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M A G A Z I N E

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M A G A Z I N E

www.aaae.org/magazine | April/May 2006

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E D I T O R I A L B O A R DWILLIAM G. BARKHAUER

Morristown, New JerseyBRYAN ELLIOTT

Charlottesville, VirginiaBILL HOGAN

Reynolds, Smith, & HillsJAMES E. JOHNSON

Odessa, FloridaRANDY D. POPE

Burns & McDonnell

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

C H A I RELAINE ROBERTS, Columbus, Ohio

F I R S T V I C E C H A I RKRYS T. BART, Reno, Nevada

S E C O N D V I C E C H A I RJAMES P. ELWOOD, Aspen, Colorado

S E C R E T A R Y / T R E A S U R E RJOHN K. DUVAL, Boston, Massachusetts

F I R S T P A S T C H A I RR. LOWELL PRATTE, Louisville, Kentucky

S E C O N D P A S T C H A I RWILLIAM G. BARKHAUER, Morristown, New Jersey

B O A R D O F D I R E C T O R SSTEPHEN J. ADAMS, JR., Manchester, New Hampshire

LORI L. BECKMAN, Denver, ColoradoJAMES E. BENNETT, Washington, D.C.

RANDALL D. BERG, Salt Lake City, UtahBENJAMIN R. DECOSTA, Atlanta, Georgia

KEVIN A. DILLON, Manchester, New HampshireBRYAN O. ELLIOTT, Charlottesville, Virginia

LINDA G. FRANKL, Columbus, OhioMICHAEL J. HANEY, Moline, Illinois

GARY L. JOHNSON, Stillwater, OklahomaPAULA JORDAN, DFW Airport, Texas

ALEX M. KASHANI, Washington, D.C.PARKER W. MCCLELLAN, Orlando, FloridaMICHAEL A. MUSCA, Modesto, California

ROBERT P. OLISLAGERS, Englewood, ColoradoJEANNE M. OLIVIER, New York, New York

LISA A. PYLES, Addison, TexasGARY T. RICE, Santa Maria, California

C H A P T E R P R E S I D E N T SMIKE D. SHAHAN, Denison, Texas

ALVIN L. STUART, Salt Lake City, UtahROD A. DINGER, Redding, California

DAVID N. EDWARDS, Fletcher, North CarolinaTHOMAS M. RAFTER, Hammonton, New Jersey

CHARLES J. GOODWIN, Columbus, Ohio

P O L I C Y R E V I E W C O M M I T T E ETHELLA F. BOWENS, San Diego, CaliforniaMARK P. BREWER, Warwick, Rhode Island

TIMOTHY L. CAMPBELL, Baltimore, MarylandLARRY D. COX, Memphis, Tennessee

ALFONSO DENSON, Birmingham, AlabamaKEVIN C. DOLLIOLE, St. Louis, Missouri

KENT G. GEORGE, Pittsburgh, PennsylvaniaMICHAEL A. GOBB, Lexington, Kentucky

CHARLES J. ISDELL, Philadelphia, PennsylvaniaTHOMAS R. JARGIELLO, Fort Lauderdale, Florida

THOMAS J. KINTON, JR., Boston, MassachusettsDAVID KRIETOR, Phoenix, Arizona

LYNN F. KUSY, Mesa, ArizonaERIN M. O’DONNELL, Chicago, Illinois

MORTON V. PLUMB, Anchorage, AlaskaMARK M. REIS, Seattle, Washington

LESTER W. ROBINSON, Detroit, MichiganJAMES R. SMITH, Newport News, Virginia

P R E S I D E N TCHARLES M. BARCLAY, Alexandria, Virginia

M A G A Z I N E

Volume 18/ Number 3 | April/May 2006

f e a t u r e s

cover: marketing airports Making Their Pitches | 36From sick bags to subsidies, airports are getting creative in their push to boostbusiness.

inside AAAE TSC Volume Reaches New Milestone | 20AAAE’s Transportation Security Clearinghouse (TSC) is ready to provide theresources needed to bring identity management and biometrics solutions tofuture federal government security challenges.

securityThe Right Puff | 26After extensive testing and with certain practical and aesthetic design enhance-ments now in place, the latest generation of portals employed for testing of traceexplosives shows great promise.

gisA Scalable Tool | 32GIS is proving to be a worthy investment for smaller airports.

deicing The Path To On-Site Treatment: One Airport’sChallenges With Deicing Chemicals | 44Airport Magazine’s roundtable participants discuss the lessons learned byPittsburgh International Airport in dealing with the discharge of deicing and anti-icing chemicals.

d e p a r t m e n t s

Inner Marker 6

Up Front 8

Corporate Outlook 14

Market Scan 16

Retail Spotlight 18

General Aviation 48

Billboard 50

Airportech 52

Measure of the Month 54

Project Chronicle 56

Advertisers’ Index 58

coming in airport magazineEmerging Security Technology (June/July)

Retail/Concession Trends (August/September)

Baggage Handling Update (October/November)

Cover Design: Daryl E. Humphrey

36

20

26

Alana may be unaccompanied,

but she’s SAFE... thanks to AnalogicAlana’s bags and those of her fellow passengers have been literally sliced and diced by the latest advancements in computed

tomography screening from Analogic Corporation. Automatic explosives detection in checked baggage is a difficult challenge.

Many companies have tried to achieve certification from the US Government. Few have been successful. One company

stands out – Analogic. With its recently certified AN6400 Explosives Detection System (EDS) for checked baggage screening,

Analogic brings revolutionary advancements to travel safety. Analogic is also developing a reduced-size EDS, called COBRA,

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For aviation security, count on Analogic to continue to provide leadership, commitment, and proven solutions.

This is my last issue as editor of Airport Magazine. Rather than simply say-ing goodbye, however, I want to thank you for helping me as I tried to makethis publication more valuable to you.

When I came to AAAE in November 2002, I had a decade of aviation industryexperience. Precious little of it was in the airport sector, however. I soon realizedhow much I had to learn, and—with your help—learn I did. I can’t recall a sin-gle instance in my three-plus years than an airport executive (or corporate mem-ber or AAAE staffer, for that matter) failed to make time to help me out when Ineeded enlightenment, or straighten me out when I was drifting off track. Withyour help, I soon felt like an accepted member of the airport community—and aninformed member as well.

Not that I fashion myself an expert, mind you, but I feel as if I picked up a fewnuggets about how an airport works and what’s important to the people that makeairports go. I also determined that this magazine’s primary role is to keep you air-port execs informed about what’s going on at airfields everywhere, so you couldapply lessons learned from others as part of your day-to-day efforts.

For the airport executives out there, I encourage you to keep that in mind asyou tackle projects and solve problems at your airport. If you have a valuablestory to tell, contact Airport Magazine ([email protected]) and offer up somefacts, if not a full-blown manuscript, and pass on some lessons learned.

You airport executives make great teachers. I know, because I spent the last threeyears learning from you. I feel privileged to have gotten the opportunity. A

Sean [email protected]

iminner marker

Giving Thanks For Lessons Learned

Airport Magazine | April/May 20066

I N T E R I M E D I T O RCLIF STROUD

[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

D E P U T Y E D I T O RBARBARA COOK

N E W S E D I T O RHOLLY ACKERMAN

A S S I S T A N T / S P O T L I G H T S E D I T O RBETSY WOODS

A R T D I R E C T I O NDARYL HUMPHREY

S E N I O R G R A P H I C D E S I G N E RSEUNG HEE LEE

C O N T R I B U T O R SATAA ALY

SCOTT CATTRANJENNIFER MICHELS

HENRY PETERSALISON SMITH

S T A F F C O N T R I B U T I N G E D I T O RERYN TRAVIS

Director of Communications, Federal Affairs

S T A F F P H O T O G R A P H E RJAMES MARTIN

S T A F F V I C E P R E S I D E N TS A L E S A N D M A R K E T I N G

SUSAN [email protected]

D I R E C T O RS A L E S A N D M A R K E T I N G

GREG [email protected]

E D I T O R I A L O F F I C E 601 Madison Street, Suite 400

Alexandria, VA 22314(703) 824-0500, Ext. 126

Fax: (703) 820-1395Internet Address: www.aaae.org/magazine

Send editorial materials/press releases to: [email protected]

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Airport Magazine is published bimonthly by the AAAE Service Corporation Inc.,

a wholly owned subsidiary of the AmericanAssociation of Airport Executives, and the

Airport Research and Development Foundation.

Subscription price for AAAE members is includedin the annual dues. U.S. subscription rate to

non-members is $45 for one year. International ratefor non-members is $75. Single copy price is $10.

Copyright 2006 by AAAE. All rights reserved.

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

necessarily reflect the views of AAAEor any of its members or officers.

POSTMASTERSend address changes to:

Airport Magazine601 Madison Street, Suite 400

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M A G A Z I N E

Airport Magazine | April/May 2006 7


ufup front

FAA Optimistic On TrafficU.S. air travel will top one billionpassengers annually by 2015, fueledby inexpensive tickets, a strongnational economy and increasedconsumer demand, the FAA forecast.The agency’s projections werereleased at its annual forecast con-ference, held February 28-March 1in Washington, D.C.

While FAA’s long-term predictions,based on an average annual passengerrate growth of 3.1 percent, are opti-mistic, the agency noted that it antici-pates only “small gains” during 2006.

Domestic capacity will shrink by0.7 percent this year, largely due tocutbacks planned by legacy carriers,which will impact the capacityoffered by regional carriers. Regionalcarrier capacity has grown by up to20 percent annually for the past threeyears, but this year the growth will beonly about 4.5 percent.

As capacity shrinks this year, revenue passenger miles willincrease by only 0.2 percent, FAAsaid, while enplanements willdecline by 0.2 percent.

The expected popularity of rela-tively inexpensive two-engine micro-jets may redefine the future of on-demand air taxi service, resulting in aboost in general aviation operations,FAA said. In 2007, nearly 100 micro-jets are expected to join the nation’sGA fleet, while the number of GAhours flown will rise by 3.2 percentannually through 2017.

On international routes, enplane-ments are forecast to rise 4.5 percentthis year, and then average 5 percentgrowth per year through 2015.

The U.S. cargo fleet will increasefrom 1,021 aircraft last year to 1,345in 2017, growing at a rate of 1.4 per-cent annually. Domestic revenue tonmiles will increase by 3.2 percentannually through 2017.

FAA’s workload will continue togrow over the next decade, theagency said. Instrument operationsare expected to grow at an averageannual rate of 2.6 percent, reaching64.4 million in 2017. Total instrumentoperations will return to pre-September 11 levels in 2011, FAA said.

The agency underscored its opti-mism about the future of U.S. com-mercial aviation, but cautioned that,“The remaining formidable hurdle forthe commercial aviation industry as awhole will be the price of oil.”

FAA Administrator Marion Blakeystated that, “As the market standsnow, trends suggest an industryevolving over the next several yearswith increased passenger demandamong the low-cost carriers and thesmaller regional airlines. In addition,we expect continued growth in largerregional jets flying more point-to-point routes. There will be increasesin corporate jet flights, fractional

ownership and new microjets.Airline operations are expected toreturn to traditional levels at mosthub-and-spoke airports.”

Inline OptionsStudiedA congressionally mandated studyaimed at giving industry and govern-ment a blueprint for expediting auto-mated EDS installations and, moreimportantly, paying for them, is slat-ed to be in front of lawmakers byearly summer.

Teams comprised of representa-tives from airports, airlines andTSA/DHS and led by Leigh FisherAssociates and McBee StrategicConsulting have been meeting sincelate fall. One team focused on tech-nology and infrastructure, while theother tackled the financial side,explained McBee’s Gina Marie

FAA’s long-term predictions, based on an average annual passenger rate growth of 3.1

percent, are optimistic, but the agency noted that it anticipates only “small gains” in 2006.

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Lindsey. The financial team’s tasksincluded identifying the capital costsof the new systems, ongoing opera-tions and maintenance costs, andpossible funding options, she said.

Concerning funding options, theteam is exploring nine scenarios,Lindsey said. They include somefamiliar concepts, such as new userfees, share-in-savings plans, andexpanding both Airport ImprovementProgram (AIP) and Passenger FacilityCharge (PFC) eligibility, she noted.While the study isn’t final, Lindseyindicated that the team would rec-ommend against three of the con-cepts discussed: new user fees, mak-ing EDS infrastructure eligible forAIP funding, and EDS equipmentleasing options.

One funding idea that intrigues thegroup is tax credit bonds, she said.The programs, which would be creat-ed through legislation, would havespecific, targeted uses. In general, air-

ports would issue bonds that would-n’t pay cash dividends, but ratherwould entitle holders to annual taxbreaks. The airport would put moneyaway for the duration of the bond’sterm. At the end of the term, say 25years, the airport would have paid 25percent of the installment’s cost,while the government—through taxbreaks to the bond holders—wouldhave funded the remaining 75 per-cent. “It’s not a slam dunk,” Lindseyacknowledged, “but I’m hopeful thatthis thing has legs.”

The two-part study was mandatedas part of the Intelligence Reform andTerrorism Prevention Act of 2004.The first part of the study, done bythe technology and infrastructureteam, put forth a strategic plan onhow best to deploy inline systems atthe top 250-odd U.S. airports. It waslargely completed late last year (AM,February/March 2006, p. 11).Although it hasn’t been released to the

news briefs

TSA recently deployed five Reveal explo-sives detection systems (EDS) forscreening checked baggage at AustinStraubel International in Green Bay andthree at Atlantic City International. Atotal of 23 airports are slated to getReveal machines this year. ... TheHillsborough County Aviation Authoritydedicated a new $7.5-million, 27,000-square-foot aircraft rescue and firefight-ing facility at Tampa International. ...FirstLine Transportation Security wasselected as the private screening con-tractor for Kansas City Internationalunder the Screening PartnershipProgram (SPP), TSA said. FirstLine hadbeen providing screening at KCI under apilot program. ... BAA ordered 21 L-3MVT-HR and six L-3 eXaminer 3DX sys-tems for integration into LondonHeathrow’s Terminal 5. ... The TucsonAirport Authority board of directors hasapproved a one-year extension to theexisting airline use agreement, with anoption to extend a second year. The 30-year agreement expires September 30.... Raytheon Aircraft Company extendedits contract with the Salina AirportAuthority another five years, until 2012.Raytheon’s Salina Division manufactureswings for many of the company’s newaircraft models. ... Burns & McDonnellpromoted David Yeamans to president ofits aviation and facilities practice group.Meanwhile, the company said it receivedthe 2005 Airfield Paving Award from theNational Asphalt Paving Association forits project to narrow, mill and overlayRunway 18-36 at Johnson County(Kansas) New Century AirCenter. ... LosAngeles International recently beganvalet parking service in the CentralTerminal Area. The daily rate in the valetlot is $38, or $8 more than the standardparking rate in the lot. Meanwhile, LosAngeles World Airports appointed KarlPan deputy executive director of financeand chief financial officer.

