (RNAV) and RNP, along with integrated proce-dures and expanded use of terminal separation standards.

CRUISE: Increase cruise efficiency through enhanced use and increased availability of Special Activity Airspace, greater use of automation for aircraft metering, merging and spacing at bottlenecks, and use of flexible RNAV routing.

ACCESS: Enhance access to low-altitude, non-radar airspace for general aviation traffic, and increase availability of global positioning system approaches to more general aviation airports.

DATACOMM: Expedite the deployment of air-ground digital data communication applications to decrease gate departure delays and enhance efficiency and safety of airborne traffic, especially when re-routing multiple aircraft around severe weather.

INTEGRATED AIR TRAFFIC FLOW MANAGEMENT: Improve overall system efficiency through enhanced collaborative decision-making between FAA and users’ flight operations centers.

In addition to its airport-centric approach to implementing NextGen, the aviation community stressed the importance of implementing opera-tional capabilities versus technologies, and deriv-ing benefits from existing equipage. This approach

will help to relieve today’s congestion and delays. But success also will increase the community’s confidence in FAA’s ability to implement NextGen.

EXISTING TECHNOLOGIESCritical first steps in the deployment of NextGen include fully leveraging RNAV/RNP, expanded use of enhanced surveillance systems such as multilateration, improved surface traffic management systems, effective sharing of data, airspace redesign around busy metroplexes, expanded use of time-based metering and initial controller-pilot data communications — all of which are possible with existing technologies.

The TF5 recommendations that led to modifica-tions to the NGIP included only those capabilities for which some segment of the operator commu-nity was committed to making the requisite invest-ment. The business case is predicated on achieving the intended benefits at specific locations by spe-cific dates. If any component of that case changes, the situation could shift from positive to negative. This is why the partnership between the aviation industry and FAA is so critical in moving forward with NextGen.

Deploying NextGen capabilities in an evolution-ary manner at specific sites and with different sets of capabilities — depending on the needs of the


sites — will lead to the perception of winners and losers. This can be especially challenging for airport operators making investments in facilities. FAA continues to leverage the public-private partnership that reflects the desires of the aviation community about priorities, locations and policies. In addition, FAA is employing government-industry teams to evaluate, plan and implement operational capabili-ties at airports and metroplexes in a priority estab-lished in partnership with its stakeholders.

Airport operators must be active participants in this process.

NEXTGEN ADVISORY COMMITTEETo foster industry collaboration in an open and transparent manner, FAA asked RTCA to establish the NextGen Advisory Committee (NAC) to provide a public-private partnership venue to address the critical policies and priorities for NextGen implementation, to ensure a positive business case for all who must invest in NextGen, and to provide a venue for tracking progress and sustaining joint commitments.

This 28-member committee, chaired by Dave Barger, president and CEO of JetBlue, includes a cross section of executives from the airlines, air-ports, general aviation, pilots, air traffic control-lers, the Department of Defense, environmental

interests, international entities and providers of air traffic control technology — all committed to working together to ensure a successful transition to NextGen. FAA Deputy Administrator Michael Huerta, leader of the agency’s NextGen efforts, serves as the designated federal official. Susan Baer, director of aviation for the Port Authority of New York & New Jersey, and John Martin, direc-tor of San Francisco International, along with FAA Acting Associate Administrator for Airports Kate Lang, represent the airport community.

The NAC first met in September 2010 and is scheduled to meet three times in 2011. Supported by a subcommittee and several work groups, the NAC will develop and provide aviation industry consensus recommendations to FAA on moving forward with NextGen.

FAA has challenged the NAC to address actions that can be taken to implement NextGen in the evolutionary, airport-centric manner recommended by TF5, initially by using existing technologies and building the positive business case for future equipage. The committee also will provide recom-mendations for metrics to measure the resulting performance of the air traffic management system, as well as address the vexing issue of financing NextGen equipage.

Delivering the full promise of NextGen will not be easy. It requires implementing a fully integrated set of capabilities that incorporates technologies, certified avionics, expedited operational approvals, airspace and procedures redesigns, upgrades to automation platforms and shared data. Aircraft and airport operators, as well as FAA, must synchronize their deploy-ments. It also relies on new approaches, such as best-equipped, best-served, which allows airport access based on aircraft equipage rather than simply on a first-come, first-served basis. Finally, there are important decisions on metro-plex implementation and incentivizing the pur-chase of equipage that will require new ways of doing business.

No matter how you look at NextGen, airports are central to its implementation and will reap substantial benefits from being heavily involved in its evolution. A

Margaret Jenny is president of RTCA, Inc., a private, not-for-

profit corporation dedicated to the development of consensus-

based recommendations on aviation issues. RTCA functions

as a federal advisory committee. Jenny may be reached at

[email protected].


Much has been published regarding the benefits that FAA’s

Next Generation Air Transportation System (NextGen) air

traffic modernization program will bring to airlines and to

the agency’s own air traffic control operations.

Why RNP Matters To Airports: The Path Of ProgressBy Steve Fulton

RNP

Since the introduction of AAAE’s Interactive Employee Training (IET) system in 2000, airports have applauded its cost effectiveness and overall benefit to

their internal training programs. More than 1.95 million training sessions have been completed by nearly 500,000 industry employees. Every airport has seen

dramatic reductions in training costs and these costs continue to drop with each training session. The training message is consistent, the turnkey system is very

user friendly, and the record-keeping is accurate and automatic.

Join the 90 airports on the IET team today and realize the benefits of this patented training tool.

Since the introduction of AAAE’s Interactive Employee Training (IET) system in 2000, airports have applauded its cost effectiveness and overall benefit to

their internal training programs. More than 1.95 million training sessions have been completed by nearly 500,000 industry employees. Every airport has seen

dramatic reductions in training costs and these costs continue to drop with each training session. The training message is consistent, the turnkey system is very

user friendly, and the record-keeping is accurate and automatic.

Join the 90 airports on the IET team today and realize the benefits of this patented training tool.


However, airports and communities stand to benefit as well, through the implementation of new Required Navigation Performance (RNP) flight paths that can provide more efficient use of run-ways and airport ground infrastructure, reduce the net community impact of aircraft noise, and reduce aircraft carbon dioxide emissions.

RNP, a fundamental piece of the NextGen puzzle, provides aircraft with precise lateral and vertical guidance to the airport’s runway without reliance on ground-based radio-navigation facili-ties. RNP is the most advanced of the several varieties of Performance-based Navigation (PBN) that are changing the face of today’s air traffic management landscape.

RNP combines global positioning system satellite navigation with the automation capabilities aboard modern transport aircraft to provide precise, flexible, all-weather guidance to the runway independent of ground-based navigation systems, such as ILS.

In Brisbane, Australia, a medium-density inter-national airport about the size of San Diego or Portland, Ore., new RNP flight paths enabled the Qantas fleet of Boeing 737s to significantly reduce noise impact on the community by altering the course of the aircraft so they overflew rivers and industrialized areas of town, away from more densely populated residential areas. The proce-dures also reduced carbon dioxide emissions by 1.1 million kilograms during the first 18 months of operations, according to Airservices Australia, the air navigation service provider there.

RNP’s complete independence of ILS was dem-onstrated clearly late last year when RNP flight

paths at Lijiang, China, enabled Sichuan Airlines and Air China to maintain reliable commercial air service at the airport during an ILS outage. Were it not for the RNP paths, the loss of the ILS would have prevented aircraft from landing at Lijiang during periods of low visibility and when the cloud ceiling was below 1,200 feet.

DECISIONS AHEADOne result of RNP implementation is that the approach path flown by aircraft will need to change in order to improve efficiency and environmental performance.

In the U.S. to date, many of the new RNP procedures deployed have been “overlays” of existing ILS approaches, including the long, straight final approach segments that characterize those procedures. But these overlays, or mirrored approaches, don’t access the full potential of RNP to reduce emissions and noise while improving airport efficiency.

RNP is not limited to straight-line paths, and many of RNP’s benefits derive from the ability to design curving paths along a shorter route or to tailor the path to overfly less noise-sensitive areas. This is in sharp contrast to the traditional way of managing air traffic, which is through instru-ment arrival procedures under which airplanes are vectored by air traffic control through a series of straight-line, vertical step-downs. Much of the step-down approach is conducted at sub-optimal altitudes, with flaps extended and engines revving to overcome aerodynamic drag. As such, noise is exacerbated, not only by greater required engine

The RNP flight path to Brisbane Runway 01 (shown right) was designed to overfly a river and industrial areas. Compared with the conventional approach to the ILS Runway 01 (left), the RNP path’s combination of tailored ground track and shorter, more efficient profile resulted in significant noise reduction around the airport.


thrust, but also by greater aerodynamic noise from the airframe.

