AirportConsulting Fall 2009

Under the D/B delivery process, the design and construction phases are combined into or in one contract that is awarded to a single entity, usually a joint venture made up of consultants and contractors. The design fi rms’ and sponsors’ roles may be signifi cantly dif-ferent in D/B projects compared to traditional design/bid/build (D/B/B) projects. These role changes can create signifi cant oppor-tunities for airport consultants and project sponsors, but they can also pose challenges and risks.

Pros and Cons of Design/BuildThere are numerous reasons why more airport owners are considering design/build for their projects. Primarily, sponsors hope to achieve certain benefi ts from using the D/B method, including:

Potentially reducing construction duration • and associated delays;

Providing a single point of accountability for • the owner, along with the ability to complete complicated projects without increasing staff size;

Transferring some of the project risk away • from the owner to the D/B entity; and

Fostering innovations and effi ciencies in the • design and construction process.

However, owners must carefully consider whether a project is suitable for a D/B ap-proach. Ideal D/B projects are reasonably complex, giving the D/B team opportunities

page 10

HIGHLIGHTS FROM THE ACC/FAA/TSA SUMMER WORKSHOP SERIES

Fall 2009

page 6page 4

FACILITY ACTIVATION:ENSURING A SEAMLESS TRANSITION

See DESIGN/BUILD on page 16

DESIGN/ BUILD PROJECTS

OPPORTUNITIES AND RISKS FOR CONSULTANTS & OWNERS

Airports across the country have

recently scaled back their capital

programs due to budget cuts and

decreased airline capacity. Still,

many airport owners are seeking

ways to get their projects built faster,

and the design/build (D/B) method

is gaining more attention in North

America.

ConsultingA Quarterly Publication of the Airport Consultants Council

David K. Hein, P. Eng., Vice President, Transportation, Applied Research Associates, Inc.

INTEGRATING SUSTAINABLE OBJECTIVES IN AIRPORT MASTER PLANS: A CASE STUDY

2 Consulting, Fall 2009

We spend our careers, or a good part thereof, in aviation because we enjoy feeling part of an extended

“family.” We form relationships and, sometimes, life-long friendships with fellow consultants, airport leaders and other aviation professionals. During our aviation careers, many of us will experience a phenomenon that lies at the heart of why we chose to work in this industry in the first place.

At various times during our careers, we will each compete with, team with and, perhaps, even work for other “family” members. In ever-increasing instances, a single member of this family will at some point be a competitor, then a teammate, a client and even a boss. If ever the expression “don’t burn your bridges” has meaning, it surely applies here.

During my 30-year career, I’ve experienced this phenomenon more times than I can count. I gain great satisfaction in seeing the young professionals who I’ve befriended or mentored develop into leaders in their own right, whether they’ve stayed with my company, become a client, or, even joined a competitor. Not only does this type of legacy provide personal satisfaction, it brings great value to our industry.

I’ll readily admit that it didn’t start this way for me and I suspect the same is true for many of you.

I started out as a green (and not in today’s sustain-able lingo) airport planning consultant with a drive to win every project, a “take no prisoners” desire to beat every competitor, and a focus on making sure the best technical solution was the plan for the future. However, along the way of working toward that overriding goal of winning work, I learned the value of teaming, the satisfaction of mentoring staff, and the reality of politics. Most importantly, I made some wonderful friends.

I even learned humility.

Now, I look back with great pride at my former em-ployees who serve as aviation industry leaders – and, at times, I find myself having to “win them over” to be successful on their projects. I’ve always worked hard to be fair with colleagues and employees, even when it meant ending their employment with my firm. While I knew a civil parting was best for both parties, I also had a sense that, down the road, I might work with them again in a different relationship.

I have worked and continue to work with some out-standing people. I sought out good mentors along the way and was fortunate to find them. I’ve invested time in organizations like ACC, an important facilitator of our “family,” to help me meet and work alongside outstanding fellow professionals. The relationships I’ve cultivated have formed the basis for my teaming and hiring decisions time and time again.

At this stage of my career, I’m focused on using experi-ence to add value to my clients and their organizations. I’m more motivated than ever to “give back” to the family and industry that has been so good to me.

I hope to serve as a role model for up-and-coming aviation professionals. In the coming months, I’ll share details about another “give back” initiative I am helping to create.

So, why am I telling you all this? Because, whether you realize it yet or not, you are a valued member of the aviation “family.” Treating people – colleagues, competitors or clients – with respect is tried and true advice that I promise will provide you an excellent return on your career investment.

Mutual respect truly represents the spirit of ACC and what this organization and industry are all about. I will continue to work hard as the ACC Board of Directors chair this year to strengthen our “family” and help our organization advance in its mission.

Our Aviation Family

Evan Futterman

Futterman Consulting, Inc.

ACC 2009 Board of Directors Chair

E x E c u t i v E u P d a t E

Cover Story

1 Design/Build Projects: Opportunities and Risks for Consultants & Owners

By David K. Hein, P. Eng., Vice President, Transportation, Applied Research Associates, Inc.

Special Feature

4 – 5 Facility Activation: Ensuring a Seamless Transition

By Kenneth Brammer, Vice President, Delta Airport Consultants, Inc.

Consultant Perspective

6 – 7 Integrating Sustainable Objectives in Airport Master Plans: A Case Study

By Charlie McDermott, LEED, Manager, Planning Department and Courtney Armbruster, LEED, Communications Specialist, C&S Companies

A Quarterly Publication of the Airport Consultants Council

Fall 2009

3

Consulting

EDITORT.J. Schulz

AirportConsulting is published quarterly. The next issue will be distributed in

November. For advertising information, contact Emily VanderBush at 703-683-5900.

Please send your feedback, comments or suggestions to the editor at: Airport Consultants Council,

908 King Street, Suite 100, Alexandria, VA 22314, or e-mail [email protected].

©2009, ACC

AirportConsulting

ACC 2009 Board of Directors

Paula P. HochstetlerPresident

T.J. SchulzVice President

Sharon D. BrownDirector, Programs and Finance

Emily VanderBushCoordinator, Marketing and Membership

John B. ReynoldsCoordinator of Communications

ACC Staff

…bringing experts together

Inside This Issue

8 – 9 Member SpotlightsThis issue highlights ACC Executive Member Faith Group, LLC and ACC Associate Member Analogic Corporation.

