EXECUTIVE SUMMARY
2009 Airport Development Plan Update
D A L L A S / F O RT W O RT H
I N T E R N AT I O N A L A I R P O RT
CONTENTS
2
Chief Executive Officer’s Message ......................... 4
Overview of DFW ................................................... 6
VFR | 2030 ............................................................ 14
Fundamentals ....................................................... 19
Terminal Renovation and
Improvement Program ......................................... 20
Airfield .................................................................. 26
Support/Ancillary Facilities................................... 28
Ground Transportation ......................................... 30
Air Cargo .............................................................. 36
Commercial Development Land Use Plan ........... 40
Capital Program Integration ................................ 42
VISION of the FUTURE. REALIZED ...................... 48
Acknowledgments................................................ 49
Visit our master planning website
www.dfwairport.com/VFR2030
provide our Customers outstanding facilities and
services, expanding global access and economic
benefits to those we serve.
Dallas/Fort Worth International Airport
MISSION
Dallas/Fort Worth International Airport will
2009 Airport Development Plan Update
3
4
CHIEF EXECUTIVE OFFICER’S MESSAGE
September 27, 2010
In keeping with the tradition of continuous improvement
that inspired the most recent Strategic Plan for Dallas/
Fort Worth International Airport, our senior management
team has determined that the Airport is at a point in
its life cycle that a new long-range vision for capital
development is required.
The airline industry and the Airport are more mature,
growth has slowed, competition has intensified, and the
future seems more uncertain; DFW must meet the new
demands of these changing circumstances. At the same
time, deepening global economic integration and the
current economic downturn provide more opportunities
that the Airport can take advantage of to improve
connections to the world. In response to these conditions,
the long-range vision for Airport capital development
must be more strategic and business-focused, promote
environmental quality, and incorporate flexible
development strategies and decision tools.
The last Airport Development Plan was defined in
1997 and is at the end of its 10-year implementation
stage. That ADP was focused on terminal capacity
needs, parking capacity needs, airfield operational
enhancements, and terminal-to-terminal passenger
connectivity.
In July 2007, the Airport Board initiated an airport
master planning process entitled “VFR | 2030: VISION
of the FUTURE. REALIZED,” which produced the results
discussed in this Executive Summary. The purpose
of this process was to develop a long-range plan to
address changes in the aviation industry, changes in the
Airport Board’s corporate philosophy, and aging Airport
infrastructure issues, and to provide direction to the
individual DFW departments in achieving the Airport
Board’s strategic goals, as defined in the most recent
Strategic Plan (updated in 2008).
One of the most exciting results of the VFR | 2030
process is a plan for the redevelopment of Terminals A,
B, C, and E over the next 10 years. As these terminals
were built more than 30 years ago, significant work is
required to improve the building systems, operational
reliability, and energy efficiency. Passenger processing
enhancements, including enhanced ticketing/check-in,
security screening, and concessions, will be designed
to accommodate current and future operations while
improving customer satisfaction. We accelerated the
programming effort in order to identify the final terminal
renovation scope and have received the concurrence
of the Airport Board and our Airport partners. Upon
completion of a new Airline Use Agreement, we will be
positioned to launch our $1.74 billion Terminal Renovation
and Improvement Program (TRIP) in February 2011.
5
• Develop additional facilities on the east side of the
Airport to accommodate growing international cargo
airline service.
• Complete expansion of the on-Airport roadway system
and mass transit connections with Dallas Area Rapid
Transit (DART) and the Fort Worth T.
Finally, development of a new Project Development
Process will provide effective implementation of these
capital improvements while ensuring that DFW remains
cost competitive.
I think you will agree that the VFR | 2030 master plan is
a significant step toward implementing our mission to:
“provide our customers outstanding facilities and services,
expanding global access and economic benefits to those
we serve.”
Sincerely,
Jeffrey P. Fegan
Chief Executive Officer
DFW International Airport
Dallas/Fort Worth International Airport
• Implement the improvements necessary to
accommodate scheduled service by the largest aircraft in
operation—the A380 and the B-747-8.