Tech Briefs are on page 53.

Retail Briefs are on page 18.

The two-part study looked at optimal inline installations for some 250 U.S. airports and

innovative ways to fund them.

L-3

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sixty years of aviation experience to work for you.

up front

public, sources familiar with thestrategic plan say a key assumptionis that new, higher-speed EDSs willbe coming online soon, so inlinescreening system planners shouldstart factoring such machines intotheir designs.

Rapiscan GainsMarket ShareRapiscan’s in-development high-speed explosives detection system(EDS) gained a major boost in Marchwith a sizeable order from the U.K.’sManchester Airport Group (MAG).The group ordered “multiple” RRT120scanners, which are being designed tohandle up to 1,500 bags per hour,Rapiscan said. First delivery is slatedfor 2008. Total value of the deal is $7million and could rise to $40 million ifall options are exercised.

Besides being faster than most EDSmachines, including all machinescurrently certified in the U.S., theRTT120 has another notable feature:a solid-state design that obviates theneed for a rotating gantry.

Despite not having a TSA-certifiedmachine, Rapiscan has its eye on theU.S. market, which is being urged bysome to factor in higher-speedmachines when designing inline sys-tems going forward (see previousstory). Rapiscan notes that as many as500 existing machines in the U.S.may be replaced in the next threeyears. If its RTT120 is completed andaccepted by U.S. regulators, it couldbe fighting for market share alongsideother EDS hopefuls, includingAnalogic and SureScan, as well asestablished players GE Security, L-3and Reveal.

Meanwhile, Rapiscan receivedanother boost when an unnamed cus-

tomer placed the first-ever order forthe company’s MVXR5000 EDS,designed specifically for the inlinesystem market. The United KingdomDepartment for Transport gave themachine its approval in December,clearing the way for deployment inthe U.K. and several other markets.

KCI’s CheckpointChangesKansas City International Airport ismodifying its security checkpoints toallow more room for screening, aswell as improve passenger flow.

Where needed, interior glass wallsseparating each checkpoint from theadjoining departure lounge are beingmoved farther into the departurelounges, the airport said. The changeswill result in more room for securityprocedures and improved passenger

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Phoenix Sky Harbor International Airport’s Assistance Call Boxes in its parking lots and garages are paying off, the airport reports.

Users are taking advantage of them about 35 times per day for everything from help with flat tires and dead batteries to an assist find-

ing a “lost” car. The airport has about 150 callboxes, which also have emergency call buttons that connect a user directly to an emer-

gency dispatcher.

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movement through the checkpoints.The project also includes frosting theglass walls to obscure passengers’ viewof screening equipment and reduceglare. In addition, the airport is addinga private room at each checkpoint to beused for travelers selected for second-ary screening.

KCI has 16 security checkpoints, 10of which currently are in use. Thecheckpoint modification project has anestimated cost of $600,000, 75 percentof which will be funded by FAA, theairport said. Construction was sched-uled to be completed in mid April.

“KCI recognizes the importance fortravelers’ check-in process to go assmoothly as possible,” commentedAviation Director Mark VanLoh,A.A.E. “The checkpoint modificationproject will provide travelers withnot only a private, more comfortablesetting for screening, but a faster andless stressful experience all together.”

MWAA To Lay TrackThe Metropolitan WashingtonAirports Authority (MWAA)announced it has reached agreementwith the Commonwealth of Virginiato construct a rail line linking theWashington, D.C., metro area toWashington Dulles InternationalAirport. In addition, MWAA will takeover the toll road that connects theInterstate 495 beltway to the airport.

The agreement will ensure that theplanned rail link, which has faced anuncertain fate under state control, iscompleted. The completion date forthe Dulles Corridor Metrorail Projectis expected to be 2015.

MWAA President and CEO JamesBennett, A.A.E., described the agree-ment as “a significant point” in thehistory of transportation planning inthe Dulles Corridor and access toDulles airport. “Our predecessors set

the stage nearly 50 years ago for thetremendous development of theDulles Corridor through their plans tobuild an international airport andcarve out a corridor for ground trans-portation. We are taking steps toensure that the next 50 years willbenefit from the same careful plan-ning and attention to the transporta-tion needs in the Dulles Corridor andaccess to the airport.”

Bennett said that the next step inthe process will be “an extensive duediligence” with the commonwealthand local and federal agencies on theoperational and financial aspects ofthe rail project.

Once that is completed, MWAAwill expedite completion of themetrorail in the corridor to Dulles air-port and beyond to Route 772 inLoudoun County; acquire from theCommonwealth of Virginia its ease-ments in the corridor, including the


up front

Dulles Toll Road; take all operationalresponsibility, including toll rate-set-ting, for the toll road; assume all out-standing debt on the toll road;finance and construct neededimprovements to the toll road and theDulles Corridor, and retain all rev-enue generated by the toll road,which will be used to construct therail line and to maintain the toll road.

The U.S. Transportation Departmentissued a statement noting that,“Federal taxpayers own the (Dulles)Corridor, and may be asked to providefinancial support for the proposedMetro extension. We plan to closelymonitor developments with this proj-ect and work with all parties, includ-ing Virginia’s congressional delegation,to encourage the use of innovativesolutions that relieve traffic congestionand ensure that taxpayers’ interests arebeing addressed.”

A Washington Post account of theagreement noted that MWAA “iseager to build a rail link to Dulles,because access is becoming evermore difficult in the traffic-congest-ed region. The airport’s competitors,National and Baltimore WashingtonInternational Thurgood MarshallAirport, have rail links. Airport offi-cials also see the line as key to get-ting the facility’s approximately20,000 employees to work.

Modeling AtDaytona Beach The Volusia (Florida) County Councilin March voted to support a plan todevelop Daytona Beach InternationalAirport into a prototype of the opera-tional airport of the future.

The Teaching Airport AdvancedIntegrated Technology Project is ledby Embry-Riddle AeronauticalUniversity, with team members fromLockheed Martin, Transtech AirportSolutions Inc., ENSCO Inc., andMosaic ATM.

The team is seeking approval of aninitial federal grant of $7.5 milliontoward the $30 million cost of theproject, which also will be financed

by industry contributions. The aim ofthe project is to combine existing andemerging technologies to create aseamless system in which aircraft,airlines, the airport and FAA share aunified information base and alertmechanism to enhance safety, securi-ty and efficiency, according to anannouncement from Embry-Riddle.

The system proposed for DaytonaBeach International would showcaseseveral technologies: highly refinedlocal area weather prediction; anadvanced infrared Doppler radar sys-tem that detects and tracks wind haz-ards and aircraft wake vortices; a mil-limeter wave sensor that uses a mini-radar network to detect aircraft,ground vehicles, debris and wildlife;an optical identification sensor thatreads aircraft tail numbers to aid air-craft location, and realistic three-dimensional graphical displays thatcreate “virtual camera” effects. Thesoftware that integrates this electron-ically collected information “pro-vides some of the truly innovativeaspects of this proposal,” accordingto the announcement.

“These multinational aerospaceorganizations would have a real-world operational airport where theycould showcase new products andmethodologies, including those thatare security related, to other airports,airlines, and their government cus-tomers,” explained John Metzner,vice president of external relations atEmbry-Riddle. He added that theseorganizations could serve as anchortenants in the research technologypark that Embry-Riddle is planning tobuild adjacent to the airport.

Hybrids Take OnNew YorkKennedy International, NewarkLiberty International and LaGuardiaairports will soon receive seven newhybrid electric-diesel buses each touse as shuttles to and from the long-term parking lots, passenger termi-nals and cargo areas. The airports alsowill each receive 10 new diesel buses.

The bus purchase, authorized by thePort Authority of New York and NewJersey, is valued at $21 million and thevehicles are expected to be in serv-ice by the first quarter of 2007,according to an announcement fromthe port authority.

Anthony Coscia, port authoritychairman, noted that, “As part of our10-year strategic plan, the agency seeksto protect and sustain our facilities forgenerations. We’ll accomplish thisonly if we make environmentally sen-sible investments such as this shuttlebus purchase, which will result inreduced emissions at our airports. Bytaking an environmentally soundapproach to our business practicestoday, we will help ensure a safer,cleaner future.”

The port authority currently has 325alternative-fueled vehicles.

TSA Readying RTPilot Criteria

TSA is readying the criteria fornaming airports for the RegisteredTraveler (RT) rollout pilot program,and a top official indicated that air-port participants will be chosenbased in part on characteristics thatfit what the agency wants to test.

Ted Sobel, TSA's RT programdirector, suggested to delegates atAAAE's 78th Annual Conferenceand Exposition that “RT 20” air-ports–10 to 20 in all–probably won'tbe picked on a first-come, first-served basis. Rather, aspects like anairport's configuration will bematched up with elements that TSAwants to test as part of its second RTpilot, Sobel said.

Sobel was quick to note that theRT 20 program will be different thantraditional pilots, including theoriginal RT pilot that involved fiveairports. “This will not be a stan-dard pilot that goes design-imple-ment-end-evaluate,” he said.“Instead of end-and-evaluate, wewant to evaluate and evolve it into anational program.” A

It seems that the acronym “EDS” always yieldsvarying responses from the many stakeholdersinvolved. Which of these do you resemble?

“We will spend at all costs” to “We won’t spenda dime.”

“Our lobby is a temple” to “Just get me themachines.”

“My lobby does not belong to screeners” to“Don’t let them all go!”

“My airlines won’t pay a dime” to “My airlineshave already agreed to the whole project.”

“My Cat 3 airport needs to build to 800 bags perhour” to “ETDs are just fine for me.”

Since the mandate to screen 100 percent ofchecked baggage was issued, airports, consultants,TSA and airlines have worked to design and build“a” solution. This was and is a frequent aviationwater cooler discussion. The airport perspectivewas that a quick band-aid was placed on the issue.Some airports were the learning curve, and a lot ofequipment was placed in a “temporarily perma-nent,” stand-alone configuration. With what isavailable in knowledge and equipment today, howcan all stakeholders work together to change thisapproach? Is the solution really a unique plan foreach airport, using various machines to satisfy itsown objectives and constraints?

Credit should go to several parties for pushing tobe better, faster and smarter. TSA provided thepush and grants for additional technologies, size,and networking capabilities of EDS machines.Industry has responded with machines of varyingsizes, speeds, flexibility and cost. Of course, air-ports and AAAE have contributed many years ofexperience in airport planning, level of service andaviation leadership. Believe it or not, as a result ofthe trial and tribulations of the last four years,today you have options. There might be so manyoptions that you and your planners have yet to seethe full benefit.

2006 has introduced choice. A potential combi-nation of certified manufacturers all networked toreduce labor, complexity and space. EDS machineshave a throughput and tunnel opening to fit yourcustomer requirements. Checked baggage can beprocessed in an amount of time that will not delayyour airlines and the traveling public. Potentialmachine combinations are designed to fit into yourexisting building wherever possible. This reducesthe need for you to build out or bump out newspace in an already cramped environment. This, inturn, allows you to use your capital dollars for yourairport’s long-range plan.

You do not have to go in one pre-determineddirection with your planning. Big systems might beoverkill and small machines might not be enoughby themselves. You can make that decision alongwith your FSD and TSA planners for the properbalance of types of machines, speed, integrationand cost. There seems to be an air of simplicityamong the carriers and airports regarding baggagehandling systems. Too much sortation can createadditional headaches and maintenance costs forthe airport. The least amount of carriers per baggagepod seems to be the best where it is affordable. Atleast today, as an airport, you have more input andapproval of what happens at your airport.

Perfect? No. The financial tools are still in theworks to implement these new combinations.However, the equipment is there today for you toutilize in your airport in an optimal value format.As a joint result of government, airport, and indus-try effort, progress has been made. Your uniqueEDS system is now available for your airport. Whatis stopping you from moving forward? A

Steve Pelham is the director of U.S. sales for Reveal Imaging Technologies.

A member of AAAE for more than 10 years, he is active with the AAAE

Foundation and the Transportation Security Services Committee. While

Reveal Imaging is based in Bedford, Massachusetts, Steve and his family

continue to live in LaGrange, Georgia (and on Delta Air Lines’ jets).

by

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mcocorporate outlook

Is the Checked Bag Half Full or Half Empty?




Air Service To Louisiana, Texas and FloridaSummer 2006 vs. Summer 2005

msmarket scan

Ranked by total inbound seats from airports in the rest of the U.S. per June 2006 schedules

Data provided by OAG WorldwideExperts in global travel content

www.oagdata.com

Total Inbound Seats

Origination Airport June 2005 June 2006 Change 2006 vs. 2005

Atlanta Hartsfield-Jackson 1,354,175 1,087,150 -20%

Chicago O’Hare 497,811 474,946 -5%

Newark Liberty 316,489 375,942 19%

Philadelphia 366,742 360,418 -2%

New York LaGuardia 349,885 356,571 2%

New York Kennedy 367,166 351,754 -4%

Denver 297,822 326,438 10%

Los Angeles 306,639 318,707 4%

Charlotte 326,515 297,441 -9%

Phoenix Sky Harbor . 317,000 290,862 -8%

Baltimore Washington Thurgood Marshall 290,551 286,294 -1%

Las Vegas McCarran 267,315 265,894 -1%

Detroit Wayne County 266,559 242,235 -9%

Washington Ronald Reagan National 205,879 222,947 8%

Boston Logan 239,824 205,869 -14%

St Louis Lambert 188,044 201,768 7%

Chicago Midway 168,167 187,984 12%

Nashville 160,649 178,015 11%

Minneapolis 189,009 165,176 -13%

Memphis 181,165 159,307 -12%

Washington Dulles 194,903 146,530 -25%

Albuquerque 120,059 125,390 4%

Cincinnati Northern Kentucky 215,174 121,235 -44%

Seattle/Tacoma 93,687 117,484 25%

San Francisco 111,159 117,129 5%

Kansas City 90,683 107,925 19%

San Diego 92,215 105,630 15%

Salt Lake City 124,712 97,939 -21%

Raleigh/Durham 98,141 95,558 -3%

Cleveland Hopkins 98,234 91,712 -7%

source: OAG Max


rsretail spotlight


Hudson Group has pumped some $1.8 mil-lion into renovating two stores at LosAngeles International Airport (LAX) as part

of a larger effort to open new stores and revampexisting ones at the airport. The company reportsspending $850,000 to renovate the HudsonNews/Hudson Booksellers store in the airport’sTom Bradley International Terminal (TBIT) andinvested another $935,000 to upgrade its HudsonNews store in Terminal 3.

