FEATURED PROJECTS

AIRPORT & TERMINAL AREA MASTER PLAN (Eppley Airfield)

PROJECT: Airport and Terminal Area Master Plan
AIRPORT: Eppley Airfield; Omaha, NE
ROLE: Airside Planning, Airport Layout Plan

As part of a multi-disciplinary planning team, J|D supported HOK in the development of its Terminal Area and Airport Master Plan. J|D led the planning of all airside, airspace, cargo, general aviation, airport support facilities, and rental car facilities. J|D also led the update to the Airport Layout Plans (ALP) Package.

J|D’s planning process followed the FAA’s Airport Master Plan guidance in AC 150/5070-6B. The facility planning began with a thorough existing conditions inventory followed by a demand/capacity assessment of each facility based on the aviation demand forecasts. After identifying the deficiencies, J|D analyzed a series of alternatives that would address the deficiencies and provide the capacity to meet the projected long-term growth. With preferred alternatives identified for each facility, J|D worked with the financial consultants to incorporate the projects into the Airport’s Capital Improvement Program and financial plan.

At the completion of the Master Plan study, J|D led the update of the ALP Package for submission to the FAA. The plans package was completely redeveloped with new linework from the latest aerial survey for all of the base files. New future airport layout drawings were created to reflect all of the project recommendations in the Master Plan. New plan and profile drawings were also created based on the updated surveys and the recommended airfield improvements. Finally, J|D updated the Airport’s Property Maps and Surrounding Land Use Drawings.




 

REPRESENTATIVE SERVICES, RENTAL CAR CENTER (San Diego Intl. Airport)

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PROJECT: Rental Car Representative Services, Rental Car Center
AIRPORT: San Diego International Airport; San Diego, CA
ROLE: Rental Car Tenant Representative

Over the four-year design and construction of the Airport’s new consolidated rental car center (ConRAC), now the largest concrete building in San Diego, J|D served as the Tenant Representative for the nine prospective companies slated to use the facility. To assure the design intent of the facility’s design and the high level of service it promised became a reality, J|D brought to this project its wide-ranging expertise in planning, design, engineering, construction and project management, stakeholder coordination, and rental car operations.

The new rental car center was constructed using a Construction Manager-at-Risk (CMAR) delivery method enabling the Airport, the design team, and the rental car industry access to the construction cost data during the critical scope and budget discussions for the project. J|D coordinated weekly meetings with the Airport Authority, the program management team and the CMAR to verify expectations and design intent, build consensus, and provide on-going updates to the rental car companies.

It was during the design phase where J|D’s efforts were most significant. Having worked on over a dozen recent ConRAC projects, we were able to anticipate design and approval road blocks and create sketches and support material help expedite the process. Our using the design-issues tracking log assured that value engineering efforts achieved cost efficiencies without sacrificing the integrity of the original design intent and that they met the tenants’ unique operational, retail, and customer service needs. In the new facility, these needs can be seen in the highly-finished customer service areas, its robust and safe garage lighting, and its sleek, easily maneuverable, helix-designed entrance and exit ramps.

J|D provided detailed accounting of the discussion occurring during design review meetings, including capturing critical issues requiring a unified response from the Industry. J|D followed up on these issues for timely responses to the Authority, critical to the success of this project.

The new $316 million, 2.1 million square foot rental car center is an important component of the airport’s long-range plan to reduce airport traffic congestion. Located on a 25-acre site, it has three ready/return garage floors supported by a fourth level dedicated to staging and storage which provide a total vehicle capacity of approximately 5,600. A three-level stacked QTA — quick turnaround — houses 75 fueling positions, 18 carwash bays, 15 light maintenance bays, support facilities for the third-party facility manager and back-of-house spaces for each rental car company. The 35,000 SF Customer Service Building includes a common lobby, back-of-house tenant space, and a mini-mall configuration for RAC-specific customer service.




