Airport Consulting - Winter 2010-2011
Transcript of Airport Consulting - Winter 2010-2011
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Aviation is a global industry.
India, China, the Middle-
East and Europe are continu-
ing to experience growth and
are positioning themselves
in anticipation of passenger,
cargo and operations demand increases. For
some countries, such as India and China, this
means expansion of existing infrastructure,
new terminals, new runways and additional
taxiways, amounting to a curb-to-runway
redesign. In cases where the redesign of
existing facilities is not deemed sufcient,
entirely new airports are being planned,
designed and constructed. This amounts to
one thing for small and large aviation rms
alike global opportunities.
While these emerging markets can provide
good growth potential and an invaluable
opportunity to diversify business, a variety of
factors must be carefully considered to avoid
making costly mistakes. The complexities
arising from cultural differences, unfamiliar
client expectations, political realities and
contractual issues are just a few of the market
insights that are essential if rms are going
to be able to successfully complete projects
for foreign clients and work effectively and
protably in the global arena.
Once a market is better understood, it is
then vital to evaluate the potential sales
opportunities versus risks associated with
the region and with specic projects.
Emegig Aviai MakesAccording to the International Civil Aviation
Organization (ICAO), world-wide growth
during the next three years is expected to be
approximately 5.7 percent. Projected growth
in the Middle-East and Asia-Pacic are even
greater (10.7 percent and 6.73 percent, respec
tively). The Middle-East holds a geographica
advantage over Asia-Pacic as it can provide
global service to many destinations with
a single stop. There are important details
relevant to making market entry decisions
in these regions:
The ten leading Middle-East airport
will be investing over $33.7 billion in
new capacity by 2012. Several others
Win 2010/11
See GOING GLOBAL on page 16
ConsultingA Qarry Pbicaio of Airpor Coa Coci
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By Vinayak Vinnie Khera, Harris Miller Miller & Hanson, Inc.
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The first time I heard this
message was in my sophomore
year in engineering college
from my Soil Mechanics
professor, William Harrison. Professor
Harrisons heavy accent clearly re-
ected that he had spent much of his
life in the Boston area. And so, when
he encouraged us to be diligent and
disciplined in our studies, it was trans-
lated from Bostonian as Boys, you are
going to nd that this course is just like
life, its haaaard by the yaaaard, but
its a cinch by the inch. Little did we
appreciate how valuable that wisdomwould turn out to be. That wisdom
has also been reective of the way the
membership and staff of ACC moved
the organization ahead this past year.
In order to make measurable progress
in reasonable time while implementing
ACCs strategic plan, committees and
staff have been intentional about both
connecting and collaborating their
activities with the ve main initiatives
of the plan. As a result of alignment
and accountability, much more wasaccomplished than can be reported here,
however a few of the highlights follow.
Be the go-to organization on airport
development issues. Progress that was
made in both access and recognition by
ACC staff and board members is reflected
in the regular and substantive conversa-
tions that have occurred at many levels
and with responsible leaders of the FAA,
up to and including FAA Administrator
Randy Babbitt. The relationship with
TSA continues to grow with regular
interaction, technical collaboration and
successful teaming on the second Security
Technology Day.
Provide networking and information
exchange for a diversified membership.
Our efforts to grow both networking
and information exchange have included
printed, electronic and face-to-face offer-
ings, often using multiple channels so
that members can choose their preferred
medium of delivery. The 2010 ACC
Membership Directory, weekly Outlook
and Airport Consulting Weekly provide
members with information on potential
teaming arrangements, opportunities,
and industry developments respectively.
In addition, much has been done to
consider the idea of broadening themembership of ACC as a strategy to
make the association more sustainable
in an evolving industry. (This will be
the subject of an important conversation
to occur at the 2010 ACC membership
meeting on November 10.)
Advance international engagement
and collaboration. This year measurable
progress has been made in starting and
developing ACCs relationship with
both the International Civil Aviation
Organization and Overseas PrivateInvestment Corporation through meet-
ings in Montreal and Washington.
Offer responsive educational offerings,
optimizing the use of the web. ACC has
successfully launched its online training
initiative with the conduct of eleven
webinars as of the publication of this issue.
In addition, a new webinar series was
conceived and launched, known as ACC
Lunch + Learns, which are hour-long
programs addressing the latest trends
and issues facing the airport development
community. In addition to sustaining the
ACC/AAAEs Airport Planning, Design
& Construction Symposium (the most
content-rich airport industry event) and
the Summer Workshop Series (one of the
most effective collaboration gathering
with the FAA and TSA), seven quality
courses were offered in cities across
the US, to further this initiative of the
strategic plan.
Maximize the value of membership
ACC has continued to serve its member
ship well by leading the industry effor
to assure that Qualification Based
Selection procurement and contracting
processes are followed in compliance with
federal statutes. Further, ACC continuesto play a leading role in an on-going
discussion with AAAE regarding thei
newly launched SAAMS business line
Serving as the voice of its members
ACC minimizes the chances of adverse
reactions against individual membe
firms. Finally, each ACC staff membe
has been engaged in training to develop
their individual skills to better serve the
membership.
The teamwork demonstrated by com
mittees, members and staff has clearlyachieved measureable progress even
in the midst of challenging times
Since this is my last article as ACC
Chairman, I would like thank each and
every one involved in ACCs progress
this past year. It has been a privilege
and honor to observe both your energy
and engagement and to serve as you
Chairman.
Make measurable progress in reasonable time,
J i m R o h n
Ronald L. Peckham,P.E.
C&S Companies
ACC 2010 Board ofDirectors Chair
E x E c u t i v E u P d a t E
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StAy currEnt on Acc nEwS
Cover Story
1 Gig Glbal A Primer t
Eterig overseas AviatiMarkets
By Vinayak Vinnie Khera,
Harris Miller Miller & Hanson,
Inc.
Special Feature
4 5 A Seret weap I
Airprt PrivatizatiBy Timothy Harwood, OverseasPrivate Investment Corporation
Consultant Perspective
6 7 Speed it up! PassegersDesire Mre Self Servie
By Kristin Shaw, SITA
A Qarry Pbicaio of Airpor Coa Coci
Win 2010/11
Consulting
Editor
T.J. Schulz
AssistAnt Editor
John B. Reynolds
AirportConsulting is published quarterly.The next issue will be distributed in March.
For advertising information,contact Emily VanderBush at 703-683-5900.
Please send your feedback, commentsor suggestions to the editor at:Airport Consultants Council,
908 King Street, Suite 100, Alexandria, VA22314, or email [email protected].
2010, ACC
AirportConsulting
ACC 2010 Board of Directors
Paula P. HochstetlerPresident
T.J. SchulzExecutive Vice President
Sharon D. BrownDirector, Programs and Finance
Emily VanderBushCoordinator, Marketing and Membership
John B. ReynoldsCoordinator, Communications
ACC Staff
...delivering excellence inairport development
Inside This Issue
8 9 Member Sptlights
This issue highlights ACC Executiv
ACOR Consultants and ACC
Associate Member Zoeftig Inc.
10 ot & Abt ith Acc
11 Acc 32d Aal cferee
& Expsiti
12 call fr nmiatis
Nominations are now being
accepted for the 2011 ACC
Aviation Award of Excellence
13 Airprt Plaig, Desig &cstrti Sympsim
Previe
14 15 Acc Members
New Members
ACC Updates
On the Move
And the Winner Is
16 17 cver Stry
(continued from page one)
Going Global A Primer to
Entering Overseas AviationMarkets
The Importance of ICAO in the
Global Marketplace by
Abeer Khatib, C&S Companies
18 Acc Evets
19 Advertise i the 2011 AccMembership Diretry
20 A ne Fs Davis-Ba
By Christopher OShaughnessy,
Thompson Hine
ChAir
Ronald L. Peckham, P.E.C&S Companies
ViCE ChAir
Terry A. Ruhl, P.E.CH2M HILL
sECrEtAry/trEAsurEr
Courtney A. Beamon, P.E.Delta Airport Consultants, Inc.
immEdiAtE PAst BoArd ChAir
Evan FuttermanFutterman Consulting, Inc.
