Centerlines - December 2008 - (Page 23)

ON MANAGEMENT Helical ramp canopy on Indianapolis Airport’s new parking garage, designed by ARCHonsortium. “Any one of us on our own were unlikely to see participation on a project of this magnitude.” — David R. Franklin, ARCHonsortium cost competitive,” O’Bannon said. “ARCHonsortium is not the first example of that activity we have seen, but it is a wonderful example of how successful such arrangements can be.” ACI-NA General Counsel Monica Hargrove Kemp added, “Especially with respect to large construction projects involving needs for specialized expertise in varying skill sets, combining together can allow minority firms to qualify to be considered in bids for more significant airport projects.” Indeed, in a 2007 survey by the ACI-NA Business Diversity Subcommittee to help members improve airport DBE programs, “using director contract, joint ventures or subleases” was ranked third out of 15 suggested tools in airport business programs. Additionally, during a presentation by Mirinda Jackson and Associates during the 2008 AMAC Annual Conference, two noted ways of securing future opportunities for disadvantaged minority business enterprises include diversifying opportunities by participation in teaming partner/joint venture relationships and mentor/protégé programs. Challenges As the new Indianapolis airport nears its Nov. 12 grand opening, the primary piece ARCHonsortium was involved with—the garage and ground transportation center—is nearly 95 percent complete. The same could be said for ARCHonsortium in its original form. “One of the challenges we all faced was that we ultimately were six firms of the same kind providing similar services, so we were essentially competitors outside of the airport project,” Franklin said. “You can imagine if there are six competing companies coming together and agreeing to work jointly, there are going to be some internal challenges.” Duplicate efforts were among the inefficiencies ARCHonsortium faced. Franklin mentioned that Cantrell had relayed the story of a similar consortium that had formed for a project in Kansas City. Before they ever got off the ground, it had dissolved due to internal challenges. “Our original group did a very good job at maintaining the challenges that we faced internal to our group, with minimal public dissemination,” Franklin said. “In the end, I believe that was the biggest success we had from a non-project standpoint. From a project standpoint, the work interests expressed by the individual entities proved to be extremely fortuitous, in that we did not have multiple entities wanting to be involved in the same areas.” ARCHonsortium Redefined As other projects geared up, the group met to discuss the possibility of further joint efforts. Franklin said the group’s consensus was that because about half of the firms under the ARCHonsortium umbrella had grown as a result of the Indianapolis Airport project, individual efforts in lieu of joint ones would be made on upcoming projects. So all good things come to an end. ARCHonsortium under its original configuration continues to exist for professional liability requirements that will be upheld for a number of years beyond the completion of the Indianapolis project in order to meet legal needs. www.aci-na.org | CENTERLINES 23 http://www.aci-na.org

Table of Contents Feed for the Digital Edition of Centerlines - December 2008

Centerlines - December 2008 Contents President’s Message Canadian Airports Associates’ Corner Policy Center On the Hill and On the Stump Cover Story: Airport Belt Tightening On Management: Pooling DBE Resources Revenue Arena: New Revenue Streams Griesbach Concessions Award Winners Security: Employee Screening Pilot Tests New Technology: Wireless Growth Now Underway Grand Openings New Members Index of Advertisers/Advertiser.com Box Scores

Centerlines - December 2008

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