airport magazine - plans and procedures · 2007. 9. 18. · hartsfield-jackson atlanta...

M A G A Z I N E

www.aaae.org/magazine | June/July 2006

red teamsair cargo

private screening

SecurityPlans and Procedures

a secure feeling

For more information, call 1-800-728-1187 or visit www.honeywell.com/homelandsecurity©2006 Honeywell International Inc. All rights reserved.

We’re quietly behind the scenes making airports more secure. At Honeywell, we design,

manufacture and implement security solutions to help you solve core-operating challenges.

Our customized solutions drive airport security, improve safety and increase efficiency. With

systems ranging from intrusion detection to digital surveillance to command center design

and implementation, we can be found anywhere in the airport. And our products work easily

together or as a stand-alone solution. Everything we do is built around providing you and your

travelers with enhanced security—and that’s a good feeling to know. Go ahead and put our

sixty years of aviation experience to work for you.

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

Morristown, New JerseyBRYAN ELLIOTT

Charlottesville, VirginiaBILL HOGAN

Reynolds, Smith, & HillsJAMES E. JOHNSON

Odessa, FloridaRANDY D. POPE

Burns & McDonnell

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

C H A I RELAINE ROBERTS, Columbus, Ohio

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

CHARLES J. GOODWIN, Columbus, Ohio

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

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

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

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

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

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

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

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

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

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

M A G A Z I N E

Volume 18/ Number 4 | June/July 2006

f e a t u r e s

cover: security techniquesPlanning A Red Team Strategy | 26To stay one step ahead of terrorist planning, you need to improve your postureagainst an attack. It requires regular Red Team sessions, with constant war-gam-ing to update the security silhouette at the airport.

security technologySeamless Integration of Security Systems | 30Little Rock National Airport recently implemented a new combined access con-trol and smartcard/biometric security system to limit unauthorized access torestricted areas.

inside AAAEAnnual Convention | 34The 78th Annual AAAE Conference and Exposition in San Diego in pictures.

screeningAirports Shun Private Screening | 36Liability and cost concerns have kept all but a few airports away from making theswitch to private screeners.

cargo operationsTSA Issues New Air Cargo Rules | 42Airports will need to secure air cargo ramps and facilities, necessitating back-ground checks for all air cargo employees.

hurricane reliefAAAE/ACI Hurricane Relief Fund Has Huge Impact | 44The airport industry’s joint legislative strategy is seen as a key to continued suc-cess in Washington.

d e p a r t m e n t s

Inner Marker 6

Up Front 10

Executive View 18

Market Scan 22

Measure of the Month 24

Corporate Outlook 26

General Aviation 42

Airport Spotlight 48

Airportech 51

Retail Spotlight 53

Billboard 55

Advertisers’ Index 57

coming in Airport MagazineRetail/Concession Trends (August/September)

Baggage Handling Update (October/November)

Architecture/Engineering/Planning Trends (December/January)

Cover Design: Daryl E. Humphrey

26

30

34

John Croft’s General Aviation column in thisissue focuses on the impact of Very Light Jets(VLJs), or “microjets,” generally defined as a

small jet weighing less than 10,000 pounds, pricedunder $2 million and with a range of about 1,000miles. The target market for these sleek jets is indi-viduals (primarily business people) who are readyto upgrade from a high-performance turboprop to afull jet, and air taxi or charter operators who see areal potential in short distance, point-to-point serv-ice between certain smaller markets not wellserved by the airlines. Because of the possibleimpact on all segments of the industry—pilots,maintenance, FBOs, flight training, insurance, air-ports and especially the air traffic control system—VLJs have garnered a lot of media attention—bothin trade publications and the general media.Eclipse, Adam Aircraft, Cessna and Honda are justa few of the many manufacturers racing to the mar-ketplace with their version of a VLJ, with theEclipse apparently the first to market and promis-ing FAA certification sometime in July.

The forecasts for the number of VLJs comingonline vary widely. Rolls-Royce estimates 8,000VLJs will be in service by 2023. ForecastInternational estimates 3,476 by 2014. Cessnaclaims that there are 14,000 owners of piston twinsand turboprop singles who are ready to move up toa VLJ. The FAA predicts 5,000 by 2017.

Another aviation editor recently correctly point-ed out that many of the big aviation forecasts overthe years—going back all the way to just afterWorld War II—have been incorrect. Rosy predic-tions of thousands of post-war general aviation air-craft and pilots never materialized. Forecasting isan inexact science at best. However, given the factthat a number of respected manufacturers haveentered into the VLJ marketplace with very seriousintentions, it makes even the most skeptical of ustake note.

What are the potential pitfalls with the advent ofVLJs? I see the greatest challenge with the air traf-fic control system and implementing the technolo-gy to enable more automation in the skies. Thattechnology is already there, but FAA is behindschedule and over budget in implementing it. Oncethe air traffic control system is more automated, theadditional traffic generated by VLJs will be easilyabsorbed into the system. And, the benefits toFBOs, fuel providers, pilots and airports are sub-stantial. Additionally, pilots new to flying a jet willhave to have proper training, a condition the insur-ance industry is already insisting on.

What are the positive implications for the indus-try? These jets represent new, innovative designswith the most advanced airframes, avionics andengines available to the market. (Eclipse won theCollier Trophy last year for “leadership, innova-tion, and the advancement of general aviation.”)Some of this technology will eventually find itsway into more mainstream aircraft. And if the airtaxi operators can employ VLJs to their fullest pre-dicted potential, that will be good for passengerswho need access to underserved markets. These areall good things.

In sum, yes, there are issues to be worked outwith VLJs. But once they are resolved—and Ihave no doubt they will be—we will all reap thesignificant benefits. And to a certain extent—evenif only some of the most conservative projectionscome to fruition—they will help create a totallynew market for aviation. And that’s good for allof us.

Clif StroudInterim [email protected]

iminner marker

Weighing the Challenges and Benefits

Airport Magazine | June/July 20068

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

[email protected]

P U B L I S H E RJOAN LOWDEN

E X E C U T I V E E D I T O RELLEN P. HORTON

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

N E W S E D I T O RHOLLY ACKERMAN

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

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

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

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

SCOTT CATTRANJENNIFER MICHELS

HENRY PETERSALISON SMITH

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

Director of Communications, Federal Affairs

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

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

SUSAN [email protected]

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

GREG [email protected]

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

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

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

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

Airport Research and Development Foundation.

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

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

Copyright 2006 by AAAE. All rights reserved.

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

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POSTMASTERSend address changes to:

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M A G A Z I N E

Airport Magazine | June/July 2006 9

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Phoenix LaunchesTraffic InformationSystemCar rental customers at Phoenix SkyHarbor International Airport nowhave a high-tech traffic-monitor sys-tem to assist them in finding theirway to their next destination. Thesystem is the first of its kind in theU.S., airport officials said.

The new traffic information systemprovides rental car customers accessto up-to-date travel times on Phoenix-area freeways on four large (40-inch)video monitors located throughoutthe customer service level of therental car center. This system pro-vides information on routine traveland alerts drivers to accidents orother major traffic incidents betweenthe rental car center and their on-landdestinations, officials said. Each dis-play shows a map of major freewayswith current travel times to varioussites around Phoenix and surround-ing cities. The information is updatedevery three minutes.

The innovative project was fundedand led by the Maricopa CountyDepartment of Transportation, in part-nership with the city of Phoenix andthe Arizona Department ofTransportation. The monitors are partof a regional traveler information pro-gram led by AZTech, a partnership ofstate, county and municipal trans-portation agencies and private compa-nies in the Phoenix metropolitan area.

Atlanta ImplementsDigital InspectionProcessHartsfield-Jackson Atlanta Inter-national has implemented EagleIntegrated Solutions’ AIROPs systemfor the airport’s daily airfield inspec-

tion process. AIROPs replaces theneed for paper-based airfield inspec-tions by using a handheld computerto record, store, share and analyzecollected data. Standard inspectionssuch as FAR Part 139, bird andwildlife monitor and control, andemergency response are all availablewith the AIROPs system, according tothe manufacturer.

“With more to do out on the airfieldthan ever before, we need good solu-tions to help us continue to be effi-cient, while identifying items toaddress so that we remain safe forflight operations,” stated Paul Meyer,A.A.E., director of operations forHartsfield Jackson. “We anticipatethis technology will help us achievethese objectives.”

AIROPs offers drop-down menusand customized comment boxes forease and consistency of report genera-tion. Operations supervisors receivethe specifics of needed airfield repairs

or improvements, when the repairneed was identified and by whom.

Chicago Buys MoreSegwaysThe city of Chicago has approved a$580,000, five-year contract to pur-chase up to 100 additional SegwayHuman Transporters (HT) to be usedby airport operations personnel, aswell as employees in other citydepartments, including police, fireand emergency management. Thecity already owns more than 50 HTunits that are used by officers topatrol O’Hare and Midway Airportsand the downtown and lakefrontareas of the city. The Chicago FireDepartment also uses Segway HTs toprovide emergency medical responseduring special events.

Worldwide, more than 125 lawenforcement agencies now use Segway

Passengers use the new Phoenix Traffic Information System.

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HTs to patrol a variety of environ-ments, including airports, high-den-sity urban centers, universities, medical center campuses and shop-ping malls, Segway said. Anotherdozen federal and municipal agencies use the products for bombsquad response and explosives ordi-nance disposal.

Segway reported that several capabilities of the HT appeal topatrol officers.

• Officers stand eight inches taller onan HT, enabling them to see and beseen over crowds and automobiles.

• HTs use no gasoline and give off noemissions, allowing officers to patrolindoors and out.

• With a range of up to 24 miles on asingle charge of its batteries and atop-speed of 12.5 miles per hour, theHT allows an officer to cover far morearea than he or she could on foot.

• HTs are self-balancing, even whenstanding still. This makes them anefficient patrol tool when movingthrough crowds on sidewalks or inairport terminals and shopping malls.

• The HT operates quietly, enabling anofficer to unobtrusively survey situa-tions or respond to alarms. Front andside cargo systems allow the officer tocarry extra gear and EMS equipment.

• With the exception of batteryrecharging, there is no regular main-

news briefs

The FAA issued a Final EnvironmentalImpact Statement (FEIS) on the pro-posed relocation of the Panama City-Bay County (Fla.) International Airport,and has selected the West Bay site as itspreferred alternative. The FAA said thatthe West Bay site offers a “superior abil-ity to meet the purposes and needs ofthe project with fewer constraints thanexisting site alternatives.” The finalRecord of Decision regarding airportrelocation will be issued by the FAA inSeptember of this year. … PittsburghInternational Airport, in conjunctionwith Bayer, opened a new public sci-ence education exhibit at the airport.The program is an extension of “MakingScience Make Sense” currently used inAllegheny County classrooms. … TheFAA released the Final EnvironmentalImpact Statement (FEIS) on the pro-posed replacement for the St. GeorgeMunicipal Airport (Utah). The FEISdetails the potential environmentalimpact from the proposed airport, whichincludes a 9,300-foot runway. … TheTSA named Lee Kair federal securitydirector (FSD) for Orlando (Fla.)International Airport. He currently servesas the executive director of TSA’s Officeof Inter-Agency Operations where heoversees several initiatives of strategicimportance to the organization.Separately, TSA named Arthur MeinkeFSD at George Bush Intercontinentaland James Marchand FSD for William P.Hobby Airport. Meinke joined TSA in2003 and served as the FSD at Orlando(Fla.) International Airport where he wasresponsible for screening operations,regulatory, law enforcement andadministration and managed morethan 1,000 employees. Marchandjoined TSA as deputy FSD at BushIntercontinental in 2002 and wasappointed FSD there in 2003.

retail briefs on page 54A Chicago policeman is shown here patrolling on his Segway

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tenance required on the HT. Thedevice can also be used in the rainand cold, and its batteries are opera-ble to 14 degrees F.