ON-CALL PLANNING & AIRPORT MASTER PLAN (Hartsfield-Jackson Intl. Airport)

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PROJECT: On-Call Planning and Airport Master Plan
AIRPORT: Hartsfield-Jackson Atlanta International Airport; Atlanta, GA
ROLE: On-Call Planning, Terminal Planning, Airport Layout Plan

In order to update the Airport’s Master Plan and to handle the day-to-day planning needs of Hartsfield-Jackson, the Airport hired a team of consultants, including Jacobsen|Daniels. Since 2012, J|D has been assisting with various planning projects and providing on-site staff support. Planning assignments have ranged from cargo studies and ARFF station renovations to passenger behavior studies and terminal modernization. A sampling of the assignments this planning project includes:

• Airport Layout Plan Update
• Cargo Siting Planning Brief
• Cargo Building C Project Definition Report
• Peak Week Data Collection
• Fire Station 40 Redevelopment
• Park and EAT (end-around taxiway) Study
• Hotel Feasibility Study
• IT Strategic Master Plan
• Gate 1 Bypass Lane Study
• Terminal Modernization Concepts
• Pedestrian Crossings Alternatives
• Consolidated Maintenance Campus Study
• Spine Road Parking Study
• Employee Screening Options
• Sullivan Road Park-Ride Alternatives




ON-CALL PLANNING (Houston Airport System)

PROJECT: On-Call Planning
AIRPORT: Houston Airport System; Houston, TX
ROLE: On-Call Airport and Master Planning

J|D has completed a number of tasks to support the on-call planning teams for the City of Houston’s three airports — George Bush Intercontinental (IAH), Hobby (HOU) and Ellington (EFD). J|D conducted numerous analyses to support the Terminal D Modernization Program efforts at IAH. We assessed opportunities and constraints of the existing Terminal D layout in order to orchestrate future concepts able to increase the number of wide-body parking positions. As an active participant in the planning and consensus building, J|D facilitated efforts to meet the challenge of expanding the airport’s international terminal with input from airlines, sub consultants, and airport executives.

J|D also led the development of the Airport’s GIS submittal and ALP update for IAH. This included coordinating various team members to collect the data for the AGIS-compliant survey, prepare the AGIS submittal, use that information to update the ALP Package, and integrate the new information into the Airport’s internal GIS system. Other on-call assignments have included ground transportation strategic planning for IAH, airfield planning for HOU and EFD, and asset management planning for all three airports.




LANDSIDE ACCESS MODERNIZATION PROGRAM (Los Angeles World Airports)

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PROJECT: Landside Access Modernization Program
AIRPORT: Los Angeles World Airports (LAX); Los Angeles, CA
ROLE: Planning and Program Management Support

As a member of MapLAX, an 11-firm joint venture team, J|D’s role in LAX’s $4 billion Landside Access Modernization Program (LAMP) includes program management, stakeholder engagement, and coordination of technical analyses.

The LAMP consists of integrating an automated people mover in LAX’s landside system to link the terminal core with new parking and intermodal transportation facilities, a Consolidated Rental Car facility, and a new light rail station connecting the local public transit system (Metro).

A major element of J|Ds’ responsibilities early in the process was to prepare phasing alternatives to achieve minimal disruptions during the construction of parking garages in the Central Terminal Area and Intermodal Transportation Facilities. Working with other team members, J|D has been an active in all major program elements addressing the challenges related to a program of this magnitude. Along with providing programming and technical support and coordinating the significant partner/sub-consultant communications, we have successfully been integrated into the core consultant team to advance the program towards its key milestone goals.

J|D has also lead the stakeholder engagement and coordinated the data requests for the environmental team supporting the processes required by the National Environmental Policy Act and California Environmental Quality Act. As part of our consensus-building role, we provided coordination and oversight to preserve a transparent relationship with those most impacted by the major program improvements. All these roles positioned us to take the lead in developing the Program Definition Document for LAMP, which is a critical milestone for the program to break ground in 2018.




GROUND TRANSPORTATION MANAGEMENT PLAN (San Diego International Airport)

PROJECT: Ground Transportation Management Plan
AIRPORT: San Diego International Airport (SAN); San Diego, CA
ROLE: Landside Planning

J|D analyzed all the ground transportation components at San Diego International Airport — and the management, operation, control, and fare structures for each component — resulting in the Comprehensive Ground Transportation Management Plan. The 5-year plan established the strategies to guide the operation and management decisions for ground transportation at the airport.

We delivered the plan as a series of working papers, each concentrating on one component of the ground transportation system: taxis, vehicles for hire, shuttle buses (parking, rental car, hotel, and other commercial shuttles), airport-owned shuttles, and public parking facilities. For each component, our project team documented existing conditions, determined existing and future requirements, and identified potential operational improvements and cost-saving measures supported by tactics to achieve them.