“The new stores have been reengineered withboth the customer’s and the airport’s needs inmind,” explained Joseph DiDomizio, HudsonGroup’s executive vice president and chief operat-ing officer. “From the customer’s standpoint, theyare beautifully appointed, well stocked, and easy tonavigate. And in keeping with the airport’s goals,they also exude a very strong sense of place. Youdefinitely know that you are in Los Angeles whenyou see the beautiful photo murals of familiar LAscenes at the front of the stores.”

Since taking over the U.S. airport operations ofWH Smith in 2004, Hudson Group has moved tomake near-term improvements to the propertiesadded in the deal. The moves appear to be work-ing: In Los Angeles, Hudson’s new stores have

posted a 28 percent increase in sales in the firstyear of operation.

Hudson said its core focus is a large number ofmagazine titles (450-500) and book titles (3,000)offered for sale in each store. In the first month ofoperations, sales of these core componentsincreased 20 percent over existing sales levels.

Hudson has opened eight new stores at LAX since2004, including six newsstands. The two newestspecialty retail stores are a Kids Works in Terminal7, which specializes in imaginative toys, games andreading material for children, and a luggage store(named “Luggage” in six languages) in TBIT. A

Hudson NewsLos Angeles International Airport TBIT;Terminal 3

RETAIL BRIEFS

The Tucson Airport Authority (TAA) board of directorsnamed OTG Management to operate the food and bev-erage concessions at Tucson International. The Philadelphia-based company will open a full-service, sit-downrestaurant on the third floor, food courts on each concourse, and an ice cream counter and mini-market on theticketing level, pre-security. OTG will pay TAA a minimum annual guarantee of $800,000 the first year, anincrease of approximately $300,000 in annual revenue. The contract is scheduled to begin July 1 and will con-tinue eight years with two one-year options. ... Johnston & Murphy, Airport Wireless/palm, Java City andBrookstone have opened at the Airmall at Baltimore/Washington International Thurgood Marshall Airport, BAAMaryland reports. ... Ice cream maker MaggieMoo’s International LLC and HMSHost announced a mutual licens-ing agreement to develop airport and travel plaza locations. ... Terminal 4 at New York John F. KennedyInternational is extending the lease for its DFS-managed duty-free concessions for an additional five years.

By Betsy Woods


inside AAAE


AAAE’s Transportation Security Clearinghouse(TSC) has advanced beyond its initial mandate toprocess Criminal History Record Checks (CHRC)for the airport community and is poised to offerthe resources needed to bring identity manage-ment and biometrics solutions to future federalgovernment security challenges. The TSC nowhas facilitated more than two million biometrical-ly based and more than one million biographicalbackground checks for the aviation community.

TSCVOLUME REACHES

NEW MILESTONEStaff Report


As a non-profit arm of AAAE,the TSC is backed by the association’s 78 years as a leader

in the U.S. airport community, rep-resenting airports of all sizes acrossthe nation.

Born in the aftermath of theSeptember 11, 2001, terrorist attacks,the TSC effectively and rapidly metthe emergency mandate to developthe technology and proceduresrequired to facilitate fingerprint pro-cessing for aviation employees.Building on that success, the clear-inghouse has continued an aggressivesoftware development program to prepare for expanded identity verification requirements institutedby the Transportation SecurityAdministration (TSA) in the future. Eric Whisman and Jessica Morrison look over TSC information.

TSA has published a copy of its business model for the Registered Traveler (RT)program, which provides an outline of how an interoperable RT program will work.

A copy of the business model is available on AAAE’s website athttp://www.aaae.org/government/150_Transportation_Security_Policy/.

The business model does not establish the standards for the RT program.Instead, it provides a concept baseline for discussions with airports and serviceproviders interested in RT.

Many of the elements contained in the TSA business model mirror the recom-mendations made by AAAE’s Registered Traveler Interoperability Consortium(RTIC) in January 2006 to TSA’s Request for Information on an RT model. The busi-ness model also provides additional details on issues such as screening benefitsand payment of fees to TSA for its role in RT.

The RTIC’s Service Provider Council continues to work to create the technicalspecifications necessary for an interoperable program. In releasing its businessmodel, TSA endorsed this process, saying, “Currently the private industry is work-ing within the RTIC to recommend open technical standards. TSA encouragesstakeholders to participate in this effort.” A

TSA Issues Registered Traveler Model

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High on the list of programs currently underdevelopment at

TSA is RegisteredTraveler (RT).


inside AAAE

AAAE and Daon, a global leader in biometric identitysoftware technology and services, have partnered to createthe for-profit Security Biometric Clearing Network (SBCN), a serv-ice provider positioned to respond to the expanding securityrequirements of transportation and non-transportation industries.

Daon, a company with offices in Reston (Va.), Dublin,London, and Sydney, currently has contracts for services withthe U.S. Department of Homeland Security and other U.S.agencies. Further, in the U.S., Daon has been selected byAnteon, Accenture, BearingPoint, CSC, IBM, Lockheed Martin,Raytheon, Unisys, VIP and others to develop major biometricidentity programs.

SBCN is designed to operate as a lowest-cost, world-classprovider of technical biometric and biographic based servic-es for security networks. Under contract to AAAE’sTransportation Security Clearinghouse (TSC), SBCN will pro-vide defined technical services, while AAAE’s TSC employ-ees will continue to focus on customer service relationships,network management, accounting, monitoring service levelagreements, compliance with TSA and customer require-ments and related software development.

Already, AAAE and Daon have joined with LexisNexisSpecial Services Inc. in a consortium headed by Ethan Group, aleading Australian systems integrator, in bidding for a contractto be awarded by the Australian government for AusCheck, acommercially provided software for background checking.

Ethan Group said it would design an AusCheck IT systembased on the proven background check and screening infra-structure employed by AAAE/TSC combined with the dataaggregation and analysis capabilities of the LexisNexisScreening Gateway and application technology supplied byDaon through its DaonApplicationSuite. As a system integra-tor and supplier to the Australian government, Ethan Groupwould manage the delivery, implementation and operation ofthe AusCheck program.

Within the U.S., federal mandates envision extending to non-aviation transportation modes the present aviation require-ment for positive identity matches. This security-driven needfurther expands the demand for biometric and biographicbased service providers, such as SBCN. One of these programspresently in the development stage by TSA is the TransportationWorker Identification Credential (TWIC), a biometric documentthat would be used across all transportation modes to positivelyidentify persons needing unescorted access to secured areas.The initial rollout of the program is expected to cover workers inthe maritime industry.

The management structure of the SBCN requires that AAAEand the TSC will continue to be solely responsible for compli-ance with all TSA requirements for current and future con-tracts in transportation. In addition, the agreement betweenAAAE and Daon contains control provisions that require bothpartners to agree on major items affecting SBCN, such as budg-et, executive management selection and fundamental businessdecisions. Both AAAE and Daon have invested in the SBCN.

The SBCN will be governed by a seven-person board ofdirectors, with AAAE and Daon each appointing three mem-bers. The seventh member is to be named jointly by the twopartners. The SBCN board members designated by AAAE areelected by the association’s board of directors and serve with-out compensation. AAAE employees also do not receive com-pensation or benefits from public or private companies inwhich the association has a financial interest.

A recommended practice for non-profit organizations suchas AAAE is to form for-profit entities when intellectual propertyand services developed by a non-profit have applicability anduse in industries or markets outside the organization’s purpos-es. That is AAAE’s motivation in the formation of SBCN, andthe association is very pleased to be working with a firm of thereputation and quality of Daon. A

AAAE, Daon Create Security Biometric Clearing Network

AAAE and Daon officials sign SBCN agreement at AAAE Headquarters.


By increasing the TSC’s capacity toaccommodate future transportationand non-transportation security iden-tity verification needs, the clearing-house expects to gain additionaloperational efficiencies and pricereductions for all of its customers,while continuing to exceed all serv-ice level commitments.

Superlative ReviewsTSC customers frequently voice highpraise for the organization’s efficiency,accuracy and cost-effectiveness.

Southwest Airlines said the compa-ny “has been pleased with the hardwork put forth by the (TSC) in aneffort to streamline and improve thefingerprint based criminal historyrecord checks process. We havenoticed a marked improvement in theturnaround time for receipt of CHRCresults since the TSC took over as thefingerprint submission clearinghousefor airlines and airports.”

Minneapolis-St. Paul InternationalAirport officials have voiced satisfac-tion with the TSC, noting that theclearinghouse has demonstrated an“excellent performance” in process-ing fingerprints. “Since the onset ofmandatory fingerprinting in 2002,Minneapolis-St. Paul has successful-ly submitted over 20,000 prints to theclearinghouse,” according to AirportSecurity Coordinator MichaelEverson. “You have been a valuedpartner in meeting the challenges setforth by the Transportation SecurityAdministration. Your website isextremely well designed and userfriendly. (Our) fingerprint specialisthas commented numerous timesabout the excellent customer servicethat you and your staff provide. Ourfinance department also appreciatesthe accuracy of your escrow account-ing. Keep up the good work!”

Michael Stephens, director of operations and maintenance atCentral Wisconsin Regional Airport,

commented, “The TransportationSecurity Clearinghouse has per-formed in an exceptional mannerresponding to the immediate needs ofthe Central Wisconsin RegionalAirport. Our needs are unlike largehub airports in that we need resultsquickly, since we do not submit fin-gerprints electronically. The TSC staffhas provided Central Wisconsinwith exceptional customer serviceand has assisted us with resolvingproblems accurately and efficiently.We have been treated with the samepriority of any other airport in the country!”

At Portland (Oregon) InternationalAirport, officials stated, “In our expe-rience, the Transportation SecurityClearinghouse has shown that theyare committed to the task at hand andprovide exemplary customer service.They have always provided quick,accurate and thorough information.At times when (TSA’s) FingerprintResults Distribution (FPRD) websiteis down, the clearinghouse has keptus in the loop and provided estimat-ed recovery times.” Airports log intothe FPRD, a TSA secure site, to down-load fingerprint check results.

Registered TravelerHigh on the list of programs current-ly under development at TSA isRegistered Traveler (RT), which willoffer airport security screening ben-efits to travelers who undergo bio-metric identity checks. The goal ofthe program is interoperability,meaning that RT participants will beable to utilize special screeninglanes at all participating airports.Interoperability is to be achievedthrough the Central InformationManagement System, which will beoperated by the TSC. In partnershipwith TSA, the clearinghouse servesas the catalyst that enables important initiatives such as RT to advance.

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inside AAAE

The TSC currently is moving for-ward on other biometric security ini-tiatives as well, positioning the clear-inghouse to offer a flexible technolo-gy platform to meet as yet unknownthreats to the safety and economy ofthe United States. Being able to accu-rately and effectively separate thetrusted majority of workers and trav-elers from the smaller pool of suspectindividuals will be a core element ofany security enhancement programs.

As the largest civilian clearing-house in the nation, processing bothCHRC and name-based backgroundvetting requests for the aviation com-munity, the TSC has facilitated morethan two million biometrically basedand more than one million biograph-ical background checks since itsinception. In addition to being theleader in transaction volume, the TSCis also the fastest and most cost effec-tive credentialing system performingthese same services today.

A snapshot of the TSC’s achieve-ments so far includes:

• A reduction in the average responsetime for aviation worker backgroundchecks from 52 days to four hours,with many checks occurring in a mat-ter of minutes.

• A reduction in the charge perrecord for the aviation community to$29. Of this amount, $22 goes to theFBI. In comparison, hazmat truckersutilize a system provided by privateindustry and pay about $100 perrecord to accomplish similar back-ground checks.

• Implementation of the first high-speed, secure network for fingerprinttransmissions to TSA.

• Achievement of an industry-lowerror rate of 2 percent for fingerprinttransmissions to the FBI throughvalue-added processing prior to sub-mission. The average governmenterror rate is 8 percent.

Big SavingsThe reduction in time, from monthsto hours, to process CHRC checks inaviation has produced savings in thehundreds of millions of dollars inpersonnel costs for an industrystruggling to achieve financial suc-cess. Further, the TSC has developeda highly flexible, open platformcapable of accepting multiple formsof identity and vetting informationvia a secure network from over 400enrollment centers around thenation and abroad.

In partnership with TSA, the TSC also supports backgroundrecord checks for other key pro-grams, including:

• General aviation crews operatingaircraft over 12,500 pounds

• General aviation crews and armedsecurity officers flying into ReaganWashington National Airport

• Commercial charter pilots

• Foreign applicants under the AlienFlight School Program

• Contract screeners at privatescreener airports

The TSC was recently selected byTSA to facilitate background checksand application elements for federalTransportation Security Officerscreener candidates as well. A

First ServiceProvider Signs ToUse TSC For CIMSAAAE’s Transportation SecurityClearinghouse (TSC) has releaseda schedule and cost structure for serviceproviders that will use the TSC as theCentral Identity Management System(CIMS) for the Registered Traveler (RT)Program. The TSC cost structure andschedule is consistent with TSA’s recentrelease of the business model for anational, interoperable RT program. Thefirst service provider, Verified IdentityPass, signed an agreement to use TSCservices for the program.

The industry designation of the TSCas the CIMS for the RT program is a sig-nificant boost toward establishing anationwide, permanent and interopera-ble Registered Traveler system as soonas possible.

AAAE President Charles Barclay saidhe is pleased that the service providerindustry has centered on using the TSCas the CIMS for the Registered TravelerProgram. “AAAE’s TSC has a provenrecord of success. We’ve reduced turn-around times and cost for aviation work-er background checks, and we’re lookingforward to bringing the same great cus-tomer service and industry experience toRT service providers in the most cost-effective manner possible,” Barclay said.“More importantly, a permanent, interop-erable and nationwide RegisteredTraveler Program will improve securityand efficiency for U.S. air travelers andwe’re proud to play such an importantrole toward this goal.”

“We’re delighted at the pricing, theprivacy protection and the service thatthe TSC has offered,” said VerifiedIdentity Pass founder and CEO StevenBrill. “TSC’s role assures that a cost-effi-cient, interoperable program supportedby the nation’s leading airports will nowmove forward quickly. The AAAEdeserves great credit,” Brill added, “forbringing a terrific combination of policyleadership and nuts and bolts compe-tence to this effort.” A

Unisys Corporation is the second company to sign an agreement to use AAAE’s Transportation Security Clearinghouse(TSC) as the Central Identity Management System (CIMS) for TSA’s Registered Traveler (RT) Program.