San Diego To VoteOn New AirportThe San Diego County RegionalAirport Authority Board of Directorsvoted 7-2 in early June to ask votersto approve using 3,000 acres of theMarine Corps Air Station Miramaras the location for a new airport.

The question on the November 7ballot will ask, “To provide for SanDiego’s long-term air transportationneeds, shall the airport authorityand government officials work toobtain approximately 3,000 of23,000 acres at MCAS Miramar by2020 for a commercial airport, pro-vided necessary traffic and freewayimprovements are made, militaryreadiness is maintained withoutexpense to the military for modify-ing or relocating operations, no

local taxes are used on the airport,overall noise impacts are reduced,and necessary Lindbergh Fieldimprovements are completed.”

According to the airport authority,San Diego International is the onlymajor U.S. commercial service air-port that operates with a single-rangelimited runway. “The airport in itscurrent configuration and surround-ing high terrain will be unable tomeet air transportation demands asearly as 2015,” airport officials said.“Our population, and its air trans-portation demand, is growing beyondthe capabilities of the airport.”

San Diego International includes661 acres and has a 9,400-foot-longrunway, which is not long enough forsome fully loaded aircraft to reachAsia. The airport is also surroundedby rising terrain and obstructions thatlimit expansion, officials said.

If the airport relocates to a newlocation, the existing facility willrevert back to the Port of San Diegofor reuse, according to the airportauthority. FAA will determine

whether the airport will remain openor be closed.

New Terminal Opens At Wilkes-Barre/ScrantonWilkes-Barre/Scranton InternationalAirport opened the $41.5 millionJoseph M. McDade Terminal Buildingon May 25 that features new cus-tomer service technology, faster bag-gage check-in, security check andbaggage claim services.

The 130,000-square-foot terminal isequipped with digital flight-informa-tion displays, free wireless Internetaccess, and the Pocono Club &Business Center.

An expanse of windows was incor-porated in the building’s design tooffer views of the Pocono mountains,while the interior of the buildingshowcases marble floors, rustic stonewalls and cherry wood ceilings.

Improved inbound and outboundbaggage systems have been installed,

The Joseph M. McDade Terminal Building at Wilkes-Barre/Scranton International Airport.

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Your return on investment is

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© 2003 ADT Security Services, Inc. ADT, the ADT logo and ADT Always There are registered trademarks of ADT Services, AG, and are used under license.

ADT’s aviation security solutions can give you greater integration, so you can have

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allowing checked bags to be elec-tronically scanned for security pur-poses, which is expected to shortenthe traveler’s time at the airlinecheck-in counter.

The new terminal has eight air-craft gates compared with four inthe current terminal. Six of the newgates are equipped with passengerboarding bridges.

A non-denominational room withfreestanding waterfalls will be avail-able to travelers and visitors. In addi-tion, visitors can enjoy the work ofmany local artists. An art committeecommissioned area artists to producea variety of works, including floor art,window art, paintings and mobiles.

The new terminal will house arestaurant and bar, smoking lounge,snack bar, news and gift shop and anarcade. A Frequent Parking Programhas been initiated for frequent airtravelers of the region, and membersof the airport’s new VolunteerAmbassador Program will greet andprovide information to passengersand visitors.

“The Wilkes-Barre/ScrantonInternational Airport is committed toproviding the highest possible levelof customer satisfaction,” saidDirector Barry Centini.

Detroit Starts Site Prep For New TerminalThe Wayne County Airport Authority(WCAA) recently unveiled a model ofthe planned north terminal at DetroitMetropolitan Wayne County Airport,the second new terminal to be built atthe facility in six years.

Site preparation for the 26-gate,$418 million north terminal is wellunderway, with the old DaveyTerminal demolished and work near-ly complete on taking down the for-mer Marriott Hotel. Installation hasbegun on a mat foundation for thenorth terminal check-in building, andpavement replacement on the apronwill begin in the fall. The contract forstructural steel was awarded to

An artist’s rendering of the new north terminal at Detroit Metropolitan Wayne

County Airport.

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Midwest Steel of Detroit. The con-tract for the construction and instal-lation of a hydrant fueling system isstill under review.

To make room for the project,Spirit Airlines closed three gates onthe north side of old concourse Cand shifted those operations to gateson the south side.

According to north terminalProject Director Jon Hypnar, thedesign should be complete by mid-July; roughly 7,000 tons of structur-al steel will begin arriving on theconstruction site early this fall.Twenty-six jet bridges have beenpurchased from FMC Jetway, andthe baggage system contract hasbeen awarded to Siemens.

“With its simple linear design andmodern conveniences, the north ter-minal will represent a significant

JFK

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The top photo: The A380 is towed on the

runway at London's Heathrow airport after

its first landing at the airport on May 18.

Lower left: The superjumbo A380 prepares

to land at Heathrow as part of opening cer-

emonies for the new Pier 6, which was

built to accommodate the new aircraft.

Lower right: The A380 performed a series

of ground handling tests during the visit

to Heathrow, including being attached to

the jetway.

JFK’s Terminal 4 celebrated its fifth anniversary in May as the first and only U. S. airportterminal built by a consortium not comprised of airlines or government agencies. Theterminal is operated by JFKIAT, a private consortium consisting of Schiphol USA, LCORInc., and Lehman Brothers. The terminal, which houses more than 50 airlines, occupies165 acres on the airport and is one of the largest terminals in the country. It is the cor-nerstone of a $10.3 billion JFK revitalization program.


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upgrade in customer conveniencecompared to the Smith and BerryTerminals,” said WCAA CEO LesterRobinson. “It will also provide aconsiderable improvement in effi-ciency for the airlines.”

Scheduled airlines relocatingfrom the aging Smith and Berry ter-minals to the new north terminalinclude Air Canada, American,AirTran, Frontier, Southwest, Spirit,United, USAirways/America West,and USA 3000, as well as non-scheduled airlines Champion Airand Ryan Air, among others.International carriers BritishAirways, Lufthansa and RoyalJordanian will move from theMcNamara Terminal. NorthwestAirlines and its SkyTeam partners,Northwest Airlink, Air France,Continental and Delta, will remainin the McNamara Terminal, whichopened in February 2002.

The north terminal is still on schedule to open in 2008, offi-cials said. A

In our April/May issue we incorrectly identified the above photo. The TSC representatives here are Eric Whisman and Jessica Dawson.

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It is a great honor to be elected AAAE Chair, and Iwant to thank each of you for your vote of confi-dence in me.

We have a busy and challenging year ahead of usas an industry. The Airport Improvement Programreceived the second largest cut of any item in thePresident’s budget proposal this year. Airports of allsizes would be hurt by the proposed $2.75 billionlevel for AIP, but especially small airports that couldlose their entitlement dollars entirely. The AIP budg-et request is $765 million below this year’s fundinglevel and a full $950 million below the $3.7 billionfunding level previously authorized by Congress.

Full funding for the FAA Facilities and Equipmentaccount, the Small Community Air ServiceDevelopment Program and the Contract TowerProgram, among others, are high priorities for air-ports and will be difficult challenges this year asCongress struggles to pay for the Iraq War, recoveryfrom hurricane Katrina, and key entitlement pro-grams such as Medicare.

Due to the great work of our Airport LegislativeAlliance team, a key House subcommittee recentlyhas approved the fully authorized $3.7 billion in AIPfunding, but more work remains before the funds areappropriated.

As passenger growth rebounds at most airports, itis becoming more critical to secure funding for instal-lation of explosives detection equipment. Many air-ports already face critical congestion problems atpeak times due to all the EDS equipment in ticket lobbies. Billions of dollars are needed toinstall equipment permanently at all commercialservice airports.

In addition to pursuing more funding for EDSinstallation, our legislative team is working to pre-vent TSA from shifting responsibility to airports forexit lane staffing while ensuring that TSA continuesto recognize those areas that airports clearly shouldmaintain responsibility for, such as perimeter securi-ty. Reform of the Aviation and TransportationSecurity Act, which created TSA and provides muchof the legal framework for its operations, remains atop legislative priority as well.

At AAAE’s Annual Conference and Exposition inSan Diego in April, we heard FAA AdministratorMarion Blakey, Aircraft Owners and PilotsAssociation President Phil Boyer and others talk

about the future financing of FAA and the aviationsystem. All have different perspectives and airportsare key stakeholders in the discussions. Although thecurrent FAA Reauthorization Bill does not expireuntil September 30, 2007, AAAE and airports willneed to be engaged in the funding debate later thisyear and be preparing for committee hearings.

I encourage you to be active in these discussions—support the legislative team by paying legislativemembership dues, write letters to your members ofCongress, and respond as needed to the AirportAlerts sent by the Airport Legislative Alliance.

In a related matter, I will work closely with ourcounterparts at ACI-NA as we coordinate policy andstrategy for our legislative initiatives.

Let me now turn to a special focus of mine for theupcoming year. I am establishing an AccreditationTask Force to examine ideas on how to enhance thevalue and benefits of accreditation within our indus-try. In San Diego, the AAAE Board of Directorsapproved some modifications to the accreditationprocess to modernize it and encourage more execu-tive candidates to complete accreditation and tomotivate others to initiate the process.

I want to take this opportunity to thank Board ofExaminers Chair Tom Binford, A.A.E., and First PastChair Lowell Pratte, A.A.E., for their tireless workduring the past year in support of this initiative.

I am actively seeking ideas from all interestedmembers regarding how to make accreditation morevalued and respected by local communities, by gov-erning bodies of airports, by airport directors whohire other staff members, and by airport profession-als. To begin the effort, I will be surveying all mem-bers to identify what incentives or benefits for obtain-ing accreditation currently are offered by some air-ports, as well as seeking your ideas on how to furtherenhance accreditation.

We will be working through e-mails and confer-ence calls over the next few months with a goal ofproviding feedback at the next Board of Directorsmeeting in October at the National AirportsConference. I also will be reporting back to you peri-odically on our progress.

I am looking forward to working with all of youduring the upcoming year to make AAAE an evenbetter organization. A

Elaine Roberts may be reached at [email protected].

