ACC Fall05 20pgr v3 - Avconet Avconet and ACC...Robert and Company Ronald L. Peckham, P.E. C&S Engineers, Inc. Vesta Rea-Gaubert Vesta Rea & Associates, LLC Scott C. Triphahn Industrial

page 4

HOW CROWDED IS CROWDED?

page 6

MEASURING ECONOMIC IMPACTS OF AIRPORT IMPROVEMENT PROJECTS

page 12

PHOTO GALLERY

ConsultingAirportA Quarterly Publication of the Airport Consultants Council

Fall 2005

Virtually Anywhere

See WEB on page 12

“The Internet is an invaluable resource for SCOTT,” says Ann Homan, Assistant Director, Business Development, of ACC-member com-pany, SCOTT Associates Architects Inc. in Toronto. “Our business is international in scope, so we use the Internet all the time — from initial business opportunity research to teaming and project management.”

Searching, Tracking, Storing, Linking, Reporting

Milan R. Zatakia, Chairman and CEO of Mumbai, India-based Millennium Aero

Dynamics Pvt. Ltd., is involved in the airport support equipment business. He says, “(the Internet) is most useful for searching new avenues of business growth, plus we use it effec-tively for on-line, Web-based reporting systems, linking us with our principals and customers. We use it to find new work, for global bidding, keeping track of remote inventories, and storing / entering of data. The medium is easy to use because it can be viewed at your convenience, unlike a newspaper or periodical, and data can be downloaded. It has tremendously cut down on manual paper-chasing tasks.”

The dangers of Internet technology include viruses, worms, spyware and other potentially destructive or disruptive intruders. These mainly enter via e-mail and attachments, but also gain entry through web browsers. “Security is an issue which is likely to become more and more unmanageable over time,” speculates Zatakia.

“The fact that loads of data are lying in an invis-ible space can be a cause for worry.”

Secure, frequent backups of important informa-tion in electronic format are even more impor-tant than file copies of hard copy documents. Most electronic media, especially hard drives,

Airport consultants are at the leading edge of two technologies — aviation and the Internet. Both bring people together over any distance. Today’s portable and wireless communication devices allow users to remain connected almost anywhere in the world. No need to plug in to connect to colleagues and clients or family and friends. Continuously improving

technologies and the Internet have fundamentally changed business practices and have reduced geographic and

cultural barriers across borders and across oceans. So, which modern IT tools and practices should we adopt — and how

do we safeguard from the risks that come with them? This is a challenge that should not be underestimated.

Prepared by: Martin Lamprecht, Principal, Air Trans SourceThe Web-Savvy Airport Consultant

2 AirportConsulting, Fall 2005

EDITOR Anthony N. Mavrogiannis

AirportConsulting is published quarterly. The next issue will be distributed in November. For advertising, contact Cassandra Lamar 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].

AirportConsulting

ACC 2005 Board of Governors

CHAIRCharles R. Chambers

InterVISTAS

VICE CHAIRBelinda Hargrove

TransSolutions, LLC

SECRETARY/TREASURERBrian P. Reed

Reynolds, Smith and Hills, Inc.

IMMEDIATE PAST CHAIRLaddie E. Irion

URS Corporation

BOARD OF GOVERNORSCourtney A. Beamon, P.E.

Delta Airport Consultants, Inc.

Paul H. BowersAirport Business Magazine

Michael J. DeVoy, P.E.R.W. Armstrong & Associates

Evan FuttermanHNTB Corporation

Michael K. KluttzRobert and Company

Ronald L. Peckham, P.E.C&S Engineers, Inc.

Vesta Rea-GaubertVesta Rea & Associates, LLC

Scott C. TriphahnIndustrial Television Services, Inc.

Christer J. WilkinsonDMJM System Solutiozns

©2005, ACC

Paula P. HochstetlerPresident

Anthony N. MavrogiannisVice President

Cassandra L. LamarDirector, Programs & Marketing

Sharon D. BrownOperations Manager

ACC Staff

Each of us is affected in our day-to-day work by important policy and technical decisions that were made years ago by

Congress and regulatory agencies such as the Federal Aviation Administration (FAA) and the Transportation Security Administration (TSA).

We are affected today by those decisions of the past. That is why it is important for ACC and its members to be involved in the decisions being made TODAY that will impact us and our firms immediately, over the next several years, and in the decades ahead.

Certainly, it is often difficult to focus on the future, particularly when we are dealing with the pressing daily demands of meeting our clients’ needs. But, no doubt, many of today’s airport development issues have their genesis in past decisions.

One area in which ACC and its members have been working to ensure we are doing the best for now and in the future is updating FAA Advisory Circulars. It took several years of the ACC working with the FAA to put in place the process we now have to assist the FAA with the update of numerous Advisory Circulars. The result is better documents that speak to today’s technical realities and consultant selection procedures, helping to reduce costs and create efficiencies.

A second focus area for ACC and its members is updating the TSA airport security planning, design and construction guidelines. Initially done under the FAA, these guidelines have greatly impacted airport development, and will have an even greater impact in the future due to the increased focus on security. All the more reason to make sure this guidance is the best it can be. And let us not forget what happens when such guidance in not adequate as occurred several years ago when the U.S. Government rushed to put in more stringent physical security at airports—the so-called

107.14 access control systems—without the necessary due diligence. Fixing the problems created by this situation cost millions and set-back full implementation by years.

A third focus area ‘far down the road’ is the so-called NGATS (Next Generation Air Transportation System), which is looking to prepare for the expected demands on the U.S. air transportation system of 25 years from now. A long-way down the road, so why worry today? But, when one considers that it can take a decade to put in a new runway or upgrade air traffic control equipment then it is clear that the future—even the distant future—is not so far away. We must plan now to ensure we are prepared to meet future demands in a seamless manner.

Finally, reauthorization of the FAA is just around the corner. While the current authoriza-tion extends through the end of fiscal year 2007, key congressional staffers have told us they will begin the reauthorization process in early 2006 and industry input is important. This includes not only looking at the appropriate future funding levels for the Airport Improvement Program, but also what are the key policy issues and changes that need to be made. In the past, ACC has been counted on to assist the Hill in understanding and crafting key provisions, such as the FAA design-build program. We must be ready for this next round so put on your

“thinking caps”. The Congress is looking to us to help bring forward key issues and solutions for our future aviation system.

These are just some examples of what ACC and its members are doing to help plan and prepare for the future aviation system and related airport development. We are involved as the expert voice and our views do count. The FUTURE IS NOW and the decisions we help make today will have consequences for our businesses and the traveling public. Let’s make sure the right decisions are made.

The Future is Now

Charles Chambers, InterVISTASACC 2005 Board of Governors Chair

Executive Update

1 Virtually Anywhere

Special Feature

4 - 5 How Crowded is Crowded?Cenk Tunasar, Ph.D. and Gloria Bender with TransSolutions cover LOS — the standards, alternate views and techniques for measuring it.