2009 Airport Development Plan Update
Additional results of the planning process will enable
Airport management to:
OVERVIEW OF DFW
6
The Dallas-Fort Worth Metropolitan Area
DFW is the principal air carrier airport serving the Dallas-Fort Worth metropolitan area
and North Central Texas. A population of 6.3 million makes the Dallas-Fort WorthArlington Metropolitan Statistical Area the fourth largest among U.S. metropolitan
statistical areas (MSA), according to the U.S. Department of Commerce, Bureau of the
Census.
• Between 2000 and 2008, the Dallas-Fort Worth-Arlington MSA added more
residents than any other MSA in the country.
• Between 2010 and 2030, Dallas-Fort Worth-Arlington MSA population is projected
to grow an average of 2.1 percent annually compared with a projected 0.9 percent
average annual growth rate for the nation.
Largest U.S. Metropolitan Statistical Areas by 2008 Population
New York – Northern New Jersey – Long Island, NY-NJ-PA
19.0 million
Los Angeles – Long Beach – Santa Ana, CA
12.9 million
Chicago – Naperville – Joliet, IL-IN-WI
9.6 million
Dallas – Fort Worth – Arlington, TX
6.3 million
Philadelphia – Camden – Wilmington, PA-NJ-DE-MD
5.8 million
Source: U.S. Census Bureau
Delta
Denton
380
Wise
Dallas/Fort Worth
International Airport
Collin
45
30
Rockwall
20
Palo Pinto
Parker
Hood
Erath
80
20
Dallas
Tarrant
Kaufman
Johnson
175
Ellis
287
Somervell
45
Navarro
North Central Texas Council of Governments (NCTCOG) Membership Area
Dallas-Fort Worth-Arlington MSA
Hunt
The average resident in the DFW metropolitan
area has a personal income of nearly $42,000
per year, almost 10 percent higher than the
U.S. average. Consistent with trends for the
State of Texas as a whole, the Dallas-Fort
Worth-Arlington MSA is projected to continue
outperforming the nation in terms of growth in
employment and real personal income.
Dallas/Fort Worth International Airport
Dallas-Fort Worth Metropolitan Area
2009 Airport Development Plan Update
7
8
Population Density in 2007
DFW’s central location, superior air service,
and diverse economy are the major reasons
that businesses relocate to the area, propelling
the North Central Texas area to be one of the
fastest-growing and most stable economies in
the country. The Dallas-Fort Worth-Arlington
MSA is home to 25 Fortune 500 headquarters,
with more than 85,000 local employees.
The region’s diverse economy has enabled
it to weather economic downturns in key
industry sectors. June 2009 data from the
U.S. Department of Labor, Bureau of Labor
Statistics, shows that non-seasonally adjusted
unemployment rates in the MSA (8.2 percent)
and the State of Texas (8.0 percent) are
significantly lower than for the entire United
States (9.7 percent).
9
Projected Population in 2030
Collin
1,096,639
Dallas
3,396,434
Delta
5,149
Denton
Ellis
1,012,470
196,633
Erath
46,341
Hood
65,089
Hunt
124,646
Johnson
213,911
Kaufman
138,294
Navarro
63,370
Palo Pinto
34,460
Parker
140,389
Rockwall
89,366
Somervell
9,429
Tarrant
2,152,155
Wise
82,886
Total
8,867,661
NCTCOG Total
8,862,512
MSA Total
8,648,972
Source: Texas State Data Center and Office of State Demographer
2008 Population Projections
• The Dallas-Fort Worth-Arlington
MSA is one of the least costly
large metropolitan areas
(population > 1.5 million) in
which to conduct business.
• The Dallas-Fort Worth-Arlington
MSA has a low cost of living,
typically several percentage
points below the national
average, and is considerably
lower than the cost of living
in major East and West Coast
metropolitan areas.
• The Dallas-Fort Worth-Arlington
MSA has the largest number
of college- and high schooleducated residents of any MSA
in Texas and among the highest
in the nation.