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evexecutive view

Facing the Challenges Ahead


CONGRATULATIONS,GRESHAM, SMITH AND PARTNERS

WINNER, 2006 CORPORATE CUP OF EXCELLENCE

Dave King, Tracie Blaser and John Lengel duringthe 2006 AAAE Corporate Cup award

ceremony held in San Diego.

www.gspnet.com

msmarket scan


Non-Stop Passenger Service from the U.S. to Florida AirportsChange in total flights and available seats, July 2002 through July 2006

Data provided by OAG WorldwideExperts in global travel content

www.oagdata.com

Total Flights (July) Total Available Seats (July)

Airport Name 02 03 04 05 06 02 03 04 05 06

Naples 268 - - - - -100% 4,162 - - - - -100%

Orlando Sanford Apt 47 - 8 22 - -100% 4,127 - 1,384 3,432 - -100%

St Petersburg/Clearwater Int’l 65 - - 4 - -100% 3,237 - - 624 - -100%

Panama City Bay County Apt 160 162 160 62 55 -66% 3,040 3,078 3,040 2,697 2,750 -10%

Sarasota/Bradenton 233 115 93 114 83 -64% 4,087 1,291 775 912 664 -84%

Valparaiso Fort Walton Beach 185 187 187 78 83 -55% 3,515 3,553 3,553 1,482 1,577 -55%

Melbourne 155 31 31 135 74 -52% 2,201 341 341 1,173 685 -69%

Gulfport/Biloxi 62 62 62 93 31 -50% 7,254 7,254 7,254 8,804 1,550 -79%

Key West Int’l 1,462 1,185 1,126 1,191 972 -34% 35,208 29,034 29,938 32,486 31,720 -10%

Miami Int’l 2,141 1,486 1,455 1,552 1,436 -33% 118,063 82,467 96,639 103,151 103,390 -12%

Tampa Int’l 2,734 2,054 1,974 2,054 1,863 -32% 165,211 122,806 124,396 115,116 116,309 -30%

Tallahassee 851 526 580 703 602 -29% 37,039 28,842 26,909 26,893 22,505 -39%

Orlando Int’l 1,940 1,515 1,487 1,329 1,386 -29% 109,147 96,107 91,868 89,167 110,054 1%

West Palm Beach Int’l 339 325 402 247 248 -27% 26,406 24,928 25,851 20,202 17,928 -32%

Jacksonville Int’l 641 451 468 556 469 -27% 53,014 42,001 43,285 45,299 44,109 -17%

Fort Myers Sw Florida Int’l 405 336 310 217 300 -26% 12,126 10,684 11,625 6,944 19,627 62%

Fort Lauderdale/Hollywood Int’l 1,389 1,342 1,315 1,761 1,491 7% 119,080 113,981 116,206 117,796 120,242 1%

Daytona Beach 124 31 31 176 146 18% 1,860 341 341 1,780 1,540 -17%

Pensacola Municipal 286 282 279 356 349 22% 10,235 7,993 7,936 13,380 14,239 39%

Dayton Int’l - 31 31 152 62 n/a - 3,627 3,627 9,677 5,177 n/a

Gainesville - - - 94 73 n/a - - - 1,786 1,387 n/a

Jacksonville Craig Municipal - - - 19 19 n/a - - - 209 209 n/a

Fort Pierce - 5 - - - n/a - 40 - - - n/a

Madison - - - 20 - n/a - - - 3,000 - n/a

TOTALS 13,513 10,152 10,026 10,950 9,769 -28% 723,510 582,866 599,639 608,350 619,712 -14%

source: OAG Max

Variance 02 vs 06

Variance 02 vs 06

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

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

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

Jim BennettPresident and Chief Executive OfficerMetropolitan Washington Airports Authority

mmmeasure of the month

Airport Magazine | May/June 200524

While traffic continues to grow andthe financial condition of airportsimproved in the last year, it is usefulto examine airports’ financial per-formance over the medium term—the last five years. There is concernin the industry about the impact ofrising fuel prices, higher construc-tion costs and continued weakness-es with the airlines. While trendssuggest a positive outlook, higheroperating costs and uninspired non-aviation revenue growth require air-port managers to continue to be vig-ilant in overseeing their finances.

To compile this data, IMGemployed a combination of FAASection 111 5100-127 AirportFinancial Reporting data (via theCompliance Activity TrackingSystem (CATS)) and the FAA Officeof Airport Planning’s Preliminary2006 Enplanement statistics. Thedata is preliminary and is not fullycompiled and complete.

After hitting bottom in 2002-2003,U.S. enplanements grew sharply in2004 and again by 4.3% from 2004

to 2005, reaching record levels asshown in Figure 1. As is apparent inthe graph, total landing fees did notfollow this pattern, but grew steadi-ly from 2000 to 2002, stalled from2002 to 2004, and then increased inthe last year. As the same figureshows, terminal rental revenue hasgrown steadily 2000-2005, even lessaffected by traffic changes.

Parking revenues continued togrow steadily at an overall rate of12.4% in 2004-2005 and by 7.2%per enplaned passenger (EPAX) asshown in Figures 1 and 4, respec-tively. Parking revenues contributedto 38.6% of non-aeronautical rev-enue sources but a mere 12.4% oftotal airport revenues in 2004-2005.Food and beverage concession rev-enues grew even faster in 2004-2005and throughout the period.However, 2005 food and beverageconcessions only contributed 10%to non-aeronautical revenues andjust 3.2% of total revenues. Overall,non-aeronautical revenues per-formed well, increasing by 8.1% in

2004-2005, but averaging a com-pounded annual growth rate of 2.1% since 2000, a less than stel-lar performance.

Figure 1U.S. Airport AggregateOperating Revenue Categoriesand Total Enplanements, 2000-2005

Airports have been fairly disciplinedat keeping operating expenses fromrising at accelerated rates in the lastfive years. However, the gap betweenoperating revenues and operatingexpenses has not significantly dimin-ished since widening after 2001, asshown in Figure 2. Operating expens-es grew 8.0% in 2004-2005, slightlyslower than revenues, indicating thatalthough airports are benefiting fromhigher traffic they are still under con-siderable financial pressure.Increases in capacity demand alongwith rising health care costs haveincreased personnel and contractualcosts. Increases in communications

Airport Financial Trends: A Preliminary Look at 2000-2005 Data

AERONAUTICAL OPERATING REVENUEFig.1 NON-AERONAUTICAL OPERATING REVENUEFig.2

FINANCIAL SUMMARY (PER EP)Fig.5

Airport Magazine | June/July 2006Airport Magazine | May/June 2005 25

and utilities expenses have beenmoderate in this time period. The lat-ter is at first surprising given that thiscategory has been subject to increasesin fuel prices. However, it can beexplained in that the dramatic fuelprice increases since Katrina are onlyincorporated in the last quarter of the2005 data.

Figure 2U.S. Airport Operating ExpenseCategories, 2000-2005

While capital expenditures grew at amodest rate of 4.1%, the growth wasmixed by category. After decliningfor several years, expenditures forairfield projects have increased inthe last year, while terminal invest-ments appear to have peaked, asshown in Figure 3. Parking develop-ment also declined somewhat, butover the period has remained fairlysteady. Recent reports of extremeparking shortages during peak sea-sonal travel suggest that this maychange as airports add new spaces.Investments in roadway, rail andtransit have essentially decreasedsince 2001. The data is inconclusiveon whether construction activity hasslowed as a result of high construc-tion cost escalation, in part becausethis phenomenon has only pickedup in the last 18 to 24 months.

Figure 3U.S. Airport Capital ExpenditureCategories, 2000-2005

Analyzing these trends on a unitbasis, per EPAX, most measures are

trending higher after decreasing inthe previous year. Operating rev-enue per EPAX, as well as operatingexpenses per EPAX, have increasedin 2004-2005 after declining in2004. Annual debt payments perEPAX have been dramaticallyreduced as a result of increasingpassenger levels. To an extent, debtpayments reflect the “lumpiness” oflarge construction projects andtherefore do not always correlatewith passenger activity.

Figure 4U.S. Airport Financial SummaryPer EPAX, 2000-2005

Even though it is almost five yearsafter 9/11, airports continue to facefinancial challenges and have per-

formed admirably overall, increas-ing credit ratings, generating ade-quate revenues, and convincing thefinancial markets to lend monies forexpansion. In the future, airportswill need to overcome further finan-cial hurdles in part by improvingtheir non-aviation activities, but sofar in 2005 things are trending in theright direction. AHow does this experience compare withyour airport? If you would like to shareyour ideas, please e-mail Alex Zaslov [email protected] or Sasha Page [email protected].

Infrastructure Management Group (IMG) provides

management consulting, financial advisory, develop-

ment and technology services to airports and other

infrastructure industries.

CAPITAL EXPENDITURESFig.3 FINANCIAL SUMMARYFig.4

Small and disadvantaged businesses have longbeen provided opportunities to participate in air-port concessions, but the rules governing theseopportunities have changed. The courts haveweighed in on the constitutionality of programsdesigned for disadvantaged business enterprises(DBEs). These court decisions have promptedDOT to revise the rules. Compliance is importantnot only because violations carry serious conse-quences, but also because abuses undercut theimportant purpose of this program upon whichlegitimate DBEs depend. Here are the five mostimportant things airport directors, prime andsubcontractors, and DBE firms need to know.

1. Why did DOT revise the airport DBE regulations and what are the major changes?

DOT revised its DBE regulations to follow theSupreme Court’s 1995 decision in AdarandConstructors, Inc. v. Pena,1 which held that DOT’sprogram was constitutional only if it furthered acompelling government interest, such as not per-petuating discrimination, and if it was narrowlytailored. The Airport DBE regulations now con-form with the “narrowly tailored” requirement byincluding alternative race-neutral methods forreaching DBE goals, and basing DBE participationgoals on conditions in the contracting and con-cessions markets. DOT implemented a personalnet worth limit of $750,000. Furthermore, a DBEfirm seeking airport concessions cannot haveannual gross receipts of more than $30 million.2

2. What are the consequences for violat-ing the regulations?

There are serious consequences, both civil andcriminal, for violating DOT’s DBE regulations; thenumber of DBE fraud cases investigated by theDOT Inspector General’s office has been on therise. Failure to comply with the regulations couldresult in the suspension or termination of an air-port’s federal funding. DBE firms and contractors

also face severe penalties for fraudulent conduct,including suspension, debarment, and even jailtime.3 DOT has pledged to enforce a zero-toler-ance debarment policy for firms indicted or con-victed of fraud, with civil penalties and fines forfalse claims or fraudulent statements.4

Additionally, the 2004 Hershell Gill ConsultingEngineers, Inc. v. Miami-Dade County5 federaldistrict court decision serves as a warning to DBEprogram administrators that they could be heldliable if their programs violate the rules. InHershell-Gill, officials ignored a prior court rul-ing6 declaring the county’s DBE program uncon-stitutional. Consequently, the county officialswere stripped of their administrative immunityand were potentially liable for the contracts theyawarded.