BoArd of dirECtors
Michael R. Arnold, LEED APESA Airports
Don BerginBlast Deflectors, Inc.
Roddy L. Boggus, NCARB, AIAParsons Brinckerhoff
Thomas B. DuffySafegate Airport Systems, Inc.
Carol Lurie, LEED AP, AICPVanasse Hangen Brustlin, Inc.
Enrique M. MelendezParagon Project Resources, Inc.
A. Bradley MimsFederal Advocates, Inc.
Andy Platz, P.E.Mead & Hunt, Inc.
Solomon Wong
InterVISTAS
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By Timothy Harwood, Overseas Private Investment Corporation
Secret Weapon n irport Privatization
H
ERES A TIP: As the global
economy emerges slowly
from its long recession, American
investors would do well to con-
sider a potentially very lucrative target for their
capital: airport privatizations in emerging
markets.
If the claim seems counterintuitive, given
the tales of travelers belt-tightening weve
all seen, readers may be forgiven. Reports
of dwindling airline revenues in 2009 (down
14.4 percent from 2008, according to the
International Air Transport Association), as
well as decreased air passenger trafc (down
1.4 percent), were indeed accurate.
Moreover, privatization trends in developing
countries have been dispiriting. A May
2010 report by the World Bank shows that
privatizations in developing countries fell 70
percent in transaction value from 2007 to
2008 as the global nancial crisis took hold.
A nearly 85 percent drop in the values of initial
public offerings was the main culprit, and
average transaction size fell by 66 percent.
Infrastructure value declined by a third as
heightened nancial risk, investor anxiety,
and scarce liquidity made it difcult to obtain
nancing and conclude transactions, thereport concluded. More specically, the value
of transport privatizations fell by nearly half.
Two airport privatizations alone in Turkey
accounted for 26 percent of all transport
privatizations.
The trick to savvy investment, of course, is
nding opportunities where none seem to
exist, and jumping ahead of trends that others
have yet to detect. And hidden among those
same reports is the sizeable germ of invest-
ment opportunity in airport privatization.
Buried a little deeper in the World Bank
report are signs that the worst may be over,
as far as privatizations go. Preliminary data
suggest a pickup in activity in 2009 as stock
markets and investor condence begin to
stabilize, as well as a couple of unintended
consequences of the nancial crisis. The
crisis itself has created pressures for privatiza-
tion and increased government spending and
declining revenues have led to growing budget
decits, the report states. Regulatory and
corporate governance reforms in response to
the crisis are likely to improve the climate
for privatization and enhance the likelihood
of success.
And both the Bank report and IATA were
unanimous in noting an unmistakable
shift in airport trafc growth toward new
markets, particularly Asia: whereas airports
in Europe and North America witnessed a
ve percent drop in passenger trafc in 2009,
Asia recorded growth of seven percent, the
Middle East 6.9 percent, and Latin America
two percent. Asian airports now handle more
than 25 percent of worldwide passenger
trafc, according to a report in ATW Online,putting the region fast on the heels of North
Americas leading 30 percent.
The truth is, many American rms involved
in international airport development and
operations have already taken note of the
growth opportunities in new markets such
as Asia. For them, the $64 million question
is: how can we take advantage of them,
since liquidity is in fact still scarce forprojects in such markets?
The answer is: the Overseas Private Invest-
ment Corporation (OPIC). OPIC is the soleagency of the U.S. government whose task is
precisely to mobilize American private sector
investment in emerging markets. Since its
establishment in 1971, OPIC has nanced
more than 4,000 projects providing $188
billion of investment in emerging markets.
Of particular interest to American companies
would be OPICs nancing and political risk
insurance products. OPIC nancing provide
medium- to long-term funding through direct
loans and loan guaranties to eligible ventures
on either a project nance or a corporate
nance basis. OPIC expects a U.S. equity or
debt investor to assume a meaningful share
of the risk, generally through ownership of
at least 25 percent of the equity of a project
OPIC can guarantee or lend up to $250
million per project.
OPIC can also provide up to $250 million
in political risk insurance per project, also
to U.S. investors. The insurance can cover
the following three political risks: currencyinconvertibility inability of the investor
to convert investment returns from loca
currency into U.S. dollars, or to transfer U.S
dollars out of the host country; expropriation
loss of an investment due to expropriation
nationalization or conscation by the hos
government; and political violence loss o
assets or business income due to war, revolu
tion, insurrection, or politically motivated
civil strife, terrorism or sabotage.
Most important, though, is the fact that
OPIC knows airport privatization, and itsniche role in setting the stage for subsequen
stages of airport development.
Says Nancy Rivera, a director in OPICs
Structured Finance Department, The
primary value of OPIC is that we know
the airport sector well. We can provide the
long-term nancing that is required of these
kinds of assets, and borrowers dont have to
worry about syndication risk because OPIC
can lend up to $250 million (per project).
OPICs practice, Rivera says, is to work in
partnership with its client to x contrac
deciencies so that risk is allocated in a way
acceptable to all parties, thereby conferring
best practices to the project.
We see OPICs provision of nancing fo
airport projects as a means to help companies
attract subsequent nancing on the capita
markets, because all airports are in a constan
state of improvement, she says.
Asian airpors now handle
more han 25 percen o
worldwide passenger rac
puting he region as on he
heels o Norh America
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Signifcan
growh was
seen on roues
o Bogo and
Amserdam
Case Study: LimaOne of OPICs greatest successes has been its contribution to the privatization of Jorge Chvez
International Airport of Lima, Peru the countrys largest pursuant to a 2001 concession
agreement with the Peruvian government.
Following approval by OPICs board of directors, the agency and its project partners agreed on $89
million in nancing OPIC for the rst phase of the airports improvements, spanning 2001 2005. It
included construction of new international and domestic concourses with seven passenger loading
bridges, a retail plaza and cargo building, and renovation of the existing ticketing counter areas
and major sub-concessions such as the fuel farm and catering operations. The overall cost of the
phase exceeded $200 million.
The plan for the project, called Lima Airport Partners (LAP), unde rstood well that much of its
success rested on factors over which LAP had little control, specically uctuating aeronautical
revenues (which varied according to growth rates in the Peruvian economy) and commercial revenues
(dependent on passenger trafc projections). To the former, LAP worked to provide modern,
efcient facilities and market the airport to airlines that otherwise might not have considered it,
and by encouraging existing airlines to increase ights. As to commercial revenues, LAP aimed todesign the stores in its retail plaza as shallow spaces with large inviting entrances, rather than the
narrow and deep retail spaces that have existed, enhancing trafc ow into the stores, allowing the
customer to browse and creating more sales.
The results speak for themselves. The new retail plaza and domestic and international concourses
were inaugurated in January 2005, three months earlier than originally envisioned. Passenger
trafc at the airport climbed 11.4 percent from 2.57 million passengers in 20 04 to 2 .87 million in
2005, about half of whom were international passengers which had a disproportionate effect on
departure fees, given that international travelers paid nearly four times as much as domestic travelers.
Passenger trafc to Madrid grew by 35 percent as a result of new service by Air Madrid and larger
aircraft used by Iberia. Signicant growth was seen on routes to Bogot and Amsterdam both
increased by about 20 percent. TACA introduced new routes to Santa Cruz (Bolivia), San Jose(Costa Rica), Caracas and Buenos Aires.
