More than 17 million passengers travel through San Diego Interna-tional Airport every year. To support the needs of the traveling public, the airport maintains a large network of concessions throughout its facilities. In 2011, the airport procured a private developer, Aviation Facilities Company, Inc. (AFCO), to finance, design, and construct a 23,000-square-foot receiv-ing and distribution center (RDC) for processing all food, beverage, retail, and other goods used in the terminals.

This public-private partnership deliv-ery method was the first of its kind for development and lease-back of

an airport special use building in the United States. It was also a very new and unique delivery method for the San Diego County Regional Airport Authority (SDCRAA), who made the decision because of the large capital in-vestment of an ongoing major terminal and roadway expansion known as the Green Build.

The new facility is located on the north side of the airport, adjacent to the air traffic control tower, and is the first of several planned facilities to be con-structed on the north side over the next five years. The RDC includes employee offices, a secure screening area, a non-

secure delivery area, dry/cold/freezer storage, and operations support space. The 1.49-acre site also includes land-scaping, loading docks, and employee parking. This facility helps reduce traffic on surrounding roadways by centralizing all truck deliveries. Airport vehicles are used to deliver materials to the terminals via on-airport roadways. This has already reduced truck trips on Harbor Drive by 50 to 70 per day.

C&S partnered with AFCO, serving as the program manager, prime engineer of record, and LEED administrator. The Augustine Company was the gener-

The newsletter of the C&S Companieswinter 2013 www.cscos.com

advances

Public-private partnership pays offby Cory Hazlewood and Carly Shannon, leed ap

Continued on page 2

2 advances | winter 2013 3advances | winter 2013

• Lightingandclimatecontrolsys-tems

• Water-efficientplumbingfixtures

These elements and others could reduce energy use by 27 percent and potable water usage by 40 percent compared to a traditional building.

Construction began in March 2012 and was completed in just eight months. Following minor tenant im-provements, Bradford Airport Logistics began operating the RDC on behalf of the SDCRAA in November 2012. LEED Certification was received in February 2013.

Cory Hazlewood is a department manager in C&S’s San Diego office and served as the construction manager for the RDC project. Carly Shannon is a planner in our San Diego office and provided LEED administra-tion for the project. Contact Cory and Carly at (619) 296-9373 or by email at chazlewood@cscos.com or cshannon@cscos.com.

al contractor. The project was designed and constructed with an integrated project delivery (IPD) method that involved comprehensive collaboration among team members from pre-design through implementation. By includ-ing all entities in the decision-making process, unique and synergistic op-portunities were identified and imple-mented. The IPD method was effective in minimizing the cost and the schedule of the project. In fact, AFCO and C&S were able to price and contract the proj-ect at just 30% design with a general contractor. The contractor also provided valuable input to help reduce cost and construction duration. The delivery method was so successful that only 14 requests for information were received from contractors and there were no change orders related to design.

Another unique aspect of the project was the airport’s requirement that the building strive for LEED certification. This ensured that the building is built

to higher energy-efficiency standards and has less negative impact on the en-vironment than a traditional building. The SDCRAA originally specified that the project team should pursue LEED Silver certification, but through hard work and the dedication of the project team and the SDCRAA, C&S was able to achieve LEED Gold by incorporat-ing additional sustainable components. Sustainable elements include:

• Drought-tolerantlandscapingthatwill require no irrigation

• Light-coloredroofingandpavingmaterials to reduce temperature increases associated with darker surfaces (the heat island effect)

• Useofperviouspavementandstone mulch to increase stormwater infiltration

• Preferredparkingforcarpoolingand energy-efficient vehicles

• Solardomestichotwatersystem• Bicyclestorageandshowerfacilities

to encourage alternative transporta-tion by employees

Continued from page 1

and general manager of C&S Design Build, Shibel brings renewed focus on customer service and a new vision for expanding our practice to a wider clientbase.Withmorethan30yearsof experience, he has the skills and the passion to make our clients’ projects successful.

Having managed more than $1 billion of construction in just the past five years,weseeabrightfuture.Wearepleased to now offer our clients both traditional agency CM services as well as CM-at-risk, where the CM firm is brought on board early in the process to work closely with the design team to develop a project budget and schedule before design is even complete.

Weexperiencedthevaluethatqualityconstruction management brings to a project in our recent work on the San Diego International Airport receiving and distribution center (see article on page 1). On this project, C&S had the unique role as the construction and program manager, civil engineer, and LEED administrator. This project used an integrated project delivery (IPD) method, where the construc-tion manager, engineer, architect, and other trade professionals are engaged from early in the design process. This method brings all of the professionals associated with a project together so that they can work collaboratively to design a project that is highly efficient, cost-effective, and easily constructable. WeseetheIPDprocessasthefutureofour industry and are instituting it on as many of our projects as possible.