In Australia, the RNP results from Brisbane bode well for airports and communities worldwide. In addition to curved, gentle descents, RNP paths provide a precise way for aircraft to follow routes around noise-sensitive areas. It was significant that the Brisbane results were obtained in a mixed equipage traffic environment. Air traffic controllers were able to clear the RNP-capable Qantas fleet for the optimized RNP procedures without disrupting traffic flying the older, conventional instrument procedures. In other words, the experience in Brisbane shows that it is possible to derive benefit from RNP today, without having to wait for 100 percent participation.

Given that RNP flight paths can provide imme-diate benefits, even in a mixed-equipage environ-ment, it’s important that airports engage in the process of deploying the new RNP routes. Airport managers know their communities better than anyone. Once they have become familiar with RNP and what it has to offer, airport managers can work with FAA, third-party procedure designers, and

the communities they serve to ensure that new RNP paths provide benefits to all parties involved.

In the past, public-use, instrument flight pro-cedures in the U.S. were designed and deployed exclusively by FAA. However, today, with an increasing demand for more efficient, environmen-tally sensitive airspace procedures, the agency is strained to keep pace with the demands to build new paths while maintaining old ones.

Fortunately, FAA has authorized a few commercial third parties, such as GE Aviation, to work with air traffic controllers, airports, airlines and communi-ties to deploy public RNP paths in the U.S. Since its founding in 2003 as Naverus, Inc., GE’s PBN Services group has designed and deployed 340 high-perfor-mance RNP procedure that are currently in active use in seven countries around the world, making it the largest and most experienced RNP services provider in the world. A

Steve Fulton, technical fellow at GE Aviation, designed and

deployed the world’s first RNP instrument procedure in 1996

for Alaska Airlines at Juneau, Alaska. He may be reached at

[email protected].


FAA’s Southwest Region Office in October 2008 invited

Valley International Airport (Harlingen, Texas) to

participate in the Airports-Geographic Information System

(AGIS) and electronic Airport Layout Plan (e-ALP) pilot

programs, along with five other airports.

Lessons from FAA’s AIRPORTS-GIS PILOT PROGRAMBy Eileen Mattei

FEATURES


The airports were requested to collect, verify and submit detailed geospatial data of their assets that range from each aircraft gate to individual runway signs. The pilot program will help to establish the national standards for AGIS data managed by FAA’s Office of Airports. AGIS and e-ALP data, in addition to systematizing airport information, will be used to develop satellite-based approach pro-cedures and better manage the national airspace system. Improvements in productivity, safety and efficiency for airports, air carriers and FAA are expected to result from the initiative.

The Valley International team spent 23 months on the pilot project, gathering data, evaluating, beta testing and recommending improvements to the standards, processes and tools. “Open com-munication and open doors with all team members — AECOM of Houston; AeroMetric of Wisconsin; Brown, Leal & Associates of Harlingen; and FAA — were critical in keeping Valley International Airport ahead of the other pilot airports,” said Bryan Wren, Valley International’s assistant director. In January 2011, the south Texas small hub became the first airport to submit its completed AGIS data, includ-ing aerial imagery, geodetic data and flight plans to FAA’s AGIS website. The e-ALP data will be sub-mitted within the next few months.

STARTING THE PROCESSOf the six airports in the pilot program — Valley International, Dallas-Fort Worth International, Louis Armstrong New Orleans International, Will Rogers World (Okla.), Northwest Arkansas Regional and Cotulla-LaSalle County (Texas) — only Dallas-Fort Worth had an existing GIS system. The pilot group included large, medium and small hubs ranging from seven runways to a single GA runway.

Although FAA since has expanded the pilot pro-gram to more than 20 airports, the agency is not requesting or suggesting that airports develop their own GIS. The pilot airports, for the most part, have turned to GIS consultants who are guided by the agency’s 480-page advisory circular on GIS data collection. For example, a runway light is a single element broken down into details known as attributes: the light number, the lighting system to which it belongs, and the color and replacement parts. Wren said the use of uniform, pre-deter-mined values for attributes simplifies the process, reduces entry errors and further standardizes the data. This detailed inventory extends to pavement classifications, gates, obstruction analysis, leased


areas and signage. The cost and time required to submit AGIS

spatial data depend on an airport’s size, existing data, and number and length of runways. Valley

International accepted requests for quotation in February 2009; a consultant was selected in April 2009; from May to July, a statement of work was developed with input from Valley International, consul-tants and FAA and then submitted in September 2009 to the AGIS website. In October 2009, geodetic, imagery and survey control plans were submitted to the National Geodetic Survey and approved shortly thereafter. Aerial and ground surveys were completed in November 2009 with ortho-rectified aerial photography at up to 3-inch pixel resolution. By March 2010, the planimetrics were converted into GIS data. In April 2010, aerial photographs were used to conduct an airport airspace analysis. In January 2011, the final AGIS data was submitted to FAA’s AGIS web-site for verification and approval.

The pilot programs are revealing the skills needed to work with AGIS. FAA is using the data and recom-

mendations from the pilot airports to develop and evaluate training materials, standardize AGIS proce-dures, and determine costs of implementation.

Harlingen Airport

SAAMS Platform Blends GIS, FAA Data and More

Many airports, including AAAE members, rapidly have become aware not only of GIS standards they must meet, but also of how valuable GIS data is in day-to-day airport operations. Some airports, particularly general aviation, non- and small hubs, cannot afford an in-house GIS, which can cost tens of thousands to several millions of dollars, as well as require dedicated staff to maintain.

Based on a combination of FAA requirements and member needs, AAAE created the Spatial Asset Management System (SAAMS). A continuation of a long line of AAAE “cloud computing” services, SAAMS offers non-customized airport asset management tools and corresponding airport data storage that requires only Internet connectivity on the client side. SAAMS tools leverage an integrated database, GIS data that airports will provide FAA, electronic content management and other technologies.

A platform only, SAAMS does not provide data collection or professional consulting services but enables airports to utilize FAA-required AGIS/electronic Airport Layout Plan data and integrate it with other airport-owned data.

SAAMS’s core functionality includes tools such as aircraft layout, buffering, redlining and measuring. For example, an airport can determine crowd setbacks for an emergency event, measure specific sections of the airfield for ground cover, or measure ramp areas for aircraft layout in a matter of minutes. Future applications to be developed include work order, lease and utilities management.

For additional information on SAAMS, visit SAAMS.aaae.org, or contact Greg Mamary at (703) 824-0504, Ext. 176, or e-mail [email protected].


BENEFITS OF AGISAGIS eliminates the racks and rolls of scaled drawings that until now defined an ALP. More importantly, AGIS simplifies updating any changes and allows users at all locations to view the latest ALP version. A great benefit of the AGIS and e-ALP programs is that

all data collected for each and every airport will be submitted in a standard format. The days of each airport submitting data in its own way — and new airport management having to learn idiosyncratic systems — soon will end.

“An incredible amount of knowledge now can be placed in management’s hands, and that lets them have a crystal clear understanding of what is going on with their airfield and any problems that may come up,” Wren said. He expects in the future to edit or change schematic drawings on the elec-tronic version, submit a change for approval, make adjustments, and wrap up the approval process in a matter of days.

Individual airports retain ownership of their data in AGIS, which is hosted on FAA’s server. Once all the data is collected, the agency will request airports to update their master plans and layouts. In the long run, this will save time and money for each airport and for the agency.

The AGIS data opens the door to new obstruc-tion analyses on each runway, and airport air-space analyses, which in turn could lead to the adoption of Localizer Performance with Vertical Guidance (LPV) proce-dures. At Valley International, Wren expects the greater preci-sion of LPV approach procedures will enhance the airport’s current approach procedures. “My goal is to get minimum approach for LVP down to 200 feet optimally, but 300 feet would be great,” he said. “FAA can pull off the AGIS data and publish those approach proce-dures.”

He noted that enhanced safety

and fuel savings are linked to LPV. In addition, LPV procedures don’t require ground-based radio navigation aids, allowing smaller airports without ILS to bypass that technology and adopt the satel-lite-based LPV procedures.

MANAGEMENT TOOLSAGIS data can be used by the airport to create its own management modules or to use an existing platform such as AAAE’s Spatial Airport Asset Management System (SAAMS), which provides an accessible, real-time database without a GIS program. With AGIS loaded into the SAAMS database, an airport is able to access its data for operations management, pavement and maintenance management and even lease management. Better capital improvement planning is a major inducement to adopting SAAMS, Wren said. Like AGIS, SAAMS requires only Internet connectivity. Secure storage, replicated data and asset management tools are available via software licensing. With SAAMS, “In minutes, you can measure areas for aircraft layout or study drainage,” Wren said. Valley International AGIS data served as the SAAMS prototype.