Consultant Perspective

6 - 7 Measuring Economic Impacts of Airport Improvement Projects

Lawrence D. Goldstein, Principal of The SGM Group, Inc., looks at the importance of conducting comprehensive economic analysis of airport improvement projects.

Inside This Issue

8 - 9 Member SpotlightsThis issue highlights ACC Executive members The Solution Design Group, LLC and PRT Consulting, Inc.

10 - 11 ACC Members• Welcome new ACC members!

• Find out who-went-where and who-won-what

11 Employment Opportunities

12 - 13 Photo Gallery • Board Breakfast

• NEPA

• Summer Workshop Series

14 - 16 Information Technology (IT) & Systems Course October 17 – 18, 2005

17 Quarterly Highlights & ACC Events

• Tech Talks

• Legislative News

• Regulatory News

• Upcoming ACC Events

18 - 19 ACC Annual Conference & Exposition November 6 – 9, 2005

20 After All...• Mind Your Business —

Just When You Think It’s Safe!

• For the Health of It — Title here

ConsultingAirportA Quarterly Publication of the Airport Consultants Council

Fall 2005

Table of Contents

3www.acconline.org

. . . . . . . . . . . . . . . . . . . . bringing experts together to develop sa

fe and

efficie

nt air

ports


When you’re in a busy airport, have you ever wondered, “How crowded is crowded?” Others have! In fact, level

of service (LOS) is a concept that airport con-sultants use to comparatively assess passengers’ comfort and convenience in airport terminals. It’s easier to tell when an airport is excessively crowded, such as when security lines overflow or corridors are so congested that passengers must slow their walking speed. It’s harder to categorize level of service when it is excellent, versus acceptable or tolerable. The LOS concept has both quantitative and qualitative aspects, as shown in Tables 1-3. Most people involved in airport development should be aware of LOS standards, alternative views concerning LOS, and techniques for measuring it.

A Chronology

In the 1960s, The Highway Capacity Manual introduced the concept of level of service as it applied to vehicular traffic on roadways. This was done by quantifying acceptable delays and mapping them in categories ranging from LOS

A to F — from excellent to unacceptable. In 1971, John F. Fruin developed similar measures and categories for pedestrians in public spaces. Fruin’s work covers walking speeds, congestion and level of service standards for walkways, queues, escalators and elevators. Although his work was performed in urban transit sta-tions — where passengers did not have checked or significant carry-on baggage — concepts introduced in his work can be applied to airport settings by adjusting for baggage allowances. In 1979, Transport Canada issued LOS defini-tions and a methodology for calculating airport capacity. In 1981, IATA issued standards for LOS as they applied to airport terminals. In 2004-2005, IATA modified the LOS standards to include duration-based performance.

IATA Versus Fruin

As noted above, Fruin’s work did not account for checked baggage. But IATA’s standards considered the presence of checked baggage in various areas of the terminal. IATA’s queue LOS C ranges from 1 to 27 square feet per person

while Fruin’s LOS C for queues ranges from 7 to 10 square feet per passenger. As a result, we find IATA’s LOS standards more robust for queuing areas in the terminal. However, Fruin’s work includes factors that account for slow-ing in pedestrian travel speeds when there are cross-flows or significant congestion. Therefore, Fruin’s corridor level of service standards are most useful in evaluating passageways.

An Alternate View — Duration-Based LOS

Most research to date focuses on measuring the LOS with respect to available area and congestion. Recently, more emphasis has been given to duration-based assessments. Level of service can be defined by acceptable pas-senger processing time or maximum tolerable delay at processors. However, IATA standards are defined as goals in this category and are not measured in a continuous scale from A through F, as with space-based criteria. Another problem with duration-based LOS measures is that they are dependent on public acceptance and/or airline goals and capabilities. A concept introduced here is the “percentile”. In referring to duration-based measures, we often quote

“95% of passengers wait 10 minutes or less.” Planning, using a percentile of standards, is more robust than planning to the average.

How to Measure LOS

The challenge in LOS analysis is not only in agreeing on the standards, but it is also in measuring the level of service. The following methods can be used to quantify it:

1. OBSERVATIONS: These can be performed using cameras, taking pictures, or conducting passenger intercept surveys (questionnaires). Many airports perform periodic surveys to

Special Feature

How Crowded is Crowded?Prepared by: Cenk Tunasar, Ph.D. and Gloria Bender, TransSolutions

LOS Definition

A Excellent LOS; condition of free flow; no delays; excellent level of comfort

B High LOS; condition of stable flow; very few delays; good level of comfort

C Good LOS; condition of stable flow; acceptable delays; good level of comfort

D Adequate LOS; condition of unstable flow; acceptable delays for short periods of time; adequate level of comfort

E Inadequate LOS; condition of cross-flows, system breakdown and unacceptable delays; inadequate level of comfort

F Unacceptable LOS; condition of cross-flows, system breakdown and unacceptable delays; unacceptable level of comfort

Table 1

5www.acconline.org

capture passenger satisfaction data and these surveys link quantitative measures with cus-tomer perceptions.

2. CALCULATIONS: Based on planned passen-ger volume, calculations can be performed to quantify congestion. There are some industry guidelines to help planners, such as the new Security Design Guidelines and the old FAA AC 150/5360-13 . However, the old advisory circular did not explicitly state assumptions and did not account for variations. Volpe is currently tasked with updating the AC.

3. SIMULATION MODELING: For systems that do not yet exist and for planning future demand levels, simulation is a useful tool. Using discrete event simulation models, passenger conges-tion can be measured and compared to desired standards. Both space and duration-based levels of service can be quantified.

Reinventing Airports

ACC’s 2000 to 2001 Reinventing Airports Initiative determined that airports of the future should provide seamless door-to-door travel with no waiting. This goal became much more difficult to achieve following the events of September 11, 2001; but recent personal rapid transit developments provide one possible means of bringing it closer to reality. The level of service metrics discussed here can help measure our progress toward this goal. However, there is still a need to better quantify the total airport experience. Airport planners should consider additional factors such as:

• Total walk distance

• Number of mode changes

• Difficulty of mode changes (boarding a bus vs. a moving sidewalk)

• Total wait time

• Utility of wait time (standing vs. sitting, ability to work or relax)

• Uncertainty (Where do I go? Is the bus coming? How long will this take?)

Conclusion

There is a need in the aviation industry for objective criteria to be used in assessing the level of service in airport terminals. Aviation will benefit from updates and clarification for LOS standards (IATA, Fruin, TSA, FAA, etc). Still, individual airports need to determine which levels of service are acceptable to them. Hopefully, in assessing airport terminals, both time and space-based LOS measures will be used more frequently, along with other factors that impact the quality of movement through airports. Using available research tools, the im-portant philosophical question, “How crowded is crowded?” might finally be answered.

