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The rehabilitation of 12,000-by-150-foot Runway 9/27 and associated taxiways is a critically im-portant undertaking for the Cincinnati/Northern Kentucky International Airport (CVG) as it ac-commodates DHL’s Superhub of the Americas and development of Amazon’s Air Hub, rapidly growing cargo service, and increasing passenger traffic. Most of Runway 9/27 is in fair condition, but is in need of rehabilitation in the short term, along with the intersection with Runway 18C/36C, which handles even more traffic. 9/27 is the longest runway and the primary nighttime cargo runway, so the rehabilitation not only must be completed quickly, but must be constructed within budget, maximizing FAA funds in accordance with Airport Improvement Program requirements.

When the CVG Airport selected C&S to manage the Runway 9/27 project in 2017, we saw that taking a business case approach was the most effective way to identify the right pavement rehabilitation options. This method strategically engaged a comprehensive team—CVG, operations staff, airlines, tenants, and other stakeholders—to work collaboratively toward finding the most well-rounded solution instead of just heading straight down a prescribed path. The business case method consciously focuses on many factors and elements related to the overall project. With this wide view, we addressed the balance of long-term pavement durability, life-cycle costs and funding, and impacts/benefits to airfield operations

and maintenance. By identifying true life-cycle costs for each project element and not just construction or first-year costs, the overall nature of the investment was clear, facilitating well-rounded, financially fo-cused decisions. Because we engaged stakeholders be-yond the engineering staff, this large-team approach led to strong project support from senior leadership and the entire organization. Barbara Schempf, vice president of planning and development with CVG Airport, reflected that “taking a business approach to an airfield pavement project proved to be a highly effective and valuable way for CVG to balance our budget realities with critical operational and capacity needs.”

On the engineering side, the C&S team, including Kimley-Horn, Connico,

CVG TAKES A BALANCED APPROACHUsing a business-case model proves effective for RW 9/27

rehabilitation decisionsby Matthew Wenham, pe, env sp and Laura Spaeth, pe (cvg airport)

Taking a business approach to an

airfield pavement project proved to

be a highly effective and valuable

way for CVG to balance our budget

realities with critical operational and

capacity needs.

-Barbara Schempf, aae, iap VP, Planning & Development

RDM International, Ricondo, Terracon, and Inte-grated Engineering, conducted comprehensive investigations and evaluations to deter-mine the best pavement rehabilitation method. Central to the decision was balancing critical require-ments for operations, funding, and durability. Considering funding and finance lim-itations, the business case approach addressed which scope items, in addition to the runway rehabilitation, fit into the project. To help align budget questions, C&S developed alternatives for the major runway pavement items and menu options for all other desired parts of the project during the preliminary design phase. We then built on these results and decisions, completing additional in-vestigations, developing financial scenario plans and associated phasing plans, beginning stakeholder en-gagement, starting design engineering, and updating the project cost evaluation. Bid documents are on schedule for May 2020.

In alignment with CVG’s commitment to sustainability and the aviation industry’s movement toward more well-rounded

solutions, the airport held its first-ever sustainability charrette for an airfield rehabilitation project

in October 2019 to identify opportuni-ties for meeting sustainability goals

and aligning with existing initia-tives. During this event, partic-

ipants generated numerous creative ideas and innovative concepts addressing the ACI/NA definition of aviation sustainabili-ty—EONS: Economic viability, Operational efficiency, Natural re-source conservation, and

Social responsibility. The promising ideas were then

given more extensive evalu-ation for consideration in the

project design.

Runway edge and centerline light-ing, taxiway lighting, airfield guidance, and

distance remaining signs within the project limits will be rehabilitated or replaced, and we are looking at potential improvements within the airfield electrical vault.

Construction is expected to start in 2020 and be phased to limit operational disturbances and closures for Runways 9/27 and 18C/36C and associated taxiways.

Matthew Wenham, pe, env sp Vice President mwenham@cscos.com (216) 619-5449

Balanced Solution

Limit operational

disturbance of the runway and

intersection. Goal is to complete before

Amazon increases operations.

Operations

Funding

A durable pavement solution that considers Runway 9-27’s trend of

increased cargo and freight

traffic.

Durability

Project and life-cycle cost aligned with FAA funding and

CVG finance limitations.