3. How should airports calculate their DBEgoals to meet DOT requirements?

The Department requires airports to use credibledata to set goals, and to estimate DBE participa-tion as if there were a discrimination-free “levelplaying field.” Airports are required to adhere toan annual two-step goal-setting process. First,recipients must base their DBE goals on the num-ber of “ready, willing and able” DBEs in the localindustry. Second, recipients must adjust theirgoals to reflect factors affecting DBE participa-tion, such as the capacity to perform the work,disparity studies, the availability of DBE financ-ing, bonding, and insurance. The DBE conces-sions program requires two separate concessiongoals: one for car rentals and another for otherconcessions, such as restaurants and newsstands.Participants are forbidden from using racial quo-tas, and race-conscious measures can only beused to meet the portion of their goal that cannotbe achieved via race-neutral measures.7

In Western States Paving Co., Inc. v.Washington State Dep’t of Transportation,8 thefederal 9th Circuit declared Washington State’sDBE program unconstitutional, holding that onlythose minority groups with a demonstrated histo-

By

Jim

Bur

nley

, IV

and

Ken

neth

M. M

ead

cocorporate outlook

Examining The Revised Airport DBE Rules



ry of suffering discrimination in the industrywere program-eligible. The constitutionality ofthe Minnesota and Nebraska DBE programs wasupheld in Sherbrooke Turf, Inc. v. MinnesotaDep’t. of Transportation, because those stateswere deemed to have conducted adequate DBEavailability and capability studies.9

4. What are the challenges of DBE partici-pation through joint ventures?

DOT allows DBEs to participate through the useof a joint venture, with a non-DBE firm. However,DOT is wary of DBE joint ventures because theyhave been used to evade or defraud the program.The DOT Inspector General has pointed out thatit is often difficult to determine whether the DBEis performing an independent and distinct por-tion of the work. Airport directors and prime con-cessionaires must be extremely vigilant to ensurethat the division of labor, management, opera-tions, and financing is clearly articulated and fol-lowed. Recognizing the confusion surroundingjoint ventures, DOT is currently drafting addi-tional guidance to help concessionaires complywith the rule.

5. Best Practices: What steps should air-ports, contractors, and concessionairestake to ensure compliance with therevised rules?

The good news is that there are steps airport offi-cials, contractors, and concessionaires can take toensure they follow the rules. Compliance withthe rules’ due diligence requirements begins withcooperation between FAA and airport officials tocreate program goals that accurately reflect thelocal DBE market. Next, airports are responsiblefor the certification of DBE firms, and must for-mulate a strategy to monitor DBE programs andimplement compliance measures, such as theannual review of DBE records, onsite visits tocontractors and concessionaires, and the verifica-tion of actual performance and management by

DBE firms. Airports are also obligated to reportinformation about their DBE programs, such as abidders’ list supplying accurate DBE information.Finally, DBE firms are also required to verify inwriting that they have not exceeded the personalnet worth limit.

Airports can establish successful DBE programsby taking proactive steps to encourage and men-tor DBE participation. They can establish out-reach programs designed to disseminate informa-tion and increase awareness about DBE opportu-nities, provide supplemental training and man-agement programs, and assist firms in obtainingnecessary loans and bonds. A

Jim Burnley served as the U.S. secretary of transportation, the deputy

secretary of transportation, and the department’s general counsel.

Burnley is currently a partner at the law firm of Venable L.L.P.

Kenneth M. Mead served as the inspector general of the U.S.

Department of Transportation from 1997 to 2006 and is currently spe-

cial counsel at the law firm of Baker Botts L.L.P.

1 515 U.S. 200 (1995).

2 49 C.F.R. 26 (2005); 49 C.F.R. 23 (2005).

3 49 C.F.R. 29 (2005).

4 49 C.F.R. 31 (2005).

5 333 F.Supp.2d 1305 (S.D.Fla. 2004).

6 Engineering Contractors Ass’n v. Metropolitan Dade

County, 943 F.Supp. 1546 (S.D.Fla. 1996).

7 407 F.3d 983 (9th Cir. 2005).

8 407 F.3d 983 (9th Cir. 2005).

9 345 F.3d 964 (8th Cir. 2003).

red teams


Planning ARed Team

StrategyRed Teamby Mike Cheston, A.A.E.


Airports take emergency managementvery seriously and have evolved theirtraining, tactics and techniques (T3) toaddress identified threats, those docu-mented by actual attacks.

In the early days of hijackings, air-ports responded with plans to containthe aircraft and negotiate release ofhostages. In the ‘70s and ‘80s, explo-sive ordinance teams (EOD), hostagerescue teams (HRT), hostage negotia-tors and special weapons and tactics(SWAT) emerged, all focusing upon thecurrent or known threat of the day—that which had already happened. Ifsomeone detonated an improvisedexplosives device on an airport, weresponded by making sure we had EODor explosive detection dog teams near-by and changed our routine to conductmore searches so it would not happento us. If someone slipped a gunonboard, we responded by movingmagnetometers into new airport areascalled security checkpoints, conduct-ing secondary searches and trainingthe crew to look for anything unusualonboard the aircraft.

With the loss of Pan Am 103, FAAcreated a new set of questions to ask,questions designed to catch the dupewho might take someone else’s bombonboard—the findings of the investiga-tion of that crash. (Believe it or not,they still occasionally catch someoneat the ticket counter who says, “Yeah,

If you can stay one step ahead of terrorist planning,

you can improve your posture against an attack. It

requires regular Red Team sessions, with constant

war-gaming to update, change and morph the securi-

ty silhouette at the airport.

this guy gave me this box.”) All ofthese measures responded to the bat-tle already fought. Suicide-bombershad not yet hit aircraft and were con-sidered a remote possibility, untilSeptember 11, 2001.

Airport management is in the busi-ness of running a business. Whendetermining where to invest scarceresources, it must balance the costwith the potential risk, and usuallythat equates to turning to TSA foradvice and funding. Airlines and air-ports remain focused on contingencyresponse and security systems basedupon demonstrated threats. If it has-n’t happened anywhere else, whatmakes us think it will happen here?Furthermore, with the current federalbudget crisis (funding reconstructionof New Orleans and other areas of thesouthern coast of the United States),the federal government is faced withpressure to reduce budgets, whilekeeping a groaning aviation industryon track, a difficult proposition at best.

Faced with the single worst avia-tion disaster in history, the U.S.responded the only way it knewhow—a swift concentration of forces.It was effective for a time, butAmericans are notorious for the“What have you done for me lately?”attitude, and when it comes to largebudget-line items, the U.S. Congress

is no different. TSA is now chal-lenged with how to provide the req-uisite manpower to effectively andefficiently screen 1.7 million airlinepassengers a day. It is easy to imaginethat one individual in a million maybe either unstable or bent on killingAmericans for a terrorist cause, orwill at least think about or plan anattack against an aircraft—everyday.That may be all it takes; the terroristonly has to be lucky once. It is thistype of scenario that keeps airportemergency planners and intelligenceofficers awake at night. But with theright planning model, we can usethose sleepless nights to thwart thosewho would do us harm.

Emerging ThreatsContingency planning is nothingmore than a collaborative means toan end—to deliver a flow chart,model or dancestep to follow whenchaos ensues. Consequence manage-ment is at the heart of the emergencyplanner and indeed it should be.However, if all we do is consequencemanagement planning—the practiceof planning to react to a broken situa-tion—we are failing in our duty to thepublic we serve. That is not to say weshould abandon contingency plan-ning efforts. On the contrary, ourplanning should be reinvigoratedwith on-going, revolutionary devel-opment of policies and procedures tomeet an all-hazards threat, inculcat-ing the National IncidentManagement Systems (NIMS) andIncident Command Systems (ICS)models, while focusing on the emerg-ing threat, which is at the heart of the problem.

What is the emerging threat? Whocan get inside the noodle of a terror-ist’s demented, misguided and,unfortunately, very clever mind?Without a program that constantlylooks at the vulnerabilities of an air-

red teams


port and prioritizes each in terms ofrisk (risk and estimated loss of busi-ness, risk of penetrating existing air-port measures, cost to return infra-structure to full operation, and cost ofhuman life), we are relegated to plan-ning for the “last war.” New scenariosand models do not develop naturally.We need a dedicated group of profes-sionals working in a “Red Team”environment.

A Red Team is useful in any plan-ning exercise, whether a table-topexercise scenario, a contingencyplanning session, or simply comingup with dirty tricks that a terroristmight consider. Here the results are

as invaluable as they are rare. Theprocess demands time and horsepow-er. Time is the hardest resource tofind in today’s airport business envi-ronments. I know of no airport thathas its lead horses with time to think.Furthermore, time is not somethingeasily dedicated to an effort thatdoesn’t bring immediate improve-ment to the bottom line. However, thehorsepower will only come from peo-ple of vision, imagination and intelli-gence ther are usually the leaders, orsenior managers who have the broad-est understanding of the airport oper-ation, a depth of emergency manage-ment, an understanding of terrorism

and its premise (preferably signifi-cant knowledge of such things) and anatural knack to be innovative and,when necessary, to cheat.

The Red Team does not play fairand it should not. Team membersdon’t ever do what is expected andthey almost always find ways todefeat a system, a not too comfortingthought. But take solace in the factthat few real terrorists have theknowledge and understanding of anairport that you do. If you can stay astep ahead of terrorist planning, youcan improve your posture against anattack. It requires regular Red Teamsessions, with constant war-gaming


to update, change and morph thesecurity silhouette at that airport.Change is our friend on the securityfront and the enemy of a wellplanned terrorist attack.

Red Team programs are underratedin most places only because they are short-term efforts, generallyemployed for a training exercise andthen disbanded. In airports they arenearly non-existent. Once the exer-cise is over, team members are sentback to work in their normal jobs andseldom are the lessons learned opera-tionally implemented. In most cases,a thin-skinned exercise group takesoffense to the Red Team findings and

dismisses them as unrealistic orunlikely this is a deadly mistake weshould have learned by now.

Results of a regularly convened RedTeam can provide valuable informa-tion to the airport’s public safetydirector, which can be analyzed in anall-hazards risk matrix with weightedvalues on each risk to build a prioritylist of measures—a combination oflikelihood, cost of loss, and cost ofmitigation. Once the airport has cre-ated the risk matrix (it doesn’t have tobe perfect the first time), it canembark on setting a plan in place todevelop, train personnel, and imple-ment the necessary programs or pro-cedures (or standard operating proce-dures) to thwart the attack scenarioand to improve preparedness.Organizational shift and change maybe necessary and is usually the mostdifficult task to accomplish.

Tapping ResourcesThere are tremendous resources inthe community of every airport thatare not only invaluable, but anxiousto assist, such as the Joint TerrorismTask Force (JTTF) in the regional FBIheadquarters. In many cases, yourstate emergency management agencyor state police will have standingcounterterrorism centers, some withrobust intelligence organizations.These organizations think about thethreat and evaluate current intelli-gence constantly, and while they maynot be able to share specific informa-tion because of classification andsource protection, they can look atwhat you are doing and make recom-mendations. Those observations, tobe sure, are driven by what theyknow. A perfect situation would be toinclude a JTTF resource on the team.

The airport should identify a sharpgroup of people from staff, and mem-bers of adjacent agencies with a vest-ed interest in countering terrorism atthe airport (TSA, local police, FBI). Itmakes sense for the airport to be thehost and facilitator of the process andlead a team of approximately five per-sons. Much larger and it gets toounwieldy to manage and becomes acommittee. The composition of theplayers may include:

At least one intelligence officer orsomeone who has worked in the

intelligence field, law enforcement,airport operations, an airline repre-sentative, and a wild card.

Ensure the group is not like-mind-ed. This is crucial to a Red Team’ssuccess. If the team gets caught in thetrap of group-think (the cause of dis-asters such as the Bay of Pigs inva-sion and the Shuttle explosion fromfailed O-rings) the team will be inef-fective. The wildcard member of theteam can also help ensure this does-n’t happen. This may be the only truecivilian on the team, potentially froma business discipline at the airport orsome other non-traditional counterterrorism field.