IATA Level of Service1 (sf/person)

LOS A B C D E F

Check-in Queue 19 17 15 13 11

Syst

em B

reak

dow

n

Wait/Circulate 29 25 20 16 11

Hold Room 15 13 11 9 6

Bag Claim 22 19 17 15 13

FIS 15 13 11 9 6

1 These standards are converted from the original stated in metric units.

Table 2

Area Criteria

Check-inBusiness Class – 90% within 3 minutesEconomy Class – 90% within 5-10 minutesCharter/No Frills – 90% within 10– 15 minutes

Security 90-95% within 3 minutesSpace: 0.6m2 per person

Baggage 90% will retrieve bags within 20-25 minutes after arrival

Minimum Connect Time

90% within 45-60 minutes for coach90% within 30-45 minutes for business

Others Duration based measure

Table 3


Consultant Perspective

Measuring Economic Impacts of Airport Improvement Projects

Should measuring the economic impact of airport improvement projects be treated as just a check-off requirement of the

Environmental Impact Assessment process? Or is it an item that deserves serious attention? Recent studies at several major airports help to underscore the importance of conducting comprehensive economic analyses.

Economic impacts for proposed airport improvement projects occur whether or not a project is actually completed. In fact, the most significant impacts may occur if it isn’t constructed. Too often, however, measuring long-term economic effects is given short shrift in deference to more traditional environmental concerns. In contrast, our work has demon-strated that the economic effects of expand-ing or not expanding can be significant. Our studies demonstrate that long-term regional economic impacts of proposed improvements can be large and can be measured. Recent studies have been performed at:

• San Francisco International Airport (SFO)

• Lambert St. Louis International Airport (STL)

• Piedmont Triad International Airport (PTIA)

• Dulles International Airport (IAD)

• The proposed new Mammoth Yosemite Airport (MMH)

Demystifying the Analytical Process

There are two primary directions to the eco-nomic impact analysis process. The first is an evaluation of potential impacts resulting from implementation of the proposed improvement program. The second is an analysis of the long-term economic impacts of not expanding and how that may affect a growing urban and regional economy. An additional level of analysis covers economic impacts associated with capital expenditures during construction, but these impacts occur only during the actual period of expenditure.

The change in regional economic value over time can be substantial. We use the term “eco-nomic value” to be a measure of the “value added” to the regional economy, resulting from the change in airport activity. “Value added” includes the following:

• Employee compensation—total payroll costs of each industry used in the analysis (this is the largest component);

• Proprietary income—payments received as income by self-employed individuals;

• Other property-type income—payments for rents, royalties, and dividends; and

• Indirect business taxes.

In an analysis, each of these elements is linked to a change in regional employment and is calculated through application of input-output

Prepared by: Lawrence D. Goldstein Principal, The SGM Group, Inc.

Do you really know what ‘short shrift’ means?Learn more at World Wide Words,

http://www.worldwidewords.org/qa/qa-sho2.htm

models. Using this approach, we can show a con-nection between change in airport capacity and change in regional employment. This potential difference is the basis on which to measure change in economic value over time.

In some cases, where existing capacity would limit future airport operations, change in value over time represents a potential for loss of pro-jected economic activity. This “devaluation” was documented in our studies at PTIA, STL, SFO and IAD. In other cases, lack of airport facilities limits future accessibility to a region, generating a potential loss in economic activity over time. This condition is characteristic of new airport projects, particularly as they may serve a growing tourist resort community.

For STL and PTIA, improvements are now under construction. At IAD, the process is well enough along that the results have already been published and made available to the public in the draft Final EIS. In addition, for both STL and PTIA, impact studies have been challenged in court and successfully defended.

Using a combination of market studies, regres-sion modeling, and input-output models, we link future change in airport capacity with change in regional employment. In St. Louis, for example, the regional market analysis indicated a reliance on manufacturing and industrial output. Airport capacity studies indicated that, by a given year, the number of operations, both passenger and cargo, would have to be curtailed. Our analysis concluded that limiting the number of operations would negatively impact future cargo activity at the airport. Further, statistical models indicated that regional employment in the industrial sectors would experience slower growth rates as a result. By 2015, we estimate that the total additional jobs in St. Louis County

— linked to airport expansion — would reach approximately 28,000. That employment growth

7www.acconline.org

would generate nearly $2.6 billion in added value in one year. At SFO, similar analyses indicated a potential increase of nearly 63,400 employees in a nine-county region by the target year 2020, or “value added” of $4.56 billion in that year.

The Dulles improvement project encompasses runway and terminal expansion in a rapidly growing urban region. Growth in the Dulles corridor has been rapid over the past decade. An employment center on its own with over 18,800 employees, IAD has helped to attract major high tech office development and brought related population growth. The key to our analysis at IAD was to measure the component of regional growth that could be attributed to the airport, and then measure the difference between a no-action alternative and implementation of proposed improvements.

According to our study, differential growth linked to airport expansion would not begin to occur until after 2019—nine years after the proposed improvements become fully opera-tional.

Only then would congestion at the airport reach a level sufficient to impede operations under the no-action alternative.

Once expanded operations begin, economic impacts start to increase. By 2025, we estimate that total employment in the two counties will be 30,000 greater as a result of building the proposed improvements.

This projected change in employment, linked to airport expansion, translates to just over $2.4 billion in value added to the economy in one year.

Conclusion

Our work in measuring long-term economic impacts demonstrates and documents how important proposed airport improvement projects can be over time. Airport expansion and improvement, when supported by growth and development activity, can help generate additional regional employment and bring added value to a community.

Source: The SGM Group, Inc.

DULLES INTERNATIONAL AIRPORT — DIFFERENTIAL EMPLOYMENT GROWTH

DULLES INTERNATIONAL AIRPORT — LONG-TERM EMPLOYMENT IMPACTS OF PROPOSED EXPANSION 2020-2025

DULLES INTERNATIONAL AIRPORT — LONG-TERM VALUE ADDED IMPACTS OF PROPOSED EXPANSION 2020-2025

2000

2002

2004

2006

2008

2010

2012

2014

2016

2018

2020

2022

2024

Source: FAA: Preliminary Final EIS Dulles Airport New Runways Environmental Impact Statement, prepared by URS Corporation, June 2005; Appendix B-2, Technical Memorandum 4, The SGM Group, Inc., p. 30.

Source: FAA: Preliminary Final EIS Dulles Airport New Runways Environmental Impact Statement, prepared by URS Corporation, June 2005; Appendix B-2, Technical Memorandum 4, The SGM Group, Inc., p. 27.


AC C E X E C U T I V E M E M B E R

The Solution Design Group, LLC

bring a very fresh approach and perspective to airport IT planning, design, and consulting. We thoroughly understand the perspective and chal-lenges faced by the airport design and construc-tion firms, we understand the technical, legal, and operational challenges facing the software firms, and we clearly understand the role of the systems integrator and airport operational systems. This unique set of qualifications allows us to offer IT services that are clearly distinct from the traditional IT planning services.