Contact Ron at (315) 455-2000 or rpeckham@cscos.com.

Since C&S was founded in 1968, we have primarily been an engineering firm, designing the infrastructure that supportsourcommunities.With45years of experience in the engineering field, we know how important it is to design projects well. However, we also know that no matter how well designed a project is, if it isn’t built right, it won’t meet the needs of the end user.

In 1993, we started C&S Design Build, Inc., our construction and pro-gram management business, with the aim of seeing important capital projects through the construction process to successful completion. Decades ago, it was uncommon to hear of a separate firm being employed to manage the construction of a project. Today, more and more clients are engaging profes-sional construction managers to oversee the process.

Wehaveseenfirsthand—boththroughour role as engineers and as our role as constructionmanagers—thesignificantbenefits of turning to professional con-struction managers. A CM firm takes ownership of managing a project’s cost, schedule, quality, and communication. WhenweserveasaCM,ourgoalistoact as a trusted partner and advisor, le-veraging our expertise and resources so even the most challenging projects are completed on time, within budget, and to a high level of quality. Studies have shown that engaging a qualified CM results in considerable savings from ef-fective cost and schedule control.

Weareexcitedtowelcomeanewleader to our construction and program management practice, Shibel Jabaji (see article on page 8). As vice president

AdvancementsAccomplishments

Pinal County, AZ, selected C&S to prepare a master plan for Pinal County Airpark, a general aviation facility serving one of the state’s largest aircraft maintenance repair and over-haul companies.

C&S was retained by the Greater Or-lando Aviation Authority through its general consultant, Schenkel Shultz, to provide market and real estate advi-sory services in support of regulatory approvals for the development of more than 1,000 acres of Orlando Interna-tional Airport’s east airfield.

The State University of New York at Brockport chose C&S for their north campus utilities, infrastructure and site enhancementsproject.Wewilllocateand assess the condition and capacity of all site utilities and above-ground infrastructure, and create a GIS-based 3D information model. This data will be the basis for design of $11 million of utility and site improvements.

In a collaborative design-build effort between our engineering and con-struction businesses, C&S designed and is now fabricating and installing new steam and condensate lines at the RockTenn paper mill in Solvay, NY. The $4.5 million project enables the the delivery of up to 400,000 pounds per hour of steam from a new boiler house to the paper machines, nearly half mile away.

AwardsOrrin “Mac” MacMurray, chairman of the board of C&S, was honored as a recipient of a 2012 Legacy Award. The awards honor individuals who have made significant contributions to the Central New York community.

3advances | winter 2013

Build it rightby Ron Peckham, p.e., President and CEO

4 advances | winter 2013 5advances | winter 2013

fort to complete the projects that were not performed during the 2007-2010 time period. This also includes making apron pavements a higher priority than past years since their PCI values have been steadily declining because of their low priority rating in the system.

The pilots that use general aviation airports can rely on the fact that each facility is maintained, encouraging additional traffic and tourism at the state’s airports. The public also benefits from having their local airport in good condition because the facilities are used by companies such as FedEx, UPS, the U.S. Postal Service, bank deliveries, sightseeing tours, and commercial pas-senger flights. Airports are important contributors to local economies and this program provides a cost-effective way to help airports operate safely and cost-effectively.

For more information about this project, contact Lance McIntosh, P.E., or Rich Graham, P.E., in C&S’s Phoenix office at (602) 997-7536 or by email at lmcintosh@cscos.com or rgraham@cscos.com.

• Portlandcementconcretepave-ment joint resealing

Many airports in the program have ex-tremely large cracks (sometimes greater than five inches wide), faded paint, and loose surface aggregate. Any of these circumstances can be dangerous for pilots and aircraft. By resurfacing the pavements, repairing large cracks, and repainting, the potential for foreign object debris is greatly reduced.

The chart on the previous page illus-trates the PCI values for each triennial study performed since the program’s inception in 2000. The lack of funding between 2007 and 2010 resulted in a significant drop in PCI values for all airfield pavement types. Since funding was restored to the program, ADOT increased the annual budget in an ef-

sign support and full time construction observation services during construc-tion, and prepares final construction reports and as-built plans.

The core of the program is identifying and cataloging the condition of each airport’s pavement. Through visual inspections, evaluations are made of the types and severities of damage and entered into a computer program database. Pavement Condition Index

Airfield pavements, such as runways, taxiways, and aprons, are the most valuable assets of any airport. Pilots and passengers rely on these pavements to be safe and well maintained. The harshclimateacrossArizona—fromex-tremeheattoextremecold—canwreakhavoconthesepavedsurfaces.With55publicly owned airports, the State of Arizona is committed to ensuring that each operates safely and uses taxpayer dollars most effectively.