The Red Team will necessarily berequired to become totally familiarwith the airport’s security program,and as such, will have to sign ontothe precepts of TSA 49 CFR 1520(Special Security Information or SSI).The team can develop a scenario eachmonth to thwart existing security sys-tems at the airport, testing differentmethods, avenues and technologiesin a table-top session. This should berecorded in a formal CFR 1520-pro-tected document and turned over tothe airport’s director of public safetyto further analyze, war-game andincorporate into the airport’s risk matrix.

Red Teaming is not a new conceptbut it is rarely, if ever, used for thepurpose of thwarting the continuallyevolving threat of terrorism. Make nomistake—the terrorist is thinkingabout the next attack and while thetemptation exists for terrorists to fallback on old concepts (car and truckbombs), they will always seek newways to defeat existing antiterrorismmeasures, exploit weaknesses andkill the maximum number of peoplein a spectacular attack. There areweaknesses everywhere, and the RedTeam can be invaluable in developingthe measures necessary to save livesand rock the terrorist planner on hisheels. A

Mike Cheston, A.A.E., is a retired Marine Corps

colonel and intelligence officer recently back from a

one-year tour with U.S. Central Command. He holds

an M.S. in Strategic Intelligence from DIA and has 21

years of airport operations and management experi-

ence. He currently works with Faith Group, LLC as a

senior associate and may be reached at mike@faith-

groupllc.com.

security


In the wake of the 9/11 terroristattacks, the airport wanted to providethe safest airport experience for itscustomers. A major component ofthis task involved protecting restrict-ed areas from unauthorized person-nel. To accomplish this, the airportset an ambitious goal: Deploy a com-bined smartcard-reader/biometricfingerprint-reader solution to ensureextremely tight control of movementwithin the facility and eliminateunauthorized entry.

Airport security personnel areresponsible not only for 150 airportemployees, but also for airport ten-ants who work for the airlines or inairport restaurants and gift shops. Asone of the first airports to consider adual card-reader/biometric solution,Little Rock Airport officials werebreaking new ground. They devel-oped an RFP with help from Garver

Engineers, an Arkansas-based engi-neering firm, which hired securityconsultants Jim Brindle Associates todevelop the technical specificationsrequired for the 210,000- square-footfacility. Airport officials sought asolution that would seamlessly inte-grate biometric and smartcard tech-nology, and easily enable futureupgrades. This would provide multi-ple layers of security while preserv-ing an easy-to-use system for airportpersonnel and card holders. The abil-ity to easily create customized reportsand adjust how alarm activities weredisplayed on monitoring screenswere additional important factors inthe RFP specifications.

Integrated SecurityAirport officials chose security inte-grator Advent Systems, which recom-mended both Software House and

BioScrypt products. “These compa-nies have great reputations,” said TimDoll, director of operations for LittleRock National Airport. “We foundSoftware House’s customers werepleased with the company.”

Based on Advent’s recommenda-tion, security officials replaced theairport’s outdated security systemwith Software House C-Cure800/8000 and iSTAR controllers, ascalable security management solu-tion encompassing complete accesscontrol. BioScrypt provided HIDCorporation iCLASS smartcard andbiometric fingerprint readers.Advent then installed 110 readerscontrolling access to all airportdoors and vehicle gates.

The airport also installed a dedicat-ed security backbone in the terminal,which includes redundant servers toprevent loss of information in the

Integration of Security SystemsSeamless

As Arkansas’ largest commercial service airport, serving more than 2.1 millionpassengers annually, Little Rock National attracts passengers from a large partof the state, as well as from a number of surrounding states. There are more than150 airline flight arrivals and departures at the airport each day.

case of a hardware failure. Systemredundancy is transparent to users; ifthe main server fails, service isrestored instantly through the backupserver. Using separate standaloneservers prevents any unauthorizedentry into the security systemthrough the airport LAN.

Seamless TransitionSwitching to a new security system inan airport is no easy task. AdventSystems was responsible for keep-ing the facility secure at all times,which required running both securi-ty systems concurrently until allaspects of the new system were fullytested. “This went along seamless-ly,” Doll said. “The engineeringdepartments from Software House,Advent Systems, and BioScryptworked together to make everythingwork smoothly.”

Before the system went live,Advent Systems trained airport per-sonnel, including the operationsdirector, security staff, badgingclerks, dispatchers and maintenancestaff. “Our users love the new sys-tem because they feel more secure,”Doll stated. “It’s made our dispatch-ers’ lives so much easier. Our previ-ous system displayed coded text onthe monitors, so dispatchers wouldhave to know what each code meantfor each alarm.” The new systemdisplays a map of the terminalbuilding with a flashing light indi-cating the location of the door inalarm mode on the map, tells thedispatcher the reason for the alarm,such as “door forced open” andshows a picture of the person usingthe door along with pertinent infor-mation about that person.

Today, all new airport tenants, con-tractors, and employees at Little RockAirport who require access to restrict-ed areas provide a fingerprint andundergo a background investigationin order to receive a badge. The fin-gerprint is stored on the smartcard,which also contains a specific securi-ty level that defines which doors andgates each person may access.

When entering a secure area, the

user presents his or her proximitysmartcard to the card reader, whichflashes a green light indicating thatthe card contains authorized clear-ances and that the person should pro-ceed with the biometric verification.The user then places a finger on thefingerprint reader, which connects tothe C-Cure database to verify theuser’s authenticity. If authenticity is

“We have betterreporting capa-bilities. We havemore controlover monitoringand changingthings on the system than wedid before…”


Tim Doll, A.A.E., director of operations, (left) and

Ron Mathieu, deputy executive director, for Little Rock

National Airport.

security


confirmed, the door automaticallyopens. If the system identifies anunauthorized person seeking access,it automatically alerts the police andsends a report to the communicationscenter, along with a photo of the per-son whose card is being used, keyinformation about the user, and thereason for access denial, such as lostor stolen card. With the pertinentdata and photo in hand, communica-tions center dispatchers can instantlyprovide police with a description ofthe individual.

The airport has issued approxi-mately 1,900 cards to date. Airporttenants are required to notify badgingpersonnel immediately when an indi-vidual is no longer in their employ sothe badge may be disabled.

“Today, the airport is more secure,”Doll said. “We have better reportingcapabilities. We have more controlover monitoring and changing thingson the system than we did before. Ican sit at my desktop and changeparameters on any door in the airport,pull up a report if someone left a dooropen, and have information withinseconds on who last went through thedoor. It’s worked out great. I get fourto five calls a month from other air-ports looking to do the same thing.”

The airport continues to enhanceits security capabilities with plans tointegrate all security systems to workwith the new equipment. With thesestringent security measures in place,the airport offers passengersincreased peace of mind during theirtravel to and from the region. A

System redundan-cy is transparent tousers; if the mainserver fails, serviceis restored instantlythrough the back-up server.

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inside AAAE


Scenes from AAAE’s 78th Annual Conference and Exposition,

1 2 3

4

5

6

1. Then-AAAE Chair Lowell Pratte, A.A.E., cuts the ribbon to open the exhibit hall at the

78th Annual Conference and Exposition

2. Pratte with Past Chair Bill Barkhauer, A.A.E.

3. FAA Administrator Marion Blakey

4. The exposition drew 211 companies in 303 booths

5. AAAE staff assist conference attendees

6. New AAAE Chair Elaine Roberts, A.A.E., addresses luncheon attendees

inside AAAE


held April 23-26, 2006, in San Diego, California

7 8

9 10 11

12

7. AAAE student chapter members develop valuable contacts

through networking at the annual conference

8. Then-AAAE Chair Lowell Pratte, A.A.E., accepts a resolution

from Jim Foster with Gulfport-Biloxi Airport, thanking AAAE

for its efforts on the Hurricane Katrina Relief Fund

9. New AAAE Chair Elaine Roberts, A.A.E., and outgoing Chair

Lowell Pratte, A.A.E, exchange gifts

10. AAAE President Charles Barclay, new AAAE Chair Elaine

Roberts, A.A.E., with Aircraft Owners and Pilots Association

President Phil Boyer

11. Second Vice Chair Jim Elwood, A.A.E., with First Vice Chair

Krys Bart, A.A.E.

12. Thella Bowens, A.A.E., president/CEO of the San Diego

County Regional Airport Authority, updates delegates on

changes at San Diego International Airport

screening


By John Croft, contributing writer

When the U.S. Congress inNovember 2001 created an all-feder-al screening force to deploy to morethan 400 commercial service air-ports, there was wide speculationthat a government program slappeddown in the middle of a commercialservice operation would be short-lived.

That belief in part led lawmakers toinsert an escape hatch in the Aviationand Transportation Security Act(ATSA) of 2001—a two-year pilotprogram where five airports coulduse private screeners for two years sothat comparisons could be madebetween the two methods, ultimatelyleading to a permanent option for anyairport to shed its federal screeners inlieu of private sector help.

Five years later—and nearly twoyears after all airports were invited toapply for private companies to dotheir screening—only one airport in

Despite

progress in

evolving the

SPP, only two

new airports

have attempted

to join the

program since

its introduction

in November

2004.

Airports Shun Private

Screening: Liability and cost concerns have kept all but a few airports

from making the switch to private screeners.


addition to the five pilot airports isnow part of the ScreeningPartnership Program (SPP). A Marchreport by the GovernmentAccountability Office (GAO) shedssome light on reasons why airportsand screening companies might haveshied away, and hints at why moreairports aren’t joining up.

In its latest look at the SPP, GAOexplored issues with program man-agement and liability protection forparticipants, DHS’s potential forachieving the desired cost savingsgoals, and the TransportationSecurity Administration’s (TSA’s)progress in developing performancemetrics for screening companies.Those issues first emerged during a2004 GAO investigation of the pilotprograms. For the latest study, con-ducted from March 2005 to March2006, the GAO canvassed screening

companies, airports, federal securitydirectors and Department ofHomeland Security (DHS) officialsassociated with the SPP.

While the government has madeprogress, GAO found that severalshortcomings still exist.Investigators did not directly con-front the question of why more air-ports are not applying to enter theSPP, but made some suggestions.Others offered some clues as well.

That airports might be timid abouttaking on passenger screening is notsurprising given the upheaval in theindustry over the past five years.Before Congress created TSA and itsall-federal workforce late in 2001, allscreening had been performed by pri-vate contractors under contract anddirection from the airlines. The pilotprograms offered five airports andfour screening companies (one com-

pany had contracts in two airports) achance to test the concept of a TSA-managed, privately run screeningoperation. It also flushed out issueshighlighted in the latest governmentreport.

GAO in its earlier study had dis-covered that liability concerns were aprimary obstacle for many screeningcompanies and airports in consider-ing the SPP. At issue was “whetherand to what extent private screeningcontractors and airports would beliable in the event that threat objectsor weapons were not detected at pas-senger screening checkpoint or inchecked baggage, leading to a terror-ist incident,” said GAO. Screeningcompanies, then and now, areallowed to purchase and bill the gov-ernment for commercial insurance atan amount dictated by DHS. Thatamount also was the cap for damages

screening


a plaintiff could recover under the2002 Support Anti-Terrorism byFostering Effective Technologies(Safety) Act. Though additional lia-bility protection is available underthe act—effectively making a screen-ing company immune from claims—screening companies had not beeneligible because DHS had not yetfinalized metrics that would deter-mine whether the companies are per-forming adequately, a requirementunder the law for gaining the maxi-mum protection. As of March (whenthe GAO report was released), TSAhad developed 14 performance meas-ures related to security, customerservice, costs workforce managementand innovation, but DHS had notapproved the measures and had notset a date to do so. A spokesman forthe TSA said that as of June 5, theperformance measures had beenapproved and incorporated in thescreening contracts at four of the sixairports, and that the remaining twowould be in place this summer.