Bridging the Knowledge Gap

Information technology systems and infrastruc-ture have become increasingly important at airports over the last several years. Changes and improvements in security, the redesign of ticket lobbies to accommodate passenger queues, the deployment of self service airline kiosks, and the incorporation of inline EDS baggage systems are all examples of recent developments that are impacted greatly by information technology. SDG consultants are experts in helping airport owners, engineers and architects define the requirements for new systems by taking a busi-ness approach to defining systems and insuring that these types of systems are able to meet the strategic and business objectives of the airport. We turn the technical jargon into plain, everyday language that is easily understood by airport directors and municipal organizations.

Understanding the Needs of the Stakeholders

The successful deployment of any IT system goes beyond what is required to make a system function. SDG’s project methodology ensures that the needs of all of the stakeholders are considered during the design phase. These stakeholders can include the passengers that

may use the system, the construction manager that oversees the installation of the system, the airport staff that may maintain and update the system, and the airlines that may pay for the system through the rates and charges. We take pride in our ability to look at the entire environment throughout the system lifecycle.

Partners for Progress

Although SDG has a relatively short history, we have worked with several fellow ACC members on successful engagements including Leigh Fisher Associates, Convergent Strategies Consulting, Inc., and Yankee & Associates, LLC on projects at large (Atlanta Jackson Hartsfield), medium (Indianapolis), and small (Asheville Regional) hubs. We believe that strong partnerships with the design community and the airport clients result in strong progress.

Prepared by: Tom Strange, Managing Principal

Member Spotlight

“I don’t have time to think about how those systems work, just give me the specifications for the millwork,” echoed

a project manager on a new terminal project. Unfortunately, despite major advancements in the last decade, many airport design and construction projects continue to be undertaken with information technology systems treated as an afterthought and secondary to the traditional

“bricks and mortar.”

The Solution Design Group, LLC (SDG), an airport information technology consulting firm based in Warrenton, VA, provides the answers needed to ensure that information technol-ogy is carefully considered and implemented throughout the design and construction process. Our job is to make sure that an airport has systems that are functional, maintainable, and improve the operation and management of the airport after the construction is completed and the designers and contractors have moved onto the next project.

SDG was formed in 2004 by Mr. Tom Strange to bring a fresh and different approach to in-formation technology consulting in the airport industry. As the former president and co-founder of Decision Support Technologies, Inc. (DST), Strange brings over twenty years of aviation experience to SDG. DST developed the industry-leading PROPworks® airport property and revenue management system installed in over 75 airports world-wide. Strange and his partners sold DST to Air-Transport IT Services, Inc. (a subsidiary of Fraport) in 2002.

Combining the experiences and knowledge gained as an engineer with Greiner, Inc. early in his career; as a major software developer with DST, and as a large systems integrator with AirIT, Strange recognized that SDG could

7147 Norwich CourtWarrenton, VA 20187

Email: [email protected]: www.thesolutiondesigngroup.com

Tel: 540-341-0044Fax: 540-349-3339

9www.acconline.org

Curbside congested? Parking revenues depressed? Try a few T-Pods every minute! No, PRT Consulting, Inc. is

not a pharmacy. Yes, we may have a cure for some common airport ailments – personal rapid transit (PRT).

When I was Chair of the ACC Board of Governors from 2000 – 2001, I spearheaded the Reinventing Airports initiative, never dreaming that it would result in a new business and a new focus for my career. Reinventing Airports found that small, self-guided vehicles could allow airport design and operation to be radically rethought to improve passenger security and service, while reducing walking and waiting.

Discovering that PRT-like systems have been operating for thirty years and that a number of modern systems are available got me thinking along the lines of a new specialty. When I learned that funds had been budgeted and systems were being procured in London (Heathrow Airport), Dubai and New York, I started getting serious about forming PRT Consulting.

As its name implies, PRT Consulting special-izes in providing planning, engineering and procurement services relative to personal rapid transit. This work has materialized quicker than expected and we have already submitted two sole-source proposals for non-airport PRT work. We also have a potential airport client that is very interested in solving their parking lot shuttle bus problem using PRT.

Parking Revenues

The interested airport mentioned above is losing significant parking revenues to offsite parking lots because their shuttle service is very slow. Initial analyses indicate that PRT could

substantially reduce trip times and could be financially feasible if it results in reclaiming most of the lost revenue.

Replacing shuttle buses is an obvious and im-mediate application for PRT (2getthere has operated a PRT-like automated parking shuttle at Schipol Airport, Amsterdam for seven years). The small infrastructure requirements allow numerous stations to be accommodated with-out having to sacrifice lots of parking spaces. In addition, the non-stop on-demand service provides very short trip times. Perhaps not so obvious is how PRT could alleviate curbside congestion.

Curbside Relief

In a similar way to how consolidated rental car facilities have helped reduce curbside shuttle bus numbers, a consolidated (shuttle) bus station served by PRT could almost eliminate curbside buses. In addition to replacing extensive and expensive curbside with a less extensive and costly bus station, such a system could simplify way finding; reduce walking, shuttle bus stops and recirculation. It may also reduce trip times and improve the overall passenger experience.

It could reduce the airport’s vulnerability to a bus full of explosives.

Ready To Roll

Other short-term airport applications for PRT include terminal to concourse and in-concourse transportation. To quote fellow ACC member Kimley-Horn, PRT is “ready to roll”. PRT is not in widespread use, is not easy to fully un-derstand, and is not without historical problems. However, it is flexible, economical, safe, secure, environmentally friendly, and shows tremendous promise.

Teaming

PRT Consulting can help you to understand personal rapid transit and its applicability to solving your client’s challenges. In addition, it may be wise to consider how PRT can allow improved airport layouts and operations in the future. With our narrow specialty, your turf will be secure while you receive our expert services.

Prepared by: Peter Muller, President

AC C E X E C U T I V E M E M B E R

PRT Consulting, Inc.9781 S. Meridian Blvd., Suite 215Englewood, CO 80112

Tel: 303-565-1800 Fax: 303-414-0868

Email: [email protected]: www.prtcons.com

2getthere’s ParkShuttle

ACC Members

AirportConsulting, Fall 200510

ENRIQUE MELENDEZ has joined CARTER & BURGESS, INC. as vice president of informa-tion systems. He will be based in the firm’s Washington, DC office. Melendez has 25 years of information technology, security and com-munication systems experience — primarily in the aviation industry. Melendez has worked with airlines, the Federal Aviation Administration (FAA), and most recently, the Department of Homeland Security (DHS) / Transportation Security Administration (TSA).

ROBERT PARSONS joined the Washington, DC office of LEA + ELLIOTT, INC. as a project engineer. A recent graduate of the University of Rhode Island, Parsons has a Bachelor of Science degree in mechanical engineering. He is assigned full time to the airside automated

people mover (APM) under construction at Washington Dulles International Airport and is managing the interfaces between the APM supplier (SCOA/Mitsubishi) and the fixed facilities’ team.