10 – 11 ACC Events — Photo Review• ACC/FAA/TSA Summer

Workshop Series• Security Technology Day

12 Out & About with ACC

14 – 15 ACC Members• New Members• On the Move• And the Winner Is• ACC Updates

16 – 17 Cover Story(continued from page one)

Design/Build Projects

18 ACC Events

19 Spotlight ACC Institute Upcoming ACC Training Events

20 After All...QBS for Contractors?

CHAIREvan Futterman

Futterman Consulting, Inc.

VICE CHAIRRonald L. Peckham, P.E.

C&S Companies

SECRETARY/TREASURERTerry A. Ruhl, P.E.

CH2M HILL

IMMEDIATE PAST BOARD CHAIRMichael J. DeVoy, P.E.

RW Armstrong

BOARD OF DIRECTORSMichael R. Arnold, LEED AP

ESA Airports

Thomas B. DuffySafegate Airport Systems, Inc.

Michael K. Kluttz, P.E.Robert and Company

Carol Lurie, LEED AP, AICPVanasse Hangen Brustlin, Inc.

Enrique M. MelendezJacobs

A. Bradley MimsParsons Brinckerhoff

Stephen M. PelhamReveal Imaging Technologies, Inc.

David G. Peshkin, P.E.Applied Pavement Technology, Inc.

Susan PredigerCAGE Inc.

www.acconline.org

STAY CURRENT ON ACC NEWS

Subscribe at www.ACConline.orgFollow ACC on Twitter @ACC_HQ

t a B L E o F c o N t E N t s

Consulting, Fall 20094

Successfully navigating to facility occupation is all about planning ahead and fostering interaction and organization among all stakeholders. Certain activation strategies can enhance this transition and ensure overall project success.

The Role of Activation in Project Planning Even though moving from one facility to another is common practice, the general process of activating a facility does not always seem as clearly defi ned as other project roles such as program management, construction management, commis-sioning and quality acceptance. The literature describing activation is sparse, and generally accepted practices for airport facility activation are not standardized. Not surprisingly, on a complex project, what’s required to successfully activate a facility can vary signifi cantly.

The fi rst step is for the owner to determine whether a project is complex enough to require an autonomous activation effort. This is in part based on the number of players and disparate organizations involved. If the project is complex enough, activation needs to be incorporated early into the project development structure.

The facility activation process begins at project planning. Preparing and coordinating airport operator activities for a timely transition, and the full operation of a new facility upon the completion of construction, are important elements. Specifi c components of activation planning are:

Identifying steps to get ready to move into the new • facility,

Training the facility maintenance crew,•

Talking to the tenants about their plans for fi t out of • their future space, and

Creating preventive maintenance schedules and • operational plans.

Central ConceptsKey concepts relating to existing organizational structures, empowering appropriate leaders, future facility occupants and activation-related costs are crucial to facilitating a benefi cial activation process.

Work through the existing organizational structure.The expertise to actually activate a project, in most cases, already exists either on airport staff or among the future facility occupants. Therefore, activation teams or working groups should be mostly comprised of available personnel, each of whom can represent the interests of their respective organizations.

Empower a leader to solicit input and orchestrate decision-making across organizations by creating teams. Ideally, an activation coordinator should be

By Kenneth Brammer, Vice President, Delta Airport Consultants, Inc.

he amount of time to plan, design

and construct a major new airport

facility is usually measured in

years, yet a clumsy transition to

facility activation can quickly taint

years of hard work. Construction

can be a smashing success, but

if the occupiers of the facility are

unable to move in, operate and then

maintain the facility, the project will

likely receive unfavorable reviews

and will most certainly result in

increased costs for the owner.

T

ENSURING A SEAMLESS

TRANSITION

Facility Activation

s P E c i a L F E a t u r E

www.acconline.org 5

designated and focus on the activation task rather than other design, construction or operating functions. There are various ways to empower the activation coordina-tor. One is to establish the position as a direct subordinate to the operator of the facility, such as the airport manager. The coordinator has to establish cohesive teams and working groups comprised of people who report to different organizations and have different objectives.

Ensure that various organizations represented on the activation teams understand that it is up to them to do the work. The activation coordinator and the activation team provide organization and direction, but the actual activation is carried out by the groups who will occupy the new facility.

Establish a funding source to support activation efforts. Most airports do not have someone on staff with enough time to be an activation coordinator for a complex project. Therefore, the position of activa-tion coordinator becomes a project-related cost and should be budgeted and funded accordingly.

The people involved with activation, especially the activation coordinator and the activation team, need to take an expansive view of the project. They should get involved in the total breadth of project scope since they will be impacted during the longer term project life cycle.

Keys to SuccessChances for a successful activation of a facility can be increased if those involved in the activa-tion process keep in mind a few keys to success.

Think Like the OwnerMembers of the activation team will have to make a conscious effort to acquire the owner’s thought process. Thinking like the owner helps establish an understand-ing of why the project is being built and the thought process behind the design. Involvement in the planning and design process can be very valuable for the project activators.

The Activation Coordinator Is Not the “Show”It’s important to remember that the stage must be shared with operations and main-tenance (O&M), plus the groups who are designing, building, and occupying the facility. The activation team should observe the construction process, not manage it. The activation team should provide input when they see something happening that will impact their ability to use the facility for its intended purpose. It is the activation team’s job to get the right O&M personnel actively involved when the project moves into the commissioning, testing and comple-tion phases.

Learn the Players The activation coordinator and the activa-tion team should be well known to other staff, and all project participants should know who is responsible for the various aspects of activation. The activation team should participate in the design process, go to the construction progress meetings, hold separate activation meetings, and get in front of the management of the various groups involved to provide a status update and solicit activation input. The activation coordinator should figure out the respon-sibilities of the people spread throughout various organizations and determine who makes things happen. Make sure there is an upper management group(s) in place to resolve key issues and make the big project activation decisions.

Facilitate CommunicationOne of the most critical functions of an activator is to make sure the right people are talking to each other. Consider building a communication matrix. Keep everyone on the communication matrix informed. Put documentation tools in place (activa-tion logs, checklists, status reports) and draw people into the activation process by making them part of the information exchange.

Be FlexibleTailor the level of activation activity to fit the project. Every project needs some activation. The less complex projects may

be handled by current airport staff, or with some assistance from the project consultant. Complex projects require a full time activation coordinator with generous support from staff assigned to activation teams to handle the unexpected. A good activation team knows that the best laid plans can go awry. Good contingency plan-ning will prevent some of these things from happening, or provide a way out when they do.

ConclusionThe readiness resulting from good facility activa-tion allows an airport owner to move into facili-ties quickly after construction is complete. This preparedness reduces project-related labor costs and allows early capitalization of the facility.