The botom line: gross revenues for the year ending December 2005 increased nearly 19 percent
over the previous year, and commercial revenues were by 17 percent. LAPs total assets increased
from $163.9 million in 2004 to $184.7 million in 2005, and success of the phase paved the way for
subsequent nancing and improvements to the airport.
OPIC is condent it can duplicate LAPs success in many more markets. For example, OPIC
contributed to the construction of a new international airport in Quito, Ecuador, which enabled
the country to realize a longtime ambition to move its main airport out of the capitals downtown.
As more American companies zero in on the investment opportunities which reside in emerging
markets such as Peru, OPIC is ready to work with them.
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Self-service in the travel industry has soared in the last couple of years,
but travelers seem to want even more according to the results just released
from the 5th annual SITA/Air Transport World Passenger Self-Service
Survey. The study takes an in-depth look at the attitudes and habits of
a representative sample of the 287.6 million passengers who use seven
international airports in different regions of the world.
Close to 2,500 passengers were asked questions related to their use of self-service at
the following airports:
Self-service channels are not only a way to give greater autonomy to passengers and
to reduce queue lengths, but they also represent a new opportunity for airlines to earn
ancillary revenues. In particular, passengers have become comfortable using kiosks and
are now willing to use them (frequently or intermittently) for new services and functions.
Airlines and airports are adapting to their passengers changing habits by introducing
new functionality to kiosks. For example, Malaysian Airlines has deployed self-service
booking kiosks at train station ticket ofces; Movenpick hotels in Stuttgart haveoff-airport check-in kiosks as do rental car agencies in Atlanta; and self-transfer
kiosks have been deployed at Schiphol and Charles de Gaulle airports. More recently
Bermuda Airport has launched dedicated missing bag claim kiosks (66 percent of survey
respondents would use a baggage claim kiosk, an increase from last years 48 percent).
Passengers interest for digital entertainment and shopping services while waiting for
their ight has grown over the last year. Augmented reality is seeing more and more
interest as each airport becomes more of an aerotropolis, with more options to offer
travelers:
40 percent of leisure passengers are interested in a digital shopping assistant
to quickly nd items of interest in the duty-free area
Over 50 percent of First and Business Class passengers would like to receivespecial offers on their mobile device while at the airport
Overall, 57 percent of interviewed passengers would register to SMS
notication services for best travel deals
The results emphasize a phenomenon passengers are not only adopting self-service at
a rapid pace, they want more of it to speed up more steps of their journey consistent
across all airports where the survey was conducted.
c o n s u l ta n t P E r s P E c t i v E
Speed it Up!Passengers Desire More Self Service
Hartseld-Jackson, Atlanta, USA
Mumbai International, India
Moscow Domodedovo, Russia
Sao Paulo Guarulhos, Brazil
OR Tambo Airport, Johannesburg, SouthAfrica
Frankfurt am Main Airport, Germany
Beijing Capital International Airport, China
CheCk-in
On the day of the interview, half of the
passengers had used a self-service option
online, mobile or kiosk to check
in. Online check-in experienced the most
signicant growth, with an increase in
usage of 67 percent across the seven regions
compared to last year.
Check-in using a mobile phone is still in the
early stages of adoption but it is expected to
become an increasingly preferred option forpassengers over the coming years. Results
from the survey show mobile check-in grew
by 64 percent worldwide.
Kiosk check-in is also still growing,
albeit at a slower pace. IATA estimates that
deployment of airport kiosks for check-in
purposes is reaching a peak, with 14,000
units already deployed worldwide.
Overall, 60 percent of interviewed pas-
sengers use the Internet frequently or
intermittently to check in for their ight, 70percent use kiosks, and 23 percent use their
mobile device. The survey also shows that,
among interviewed passengers who prefer
the online interface, 37 percent would also
use kiosks as a backup option when they
have no Internet access.
chart 1
vailability & use of self-service
Weighted average
48% Available & used
24% Available but did not use
15% Not available
13% Dont know
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chart 2
www.ACConline.org
SeCurity and
boarding gateS
This years survey reveals that frequent
yers nd security screening the biggest
hassle when they travel. It was rated the
number one area needing improvement out
of all the steps of the journey. However,
it drops to fourth place when all types of
travelers interviewed for the survey are
taken into account.
Another step of the journey that could
reduce the hassle-factor for iers is auto-mated boarding. This year 70 percent of
respondents said they would use automated
boarding gates, up from 57 percent last
year.
SITA, the worlds leading specialist in
air transport communications and IT
solutions, is one of the worlds most
international companies. Its global reach
is based on local presence, with services
for over 550 air transport industry
members and 3,200 customers in over
200 countries and territories.
the baggage queStion
Self-service check-in is experiencing enthu-
siastic adoption by passengers. But while
its easy to check one-self in, bags remain
an issue. In this survey, one out of four
passengers chose not to use a self-servicecheck-in option, even though they knew it
was available. And having a bag to check in
was the number one reason these passengers
gave for not using self-service.
Why is checking a bag such an obstacle?
Responses from passengers indicate that
lining up at bag drop-off desks cancels the
benets of self-service check-in, so they may
as well go straight to a check-in counter.
In fact, passengers are eager to relinquishtheir bags even before arriving at the airport.
Three-quarters of respondents would use
off-airport bag check-in and drop-off, at a
hotel, conference center, or train station.
However, only 34 percent would be willing
to pay for this service, much less than last
years 55 percent.
SmartphoneS and
airportS
Overall, 85 percent of respondents were
carrying a mobile phone, and 28 percent a
smartphone. Survey results indicate a direct
correlation between frequency of travel and
the likelihood of carrying a smartphone as
Chart 2 shows.
According to their responses, passengers
traveling with a smartphone would like to
use their mobile device at all steps of the
journey, but there is still a wide gap that
needs to be addressed between passengers
expectations and the availability of mobile
services.
For example, two out of three passengers
with smartphones would like to use mobile
check-in. However, in reality only 32
percent use it frequently or intermittently,
and only 3 percent had used it on the day
of the interview. Similarly, three out of
four passengers with smartphones would
like to receive SMS travel notications, but
only 42 percent currently sign up for them
frequently or intermittently.
Percentage who carry a smartphone
in relation to number of roundtripsper year.
The likelihood of a passenger traveling
with a smartphone is directly linked to
frequency of travel.
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ACOR COnsultAnts
Level 1, 24 Falcon Street
P Box 822
Crows est SW 2065
Tel: (02) 9438 5098
Fax: (02) 9438 5398
Eal: [email protected]
Web: w ww.acor.co.au
ACOR Consultants is a medium-
sized, Australian engineering
rm, founded in 1997, that creates
environmentally sustainable engi-
neered solutions. Over the years,
ACOR has strengthened its credibility through
hands-on design management, a sustainable
approach to development and ongoing research
into emerging technologies. These distinctive
qualities have resulted in numerous industry
awards and a reputation for venturing beyond
industry standards to deliver remarkable design
solutions.
Through a series of mergers and acquisitions in
recent years, ACOR has assembled a diverse team
of specialized consultants. ACORs 100-personstaff has been involved in aircraft pavement
engineering for approximately 15 years, work-
ing initially with government and then private
consultants. The Airside teams are led by Livio
Chiarot, Steve Lau and Michael Goodwin.
ACORs professional engineering work has
included all aspects of aircraft pavement
technology, including heavy duty airport pave-
ment design, geometric design, documentation
including contract technical specications and
construction supervision, pavement evaluations,
pavement maintenance, feasibility studies,airport planning, airport lighting, site selec-
tion, materials engineering, geotechnical/site
investigations and general trouble shooting, etc.