ROSS & BARUZZINI, INC. recently announced that ERNEST R. SANDERS joined the firm as a senior security consultant. Sanders will be instrumental in the design and implementation of perimeter detection and assessment systems for Ross & Baruzzini clients in the govern-ment, airport, seaport, higher education and healthcare industries. Sanders has over 30 years of experience in systems design, integration, testing and fielding critical elements for Air Force nuclear weapons security programs.

SKANSKA USA BUILDING INC. has promoted JIM CLEMENS to senior vice president for South Florida and account manager for the company’s aviation market for Florida, South Carolina, North Carolina, and Virginia. Based at Skanska’s Ft. Lauderdale office, Clemens is responsible for overseeing all operations and increasing market share in Florida and the avia-tion market for the southern United States.

TRANSSOLUTIONS named JACQUELINE ZIELENSKI Director of Sales and Marketing in June of this year. In her marketing role, Zielienski plans to reposition TransSolutions to help define the firm in markets they serve outside aviation. Zielenski’s 13 years of experience in Dallas was related to commercial advertising. She will draw from that experience to reposition the firm.

FRANCIS P. KULKA has joined URBAN ENGINEERS, INC. as Director of Airport Planning. Kulka has more than 30 years of experience and was previously director of air-port planning/project manager responsible for planning and environmental services for two different airport consulting firms. During his career, he has been responsible for all aspects of airport master planning and feasibility stud-ies and environmental assessments at airports throughout the eastern U.S. Also joining the firm is MICHAEL E. RADBILL, PE, AIC, CPC as vice president and practice leader for Urban’s National Construction Consulting Practice, which includes construction claims avoidance and analysis constructability reviews, contract and specification drafting and review, project management training, and partnering facilita-tion. Radbill has over 30 years of experience in the construction and engineering consulting professions.

EXECUTIVE MEMBERSAVIATION CONSTRUCTORS, INC. 125 North Ridgewood Drive, Suite 400Daytona Beach, FL 32114Phone: 386-255-0011Fax: 386-255-9401Email: [email protected]: www.aci-atl.comContact: Mr. Carlos M. Rodriguez

ACI is a full service construction management firm. We provide CM, CM at Risk, General Contracting, Program Management and Design Build services for projects spanning the construction market. We have provided over 18 years of excellence in construction management.

KLEINFELDER, INC.5015 Shoreham PlaceSan Diego, CA 92122Phone: 858-320-2000Fax: 858-370-2001Email: [email protected]: www.kleinfelder.com Contact: Mr. Chris Spandou

Kleinfelder, Inc. offers project engineering services with emphasis in environmental permitting, hazard-ous materials, pavement design/evaluation, materi-als testing, and construction management services throughout the U.S.

New Members

On the Move

HNTB CORPORATION was recently retained by the Bermuda government’s Ministry of Transportation & Tourism to lead the develop-ment of the master plan at Bermuda International Airport. A key focus will be a dual-track termi-nal evaluation to recommend whether Bermuda should expand its passenger terminal on its existing site or construct a new terminal. Other areas of emphasis are airfield improvements, airport access and on-airport land use planning for lands vacated by the U.S. Navy.

L-3 COMMUNICATIONS SECURITY & DETECTION SYSTEMS has received an order from Incheon International Airport (ICN) in Seoul, South Korea for 15 VIS 108 advanced technology (AT) systems and eight eXaminer 3DX® 6500 explosive detection systems (EDS). The airport will integrate the equipment into an inline, multi-level checked and transfer baggage screen-ing system as part of its continued expansion. The VIS 108 systems will be deployed at Level One screening, providing the first automated baggage screening process within the multi-level system.

The eXaminer 3DX® 6500 will be used at Level Three screening, providing airport operators with another layer of automated security that screens baggage for threats. The eXaminers will be deployed as a networked explosive detection system (NEDS), offering baggage throughput of 600 bags per hour when operating within the fully integrated BHS environment.

L-3 was also awarded a Transportation Security Administration (TSA) maintenance contract valued at $50 million. The potential full-term contract, with annual options to extend, is to span five years with a potential value of $250 million. The indefinite delivery/indefinite

And the Winner is

New Members

DAVE BARRON recently joined WOOLPERT, INC. as a project director in the survey group. Barron has more than 20 years of experience in directing client projects. His areas of expertise are in GIS application development, client development and information technology. In his new role at Woolpert, Barron will be coordinating services provided to airports, with focus on surveying, GIS and mapping.

11www.acconline.org 11www.acconline.org

ACC Members

quantity (ID/IQ) contract specifies that L-3 will continue to provide maintenance for the eXaminer 3DX® explosives detection systems (EDS) and Linescan TIP-Ready X-ray (TRX) systems that are presently installed at check-points in the nation’s largest airports.

L-3 received an order from the U.S. Transportation Security Administration (TSA) for additional eXaminer 3DX® explosives detection systems (EDS). This latest order, valued at more than $28 million, brings to 70 the total number of eXaminers ordered by the TSA in 2005.

L-3 also received an order to provide the New Bangkok International Airport (NBIA), which is expected to handle over 700,000 tons of cargo each year, with two CX-3800G high-energy X-ray cargo inspection systems. The systems will be deployed to the NBIA Cargo Free Zone IT Project with AMR Asia Co., Ltd.

The company recently announced that it was selected by the Civil Aviation Authority of Singapore (CAAS) to supply a range of systems

to automatically screen checked baggage for explosives at Singapore Changi Airport (SIN). This substantial repeat order includes both ad-vanced technology (AT) and U.S.Transportation Security Administration (TSA)-certified com-puter tomography (CT) systems. It is CAAS’s third order for L-3 systems in the past two and a half years, bringing the total purchase value to over $58 million.

URS CORPORATION has been selected by the Federal Aviation Administration and Sacramento County to prepare a joint environmental impact statement and environmental impact report for the proposed expansion of Sacramento International Airport. The study involves the evaluation of environmental impacts associated with the county’s proposed capital development program, which includes: a new international terminal complex, a runway extension, property acquisition, and other associated landside/airside improvements. The environmental study will be conducted in two phases over a three-year pe-riod. Estimated construction costs of projects to be evaluated are approximately $1.1 billion.

URS and its associated partner, Quinn Evans Architects, have been selected by the Michigan Aerospace Foundation to develop the master plan for the expansion of Yankee Air Force and Yankee Air Museum, located at the Willow Run Airport in southeastern Michigan. The plan calls for the creation of a campus reminiscent of an English World War II airbase at the northeast corner of Will Run Airport. Departing from the traditional single-building concept, numerous smaller buildings will be built, each with its own theme and architectural character, effecting the look of a “trip back in time.” The Yankee Air Force still maintains three flyable World War II-era aircraft. These are among the last of only a handful of this era’s still-flying aircraft left in the world. The site at Willow Run Airport is significant, since Henry Ford convinced the War Department his assembly line process could turn out an “airplane every hour.”