Laura Spaeth, pe CVG Senior Project Manager lspaeth@cvgairport.com (859) 767-1458

>>> Jaime Phillips, Ian Girardeau, and Shannon Eibert presented their winning submission, Addressing Airport Congestion as Traffic Takes Off in the Age of Uber and Lyft at the national award ceremony. <<<

Airports are facing myriad challenges from transportation network companies (TNCs) like Uber and Lyft as they try to effectively plan and manage curbside operations. Addressing this vexing issue was the focus of one of the winning submis-sions in the 2019 Airport Cooperative Research Program (ACRP) Design Competition Awards. Tying for first place in the Airport Management and Planning category was Addressing Airport Congestion as Traffic Takes Off in the Age of Uber and Lyft, submitted by a team of three graduate students from Rutgers University, including Shannon Eibert, a consultant in C&S’s aviation planning department. The ACRP competi-tion invites teams of undergraduate and graduate students to develop innovative solutions and approaches to airport issues in the areas of airport operation and maintenance, runway safety/runway incursions/runway excursions, airport environ-mental interactions, and airport management and planning.

The Rutgers team’s submission examines potential solutions to address landside congestion caused by TNCs at airports. Since coming into the airport market in 2015, TNCs have had rapid and significant impacts, growing dramatically faster than their traditional counterparts of taxis, shared vans, lim-ousines, personal vehicles, and public transportation. Recom-mendations in the research paper aim to reduce congestion at curbside, reduce carbon dioxide emissions, streamline and improve the passenger and driver experience, and recover the airport’s costs of providing services to TNCs who use their facilities. Focusing on large hub airports, the team’s work identified five key strategies, shown on the table to the right, to help facilities operate in harmony with their TNC users.

NATIONAL CHAMPIONS

C&S’s Shannon Eibert and team from Rutgers take home first place

at ACRP Design Competition Awards

Shannon Eibert, aicp, env sp >>> seibert@cscos.com >>> (215) 399-4692

Shannon is a consultant in C&S’s aviation planning group, based in our Philadelphia office, where she specializes in surface transportation and airport planning projects. Her expertise

includes airport master plans and environmental assessments, and she is a subject matter expert in the use of GIS to develop creative and innovative solutions to planning problems.

Consolidated Sites

Concentrate TNC operations by combining TNC drop-off, pick-up, and pre-dispatch stag-ing in a single terminal-adjacent, non-curbside facility, in addition to having a larger non-ter-minal-adjacent staging area for longer waits.

Rematch

Rematch technology allows drivers dropping passengers off to be immediately paired with another passenger to eliminate trips to the staging lot.

Reducing Idling

Increasing awareness and enforcement of no idling regulations helps reduce CO2 emissions.

Pricing Adjustments

Restructuring the pricing scheme to implement higher prices for curbside drop-off and pick-up still promotes convenience while incentivizing use of the non-curbside facility.

Per-Trip FeesRaising per-trip fees for TNCs serving airport passengers will help cover operating costs incurred by the airport.

ourselves, we saw an opportunity to learn from each other about how to build on our strengths, support areas for improvement, and encourage more staff engagement. Nationally, women only comprise 12.7% of engineers, 23.9% of architects, and 7.8% of construction managers. C&S has been highly involved in encour-aging female students to enter STEM careers for many years, and the CWN helps us build on and foster that commitment here in the workplace.

As C&S continues to experience strong growth and expansion, younger and/or newer female staff can benefit from intentional leadership to develop valuable skills. The C&S Women’s Net-work is how we work together to build a community of support, encouragement, and motivation to create lasting professional results. This voluntary group offers trainings, webinars, book discussions, and other activities throughout the year with the goal of empowering women to be confident in all interactions and be able to manage challenges unique to women in the engi-neering/architecture/construction industries.

C&S Companies499 Col. Eileen Collins Blvd.Syracuse, NY 13212

www.cscos.comOffices nationwide

Michael Hotaling >>> mhotaling@cscos.com >>> (619) 296-9373

C&S WOMEN’S NETWORK

by Sarah Underwood, eit

At C&S, we celebrate the differences that make each of our em-ployees unique. As a company that prides itself on our culture, we are always looking for ways to develop and strengthen our values. The C&S Women’s Network (CWN) is celebrating a year of positive engagement and initiatives aimed at making women a success at our company and in our industry.

The inspiration for the CWN came from discussions about the need for more supportive communication among the female staff within our organization. Recognizing differences within