A large part ACORs experience involves the
Quality Assurance of aircraft pavement work
in the eld. ACOR has a signicant body of
knowledge in materials behavior and testing,
and the design and operation of ACOR provides
on-site auditing of many major aircraft pavement
projects in recent years. ACOR Consultants
designed and supervises and conducts quality
audits of every facet of Airside Civil and pave
ment work including many asphalt pavement
overlays, on-site technical advisor for surface
enrichment work, Sand Seals and more.
Some innovative and investigative assignments
have included bitumen stripping, interlocking
concrete block pavements, polymer modied
bitumen emulsion enrichment treatments
sprayed bituminous surface enrichments, asphalt
reinforcing grids and roller compacted concrete
formed and placed unreinforced concrete apron
and taxiways.
Most recently ACOR has been responsible for
the specialist aircraft pavements for the RAAFWilliamtown Stage 1 Redevelopment Project, 171
AVN SQN Relocation Holsworthy Barracks pro
ect, and the Stage 1 & 2 development at HMAS
Albatross, Nowra. ACOR also undertakes a
major role in the design and documentation
of Civil and Department of Defence airports
in Australia.
ACOR is an industry leader with a reputation
for creative solutions for large scale and complex
projects. The rms vision is to continue to
develop innovative solutions that surpass
client expectations and exceed best practice inengineering design.
Prepared by Mr. Livio Chiarot
m E m b E r s P o t l i g h t a c c E x E c u t i v E m E m b Er
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truly modular, innitely recongurable and, be-
cause its so easy to assemble, will adapt quickly
and easily to a modern buildings ever-changing
needs. Its crisp, contemporary design is a perfect
t for todays pioneering global buildings; its
revolutionary materials and production methods
not only maximize overall durability but also
make it truly low-maintenance.
All of their products are of the highest possible
quality, rigorously-researched and are both
designed and manufactured with due weight
given to their environmental responsibilities.
Zoeftig has bases both in North America
(Chicago, Illinois) and Europe (Bude, England)
and regional representation globally, which
equips them well to offer clients and architects
assistance and advice with their seating require-
ments.
Vision and flair go hand in hand with the
pragmatic virtues of creating and manufactur-
ing robust, awlessly-nished seating systems
which are as straightforward to install as they
are to maintain.
True quality lies where beauty and strength
meet.
ZOeFtig inC.
8770 West Bryn mawr Avenue
Sute 1300
Ccago, il 60631-3515 USA
Eal: [email protected]
www.zoeftg.co
Prepared by Tiffany Bale, Sales Ofce
Manager and Laura Klarfeld, International
and Regional Sales Manager, North &
South America
a c c a s s o c i a t E m E m b E r m E m b E r s P o t l i g h t
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o u t & a b o u t w i t h a c c
ver 130 professiols aed e
aCC/Faa airors gS Worksod e aC-na/aCC/Faa pliedeed Corse d npa Workso
more than 130 repreentate fro arport, the Federa Aaton
Adntraton and contn fr attended nforate trann
core n lon Beach, Caf. the eek of ctober 17th. he ACC/
FAA Arport gis workhop ncded 40 partcpant ho earned
abot the ne FAA gis Ador Crcar and ther appcaton to
arport pannn and deeopent project. he ACi-A/ACC/FAA
Pannn edefned Core and the PA workhop attracted oer
90 partcpant, ho earned the atet trend n arport pannn
and enronenta ree. Both prora foced on tratee
to nterate arport pannn and enronenta ree to enhance
effcence and redce project dea.
aCC pricies i aCpSsibili projec pel
he pane for ACRP Project 2-28 Sustainability for Airports: Best
Practices, Success Metrics, and Beyond, et ctober 12 and 13
to refne and fnae the project tateent approed b the
ACP erht Cottee (AC) at J. ACC Predent PaaHochteter partcpated n the eetn a an ndtr aon.
he eqet for Propoa for the project a denated to
eber of the ACC stanabt and nronenta Cottee,
and the deadne for btta Deceber 16, 2010.
Learning Objectives
UnderstandthebasicsofFAAsAIRPORTSGIS ProgramAdvisoryCirculars150/530016,17 &18as wellaselectronicAirportLayoutPlans(eALP)
KnowhowAIRPORTSGIS andtheACswill impactplanningandcapitalimprovementprojectsatairports
LearnhowtonavigateprojectsthroughthenewFAApoliciesandgrantapprovalprocesses
Gainanunderstandingofreal-worldapplications,potentialpitfallsandROI
abOut the WOrkshOp
TheFAAsnewAirportsGIS program,combinedwithnew Advisory
Circular (AC) requirements for geospatial and aeronautical data
gatheringand formulat ion,hasbroughtabouta majorparadigmshif t
inthewayairportdataishandled.Thenewsetofs tandardsandpolic ies
s ignificant lychangesthewayin whichairportsmustcollec tdatarelated
t o c a p it a l p r o je c t s, m a s t e r p l a ns a n d A L Ps , a s w e l l a s h o w t h e d a t a
mustbesubmittedtotheFAAsnew AIRPORTSGISprogram.Thisnew
approachwillprovideacentralizeddatastorethatwillensureconsis tency
andaccuracy,and willprovidefora commondata accesspointforthe
FAAaswellasthe airportcommunity.Thisworkshopwilleducateairport
profess ionalsofalldisc iplinesontheFAAsnew requirementsandtheir
implicat ionsonairportprojectsand theFAA grantapprovalprocess.
Workshoppart ic ipantswillunderstandwhattheyneedtodoandhowto
getupandrunningwiththeFAAsAIRPORTSGISprotocols.
J o i n t l y sp o n so r ed b y :
August 25 26, 2010ARLIGTO, VA
OctOber 17 18, 2010LOG BAC, CA
eArly 2011MI-COTIT
F E D E
RA LA V I AT I O
N
A
D M I N
ISTRA T
I O N
FederalAviation
Administration
OfficeofAirportPlanningandProgramming
AIRPORTsGISWorkShop
Workshop
H g BaH H
g BaH, a
About the Workshop
his Workshop will provide the key prin-
ciples for developin hih qulity, lelly
defensible tionl nvironmentl Policy
act (Pa) documents to support your
irport projects. We will show you how to
build stron foundtion in the plnnin
process to mke fster nd better decisions
in completin the requirements of Pa
nd numerous specil purpose lws. You
will lern how to del with evolvin issues
nd the mnement of over dozen other
environmentl review lws. Most importnt,
you will lern wht the Faa wnts nd how
to mke sure Faa ets wht it wnts when
it wnts it.
Joi ntly
sponsored by:
Who should Attend
Airport sponsorstaffresponsibleforinitiatingandprocessingNEPAdocumentssupportingcategoricalexclusionsorenvironmentalassessmentsforF AAreviewandacceptance.
Airport sponsorstaffresponsibleforairportplanningandworkingwithFAA asitpreparesenvironmentalimpactstatements.
Professionalsresponsiblefordeliveringairportprojectsontimeand withinbudget.
Consultants whoadviseairportson regulatoryprocessingofairportprojects.
FA Aandothers tateandlocalregulatorswho dealwithairportsunderNEPA andapplicablespecialpurposelaws.
Anyone withas takeinnavigatingNEPA/specialpurposelawsefficientlyandcorrectlywithoutwastingtime andmoney.
leArning objectives
Understandhowairportplanningandproject definition
informationinterfaceswiththe NEPA/specialpurposelawprocessandstepst hatwillaidthat interface.
Learnhowto usetheFAA EnvironmentalDeskReferenceforAirportActions.
Gainathoroughunderstandingof relevantspecial
purposelawsandregulatoryrequirements.
Learnhowto effectivelyoutreachandcommunicatewithreviewagenciesandt hepublic.