The Federal Aviation Administration (FAA) requires all airports to have a pavement management plan. However, many of the state’s airports are owned and operated by small municipali-ties that do not have the personnel or the funds to create their own pave-ment management system or pay a consultant to do it. To ensure that airfields across the state were in compli-ance, the state decided to take on the responsibility of developing pavement maintenance plans. In an innovative move, they combined the maintenance planning with a funding program to ensure that critical projects were ad-dressed before pavements began to fail. In 2000, the Arizona Department of Transportation (ADOT) initiated the Arizona Airport Pavement Preservation Program (APPP), the first statewide system in the country for tracking and prioritizing airfield pavement projects. Since its inception, 53 airports have continuously participated in the pro-

gram (Phoenix Sky Harbor and Tucson International perform their own APPP programs).

Airfield pavements are significant investments for an airport. The goal of the APPP is to maintain and preserve existing pavements. Performing regular maintenance helps pavements last considerably longer. The FAA requires pavements to have a 20-year design life, but without proper maintenance, pave-ments can require costly reconstruc-tions well before they’ve reached this age. In fact, ADOT estimates that spending $20 million for mainte-nance between 2000 and 2010 saved $60 million of reconstruction costs.

Since it began in 2000, C&S has man-aged the program for the state. Every year, we conduct field investigations at each airport and coordinate with the airport sponsors to address any airport-specific construction concerns. C&S prepares project plans and specifica-tions, assists ADOT procurement with advertisement and award, provides de-

(PCI) values are determined using guidance from FAA Advisory Circular 150/5380-6. Once the data are col-lected, projects are prioritized based on the PCI value and the function of the pavement (primary runways are given highest priority, followed by taxiways, secondary runways, aprons/helipads, and T-hangars). Treatment methods employed by the program consist of:

• Cracksealing• Crackrepairing• Rubberizedasphaltemulsionseal

coat• Slurryseals• Rubberizedasphaltoverlays

Arizona’s innovative airport pavement preservation programby Lance McIntosh, p.e., and Rich Graham, p.e.

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men

t Con

ditio

n In

dex

(PCI

)

1998 2000 2002 2004 2006 2008 2010

Runway

Apron/Helipad

Overall

Taxiway/T-Hangar

At Casa Grande Municipal Airport, severe cracking was evident through-out the airfield pavements (left). After an investigation by C&S (above right), we designed a pavement rehabilitation that repaired the runway and other pavement surfaces (above left).

6 advances | winter 2013 7advances | winter 2013

Of the items in recycling bins, 21% was considered non-recyclable. This material consisted of a number of materials, but a significant portion was bound paper reports and binders. Even though the bound paper was recycla-ble, the plastic binding or binder was

not properly removed.

Based on the results of this waste audit,

OCRRA gave us the following recommenda-tions for further enhancing waste minimization and recycling:

1. Increase paper recycling by

educating employees on the importance of

removing plastic or metal bindings when recycling bound documents.

2. Enhance C&S’s composting pro-gram by educating employees on acceptable materials and by labeling collection containers.

3. Reduce the quantity of paper prod-ucts in the waste stream by install-ing sensor-activated hand dryers in the restrooms. Non-recyclable pa-per products (paper towels, tissues, napkins, plates, cups, etc.) consti-tuted 23% of the waste stream.

4. Reduce the quantity of office paper used by increasing double-sided printing and encouraging em-ployees to only print when neces-sary. More than half (53%) of the recyclables stream was office paper. Whileitisanachievementthatwe

The author weighs a bin of recycled office paper (far left). C&S Sustain-able Society team members sort the contents of recycle bins (left).

1. Identify opportunities to reduce waste and increase recycling

2. Use the data collected to improve existing programs, procedures, and policies

3. Fulfill the requirements of LEED EBOM Materials and Resources Credit6:SolidWasteManage-ment—WasteStreamAudit

This waste and recyclables audit looked only at consumable goods, not durable goods (e.g., appliances, desks, chairs, etc.) or construction debris.

Prior to the audit, OCRRA and C&S personnel conducted a facility walk-through to identify sources of waste and recyclables, discuss waste manage-ment programs, and view the existing disposal/recycling infrastructure. This

Withtoday’sfocusonsustainability,many companies and institutions have established goals of reducing waste and increasingrecycling—andC&Sisnoexception.Wearecurrentlyinthepro-cess of applying for LEED for Existing Buildings Operations and Maintenance (EBOM) Certification for our head-quarters building in Syracuse and one of the credits required us to conduct a waste audit. The audit gives us a baseline that we can use to establish measurable reduction targets.