The TSC has released a schedule and cost structure for RT service providers that will use the clearinghouse for the CIMS portionof the program. The TSC cost structure and schedule is consistent with TSA’s recent release of the business model for a national,interoperable RT program.

AAAE President Charles Barclay said that the industry designation of the TSC as the CIMS for the RT program is a signifi-cant boost toward establishing a nationwide, permanent and interoperable RT system as soon as possible. He pointed to FAA’srecent projection that the airlines will fly one billion passengers by 2015. “This substantial increase in boardings requiresexpedited security clearances at TSA’s airport security checkpoints to avoid massive delays, and that is what RT will provide,”he said.

Larry Zmuda, Unisys Corporation’s lead for Registered Traveler, said that the TSC clearinghouse is a key component to anationwide interoperable program. “Unisys has been a major supporter for the TSC as the CIMS for the RT program. Their abil-ity to perform vetting functions efficiently and at the most cost effective price will benefit the traveling public and the airportcommunity. This functionality will contribute to the traveling public moving through the airports faster and more securely,”Zmuda said. A

Unisys Agrees With TSC

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passenger screening


The new model on the runway in Paris wasn’twearing Ralph Lauren, but it did have a new softblue logo. That “model” was GE Security’s newEntryScan4, the latest evolution of the company’sExplosives Trace Portal (ETP), more affectionatelyknown as the “puff” portal. The setting was a majortransportation terminal exposition in March.

Such a glamorous setting for the unveiling, how-ever, belied the sweat equity of a decade of devel-opment work and more than a year of in-situ oper-ations by the new portal’s ancestors at dozens ofairports. Better said, today’s puff portal has come along way, baby.

“We’ve learned some lessons on the EntryScanproduct,” said GE spokesman Steve Hill. “Those

After extensive testing and with certain

practical and aesthetic design enhancements

now in place, the latest generation of

portals employed for testing of trace

explosives shows great promise.

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The Right PuffThe Right Puff

are reflected in the latest version.”The lessons began in earnest in June 2004 when

the Transportation Security Administration (TSA)deployed five puff portals to five airports under thefirst phase of the pilot program to test the technolo-gy in realistic scenarios. The first five portals, pricedat $132,000 each, were all GE EntryScan3 portals.

Up until that time, tests for trace explosives on“selectee” clothing or carry-on items had been lim-ited to hand searches and spot checks with$40,000 tabletop explosives trace detection (ETD)machines, of which there are now more than 7,000deployed at commercial service airports. Selecteesare those passengers TSA identifies as needingadditional screening. The labor-intensive routine

involves the passenger getting a pat-down and thescreener swabbing clothing, bags or other carry-onitems with a dry pad. The pad is then processedthrough a chemical analyzer that can determinewhether microscopic materials belonging to a vari-ety of explosive materials are present.

The portal automated the process for the passen-ger, not the carry-on. With a portal, the travelersteps into a chamber, not unlike a wide metaldetector, and the entire body is scanned for tracematerials by dislodging the traces with puffs of air.Residues from the “human plume” surroundingthe passenger are then collected and analyzedwithin the machine, a process that takes about 10seconds or more.


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passenger screening


Later in 2004, TSA deployed the first of fiveSmiths Detection Sentinel II portals it purchasedunder a $731,500 contract. The first unit wasdeployed at Terminal One at New York’s JFKInternational Airport.

Under Phase 2 of the pilot program, TSA pur-chased 25 more portals from each vendor last yearand expanded the airport rollout to a total of 26facilities, which were completed early this year.What’s true in the real estate business turned outto be true for ETPs—location is everything. Whileusing the same principles as the GE product,

Smiths gathers the loosened particles at the bot-tom of the portal rather than the top. Mark Laustra,vice president for Smiths Detection, said thatwhile the company had done a “pretty good” jobin terms of the reliability of the 30 machines in thepilot program, particularly with the false alarmrate, the location of the particle accumulator nearthe floor had increased the maintenance required.“We didn’t anticipate the dust and dirt build-upwe’ve been seeing,” he said.

Laustra said airports in some cases helped byvacuuming carpeted areas more frequently, and inone case by eliminating a certain chemical beingused to make the carpet smell nicer. In most cases,however, the units were installed on tile floors andthe contaminants were not atypical of the airportenvironment. The company is currently changing

the design of the filter to make it easier to clean,similar to the filters in a home air conditioningsystem, said Laustra.

Perhaps a more critical redesign for the Sentinel,however, is the effort to incorporate the compres-sor that powers the system into the portal itself.Originally, Laustra said Smiths had envisionedrunning numerous portals with one centrallylocated external compressor that would feed mul-tiple portals via an air hose. “It turned out thatmost of the installations were not able to utilizethat method,” said Laustra. “It was cumbersomefor the airports to find a home for the compressor.”

As a result, Smiths is building a prototype sys-tem that includes the simpler filter cleaningoption, as well as the internal system locatedinside a cabinet in the portal. TSA testing was slat-ed to begin in March, said Laustra, with bothimprovements available in the market near the endof April.

Room for ImprovementsIt’s not certain how or if the Smiths findings influ-enced TSA with its decision to purchase 147EntryScan3Es from GE as part of a $347 millionprogram to rollout 390 more machines, startingthis spring. Like Smiths, GE learned a great dealfrom the pilot program as well.

Dave Gargano, project manager for the EntryScanline, said traffic control was one area that neededimprovement, based on the five EntryScan3 instal-lations in the first pilot. “It looked like a metaldetector,” he said. “People were just walkingstraight through.” To fix the problem on the nextiteration, the EntryScan3E, GE added internationalpedestrian symbols, like a hand being held up tosay “stop,” and Plexiglas, see-through doors, “notto hold someone in, but to stop them so they couldbe analyzed,” said Gargano.

Room for improvement was also needed in themaintenance department. Gargano said six hours ofmaintenance per month must be performed on themachine, and most of that has to be performed ona ladder, since the company puts its sensing equip-ment at the top. On the 3E, GE built access doors onhinges, saving mechanics from having to disassem-ble a light fixture before removing the door duringbi-weekly and monthly maintenance calls, as wasthe case on the previous design.

Gargano said the GE unit has fewer problemswith dust and dirt, given the high location of thesensors. Filtering is done with a semi-permeabletrap that he said “slips out like a contact lens”when being replaced.

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Another seemingly minor improvement paid bigdividends. Gargano said the first five EntryScan3swere each delivered in three crates, which wereusually brought into the airport from a loadingdock. “We had to have a pallet jack or multiplepeople to lift the machine to the location,” he said.With the 3E, GE built wheels into the crates. “Youcan roll it right through the lobby in the check-point area,” he said. In fact, Gargano said for themost recent 10 installations, workers were abledrive up to the departure area and roll the equip-ment across the lobby.

Lessons learned from the EntryScan3 and 3Eultimately paved the way for GE Security’s newestiteration, the EntryScan4—the “runway model” inParis. Three things are most obvious from picturesof the new machine: the unit is shorter, thePlexiglas doors are gone, and the logo went fromblack (with a red laser line) to blue.

At 102 inches in height, the EntryScan3 and 3Ewould not fit in some locations. “When we went tosome of these airports, there was a height prob-lem,” said Gargano. The EntryScan4 was built 9.5inches shorter, he said, allowing it to fit in facili-

ties with eight-foot ceilings. Smiths’ Sentinel II is90 inches high.

Also obvious is that GE eliminated the Plexiglasdoors. “People felt like they were being trapped,”said Gargano. In their place, GE installed two armsthat flap down while the test is in process, similarto what Smiths does.

A subtler change might be obvious for those whoaccess the machine, particularly if they recentlywent through an EntryScan3 or 3E. “One thing wenoticed when people went through,” said Gargano,“was that people were being startled.” To addressthe surprise factor and to help the machine per-form better, GE replaced its single wash method ofair jets with a sprinkler-style fan jet arrangementthat directs a more widespread flow of air overmore of the body.

The EntryScan4 also will offer a shorter waittime for results. Gargano said GE replaced the 3E’ssteel mesh pre-concentrator collector system withaluminum, a change that cut four seconds—from17 seconds to 13 seconds—off the time spent ana-lyzing the sample, hence less time in the machine.

Less noticeable improvements on the EntryScan4

Check Out the Checkpoint of the Future

Along with the debut of its EntryScan4 explosives trace portal at the recent show in Paris, GE Security also

unveiled its “Checkpoint of the Future” to European audiences for the first time in mid-March.

It wasn’t exactly a debut for the concept, however – GE has been operating such a “laboratory” at San

Francisco International Airport since December as part of what the company is calling its “Tunnel of Truth”

Imagination Breakthrough. The EntryScan4 is one component in the future checkpoint concept.

Paris was intended to be a foothold in getting a major airport to establish a European counterpart to the

SFO experiment with a focus on European air security issues.

Technologies being investigated at SFO in an unused security lane include fingerprint-based explosives

trace detection systems, millimeter wave and quadruple resonance for scanning passengers and their

shoes, particularly for plastic explosives, and computed tomography (CT) for screening passengers’ carry-

on items for explosives.

Ideally, the future checkpoint will allow passengers to be cleared through the security checkpoint with-

out having to remove shoes, coats or items from their pockets, GE said.

passenger screening


included moving many of the components from thetop of the unit to a box on the side, meaning no lad-der is required for much of the maintenance.Gargano said access turned out to be a big deal forthe aviation industry, unlike the nuclear industrywhere a dedicated engineering staff maintains themachines. “In the aviation market, the people haveto have easier access,” he said.

Maintenance for the EntryScan4 also should beless frequent, with scheduled servicing decreasedfrom bi-weekly on previous models to monthly forthe new version. GE also developed a standbymode for the new portal, which Gargano said willsave on electricity for airports. Gargano said TSAwould be running acceptance tests on the new unitlater this year, but he was not sure about deploy-ment plans.

Space ConsiderationsAt airports, the hunt for space to locate compres-sors for the Smiths systems and higher ceilings forthe GE portal was just one of the hurdles that need-ed to be jumped to make way for the puff portals.

Dan Clayton, a consultant with Reynolds, Smithand Hills, helped Jacksonville InternationalAirport design a new security checkpoint beforethe airport knew it would be getting a portal. Tothe airport’s credit, the new design had just what itwould need for the portal that would arrive inJanuary 2005. “The main feature we included inthe design of the new security checkpoint at JIA, inorder to incorporate emerging technologies, was tobe generous with space,” Clayton said.

Though TSA publishes minimum standards for acheckpoint with a metal detector and X-raymachine—17 feet between lanes and at least 36 feetfrom the end of the X-ray machine to the back endof the table where the EDT is placed—Clayton saidthere were no guidelines as to how much linearspace to add when introducing a puff portal to themix. “I’d say it adds 12 to 15 feet in length to do itproperly,” he said. By “properly,” Clayton meantthat the puffer and the metal detector should be rel-atively aligned so that it’s obvious to the traveler towalk from one to the other.

While the linearity will no doubt help, otherissues can lead to confusion in the puffer line. InFebruary, a security lane with a Smiths portal atBaltimore/Washington International ThurgoodMarshall Airport was the scene of a good bit ofconfusion. Passengers approaching the checkpointplaced their carry-on items on the table leading tothe X-ray machines. Through habit, they took theirshoes off, but had to be told by TSA screeners toput their shoes back on to walk through the puffer

machine, ahead and to the left of the table. Afterthe portal, the passengers were told they had todouble back to the X-ray machine conveyor—fight-ing the inbound traffic flow along the way—to taketheir shoes off for X-raying.

Clayton, aware of the issue, said JIA is nowallowing passengers to walk through the portalwith shoes on, but he was not sure if the protocolis temporary or permanent.

TSA won’t comment on security processes, butit did offer some suggestions for airports in termsof helping the government introduce portals. In ane-mail response to an AM query, the agency stated:

• “As we come out to do site surveys, it is essen-tial that we be informed of any upcoming airportplanned construction activities related to check-point reconfiguration/expansions.

• “When our site-survey teams arrive on site, it isimportant that they be provided access to somesensitive areas to facilitate design requirements forpermitting, utility closets, for example.

• “It would be extremely helpful if guidance andassistance could be provided to TSA’s general con-tractor in their efforts to obtain local permits tosupport the installation of the portal.”

Besides helping airports with infrastructure con-cerns, TSA also can offer advice in the aestheticsdepartment: the agency had a role in the thirdobvious difference in the EntryScan4—its kinder,gentler blue logo. A

John Croft is a freelance writer and flight instructor based in Upper

Marlboro, Maryland.

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gis


The time might come when every airport uses one or moregeographic information system (GIS) tools. That time has notarrived yet, but more and more airports of all sizes areemploying GIS for such varied tasks as pavement manage-ment, runway rehabilitation, noise control, pest control,bird-strike monitoring, utility maintenance and rental-spacemanagement.

“I don’t see how I was able to get along without it,” saidBob McDaniel, director of the St. Louis Downtown Airport.

His facility, a large reliever airport on the Illinois side ofthe Mississippi River with about 175,000 operations a year,started using GIS only about a year ago, when a master air-port layout plan revision began. Pavement and hidden util-ities, some of which dated back to the airport’s inaugurationin 1928, have been plotted using GIS, but McDaniel isalready looking to expand its uses to include databases oftenants and leaseholders, the history of each building andthe airport’s emergency plan.

GIS is a computer-based technology that integrates datainto a geographical framework for analysis and problem-solving. Like his colleagues elsewhere, McDaniel has foundthat once an airport has GIS for one function, it’s easy to findother uses for it.

“The good thing about GIS is you’re only limited by yourimagination and the money you’ve got to spend,” he said. “Ifyou can imagine a way to use it, it will work for you.”

In California, the Santa Barbara Airport, a small commer-cial hub with almost 900,000 passengers a year, has foundGIS useful for both pest control and bird-strike management.

By Jim Wallace

A ScalableTool

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GIS is proving to be a worthy investment for smaller airports.

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“Our airport is in an environmentally sensitive area, beingnear wetlands,” said Lyn Buric Story, senior airport engineer-ing technician. “With GIS, we’re able to map out data quickly.It’s consistent and accessible and allows us to perform someinteresting analysis.”

GIS allows the airport to plot incidents of bird strikes onaircraft to determine how such variables as weather, time ofday and type of aircraft affect them and perhaps alert airtraffic controllers to bird-strike hot spots on runways. Forpest control, GIS helps the airport apply pesticides effec-tively and limit excess applications that could harm humanhealth and the environment.

In Nebraska, the Omaha Airport Authority got into GIS afew years ago when it was looking for something to keeptrack of pavement problems efficiently, which is a commonuse for GIS among airports. The airport, Eppley Airfield, isa mid-sized hub that served 4.2 million passengers in 2005with 21 jet service carriers, one commuter airline and sevenfreight airlines.