E M PLOY M E NT OPP OR TU N IT IE S

Deputy Practice Manager California Bay Area

Hatch Mott MacDonald an international engineering design firm is seeking a new position of Deputy Practice Manager –Airports for the bay area of California.

Engineer should have 15 years experience in an airport engineering consulting environment. Candidate experience should focus on infrastructure, airfields and specialty systems. Engineer should have a stable work history, be a self starter, have good communication skills, strong business development, excellent proposal writing and the ability to execute high quality work. PE registration required.

EQUAL EMPLOYMENT OPPORTUNITY

Hatch Mott MacDonald

Senior Engineering Manager (Aviation Services)

Portland

Mead & Hunt’s aviation practice is growing and there is an exceptional opportunity for an experienced airport engineer to join and grow with the firm. Mead & Hunt is the 17th largest aviation consulting firm in the U.S. & has been rated one of the top 10 consulting firms to work for. The position will lead the engineering staff throughout the Northwest. Responsibilities will include project management of aviation services design and construction for our airport clients. Visit our website for more info.

Mead & Hunt, Inc. www.meadhunt.com

AA/EOE

Pavement Engineer Washington, DC

National transportation-construction organiza-tion seeks a professional engineer to provide technical support and market development for concrete pavement airport applications. The position provides technical support to paving contractors and consulting engineers and works closely with FAA and federal, state, and local agencies of jurisdiction. Ideal candidate will have excellent relationships with AAAE, ACC, and related organizations. Requires demonstrated expertise/experience in paving (preferably with strong background in concrete pavement design, construction, and materials). Must have strong writing skills and excellent verbal presentation skills. Candidates also must be willing to travel approximately 40-50 percent. BS

in Civil Engineering is a must; graduate/post graduate degree preferred. Individual will work in company’s Washington, D.C. office.

Send confidential resume/salary history to: Gerald F. Voigt, P.E. ([email protected])

American Concrete Pavement

Association

5420 Old Orchard Road Ste. A-100

Skokie, IL 60077

Project Engineer Civil Engineer (Drainage) DY Consultants is an engineering firm, specializing in the design of transportation related projects, especially in the exciting field of airport related improvement projects. Candidates must have a BS in Civil Engineering with a good background in civil design; and a minimum of 7 years related experience. Managing projects from preliminary design stage through final close-out of construction is a must. Must have completed projects with a strong drainage component; possessing a good understanding of hydrology and hydraulics and experienced with civil related software. The candidate must demonstrate the ability to perform detention basin analysis, analyze post development flow vs. predeveloped flow rates, and have experience with HEC HMS or HEC RAS modeling, and AutoCad. P.E. registration is a plus. Company offers a comprehensive health and benefits plan and a 401K program. Salary Range: $60,000 - $70,000 annually, dependent upon experience.

DY Consultants Contact: Human Resources One Expressway Plaza, Suite 208, Roslyn Heights, NY 11577 Fax: (516) 625-9816


v

Photo Gallery

CAPTION TITLE (Left to right) Charles Chambers, ACC Board of Governors Chair with InterVISTAS, Feuis dit dionsed mincill andipit nim in hent nostrud el irit.

CAPTION TITLE (Left to right) Duisit lobortie commodolore diam delent ercil do odit, commy nulla faccumsan veliquis aute molutat lam, quipit ero od tio consequam dolore faccums andreet ummodo elit vent utationse do delit, quisisi.


BOARD BREAKFAST • CITY, ST • MONTH 2005

NEPA WASHINGTON, DC • JUNE 2005


are volatile and can fail anytime (and usually they do so at the worst of times!) The common wisdom is that there are two types of computer users — the ones who have experienced the loss of crucial data to hardware failure and the ones who will experience such loss sooner or later. “External service providers or internal servers can fail,” comments Homan. “It is very important to have good IT support and to back up electronic documents.”

Building International Bonds

“The Internet is very useful for learning about cultural factors when doing business,” con-cedes Homan. “However, sensitivities remain and need to be recognized in order to avoid communication breakdowns and embarrassing situations. “Language barriers and cultural barriers are too complex to bridge,” contends Zatakia. “The touch and feel is thankfully yet God’s own domain!”

Today’s communications tools can help con-sultants form project teams for international

assignments. Aviation consultant Peter Meier, who has spent many years at Delta Air Lines operations in Germany, has put together diverse project teams for overseas assignments. Later, as an aviation consultant, he was involved in an $8 million Asian Airport Operational Readiness Program that required people with a wide range of skills who could quickly be deployed.

“Without the Internet we would have never been able to mobilize a team of 20 consultants from 13 countries and eight aviation-related branches

— over Christmas, no less. The Internet was an important and time-saving tool to bridge time differences.”

WEB continued from page 1

13www.acconline.org

v

Photo Gallery


2005 BEST PRACITICES AWARD RECIPIENTS(Left to right) Courtney Beamon, Delta Airport Consultants, Inc., Gregory Sweeny, 2005 Best Practices Award Recipient, FAA Great Lakes Region, Chicago Airport District Office, Mike DeVoy, 2005 ACC/FAA/TSA Summer Workshop Series Conference Chair, R.W. Armstrong & Associates, Inc., Charles Chambers, ACC Board Chair, InterVISTAS

SUMMER WORKSHOP SERIES • WASHINGTON, DC • JULY 2005


CAPTION TITLE (Left to right) Duisit lobortie commodolore diam delent ercil do odit, commy nulla faccum-san veliquis aute molutat lam, quipit ero od tio consequam dolore faccums andreet ummo-do elit vent utationse do delit, quisisi.

CAPTION TITLE (Left to right) Duisit lobortie commodolore diam delent ercil do odit, commy nulla faccumsan vel-iquis aute molutat lam, quipit ero od tio conse-quam dolore faccums andreet ummodo elit vent utationse do delit, quisisi.

Meier found that building teams for projects in distant locales can be a challenging task. That reality triggered his idea for the Aviation Consultancy Network (Avconet). He recently launched Avconet.net as an Internet-based platform. “It brings together aviation-related companies (airports, airlines, ATC providers, etc.), and universities, research institutes and NGOs. It links them on a global scale while maintaining the ‘alumni’ network spirit.”

‘Round-the-Clock Teaming

So, how can the new technologies increase

productivity and help get us closer to the still elusive ‘paperless society’?

Imagine a full-scale airport engineering proj-ect that requires no paper. All documents are transmitted, reviewed, approved and logged with no hard copy. Imagine the project is in Asia, the consultant is in the United States and key suppliers are in Europe. This is a scenario that seasoned air cargo consultant, Joe Dietlmeier, understands. One of his recent projects brought together a Hong Kong cargo handling company (end user), a German equipment supplier and a Connecticut-based consultancy.