The strategic management plan reflected a balanced strategy for achieving the airport’s goals of improving the efficiency of travel into and around SAN, optimizing revenue-generation from its facilities, achieving cost efficiency while emphasizing customer service, and realizing the environmental benefits from improved technology, operations, and planning.




ON-CALL PLANNING (Lambert St. Louis International Airport)

PROJECT: On-Call Planning
AIRPORT: Lambert St. Louis International Airport (STL); St. Louis, MO
ROLE: On-Call Planning, Land Use Planning

As the prime consultant for the on-call planning services for Lambert St. Louis, and in support roles for other assignments, J|D has carried out a variety of planning assignments. As the airport’s on-call planner, J|D’s technical tasks include developing plans for a proposed air cargo and aircraft maintenance facility plans, expansion plans for its Airfield Maintenance Complex, and a demand/capacity analysis of a fixed based operator. Each of these tasks required an understanding of existing operations and future needs in order to provide a plan that could accommodate future activity.

In previous work for the airport, J|D completed STL’s Noise Land Reuse Plan for land no longer needed for noise abatement, aeronautical use, or airport development. Preparing this plan required several components, starting with researching and compiling an inventory of over 3,600 land parcels purchased originally with FAA Airport Improvement Program funds. J|D then completed an area market study to determine the land’s fair market value, developed the options for its optimum reuse, and coordinated these options with ongoing airport development and master plans.




O’HARE MODERNIZATION PROGRAM (O’Hare International Airport)

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PROJECT: O’Hare Modernization Program
AIRPORT: O’Hare International Airport (ORD); Chicago, IL
ROLE: Airline Liaison

J|D represents the airlines serving Chicago O’Hare during the Airport’s ongoing $6.6 billion modernization program, providing technical support, construction coordination to maintain ongoing operations without disruption, and ensuring that all of the program’s goals are being met.

Jacobsen|Daniels is the single, dedicated point of contact for the airlines and for all the project stakeholders whose interests and operations relate to those of the airlines — airport operations, program managers, FAA air traffic controllers, and the City of Chicago. J|D’s largest focus is overseeing the program management and implementation — from design through construction. Given the intricate phasing and scheduling these projects require, J|D’s representation makes sure the construction and plans proceed without affecting the airlines’ aircraft, passengers, facility operations, and employees.




DELTA AIR LINES SKY CLUB (Seattle-Tacoma International Airport)

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PROJECT: Delta Air Lines Sky Club
AIRPORT: Seattle-Tacoma International Airport; Seattle, WA
ROLE: Project Management Services

The Sky Club, at over 21,000 SF, will be the second largest lounge in Delta’s network and the second Sky Club at SeaTac International. The $24M project is located in the airside terminal bound by two active aircraft gates and atop of an active baggage makeup room. This constrained construction environment requires close coordination with the Port of Seattle and airlines to minimize downtime to aircraft and passenger operations. Through proactive management J|D has been able to identify issues and help develop solutions to anticipate and reduce these impacts.

Representing Delta Air Lines as the owner’s representative and project manager, J|D is an on-site resource providing day-to-day coordination between the owner, architect, contractor, Port of Seattle, and other project stakeholders. The project is being completed under a Construction Manager at Risk contract. J|D prepared the Request-for-Proposal solicitation for the contract and was part of the selection process. Additionally, we prepared RFPs for solicitation of third-party estimating, special inspections, and commissioning agent services.




ALLIED TACTICAL VEHICLE TECHNICAL & SCIENTIFIC MANUAL (U.S. Army)

PROJECT: Allied Tactical Vehicle Technical and Scientific Manual
LOCATION: U.S. Army Contracting Command/Life Cycle Management Command; Detroit Arsenal, Warren, MI
ROLE: Managing Partner and Graphics Design/Technical Illustrations

Since 2013, J|D has served as the managing partner on contracts totaling $6.3M to re-develop technical manuals for various fleets of allied tactical strike force vehicles. This fleet includes light tactical vehicles, medium tactical vehicles, and an armored vehicle-launched bridge that can be rapidly deployed for tanks and other support vehicles to cross rivers and other terrain where there are no bridges.