BEST PRACTICESAs higher quality data with continuous updates in accessible formats becomes available through AGIS, best management practices for airfields are changing to take advantage of technology that makes possible safer and more efficient operations. A

Eileen Mattei is a business writer and editor. She may be

reached at [email protected].

Bryan Wren


A irport sustainability, or “going green,” achievements are mounting up. Airport Magazine recently requested airports with sustainability projects

underway or completed to send us an overview of their accomplishments.

Airports responded with the following project highlights. Descriptions were edited for length.

AUSTIN STRAUBEL INTERNATIONAL (WIS.)The airport in November 2010 opened a new, 74,000-square-foot snow removal facility that

includes numerous sustainable features, and is expected to pursue Leadership in Energy and Environmental Design (LEED) silver status.

The steel structural system represents about half of the recycled materials installed in the facility.

A 20,000-gallon cistern collects rainwater for vehicle washing, while low-flow plumbing fix-tures are used throughout the building. A build-ing automation system optimizes lighting and HVAC control.

A radiant floor tubing system, installed before the concrete slab, provides a more efficient heating

SUSTAINABILITY PROJECTS MOUNTING

AIRPORTS ARE GOING GREENBy Barbara Cook


system for the facility and uses gas boilers.

BARKLEY (KY.) REGIONALThe airport’s major greening project involved the repaving of both runways and several taxiways.

The resurfacing project included milling 17,400 tons of asphalt and replacing it with new asphalt. The millings were stockpiled on airport property and then used to construct more than two miles of “inside-the-fence” roads to enhance the airport’s inspection and security programs.

Recycling the milled asphalt enabled the airport to

expand its roadways in remote areas at a signifi-cantly lower cost than new road construction.

A second green project involved altering the previous practice of mowing fields frequently and keeping the grass as short as possible. This practice was intended to mitigate cover for predators and provide extended visibility for aircraft operations.

Following training from the U.S. Agriculture Department’s Animal and Plant Health Inspection Service, the airfield department now is mowing less frequently than in the past, and the grass height is maintained at 6-10 inches instead of 4 inches. This uses less fuel while still removing predator cover.

GRAND CANYON NATIONAL (ARIZ.)The airport’s new three-story, 21,500-square-

foot aircraft rescue and fire fighting (ARFF) facility/operations equipment building was designed to pursue LEED Gold certification as part of the state of Arizona’s green building initiative.

Natural materials, including locally manufac-tured concrete masonry, in combination with natu-ral stone, glass and weathering steel, define the building surface and provide a sense of sustain-ability and presence. Roof planes extend past the masonry-bearing walls to provide solar protection for windows that provide natural daylight to the majority of the building spaces and protect decks

SUSTAINABILITY

Grand Canyon Airport’s ARFF Facility/Operations Equipment Building


Green Solutions Policy Drives Sustainable StrategiesBY MELVIN PRICE The Kansas City Aviation Department (KCAD) in 2008 was in the midst of designing a new airfield lighting vault as a part of its Airfield Lighting Rehabilitation Project when the city adopted a “Green Solutions Policy” ordinance, requiring the adoption of sustainable strategies whenever possible.

At this point, the airport was ahead of the mandate, already having identified key items that would be used to increase the sustainability of the airfield lighting. In the end, we wanted our rehabilitation project to give us an overall system that worked better, lasted longer and would operate with a greater level of efficiency.

The Airfield Lighting Rehabilitation Project initially centered on installing a new airfield lighting control and monitoring system (ALCMS), and changing the voltage of the electrical distribution system from 2400V to 480V.

The upgrade of the distribution system was necessary since the existing system was antiquated and required the use of special safety equipment when being maintained.

Further, the software and hardware for the existing airfield lighting control system were no longer being supported by the original manufacturer. No manufacturer or supplier anywhere in the world could provide the correct parts to maintain the system. KCAD Maintenance Supervisor Tony Nolting resorted to making his own substitute parts to replace ones that had failed. His dedication is what led us to the goal of making every aspect of the airfield lighting the best it possibly could be in accordance with the technology available today.

Airfield DrainageOnce we started the Airfield Lighting Rehabilitation Project design phase, the

first item on the agenda was to increase the drainage on the airfield. Over the years, water retention within the duct banks, manholes and even the conduits routed between light fixtures had caused a decrease in the overall health, operational performance and efficiency of the airfield lighting circuits. Alleviating the standing water as much as possible in these areas not only would make these circuit components easier to maintain, but unnecessary repairs would be far less likely to occur.

With this item resolved, we then turned our attention to the circuits themselves. In an effort to create a more user-friendly system, we decided to separate and rewire a number of circuits. While these new circuits would make troubleshooting problems in the future infinitely easier, we felt the biggest improvement would be the increased efficiency in their operation. We also added a new pathway of duct banks and manholes along the length of our two parallel north/south runways. This offered us greater flexibility for both the existing circuits and any other circuits that we may need in the future.

To ensure that the airport maintained the same level of performance with these circuits, we installed ADB’s Insulation Resistance Monitoring System (IRMS) as part of the control system. The IRMS provides state-of-

the-art configurable insulation resistance measurements on airfield series circuits. It also can perform scheduled cable insulation resistance measurements and perform manually requested measurements, allowing maintenance personnel to monitor the long-term degradation of airfield series circuit cabling. Another benefit is that it aids the airport in monthly circuit monitoring for cable degradation as recommended in FAA Advisory Circular 150/5340-30. This system can help to confirm field work was performed on a circuit and provide tools to assist maintenance in troubleshooting circuit failures.

Lighting Vault DesignWith the designs of the airfield and control system well in hand, we focused on what could be considered our crowning achievement, the design of the airfield lighting vault (ALV) building itself. Even though this building would remain largely unoccupied, the architect of record, Marie Boatright with Wellner Architects, tried to incorporate as many LEED aspects as she could into the

Interior of Kansas City’s airfield lighting building. (facing page) Exterior of the new airfield lighting vault building.

FEATURES


design. The most notable and visible LEED aspect was the installation of windows high in the structure for the purpose of letting in natural light. Some of the other aspects used in the design and construction were:

SSp1—Construction Activity Pollution Prevention. This involved an erosion and sedimentation control plan that the contractor was required to follow.

EAp1—Fundamental Commissioning of the Building Energy Systems. This was for the commissioning of the HVAC and refrigeration, lighting and day lighting.

EAp2—Minimum Energy Performance. We established a minimum level of energy efficiency for the building and systems and designed the building envelope, HVAC, lighting and other systems to maximize energy performance, to American Society of Heating, Refrigeration and Air-Conditioning Engineers recommendations (ASHRAE).

MRp1—Storage and Collection of Recyclables. This building is now a part of our airportwide recycling program.

EQp1—Minimum IAQ Performance. Minimum indoor air quality was established for the comfort and well-being of the occupants per ASHRAE.

EQp2—Environmental Tobacco Smoke Control. No smoking is allowed in the building, within 25 feet of entries, near outdoor air intakes or too close to operable windows.

Several other innovative features were incorporated in this building. The first feature was to have the majority of the building’s heat provided by radiant heat from the newly installed constant

current regulators. The heat from the regulators then would be supplemented by a heat pump for certain areas of the building. Specifically, the bathroom and water closet were of concern during the winter months. This feature was made possible due to the compact size of the building structure. While the size of a building may not seem like much, a right-sized building has an impact on more than just construction time and cost. There is also the efficiency of the airport maintenance staff being able

to conduct their daily work activities in a building dedicated to that specific purpose.

In addition to these positives, we also built the vault on an existing parking lot, which meant there was no decrease in the permeable surfaces around the airport. We were able to accomplish all of this by using ADB’s Airfield Solutions SwitchGear Regulator System and ADB’s Airfield Solutions ALCMS. The ALV not only satisfies our immediate needs, but also allows us growth for the future.

LED LightingThe widespread use of indoor light emitting diodes (LED) lighting is also incorporated in the building. The use of this new lighting technology has led to a current draw of only 8 amps for the entire

building lighting load. The airport lighting control system can save energy by only energizing those circuits necessary for the given approach and current Runway Visual Range (RVR) conditions. This was an item suggested by our airport operations division in order to have more control over airfield lighting for snow removal purposes. This strategy would make it easier for pilots to identify a closed high-speed taxiway exit if those particular lights were not illuminated.

Even though this project touched

several different areas pertaining to airfield lighting, there are still items we are considering for future projects, including widespread use of LED lighting on the airfield.