A successful activation process enables the construction management team to focus on quality and production while the activation team concentrates on incorporating other stake-holders into the planning for facility opening, operations, and maintenance. It facilitates early identification of missing project elements, and provides a way to gracefully put to rest the “nice to have” afterthought requests that seem to follow every project.

The early involvement of O&M personnel in project commissioning, training, and opera-tions and maintenance documentation makes them better prepared for activation. Preventive maintenance programs and service contracts will be ready to go on turnover day.

Airport operations, emergency responders and facility tenants have become familiar with the facilities well before the completion of construc-tion, and through their activation activities have written procedures and accomplished training long before opening day.

Most importantly, smooth startups could well spur evening news reports that include quotes such as, “Today we are watching a seamless transition into a beautiful new facility and pas-sengers are telling us they don’t even realize this is the first day of operation.”

“make sure the right people are talking to each other”


Traditional vs. Sustainable Master PlansTraditionally, FAA-funded airport master plans require a series of elements to address environmental awareness, including an analy-sis of the environmental impacts of proposed projects like runway extensions and the re-moval of obstructions. The sustainable objec-tives incorporated into the Ithaca Tompkins master plan take environmental considerations beyond just impact analysis, making sustain-ability a core objective. The Ithaca project applies sustainable principles and practices to everything from airport operations and main-tenance practices to the selection of materials for capital improvements.

The airport is already engaged in a number of sustainable practices, including energy-effi cient fi xtures and composting of food waste by cafeteria vendors. But Tompkins County, owner of the airport, has also established a goal of reducing greenhouse gas emissions in the county by at least two percent of the 2008 level for each of the next 40 years, achieving at least an 80 percent reduction by the year 2050. The airport’s master plan will address the county’s goals to reduce energy and fuel use, and water consumption as well.

To incorporate sustainability into the tradi-tional airport master plan process, sustain-

ability goals and targets will be established at an initial partnering session. Areas to be addressed include:

Air quality• Carbon emissions inventory• Waste management/recycling• Landscape and natural resource • managementNoise abatement• Surface transportation management• Water quality protection and water • conservationFacility management and operations•

An initial sustainability baseline assessment will be performed to determine how the airport is currently performing in each of the above areas. From that assessment, goals for improvement will be set and procedures will be developed to help the airport achieve those goals. Additionally, sustainable features will be evaluated as part of each development alternative shown in the master plan.

Due to this expanded scope, the FAA has agreed to provide Airport Improvement Program (AIP) funding for both the traditional airport master plan and the full integration of the sustainable objectives into the master plan. The FAA is providing 95 percent of the total funding while the State of New York

c o N s u L t a N t P E r s P E c t i v E

thaca Tompkins Regional Airport in Ithaca, NY, is making a name

for itself by becoming the fi rst FAA-funded airport master plan

that fully incorporates sustainability into the planning process.

Located in a community known for its support of environmental-

ism, along with access to the world-class sustainability research

and educational resources of nearby Cornell University and Ithaca

College, this innovative project was a natural fi t. The FAA also recognized

the value of fully integrating sustainable objectives into the airport master

plan and funded the project to enable the expanded scope to be achieved.

Integrating Sustainable Objectives in Airport Master Plans

IBy Charlie McDermott, LEED, Manager, Planning Department and Courtney Armbruster, LEED, Communications Specialist, C&S CompaniesBy Charlie McDermott, LEED, Manager, Planning Department and Courtney Armbruster, LEED, Communications Specialist, C&S Companies

A CASE STUDY

www.acconline.org 7

and Tompkins County are each paying 2.5 percent.

Overall, Ithaca’s sustainable objectives will result in an airport master plan with an improved and greater focus on making the airport a healthier place for people and the planet.

New Levels of CollaborationIn an unprecedented collaboration, students at Cornell University, a recognized world leader in sustainability, were given an opportunity to be involved in a real-world sustainable project. Nearly 40 students made airport sustainability their semester-long project by signing up for two classes. The fi rst class “Environmental Stewardship in the Cornell Community,” a course in the Science of Natural and Environmental Systems depart-ment, investigated diverse sustainability topics, including landscape management, food sources and waste management, public transportation, energy effi ciency and on-site generation of renewable energy. The second class, “Ecological Literacy,” in the Design and Environmental Analysis department, investigated the possibility of obtaining LEED Existing Building certifi cation for the passenger terminal and CFR building. The students worked in six groups covering

each area of LEED—sustainable sites, water effi ciency, energy and atmosphere, materials and resources, indoor environmental quality, and innovation and design.

The airport manager, project consultant and others involved in the project made multiple presentations to both classes about the airport and airport master plans. During the semester, students made numerous fi eld trips to the airport and corresponded with the project team. A project website was developed with downloadable documents and useful links for the students to use in their research.

At the end of the semester, students presented their detailed reports to the project stake-holders, including members of the Cornell community. The results of the students’ studies will be incorporated into the fi nal master plan report, as applicable. Students are expected to share their study results with the public during the many planned public participation sessions. Beyond their contribution to the master plan project, having students involved in this groundbreaking project was a unique opportunity to introduce a group of talented young adults to the aviation industry.

Public involvement will continue throughout the project, which is scheduled to kick-off in

September 2009 with completion anticipated by early summer 2010.

ConclusionWhile many airports have invested in sustain-ability projects and developed sustainability guidelines, the concept is now being fully integrated into the airport master planning process. Tompkins County and Ithaca Tompkins Regional Airport hope that by tying these principles directly into the master plan, a roadmap will be created to help the airport reduce its carbon footprint. The airport and county also anticipate that this airport master plan will be an example of best practices for the FAA as guidelines and regulations are de-veloped for applying sustainability principles to other airport projects.

“Mounting evidence about climate change brings with it urgency for all of us to protect the environment for future generations,” explains Airport Manager Robert Nicholas, “Through this initiative I hope that we can do our bit and perhaps set an example for other airports to follow.”

ITHACAIthaca Tompkins Regional Airport: a sustainable act to follow.

Images courtesy C&S Companies


Faith Group, LLC was established fi ve years ago as a consulting fi rm focused on the planning and design of security, safety and information technology systems for aviation

facilities. Faith Group provides services that include developing Security and information technology (IT) master plans, design documents, request for proposals and construction services at over thirty-fi ve airports across North America and overseas.

Prior to starting the fi rm, co-owners Faith Varwig and Wendy Wilke each had over 20 years of experience in aviation security and information technology programs. Their vision for Faith Group was to not only provide quality systems engineering, but also focus on planning for the operational and business processes that must be identifi ed prior to designing and apply-ing technology to an airport environment. By working with clients directly in this critical part of the process, Faith Group provides “as-is” and

“to-be” business analysis coupled with sound engineering practices to meet the varied needs of their clients.