Airport maintenance workers use handheld computers withan attached global positioning system receiver to log cracks,spalls and other pavement defects. Those logs are thenuploaded into a customized system based on GIS softwarefrom ESRI to create work orders with diagrams of the airport.After the problems are fixed, the information about the repairsis then entered into the system.

“We’ve seen some benefits,” said Phil Jensen, airportoperations supervisor. Without GIS, it was “cumbersome tokeep all those things organized,” he said.

Since getting GIS, the airport has overlaid utility lines andrunway safety areas onto the system. Jensen said the authori-ty is also working to include other data on wildlife hazardmanagement, bird strikes and water around the airport. Theplan is to use that information to analyze the history of eventsand look for trends, he said.

“It’s a very good technology,” Jensen said.Abraham Lincoln Capital Airport, a small commercial

facility at Springfield, Illinois, with about 100,000enplanements a year, has gone further with GIS. ExecutiveDirector Bob Frankl said that, since his airport became the

gis


first airport in the state to adopt GISin 1998, it has used the technologyfor its airport layout plan, utilities,property ownership and easements,the terminal building floor plan,zoning around the airport and pave-ment history.

“Airports are required to do com-plete layouts every five to 10 years,”he said. “We wanted to use GIS sothat the layout plan was a living doc-ument. The only challenge is youreally have to have a plan for howyou are going to keep it updated.”

For pavement, the system tells air-port officials what type of materialwas used and gives a condition index.

“If it’s asphalt on top of concrete ontop of stone, you would get a year it

was installed and the top surface con-dition,” Frankl said. “Click on anyrunway and it will tell you how manyyears of life are left in it.”

In Michigan, Oakland CountyInternational Airport has found GISvaluable in implementing a noisereduction program. The airport hasbeen around since 1929, long beforemany of the residences that havegrown up around it. But DavidVanderveen, county director of cen-tral services, said it doesn’t matterthat the airport was there first; it’s upto the airport to deal with its neigh-bors’ noise problems.

It’s a super-reliever airport in acounty with a population of 1.2 mil-lion—more than eight states—justnorth of Detroit. It’s the secondbusiest airport in Michigan and thesixth busiest reliever in the nation,Vanderveen said. About 800 aircraftare based there.

“Virtually every Fortune 500 com-pany comes in and out of here in thecourse of a year,” he said.

The Airport Noise and CapacityAct of 1990 required the reduction ofnoise from planes heavier than75,000 pounds, which helped lowerthe noise level at major airports butnot at facilities like Oakland CountyInternational, where most planes arepart of corporate fleets.

“We became one of the noisiest air-ports in the nation because of corpo-rate jets,” Vanderveen said. That ledto a noise and land-use capacity studyand the noise reduction project. Onepart of that project was the construc-tion of a three-sided ground run-upenclosure to shield neighbors from 90percent of the noise of engines under-going maintenance while running for15 to 20 minutes at a time.

The other two parts of the projectincluded acquisition of about 75nearby houses and installation ofsound insulation in several hundredothers. That’s where GIS has been

beneficial. The airport has used theQuietTrack Program from C&SEngineers, Inc., to overlay such dataas property lines, streets and utilitiesonto aerial photos.

Vanderveen said C&S maintains thedatabase, which includes the owner-ship of each house, the type of struc-ture, a log of all correspondence withresidents and the status of installa-tion of the insulation. That allows theairport to prioritize projects accord-ing to the level of noise exposure andlongevity of ownership.

“Someone who just bought ahouse has less priority than someonewho has been there longer,”Vanderveen said.

The program began with 10 resi-dences two years ago. So far, 110homes have been insulated, and workis under way on another 75. When itis finished in a few years, almost 500homes should have the treatment,which includes insulated windows,doors and attics, and in some cases,new heating and air conditioning sys-tems.

Abeer Khatib, GIS manager forC&S, said the QuietTrack databasehas helped Oakland County officialskeep an eye on the progress of theprogram daily. “They have kept up todate in real time,” she said.

Many airports, especially smallerones, have been interested in GIS foryears but being able to afford it hasbeen a challenge for some of them.Fortunately, prices have been comingdown, and some airports have beenable to get GIS by working funding forit into other projects.

In West Virginia, Charleston’sYeager Airport found some unusedfunds that had been budgeted forinspection services and was able toget GIS included in a runway rehabil-itation project that was finished inthe fall of 2003, Director RickAtkinson said. The whole project cost$6.5 million, but the cost of the GISportion, including the licensing fee,was only about $6,500. The airportreceived it in the summer of 2004.

“GIS has become affordable,”

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Atkinson said. “That was the prob-lem we ran into when I looked at it 12to 13 years ago.”

Yeager, a non-hub commercial air-port with 318,000 enplanements in2005, is using GIS for maintenance ofpavement, drainage and lighting.

“You can attach pictures in histori-cal files to show changes,” Atkinsonsaid. “It’s really neat. It has the abili-ty to tie all work orders into it.”

When the Santa Barbara Airportfirst considered a comprehensive sys-tem in 1999, the estimated cost fromESRI was $3.2 million, Story said. Atthat cost, city administrators were notvery enthusiastic, she said, but sincethen, the airport has used a step-by-step process to get GIS, investingabout $10,000 a year in software.

“Now we’ve motivated the admin-istration,” Story said. “We want it tobe truly accessible to them.”

But it was more than just the cost ofGIS that once put off officials in Santa

Barbara. The technology was alsointimidating, because people in thecity’s information technology depart-ment lacked experience with suchsoftware. However, Story said, thatimpediment was not as hard to over-come as it had seemed.

“Once you get going, it all comestogether,” Story said. “It’s proven tobe very cost-efficient and usable.”

Vanderveen said that sellingOakland County officials on GIS,which cost the airport about $20,000,was never a problem, because thecounty already had a strong orienta-tion toward high-tech industry.Oakland County is working towardbecoming one of the first counties—ifnot the very first—to provide wirelessInternet connections throughout itsterritory, he said.

Khatib said C&S Engineers takessome of the technological intimida-tion out of the process for airports bydeveloping easy-to-use, customized

systems that give users access to GISfunctions through Web-based appli-cations. That means they don’t haveto be GIS experts or buy the software,she said.

However, Khatib said funding isstill an obstacle for some airports,especially general aviation facilitiesthat desire GIS but haven’t figuredout how to work it into their budgetseven though prices have becomemore affordable.

“They see the benefits but the fund-ing is not there,” she said. “Theprices are getting lower and lower. Itdepends on the needs.”

C&S helped two airports in NewYork find grant money to purchaseGIS, Khatib said, so even small air-ports can get into the technology ifthey want it. She said it helps to have“a champion” at the airport to keeppushing for it. A

Jim Wallace is a freelance writer based in

Charleston, West Virginia.

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Oakland County International Airport, just north of Detroit, has found GIS to be helpful in implementing a noise reduction program.

marketing


Effectively marketing an airport to boost passenger enplane-ments or cargo volume requires an increasing investment of dol-lars and staff time in today’s competitive climate. Passengerswith a choice of airports may drive substantial distances to gaina cheaper fare. And, passenger and cargo airlines may be reluc-tant to institute or expand service without solid assurances thatthe service will be profitable.

Faced with these economic realities, airport managers are employ-ing a number of marketing tools to build recognition, demand andair service at their facilities. It’s not a “one size fits all” approach thatairport managers employ, but a variety of techniques that can beadapted to the culture of the airport and the region.

Here’s a sampling of the strategies airports are now using.

From sick bags to subsidies, airports are gettingcreative in their push to boost business.

MAKING THEIR

PITCHESBy Barbara Cook


Direct Marketing To Consumers

Milwaukee’s General MitchellInternational Airport for several yearshas marketed itself to northernIllinois business and leisure travelersas Chicago’s third airport and a con-venient alternative to ChicagoO’Hare. “After emerging as a regionallow-fare leader in recent years,Mitchell was ready for an edgierapproach,” explained Pat Rowe, theairport’s marketing and public rela-tions manager.

Assisted by consultants, and work-ing with a $165,000 budget, Mitchelldeveloped a comprehensive programlast year to educate potential travel-ers about Milwaukee’s MKE airportcode for online booking purposes,and to emphasize the airport’s con-venient location and low-fareoptions. The resulting “Avoid theChicago ORDeal! Fly MKE” con-tained an element that invitedprospective travelers to visit

AvoidTheChicagoORDeal .com,where an ongoing sweepstakesencouraged them to register online.The registration form doubled as anair fare and parking fee comparisoncalculator, powered by Orbitz.com.Further, Orbitz.com ads reachedpassengers searching for outboundORD flights and encouraged them toclick through to MKE.

Among the other elements of theORD campaign, Rowe’s team sentout a “Sick of O’Hare?” media kitthat included an air sick 0bag, “FeelBetter, Fly MKE” breath mints, apitch letter and a campaign pressrelease. The media kit “really gotthe northern Illinois and Chicagomedia’s attention,” Rowe said. An evaluation of the campaigndemonstrated higher recognition ofthe airport and a greater number ofIllinois license plates in airportparking lots—indicating that north-ern Illinois travelers definitely gotthe message.

Des Moines International Airportproduced a “Do the Math” campaignto convince potential travelers that itmay not be cheaper to drive to anoth-er airport to buy an advertised“cheap” fare when the true cost ofdriving, parking, meals and motels istaken into account. Airport marketingconsultant Roy Criss stated that thecampaign’s thrust is to educate con-sumers.“Supply and demand deter-mine service levels and pricing, anddoing the math should help deter-mine when you really save money bytraveling to another airport. This isthe lynchpin idea that sets our initia-tive apart from others.” The campaignhas achieved its goal in terms of high-er enplanements, plus it was adoptedby the state of Pennsylvania forstatewide marketing of its airports.

Des Moines also deployed “pumptoppers” at area gas stations for threemonths in 2005 that targeted con-sumers who were filling their gastanks. The signs asked, “What Do

Advertising campaigns from the Metropolitan Washington

Airports Authority (top left) Columbus Regional Airport

Authority (bottom left) and Little Rock National Airport high-

light new airport services.

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They Know That You Don’t? Many ofyour friends and neighbors use theDes Moines International Airport ForTheir Air Travel Needs.” In addition,the airport commissioned a new air-port logo “that better presents thisairport and community,” Criss said.

Lansing, Michigan’s Capital CityAirport over the past three years, hascreated a Regional Business TravelTrust as part of a marketing initiativethat includes a full-service websitewith an airline, hotel and car-rentalbooking engine. The result, accordingto Executive Director Robert Selig,A.A.E., is an 18.5 percent jump inpassenger boardings and an expand-ed market service area from a popula-tion of 450,000 to 3.6 million. Seligsaid the airport also is going througha branding process “that couldinclude a name change.”

Lansing’s Regional Business TravelTrust, a coalition of 140 corporationsrepresenting the area’s business com-munity, educational institutions andgovernmental organizations, poolsthe buying power of these organiza-tions to raise the community’s profilein efforts to attract additional air serv-ice to Capital City Airport. In return,travel trust members receive benefitsthat include discount parking coupons

and information on the availableNational Car Rental discount.

At San Angelo RegionalAirport/Mathis Field (Texas) Airport,officials have recorded three consecu-tive years of enplanement growth andhit a record level of traffic in 2005.Director Craig Williams said thegrowth dates to a decision to changethe airport’s strategy on handling themanagement of its in-airport advertis-ing. When San Angelo was droppedby a national airport advertising man-agement company, airport officialsdetermined “to go local in the hopesof getting a more effective result,”Williams explained.

The airport hired a local startupadvertising company and agreed tosplit equally whatever revenue wasraised from selling advertising on thesigns in the terminal. “The best partof the deal was that I would thenspend my half on advertising the air-port to the local community,”Williams said. “We did this throughads in the local paper and other ini-tiatives, which included hosting amonthly chamber luncheon, purchas-ing little squeezy airplanes to handout to children, and so forth. Weemphasize the convenience of the air-port, all the modifications we’ve

An air sick bag and other promotional

items are the focus of Milwaukee General

Mitchell’s efforts to lure travelers away

from Chicago O’Hare.

MKE


made to the terminal building tomake it more comfortable, our air-lines and their destinations and soon,” he said. Williams added that,“This year the airport will split theadvertising budget between printand radio because there are stillpeople in town that don’t knoweverything we have to offer.”

Phoenix Sky Harbor InternationalAirport operates a public relationsprogram to parallel its internationalair service development program.The PR program centers on offeringfamiliarization trips to foreign travelwriters from publications that appealto “our targeted higher-end audienceof business and first class travelers,”according to marketing consultantPam Hait. “We educate our audiencesabout the demographics of our desti-nation,” she explained. “But, in addi-tion, we introduce them to the cui-sine, architecture, adventure travelopportunities, art and shopping andhistory of our destination, all ofwhich builds interest and loyalty for

a new route and, ultimately, for theairline’s brand.”

At the same time that the PR cam-paign is underway, the air servicedevelopment component is in fullswing, educating targeted foreignairlines about the Arizona market.“Airlines are very appreciative ofthis program because it seamlesslysupports their efforts,” Hait said.“With a minimum of cost, this innovative program has provenitself to be an extremely cost-effec-tive way to build loyalty for our des-tination and support our interna-tional carriers.”

Reno-Tahoe International Airport,in cooperation with the Reno-Sparks Convention and VisitorAuthority, creates special events inthe terminal to promote the city as aconvention destination. In June2005, airport officials developedVolleyball Fest to greet contendersin Volleyball Festival, the largestannual female sporting event in the world.

Palm Beach International and Dulles Cargo

use creative ads to promote their services.

This year the airport will split the advertisingbudget between printand radio because thereare still people in townthat don’t know every-thing we have to offer.

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The festival drew 17,000 teenagevolleyball players and their familiesto Reno.

“With a goal of helping to retainthis convention in future years, theairport put on an unforgettable wel-come,” explained airport PublicAffairs Manager Brian Kulpin. “Wearranged for a full-size volleyballcourt to be installed in baggage claimcomplete with a regulation net.” Thebest club volleyball team in Nevadaput on a skills demonstration coin-ciding with the arrival of planeloadsof volleyball players from around theworld. “We had hip-hop music play-ing, players spiking and communityleaders holding a press conference towelcome hundreds of teams as theyarrived to claim their bags,” Kulpinsaid. “All three local network TVaffiliates covered the event andVolleyball Festival officials said itwas the most amazing welcome theyhad ever experienced anywhere inthe country.”