The extra insurance could be amoot point however: GAO said noneof the four screening contractors atthe five pilot airports stated that the“lack of this additional coveragewould preclude their participation inthe SPP,” though all four said that“some form” of Safety Act coveragewas “an essential supplement to theircommercial liability insurance poli-cies.” Airports as of this year havefound themselves in a more advanta-geous position. Under the fiscal year2006 DHS Appropriations Act, GAOsaid airport operators are now pro-tected from “virtually all liability”resulting from the negligence orwrongdoing committed by privatescreening companies and theiremployees, or by federal screeners,for that matter.

Another potential liability had todo with communication. GAO said“stakeholders” had expressed con-cern that the roles between federalsecurity directors, who remain inplace at opt-out airports, and private-sector staff were ill-defined. ThoughTSA said it had defined those roles in


program documentation, GAO saidthe guidance material remainedunclear, and that interviews with thefour private screening contractorsconfirmed that confusion continues.As an example, the agency said docu-mentation did not provide informa-tion on the roles and responsibilitiesfor jobs like screening managers andtraining coordinators, or explain howthose roles differed for privatescreening contractors.

In terms of financial impacts, GAOconcluded that more needs to bedone about getting the government abetter deal for screening at larger(Category I and Category X) airports.While TSA has moved toward thegovernment-preferred fixed pricecontracts for Category II, III and IVairports where screening costs arefairly well understood, the agencyplanned to continue the more expen-sive cost-reimbursement contracts atthe Category X and Category I air-ports. DHS said that two more yearsof data was needed at those airportsto understand the actual costs forscreening companies. The reason:SPP contracts are different from boththe pilot program contracts and thetwo-year extension that followed.DHS said that under the SPP, for

example, contractors can implementinnovations and have more leewayon selecting and training screenersat the local level, options not previ-ously available. Innovations includeoptions like hiring more screenersor part-time screeners to handlepeak loads.

Despite progress in evolving theSPP, only two new airports haveattempted to join the program sinceits introduction in November 2004.Elko (Nevada) Regional Airport, aCategory III facility, had submitted anapplication for the SPP thatNovember, but was turned downbecause it intended to provide thescreening services itself, an optionnot allowed under the TSA’s interpre-tation of federal law. Sioux FallsRegional, a Category II airport,applied in April 2005 and was select-ed to participate.

Mike Marnach, Sioux Falls (SouthDakota) Regional Airport Director,said the airport commissioners hadelected to join the SPP because pri-vate screeners “didn’t get a fairshake,” referring to the passage of theATSA in 2001. Be that as it may,Marnach said customer service hasimproved since Covenant AviationSecurity took over screening opera-

tions in February. “I have not hadcomplaints about screeners sinceCovenant took over,” said Marnach.“There used to be about three amonth,” he said, with complaintsranging from rude behavior to itemsmissing from luggage. Covenant alsoprovides screening services at SanFrancisco and Tupelo Airport inMississippi, a Category IV airport thattransitioned from pilot to SPP.Marnach said communication is bet-ter now too, with the Covenant pro-gram manager visiting him once aweek to talk about the program.

Janine Punt, director of businessdevelopment for Covenant AviationSecurity, said airports in many casesdon’t like the fact that screening con-tracts are controlled by TSA, meaningthat the airport has less control overthe day-to-day screening operationsand can’t choose from competingcontractors. Another concern, shesaid, relates to being stuck withfinancing the operation at some pointin time. Punt said there’s a sense inthe airport community that TSA willeventually pass the cost of the screen-ers down to the airports.

Marnach, who said “one or two”other airports have talked to himabout the opt-out program, said con-cerns about liability are a “red her-ring.” To him, the real problem is thatthere’s no financial incentive at themoment to make the switch back toprivate screeners. “The savings wethink we obtain all go back to the fed-eral government,” he said.

GAO in its November 2004 reporton the SPP found that of the 26 air-port operators interviewed, 20 saidtheir airport would not apply in thefirst year of the program (2005).Among the 20, 16 said they were sat-isfied with the federal screeners ordid not see any benefit to applying tothe SPP. Thirteen cited concernsabout airport liability in the event ofa terrorist attack. In its latest report,GAO concluded, “We believe thatidentifying the underlying reasons forthe small number of applicants to theSPP may be helpful to TSA and oth-ers assessing what, if any, changesmay be needed to the program.” A

gageneral aviation


VLJs: High Anxietyon Both Sides of the Atlantic It’s not just in the U.S. where VeryLight Jet (VLJ) forecasts are stirring up trouble, deservedly or not.Eurocontrol, the European organiza-tion responsible for air navigationsafety for member countries, recent-ly completed a study estimating thatthe European business aviation fleet,pumped by VLJ sales, will grow by 4percent over the next 10 years, thesame VLJ-induced growth expectedof the U.S. general aviation fleet,according to the Federal AviationAdministration’s most recent 12-year forecast.

The anticipation has made the air-craft a topic of consternation inEurope and in the U.S. FAA and theairline industry here are using VLJforecasts as the basis for a debate oninstituting a European-like user feesystem for air navigation services.Currently, general aviation con-tributes to the transportation trustfund through a tax on fuel.

First to market in the VLJ sectorworldwide will be the Eclipse 500,slated for initial deliveries this sum-mer. Eclipse reports orders for 2,500of the six-seat $1.4 million jets, manyby start-up air taxi operators such asDayJet in Florida. The company says10 percent of its orders so far are frominternational customers. Eclipseplans to build as many as 1,000 air-craft per year by 2008. At least twoother manufacturers–Cessna andAdam Aircraft–are closing in on firstdeliveries next year, though forecast-ed production levels for the two aremuch smaller than Eclipse’s targets.

Eurocontrol estimates that its busi-ness aviation sector will add 1,100extra flights per day by 2015, with afleet that will have grown from

roughly 1,100 jets today to between1,600 and 2,600. If optimistic VLJsales predictions come true, businessaviation could account for as many as1,800 extra flights per day by 2015.The growth mirrors what Eurocontrolis already seeing in its statistics: In2005, there were 630,000 businessaviation flights, up 22 percent from2001, compared with a 10 percentgrowth in the rest of air traffic in thesame timeframe. In 2005, flights bybusiness jets had increased 8.9 per-cent over 2004.

Complicating air traffic manage-ment in Europe is that more businessaircraft are flying under instrumentflight rules (IFR), a preferred optionfor pilots and operators since IFR air-

craft can travel regardless of mostweather conditions, but a choice thatadds more surveillance work for airtraffic managers. Eurocontrol said thenumber of IFR flights for business air-craft is growing twice as fast as thenumber for commercial and generalaviation aircraft.

Complicating ground operationseverywhere is that VLJs can take offand land in less than 3,000 feet,meaning business jet traffic will becoming to airports that have had lit-tle or no business jet traffic in thepast. Eurocontrol found that only 11percent of the 1,100 airfields inEurope currently are able to handlebusiness aviation, meaning theyhave ground-handling businesses

The arrival of VLJs sparks industry debate.


that can provide the need for groundtransport, fuel, maintenance, cater-ing and customs services.

Boosting services at small airportsis likely to be a challenge in the U.S.as well. R. John Hansman, professorof Astronautics and Aeronautics andEngineering Systems at theMassachusetts Institute ofTechnology (MIT) said that, whilepricing will likely keep the VLJs outof the high density airports, smallersatellite airports will be under pres-sure to deliver new support services,such as rental cars and other ameni-ties, which business travelers expect.

Hansman’s group at MIT workedwith a team from VirginiaPolytechnic Institute and StateUniversity last year and producedindependent studies to get a handleon the impact of the VLJ in the U.S.Virginia Tech did a “bottom-up”

study, trying to predict where andhow VLJ operations would eruptbased on market demand MIT did anetwork analysis using FAA’s forecastnumber of jets and the assumptionthat VLJs, at least in the first five or soyears, would follow the same pat-terns that light jets already use. TheMIT team used historical flight tracksfrom 31 days of activity, focusing onseven models of light jets thataccount for 40 percent of the overallbusiness jet traffic. Included in thelight jets were the Cessna CJ1, theLearjet 35 and Hawker 400 models.

According to Hansman, the resultsfrom MIT and Virginia Tech wereconsistent: the short-term (five to 1years) impact from VLJs in the U.S.would not be great, except in “criti-cal” locations, such as New York,where a “capacity crisis” would takeplace “even without VLJs.” A

FAA predicts almost 5,000 VLJs will be operating by 2017.

cargo


The Transportation SecurityAdministration (TSA) on May 17

announced new requirementsdesigned to safeguard the more than50,000 tons of cargo that is trans-ported daily aboard passenger andall-cargo aircraft. The securityrequirements mark the first substan-tial changes to air cargo regulationssince 1999, and represent a jointgovernment-industry vision of an enhanced security baseline, TSA said.

“Working with the industry wehave set a solid foundation for amajor segment of the transportationnetwork,” said DHS AssistantSecretary for TSA Kip Hawley. “Inaddition, TSA is working with ourpartners on a series of separate oper-ational measures that raise securityin air cargo.”

The Air Cargo Final Rule makespermanent some practices already inplace and adds others. Major newsecurity measures include:

• Consolidating approximately 4,000private industry known shipper listsinto one central database managed byTSA. The agency said this will makethe activities of companies shippingon passenger aircraft more transpar-ent and permit more in-depth vettingof known shippers;

• Requiring background checks ofapproximately 51,000 off-airportfreight forwarder employees;

• Extending secure areas of airportsto include ramps and cargo facilities.This will require an additional50,000 cargo aircraft operatoremployees to receive full criminalhistory background checks;

• Requiring the employees of morethan 4,000 freight forwarders toattend enhanced security trainingcourses developed by TSA.

These new measures will beenforced by an expanded force of aircargo inspectors, TSA said. In thecoming weeks, the agency said it will

By Barbara Cook

Airports will need to secure air cargo ramps and facilities,necessitating background checks for all air cargo employees.

TSAIssues

New AirCargo

Rules


complete the hiring of 300 air cargoinspectors. These officials are beingstationed at 102 airports where 95 per-cent of domestic air cargo originates.

TSA said the policy changes man-dated by the final rule “complementongoing operational and technologi-cal initiatives that aim to strengthenair cargo security through a risk-based approach that balances thetwin goals of enhancing securitywithout unduly disrupting the flowof commerce.” The agency added thatoperational measures recently imple-mented include:

• Intensive initiatives that incorporatean element of unpredictability into thedaily inspection activity of approxi-mately 1,000 aviation security inspec-tors at airports across the country;

• Use of transportation security offi-cers and TSA equipment to screencargo that is delivered directly to air-port ticket counters;

• Expanded use of canine explosivesdetection teams in air cargo facilities.