We can credit the success of this project to our prime contractor, Capitol Electric Construction Company, Inc.; the design team, IMDC Inc., Wellner Architects, Taliaferro & Browne; and the entire airport staff for their willingness to work together on these and countless other items that arose during construction of such a complex project.

Melvin Price is project manager-infrastructure

development for the Kansas City Aviation

Department. He may be reached at Melvin_

[email protected].


and walkways during snowfall. South-facing corten (weathering) metal roofs

over the numerous apparatus bays provide radiant heating to the bays during the winter months and house the building’s photovoltaic system.

ITHACA TOMPKINS REGIONAL (N.Y.)The airport and its project team opted to develop a sustainable master plan to integrate green principles throughout the planning process, finding new ways to view development requirements and generating solutions that both meet the facility needs and contribute to sustainability.

Ithaca’s sustainable master plan was the subject of a feature in the August/September 2010 issue of Airport Magazine, “Master Planning Goes Green.”

LOS ANGELES WORLD AIRPORTSLos Angeles World Airports (LAWA) owns and operates Los Angeles International, LA/Ontario International and Van Nuys airports.

Since LAWA began implementation of its sus-tainability plan in 2007, it has reduced use of potable water by 14 percent, increased its waste diversion rate to 67 percent, reduced per passenger energy consumption by 7 percent, and increased its use of alternative fuel vehicles and equipment to 67 percent of its fleet.

In addition, LAWA incorporates green procure-ment requirements into its purchasing agreements, purchases 25 percent of its electricity as “green power” from renewable sources, and implements its own sustainable airport planning, design and construction guidelines for all airport projects.

MINNEAPOLIS-ST. PAUL INTERNATIONALIn 2008, the Metropolitan Airports Commission (MAC) adopted the Stewards of Tomorrow’s Airport Resources (STAR) program to focus on MAC’s commitment to the environment and the community through the development of initiatives that are environmentally sound and contribute to the financial viability and operational efficiency of the MAC airport system.

Under the STAR initiative, MAC completed an evaluation of the greenhouse gas emissions associ-ated with Minneapolis-St. Paul International for the 2009 calendar year. To provide a perspective on how emissions are changing over time, the foot-print is compared with the analyses completed for 2007 and the 2005 base year.

MAC now is working with Xcel Energy to pur-chase an all-electric Ford Motor Co./Azure Motors-designed electric vehicle.

Further, in May 2010, MAC initiated a pilot organics composting program at Terminal 1-Lindbergh. Food waste and other organic

materials are diverted from the solid-waste stream at Rock Bottom Brewery, Ike’s, and the French Meadow Bakery. To date, 53 percent of the total waste generated by the three locations has been diverted for recycling or composting. Ten tons of organic material is being collected per month. MAC is exploring options to expand

Above,Runway 8, Randolph County Airport; below right, sustainability efforts at Minneapolis-St. Paul International Airport.

Continued on page 32


SAFETY MANAGEMENT

S afety Management Systems (SMS) continue to be a much-discussed topic in U.S. aviation. SMS touches airports, airlines, government entities and others who have

relationships with these organizations. And, based on FAA’s recent Notice of Proposed Rulemaking, it appears that SMS is here to stay.

In its Advisory Circular, AC 150/5200-37, FAA defines SMS as, “The formal, top-down, business-like approach to managing safety risk. It includes sys-tematic procedures, practices, and policies for the management of safe-ty…” Safety Risk Management (SRM) is a fundamental component of SMS and is “a systematic, explicit, and comprehensive approach for manag-ing safety risk at all levels through-out the airport.”

A more straightforward definition of SRM is “a formal, structured set

of processes to proactively identify the hazards, classify and prioritize associated safety risks, apply corrective actions to treat the risks, and continu-ously improve operational safety.” As airport operators navigate their ways through SMS and the SRM processes, the question consistently arising is, “How will SRM, and specifically Safety Risk Assessments (SRAs), be integrated consistently and strategically into an organization?”

SRM PROCESSIn order to properly evaluate and answer this question, it is necessary to understand the SRM process. There are five phases in the process: 1) describe the system, 2) identify the hazards, 3) determine the risk, 4) assess and analyze the risk, and 5) treat the risk.

1. Describe the System The system is fundamen-tally the operation, location or function where the identified hazard or proposed change exists.

The Benefits of Airport Safety Risk Assessment Integration

By Mark Coates


The system includes human interactions, as well as physical characteristics such as runways and taxiways, lights, signage, structures and painted surfaces. It’s important at this phase to take cred-it for existing mitigations as well.

2. Identify the Hazards Depending on management processes and the size/complexity of the airport, hazard identification can range from a one-person process to the involvement of a group or committee (typically referred to as a panel). However, the person(s) involved must have the experience, expertise, training and authority to effectively participate.

3. Determine the Risk Each hazard identified is evaluated to determine related risks. Another way to identify this is: what are the consequences of this hazard?

4. Assess the Risk During this process, the panel assesses a level of risk associated with the hazard. This is most commonly accomplished by using a risk matrix that evaluates the composite likelihood of occurrence and predicted severity in the context of certain thresholds:

• High risk — unacceptable level of risk• Medium risk — acceptable level of risk with

the desire to reduce to low risk and include monitoring

• Low risk — acceptable level of risk without restriction or mitigation

5. Treat the Risk Risks are prioritized, and options and strategies to mitigate the risks are developed. Hazards are monitored and reevaluated to determine the mitigation effect and any residual risk remaining from the mitigation.

After knowing and understanding the steps involved in the SRM process, the rubber meets the road when organizations take these pro-cesses and integrate them into the culture of their business practices. This begins from the point when a project is conceived through

the planning, development and construction phases to the stage when the project becomes an operational realization.

TOP-LEVEL SUPPORTTo accomplish this in the true spirit and intent of SMS, SRAs must be a required component of each department’s standard thought process and supported at the very top levels of management. In order to explore this organizationally in a “real world” environment, let’s look at an SRA case study our airport’s SMS consultant team — co-managed by Landry Consultants and Barge Waggoner Sumner & Cannon — recently conducted with the assistance of Dave Fleet Consulting. Note that this is a conceptual overview, and many of the hazards and risks are not included.

SRA CASE STUDYAn airport that experiences moderate snow and ice events has received a request from a tenant airline to change its deicing procedures from all deicing at the gate area to deicing on an apron in a remote cargo area of the airfield. The apron is connected to the airline gate area by two parallel taxiways, both of which are used to taxi aircraft to and from the airport’s primary departure runway. The airline gate area and remote apron are controlled by a ramp tower separate from the FAA air traffic control tower (ATCT) that controls the movement areas, including the parallel taxiways.

There are many issues that need to be addressed to properly assess the change in airline deicing procedures. The issues will involve both airport internal and external stakeholders. For the pur-poses of this discussion, let’s review the airport internal stakeholder process and how the airline request will necessitate involvement, not only from multiple departments but also at different times during the assessment.

• Planning: From a planning perspective, the airport is interested in assessing whether the

After knowing and understanding the steps involved in the SRM process,

the rubber meets the road when organizations take these processes and

integrate them into their business practices. This begins from the point

when a project is conceived...to the stage when the project becomes reality.


change in deicing procedures will produce hazards due to taxiway capacity, taxiway flow, apron capacity, runway capacity, FAA ATCT and ramp tower line-of-sight, and other factors. As hazards are identified and risks assessed, the airport will assess whether risk mitigations should include changes to the airfield layout, including additional taxiways, enlargement of aprons, modifications to pavement geometry, and so forth.

• Environmental: There are several environmental issues to be considered as a result of this pro-cedural change. Deicing fluid runoff, collection and storage may introduce or create new haz-ards. Depending on the existing infrastructure, procedures and reporting requirements, the airport’s environmental department will need to be involved in the risk assessment and miti-gation solutions.

• Aircraft Rescue and Fire Fighting (ARFF): Any time the operation of the airfield (movement and non-movement areas) is altered, ARFF personnel should be consulted so they may assess possible risks. In this particular example, ARFF personnel, depending on their specific duties, will be interested in knowing 1) the number and type of aircraft involved in the remote deicing operation, 2) when the remote deicing operations will take place, and 3) the impact that new taxi procedures could have on ARFF response times. In addition, if during the risk assessment process it is determined that a change in the airfield layout is a recommended mitigation, ARFF personnel should assess the proposed change to ensure additional hazards are not produced.

• Operations: As with ARFF, changes to movement and non-movement area operations should be assessed by airport operations personnel knowledgeable in

Part 139 standards, FAA procedures, airline requirements and interdepartmental requirements. Possible questions regarding the proposed change could include: will a change in taxi procedures impact other aircraft operations? Is there ample lighting and space for remote deicing operations? Do the airfield design standards support the proposed aircraft types? Will snow removal priorities and procedures be changed? These are a sample of the operational issues associated with the proposed change in procedures, as well as any risk mitigations associated with the change.