Since its inception, Faith Group has evolved and diversifi ed its consulting services to include Safety Management System (SMS) plans at four FAA pilot airports, development of business pro-

cesses and technology systems for consolidated command and control facilities, shared tenant services analysis, emergency management plan-ning, and policy and procedure development. Faith Group developed a Concept of Operations Plan for the Sacramento County Airport System which involved the procedures for relocating the airport and its operations in the event of a major fl ood emergency.

Faith Group was recently selected by the Transportation Research Board to write a Primer for Information Technology Systems at Airports. The primer will be used by airport executive management and the information technology professional in order to facilitate mutual understanding of each other’s perspec-tives of fundamental considerations regarding IT at airports.

Faith Group is the prime consultant on numer-ous on-call contracts at major airports where they act as an extension of staff, providing consulting services ranging from day-to-day IT and security issues to providing major design documents for systems implementation. On-call services contracts demand that the fi rm have far reaching staff capabilities to be able to respond to a variety of tasks such as developing a time-keeping project management system used to manage a large airport IT staff and their

numerous internal projects, to developing RFPs for systems such as an Aeronautical Information DataBase (AIDB) or Access Control system.

Faith Group employs seasoned professionals with hands on experience in all aspects of airport operations. Staff members are board certifi ed by the American Society of International Security, (ASIS) as Physical Security Professionals and have participated in the RTCA, the Committee responsible for updating the “Standards for Airport Security Access Control Systems” (DO-230). This authoritative knowledge of airport security benefi ts airport security programs by providing the correct application of technol-ogy for regulatory compliance. Staff have also contributed to the Building Industry Consulting Services International (BICSI) Electronic Safety and Security Design Reference Manual (ESSDRM) used by consultants worldwide to aid in their design of electronic security systems.

Faith Group is a Women Owned Business En-terprise and Disadvantaged Business Enterprise in over 15 states and municipalities.

Prepared by Wendy Wilke, Principal, Faith Group, LLC

FAITH GROUP, LLC

14 Arbor RoadSt. Louis, MO 63132Tel: 314.991.2228Fax: 314.991.2268E-mail: [email protected]: www.faithgroupllc.com

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 E r

9www.acconline.org

There is little doubt that airline pas-sengers continue to be vulnerable to threats concealed in carry-ons and checked baggage. The complexities of liquid threat detection and new

weapons or explosives that are increasingly diffi cult to identify make the need for aggressive detection methods more acute.

The solution to these challenges can be addressed in part through the capabilities of threat detec-tion technologies incorporated into Analogic aviation security systems.

Analogic is a $400M+ growth-oriented, high-technology signal- and image-processing com-pany, enabling some of the most sophisticated medical imaging and monitoring, aviation security and industrial systems in the world.

Analogic aviation security systems contain the most advanced computed tomography (CT) technology available, based on over 35 years of medical imaging experience, for detecting both current and evolving threats at baggage and passenger security checkpoints. Analogic CT systems scan an entire bag in one pass, creating hundreds of X-ray slices, compared to conventional X-ray systems that create only one, two, or three images. A powerful reconstruction computer then creates a 3-D image of the bag’s

contents. Even at higher detection standards, Analogic CT systems have been proven to detect smaller threats with lower false alarm rates. Analogic imaging systems meet the current aviation security needs of airports worldwide. In fact, with over 900 L-3 branded eXaminer 3DX Volumetric CT Explosive Detection Systems (EDS) installed in 26 countries, Analogic leads the aviation security industry in detecting threats in checked baggage.

With a new generation of CT systems designed specifi cally for checkpoint applications, Analogic is now extending CT capability beyond the checked baggage realm. Analogic OnGuard™

Checkpoint CT systems are proven to identify hidden threats with more precision and predict-ability and fewer false alarms.

OnGuard CT streamlines the checkpoint screen-ing process with faster passenger facilitation as well. OnGuard systems have been proven to surpass current passenger throughput levels by an average of 20 percent by eliminating the need to remove laptops and liquids, and reducing the need for rescans and secondary searches.

The soon-to-be-introduced OnGuard Streamline Checkpoint CT system is a signifi cant break-through, integrating unsurpassed detection capabilities with low false alarm rates. With a

surprisingly small footprint, false alarm rates of less than 8 percent and a simple user interface, this new system is projected to provide four times the detection effectiveness of the dual-view Advanced Technology (AT) systems currently being deployed in airports in the U.S.

The OnGuard Checkpoint CT series also in-cludes two other systems: the OnGuard DualUse, which can be used for both checkpoint and checked baggage applications, and the OnGuard Cobra, the very fi rst security system to link Checkpoint and CT.

Analogic Volumetric CT technology is the most advanced method available for enabling security offi cers to detect threats quickly, intelligently, and unobtrusively, while keeping passengers and their belongings moving quickly, safely and securely to the their ultimate travel destina-tions.

ANALOGIC: better threat detection for a safer world.

Prepared by Tim KrzyzanowskiVice President — Global Sales, Analogic Corporation

ANALOGIC CORPORATION

8 Centennial DrivePeabody, MA 01960

Tel: 978-326-4000Fax: 978-977-6879

E-mail: [email protected]: www.analogic.com

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


JULY 15 – 16, 2009 // ARLINGTON, VA: Topics, including a new

administration and agency transition, Economic Stimulus funding

and disbursement, SMS at airports and emerging technologies

drew attendees to the ACC/FAA/TSA Summer Workshop Series.

Strong attendance and interaction reinforced the importance of

this premier event as a platform for discussion between industry

professionals and their agency counterparts in Washington, DC.

FAA Acting Associate Administrator for Airports Kate Lang, and

TSA Acting Director, Office of Security Technology Robin Kane

set the event in motion by offering unique agency perspectives

concerning the consultant community’s most pressing concerns.

Reflecting unprecedented collaboration, all 24 sessions featured

both ACC members and agency officials.

AGENCY REPS(Left to right) Evan Futterman, Futterman Consulting, Inc., ACC 2009 Board of Directors chair; Kate Lang, FAA; Robin Kane, TSA; and Paula Hochstetler, ACC President.

ACC/FAA/TSA Summer Workshop Series

a c c E v E N t s P H o t o r E v i E W

EVENT LEADERSHIP(Left to right) Wayne Seiler, All About Pavements, Inc., Summer Workshop Series committee vice chair; Mark Koester, Stantec Consulting, Inc., Summer Workshop Series committee chair; and Evan Futterman, Futterman Consulting, Inc., ACC 2009 Board of Directors chair.