Palm Beach International Airportdesigned a print and broadcast cam-paign that included The SavvyTraveler Report, a takeoff on a localradio traffic report that used humor toshow examples of the airport’ssmooth operations and lack of delaysin the terminal. The commercial ranon 25 stations for three weeks.Further, the airport’s website,www.pbia.org, features a three-minute video that displays the vari-ous features of the airport. The air-port also uses the video at consumershows and for presentations to cur-rent and prospective domestic andinternational airlines, according toMarketing Director Dick Haller.

New Web sites with more con-sumer appeal have been adopted byLouisville International and Akron-Canton (Ohio) airports. At Louisville, officials in February 2006 launchedan online travel reservations site—FlyLouisville.com—and theFlyLouisville Rewards Program.FlyLouisville.com travelers canestablish their own travel profile con-taining airline frequent flyer num-bers, travel preferences, and

FlyLouisville Rewards point bal-ances. The rewards program allowstravelers to earn points with eachtravel purchase that are good for dis-counts at airport concessions, and onparking and admission to the air-port’s travel club and businesslounge.

Also in February, Akron-Cantonopened its new Web site, whichincludes an online booking engineand a blog port, as well as a “relax-ation station” that recommendsstretching exercises to use while inflight, music that can be downloadedand listened to on the way to the air-port, and advice on improving thetravel experience.

A marketing plan also can provideassurance to regional travelers whenan airport loses air service.Knoxville’s McGhee Tyson Airportwas among numerous airports thatlost popular service whenIndependence Air went out of busi-ness in 2005. The airport placed afull-page ad in local newspapersreminding travelers of airportimprovements, including wirelessInternet service, and pledging evenmore improvements in 2006. “As wesay goodbye to one carrier, we arealready hard at work to find newopportunities,” the ad promised. Aseparate mailing to airport usersexplained that, “When and if faresbegin to rise, we expect thoseincreases to be moderate and theywill be due to the growing need ofairlines to return to profitability.This gradual rise in fares will be feltaround the country—not just atMcGhee Tyson Airport.”

A Name Change

One strategy to boost airport recogni-tion is to change its name. Bern Case, A.A.E., director of Oregon’sRogue Valley International-MedfordAirport, explained that, “When wechanged our name back in about1995, we wanted to give a regionalfeel.” Since the airport was also aboutto gain international service, itrequired a name that reflected that

advance. The airport sponsored a“name the airport” contest with anairline-donated trip to Hawaii for twopersons for the winner. “We had somany submissions that we had to getchamber (of commerce) volunteers tosort them,” Case recalled.

John Schalliol, A.A.E., director ofIndiana’s South Bend RegionalAirport, recalls a bumpy road leadingto the airport’s final name change.Until 1974, the airport was known asthe St. Joseph County Airport. Formarketing reasons, the name thenchanged to Michiana RegionalAirport. “Didn’t work, and besidesonly those within 50 miles of SouthBend know what ‘Michiana’ is,”Schalliol related. From here, the air-port turned into the MichianaRegional Transportation Center.“Again, it didn’t work, since theMichiana is very local in nature,”Schalliol said. Finally, in 2000, thename changed to South BendRegional Airport, “which it shouldhave been from day one,” he said.“We had stories about people whoflew into either Chicago,Indianapolis, Grand Rapids orKalamazoo because they didn’t thinkthere was a commercial service air-port in South Bend.”

Little Rock (Arkansas) NationalAirport changed its name in 1995,dropping the “regional” designator infavor of “national.” Airport Manager-Public Affairs Philip Launius said thename change was “one step in oureffort to showcase the high level of airservice into and out of the facility.”

Financial Incentives To Airlines

Southwest Florida InternationalAirport announced in February 2006that it will expand and extend its pro-gram that offers financial incentivesto carriers that inaugurate service tospecific underserved markets. Theairport added Kansas City, Dayton,Grand Rapids, Burlington (Vermont),and four New York cities—Rochester,Buffalo, Syracuse and Albany, to theprogram. Islip (New York), Hartford(Connecticut), Minneapolis and


Providence (Rhode Island) wereremoved from the program.

Established in 2002, the programprovides reduced rates to qualifyingairlines during the first year of service.According to Lee County PortAuthority Executive Director RobertBall, A.A.E., the program has beenvery effective “because it gives airlinesthe opportunity to test new serviceoptions in our market with reducedfinancial risk.” Further, the incentiveprogram is credited with attractingnew carriers such as Southwest andnetting new nonstop service to a num-ber of popular destinations.

North Carolina’s WilmingtonInternational Airport reports “greatprogress” with its air service develop-ment program, which resulted inmore nonstop service to the airport’stop 10 destinations, more competitivefares, and record breaking enplane-ments in 2004 and 2005. AirportDirector Jon Rosborough explainedthat the success stemmed fromexpanding the marketing budget andutilizing proven “grass roots” market-ing strategies. These strategies

include staying in communicationwith existing and new airlines; offer-ing incentives to existing or new air-lines that provide any new air serviceand/or destinations; staying in touchwith the business leaders and localchamber of commerce; promotingnew air service through TV, radio andprint media advertising, and adding“hotel type” curb service with the air-port’s own hospitality staff.

Little Rock National has an “aggres-sive” air service development program,according to Launius. This includesreduced landing fees and gate rentalcharges for six months, plus an adver-tising program to support qualifyingnew service. The airport requires air-lines to sign an agreement to operatethe new service for 12 months, orrepay the amount expended by the air-port on marketing and reduced fees.“We view (the program) as a two-waystreet rather than a give-away-the-storeprogram,” Launius explained. SinceMarch 2004, the airport has added 21flights to 14 new or existing cities andattracted a new carrier—Frontier—with nonstop service to Denver.

Special Strategies

Florida’s St. Petersburg-ClearwaterInternational Airport launched a mar-keting campaign last year using theslogan “Your Gateway to Tampa Bay”to increase its visibility as a TampaBay destination. As part of this strat-egy, the airport successfully changedits metropolitan statistical area(MSA) designation with theInternational Air TransportAssociation to be listed under theMetropolitan Area of Tampa.According to Community RelationsDirector Michele Routh, “The changewill result in better recognition of theairport as a Tampa Bay Area airportin the various Global DistributionSystems (GDS). The airport hopesthat airlines who rely heavily on theGDS systems to generate ticket saleswill find it easier to compete withother Tampa Bay airlines whose cus-tomers use search engines to booktheir flights.”

Palm Beach International Airportcredits a creative approach to market-ing to its success in gaining service

The success stemmedfrom expanding themarketing budget andutilizing proven “grassroots” marketingstrategies.

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from Southwest Airlines in 2001.Airport Marketing Director DickHaller noted that Southwest “doesnot make quick decisions about newmarkets to serve and our discussionstook place over a three-year period.”At one point, carrier officials came toPalm Beach and drove around thearea, “but we knew this probablywasn’t the best way to get the fullimpact of the growth and new devel-opment taking place,” Haller said.

To press home the point about pop-ulation growth in the region, airportofficials rented a four-seat aircraftand flew the Southwest officials at1,100 feet from the extreme southernpart of Palm Beach County in BocaRaton, up the east coast along theshoreline through Martin, St. Lucieand Indian River Counties to VeroBeach, then back toward the southalong the western edges of the coun-ties. From this vantage point, theSouthwest officials could see ‘mileafter mile of newly graded roads,building foundations, new corporateparks and housing developments,”Haller related. “That night at dinnerthey told us they had decided thatafternoon, after their tour, to beginservice the following January, andthat we were jumping ahead of atleast one other airport for the service,due in part to the impressive growththey saw from the air.”

Boise (Idaho) Airport has turnedaround the adage that airports shouldonly emphasize their proximity to

populated areas by also highlightingconvenient small plane service tobackcountry destinations in the state.Boise Director John Anderson,A.A.E., explained that, “While we dis-cuss our small city and remote accesswith mainline carriers, we activelycreate an airport atmosphere thatworks well for the small regional car-rier, as well as what we call the backcountry carriers.” The airport offers a“back country” ticket counter that isable to service up to four charter carri-ers. Two carriers have permanent tick-et counter and back office presenceand fly regular schedules to Salmonand McCall, Idaho, he said. Thesesmall carriers operate to airports withpaved runways, as well as the 1,800-foot-long dirt strips in the state’swilderness area, Anderson noted.

“We also have a significant ‘hublet’presence, which we have been active-ly marketing over the past few yearswith Big Sky Airlines,” he continued.“Big Sky flies 19-seat airplanes toseven cities presently, with more pos-sible.” The carrier code shares withUS Airways and Alaska Airlines,which is a selling point both for thesmaller communities and for travel-ers from large cities who want toaccess these small communities.

Cargo Marketing Techniques

Ohio’s Rickenbacker InternationalAirport developed a marketing cam-paign that contrasts Rickenbacker with

traditional cargo gateways, accordingto Angie Tabor, communications man-ager for the Columbus RegionalAirport Authority. Phase one of thecampaign consisted of three mailingsusing a non-aviation theme that wentto 300 industry decision-makers. Onemailing stated that congestion at tradi-tional gateways means a carrier needsluck to land on time, while atRickenbacker, delays aren’t a problem.The mailing included lucky charms,the business card of Rickenbacker’s aircargo manager, and a brochure listingthe benefits of operating atRickenbacker. The mailings were sup-plemented by print ads. “Feedback hasbeen great and this campaign hasindeed helped Rickenbacker to standout among a crowd of air cargo air-ports,” Tabor said.

The Metropolitan WashingtonAirports Authority (MWAA) in 2005instituted a new cargo advertisingprogram for Dulles InternationalAirport, targeted at air freight for-warders, airlines and other third-party companies such as FBOs. Theprint advertising campaign, whichcontinues this year in trade publica-tions, is intended to develop a brandidentity for Dulles, raise awareness ofthe airport’s low operating costs, itscentral location on the East Coast andthe network of interstate highwaysthat connect to the airport, accordingto MWAA Marketing Manager PamAlme. “It is not necessarily intendedto bring us direct results in terms ofbusiness,” she explained.

Planning and consulting firm LeighFisher Associates has developed aproprietary tool, the Freight FlowModel (FFM), which has been suc-cessful in attracting new cargo serv-ice to airports throughout NorthAmerica, according to AssociateDirector Ken Bukauskas. The FFMidentifies freight origin by a numberof categories and allows for the devel-opment of real-world data to use inmarketing presentations to attracttenants, airlines and customers to aparticular airport, he explained.

Barbara Cook is Airport Magazine’s deputy editor.

St. Petersburg-Clearwater International makes its mark with your Gateway to Tampa Bay.

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deicing


Effluent limit guidelines (ELGs) from theEnvironmental Protection Agency (EPA) are ahot topic at many airports. Fifteen yearsago—before airport-related ELG conversationsbegan—the Pennsylvania Department ofEnvironmental Protection (DEP) advised theAllegheny County Airport Authority (ACAA)to stop the discharges of deicing/anti-icingchemicals into waters of the commonwealthat the Pittsburgh International Airport (PIT).Members of the team from the authority andCDM recently met to discuss the initiativestaken over the years, the present situation,and valuable lessons learned. The groupshared excerpts from the discussion withAirport Magazine.

The path to on-site treatment:

one airport’s challenges with deicing chemicals

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Sickles: PIT has been workingtoward improvements since theearly ‘90s. Why did you startstudying the environmentalimpacts of deicing and makingimprovements?

Kevin Gurchak: The ACAA and itspredecessor, the Allegheny CountyDepartment of Aviation (ACDA),began working on improvements aspart of an enforcement action. DEPexpressed concern that deicing dis-charges had allegedly caused fishkills, nuisance odors, and streamdegradation. Working toward resolv-ing these concerns, we committed toconstructing dedicated deicing padswith the opening of the new midfieldterminal in 1992. The 1994 consentorder and adjucation, issued to the air-port and tenants, included the devel-opment and implementation of areceiving stream monitoring plan andcommitment to further improvements.

Sickles: What studies have beendone?

Gurchak: The airport began collectingand analyzing data during the 1995-1996 deicing season. From that timeto the present, we have in excess of30,000 data points. As data was col-lected and analyzed, we amended thesampling plan to capture more pro-

ductive information. For instance, werevised our program to attempt to cap-ture the peak concentrations of fugi-tive deicing and anti-icing materials.Whereas in the past, we would sam-ple on a single day, we now sample onback-to-back days and attempt to col-lect three samples per day to catch the“curve” on the fugitive deicing mate-rials. We conducted surveys to deter-mine the quality of the stream andmodeled the stream to determine ifdissolved oxygen was a concern.

Sickles: What are some of the deic-ing infrastructure improvementsthe airport has made?

Paul Hobak: Since 1994, we havecompleted several initiatives. Theyinclude new deicing/defrosting/anti-icing pads, stormwater collection sys-tems at aircraft deicing pads, glycolrecovery vehicles, discontinuation ofurea and ethylene glycol use,improved capture capabilities andinstallation of forced air at two pads,and implementation of the use of anon-site recycling vendor/facility.Additionally, one of the aircraft deic-ing contractors operates truck-mount-ed booms that are equipped withforced air.

Sickles: What have been theresults of these improvements?

Gurchak: The infrastructure modifi-cations have made a significantimprovement in the collection effi-ciencies of the deicing pads. Due tothese improvements and the use ofbest management practices (BMPs),ACAA has collected an average ofgreater than 60 percent of the deicing

fluids that have been applied duringthe past four deicing seasons.

Sickles: What is the next step?

Gurchak: Based on our work with theregulatory agency, we still need toreduce the amount of fugitive chemi-cals discharging to receiving streams.Initially, we were looking at makingstructural improvements to each ofthe deicing pads, but we soon recog-nized that this approach had its lim-its, as we would see only minorimprovements in water quality. Wethen began working on a holistic col-lection and treatment system thatwould be capable of managing thefugitive aircraft deicing and anti-icing materials, plus addressing theairfield chemicals.

The initial phase of the projectinvolved a pilot study, where wepumped water from a receiving stream,added aircraft deicing fluid to it, andthen processed it through two separatepilot scale treatment plants. This studywas designed to demonstrate whetheror not it was feasible to treat the fugi-tive deicing materials. The results ofthe pilot study were positive. So, wehave moved forward with an environ-mental assessment and the develop-ment of an on-site stormwater collec-tion and treatment facility.