It is evident that what initially might be considered a minor change to a tenant’s procedures can have far reaching, inter-departmental implications for an airport. Several factors, including an airport’s man-agement structure and complexity, will determine who will be involved in the SRA process. Certain proposed changes may necessitate that only the air-port manager is involved in the SRA; other changes might require the SRA to be conducted by a panel, not only involving airport personnel but also includ-ing external stakeholders such as FAA, airlines and public safety organizations.

The primary goal is to ensure that the proper stakeholders are involved in the process. It is also important to remember that the SRA process outcome is part of an overall project effort. Even with agreed-upon risk mitigations and over-all consensus to the proposed system change, additional steps to implementing the proposed system change (financial, regulatory, work rule changes, etc.) may exist. However, it is recog-nized that when the SRA process is integrated throughout the organization as a standard, the potential for after-the-fact impacts is reduced, and the overall level of safety is elevated. A

Mark Coates is co-manager-aeronautical operations for the Port

of Seattle. He may be reached at [email protected].

It is evident that what initially might be considered a minor change to a

tenant’s procedures can have far reaching, inter-departmental implications

for an airport. Several factors, including an airport’s management structure

and complexity, will determine who will be involved in the SRA process.


the program to other locations in both Terminal 1-Lindbergh and Terminal 2-Humphrey.

Since 2002, MAC’s annual $1 million investment has funded several projects that would increase the cooling capacity of existing chillers by more than 1,000 tons. These efforts save more than 21,244 MWh, 841,500 cubic feet of water and 5,800 deca-therms each year, resulting in annual savings of $2.4 million. This project resulted in a net carbon dioxide reduction at the airport of 12,996 metric tons annually.

MONTEREY (CALIF.) PENINSULA AIRPORT The airport began its sustainability program in 1999 with the purchase of an electric maintenance vehicle that is still in service. In 2000, motion sensors for sinks and toilets in the terminal restrooms were installed to maintain water conservation.

In 2004, the first initiative of the airport’s energy lighting program took place, with the replacement of airfield lighting with energy efficient options, including LED lights on the taxiways and pilot-controlled lighting for the runway. Energy sav-ings were immediately quantifiable. In calendar year 2003, the total usage for airfield lighting was 193,600 kWh hours. In the 12 months following the completion of the project, the total usage for the same airfield meter was 102,960 kWh.

The second initiative of the program was imple-mented in late spring of 2009, when the airport district board approved an airport lighting energy efficient capital improvement project. The first phase of this initiative was to address terminal lighting.

The third initiative was undertaken in the fall of 2010 with the installation of energy efficient induction lights, retrofitting the street lighting beginning on Fred Kane Drive and wrapping

around to the north side of the airport.In November 2010, the airport complet-

ed the installation of a flight information display system, which uses energy-rated display screens to transmit flight informa-tion and smart software that powers the individual screens on and off as appropri-ate for the customer traffic in each area.

RANDOLPH COUNTY (IND.) AIRPORTA recently completed project at the airport consisted of several “green” components in

the design. The overall project was the relocation of Runway 7-25, which included an entirely new electrical system. A 4,300-foot by 75-foot runway was constructed using the largest single FAA grant in Indiana history at a general aviation airport.

The project used medium-intensity LED runway edge lights that were approved by FAA just weeks before installation. The runway lights, taxiway lights, guidance signs, runway end identifier lights and windcone all use LED technology.

The parallel taxiway will be built in 2011, again using LED technology, and possibly all solar technology.

The north side of the airport is bounded by a wooded subdivision that is guarded by obstruction poles. The obstruction lights on these poles were replaced with solar-LED lights, completely remov-ing them from the grid. Now only 10 light bulbs on the airfield are non-LED, and only because LED options do not exist yet.

REDMOND (ORE.) MUNICIPALIn its terminal expansion project, the airport converted an energy inefficient building into an energy efficient one. The terminal was enlarged to seven times its previous size, yet the energy bill has increased only two and one-half times what it was before construction.

In an effort to reduce long-term maintenance costs, a low-flow mechanical heating and cooling system was designed and installed. This system provides a low-flow air displacement system throughout the terminal at floor level to provide fresh air at the people-occupied zone (within 8 feet of the floor) rather than traditional higher-speed forced air from overhead. In addition, heated concrete floors were used in the new concourse areas and major entrances to provide heat at the exterior perimeter of the people comfort zone but also to minimize snow and water buildup on the floors. Large rotating entry doors were used to

Randolph County Airport’s Runway 8

Continued from page 28

SUSTAINABILITY PROJECTS


reduce heating and cooling loss from the interior to the exterior.

Solar panels, which can produce up to 93,146 kilowatts of electricity annually, were included in the overall design of the facility to help reduce energy cost.

SAN DIEGO INTERNATIONAL The airport is pursuing LEED silver certification for its $1 billion improvement project, called the Green Build for its focus on the environment. Goals of the project include water efficiency, energy conservation and stewardship of resources. Construction material waste from the project, such as concrete, is being recycled and reused on site.

In 2010, the airport introduced a new fleet of shuttles with cleaner-burning engines powered by compressed natural gas, as well as 14 all-electric vehicles that the airport estimates will cut its fuel costs by almost 80 percent.

A new universal waste program collected close to 2,500 pounds of fluorescent light bulbs, batteries and other materials in 2009.

SEATTLE-TACOMA INTERNATIONAL Sea-Tac is building a pre-conditioned air facility that will allow planes to plug into centralized air, rather than running engines or diesel generators to power plane operations while at the gate.

The project is expected to reduce emissions by 50,000 metric tons each year — the equivalent of removing 8,700 cars from the road.

SOUTH BEND (IND.) REGIONALMore than a year ago, the airport began work on a three-phase expansion project to add 45,000 square feet to the terminal building. The heating and cooling for the entire addition is accomplished with heat pumps and a horizontal geothermal field under land adjacent to the terminal ramp.

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This land can’t be used for anything else due to its proximity to the taxiways and runways. The field is approximately five acres in size, and 27 six-pipe loops of 1 inch-diameter plastic pipe were buried four feet underground.

Airport officials are preparing an application for Voluntary Airport Low Emissions Program funding for a project to convert the rest of the terminal to a similar geothermal heating and cooling system.

The addition has a white roof to aid with cooling in the summer. Further, the roof is translucent, which introduces natu-ral light into the facil-ity. The airport incorpo-rated the natural light into its computer-con-trolled lighting system, so that as the light gets brighter, more electrical fixtures are turned off, thereby saving signifi-cant amounts of energy.

The airport is mak-ing a conscious effort to incorporate recycled

materials into the terminal addition. Materials removed during demolition, especially the con-crete pavement, are being recycled. A side benefit of the concrete recycling operation is that the airport owns the land upon which the recycling operation is located and receives a fee per ton for all pavement that is crushed and resold.

TALLAHASSEE (FLA.) REGIONAL AIRPORTThe airport replaced the old chillers and cooling towers with new units that are about 20 percent more efficient. At the same time, the airport replaced the single, large heating boiler with four smaller ones with multi-stage burners. Now, only the amount of water needed to manage the temperature in the building is heated, reducing fuel use. The fuel for the boilers also was changed from fuel oil to natural gas, reducing the carbon footprint.

During the rehabilitation of one GA apron, the old concrete apron was rubblized in place by breaking the concrete into small pieces and push-ing it into the subgrade, creating an extremely strong base layer for the asphalt laid over it. This also meant that the concrete chunks didn’t have to be picked up, so no front end loader was needed; the chunks didn’t need to be hauled away, so no trucks were used, and the chunks didn’t have to go to a landfill, so the landfill impact was reduced. For this sustainable practice, the proj-ect was awarded the Florida Airports Council Environmental Excellence Award for 2010.

TRUCKEE TAHOE (CALIF.) AIRPORT DISTRICT

The airport district in 2007 had the opportunity to help purchase 1,450 acres of open space directly to the east of the field and prevent development of nearly 1,000 homes in the flight path for Runway 28.

In cooperation with the Truckee Donner Land Trust and Placer County, the airport district purchased Waddle Ranch and deeded a permanent conservation easement to protect the property from development.

In June 2009, the airport systematically identi-fied areas on the property in need of attention from an environmental perspective. Erosion, forest health, wildlife, cultural resource protec-tion, botanical resources and water quality were studied. Work to reduce the threat of wildfire was undertaken immediately. A registered professional forester identified areas in need of treatment and a contractor was hired.