Knowemergingtrendsin theairportenvironmentalregulatoryarena.
F E D E R
A L A VI AT
I O N
A
D M I N
I S T RAT I O N
FederalAviat ionAdministration
OfficeofAirportPlanningandProgramming
About the CouRSe
Plan better. This course will prepare
you to deal with both traditional and
emerging planning challenges facing the
airport industry. Whether its dealing with
uncertainfuture demandlevels, incorporating
sustainability principles into your planning
efforts, ormanagingyourplanningprocess
moreeffectively, Ai rport PlanningRedefined
2010 will provide you and your staff with
practical toolsandinsightsthatwi l l makeyour
planningeffortsmore valuableand effective.
Thisyearscoursewi l l providea greaterfocus
onthe unbreakablel inkagesbetweenphysical
planning, environmental planning, and
environmentalcompliance processes, including
United States National Environmental Policy
Act (NEPA)requirements. Integratedhands-on
workshopsessionswi l lgiveyouachancetotest
yourplanningskills.
Join tly
sponsored by:
LeARning objeCtiveS
Exploretheincreasinglyimportantroleofplanningand,inparticular,theinterrelatedenvironmentalprocessattodays
airports.
Increaseyourbreadthofplanningskillsandef fectiveprocessesbeyondtheadvisorycircular.
BeginwithBigPictureplanningtopicsand rapidlymovetostrategicplanningandeffectivedecisionmaking,thentest
thesetechniquesinsmallgroupexercises.
UnderstandwhatplanningresourcesandguidanceareavailablefromtheFAA,TS Aandothers.
Learnwhytheintegrationofvisioning,financialandenvironmentalconsiderationsintoairportplanningefforts
isessentialtosuccessfulplanning.
Understandthekeyrolesthat effectiveplanningplaysin
makingairportdevelopmentprogramssuccessful.
Who ShouLd Attend
Airport staffof largeandsmallfacilitieswhomanage
airportmasterplanning,system,orsubsequentengineeringandenvironmentalplanningefforts.
Private sectorairportplanners,environmentalspecialists,engineersandvendorswhowantto
furtherdeveloptheirplanningskillsorunderstandingofplanningsroleintodaysevolvingprojectdeliverymodels.
FAA Headquarters,Regional&ADOofficials
whoareinvolvedwithairport master,systemandenvironmentalplanningeffortsorneedtounderstandtheintegrationofplanningwith
otherprojectphases.
St ate,regionalandlocalcommunityplannersinvolvedwithaviationcomponentsorregionalplanningorintheoversightof
airportplanningstudies.
F E D E
RA L A V
I ATI O N
A D M
I N I S T R A
T I O N
FederalAviation
Administration
OfficeofAirportPlanningandProgramming
r e d e f i n e d
2 0 1 0
OctOber 18 20, 2010HITN N BEAH HTE
N BEAH, A
aCC d Sta hold iil Lc + Ler Webir
er 50 te ned on for the frt ACC lnch + learn ebnar,
ponored b siA. he ebnar, ern echnooe at Arport
dced ne trend n paener procen technooe and ther
pact at arport. hee hor-on, free prora are dened to
edcate ndtr on the atet trend and e facn the arport
deeopent cont. sta tned for ore free eb oppor tnte
fro ACC n the near ftre.
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ACC AnnuAl COnFeRenCe COmmittee
Committee MembersEd Biggs, Milliken Carpet
H.D. Campbell, Campbell & Paris Engineers
Michael J. DeVoy, RW Armstrong
Evan Futterman, Futterman Consulting, Inc.
Daniel McSwain, AvTurf LLC
Brenda J. Tillmann, RW Armstrong
Carol Lurie, Vanasse Hangen Brustlin, Inc. (Board Liai
ChairMichael Floyd, Jacobs
Vice ChairCorey F. Knight, Flow Design Concepts
to all of the exhibitors, sponsors and ACC
members for helping to make the ACC 32nd
Annual Conference & Exposition possible.
Ms. Amy E. Peters, Vice President,Conference Development & MemberServices1775 K St. NW, Suite 500Washington, DC 20006 United StatesPh: (202) 293-8500, Fax: (202) 466-5555Email: [email protected] Council International-North Amer-ica (ACI-NA) is the largest of the six world-wide regions of Airports Council International(ACI), the authoritative voice of air carrierairports worldwide. ACI-NA airport membersenplane 95 percent of all domestic and virtu-ally all of the international airline passengerand air cargo traffic in North America.
Mr. Tom Kelty, New BusinessDevelopment Manager977 Gahanna ParkwayColumbus, OH 43230 United StatesPh: (614) 573-8232, Fax: (614) 573-8332Email: [email protected] Airfield Solutions (ADB) is the worldsleading airfield technology company on theICAO and FAA markets providing advanced,integrated and sustainable solutions forvisual guidance. With a world wide presencefor more than 60 years, ADB differentiatesitself by offering an innovative portfolio andexpertise which sets standards in safety, per-formance and quality that is supported byunparalleled levels of customer service. ADBis trusted as the preferred partner for airsideoperations. For more information about ADB,
please visit our companys webs ite at w ww.sas.siemens.com.
Mr. Gene Roth, Executive DirectorAirport Minority Advisory Council2345 Crystal Drive, Suite 902Arlington, VA 22202Phone: (703) 414-2622, Fax: (703) 414-2686Email: [email protected] is a national, non-profit, tradeassociation dedicated to promoting thefull participation of minority-owned,
woman-owned and disadvantaged businessenterprises in a irport contracts andemployment opportunities.
Mr. Ed Biggs, Sr. Market Manager Aviation & Assembly201 Lukken Industrial Drive, WestLaGrange, GA 30240 United StatesPh: (706) 880-5711, Fax: (706) 880-5888Email: [email protected] & Company is the Worlds mostforward-thinking textile company. A globalcompany, Milliken has modular carpetmanufacturing located in the USA, England,Japan and Aus trali a. Mil liC are-The TotalContract Carpet Care system.
Mr. Greg Hornbuckle, NationalSpecification Manager
Neenah Foundry Company2121 Brooks AvenueNeenah, WI 54956Phone: (314) 614-3627, Fax: (217) 824-5426Email: [email protected] Foundry is a manufacturer of gray andductile iron municipal and airport castings,such as manhole frames, lids, curb inlets andtrench grates.
Mr. Nate MortensonArea Sales ManagerSafegate Airport Systems, Inc.7101 Northland Circle, Suite 203Brooklyn Park, MN 55428Phone: (763) 535-9299, Fax: (763) 535-2307Email: [email protected] Safegate Group designs, develops andsupplies airports and airlines with a range ofcomplete systems aimed at improving safety,efficiency and the environment on the apron,ramp and airfield. Our ramp managementsolutions include the Safedock visual docking
guidance systems, ramp information di splay,and the GOS gate operating system. Airfieldlighting products include: ASP addressableairfield lighting, SafeControl airfield lightingcontrol systems, a complete range of Thornand Idman AFL airfield lights, featuring thenew state-of-the-art SafeLED, and constantcurrent regulators. Safegate systems havebeen implemented at hundreds of airports allaround the world.
Mr. Rich Ritchie, Vice PresidentSales & Marketing504 Beaver StreetSewickley, PA 15143Phone: (262) 292-4730, Fax: (412) 253-9378Email: [email protected] now have power of simulation inSimio 3D to test planned facilities fast,under various conditions, to understanddifferent tradeoffs. Deliver signs well suitedto cusotmers needs which can be expanded astraffic increases. Model groundside, terminaland airside sector systems accurately whilecommunicating improvement ideas of entiresystem.