As one of the great Asian cargo hubs, Hong Kong has seen double-digit growth over the past few years. Such development necessitates new air cargo systems and, like many international projects, teams are formed from experts located thousands of kilometers (and sometimes 12 time zones) apart. “One team member dubbed our efforts as ‘project no-sunset’,” said Dietlmeier,

“which became a reality as we literally worked around the clock, transmitting day and night from the far corners of the world.”

E-mail mailboxes have limitations in the size of the files that are sent/received as well as

2005 BEST PRACITICES AWARD RECIPIENTS(Left to right) Joseph Delia, FAA Eastern Region, Washington Airport District Office and Charles Chambers, ACC Board Chair, InterVISTAS.

See WEB on page 15


15www.acconline.org

Monday, October 17, 20057:30 - 8:00 am Registration

8:00 - 8:30 am Introduction

8:30 - 10:30 am Information Systems 101: The Basics

10:30 - 10:45 am Break

10:45 am - 12:15 pm Information Systems and Information Technology: Case Studies

12:15 - 1:30 pm Lunch

1:30 - 3:00 pm Developing an Airport IT Mas-ter Plan

3:00 - 3:15 pm Break

3:15 - 4:45 pm Information Technology and the Enterprise in Other Indus-tries Today

4:45 - 5:00 pm Questions and Answers

Tuesday, October 18, 20058:00 - 10:30 am Role of Airport Consultants

and Systems Integrators

10:30 - 10:45 am Break

10:45 am - 12:15 pm Latest Trends in Information Systems and Information Tech-nology

12:15 - 1:30 pm Lunch Break

1:30 - 3:00 pm Airport / Industry Panel — Open Discussion

3:00 - 3:30 pm Wrap-Up

PRELIMINARY AGENDA

total storage capacity. To circumvent these choke-points in the document flow, FTP (File Transfer Protocol) sites can serve as a community bulletin board or a virtual filing cabinet. Simple cut and paste action allows project team members to amend docu-ments and post any size files. The convenience is unparalleled.

Life in E-copy Land

“In the final analysis, the greatest benefit to the paperless project approach is time. Without a doubt, all aspects of a project are expedited when documents flow freely. On the down side are the demands placed on the humans who must respond to com-munications that seem to know no boundaries.”

Professional organizations, like ACC, are contributing to the benefits that the Internet age brings to airport consultants and other industry professionals. The ACC Web site is a great resource for companies who need to locate airport experts, specialty consultants, and teaming partners. Comments Homan: “The ACC site is a good one, tailored to the way users search and use information. The search options help potential clients find consultant information. I’ve been on some sites where you have to already know the name of the consultant in order to find them. That’s just not very useful!” ACC is also exemplary with its weekly Airport Business Opportunities update, ACC Outlook, and other e-mail advisories to members.

Today, airport consultants have a wealth of tools that can improve efficiency and allow them to do business virtually anywhere. Hats off to the Web-savvy airport consultant!

WEB continued from page 13

The ACC Institute Airfield Pavement Design and Construction Course was held at Chicago O’Hare International Airport from August 22 to August 24, 2005. The course was hosted by O’Hare’s Program Manager, Chicago Airports Resource Enterprise (C.A.R.E.), at their office in the former Illinois Air Guard facility, and attended by 28 consultants, representing member firms, airports, and the FAA from around the country. Course instructors included ACC members David Peshkin, Monty Wade, and David Rose, and the FAA’s national pavement specialist, Rodney Joel.

Over a period of 2.5 days, course participants worked problems in rigid pavement design, flexible pavement design, and rehabilitation design, were introduced to the military’s design procedures, and tackled a thorny workshop on legal issues. They also learned about current and planned FAA-sponsored research in pavement design and construction.

This is the fourth presentation of this course since its debut in 2003, and it has continued to evolve to capture and present the latest information on airport pavement design and construction. There are several keys to the success of this course, including the experience and background of the instructors, the fact that the course objectively covers issues of pavement design and construction from an owner’s and designer’s perspective, and that participants have many opportunities for hands-on application of the design concepts.

If your busy summer kept you from attending this course, or from sending some of your staff, please check with ACC’s Cassandra Lamar, Director, Program and Marketing about next year’s schedule. There will be at least two presentations of this course in 2006.

The ACC Institute Airfield Pavement Design and Construction Course


17www.acconline.org

Quarterly Highlights

17www.acconline.org

Between June and August 2005, ACC distributed e-mail supplements

to this publication on the topics listed below to the ACC member firm

Official Representatives and ACC Individual Members. For more

information, contact Sharon Brown, ACC Operations Manager.

Tech TalksTT-05-04 JPDO - NGATS - NGATS INSTITUTE POINT TOWARDS 2025 AIR TRANSPORTATION SYSTEM

TT-05-05 TECHNICAL PAVEMENT RESEARCH PANEL VOLUNTEERS AGAIN REQUESTED

For innovative pavement research foundation (IPRF) projects

PAC Update

The ACC PAC provides a voice for the

ACC on Capitol Hill so that our position on

various legislative and regulatory matters

can be heard. For more information on

the PAC, contact Laddie Irion, Chair of

the ACC Legislative & Regulatory Affairs

Committee-DOT at Laddie_Irion@URSCorp.

com or Anthony Mavrogiannis, ACC Vice

President at [email protected].

LN-05-03 WE NEED YOUR HELP! AIP dollars continue to be threatened

RN-05-01 ONE-FINAL OPPORTUNITY TO COMMENT ON FUTURE CONSULTANT SELECTION “RULES”

Regulatory News

Legislative News

2005Information Technology & Information Systems October 17–18, 2005Newport Beach, CaliforniaThe Fairmont Newport Beach Hotel ACC 27th Annual Conference & Exposition November 6–9, 2005Maui, HawaiiGrand Wailea Resort

2006ACC/AAAE Airport Planning Design & Construction SymposiumFebruary 22–24, 2006Reno, Nevada ACC/FAA/TSA Summer Workshop SeriesJuly 19–20, 2006Arlington, Virginia

ACC 28th Annual Conference & ExpositionNovember, 2006New Orleans, Louisiana

ACC Events

Upcoming ACC Events


M O N D A Y , N O V E M B E R 7

(Preliminary agenda as of 8.27.05)

7:30 am - 9:00 am Registration

7:30 am - 8:30 amBreakfast with Exhibitors

8:30 am - 9:00 amWelcome: Opening CeremoniesCHARLES CHAMBER, ACC Board Chair, InterVISTAS

JACKIE POTHIER, Conference Chair, Dewbridge Airport Systems

9:00 am - 10:00 am Creating a Win-Win Organization CultureGuest speaker, Human Resource Consultant Fred Owen, is widely known in North America for his work in effective human resource management and compensation among a wide array of industries including government, manufacturing, airline, financial services and universities.