TSA said it will provide draft secu-rity programs to the carriers and con-solidators for comment. Securityenhancements are to be phased inover the next six months.

Also in May, TSA initiated an out-reach program involving theNational Explosives DetectionCanine Team Program (NEDCTP),which provides extra funds for thecanine teams in exchange for thededication of 25 percent of a team’stime to cargo inspection.

TSA pledged to work in partner-ship with airports and law enforce-ment agencies across the country onthe program’s development. As partof its plan, TSA requested that air-ports, law enforcement agencies, TSAFederal Security Director staff, NED-CTP field staff, and passenger air car-riers work cooperatively to develop aplan best suited to all participants.

Further, TSA identified the fol-lowing activities to enhance aircargo screening:

• Greater security activity in air carri-er cargo-staging areas;

• Greater security activity in areasadjacent to the aircraft where cargois staged prior to being loaded intoan aircraft;

• Increased training activities withinthese areas, and

• Continued high visibility within

these areas when not performingscreening activities.

In addition, TSA said that, withinthe screening locations, cargo maybe inspected in configurations thatinclude break bulk and pallet loads.The agency said that it would havethe canine cargo screening initiativeoperational nationwide by mid-summer. A

katrina fund wrapup


More than 250 airport employees inthe region impacted by HurricaneKatrina received humanitarian aidfrom the AAAE/Airports CouncilInternational-NA Katrina AirportEmployee Relief Fund, which wasestablished following the August 29,2005, storm.

Katrina devastated portions of theGulf Coast, leaving many airportemployees homeless, and even morewithout any possessions, but deter-mined to return to work each day to restore operating conditions at their airfields.

In setting up the Katrina fund, thetwo associations stressed that 100percent of the money collected fromAAAE/ACI-NA members and corpo-rate/associate members would be des-ignated for distribution by the air-ports to employees for necessitiessuch as temporary housing, food,clothing and transportation.

Thanks to the generosity of donors,the Katrina fund raised $344,722.48,which was distributed to employees atthree airports: Louis Armstrong NewOrleans International, Gulfport-Biloxi(Mississippi) International, andStennis (Mississippi) International.

Gary Roulston, marketing managerat Louis Armstrong New OrleansInternational, said airport employeeswere given a form to request benefitsfrom the Katrina fund that acknowl-edged “the generosity and support ofthe airport community with theirdonations to the AAAE/ACI-NAKatrina Relief Fund.” He explainedthat, “These gifts were overwhelmingfor many who had lost everything,including home, furniture, cars, jobsand even family members. Commentsof gratitude continue to be sent to theairport with expressions such as, ‘Iam truly grateful and thankful.’”

Contributions were distributed toemployees of three Gulf Coast air-ports to help them rebuild theirlives, which were devastated byHurricane Katrina.

AAAE/ACI-NA HurricaneRelief Fund Has Huge ImpactBByy BBaarrbbaarraa CCooookk

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A committee of Armstrong NewOrleans employees was selected todetermine a process for distributingthe funds, according to Roulston. Thecommittee determined to base eligi-bility on the extent of out-of-pocketexpenditures by the individual, afterinsurance reimbursement and disas-ter relief assistance. Distributionamounts were based on three cate-gories of losses: (1) $5,000 or more, (2)$2,000 to $5,000 and (3) under $2,000.

“We had 153 employees who suf-fered $5,000 or more in out-of-pocketexpenditures,” Roulston said. “Theywere each given $1,504.59. Therewere 48 employees who had between$2,000 and $5,000 in out-of-pocketexpenditures. They each received$700, and there were 25 employees inthe third category with out-of-pocketexpenditures of $2,000 who eachreceived $350. A total of $272,552.27

was distributed to 226 employees.”Roulston said that, following the

storm, the city of New Orleans laidoff half of its staff. “As an entity of thecity, the airport was required torelease half of its staff as well,” heexplained. “The distribution of fundswas made to the employees that werelaid off, as well as the employees thatwere retained. The biggest challengewas finding the laid-off employees.This assignment was handled by theairport public relations staff with 100percent success.”

Bruce Frallic, A.A.E., executivedirector at Gulfport-BiloxiInternational, explained that recoveryfrom the hurricane has been slow,with some employees living in tem-porary housing for months.

The airport distributed $61,476.87 inKatrina funds to 34 employees. “Theyused it for clothing, food and essen-tials, if they lost everything,” Frallicexplained. “I don’t know anyone whogot a FEMA $2,000 credit card.”

Some employees have movedfrom rental property to rental prop-erty, looking for permanent housing,Frallic said. For example, he saidone employee lived at the airport fora month, then moved to a temporaryapartment, then a second temporaryapartment, before finding perma-nent housing.

“We worked hard with employeesto work around their situations andschedules. It was very difficult forthem. But the attitude of people inMississippi is they pick themselvesup by their bootstraps and get on withit,” Frallic said.

The overwhelming support fromthe aviation community “was souplifting,” Frallic continental. “Thenhundreds of thousands of people allover the world came here as volun-teers. There were groups of 10-20people. We have them coming andgoing all the time through the air-port—bus loads and van loads. Ouremployees see that and it’s an incred-ible inspiration. Even Pensacola(Regional Airport), which had(Hurricane) Ivan damage, they camehere to help.”

The Gulfport-Biloxi AirportAuthority presented a resolution toAAAE during the association’s April23-26, 2006, Annual Conference andExposition in San Diego, expressing“sincere appreciation” for its“immediate and sustained assis-tance and support” of the airportand its employees followingHurricane Katrina.

Bill Cotter, C.M., director of StennisInternational, expressed appreciationto AAAE/ACI-NA “for the thoughts,prayers and relief funds.”

More than 10 months after Katrinahit, “Little to no funding has comefrom the insurance industry or fed-eral or state relief funds to individu-als,” he said. “As the eye ofHurricane Katrina passed overHancock County, Mississippi, andStennis International Airport, one-third of the airport staff’s homeswere damaged or destroyed. A life’sworth of personal belongings inaddition to homes and cars van-ished. The Katrina relief funds helpthe Stennis International Airportstaff replace a few of those things,but more than that the generousoffering assured and reassured usthat someone cares.”

Seven employees at StennisInternational received a total of$10,659.14 from the Katrina fund.

“I have not asked my staff whatthey have done with the money,”Cotter said. “When the offer camein, we discussed how it should bedistributed. After lengthy discus-sions on who may need it more thanothers, it was decided to distributethe funds equally. I understand thatsome used the funds to help others.After 10 months of working and liv-ing at the airport, I am ready to takemy family home, but that will haveto wait.

“We continue on each day withthe knowledge that industry friendssupport and stand behind us—thatthe American Association of AirportExecutives is a collection of individ-uals, not just airports, and that theycare,” Cotter said. A{

Louis Armstrong NewOrleans Airport’s FEMAtrailer park is located onthe north side of the air-field, with more than 100trailers that house airportemployees and airport ten-ant employees.

If you could use one word to describe the latesthappenings at Southwest Florida InternationalAirport, it would be growth. The airport is

growing dramatically, from passengers to terminalsand flight service, and Southwest FloridaInternational couldn’t be happier. The airport hasbeen more than accommodating, building anentirely new state-of-the-art terminal and propos-ing changes to an incentive program that encour-ages air service development, and of course, wel-coming the record-breaking amount of passengerswith open arms. Lee County Port AuthorityExecutive Director Robert M. Ball, A.A.E., notesthat airport traffic continues to reflect the region’sstrong economy.

Southwest Florida International reported almostone million passengers traveling through its termi-nals in March, the second highest-volume March inairport history, with a total of 997,869 passengers.The airport still proudly notes that although pas-senger traffic did not break the 22-year record set inMarch 2005, year-to-date passenger traffic is stillup over 1.23 percent compared with the industrydecline of 1 percent reported by the Air TransportAssociation. In addition to passenger traffic, theairport also reported air freight up almost 12 per-cent compared with February 2005, setting a recordfor the month with almost 4 million pounds mov-ing through the airport.

asairport spotlight


By Betsy Woods

Fort Myers/Southwest

Florida Int’l

The new terminal at Southwest Florida International Airport

features a dual roadway system that allows departing passen-

gers to be dropped off on the upper-level curb, and arriving

passengers to be picked up on the lower level. This eliminates

the curb congestion that was a hallmark of the single roadway

system at the old terminal.

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With the continued dynamic growth in passen-ger traffic came the need to accommodate it.Outgrowing its capacity seven years earlier thanexpected, Southwest Florida International movedinto a $438 million new terminal in September2005. It is one of the first terminals in the U.S.,built from the ground up, that incorporated allpost-September 11 security requirements into itsdesign. The new, two-story terminal features 28aircraft gates along three concourses. T-shapedextensions can be added to the concourses to pro-vide additional gates–a few at a time orseveral–and there is space for two additional con-courses. This incremental expansion design pro-vides long-term flexibility, cost efficiencies and thepotential for a total of 65 gates.

The $438 million new terminal project was fund-ed in part with grants from the Federal AviationAdministration and the Florida Department ofTransportation. In February, the Florida DOTawarded the airport over $7.7 million in new fund-ing for two projects in addition to the $6.9 millionfor construction of the new terminal. The airportsaid $420,000 was granted for the runway rehabil-

itation project and $237,000 toward the purchaseof an Aircraft Rescue and Fire Fighting vehicle.

The airport also has proposed changes in its suc-cessful incentive program that encourages newflights and routes to underserved markets by reduc-ing the rates charged to airlines during the firstyear of qualifying air service, reducing financialrisk. The Lee County Port Authority proposedexpanding and extending the program that offersfinancial incentives to airlines that inaugurateservice between Southwest Florida Internationaland specific markets. Some of the proposed pro-gram enhancements the airport wants to makeinclude adding eight new, underserved cities;removing four cities that are now well served yearround; ending any geographical restrictions oninternational markets, and extending the programan additional two years.

The eight new cities proposed are Kansas City,Dayton, Grand Rapids, and Burlington, as well asfour New York cities—Buffalo, Rochester, Syracuseand Albany. The four cities proposed for removalfrom the program are Islip, Hartford, Minneapolisand Providence. A

Quick Facts• Southwest Florida International Airport (RSW) was cer-tified for operation in May 1983.

• RSW served more than 7.5 million passengers during2005 and ranks among the 60 busiest airports in thenation and above the national average for both historicand projected growth.

• The original terminal reached its capacity seven yearsearlier than predicted.

• On September 9, 2005, airport operations moved to anew $438 million terminal complex, south of the airport’srunway. The new terminal has the capacity for 10 millionpassengers annually.

2005 Statistics • Total passengers (January-December 2005): 7,518,169 passengers (+ 12% vs. same time period in 2004)

• Total freight (January-December 2005): 38,473,708 lbs. (+ 17% vs. same time period in 2004)

The new terminal features two large atriums that give the facility a distinct

Southwest Florida feel. The color palette of the interior reflects the region’s envi-

ronment, and high ceilings, walls of glass and clerestory windows allow natural

light to flood the building. Comfortable seating is provided for the large volume of

visitors who come to meet and greet arriving and departing passengers.