PLatinum
diamond
GoLd
SiLVER
aCC PLayERS
www.ACConline.org
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The Airport Consultants Council (ACC) Aviation Award of
Excellence recognizes the contributions of an individual,
group, or organization to the airport and aviation industry.
While consultants are not eligible for the award, candidates whosecontributions qualifying them for nomination were completed within twoyears of their nomination and who have subsequently become consultants
will be eligible for consideration.
The2011
CC viation ward of Excellence
CallFor NomiNatioNs
pLaS submityu nmnatnSby Jr 31, 2011
TO: Pa Kedel-Adas, ACC 2011 Awards Cottee Car,
Pone: (480) 477-8651; Fax: (480) 477-8653
eal: [email protected]
noiiosPlease use te followng forat wen subttng nonatons:
nOminee identfy te ndvdual wt ttle, organzaton, contact
nforaton (address, pone, fax and eal)
nOminAtOR identfy te ndvdual subttng te nonaton wt
ttle, organzaton and contact nforaton
ReAsOn/QuAliFiCAtiOns Descrbe n 150 words or less te nonees
contrbutons tat warrant ter selecton for te award. Focus on te
award purpose and selecton crtera wen descrbng te nonees
contrbutons. Addtonal supportng aterals are not requred.
awrd preseioTe ACC Avaton Award of Excellence wll be presented at te ACC 33rd
Annual Conference & Exposton, oveber 7 9, 2011 at te mraonteResort & Spa n Pal Sprngs, Calforna.
The Airport Consultants Council
Announces
ps eciiesPast recpents of te prestgous ACC
Avaton Award of Excellence nclude:
Benjamin R. DeCosta, Former Department of AviationGeneral Manager for Hartsfield-Jackson InternationalAirport
Edmund S. Kip Hawley, Former TSA AdministratorGina Marie Lindsey, Executive Director, Los AngelesWorld Airports
James Bennett, A.A.E., President and Chief ExecutiveOfficer, Metropolitan Washington Airports Authority
Frederick W. Smith, President & CEO, FedExCorporation
Jeffrey P. Fegan, CEO, Dallas/Ft. Worth InternationalAirport
James C. DeLong, AAE, former Director of Aviation,Louisville Airport Authority
Lydia Kennard, Former Executive Director,Los Angeles World Airports
Norman Y. Mineta, DOT Secretary
Bombardier Aerospace, Manufacturer of the CRJ SeriesRegional Jet
Bud Shuster, Chairman, House Committee onTransportation and Infrastructure
James L. Oberstar, Ranking Democratic Member,House Committee on Transportation and Infrastructure
Donald D. Engen, Director, National Air andSpace Museum
Gordon Bethune, Chairman and CEO,Continental Airlines
Aviation Week Group, Publishers of Aviation Daily &Airports
Herbert D. Kelleher, President, Chairman of the Boardand CEO, Southwest Airlines
Leonard L. Griggs, FAA Assistant Administrator forAirports
Federico F. Pea, Former Mayor, City of Denver
Samuel K. Skinner, DOT Secretary
Positions listed are those held at the time that theaward was presented
Selection CriteriaTe selecton of te recpent s based upon te extentto wc ter contrbutons eet te followng crtera:
Are sgnfcant, vsonary and/or nnovatve;
have advanced te arport and avaton ndustry and
Are a publc servce.
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a c c m E m b E r s
EXECUTIVE MEMBERS
DEcoStA conSutInG c
mr. Benjan . DeCota
1343 Cacade Fa Ct. sw, Atanta, gA 30311
e: (404) 697-3287
a: [email protected] a foundation of over 40 years of diverse professional experience includ-ing 16 years as CEO of large hub U.S. airports, the last 12 years as the leaderof the worlds busiest airport, Hartsfield-Jackson Atlanta InternationalAirport, Ben DeCosta, the principal of DeCosta Consulting, LLC, providesprofessional advice on business strategy, development, negotiations, prob-lem solving, customer service, public affairs, management and leadership
practices as well as human resource issues to businesses providing productsand services to the aviation industry.
FEDErA ADocAtES, Inc.
mr. A. Bradey m, Partner
10007 wehre Dre, upper marboro, mD 20772
e: (301) 599-8989
web: .federaadocate.coFederal Advocates, Inc. is a Washington, D.C.-based governmental relationsconsultancy. We assist public and private sector clients in devising and execut-ing advocacy strategies to successfully achieve their goals in Washington, D.C.and across the country. We combine superior messaging with the legislativeand regulatory processes to achieve success on behalf of our clients. Ourteam of experienced government professionals helps our clients understandand navigate the complex government process, as well as solve any resultinglegislative or procurement issues which may stem from working with andselling to the government marketplace. We offer a one-stop shop for organi-zations to achieve their government sector goals and utilize all componentsof the government process to do so.
ASSoCIATE MEMBERS
SIMIo, c
mr. ch tche, vce Predent, sae & marketn
541 . re st., ste 414, makee, wi 53202
e: (262) 292-4730, Fax: (412) 253-9378
a: r [email protected]
web: .o.coPlanners now have power of simulation in Simio 3D to test planned facilitiesfast, under various conditions, to understand different tradeoffs. Deliver signswell suited to customers needs which can be expanded as traffic increasesModel groundside, terminal and airside sector systems accurately whilecommunicating improvement ideas of entire system.
ZoEFtIG
m. lara Karfed, internatona eona sae manaer
28446 erreen lane, sa, CA 91390
e: (661) 977-2231, Fax: (407) 333-8008
web: .zoeft.coZoeftig have been a market-leading international supplier of contract furniturefor over 40 years, with major installations of its products on all continentsWe are design-led, market-driven manufacturers of public seating, withstrong emphasis on the passenger terminal market and public waiting areasAll products are of the highest possible quality, rigorously researched and areboth designed and manufactured with due weight given to our environmentaresponsibilities. Services include space-planning, material recommendationproject planning and delivery. Based in North America (Chicago, Illinois)and Europe (Bude, England), with regional representation globally, equipsus well to offer clients and specifiers alike assistance and advice with theirseating requirements.
ln 10-06 (OCtOBeR 1, 2010)
Congress passes 16th FAA authorization extension through Dec. 31
Rn 10-01 (OCtOBeR 7, 2010)
NPRM for Safety Management Systems (SMS) at Certified Airports
Published
Legislative News
Regulatory News
CC UpdatesBetween September 2010
and November 2010, ACC
released email supplements
to this publication. These
supplements are also available
at www.ACConline.org.
New Members
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PAM BE has joined Ross & Baruzzini as a Senior Technology Consultant. She will
be working with the Los Angeles World Airports IT Program Management Ofcebased in Los Angeles, California. Ms. Bell joins the rm with 30+ years of experi-
ence in engineering and information technology in aviation. In her most recent role,
Ms. Bell served as a Principal/Technology Consultant for Arup Americas. She has
also served as the IT Systems Director for the Anchorage International Airport. Her
areas of expertise include IT Master Planning, airport technology planning, airport
systems integration, common use facilities, air trafc control facilities and program
management. Ms. Bells experience in project management, strategic planning and
skills in research and experiment design add unique capabilities to the rm.
roBErt DEAny has joined Ross & Baruzzini as Senior Information Technology
Program Manager. He will be working with the Los Angeles World Airports IT
Program Management Ofce based in Los Angeles, California. Mr. Delany joinsthe rm with over 25 years of experience in project management and information
technology. He is committed to business transformation through process consistency,
achievable pragmatic parameters and continuous service quality improvement. Mr.
Delany has a thorough understanding of initiation, development, implementation
and operating strategies for Project Management Ofce processes and governance.