During the past two years, more than 400 acres have been treated. In excess of 9,000 tons of green waste was removed from the ranch and sold to a power co-generation facility to offset the cost of the work. This money also helped the district provide much needed erosion control measures. Waddle Ranch currently supports a wide variety of activities that benefit the com-munity, including the provision of a buffer between development and the airport.

WICHITA (KAN.) MID-CONTINENT AIRPORTIn 2007, the Wichita Airport Authority recognized the importance of enhancing, expanding and formalizing its recycling program throughout its facilities. In May 2008, the recycling of paper products began. After achieving marked success within months, the program expanded to include other recyclable materials such as aluminum, corrugated cardboard, plastic, tires, waste oils, batteries and asphalt.

To further the airport’s commitment to sus-tainability, goals and initiatives were set toward training, education and establishing partnerships. Throughout 2008 and 2009, meetings were held to introduce the goals of the initiative to airport tenants. From this coordination and partnership effort, the “Green Team” was born. The Green Team is a coalition of airport tenants with the goal of educating, promoting, partnering and imple-menting a successful sustainability program. The Green Team now consists of the Wichita Airport Authority and 29 airport tenants.

In the first year, the Green Team initiative resulted in the collection of 52 tons of recyclable materials, which provide savings to the ecological system of 1,022 trees, 1,831,965 kilowatts of energy, and hun-dreds of cubic square yards in landfills. A

Barbara Cook is editor of Airport Magazine. She may be

reached at [email protected].

Rehabilitation of a GA apron at Tallahassee Regional.

APRIL 16-20, 2011 | BUFFALO, NEW YORK

The theme is reflected in expanded exhibits made possible by leading manufacturers and vendors in the aviation industry as well as in relevant

conference sessions and hands-on-training workshops.

Visit this official Snow Symposium site often as information about the event is updated frequently. See you in Buffalo!

Hyatt Regency Hotel | Fountain PlazaBuffalo Downtown, New York

Reservations: 716.855.4943 | 8:00 a.m. to 4:00 p.m.

Conference Host:

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For Registration and Informationvisit us at www.snowsymposium.org

Northeast Chapter/American Association of Airport Executives43rd INTERNATIONAL AVIATION

SNOW SYMPOSIUM

FOR REGISTRATION AND INFORMATIONVISIT US AT www.snowsymposium.org

Northeast Chapter/American Association of Airport Executives

DON’T FORGET THE BALCHEN/POST AWARDS APPLICATION WILL BE SENT TO ALL AIRPORTS AND IS AVAILABLE AT www.necaaae.org

ROOM RATES: SINGLE/DOUBLE OCCUPANCY $115 + TAX

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Guest Speaker, Captain Al Haynes – “The Story of Flight 232”

Over 60 Exhibitors and the “Hands-On Workshop” all on the Convention floor

45TH INTERNATIONAL AVIATION

Snow Symposium


Mobile Shift Means Changes For Airports By Sean Broderick

AIRPORTECH

Looking for the hub of airport-to-passenger communication in the coming years? Check the pocket or purse of just about every traveler in an airport, and you’ll probably find it.

Mobile phones are everywhere. CTIA, the wireless industry trade group, reported that more than 93 percent of all U.S. households have at least one wireless contract, and 24 percent use wireless exclusively for phone service. The mobile phone’s role in making life more efficient for travelers is well underway, too. For instance, mobile boarding passes — unique bar codes sent to a traveler’s smart phone — are now accepted at about 60 U.S. airports, and the list is growing.

What’s on the horizon? According to one expert, a lot — and much will be dictated by the passengers.

“Mobility is a game changer,” said Ilya Gutlin, vice president of SITA’s Airport Solution Line. “Seventy percent of airports are already planning to offer mobile services by 2013. The combination of more passengers using smart phones and 4G and/or Wi-Fi providing permanent connectivity means that passengers will expect context-enriched applications to deliver paperless travel, a personalized journey with real-time information and one-to-one customer service.”

Gutlin described the emerging landscape as the “intelligent airport,” combining mobility, self-service and collaborative tools. The evolution of the technology will touch every part of a passenger’s trip, from booking tickets to arrival at the final destination.

In a white paper discussing the changes that mobile phones will trigger in the next decade or so, SITA underscored that much of the shift is underway. For instance, SITA projected that 12.4 percent of passengers will be using mobile check-in services by 2013, up from just 2.4 percent today.

Mobile check-in’s convenience will be enhanced by a technology known as “near field communication,” or NFC. Today, mobile boarding information is delivered

via an image, usually in an e-mail or obtained via a download. This requires the traveler to ensure that the image is pulled up so it can be scanned at a checkpoint. NFC is similar to radio frequency identification used to sort luggage or pay tolls on the go: check-in details will be sent to an NFC-equipped phone. NFC readers stationed at

checkpoints will sense the information, approving passengers with a simple “beep.”

As travelers further integrate their smart phones into their travel routines, many other opportunities will emerge. For instance, tying geo-location services to flight itineraries creates the opportunity to have relevant ancillary messaging — such as offers from restaurants near a specific departure gate, or even a nearby clothing retailer’s inventory — pushed to a traveler’s device.

There are several reasons for the coming surge in mobile technology’s role in the travel process. The increasing availability of third- and fourth-generation (3G and 4G) handsets means that more phones now act like handheld computers, enabling users to surf the Web and display images — key functions when attempting to do things like read an online map of an airport terminal.

Another major development, especially for airports, is the increasing number of Wi-Fi-enabled handsets. Unlike cellular services, which can rack up huge roaming charges when the phone leaves its service area, Wi-Fi is cost-predictable worldwide. A traveler boarding in New York and connecting in Amsterdam won’t think twice about using Wi-Fi to see what’s happening around Schiphol, whereas he might balk at using (or be unable to use) cellular technology.

Each of these developments is forcing changes at airports, and some are more daunting than others. More mobile check-ins means changing airline check-in areas, decreasing counter space and increasing kiosks areas (which are still needed for checking bags), for instance.

An increase in mobile app usage inside the airport presents potentially bigger challenges, particularly as geo-location takes hold. Knowing where someone is at all times requires keeping him/her in range at all times, which, as SITA noted in its paper, isn’t easy inside buildings.

“Outside it is easy enough, but inside concrete structures like terminal buildings, where GPS signals cannot penetrate, it is much harder,” SITA said. The company is working with one European airport on a trial that triangulates Wi-Fi signals to track a passenger’s mobile phone. That would solve the GPS signal issue, but it also would mean ensuring that Wi-Fi is available everywhere in the terminal.

The investment could be substantial for an airport. But, Gutlin noted, the payoffs are likely

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to be worth it. “Useful location-based services can then be delivered to passengers but also to retailers and the airports themselves,” he said. “Airports that invest in mobile applications and augmented reality apps will be able to guide passengers on their journey and drive traffic to retail and other revenue-generating services.”

Such services will go beyond simple battles trying to lure a traveler to one eatery versus another on a given concourse. Geo-tracking and the apps that use it will push useful information to travelers, leveling the playing field in everything from unfamiliar airports to foreign lands. For a passenger on the night’s last-arriving flight at an airport who touches down hungry, knowing what restaurants await just beyond the arrival gate isn’t enough — what matters is knowing which ones are open. An electronic flight itinerary combined with geo-tracking and apps can turn the smartphone into a concierge. Beyond the terminal, smart airports will partner with local, off-airport businesses and target passengers with special real-time offers, thus cashing in on what are lost opportunities today.

Emerging smartphone and app technology

figures to boost airport customer service as well. Information desks will be bolstered by translation capabilities. SITA noted in the report. “The early translator utilities of today will evolve and by the end of the decade, smartphones will include functionality that can deliver near real-time voice-to-voice translation into your headset,” the company projected.

Some developments could help both revenue generation and customer service. SITA’s 2010 passenger self-service survey found that the safe and prompt arrival of checked baggage is considered the third most important contributor to a pleasant trip after no delays and short lines. RFID-embedded luggage can be combined with smartphone apps to bring more certainty to the baggage-claim process, alerting travelers when their bags have come in from the ramp. This could give arriving passengers enough peace of mind to spend some time at a shop near baggage claim while the bags are being offloaded, rather than pass time staring at moving carousels. A

Sean Broderick is AAAE’s vice president-external communica-

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

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Facilities Maintenance Offers Labor, Cost-savings OptionsBy Ed Clayson

Facilities maintenance at most commercial service airports is a massive undertaking that requires large numbers of people, working in a great many trades, usually on shifts that

cover 24 hours a day. The comparison is sometimes made that

an airport is like a city unto itself, but that comparison only goes so far. For instance, what city has to maintain its roads to the standard that a

pothole can be no more than one inch deep and three inches across? The truth is that the maintenance requirements at airports are far more exacting than in almost any other environment.