79TH ANNUALAAAE CONFERENCE AND EXPOSITION

June 10 - 13, 2007 • Washington Convention Center

Hosted by Metropolitan Washington Airports Authority

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

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


airportech atVistaScape andCernium Join ForcesOn Real-TimeSecurity SystemVistaScape Security Systems, a devel-oper of automated wide-area surveil-lance software, and CerniumCorporation, a manufacturer of intel-ligent video analytics for behaviorrecognition, announced a partnershipto deliver advanced surveillancesolutions to airports.

The two firms have combined theirrespective products to create a securi-ty solution that provides broad situa-tional awareness, wide-area analyt-ics, and robust behavioral video ana-lytic detection in a single package.The combined offering covers allfacets of airport operations, includingthe perimeter, passenger curb-sidelanes and parking areas, as well asterminal interiors.

VistaScape SiteIQ provides a real-time picture of an entire site on asingle screen based on 3-D videoanalytics technology designedspecifically for wide-area detection,tracking, and classification.Cernium Perceptrak provides anarray of advanced video analyticscapabilities, also in real time, thatrecognizes and alerts on combina-tions of 18 distinct suspiciousbehaviors—and that works for bothindoor and outdoor applications.

VistaScape SiteIQ combines intel-ligent video surveillance and multi-sensor analysis through an intuitivesoftware display that shows a real-time view of an entire site—all on asingle screen. The 3-D system iscapable of detecting more than 50different objects, including a fallenperson or a stationary object. Theidea is to eliminate a lot of the falsepositives that sometimes occur with

more conventional security-moni-toring systems, while at the sametime improving situational aware-ness for airport security officials.The video monitoring software alsologs all security-related events withthe time that they occurred. Theoperator may then take a snapshot

of the event or run an instant replay.“Intelligent video surveillance is a

powerful tool for transforming securi-ty operations but until now there hasnot been one solution that holisticallyaddressed the broad needs of air-ports,” said Glenn McGonnigle,Chairman and CEO of VistaScape.

airportech


“This partnership brings together twomarket leaders to solve this problem,giving airport security directors a one-stop solution that offers the best ana-lytics and unparalleled situationalawareness through a single interface.”

Both companies have experiencesecuring airports, from internationalhubs to general aviation facilities.VistaScape has systems installed atBoston Logan International Airport(BOS), Knoxville McGhee-TysonAirport (TYS), Helena RegionalAirport (HLN), and certain militaryfacilities. Cernium has more than 60systems installed in airports through-out the U.S. and Canada, includingDallas Ft. Worth International Airport(DFW), Pittsburgh InternationalAirport (PIT), Phoenix Sky HarborInternational Airport (PHX), CalgaryInternational Airport (YYC) andEdmonton International Airport (YEG).

“Airports have unique and complexsecurity challenges because of theirlarge physical footprint and volume ofpassenger and vehicular traffic.” saidCraig Chambers, President and CEO ofCernium. “Until now, airport direc-tors and security officers had the bur-den of sourcing one set of solutionsthat secured airport exteriors and asecond set of solutions that protectedinteriors—and the two solutionsweren’t always compatible.”

Cernium Corporation is a providerof advanced behavior recognitionsoftware and systems for the securityindustry with a focus on real-timevideo analysis. The company’s videosecurity systems are currentlyinstalled at more than 100 facilitiesthroughout North America, represent-ing a range of industry sectors thatinclude aviation, government, health-care, transportation, hospitality, edu-cation and cultural institutions.

VistaScape Security Systems devel-ops automated wide-area surveil-lance solutions to secure commercialsites, transportation facilities, andother at-risk infrastructure. A

For more information, access www.vistas-cape.com or www.cernium.com.


retail spotlightrs

P hiladelphia International Airport has madesome new additions to its retail program thatwill garner praise from business and leisure

travelers alike. The airport announced in April thearrival of CNBC News Philadelphia Stores, theopening of Brooks Brothers and the relocation of aredesigned Philadelphia Museum of Art Store asPhiladelphia International’s latest developments.

CNBC News Philadelphia Stores opened theirfirst of seven stores and four kiosks in January,offering books, magazines, newspapers, sundriesand an assortment of CNBC-branded videos andconsumer goods. The airport said the remainingstores and kiosks will be phased in over a sixmonth period.

CNBC News Stores offer two new features thatmake Philadelphia’s stores stand apart from similarventures. The first is a continuously streaming

Philadelphia International Airport

By Betsy Woods


broadcast of CNBC Business Day Programming on plasmascreens inside each store that deliver real-time news and pro-vided business information to passengers who rely on it. Thesecond new feature is the company’s “Buy it, Read it, Returnit” program, which allows purchased books to be returned atany CNBC News store nationwide for a 50% refund.

Brooks Brothers opened in the airport’s retail mall inJanuary occupying 2,200 square feet and offering an assort-ment of men’s and women’s clothing and accessories.

The Philadelphia Museum of Art Store reopened inDecember after relocating from the opposite side of the mallconcourse. The airport said the store is designed to convey thePhiladelphia Museum's “distinctive image,” and offers cards,books, jewelry, clothing and music, as well as printsand reproductions of famous works ofart. In addition, travelers can obtaininformation about current and upcom-ing museum exhibitions that mightinterest them during their stay in Philadelphia. A

Retail Briefs

Denver International Airport (DIA)announced in April that CMCBDevelopment Co. of Denver is thesuccessful bidder on a 17-acre retaildevelopment, a retail village thatwill serve the 30,000 workers at DIA,as well as provide retail outlets forpeople who are waiting for arrivingpassengers. The development—called the Peña Project—is the firstphase in what could be a 500-acreretail development along the majorhighway in and out of DIA.

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JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

70

abairport billboard B

P

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

REVENUE PASSENGER MILES, IN BILLIONS

U.S. MEMBER AIRLINES, AIR TRANSPORT ASSOCIATION

P2006

2005

2004

2003

2001

2000

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

u i l d o u t

The Wayne County Airport Authority has

dedicated the third Aircraft Rescue and

Firefighting Facility (ARFF) at Detroit

Metropolitan Wayne County Airport, a $2.5

million facility designed and built by

Synergy Group Inc. The 3,500-square-foot

fire station features two bays for firefighting

and rescue equipment, sleeping quarters for

four firefighters, a kitchen, conference room

and an activities room. Funded by the FAA,

the satellite fire station was specifically sited

near Runway 22R-4L to help airport firefight-

ers efficiently respond to any emergencies

on the far west side of the airfield.

Skanska USA Building Inc. has been award-

ed an assignment to provide construction

management services associated with secu-

rity and non-security-related terminal

improvements at Rhode Island’s T.F. Green

Airport. Construction for the $68 million

project is underway and the expected com-

pletion date is March 31, 2008. The scope of

work includes construction of an inline

explosives-detection system, a baggage-

screening system, expansion of the facility’s

security-screening checkpoint, expansion of

administrative offices, baggage rooms, retail

space and other terminal improvements.

HNTB is the architect.

The city of Santa Barbara, California, has

selected HNTB Architecture Inc. to lead the

architecture and engineering phase of a new

terminal complex at Santa Barbara Airport.

The original terminal building, built by

United Airlines in 1942, will be refurbished,

retaining its Spanish Colonial Revival archi-

tecture. The original terminal and a new larg-

er terminal will be designed as one set of

buildings to provide modern passenger

service enhancements. The project will

include relocation and rehabilitation of the

1942 terminal, landscaped exterior spaces

and associated landside roads, vehicle park-

ing and an airside aircraft parking apron.

HNTB will be assisted by the local architec-

ture firm of Phillips Metsch Sweeney Moore

Architects. A

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

AIRPORT FEBRUARY 2006 FEBRUARY 2005 CHANGE

Bob Hope Airport (Calif.) 473,084 443,880 +6.58%

Chicago Midway 1,614,710 1,370,689 +17.8%

Chicago O’Hare 6,470,444 6,412,588 +1.69%

Cincinnati/No. Ky. 1,325,488 1,983,831 -33%

Denver International 3,827,830 3,256,923 +17.5%

Detroit Metropolitan 3,115,048 3,175,648 -0.02%

Gainesville Regional (Fla.) 27,893 31,388 -11.13%

Kansas City International 828,522 761,738 +8.54%

Las Vegas McCarran 3,884,824 3,707,051 +4.8%

Manchester Boston Regional 334,987 384,626 -12.9%

Memphis International 922,647 952,448 -3.13%

Miami International 2,841,923 2,555,253 +11%

Milwaukee General Mitchell 660,850 608,326 +8.63%

Omaha Eppley Airfield 333,961 332,460 +0.5%

Orlando International 3,213,051 2,968,139 +7.27%

Pensacola Regional (Fla.) 136,745 141,445 -3.32%

Port Columbus International 557,000 554,075 +0.6%

Quad City International (Ill.) 69,643 65,449 +6%

Reno-Tahoe International 410,562 397,149 +3.4%

Rogue Valley-Medford (Ore.) 44,830 45,644 -0.012

San Luis Obispo (Calif.) 29,551 29,176 +1.3%

South Bend Regional (Ind.) 61,377 57,317 +7.08%

Southwest Florida Int’l 847,758 816,158 +3.87%

T.F. Green (Rhode Island) 446,433 498,009 -10.36%


Deliver your message again.

Take advantage of your organization’s

coverage in Airport Magazine by order-

ing custom reprints. Our reprint team

specializes in creating high-impact pro-

motional pieces that are ideal for deliv-

ering your message via trade shows,

mailings, or press kits.

And again. And again…

For information on making Airport Magazine reprints work for you,

contact Carol Roe at (800) 259-0470 or [email protected]

ADVERTISER PAGE PHONE WEBSITEAAAE 23, 35, 50, 56 703-824-0504 www.aaae.orgADT Security Services, Inc. 14 877-557-5635 www.adt.comArgus Consulting 9 816-228-7500 www.argusconsulting.com

Burns & McDonnell Inside Front Cover 816-333-9400 www.burnsmcd.aero

Daktronics Inc. 34 888-325-8726 www.daktronics.com

Delta Airport Consultants, Inc. 52 704-521-9101 www.deltaairport.com

FirstLine Transportation Security 4 866-417-7960 www.firstlinets.com

Honeywell International, Inc. 3 800-728-1187 www.honeywell.com/homelandsecurity

Kimley-Horn and Associates, Inc. 17 619-234-9411 www.kimley-horn.com

The LPA Group 52 800-LPA-1115 www.lpagroup.com

Off the Wall Products LLC 43 801-363-7740 www.multi-barrier.com

PBS&J 45 800-597-7275 www.pbsj.comPlant Equipment/CML 54 951-719-2100 www.peinc.com

PrimeFlight Aviation Services 4 615-312-7856 www.primeflight.com

Reno-Tahoe International Airport 5 N/A www.reno-tahoeairport.comReveal Imaging Technologies Back Cover 781-276-8400 www.revealimaging.com

Reynolds, Smith and Hills, Inc. 19 800-225-7739 www.rsandh.com

Ricondo & Associates Inc. 57 312-606-0611 www.ricondo.com

Segway 7 866-556-6884 www.segway.com/security

Siemens 12 877-725-7500 www.usa.siemens.com/logisticsassembly

Smiths Detection Inside Back Cover 973-830-2131 www.smithsdetection-livewave.com

Wings Financial 21 800-881-6801 www.wingsfinancial.com

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airport magazine - plans and procedures · 2007. 9. 18. · hartsfield-jackson atlanta...

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