C&S worked with our local waste and recycling organization, the Onondaga County Resource Recovery Agency (OCRRA), to perform an audit of our waste and recyclable streams. The ob-jectives of the audit were threefold:

information was used to develop the categories into which the waste and recyclables were sorted.

Weselectedarepresentativedayofnormal facility operations on which to collect all waste and recycling gener-ated within the building. Employees were not told about the audit so that waste generation and recycling habits wouldn’t be affected. At the end of the selected day, all materials were collected and moved to a storage area. Items that came from recyclables containers were kept separate than waste from trash receptacles.

The morning after the representa-tive day, we set up a sorting area and conducted a brief health and safety meeting to ensure that participants were protected. A group of 10 C&S employees performed the waste audit, with supervision by staff from OCRRA. Contents of recyclable bins were sorted first, followed by the waste stream. Sorters placed the materials into one of 19 bins, labeled by category of material. Full bins were weighed on

electronic scales. Bin weights were logged on data sheets and total weights were tallied. It took approximately two hours to sort through all of the materials.

The audit results found a total of 384 pounds of material collected. The waste stream (i.e., material destined for incineration and landfill) constituted 37% (143.4 pounds) and the recy-clable stream constituted 63% (240.6 pounds). The pie chart on this page illustrates the breakdown of materials.

OCRRA’s analysis found that almost 30% of the items thrown into trash bins could be either recycled or com-posted. This largely included cardboard and other recyclable paper/magazines/catalogs, and food waste, but it also includes recyclable plastic bottles and No. 5 containers (recyclable in Onon-daga County, but not everywhere), and recyclable metal containers.

Get your hands dirty to learn about wasteby Bill Frye, leed ap

already recycle more than 99% of our office paper, there is opportu-nity to reduce the quantity of office paper used in the first place.

5. Recycle more and waste less by educating employees about the materials that can be recycled and those that cannot. 17% of the waste stream consisted of materi-als that could be recycled. This relates to the challenge of educating people about acceptable (and non-acceptable) recyclables.

In the words of OCRRA: “First and foremost, it is important to note that C&S’s recycling and composting pro-grams are a model for other companies. As a Blue Ribbon Recycler, C&S has demonstrated a commitment to waste reduction, recycling, and proper waste management.”

Weareproudthatourongoingrecy-cling programs at C&S are working well, but we are always striving to do better. Educating our employees about recycling will hopefully yield even greater results. Since the audit, our internal Sustainable Society team has developed a new waste management policy and is working on incentives for employees to help us get our overall waste stream down and our percentage of recycling up.

One of the most important consid-erations is that in many instances, companies pay waste haulers for every ton of garbage they remove, so it costs considerably less or can even be free to have recyclables taken to the appropri-ate facilities. This fact makes recycling and waste reduction both financially and environmentally sound.

For more information on conducting a waste audit, contact Bill Frye, LEED AP, at bfrye@cscos.com or (315) 455-2000.

49.9% 13%

11%26.1%

Properly recycled

Waste stream

Waste items in recycling bins

Recyclables in waste stream

8 advances | winter 2013

C&S Companies499 Colonel Eileen Collins Blvd.Syracuse, New York 13212p: (315) 455-2000f: (315) 455-9667toll free: (877) CS-SOLVEwww.cscos.comemail: advances@cscos.com

Engage, explore, excel—to advance quality of life in a changing world

C&S Companies are proud to wel-come Shibel Jabaji as vice president and general manager of C&S Design Build, Inc., the firm’s construction and program management business. Shibel brings nearly 30 years of experience in the construction management industry, including extensive expertise in public works construction projects.

Shibel was previously a vice president at Lend Lease (US) Construction Inc., where he recently served as project executive for major capital improve-ment projects at K-12 schools, military installations, hospitals, and transporta-tion centers.

He is responsible for all day-to-day activities of C&S Design Build, Inc.

The firm is one of the largest construc-tion and program management firms in central New York, managing more than $1 billion of projects over just the past few years. Notable projects include the expansion and renovation of the Syracuse Hancock International Airport terminal; new construction and renovations at Onondaga Community College, Cornell University, and several SUNY campuses; and major renova-tions and additions to a number of K-12 schools.

Contact Shibel at (315) 455-2000 or sjabaji@cscos.com.

Jabaji joins C&S to lead CM company; Camp promoted to manager of Municipal Group

Shibel Jabaji John Camp, p.e.

John Camp, P.E., has been promoted to service group manager for our Mu-nicipal Services Group. John has more than a decade of experience manag-ing projects for municipalities, private developers, school districts, and other clients. His expertise includes hydrol-ogy, hydraulics, stormwater manage-ment and erosion control, site design, and storm and sanitary sewer design. His recent projects include stormwater quality modeling, stormwater master plans, and serving as a town engineer.

Contact John at (315) 455-2000 or jcamp@cscos.com.