However, in recent years, operational efficiency, sustainability and innovation occupy larger parts of the maintenance manager’s time.

Here are examples of the efforts that the Salt Lake City Department of Airports (SLCDA) Maintenance Division has undertaken to accomplish sustainability

goals set in each of the following areas.

LEEDS Survey. This was one of the first steps the maintenance division took to move toward sustainability. The survey established a “green rating” and provided suggestions as to what might be done to further the goal of building efficiency. With this survey to give direction to the airport’s efforts, several techniques were developed that achieved worthwhile returns.

One of the most effective conservation efforts that a facility with multiple buildings can make is to install a building automation system (BAS). While there are many areas the BAS can control, two of the most energy-intensive areas are environmental controls and lighting. Matching those two energy users to the passenger

and employee presence eliminates heating and lighting buildings when no one is using them.

Additional ways to make airport buildings more efficient are accomplished by techniques such as installing more efficient lighting in the interior and signs, upgrading heating and cooling systems, and upgrading other electrical systems, such as closed circuit television and fire detection. SLCDA also converted more than 12 acres of landscaping to xeriscape — landscape design that minimizes water use — saving 197 million gallons of water annually.

Recycling Initiatives. Most airports recycle waste such as paper, plastic and other consumer products, and many have established glycol recycling programs. SLCDA also has instituted programs that have recycled 4,700 gallons of oil, 400 tires and 230 batteries annually. The maintenance division also collects used copper, aluminum and ferrous metals, which are turned over to a recycler for reuse.

An unusual recycling initiative undertaken by SLCDA was the reuse of old loading bridges as storage containers. In the process of replacing passenger loading bridges (PLB), the maintenance division searched for a way

to recycle or re-purpose the old PLBs. One employee pointed out that the sections are very similar in size to storage containers. Although the PLBs did not have doors, they were usable for storing construction materials and common hardware bins. This allowed them to be re-used instead of being destroyed, and, in some cases, it kept the airport from purchasing additional storage.

Computerized Maintenance Management System (CMMS). One of the ways in which SLCDA improved the maintenance function was to replace the old CMMS that was

OPERATIONS


developed in-house many years ago. Although that system handled work orders very well, it had a substandard reporting function and generated a lot of unnecessary paper.

With the old work order system, an employee had to generate 500 work orders every Monday that then were hand carried to the individual work groups. That same employee would spend the rest of the week manually closing out the work orders as they came back from the work groups. The new CMMS eliminated the need to do all of that. Work orders now are generated and closed out at the work group level. Not only is that a vast improvement in efficiency, but the reporting features of the new CMMS help us to better track equipment and labor costs, allowing for changes to be made to maintain our assets more effectively.

Recommissioning Effort. Many of the systems in the airport’s facilities were installed more than 30 years ago at a time when energy efficiency was not a major concern. SLCDA’s recommissioning effort required a consultant to study these systems and recommend strategies to determine whether they were operating as efficiently as they should. This effort is partially funded by the local utility provider, which is paying for all studies and recommendations. As an additional inducement, the utility provider also agreed to reduce the cost of some of the recommended options, so that they would not exceed the one-year energy savings provided by that option. The airport has agreed to spend $20,000 to complete identified projects to conserve energy.

Viable recommissioning measures were identified that brought about a peak demand savings estimate of 111 kW, with annual energy savings of 542,051 kWh, and an annual cost savings of $33,393. Additionally, SLCDA installed water-conserving plumbing in all public restrooms resulting in a 50 percent reduction in water usage. The airport also retrofitted the existing heating boilers with new cleaner burning elements, resulting in meaningful reductions in nitrogen oxide and sulfur dioxide emissions.

LED Lighting of Internally Illuminated Signage. This project resulted from an idea suggested by some of the SLCDA sign shop personnel who had worked with LED lighting and could see its potential in a signage application. Changing the bulbs in all

of the airport’s internally illuminated signs was a huge project in itself, and it often included modifications to the fixtures as well. However, the LED lighting has proven to distribute the light better within the sign, making it easier for the traveling public to read. Further, LED lighting is brighter and has a longer life expectancy than traditional bulbs, and it’s easy to see that the effort has been worthwhile.

Green Cleaning Products. When green cleaning products first began to appear, the maintenance division decided that it would be logical to use them and would be in keeping with the airport’s other efforts. Currently, SLCDA has replaced five primary cleaning agents with greener, less toxic alternatives. An added benefit from this change has been the ability to use one cleaning agent to replace as many as five of the compounds that previously were used. This makes it easier to train employees, since in the past, we often found employees using the wrong chemical for a specified task.

Monitoring Water Temperatures. Most of the hot water in the airport is heated in the central plant and pumped to the restrooms. When problems developed with the hot water dispensed in the restrooms, the complaint was relayed as a demand work order through dispatch. By including temperature sensors and mixing valves in the BAS, SLCDA is able to pinpoint problems and respond to them more quickly. Also, with the BAS included in this effort, the airport is able to document the temperature variations to determine when and where fluctuations exist, in order to fix the root cause.

Preparing for Electric Ground Support Equipment. As the airlines consider changing their ground support equipment over to electric power, the maintenance division has attempted to identify some of the problems it will encounter and has taken the initiative to resolve some of these in advance. The airport recently began wiring all of the ramp level gate areas to provide for recharging these electric pieces of equipment. The wiring project includes meters that allow the airlines to be billed directly from the local utility, so that airport rates and charges won’t be affected. A

Ed Clayson is facilities maintenance superintendent at SLDCA.

He may be reached at [email protected].


‘Green’ Gift Shop Opens At Minneapolis-St. Paul

The sustainable, green movement has reached the retail offerings at Minneapolis-St. Paul International, with the opening of Natural Element. Located in Terminal 1,

Natural Element is a boutique featuring organic, recycled and sustainable clothing, footwear, accessories and toys.

“Natural Element enhances the MSP shopping experience by giving travelers the opportunity to purchase fun, one-of-a-kind items while supporting businesses dedicated to charitable and earth-friendly practices,” said Jeff Hamiel, A.A.E., executive director of the Metropolitan Airports Commission.

According to store operator Bill Briggs, Natural Element is one of the first shops of its kind to bring all eco-conscious goods to an airport setting.

For more than three years, owners Bill and Sally Briggs have operated six stores offering handcrafted

jewelry at three U.S. airports. Bill Briggs said that the bid opportunity at Minneapolis-St. Paul specifically called for a very fresh, different concept. Based on the Briggs’ airport retail experience, and the experience of Sally’s sister with an “eco-boutique” in eastern Pennsylvania, the Natural Element concept was born.

“Approximately 30 percent of Natural Element remains handcrafted jewelry,” Bill Briggs said. “We have built on the business we know by searching out jewelry artisans that work with recycled materials and refined metals.” Briggs noted that while the store only has been open a short time, they have received a tremendous amount of positive feedback.

The Briggs also operate handcrafted jewelry stores at Minneapolis/St. Paul, Indianapolis and Connecticut’s Bradley International.

FOODBEVERAGERETAIL


CORPORATEOUTLOOK

Natural Element’s product line includes a large selection of handcrafted jewelry made with recycled metals, conflict-free gemstones and reclaimed glass. The store also offers one-of-a-kind handbags created from discarded leather goods, as well as an array of purses made from recycled water bottles. Additionally, Natural Element carries green gifts such as handmade vegetable-based soaps and organic children’s toys. Eco-friendly footwear, clothing and accessories also are available.

The Natural Element store was designed and built with green principles as a high priority. “We use LED and florescent lighting; all of our store fixtures are made of bamboo (a tree-free and sustainable building product); and our countertops are made of recycled concrete and glass,” Briggs said.

“We are very enthusiastic about future airport opportunities. Many of the RFPs currently under review call for green construction methods,” Briggs said. “We are also confident that green product offerings will win a very favorable response in the airport retail selection process.”

HMSHost Wins John Wayne Airport F&B Contract

The Orange County (Calif.) Board of Supervisors has awarded a 10-year lease to HMSHost as the primary food and beverage concessionaire at John Wayne Airport. HMSHost will spend $15.6 million to remodel its existing locations in terminals A and B, and to construct new spaces in Terminal C — dramatically improving food and beverage options at the airport.

“The combination of restaurant concepts and menu items proposed by HMSHost promises to bring the flavor of Orange County to John Wayne Airport and, importantly, the variety our passengers have asked for,” said airport Director Alan Murphy.