The technical manuals for the Light Tactical Vehicle and Medium Tactical Vehicle fleets were developed as part of the 2014 Afghanistan troop draw down efforts. J|D and its partner (MCM Learning) were commissioned to develop parts, maintenance, and operations manuals in the two major dialects spoken in Afghanistan (Dari and Pashto). J|D developed the validation plan which was a 100 percent validation of the manuals prior to draft publication by the Army and further validation by Afghan security forces in their home country.

More recently, J|D and its partner are nearing the completion of parts, operations, and maintenance manuals for the Army’s fleet of armored vehicle launched bridges.




USTDA GLOBAL PROCUREMENT INITIATIVE (Washington, D.C.)

PROJECT: United States Trade and Development Agency (USTDA) Global Procurement Initiative
LOCATION: Washington, D.C.
ROLE: Technical Specialists

In 2014, the USTDA selected J|D to organize and conduct a Business Roundtable with a delegation of senior officials from Vietnam. The roundtable had two major objectives: (1) to inform U.S. companies about upcoming opportunities associated with major environmental sanitation projects in Vietnam and (2) educate delegates on U.S. wastewater treatment practices, capabilities, and technologies.

As a part of this effort, J|D managed the logistical concerns related to the roundtable. These included organizing the registration, marketing, and preparing and documenting the event. Our experts coordinated with multiple stakeholders, including manufacturers, local and federal government entities, procurement organizations, and consulting firms, to incorporate input from subject matter experts into the presentations and roundtable discussions. Our consultants then documented the roundtable, producing the report distributed to the public that summarized the initiative’s significant events, attendees, and conclusions.




ON-CALL & AIRPORT MASTER PLANNING (Wayne County Airport Authority)

PROJECT: On-Call and Airport Master Planning
AIRPORT: Detroit Metropolitan Airport (DTW) & Willow Run Airport (YIP), MI
ROLE: On-Call Planning, Terminal Planning, Airport Layout Plan

Since its inception in 2001, J|D has served the Wayne County Airport Authority (WCAA) as On-Call, Technical and Master Planners. Over this time, JDA services have included conducting specific technical analyses to support operational changes, completing DTW’s Airport Master Plan Update and Land Use Strategic Plan, completing and maintaining the DTW Airport Layout Plan, and supporting design efforts for terminal and airfield capital projects at both DTW and YIP. J|D has worked hand-in-hand with WCAA staff, tenants, and other consultants to develop successful solutions to a variety of issues.

One of J|D’s larger assignments for the WCAA, the Master Plan Update for DTW, was a 5-year effort that provided the WCAA with a long-term vision for the development of DTW’s airport facilities. Focused on DTW as an economic anchor for local and regional economic growth and opportunity, the plan’s main goals were to generate jobs in air service, improve economic development and intermodal connectivity, and partner in aviation related development in and around the airport.

In 2011, J|D was tasked with conducting an Integrated Land Use Strategic Plan for both DTW and YIP. Separated by only 10 miles and connected by major rail and roadways, DTW and YIP both have surplus land available and suitable for development. This represents a unique opportunity for an “Aerotropolis,” an integrated airport and urban system with both aviation and non-aviation commercial development opportunities. The Integrated Land Use Strategic Plan represented an important element of the strategy for the development and operation of the two airports as economic anchors for the emerging Detroit Region Aerotropolis.




AIRPORT CONCESSIONS (Juneau International Airport)

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PROJECT: Airport Concessions
AIRPORT: Juneau International Airport (JNU); Juneau, AK
ROLE: Concessions Manager/Operator

Since 2014, J|D has been the master concessionaire for all the food and beverage concession services at Juneau International. We have handled everything from managing the human resources tasks of recruiting, screening, hiring, and training staff, to establishing and sourcing of all the national and local food & beverage vendor contracts as well as all the operational contracts, including aircraft catering. Along with implementing a new iPad platform-based, point-of-sale system for credit card and cash payments, we also collaborated with the Airport management team on the design and buildout of the new concession space, successfully running the operations during construction through transition into the new space.

J|D’s branding professionals have undertaken the process of refreshing the concession spaces with new logos, merchandise, displays, and signage — all supporting a Keep it Local theme. On the non-secure side, Romeo’s Tap Room, named after a wild black wolf that famously befriended Juneau-area residents and dogs, features beer from Juneau’s own specialty crafted Alaskan Brewing Company. And along with grab & go food options, Cup-O-Joe features Juneau’s hometown roasted Heritage Coffee. On the secure side, Franklin Street Market sells grab & go selections, hot menu items prepared from its on-site prep kitchen, and other retail and souvenir items with an Alaskan theme. And, finally, the Capital City Tavern pays tribute to Juneau’s status as Alaska capital as well as to the 49 other U.S. Capitals with specialty signature drinks.