SMS-PERTSJoanne Landry, Landry Consulting (second from left), and her panel of SMS experts (left to right) Kevin Vandeberg, Barge Waggoner Sumner & Cannon, Inc; Keri Spencer, FAA; Chet MacMillen, FAA-ATO; and Mike O’Donnell, FAA.

SMS-PERTS

WATCH AND LEARNHeidi Ann Benaman, Faith Group, LLC, provides the facts in her session, “Runway Incursion Reduction & Layout Planning.”

AGENCY REPS

11www.acconline.org

During the Summer Workshop Series, ACC presented the 2009 ACC Agency Best Practices Award to two Federal Aviation Administration (FAA) Regional Managers: LaVerne Reid and Mark McClardy. The award recognizes agency representatives who have shown a spirit for streamlining, gone above and beyond to cooperate with stakeholders, exemplified teamwork, initiated or taken part in innovative projects, remained flexible and worked to benefit all involved.

LaVerne Reid, airports division manager of the FAA New England Region, was presented the award in recognition of her vast experience, exemplary leadership, and reliability to the consultant community to effectively improve airport development throughout the New England region.

Mark McClardy, airports division manager of the FAA Western Pacific Region, was presented the award in recognition of his commitment to open communication, common understanding and the best interests of all stakeholders in order to create positive change in FAA’s largest geographical region. McClardy was unable to attend the Summer Workshop Series. His colleague Raymond Chiang accepted the award on his behalf.

The recipients of the award are nominated by ACC members and committees.

NEW ENGLAND’S BEST2009 ACC Agency Best Practices Award recipient LaVerne Reid, FAA New England Region (right); and award pre-senter Charlie McDermott, C&S Companies.

AGENCY EXCELLENCE(Left to right) Charlie McDermott, C&S Companies; Raymond Chiang, FAA San Francisco ADO; LaVerne Reid, FAA New England Region; Paula Hochstetler, ACC President; and Evan Futterman

Futterman Consulting, Inc., ACC 2009 Board of Directors chair.

ACC Agency Best Practices Award

SECURITY COLLABORATIONSusan Prediger, CAGE, Inc., ACC 2009 Board of Directors; Bob Cammoroto, TSA; Paula Hochstetler, ACC President

SECURITY TECHNOLOGYDAYFriday, July 17, 2009

For the first time, the ACC held a Security Technology Day with the TSA that included 16 TSA panelists who discussed baggage, passenger, cargo, advanced surveillance, and other specialty areas from the Office of Security Technology (OST). Over 150 attendees were present. The TSA recognizes the need to improve technical outreach with private industry representatives and shared information on current and future security programs, spending plans and projects, and emerging technologies. Questions asked of the Director of TSA Office of Acquisitions (ACQ) and Manager of ACQ Small Business Office were particularly relevant to the industry during these challenging economic times. Clarifications made during the event included:

Systems Integration contract ➤ award is imminent.

Engineering Services contract ➤ is expected to be awarded by the end of FY09.

Test & Evaluation contract ➤ is expected to be awarded in the 1st quarter of FY2010.

The application process for the ➤ EDS Baggage Screening Program (EBSP) funding will be rolling for the foreseeable future. Funding award is determined based on an air-port’s readiness to begin a project; how much the airport is willing to pay, the airport’s application package score and the airport’s Airport Prioritization Model (APM) ranking.

Cargo Screening Goals for equipment qualifications ➤ include an interim list of qualified technologies to be published in September 2009; ETD, AT, and X-ray- March 2010; EDS- August 2010

This unprecedented event was held on July 17, immediately following the ACC/TSA/FAA Summer Workshop Series in Arlington, VA.

A link to the complete set of TSA notes/ clarifications is expected to be provided to attendees by October 2009 and a follow-up TSA technical outreach event is expected to be held in early 2010.

Successful First Security Technology Day


ACC Briefs Industry Group on Airport Project Streamlining

ACC Vice President T.J. Schulz was invited to brief the

Washington DC Women in Transportation (WTS) organization on

federal aviation program initiatives that streamline transporta-

tion project delivery. Schulz discussed environmental streamlin-

ing provisions in FAA authorization bills, the use of alternative

project delivery methods for airport projects, and Public-Private

Partnerships and privatization efforts. Other participants

included senior staff from the Federal Highway Administration

and Federal Transit Administration.

o u t & a B o u t W i t H a c c

TRB/ACRP — Woods Hole

In July, ACC President Paula Hochstetler

joined the TRB ACRP Oversight Committee

(AOC) in a meeting in Woods Hole, MA.

During this meeting, the AOC selected the

problem statements that will be funded

in FY 2010 from the more than 200 that

were submitted by the industry. Ultimately,

the AOC decided on 30 research projects

totaling more than eleven million dollars.

Airports Going Green Conference

ACC Vice President TJ Schulz gave a presentation on the Sustainable Aviation

Guidance Alliance (SAGA) at the Airports Going Green Conference, August 5 – 7,

2009 in Chicago, Illinois. The goal of SAGA is to develop and promote comprehen-

sive guidelines on sustainability practices at airports.

Habitat for Humanity

ACC Staff spent a day in July volunteering at a Habitat for

Humanity ReStore. ReStores, which sell donated goods at

a fraction of the retail price, provide an environmentally

and socially responsible way to fund Habitat for Humanity

community improvement work.

Allow your message to TAKE-OFF

Advertise in ACC’s 2010 Membership Directory

Now taking reservations.

For more info… Please contact John Reynolds, Coordinator of Communications,at [email protected] or at 703-683-5900.

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Executive MembersROBERT E. DAVID & ASSOCIATESMr. Robert E. DavidPresident1008 Fetherston CourtFredericksburg, VA 22401 Tel: (540) 479-1818Email: [email protected]: www.robertedavid.comRobert E. David & Associates provides a wide range of services to airport operators on federal airport safety requirements, operational practices, and airfield design. Services include interpreting federal safety requirements, preparing airport certification manuals and revisions, developing initial and recurrent training programs on airfield safety, identifying procedures and measures to reduce runway incursions, analyzing runway safety area alternatives, preparing necessary documentation to support modifications to federal standards, and developing safety man-agement systems.

METRON AVIATION INC.Mr. Mike GundlingChief Marketing Officer45300 Catalina Court #101Dulles, VA 20166 Tel: (703) 234-0852Email: [email protected]: www.metronaviation.comComprehensive consulting services including analysis of and software development for distrib-uted and collaborative planning systems, airline operations control systems, route congestion, air traffic constraints, airport noise, and surface movement optimization.