So, how do we achieve:

• Improved performance management?

• A sense of fairness and high morale?

FACILITATORFRED OWENS, Human Resource Consultants

10:00 am - 10:30 am Coffee Break with Exhibitors

10:30 am - 11:45 am Beyond Borders II: International Opportunities and Challenges

• Perceived Borders & Boundaries

• International Survival Training

• Financial Institutions and Processes

• Cultural Acceptance of Globalization

FACILITATORKRISTINA DORES, Unisys Corporation

11:45 am - 12:45 pm 2005 ACC Awards Luncheon

ACC Aviation Award of ExcellenceJeffrey P. Fegan, CEO of the Dallas/Ft. Worth International Airport, was selected as recipient of the 2005 Aviation Award of Excellence. This selection reflects his

invaluable leadership as a credible airports and industry spokesperson and as an extraordinarily effective communicator who takes the time to listen, care about, and accept the opinions of other. This award will be presented by ACC Awards Committee Chair, Armen DerHohannesian with Armen DerHohannesian & Associates, LLC.

ACC Board of Governors Chair AwardThis award will be presented by Charles Chambers, 2005 ACC Board Chair.

12:45 pm - 1:30 pm Dessert with Exhibitors

1:30 pm - 2:15 pm Technology of the Future; Better or Just Busier?

• What’s in Store for 2010: Planned Not Prophesy

• Roadblocks to Change

• How Do We Fit In?

FACILITATORHOBBY WRIGHT, ObjectVideo

2:30 pm - 5:00 pm Board of Governors Meeting

7:00 pm - 10:00 pm Monday Night Event: Hawaiian Luau

S U N D A Y , N O V E M B E R 6

8:00 am – 12:00 pm Golf Tournament

8:00 am – 12:00 pm Recreation ActivitiesSee page 3 for optional activities.

10:00 am – 3:00 pm Exhibitor Set-up

10:00 am – 5:00 pm Delegate Registration

4:00 pm – 4:45 pm 2006 ACC Committee Chair/ Vice Chair BriefingNewly appointed ACC Committee Chairs and Vice Chairs are requested to attend a special session to discuss plans for the upcoming year.

5:00 pm – 6:00 pm New ACC Members’ OrientationCome to this informal gathering, complete with a presentation on ACC’s mission and services, to find out how to take full advantage of your new ACC membership. Find your “PAL” and learn how to make ACC most meaningful to you!

6:00 pm – 7:30 pm Welcome Reception in Exhibit HallJoin us for drinks and light hors d’oeuvres.

Please note: hours are subject to change.

For exhibition information and delegate registration…

19www.acconline.org

8:00 am - 9:00 amBreakfast with Exhibitors

9:00 am - 10:00 am Membership Meeting

10:00 am - 10:30 am Coffee Break with Exhibitors

10:30 am - 11:30 am Is Teaming Really Like Marriage? Do We Need a Prenuptial Agreement?

• Pre-Contract Relationships

• Post-Contract Relationships

• Special Terms and Conditions

• Financial Pitfalls

• Project Communications

FACILITATORFAITH VARWIG, The Faith Group

11:30 am - 1:30 pmACC Committee Meetings / Brown Bag LunchNewly appointed 2006 ACC Committee Chairs and Vice Chairs will meet with committee members to discuss plans for the upcoming year.

1:30 pm - 5:00 pm Recreation Activities See page 3 for optional activities.

8:00 pm - 12:00 amHospitality Suite

T U E S D A Y , N O V E M B E R 8

Tuesday, November 811:30 am - 1:30 pmACC Committee Meetings:

• Globalization & International Affairs

• Engineering

• Environmental

• Information Technology & Systems

• Planning

• Safety & Security

• Terminal

• Legislative & Regulatory— DOT (ACC PAC)

• Legislative & Regulatory— DHS (ACC PAC)

• Procurement Issues

• Project Delivery Methods

• ACC Institute

• Awards

• Membership

• ACC/AAAE Airport Planning, Design & Construction Symposium

• ACC/FAA/TSA Summer Workshop Series

• ACC Annual Conference

• Bylaws

• Industry & Public Relations

• Strategic Planning & Implementation

8:00 am - 9:00 amContinental Breakfast

9:00 am - 10:00 am Road Warrior—How Do You Manage Your Staff?

• Are You Giving Employees Enough Direction to Get the Results While You Are Away?

• Out of Reach—Managing from a Distance

• While on the Road, How Do You Effectively:

> Provide Professional Staff Development

> Help Staff Manage Clients

> Give Staff Feedback

FACILITATORCEDRIC CURTIS, Carter & Burgess, Inc.

10:00 am - 10:30 am Coffee Break

10:30 am - 11:30 am Passing the Torch: The Value of Mentoring

• The Importance of Mentoring to You and Your Company

• Mentoring as a Responsibility of Industry Leaders

• Approaches to Mentoring in Today’s Competitive Environment

FACILITATORBRIAN O’HALLORAN, CH2M HILL

11:30 am - 12:00 pmClosing Remarks

W E D N E S D A Y , N O V E M B E R 9

*

*

November 6 – 9, 2005Maui, HI

…please visit www.acconline.org


Hopefully, most us who are involved in airport development are wise to e-mail phishing at-tacks. Phishing is a slang term referring to how scammers cast the line (send an e-mail) and if you bite (respond to the e-mail), they can lure in your personal information. These scams are fairly recognizable, such as a note from a bank asking you to go to its site (link provided, of course) to re-enter your personal information.

Unfortunately, this is kid’s stuff compared to the latest scam.

In January 2005, “pharming” attacks — a successor to e-mail phishing — came into

use. Rather than spamming you with e-mail requests, pharmers work quietly in the back-ground, “poisoning” your local server by redirecting your Web requests somewhere else. Your browser will appear to be connected to the right site. Just checking the address bar on your Internet browser won’t inform you of any hijacks. To remove pharming as a threat, servers need another layer of authentication. Web sites should obtain an authentication certificate from a certificate authority, such as VeriSign.

A few sites already offer certificates. When you visit these, you’ll see a dialog box asking you if you want to trust the certificate. If the

name on the certificate doesn’t match the site you’re attempting to reach, you’ll know that something is amiss. If the certificate is okay, you then save it so that when you next return your browser will recognize that it has reached the right address. There’s a slight trade-off in convenience, but the security is well worth the added steps.

Source: Adapted from ‘Alarm over pharming

attacks: identify theft made even easier’ by

Rober Vamosi, Senior editor, CNET Reviews,

February 18, 2005

Just When You Think It’s Safe!

After All…


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For the Health of it

Mind Your Business

Health Article Headline

Documents

ACC Fall05 20pgr v3 - Avconet Avconet and ACC...Robert and Company Ronald L. Peckham, P.E. C&S Engineers, Inc. Vesta Rea-Gaubert Vesta Rea & Associates, LLC Scott C. Triphahn Industrial