On a day-to-day level, Jacobsen|Daniels handles a range of diverse duties, including making field inspections, meeting with stakeholders, coordinating and communicating runway closures and scheduling changes, as well as resolving unexpected problems that arise — whether on the airfield or roadways. Our technical contributions have ranged from redesignating new runways, identifying new NAVAID locations, to creating alternative access roadways for airline employees.




MARYLAND AVIATION ADMINISTRATION STRATEGIC PLAN (Baltimore, MD)

PROJECT: Maryland Aviation Administration Strategic Plan
AIRPORT: Baltimore/Washington Thurgood Marshall Intl. Airport (BWI) & Martin State Airport (MTN); Baltimore, MD
ROLE: Organizational Development Analysts, Project Management

Beginning in 2015, as a part of the new administration’s effort to build a performance-based organization for its nearly 500 employees, J|D was selected to guide the Maryland Aviation Administration (MAA) through the development of a four-year strategic plan. The MAA includes its main commercial airport Baltimore Washington International and general aviation airport Martin State.

The project comprises the implementation of a comprehensive performance management platform to measure, monitor, and manage organizational performance and accountability, and a strategically aligned operational and workforce planning process. This effort would be the first time the organization had undergone this type of comprehensive, strategically aligned, and performance-driven planning effort. The work includes the following elements:

• External Environment Assessment of industry and economic trends, regulations, and demographics.
• Internal and External Stakeholders Input Evaluation (360-degree assessments)
• Gap Analysis and Benchmarking
• Facilitated Planning Meetings and Input Sessions
• Defined Mission, Vision and Values
• Established performance goals, objectives, performance measurements, and strategic initiatives
• Performance management monitoring and evaluation process development
• Operational 7S (strategy, structure, systems, shared values, staff, skills, and style) and Performance Compatibility Assessment
• Change Management

With the operational and workforce plan now complete and a systematic process and management platform in place, the project is now moving into performing the plan and gathering metrics.

In performance management projects at other airport systems with similar goals for managing operations more efficiently, effectively, and competitively, these organizations have successfully reduced mid-level and executive management turnover costs by as much as 20 percent and labor grievances by over 80 percent. The have also increased employee engagement by over 15 percent, promotions over 10 percent, and female and minority diversity in its management staff over twofold.




PHASE III TERMINAL & CONCOURSE EXPANSION (Will Rogers World Airport)

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PROJECT: Phase III Terminal and Concourse Expansion
AIRPORT: Will Rogers World Airport; Oklahoma City, OK
ROLE: Terminal Planning and Programming

Will Rogers World Airport in Oklahoma City is the busiest commercial service airport in Oklahoma, and one of the busiest small-hub commercial service airports in the country. The airport serves over 3.8 million passengers a year through its 17-gate, 400,000 square-foot building. It also serves cargo, military, and general aviation activity, making it a critical element in the transportation infrastructure of the Oklahoma City metropolitan area.

When the airport’s terminal was designed in the late 1990s, it was planned to later accommodate an expansion to the east that mirrored its west concourse. In recent years, as the airport has continued to grow, nearly all of its gates have been leased, and so the airport decided to move ahead and complete the earlier planned expansion to the east. To implement this expansion, J|D was a part of a full service A/E team retained by the Airport to plan and design this facility expansion.

J|D was responsible for providing long-term terminal space requirements for the project, which were based on projected passenger activity over the next 30 years. Using these facility needs as a guide, our team worked closely with the Airport to validate that the approach from their Terminal Master Plan. Although the plan was established nearly 20 years ago, it was still applicable to meet their expansion needs today. Then, working within this framework, we coordinated with stakeholders to develop the specific space requirements needed for the expansion. With these requirements established, our team developed the recommended expansion plan, which consisted of a three structural bay expansion and a new four-gate concourse. Through the design process, J|D continued working with the design team to oversee the space program and to continue to assist in the overall organization of the spaces within the expansion. J|D also supported the Airport’s financial consultant with the development of their PFC application for the project.