MS. AurA KArFED is the new International Regional Sales Manager, North &
South America for Zoeftig Inc. Zoeftig Inc is headquartered in Chicago and Zoeftig
Ltd, the parent company, is headquartered in Bude, Cornwall in the UK. Laura will
be based in the Los Angeles area ofce overseeing all business development, strategic
management and corporate relations for the transportation markets in North and
South America. She has worked in both FF&E and Passenger Processing for over16 years providing solutions for the transportation market, including airports and
airlines in North America.
StEPEn D. An BEEK, P.D. joined LeighFisher as Chief of Policy and Strategy. In
this newly created position, Dr. Van Beek will have the responsibility for coordinat-
ing policy, strategy, and regulatory advice to clients across all modes and will help
President Nick Davidson and the Executive Management Team launch LeighFishers
new surface transportation practice. Dr. Van Beek has worked in a variety of private,
non-prot, and governmental positions in transportation, including most recently
leading the Eno Transportation Foundation a private foundation focusing on
transportation policy, professional development, and research. Dr. Van Beek will
work out of LeighFishers Washington, DC area ofce located in Reston, Virginia.
On the Move
GrESAM, SMIt AnD PArtnErS comple
a Land Use and Development Options P
(LUDOP) for Dayton International Airp
(DAY). Assessing approximately 650-ac
of airport property, the plan identies o
portunities and restrictions associated w
both Aeronautical and non-Aeronauti
related development, dividing the prope
into three distinct areas. Within the cont
of the plan, GS&P conducted a regio
market assessment, a target industry analyand a supply chain analysis. GS&P also c
ducted an update to the DAY Environmen
Inventory to identify potential environmen
concerns. The purpose of the inventory w
to assist in preparation of an environmen
impact statement by identifying the Natio
Environmental Policy Act (NEPA) impacts t
may need to be addressed. GS&P conduc
field analysis, historical records review
airport staff and regulatory interviews
determine the potential for airport devel
ment to cause environmental impacts t
would require NEPA work in several arincluding but not limited to the follow
categories: air quality, energy suppli
natural resources and sustainable desi
social impacts and water quality. In addit
to work with DAY, GS&Ps Land Plann
division was recently awarded Outstand
Plan Large Jurisdiction by the Kentuc
Chapter of the American Planning Associat
(KAPA). KAPA recognized Louisville Me
Government and their consultant team, led
GS&P, for their work on the River Road Sce
Byway Corridor Management Plan (CM
which lays out a broad range of strateg
and actions to protect and enhance the st
designated Scenic Byway corridor.
And theWinner Is
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GOING GLOBAL continued from page 1
are beginning to engage in their own
aggressive expansion plans.
India plans to increase the number of
commercial air service airports from
80 today to more than 500 over the
next decade. Such an increase will
require Indias air-trafc system to be
transformed to handle two, three or even
four times its current capacity. India
plans to invest over $40 billion in airport
infrastructure to help accommodate this
projected growth. Signicant investment
by lending institutions continues to
drive the need for external program/
construction management services and
management consulting. India also
has a formal agreement for technology
transfer with the U.S. Federal Aviation
Administration.
China is slated to become the second
largest national aviation market in the
near future and plans to add more than
80 civil airports to their aviation system
by the year 2020. China is unusual due
to the high level of private investment
thats available to help support and grow
its aviation infrastructure. Continued
improvement in international relations
and government reforms is making
China an increasingly attractive business
proposition.
Make IsighsOverhead costs associated with researching
new global markets can be challenging for
small to medium size businesses that have
limited resources. Marketing budgets can
easily be exhausted. The reality is there is no
substitute for actual experience in global busi-
ness. To that end, there are several resources
available to help U.S. rms better understand
what it takes to do business overseas, including
protecting intellectual property rights. Some
of the best are:
United States Trade & Development
Agency (USTDA): The mission of theUSTDA is to promote economic growth in
developing and middle income countries,
while simultaneously helping American
businesses to export their products and
services, thereby creating U.S. jobs.
USTDA provides grant funding to
overseas project sponsors for the planning
of projects that support the developmen
of modern infrastructure and an open
trading system.
Overseas Private Investment Corporation
(OPIC):OPIC helps U.S. businesses inves
overseas, fosters economic development in
new and emerging markets, complements
the private sector in managing risks as
sociated with foreign direct investment
and supports U.S. foreign policy.
Department of Commerce (DoC): DoC
helps interested businesses to enter
global markets by assisting in nding
international business partners. They
also help foreign companies nd sup
pliers of products and services within
the United States. There are over 100
local U.S. Commercial Service ofces
spread throughout the U.S. and nearly80 additional ofces in countries around
the world.
U.S. Embassies: U.S. embassies are
often overlooked as potential resources
They can, in fact, assist in several ways
Embassies have departments that help
The mportance of C in the Gloal Marketplace
ne of the chaene facn thoentereted n prn obaaaton-reated bne opport-nte a ack of faart ththe internatona C Aatonranaton (iCA) and t tandardand recoended practce. Forthoe aread orkn oba, thechaene often to kno ho bet
to nterface th the oranaton.
ICAO AT A GLANCEhe internatona C Aatonranaton the oba forfor c aaton that ork toachee t on of afe, ecreand tanabe deeopent ofc aaton throh cooperatonaont t 190 Contractn state(.e.; contre). he oranaton a
created b the Chcao Conenton n1944 a a unted aton specaedAenc and headqartered nmontrea, Canada. it crrentstratec bjecte are:
A. Safe nhance oba caaton afet
B. Sei nhance obac aaton ecrt
c. Evimeal Pei
mne the adere effectof oba c aaton on theenronent
D. Effiie nhance theeffcenc of aaton operaton
E. csise mantan thecontnt of aaton operaton
F. rle f a strenthena oernn nternatonac aaton
heSadadsandremmededPaies (sAP) of iCA arecoped n 18 docent referredto a Annexe.
A Sadad an pecfcatonhoe appcaton reconeda necear for afet or rear-t of nternatona ar naatonand to hch Contractn state confor.
A remmeded Paie an pecfcaton hoe nforappcaton reconed aderabe for afet, reartor effcenc of nternatona arnaaton.
he rht of Contractn stateare f repected th nodcrnaton.
he Aexes of partcar nteretto arport deeopent pecatncde Annex 14: Aerodroe(iCA ter for arport); Annex 16nronenta Protecton; and Annex17: secrt. Annex 14 ncdevoe i Aerodroe Denand peraton; and voe ii Heport. here are ao a ereof ana that prode danceto factate the nfor appca-
ton of sAP (Arport PannnAerodroe Den, Arport serceHeport mana, srface moeentgdance & Contro ste andAerodroe Cer tfcaton).
he three oernn bode ofiCA are:
1)TheAssemblyhch eeteer three ear and ha rep-
By Abeer Khatib, C&S Companies
c o v E r s t o r y
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companies of all sizes to gain insight
into the economic conditions of various
market sectors and to establish contact
with appropriate key decision makers.
State Resources: Individual U.S. states
provide their own assistance programs
for international partnerships.
Chamber of Commerce: The U.S.
Chamber of Commerce is the worlds
largest business federation represent-
ing the interests of more than three
million businesses of all sizes, sectors,
and regions, as well as state and local
chambers and industry associations. For
example, the Georgia Indo-American
Chamber of Commerce (GIACC) seeks
to contribute to the development and
improvement of economic, commercial
and nancial relations between Indiaand the Southeastern United States,
particularly the State of Georgia.
risks csideaisWhile there are several attractive and valid
reasons to enter overseas markets, risks must
be taken into account prior to investing re-
sources and pursuing business internationally.
Entrance into each country has its pros and
cons. Some localities may publish signicant
growth and expansion forecasts, but the
risks involved in doing business may exceed
the benets. Be wary of pursuing business in
countries with unstable governments. Funding
for large aviation projects may be available
under the current regime, but if the regime
is not likely to be in place for the duration
of the project funding could abruptly and
prematurely stop.