Sickles: As a federally obligatedairport, ACAA must consider theenvironmental impact of the pro-posed stormwater collection andtreatment facility to comply withthe National Environmental PolicyAct. What has made this environ-mental assessment different?Rich Belotti: One of the major differ-

Kevin Gurchak, ACAA manager of environmental compliance, planning, and environmentalPaul Hoback, ACAA project manager, engineering and constructionRich Belotti, ACAA director, planning and environmentalJohn Aldrich, P.E., CDM senior vice presidentTom Woodrow, P.E., CDM senior environmental engineer Matt Sickles, CDM associate environmental engineer (moderator)

Roundtable members:

We now sampleon back-to-backdays and attemptto collect threesamples per dayto catch the“curve” on thefugitive deicingmaterials.

deicing


ences is the size and complexity ofthe project. Past projects, such as theconstruction of buildings or theexpansion of parking, were more sitespecific and the impact area waslimited in size. In this case, we need-ed to assess the impacts to land thatcovers a significant amount of air-port property. Additionally, we haveto be cognizant of not only existing,but also future infrastructure andfacility requirements.

Sickles: What have been some ofthe biggest challenges you haveencountered?

Belotti: As an airport, we must recog-nize in our design the FederalAviation Administration (FAA) airportdesign criteria, as well as other issues,such as wildlife attractants and haz-ards. At the same time, we must com-ply, to the extent we can, with theDEP’s water quality regulations. Thedifficulty has been balancing the two.Our planners and engineers have defi-nitely been challenged, but we’ve beenable to accomplish our goal. Credit isgiven to both the project team and DEPsince it has been a learning experiencefor everyone.

Sickles: What were the differentcollection and storage options forthis new facility?

John Aldrich: First, we examinedways to separate waters containingdeicing chemicals from those that donot contact deicing chemicals,including “land-side” runoff and up-gradient receiving stream flows. Insome cases, we were able to improvesource controls to the point where theamount of deicing chemicals does notaffect receiving waters. In others, wefound that the cost of separating thesewaters far exceeded the cost of col-lecting, storing, and treating a mix-ture of waters affected by deicingchemicals. We also investigated thelocation and size of retention basinsnecessary to store runoff andsnowmelt until it could be treated, aswell as different methods and align-

ments of transmission mains to movethe water from the retention basins tothe treatment facility.

Our final basin sizes, totaling 18million gallons, were selected as abalance between the cost and envi-ronmental impact of facilitiesdesigned to capture and treat virtual-ly all deicing fluids from rare stormevents, and the impact on the receiv-ing water of fluids not captured dur-ing these large storms. Using hydro-logic, hydraulic, and water qualitymodels, we predict that the recom-mended system will remove 93 per-cent of the deicing chemicals fromthe waters of the commonwealth.

Sickles: What about treatmentoptions?

Tom Woodrow: At project initiation,there were a few key issues that hadto be addressed, including selecting aplant location, the appropriate deic-ing chemical collection scenario, andthe option of including airport sani-tary sewage in the process waste-water stream—in effect designing acombined sanitary sewage and deic-ing stormwater treatment plant.

With regard to the deicing chemicalcollection scenarios, primarily whatwe are talking about is whether weshould design the treatment plantunder the current scenario in whichthe airport is able to collect an esti-mated 60 percent of the deicing fluidsapplied to aircraft, or if there was anybenefit of collecting only 30 or 0 per-cent of fluid applied. The collectionscenarios have significant impact onthe organic loading to a treatmentplant. It was eventually determinedthat the airport should continue touse existing collection practices andinfrastructure to the maximum effi-ciency and the treatment plantshould be designed for the 60 per-cent-collection scenario.

The sanitary sewage evaluationrevealed that there were more consthan pros for introducing sanitarysewage into the treatment plant, sothis option was dropped from furtherconsideration. Through our alterna-

tives analysis process, we selected asingle location for the plant.

There were also several treatmentoptions, including physical/chemicaltreatment, constructed wetlands, andbiological. Through our screeningprocess, it was determined that aero-bic biological treatment was the mostapplicable. We determined thatbiofilm and conventional activatedsludge technologies would be carriedforward for further evaluation.

Sickles: What are the next steps?

Woodrow: The next major steps inthe project include evaluating all theenvironmental impacts of the currentconceptual design, receiving feed-back from regulatory agencies, andcompleting the preliminary draftenvironmental assessment document.Currently, we are on schedule to fin-ish the preliminary environmentalassessment document this summer.

We plan to begin preliminary engi-neering in fall/winter 2007, and con-struction could begin in 2008.

Sickles: What are the most impor-tant things other airports can learnfrom your experience?

Gurchak: Every airport is unique.Depending upon the designation andsize of the receiving waters, the reso-lution to an airport’s spent deicingfluid dilemma is not easily solved.What works for one airport will notnecessarily work for another. It isimperative to involve the regulatoryagency early and often in the process.If they don’t understand the processand other issues facing the airport,resolving the matter will be difficult.We’ve been collecting and analyzinginformation for a long time and ourplans have changed from what wehad originally planned to do. WhenELGs become a reality, this informa-tion will be valuable to us, which iswhy now is the time for airports tostart thinking about ELGs and whatthey might mean to them. A

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gageneral aviation


In Alabama, NoSecurity Plan MeansNo Funds By John Croft

John Eagerton IV was downrightembarrassed for his state and his air-ports when a 14-year-old boy took aCessna 152 from Isbell Field Airporton a night-time joyride and madeheadline news in June 2005.Eagerton, director of the AlabamaDepartment of Transportation’sAeronautics Bureau and the personresponsible for the state’s 81 GA air-ports, had the year before requestedthat all of his airports develop a secu-rity plan based on the best practicesthat the Transportation SecurityAdministration (TSA) had compiledwith the help of the NationalAssociation of State AviationOfficials and others in May 2004.

Along with the Isbell Field fiasco,other airports that had not forwardedsecurity plans had taken hits—busi-ness aircraft broken into at one air-port and various other incidents alsohad occurred at public and privatefields. Though some airports hadcomplied and developed some inno-vative solutions, Eagerton said the“voluntary way” to go about adoptingsecurity plans was spotty at best. “Wethought the time was right for a moresystematic approach,” he said.

After looking around to see howother states handled GA airport secu-rity, Eagerton’s department late lastsummer decided to tie airport grantsto security plan compliance: No plan,no state dollars. Alabama distributesbetween $1.2 million and $1.5 mil-lion a year in grants. By contrast,Florida had looked at the problem

and decided to handle it through leg-islation—if you don’t have a securityplan on file by a certain date, yourairport license will be suspended,said Eagerton. “We have a statelicensing program, but we preferredto tie it to the grant program. With ourannual inspections, we will reviewand comment on security plans, butthat’s not going to be a condition ofbeing re-licensed.”

Under the new approach that start-ed January 1, any airports not havinga security plan on file with the statewill get no grants, and security planshave to be updated every two years.Eagerton said the state will commenton the plans, but will not make itselfan approval authority. “We’re tryingto let the airports define for them-selves the level of security needed,”he said.

At first, he said he received somecalls from upset pilot groups whowere concerned that what he wasdoing would cause the cost of owningan airplane in the state to go up. “I’mtargeting airport operators,” heresponded. “I want to make certainthat when an owner has his aircrafton an Alabama airport, that aircraftwill be safe and secure.”

To help airports get started, theAeronautics Bureau held a workshopin October where airport managersmet with the TSA to discuss appro-priate guidelines for airport security.“We provided (the airports) with astep-by-step approach on how todevelop a security plan,” saidEagerton. What he didn’t provide wasmoney for hiring consultants to comeup with the plans. “Too often airportsget consultants and come up with acookie-cutter approach with no senseof ownership,” he said. “We wantedto see the cities and the counties

work together with an ad hoc com-mittee and have a sense of owner-ship.” The airports are able to requestgrant money for security upgrades—like security cameras and lighting—that might be called for by the securi-ty plan.

Eagerton said he’s had some suc-cess already in that some airportshave taken the opportunity in draft-ing their security plan to incorporateemergency response plans as well.Those plans might include how torespond during accidents or naturaldisasters, like tornadoes, or help indetermining who should have accessto the airfield and who should not.

Though there hasn’t been a greatdeal of response yet, Eagerton feels thatit’s imminent. “Grant season is comingup,” he said. The Aeronautics depart-ment begins issuing grants in May. A

Deliver your message again.

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79TH ANNUALAAAE CONFERENCE AND EXPOSITION

June 10 - 13, 2007 • Washington Convention Center

Hosted by Metropolitan Washington Airports Authority

For registration details, contact the AAAE Meetings Department. For exhibit details,

contact the AAAE Sales and Marketing Department. 703.824.0504 • www.aaae.org • [email protected]

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abairport billboard


B

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a s s e n g e r t r a f f i c

REVENUE PASSENGER MILES, IN BILLIONS

U.S. MEMBER AIRLINES, AIR TRANSPORT ASSOCIATION

P2006

2005

2004

2003

2001

2000

NOTE: Sept 2000 – Aug 2001 traffic included to show pre-9/11 baseline

u i l d o u t

International Commerce Park at Dallas Fort

Worth International Airport will double in

size as Trammell Crow Co. and the airport

partner to develop almost two million

square feet of industrial space. The DFW

International Airport Board voted to

approve the development, a move which

will generate more than $1.5 million in new

non-aviation income for the airport each

year. The first of three contracts approved

by the board will lease 31.2 acres of land

capable of holding a building of up to

554,000 square feet. The second contract

will include 15.95 acres of land capable of

housing a building of up to 237,300 square

feet. The third contract will lease 16.65

acres of land capable of housing a building

of up to 273,000 square feet. After the first

year of the third contract, Trammell Crow

can opt to lease an additional 27.15 acres

of land and build an additional 472,500-

square-foot-building. The new contracts will

complement a fourth lease signed by the

airport in August 2005 for $210,231 annual-

ly to the airport on 14.85 acres. The build-

ing will measure approximately 200,000

square feet.

Denver International Airport announced

that CMCB Development Co. of Denver is

the successful bidder on a 17-acre retail

development along Peña Boulevard. CMCB

will lead the development in partnership

with Redwood Real Estate Partners LLC,

as its financial partner, and SullivanHayes

Brokerage, which will lease the project.

The development—called the Peña

Project—is the first phase in what could be

a 500-acre retail development along the

major highway in and out of the airport,

officials said. The project, which will incor-

porate the airport’s 45-minute waiting area,

will deliver a quality retail village that will

serve the 30,000 workers at the airport,

as well as provide retail outlets for people

waiting for arriving passengers, the

airport’s announcement said. A

a s s e n g e r s b y a i r p o r t

AIRPORT FEBRUARY 2006 FEBRUARY 2005 CHANGE

Bob Hope (Calif.) 482,375 406,886 +18.5%

Chicago O’Hare 6,113,670 5,906,446 +3.5%

Chicago Midway 1,476,404 1,467,326 +0.6%

Columbus International 540,355 519,882 +3.9%

Denver International 3,362,441 3,185,005 +5.6%

Des Moines International 150,801 162,826 -7.4%

Gainesville (Fla.) Regional 30,166 30,868 -2.3%

Kansas City International 800,511 798,299 +0.3%

Los Angeles International 4,790,621 4,781,092 +0.2%

Milwaukee General Mitchell 573,349 529,874 +8.2%

Orlando International 2,813,659 2,625,357 +6.2%

Pensacola Regional Airport 130,023 118,428 +9.8%

Pittsburgh International 831,825 869,292 -4.3%

Reno-Tahoe International 374,393 367,556 +1.8%

Rogue Valley (Ore.)-Medford 44,102 43,327 +1.8%

San Luis Obispo (Calif.) Regional 29,911 26,812 +11.6%

Seattle-Tacoma International 2,226,447 2,191,469 +1.6%

South Bend (Ind.) Regional 60,089 62,339 -3.6%

Southwest Florida International 656,638 585,828 +12.0%

Stewart (N.Y.) International 20,170 54,010 -62.6%

T.F. Green (Rhode Island) 444,038 467,020 -4.9%

by Jo

seph V

accaro


guest commentary gcIn the recent roundtable discussion in these pages

(AM, November/December 2005, p. 24) on archi-tecture, design and construction trends, I brought

up the changing trend from airline-dictated projectmanagement to airport-managed projects. Here, I willexpand on project management and its importancefor a successful project. My Leo A Daly colleaguesand I have worked with airports and airlines undernearly every imaginable management scenario; hereare a few lessons learned.

Airports have always had multiple options as tohow they wanted to plan, design, finance and buildinfrastructure improvements. Today, the pendulumhas returned almost full cycle to the pre-deregula-tion days, or certainly the pre-hub and spoke days.At the height of their influence, the carriers oftendictated the improvements of their primary andsecondary hubs and planned, financed and man-aged the projects. The airports retained control andfinal approval. But for some airports, whatever the500-pound gorilla wanted, the 500-pound gorillagot. Then, along came low-cost carriers and 9/11and the industry changed dramatically. So has thefundamental role of who manages what on a majorairport project.

The most important lesson learned is the differ-ence of public vs. private conduct of business.Twenty years ago, airlines managed projects asbusiness interests. Today, airports manage projectsunder completely different rules and oversight.Airports must conform to laws of contracting, bid-ding and accountability as public entities. Also,airports as community entities must follow the dic-tates of political interests. This is the real world.What does this mean for project management?

Owner Control. The airport as owner must at alltimes have control of the project. Only the ownercan commit taxpayer money to the project. It is,therefore, necessary that the owner have a capableproject director who is empowered to make deci-sions, authorizing the expenditure of funds.Anyone else or any other management scheme willinvite delays and uncertainty.

Project Organization. The project must haveclear lines of authority and responsibility. Today’sprojects have multiple consultants for planning,architecture, engineering and specialty consultantsfor numerous operational features. The key to a

successful project organization is to define themajor tasks, divide the organization of these tasksand assign them to the appropriate managers. Forinstance, the planning, architecture and engineer-ing should be managed by the project architect’smanager. The stakeholders’ interests of concession-aires, plus the operational interests of schedule, air-port operations, finance, rates and charges shouldbe assigned to the program manager. The construc-tion-related activities, including project delivery,change order processing, etc., should be the respon-sibility of the construction manager.

These three disciplines should report directly tothe owner. Preferably, these would be separate con-tracts held directly by the owner. This method wasemployed very successfully by Dallas–Fort WorthInternational Airport for its recent multi-billiondollar improvements.

Within the project organization is the need forcontinuous communications. As fundamental asthis may seem, it remains a fact: that communica-tion at all levels is critical to a successful project.

Project Delivery System. The owner’s options forselecting a contracting system for construction aremore restricted for a public interest vs. that of abusiness. However, selecting a non-traditional con-tracting vehicle may be the most critical decisionan owner can make. A design/build, negotiatedmax contract, or negotiated contract with a pre-qualified bid list will usually be a better value con-tracting vehicle than the lowest apparent costdetermined by the traditional design-bid-build sce-nario when the construction is open to any generalcontractor. This matter needs to be addressed in thelocal business market and with governing laws ofthe authorities. This can be done; the Los AngelesWorld Airports is an example of city authoritiesgranting such approvals.