HMSHost has been the primary food and beverage operator at John Wayne since 1990. Under the new lease, the company will remodel and update its existing spaces and add new concessions throughout the facility, including Ruby’s Diner, Ruby’s Shake Shack, The Fresh Market, Marketplace, Javi’s (Javier’s Cantina & Grill), Zov’s Bistro, Pei Wei Asian Diner, Jerry’s Wood-Fired Dogs, Pinkberry, California Pizza Kitchen, Hobie Hut, Anaheim Ducks Slapshot Bar & Grill, Starbucks Coffee, La Tapenade Mediterranean Cafe and Ciao Gourmet Market. The board also awarded leases to Paradies-OC, LLC and The Hudson Group for news and gift concessions. Three specialty concessions awarded

41

Retail Briefs

The Chicago Department of Aviation celebrated the opening of two new dining concepts at O’Hare International. America’s Dog, a quick-service food concept serving all natural, organic hot dogs, opened in Terminal 1, C Concourse. Wicker Park Seafood and Sushi Bar opened in Terminal 2. … Austin, Texas, based restaurants Hill’s Cafe and Nuevo Leon in January celebrated their grand openings at Austin-Bergstrom International. The Hill’s Cafe menu features chicken fried steak, chicken wraps, Portobello burgers and hamburgers. Breakfast includes sandwiches of eggs, cheese, ham or bacon, sausage wraps and biscuits with sausage gravy. Nuevo Leon’s serves a variety of breakfast taco combinations. The restaurant’s regular menu includes beef burritos, taco and nachos; avocado salad; and queso. … Airmall USA, operator of the Airmall at Cleveland Hopkins International, announced the opening of Ultra Diamonds, located in the main terminal near the Concourse B checkpoint. Ultra Diamonds offers a variety of diamond fashion, bridal and gemstone jewelry, as well as brand-name watches. In addition, Auntie Anne’s Pretzels is adding a second unit to the Airmall at Cleveland Hopkins International. Located on Concourse B, this satellite unit offers travelers another location to buy freshly baked soft pretzels. … California Pizza Kitchen (CPK) has expanded upon its kiosk location at Fresno (Calif.) Yosemite International. The new quick-service location opened by CPK franchise partner HMSHost Corp. will serve CPK’s signature pizzas on the menu, in addition to the sandwiches and salads that have been available since July of last year. A

earlier are Caterina’s, Subway and Vino Volo. The board also announced awards for fast food

companies. McDonald’s will remain in terminals A and B, with a 10-year lease. McDonald’s has been in this location since 1990. Carl’s Jr./Green Burrito will open in Terminal C, airport officials said. A


MARKETSCAN

Total Flights: Top U.S. AirportsFIRST QUARTER 2009 VS. 2010 VS. 2011

Total Seat Capacity: Top U.S. AirportsFIRST QUARTER 2009 VS. 2010 VS. 2011

Total Flights From the Top 15 U.S. Airports

1st Quarter 2009-2010-2011

with Variance 1Q09 v 1Q11 7%%

-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

ATL ORD DFW DEN LAX CLT IAH DTW PHL PHX MSP JFK LGA EWR SFO

-3%

3% 4%

6% 8% -3% 1% -2% 1% -2%

7% -5% 6% -6%

1Q091Q101Q11

-

5,000,000

10,000,000

15,000,000

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

Total Seat Capacity From the Top U.S. Airports

1st Quarter 2009-2010-2011

with Variance 1Q09 v 1Q11

. .

-1

11%

2%

-.2%

7% 1%.1%-.03%

3% 1% 11% 8% -3%5% 2% -3%

-3%

1Q091Q101Q11


MARKETSCAN

Total Flights: Top 15 Worldwide AirportsFIRST QUARTER 2009 VS. 2010 VS. 2011

Total Seat Capacity: Top U.S. AirportsFIRST QUARTER 2009 VS. 2010 VS. 2011

Total Seat Capacity: 15 Worldwide AirportsFIRST QUARTER 2009 VS. 2010 VS. 2011

-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

ATL ORD DFW DEN LAX CLT PEK IAH LHR CDG FRA DTW MAD PHL PHX

Total Flights From the Top 15 Airports

1st Quarter 2009-2010-2011


-3% 7%

3% 4% 6% 8% 10% -3% 2% -6% 5% -2% 1% 1% .4%

1Q091Q101Q11

-

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

ATL PEK HND LHR ORD CDG LAX FRA DFW HKG MAD DXB BKK DEN JFK

Total Seat Capacity From the Top 15 Airports

1st Quarter 2009-2010-2011


2%

11%2%

2%

1%-.2%

7% 8% 1%8% 3% 22% 18% .1% .03%

1Q091Q101Q11


AIRPORTBILLBOARD B

KBR Awarded Job Order ContractFor Houston Airport System KBR announced it has been awarded a five-year job order contract by the city of Houston to be a preferred provider of renovation and repair construction projects for the Houston Airport System.

KBR will provide a range of construction services that will vary in size and scope and will include facilities repair, renovations and minor construction for landside facilities at Houston’s George Bush Intercontinental, William P. Hobby and Ellington Field airports. The job order contract is designed to provide a “quick and cost-efficient method of delivering repair, renovation and minor construction services,” KBR said. Work under the contract is expected to begin immediately.

Clark/McCarthy Team Replacing LAX’s Central Utility PlantJoint venture Clark/McCarthy recently was awarded a $272 million design-build contract to replace the central utility plant (CUP) at Los Angeles International.The project will provide the airport with a new, 75,000-square-foot CUP with a 20,000-ton cooling capacity. The CUP’s equipment will include electric-driven centrifugal chillers, steam-driven chillers, and a cogeneration system that uses steam generators to recover heat produced by gas-turbine-driven generators.

Clark/McCarthy also will install replacement utility distribution piping, electrical and communications duct banks, reclaimed water, fire water and potable water piping to all terminals at the airport. The contractor said the existing CUP will continue to service the airport during construction. Upon completion, the replacement will be brought online and the existing CUP will be decommissioned and demolished.

Systems and their components will be designed and constructed to achieve LEED Silver certification from the U.S. Green Building Council, Clark/McCarthy said.

Construction was slated to begin in February and is scheduled to be completed in summer 2014. A

assengers by a i rpor t

TRAFFIC FOR DECEMBER 2010

Airport 2010 2009 % Change

Akron-Canton Airport 126,044 115,366 +9.3

Birmingham (Ala.) International 241,920 232,204 +4.2

Blue Grass Airport (Ky.) 87,199 71,781 +21.5

Bradley International (Conn.) 462,062 400,572 +15.4

Chicago/Rockford (Ill.) International 17,115 15,520 +10.3

Central Illinois Regional (Bloomington) 45,249 40,465 +11.8

Gerald R. Ford International (Mich.) 190,305 147,964 +28.6

Jacksonville (Fla.) International 455,148 442,624 +2.8

Louisville (Ky.) International 263,838 249,596 +5.7

Los Angeles International Airport 5,049,139 4,826,792 +4.6

Miami International 3,241,601 3,023,416 +7.2

Minot (N.D.) International 20,087 10,716 +87.4

Missoula (Mont.) International 48,169 47,463 +1.5

Montgomery Regional Airport 30,907 29,415 +5.1

Myrtle Beach (S.C.) International 83,688 82,058 +2.0

Portland (Ore.) International 1,119,185 1,064,951 +5.1

Salt Lake City International 1,702,045 1,597,711 +6.5

Seattle-Tacoma International 2,616,529 2,528,789 +3.5

South Bend (Ind.) Regional 48,182 44,523 +8.2

Southwest Florida International 694,399 676,078 +2.7

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BIL

LIO

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DOMESTIC AND INTERNATIONAL FARESAIRLINES REPORTING CORPORATION

2009 DOMESTIC FARES

2009 INTERNATIONAL FARES

2010 DOMESTIC FARES

2010 INTERNATIONAL FARES

1.5

2.0

2.5

3.0

3.5

Dec.Nov.Oct.SeptAugJulyJuneMayApr.Mar.Feb.Jan.

P

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83RD ANNUAL AAAECONFERENCE AND EXPOSITION

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

[email protected](703) 824-0504

Hosted by Hartsfield-Jackson Atlanta International Airport

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

Omni Hotel at CNN Center


ADVERTISER’SINDEX

ADVERTISER WEBSITE PAGE

AAAE Annual Conference www.aaae.org/annual2011 45

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Delta Airport Consultants www.deltaairport.com 23

Interactive Employee Training System www.aaae.org/iet 17

Kimley-Horn and Associates, Inc. www.kimleyhorn.com 33

Michael Baker Corp. www.mbakercorp.com Inside Front Cover

Northeast Chapter AAAE www.snowsymposium.org 35

Ricondo & Associates, Inc. www.ricondo.com 39

RS&H www.rsandh.com 11

Transportation Security Clearinghouse www.tsc-csc.com Inside Back Cover

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