It is equally important to be selective when
choosing local teaming partners. Some local
rms may claim to, but not actually be front
runners for projects to attract renowned
international aviation rms and strengthen
their offering.
The myriad of risks associated with interna-tional contracting and payment must also be
considered. Resources to help identify legal
and insurance options and to aid in developing
simplied contracts for doing business globally
are readily available via the invaluable ACC
network of agency and member rm contacts.
Strategic, operational, technological, environ
mental, nancial, and intellectual property
rights risks are also noteworthy.
To use an antiquated aviation term, although
the yield of international contracting usually
exceeds the risks, wise companies will invest in
the preparation of a risk assessment analysis of
each country before jumping in with both feet
clsiGlobalization is not coming it is here to
stay. If a company can leverage the resources
available, prepare a risk analysis, and keep
expectations in check, doing business glob
ally is one of the best ways to diversify and
expand.
reentate of a contractntate eet a the oerenbod to ree the ork of theoranaton n deta, et pocfor con ear, and ote on atrenna bdet.
2)TheCouncilhch co-pred of 36 tate eected b theAeb for a three-ear ter.he Conc the oernn bod
of iCA; t adopt standard andecoended Practce (sAP)a Annexe to the Conenton.he Conc ated b theAr aaton Coonon technca atter, the Arranport Cottee for eco-noc atter, the Cottee onJont spport of Ar aatonserce, and the FnanceCottee; and
3)The Secretariat hch headed b the secretargenera, and ncde the Araaton Brea (hchncde the Aerodroe, Arote and grond secton),the Ar ranport Brea, theechnca Co-operaton Brea,the lea Brea, and the Breaof Adntraton and serce.
ACC/ICAO INTERFACEin ma 2010, ACC internatonaCottee Char stee Peterth Jacob and ACC PredentPaa Hochteter et at iCAHeadqarter th the u.s. Aternateepreentate to iCA, meaKehoe; and th the AerodroeChef, yon wan; and to echncaffcer, Joeph K.w. Cheon andDad an de mara, a eber
of the Aerodroe, Ar oteand grond secton of the iCAsecretarat.
ACC a encoraed to ben tonterface th iCA on a techncaee b nfora partcpatna an nted technca ador toiCA orkn rop and pane.h enabe ACC to deontratet ae to iCA eber. it a
ao eted that ACC eet thArport Conc internatona (ACi)and the internatona Ar ranportAocaton (iAA) ho crrenthod berer stat th iCA.
nce ACC ha deontrated tae to iCA, fora tep to obtanberer stat be an opton,an the ACC eberhpcontne to pport th ntate
and the reorce to pport ch apreence n montrea are feabein the eante, ACC eber beneft b becon ncreanfaar th iCA and ce era.
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7/28/2019 Airport Consulting - Winter 2010-2011
18/208 Consulting,Win 2010/11
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ACC Institute Events
TMEFRME CURSE TTE CT TbD
1st Quarter 2011 irports GS Workshop Central US
1st Quarter 2011 ireld Pavement Maintenance, Repair & Rehailitation Salt ake City, UT
Spring 2011 irport Pavement Design & Evaluation Workshop TbD
June 2011 irport Project Delivery Summit Western US
Fall 2011 CC/C-/F EP Workshop Eastern US
Fall 2011 CC/C-/F Planning Course Eastern US
ACC Institute Webinars
ovemer 22, 2010 Sustainale Master Plans and irport Sustainaility Plans
January 8, 2011 Designing ireld Pavements
Feruary 10, 2011 Designing ireld Pavements
More courses are anticipated. Stay tuned to www.CConline.org for updates.
ooking ahead
a c c E v E n t s
For more information email T.J. Schulz, ACC: [email protected].
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By Christopher OShaughnessy, Thompson Hine
ew Focus on Davis-bacon
Wth nprecedented crtn oerthe federa fndn proded forcontrcton project throh the
Aercan ecoer and enetent Act(AA), copance th the Da-Bacon Act 1 ben crtned ore coe than eer. Athe Departent of labor tep p enforceent,federa fnded contrcton project are anefed for the nprepared. Arport contractorhod be extra ant reardn Da-Baconreqreent and enre the rean copant.
he Da-Bacon Act reqre contractor tobt t eek certfed paro report (a ea t bcontractor paro report) to the projectoner. wth bon of federa doar recent
neted n contrcton, the oernent hatepped p t effor t to netate and enforcecopance th thee reqreent. in fact, acontractor a proected b the Departentof labor for t bon of ncopete andfae paro certfcaton on a federa fndedcontrcton project.
in U.S. ex rel. Wall v. Circle Construction, LLC,700 F. spp.2d 926 (2010), a u.s. Dtrct Cortjde deterned that a contractor oated theDa-Bacon Act and the Federa Fae CaAct (FCA) b fan to enre that t eectrca
bcontractor pad Da-Bacon ae to teectrca orker and b fn fae parocertfcaton th the oernent. he jderanted ar jdent to the oernentand ordered the contractor to pa trebe daaeof $1.6 on p cot.
in the ndern project, the defendant contractedth the u.s. Ar to contrct bdn atthe For t Capbe tar fact n Carke,enneee. he contractor a contracta andtattor obated to pa t eectrcan accord-n to Da-Bacon ae. hee obatonreqred the contractor to: a) enre that perondon eectrca ork ere pad a eectrcan; b)enre that t bcontractor coped th theDa-Bacon Act; and c) enre that the parocertfcaton ere btted and ere copeteand accrate. Drn the project, the contractorbtted t eek paro certfcaton tothe u.s. Ar. when the repreentate of theDepartent of labor ater reeed the contrac-tor certfcaton, 62 naccrace or fae paro
certfcaton ere fond. he contractor faed tot t eectrca bcontractor on t paro, ddnot bt a eparate paro certfcaton for teectrca bcontractor, and pad t eectrcane than the Da-Bacon reqred ae. Bfna copeton of the project, the oernentpad the contractor $553,807.71 for eectrcaork that a ether fae certfed or not par tof an paro cer tfcaton at a.
ecke dreard of contract proonfor paro certfcaton ffcent for FCAabt becae FCA abt doe not reqre a
pecfc ntent to defrad. A a ret of the faecertfcaton, the cort ordered the contractor topa three te the oernent acta daaeof $553,807.71 (the tota aont pad prantto the contractor fae paro certfcaton) or$1,661,423.13 p cot.
Athoh contractor and bcontractorare hnr for ne ork, the t edcatetheee on the trct reqreent contanedn the Da-Bacon Act and the Fae Ca Acor rk the ero penate poed b thoea. Paent appcaton and chane ordert be crtned before bon a thereare eere coneqence that are ben enforcedth ncrean freqenc. moreoer, contractorn federa fnded project t atch oether bcontractor a oner and cort hod the abe for ther acton or nacton
a f t E r a l l
1 The Davis-Bacon Act applies to any federally
funded construction contract in excess of $2,000
and was expanded to projects funded in whole oin part by ARRA funds (with few exceptions). The
Davis-Bacon Act requires government contractor
to pay the prevailing wages set by the Secretary o
Labor to employees on government projects. Unde
the Davis-Bacon Act, these government contract
must include stipulations that the contractor o
subcontractor shall pay its employees the wag
determinations listed in the contract and tha
the contractor and subcontractors must furnish
weekly payroll certication of wages paid to each
employee for that week. 40 U.S.C. 3142(c) and
3145. Moreover, the prime contractor is responsible
for the submission of payroll by all subcontractors
29 C.F.R. 5.5(a)(3)(ii)(A).