Present industry uncertainties and the financialand operating demands of airports are driving a newlook to airport expansion programs. Flexibility andphasing requirements along with rapid changes intechnology are forcing airports to look to enlight-ened management and owner’s control to plan,design, and deliver today’s complex projects. A

Joseph Vaccaro, FAIA, NCARB, is a senior vice president with

Leo A Daly Co.

On Evolving Project Management

atairportech


AirIT CombinesKiosk; Web Check-in ServicesOrlando-based software and systemsprovider Air-Transport IT Services(AirIT) has rolled out its newCheckPoint kiosk product, whichuses airline Internet sites to check-inpassengers and print boarding passes.

CheckPoint has been deployed atHilton and Marriott properties and afew airports so far, according to AirITExecutive Vice President Chris Keller.Instead of relying on proprietary air-line kiosk software, like other com-mon-use kiosks do, the CheckPointroutes passengers directly to onlinecheck-in pages on airline websites.The main screen can be customizedto show the main carriers that servethe kiosk’s location, but an attachedkeyboard allows for check-in on anyairline with a web check-in service.

CheckPoint “is not intended toreplace the bank of monitors usedby legacy carriers” at airports, Kellersaid. However, he noted that a largecarrier that doesn’t want to deployits own proprietary kiosks in a smallmarket might elect to useCheckPoint instead.

While hotels are a natural remotecheck-in site for airline passengers,airports can use the product in areas

such as parking garages and rentalcar locations in addition to lobbylocations, Keller said. The productaccesses more than 100 airlines,uses standard Wi-Fi connectivityand can be modified to accept localadvertising as a revenue source forthe airport. Airport and city infor-mation and maps can be added aswell. Keller said that clients are“very excited” about the system.

The basic CheckPoint kiosk ispriced at $13,000, while the largerunit is $18,000. Kiosks can be pro-grammed to display advertising,which can help operators offset theacquisition cost and even generatepositive cash flow from having thesystem, Keller noted.

The next step is adding Europeanlocations, Keller said. Kiosks will beshipped to Frankfurt International inthe near future.

SITA Tests CommonUse At OrlandoSITA, Orlando International Airportand Continental Airlines recentlywrapped up a pilot program in whichthe airline ran the same proprietarysoftware at its dedicated check-in sta-tions and on the airport’s common-use terminal equipment (CUTE).

The airport’s hope is that the pro-gram will maximize the flexibility for

CheckPoint's kiosks allow passengers to check in using an airline's Web site and can also

display local advertising.

AIR

IT

FKI Logistex recently introduced its S-

3000CB cross-belt sorter, built especially to

handle tricky items, like fragile or hard-to-

grip packages. The system's traversing belts

drive items off the sorter. Because the belts

can grip hard-to-hold items, the S-3000CB

can solve sortation problems that cannot be

handled by traditional sort technologies like

tilt-trays, FKI noted. The sorters operate at

speeds up to 472 feet per minute and use a

non-proprietary control system, FKI said.

FK

I LO

GIS

TE

X


tenants without resorting to build-outs or refurbishments to handlemajor changes in service levels. “Weexpect continued growth in the com-ing years, and by optimizing utiliza-tion of existing check-in counter andgate resources, we can reduce poten-tial construction costs and increaseour operational effectiveness,” saidJohn Vinelli, the airport’s manager ofinformation technology projects.

Using the new system, airlines canmore easily adjust service to meetseasonal traffic demands, while newcarriers can rapidly begin servicewith minimal start-up expense, SITAnoted. “AirportConnect Open is a keycomponent of SITA’s common-use

passenger processing system, a totalsolution that enables our customersto maximize their resources,” saidJohn Jarrell, senior vice president ofAirport and Desktop Services forSITA. “The Orlando International

Airport is a very important partner toSITA, and we are pleased to test thisnew product with them and ultimate-ly help them achieve their opera-tional goals.” A

San Diego International boughtPassur Pulse, Megadata’s Web-basedlanding fee and aircraft operationstracker and report generator. ...iFIDS.com has installed its AileronBilling System at Kelowna (B.C.)International. ... Little Rock Nationaladded its second FlightView Monitorin a waiting area on the first level ofits terminal, the company reports. ...The Los Angeles Board of AirportCommissioners approved a conces-sion agreement with T-Mobile USA,Inc. to provide public wireless Internetaccess at Los Angeles, Ontario andVan Nuys. ... Communications sys-tems and products provider AndrewCorp. has provided an indoor networkat Dallas/Fort Worth (DFW)International to provide clear wirelessreception in new Terminal D, its park-ing garage, and the airport’s GrandHyatt Hotel. ... JacksonvilleInternational has launched a freewireless network, designed andinstalled by IBM.

tech briefs

mmmeasure of the month


FAA’s current reauthorization actexpires in September 2007, requiringCongress to revisit FAA funding at atime when airport capital improve-ment programs are requiring substan-tial expenditures. In the past, theseexpenditures were funded almostentirely by Airport ImprovementProgram (AIP) grants. Due in part toincreasing capital improvement costs,AIP funds in many cases are no longerable to fully fund large programs.Given the current constraints underwhich the AIP operates, the presi-dent’s DOT budget request for fiscalyear 2007, which includes a proposedcut of almost $800 million in AIPfunding, has raised additional con-cerns about future funding levels.While the funding for these grants hasbeen growing at about 3 percent peryear in nominal terms, the president’sproposal would cut AIP by over 20percent (See chart below).

With growing capacity needs andthe likelihood that substantial increas-es in funding from Congress won’t beforthcoming, AIP funding may contin-ue to become further constrained.

As a result of these constraints, air-ports are increasingly relying on AIPgrants as only a portion of the funding

for their capital improvement pro-grams. Additional funding is beingfound through innovative financingsolutions, such as Passenger FacilityCharge (PFC) -backed bonds or the useof State Infrastructure Bank (SIB)loans. FAA has helped to makefinancing these projects easier byworking with airports to guaranteefunding levels for many multi-yearprojects through Letters of Intent(LOIs). Financial markets have wel-comed this step as additional assur-ance that FAA funds will be forth-coming, reducing some concernsabout the availability of future fund-ing. Given the increasing reliance onfinancing plans that require guaran-teed funding sources like the LOI,understanding how LOI grants havebeen used in the past becomes partic-ularly important.

Size and Length of LOIs

Since 1990, the FAA has committedalmost $5 billion through 83 LOIs to avariety of projects that, per AIP fund-ing guidelines, focus on capacity, safe-ty, security and noise reduction. These

projects have ranged greatly in theamount of funding provided and theLOI length. In terms of length, thereappears to be a preference for five- andten-year LOIs. When examined basedon the value of LOIs issued, the prefer-ence for ten-year LOIs is particularlypronounced (see Fig.1 and 2). Roughlyone-third of the funds committedthrough LOIs were committed over a10-year term, and just shy of two thirdsof these funds were committed in LOIsof between five and ten years in length.

The FAA also appears to favor fund-ing levels below $40 million, with morethan 60 percent of the LOIs issuedunder this threshold (See Fig. 4). FAAhas issued LOIs up to $337 million (forthe Chicago-O’Hare ModernizationProgram), with a total of four LOIs inexcess of $250 million. However, only 8percent of the LOIs issued were formore than $150 million. The preferencefor lower-valued LOIs may be a reflec-tion of the relatively few projects thathave funding requirements in excess ofcertain levels. It does seem, though, thatFAA is willing to fund large portions oflarge projects.

Airport Financing on a Shoestring Budget: An Analysis of LOI Funding To Date By Carrie Farley

LOI LENGTH BY NUMBER OF LOISFig.1

0

2

4

6

8

10

12

14

16

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Length of LOI Agreement (years)

0

200

400

600

800

1000

1200

1400

1600

1800

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Length of LOI Agreement (years)

LOI LENGTH BY LOI VALUEFig.2

AAIIPP FFuunnddiinnggFFiissccaall YYeeaarr AAmmoouunntt

(billions)

2000 $1.90 2001 $3.20 2002 $3.30 2003 $3.40 2004 $3.40 2005 $3.50 2006 $3.40 2007 $2.75


Committal of Entitlements

AIP entitlement funds are determinedbased on the passenger traffic at anairport; in a given year, enplanementdata from two years prior is used tocalculate the exact value of entitle-ments for that year. This lag is toenable the airport to predict the enti-tlements that it will receive in futureyears; however, this does mean thatthe airport will not know what it willreceive more than two years inadvance. The LOI program was creat-ed as a way to reduce the uncertaintysurrounding these fluctuating entitle-ment funds. Therefore, it requiredthat all entitlement funds be pledgedto the proposed project.

Based on the LOIs issued to date,however, these entitlement funds mayor may not be guaranteed as part ofthe total value of the LOI. In fact, mostLOIs guarantee more discretionaryfunds than entitlement funds (see Fig.4). Particularly notable is that almost23 percent of LOIs guaranteed onlydiscretionary funds. Thus the LOIapplication process is not merely away to secure future forecastedincome, but to apply for and secureAIP discretionary funding. Moreover,in the 23 percent of projects with noguaranteed entitlement funding, enti-tlement uncertainty was not mitigat-ed, and may still be a concern fromthe perspective of the project to whichthese funds are pledged.

Airport Size

A final piece of information examinedrelates to the funding that is availableto airports of different sizes, as meas-

ured by enplanements. In 2004, largehub airports comprised two percent ofairports eligible for AIP funding, yetcarried 70 percent of the passengersthat flowed through these same air-ports. In terms of LOI funding, largehubs received 35 percent of the LOIsissued, and 60 percent of the fundingcommitted through LOIs. Airports inthe Other category, comprised of non-hub, non-primary and GA airportswhich are eligible for AIP funding,received only 6 percent of total fund-ing, and 18 percent of the LOIs issued.These same airports comprised 93percent of those eligible for AIP fund-ing yet served only three percent ofthe passengers that flowed througheligible airports.

While large hub airports receive thebulk of LOI funding, their share is stillsomewhat less than the percentage ofpassengers they serve. However, thesmallest airports, those in the Othercategory, receive twice the amount offunding as their share of passengertraffic would indicate. This dispro-portion may be due, to some extent, tothe fact that many smaller airports areunable to access funding throughfinancial markets; and, that the con-tinued existence of smaller airportsbenefits all the users of the wider airtransportation network.

An analysis of LOI funding over thelast 15 years indicates a few trends:

• The length of LOIs tends to bebetween five and ten years;

• The value of an LOI is rarely morethan $150 million, and tends to beless than $40 million;

• Entitlement funding may or may

not be included in the funds guaran-teed by an LOI; and

• LOI funding is primarily towardslarge hub airports. However, thesmallest airports are still receivingsubstantial funding in relation to theproportion of passengers they serve.

While the items above serve as gen-eral guidelines, what is most interest-ing to emerge from this analysis is theflexibility of the LOI program. LOIshave funded very large and very smallprojects. LOI funds have been com-mitted for as long as 18 years and asshort as one year. LOI commitmentshave been comprised entirely of dis-cretionary funds, entirely of entitle-ment funds, and a range in between.In short, the FAA seems very willingto tailor this tool to a variety of differ-ent projects. This flexibility is veryimportant as funds become more con-strained, as it enables FAA to leveragethe utility of its authorized discre-tionary funds in the hopes of achiev-ing its goal of a safer, more efficient airtransportation network. A

How does this experience compare to yourairport? If you would like to share yourideas and information, please e-mail [email protected].

Carrie Farley is a senior consultant with Infrastructure

Management Group (IMG), a family of U.S. companies

providing management consulting, investment bank-

ing, development and technology services to airports

and other infrastructure industries.

0

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12

0 20 40 60 80 100 120 140 160 180 200 220 240 260 280 300 320 340

Value of LOIs (Millions)

0

2

4

6

8

10

12

14

16

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20

10.90.80.70.60.50.40.30.20.10

Entitlement Funds Guaranteed as a Percentage of Total LOI Value

LOI AMOUNTFig.4COMPOSITION OF LOI VALUE ENTITLEMENT VS. DISCRETIONARY FUNDSFig.3

Johnson Controls (JCI) achieved substantialcompletion of its access control/CCTV systemat Grand Rapids on March 29, some 16

months behind the project’s original schedule.Wrapping things up required some deal-making:

JCI and the Grand Rapids team, led by the KentCounty Department of Aeronautics (KCDA), couldnot agree on several things typically required toclose out such a project, such as the scope of theendurance test. One result: the two sides agreed toextend the project’s warranty and maintenanceperiod in exchange for waiving the endurance test.The two sides also settled over the project’s latecompletion date.

JCI was also required to address a few outstand-ing technical issues affecting the card readers,CCTV system, and the microwave (taxiway moni-toring) system.

“The technical issues appear to have been cor-rected and the system has been operating quite sat-isfactorily,” said Rob Benstein, A.A.E., KCDA’s pub-lic safety and operations director. At AM presstime,JCI was working to address a few punch-list itemsas well as finalize the operation and maintenancemanuals and the project-record drawings. A

pcproject chronicle

>> Gerald R. Ford International Airport


ACCESS CONTROL/SURVEILLANCE SYSTEM UPGRADES

About This Series

Project Chronicle makes its return after aone-issue hiatus. The project remains thesame, however: an upgraded access con-trol/CCTV system at Grand Rapids (Michigan)Gerald R. Ford International Airport (GRR).

In October 2003, GRR and the KentCounty Department of Aeronautics awardeda $2.6 million contract to Johnson Controlsto build and install new access control andclosed-circuit television systems. DMJMTechnology developed the systems’ specifi-cations. Airport Magazine—through thisspecial Project Chronicle feature and inclose cooperation with GRR, DMJM, andJohnson Controls—has been tracking theproject as it moves along.

AAAE’s Interactive Employee Training sys-tem has provided a positive impact ontraining at both Washington Dulles andReagan National Airports. The automaticrecord-keeping alone has saved hours pre-viously spent tracking training resultsmanually, not to mention the staff hourssaved by eliminating training classes. Morethan 85,000 training sessions for employ-ees and vendors at Dulles and Nationalhave been conducted using the IET, reduc-ing the per session cost to $9.50.

IET system “has revolutionized” the employee trainingprocedures at MWAA!

For information, contact Will James at (703) 824-0500, Ext. 149, e-mail [email protected] or JimJohnson at Ext. 183, e-mail [email protected].

Jim BennettPresident and Chief Executive OfficerMetropolitan Washington Airports Authority

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