Associate MembersSIMTRA AEROTECHMr. Fin BonsetDirector, North America & Caribbean2189 S. Kirkman Rd. # 258Orlando, FL 32811 Tel: (321) 440-7440Email: [email protected]: www.simtra.comSimtra is a supplier of software for airport design and operations, amongst others the renowned Pathplanner Software Package.

a c c M E M B E r s

DR. RICHARD SHARP has joined Jacobs Consultancy’s Aviation Division as a Director in the fi rm’s London Offi ce. He is responsible for the development of its fast-growing economic regulation consultancy practice. Most recently, Sharp served as Senior Vice President on the Macquarie airports team, specializing in economic regulation for the airports within Macquarie’s portfolio.

MATT WENHAM has been promoted to service group manager at the C&S Companies. He leads the fi rm’s Great Lakes area operations from offi ces in Cleveland, OH, and Novi, MI. His primary responsibility is serving the needs of general aviation, primary and hub airports in Ohio, Michigan, New York and Pennsylvania. Matt is a member and a past chair of the Airport Consultants Council’s Engineering Committee and has been a technical panelist for the Innovative Pavement Research Foundation (IPRF). He is a licensed professional engineer in seven states and has been with C&S since 1997. He is a graduate of Rensselaer Polytechnic Institute.

ROBERT KOLLER has been promoted to managing engineer in the C&S Companies’ Novi, Michigan, location. Koller joined C&S’s Airport Service Group in 1999 as an assistant engineer. He serves as the lead engineer or project manager for many airport projects, including ongoing projects at Detroit Metro, Willow Run and Canton-Plymouth-Mettetal airports. Koller has also lead the technical and quality improvements for the Airport Service Group at C&S. He is a licensed professional engineer in Michigan, Ohio, and Florida. Koller is a graduate of Clarkson University.

MR. MICHAEL CARR has joined Harris Miller Miller & Hanson, Inc. as a Senior Consultant. Working out of the Sacramento, California offi ce, Mr. Carr will provide noise consulting expertise to HMMH transportation projects. He has more than a dozen years of experience in noise and vibration control and audio/visual systems, and has conducted numerous environmental assessments for industrial, commercial, and residential projects, as well as CEQA and NEPA compliance projects and he is an accomplished user of a wide range of modeling tools including the FAA’s Integrated Noise Model (INM), the FHWA’s Traffi c Noise Model (TNM), and SoundPLAN.

MR. GREG WELLMAN has joined HNTB as National Director of Aviation. Mr. Wellman brings over 25 years of experience to the companies national aviation practice, special-izing in strategic planning, process design, facilities planning, environmental analysis and fi nancial analysis. He will further HNTB’s efforts to meet the challenges facing the aviation industry by working with offi ces nationwide in assisting airport operators with planning and development efforts.

On the Move

15www.acconline.org

ACC Updates Between May and September 2009, ACC released e-mail supplements to this publication. These supplements are also available at www.ACConline.org.

Legislative NewsLN 9-09 (JULY 10, 2009)

FY 2010 DHS Appropriations Bills • Provide Substantial Increase for Aviation Security

LN 9-10 (JULY 17, 2009)Senate Reauthorization Bill Released•

Two-year bill provides $8.1 »billion in AIP$4.50 PFC cap remains in place »

Committee Considers FY 2010 FAA • Appropriations Bill: AIP at $3.5 billion (again)

Regulatory NewsRN 9-02 (JUNE 16, 2009)

FAA Issues Part 139 CertAlert • Update Directing Airports to Conduct Wildlife Hazard Assessments if a Triggering Event Occurred

RN 9-03 (SEPTEMBER 10, 2009)FAA Issues PGL on Oversight/• Inspection of ARRA Construction ProjectsFAA Releases Listing of Equipment • that Meets Buy American Requirements

RN 9-04 (SEPTEMBER 11, 2009)Southers nominated as Secretary for • TSA

RN 9-05 (SEPTEMBER 22, 2009)FAA Clarifies Use of USDA for • Wildlife Assessments

FAA Design Competition for Universities

The Federal Aviation Administration (FAA) recently selected winners for its 3rd annual Design Competition for Universities. Binghamton University — State University of New York, Ohio State University and the University of Southern California captured first place awards; nine other submissions also received awards.

ACC partners with other aviation associations to develop competition guidelines and provide members to serve as advisors and assist in proposal reviews. This unique opportunity challenges students to propose innovative solutions to real world problems and allows them to interface with industry and govern-ment experts.

Mary Sandy from the Virginia Space Grant Consortium announced winners and spoke about the importance of the competition to the future of aviation at the ACC/FAA/TSA Summer Workshop Series in July.

Congratulations to the winners and thank you to all student groups who participated.

FAA Design Competition for Universities3 RD ANNUAL

For more information about the competition, visit the competition’s page on the FAA website: http://www.faa.gov/airports/runway_safety/design_competition.

AVCON, INC. was reselected by the City of Orlando to serve as Continuing Consulting Engineers for Stormwater Engineering and Design Services. Mr. Rick Baldocchi, P.E. will serve as AVCON’s Principal-in-Charge.

HARRIS MILLER MILLER & HANSON INC. was presented with an award from the Florida Department of Transportation (FDOT) for “outstanding achievements in airport aesthetics, safety, and service” for its leading role in the Martin County Airport / Witham Field (Stuart, FL) Noise Abatement Departure Profi le (NADP) Demonstration Project. The award was presented at the Awards Luncheon of the Florida Airports Council (FAC) 2009 Annual Conference in Miami Beach.

CONVERGENT STRATEGIES CONSULTING, INC. (CSC) was presented a contract to provide on-call security and special systems engineering services to Philadelphia International Airport in Philadelphia, PA. Together with three talented team members, CSC will provide expertise in the fi elds of Security Access/Surveillance Systems, Terminal Announcement Control Systems, Fire Alarms, Display Systems (MUFIDS and Visual Paging), Baggage Control, and Universal Cable and Distribution Systems. The contract is three years in length, renewable for two additional years.

ARMEN DERHOHANNESIAN with Armen DerHohannesian & Associates, LLC was presented the Northeast Chapter of the American Association of Airport Executives Corporate Appreciation Award at the NEC Annual Conference Corporate Awards Luncheon on Tuesday, August 11, 2009 in Baltimore, MD. The Award, given annually by the President of the NEC, recognized DerHohannesian’s continuing support and partnership in promoting the camaraderie, services, and educational and professional development opportunities offered to the members of the Northeast Chapter.

AIR-TRANSPORT IT SERVICES, INC. (AIRIT) was selected to install their Extended Airline System Environment (EASE) common-use infrastructure platform solution for Asheville Regional Airport in Asheville, NC, and Jacksonville International Airport in Jacksonville, FL. The addition of this technology to these airports will help bolster their ambitious plans to attract new airlines and grow air service organically from existing carriers. AirIT’s common use airline check-in system, EASE, ultimately allows any equipped ticket counter or gate podium to be utilized by any airline operating on the system. This added effi ciency greatly reduces airline costs, making the decision to add or expand airport service more palatable.

AVCON, INC. was reselected by the City of Orlando to serve as Continuing Consulting Engineers for Stormwater Engineering and Design Services. Mr. Rick Baldocchi, P.E. will serve as AVCON’s Principal-in-Charge.

And the Winner Is…


DESIGN/BUILD continued from page 1

to innovate, expedite critical work and bring in economies of scale. Challenges may arise if D/B is used on small or routine projects that do not provide flexibility or the ability to innovate, or if the project has unrealistic completion dates. Projects should also have an environmental approval and Record of Decision before embarking on a D/B pro-cess.

Overall, in many cases owners have found that although D/B may not be cheaper, it may certainly be faster.

The D/B TeamThe one key component that leads to suc-cessful D/B arrangements is the D/B team. Consultants must make sure they are teamed with good partners that share the same vi-sion and mission for project success. Below are some factors that consultants should consider when potentially entering D/B ar-rangements.

Setting up the D/B joint venture D/B projects normally have a longer advertis-ing period than conventional D/B/B projects. The longer advertising period is needed to give the D/B team time to come together to form the legal joint venture entity and scope out the project in greater detail before responding to the Request for Proposals (RFP). Like any other business venture, all parties — including the consultant — need to understand the capabilities and resources of the partner and be sure that the joint venture makes economic sense.

Leadership and overall project responsibility, project administration, up-front financing, conflict resolution mechanisms, etc., need to be defined, discussed, and agreed upon early. Partnering sessions will help build a cohesive team with a common understanding of all aspects of the project and what needs to be done. Failure to create a cohesive team, and clearly define roles and responsibilities can lead to conflicts among the partners.

The D/B team also needs to understand that, because development of comprehensive techni-cal proposals is often required, the process of competing for a D/B project is expensive. In some cases, the sponsor may offer a stipend to short-listed teams that may help cover costs associated with developing proposals.

Risk and InsuranceA D/B team can take one of two forms, based on which joint venture partnership assumes the greatest risk and liability: designer-led or contractor-led. The distinction is in which en-tity assumes the greatest risk and liability.

With traditional D/B/B projects, the archi-tectural/engineering (A/E) firm assumes responsibility for professional liability, design errors and omissions, and acts as the owner’s agent. The contractor assumes responsibil-ity for general liability, workmanship, site safety, cost, bonds, and project insurance. On D/B projects, the D/B team assumes the combined project risk of both design and construction. Typically, professional liability insurance does not cover construction-related

claims, including indemnification and dispute resolution.

D/B teams often take the form of limited liability companies or joint ventures that cus-tomarily carry general liability coverage. As a result of policy endorsements and exclusions, the team should carefully examine gaps in coverage, or insufficient coverage, for profes-sional liability. The risks associated with the construction of a facility are often higher than the design of a project, so the liability in most cases is arguably best controlled by a contractor-led team.

Consideration should be given to project-specific liability insurance with limits com-mensurate with the size of the project. These policies have terms that continue through construction to a defined post-construction duration. Under these types of policies, both design professionals and the constructor (and sub-consultants, sub-contractors) are insured.

BondingContract surety bonds provide financial security and construction assurance on projects by assuring the project owner that the contractor will perform the work and pay certain sub-contractors, laborers, and material suppliers. Traditionally, surety bonds exclude coverage for errors and omissions. However, total project coverage can be obtained for D/B projects.

Charlotte County Airport Design/Build: Recipe for Success

frame. Since then, the airport has used D/B on a number of AIP-funded airfield projects and one American Recovery and Reinvestment Act (ARRA) project. In fact, PGD is one of the few non-hub, primary airports that has used D/B on airfield related projects. Its experience has proven that the success of D/B, especially at smaller airports, depends on a number of critical components:

A Sophisticated OwnerAlthough design-build has a number of advan-tages — minimizing the owner’s risk, saving time on the total project schedule, closer coordination between the design team and contractor — smaller airports and their legal counsel are accus-tomed to traditional design-bid-build projects. The owner must be comfortable with giving up some control in D/B, because the engineer and contrac-

tor are not under separate contracts as occurs in design-bid-build.

Proper Selection ProceduresFAA support for a federally funded project gener-ally hinges on the procurement of professional services through a qualification-based process and construction through price competition. In certain jurisdictions, including Florida, state law requires the sponsor to select a design-builder through a competitive process. Either a design criteria package must be prepared and sealed by a design professional, or the design-build team can be selected through a qualification-based selection (QBS) process. At the Charlotte County Airport, a consultant was selected as the air-port’s design-builder. Under the arrangement the consultant provides the engineering services and

When Hurricane Charley destroyed a major-ity of the facilities at the Charlotte County Airport (PGD) in Punta Gorda, Florida in 2004, the airport took the innovative step of using design-build (D/B) to get its facilities and operations up and running in a short time-

By Kelly Rubino, CBC, P.E., Vice President, Hanson Professional Services Inc.

c o v E r s t o r y

www.acconline.orgwww.acconline.org 17

Defi ning RolesIn traditional D/B/B projects, the designer serves as an agent for the owner. With a contractor-led D/B team, this role no longer exists. A common misconception of D/B is that the designer’s allegiance is to the contrac-tor and not the owner, resulting in detriments to project quality. However, clearly defi ned design criteria and performance-related specifi cations can help to drive the process towards a quality end product.

The Owners TeamThe airport owner must also make plans to ensure an effective D/B project. One of the primary benefi ts of D/B is that an owner deals with a single entity for both the design and construction of the project. However, this does not mean that the owner has relinquished control of the project, since owners are still responsible for developing the project, con-tract administration, and quality assurance oversight.

Depending on the owner’s in-house capa-bilities, experienced fi rms may be hired to assist owners with defi ning, procuring, or administrating D/B projects. This role is typically called a design/build consultant or a program manager. It is important that the owner’s consultant not participate in the D/B team.

Many owners have found that independent engineers (IE), retained by mutual agree-ment between the owner and the contractor, can successfully fi ll the gap as the owner’s

agent. The IE can act as reviewer, provide oversight, certify works and payment, and resolve disputes. The mandate of the IE should be defi ned clearly in the D/B contract. It is also very important to choose an IE who understands the D/B process and is willing to work with the D/B team to ensure that the technical requirements are met, and does not try to dictate design. Often, the cost of the IE is shared between the D/B team and the owner, and can be included in the D/B contract.

Conclusion Successful D/B projects do not happen by accident. They are the result of careful plan-ning by both the owner and the D/B team, and clear communication between the two. This includes identifying key individuals on the D/B and owner teams and clearly defi ning roles, and empowering these individuals with the authority to make decisions.

D/B procurement is not for all projects. However, notwithstanding the recent decline in capacity projects at airports, interest in the D/B process is on the rise across North America and will provide additional oppor-tunities in the future.

holds the construction license. This provides greater flexibility, higher value engineering opportunities and better control over the budget than the traditional design-bid-build process.

Agency Participation Buy-in by the FAA is a challenge when undertaking a non-traditional project delivery method on a federally-funded project. The Orlando Airports District Office (ADO) has been a leader at the federal level in sup-porting design-build. The ADO, as well as the Florida Department of Transportation, is accustomed to the D/B process. It is becom-ing a more acceptable method of project delivery and gives owners another option in

their tool box, especially when schedules are tight and more flexibility is needed to secure grant money.

The biggest single benefit realized by Charlotte County Airport is time, where sav-ings are substantial since construction work generally begins with plans that are only 30 to 60 percent complete. In fact, a recent ARRA-funded project at the Charlotte County Airport would not have qualified with the traditional design-bid-build process due to the time constraints in accepting a grant and starting construction. That project is now 95 percent complete, while ARRA projects overall average 10 percent completion.

For further details and additional information, refer to:

ACI/ACC/AGC Project Delivery at Airports Guidebook: www.ACConline.org.• Innovative Pavement Research Foundation research report IPRF 01-G-002-06-1 • Using Design/Build Acquisition for Airfi eld Pavements: www.iprf.org.

Owner Responsibilities in Design/Build

Airport sponsors do not relinquish their roles during design-build projects, and have a number of critical responsibilities that must be administered to ensure project success. These include:

Overseeing the development of »design criteria, contract documents and the procurement process;

Controlling the process through »design review, including the quick review of technical submittals for conformance to the technical criteria and contract terms;

Issuing notices to proceed; »

Monitoring contract compliance and »schedules;

Verifying and processing progress »payments;

Performing quality assurance (QA) »overviews, including monitoring compliance with the contract documents and verifying the contractor’s compliance with the project quality control plan; and

Negotiating contract amendments »and resolving disputes

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Source: Qualifi cations Based Selection of Contractors White Paper, AGC of America Project Delivery Committee

A download of the document can be found at www.agc.org/projectdelivery.

Qualifications based selection (QBS) is, and has been, widely considered the preferred procurement process for consultants providing profes-sional services. However, according

to a white paper by the Associated General Contractors of America (AGC), there is growing interest among owners and the contracting community to use QBS in the selection of contractors. The benefits of using QBS for con-tractors are compelling, but challenges remain.

Why this shift? Traditionally, contractors have been hired through a low-bid system long codified in federal, state and local laws. With the nature of projects and project delivery systems changing, so is the role of contractors. Owners are asking contractors to become involved earlier in the project development process. Sponsors are increasingly expecting more service-type assistance from contractors, including providing preconstruction services, prequalifying subcontractors, assisting gov-ernment agencies and performing in other advisory capacities. At the same time, new project delivery forms and procurement policies are allowing owners to hire contractors through methods other than low bid.

QBS of contractors recognizes construction as knowledge, reinforcing the fact that construc-tion teams bring a unique and valued service to the client. Furthermore, QBS facilitates work-force satisfaction of construction professionals, who can enjoy the practice of construction and avoid having their work “commoditized.” The QBS method attracts high-quality designers and contractors not only to the project, but also to the industry.

BenefitsQBS can offer contractors many of the same benefits that it provides to consultants. For instance:

Versatility The most attractive quality of QBS is its versatility. It may be used for many types of project delivery, including Construction

Manager At-Risk (CMAR), Design/Build (DB), and Integrated Project Delivery (IPD). As is the case in the consultant community, QBS for contractors will greatly enhance the opportunity for success in all delivery meth-ods because early involvement of all team members promotes teamwork, collaboration, innovation, sustainability, and utilization of technology such as Building Information Modeling (BIM).

The most qualified team is selected for the projectQBS affords owners flexibility in selecting the firms best able to execute their project requirements while appealing to high-qual-ity designers and contractors. In addition, involvement by the owner and designer in the prequalification of subcontractors enhances the team unity that is necessary for a successful project.

Direct, high-quality workEarly, simultaneous team creation offers better predictability of price, schedule, and quality and requires no design or bridging documents. This continuity through design/preconstruction and construction/post-con-struction without “handoffs” during various phases provides a better ability to sequence construction accurately and quickly. QBS facilitates optimal design and value maxi-mization within a defined budget, resulting in the owner getting “the best bang for the buck.”

Cooperation and collaboration replace adversarial relationsQBS provides professional, defined, results-focused options for owners, designers and contractors, shifting the mindset from self interest to collaboration toward a common goal in the best interest of all parties and the project. Transparency eliminates hidden agendas, and the alignment with professional services creates emphasis on service and relationship. Good work results in additional work opportunities and long-term relationships are created.

Potential Challenges Owners, designers, and contractors agree that the use of QBS may pose the following challenges:

A change in cultureThe team culture should extend to senior management, design and construction supervision, staff and field management, and inspectors. It requires a timely, proac-tive escalated dispute resolution process. If teams embrace a collaborative approach the dispute resolution process will not be used, but it should be established at the first team meeting.

Different procurement methods, processes, contractsThe implementation of old methods may yield predictable, adversarial results. In addi-tion, changes to federal, state and local procurement regulations may be required to allow the selection of contractors based on qualifications.

Involved, empowered leadershipAll key members of senior management must be directly involved in the project and be a point of support for their respective team.

Integrated Project Delivery (IPD) and increas-ing interest in collaboration among all project stakeholders shows that the industry recog-nizes the benefits of key project team members being involved early on. While QBS will not be for everyone or every project, owners should consider QBS as a beneficial practice and viable option for the selection of contractors.

QBS for Contractors?

a F t E r a L L

AirportConsulting Fall 2009

Documents

Transcript of AirportConsulting Fall 2009