2009 Airport Development Plan Update
Population
Dallas/Fort Worth International Airport
County
10
THE DALLAS/FORT WORTH
INTERNATIONAL AIRPORT
DFW Airport Economic Contribution
DIRECT AND INDIRECT IMPACT
$9.1 billion
SECONDARY IMPACT
“Multiplier Effect”
$7.5 billion
TOTAL DFW AIRPORT
ECONOMIC CONTRIBUTION
Source: Texas Department of Transportation Aviation Division
TOTAL ................................ $16.6 billion
Total Employment ............. 305,000 jobs
Total Payroll ....................... $7.6 billion
635
11
Dallas/Fort Worth International Airport
Known as the economic engine for
the North Central Texas region,
Dallas/Fort Worth International
Airport makes an annual
contribution to the local economy
of $16.6 billion, supporting nearly
305,000 jobs and $7.6 billion in
payroll. These jobs consist of
Airport and airline employees, as
well as construction, maintenance,
hospitality, and tourism
employees.
2009 Airport Development Plan Update
635
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FY 2009 Cost per Enplaned Passenger Comparison at DFW Competing Airports
New York
$18.58
Newark
$23.87
Boston
6.50
$21.05
Chicago O’Hare
$12.83
Miami
3.33
$12.06
Denver
$12.60
San Francisco
Detroit
$8.02
0.00
Houston (Bush)
$10.04
Seattle-Tacoma
$6.07
DFW
$6.99
$0
0.00
1.82
15.38
1.86
$10
1.54
0.00
14.93
$20
$39.37
$34.28
$27.71
0.00
3.20
11.75
$42.19
$30.42
4.58
2.04
$59.62
$32.35
4.99
19.19
$89.34
$32.41
2.61
15.44
0.92
2.74
$34.18
6.01
13.56
2.23
$10.92
Minneapolis-St. Paul
9.70
17.73
$3.20 2.02
2.77
17.20
0.00
0.08
1.77
4.18
14.89
6.41
$13.80
19.37
19.03
0.00
19.20
28.32
0.00
$16.62
Los Angeles
Atlanta
48.81
$26.45
$25.87
$24.82
$23.79
$30
$40
$50
Cost on Airport Books
$60
$70
Cost on Airlines’ Books*
$80
Delay Cost
Sources: Airports Council International (2009 cost per enplaned passengers); Ricondo & Associates, Inc. memorandum to Max Underwood and Jeff Benvegnu, DFW Airport
“Benchmark Comparison of Airline Operational Delay,” June 8, 2010 (delay cost); and DFW Finance Department
Notes: Blue text indicates American Airlines hub/major airports
* Estimated Maintenance and Debt Service cost paid directly by airlines, additional costs per enplaned passenger for New York, Miami, Chicago O’Hare, and
Los Angeles represent an estimate for American Airlines direct costs divided by American Airlines enplanements
$90
Fuel Tax
• No airspace or facility constraints.
• No financial barriers to entry.
• Cost per enplaned passenger (fully loaded)
at DFW is very competitive with other largehub airports in the United States.
• DFW facilities are configured to promote
economically efficient operations.
2009 Airport Development Plan Update
While strong regional and national competition
exists for the expansion of passenger and
cargo service, the Airport retains significant
competitive advantages:
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Dallas/Fort Worth International Airport
DFW is currently the third busiest airport in the world in terms of numbers of aircraft operations, and the seventh
busiest in terms of enplaned passengers. The Airport is well positioned as a mid-continent “mega hub.” In 2008,
the Airport accommodated more than 656,000 aircraft operations (takeoffs and landings). The airlines provide 800
daily flights from the Airport to 136 domestic and 41 international destinations on four continents. Over 726,000
tons of cargo were processed at the Airport in 2008; proximity to the Airport drives growth and investment in
warehousing, distribution, and logistics facilities. Since 2000, international cargo tonnage at DFW has more than
doubled (from 143,000 tons in 2000 to 308,000 tons in 2008), with Asian all-cargo airlines driving this growth. The
Airport’s international cargo network serves 13 major cargo hubs worldwide.
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VFR | 2030
We are entering a new era in the Airport’s life cycle. The
airline industry is maturing, growth has slowed, competition
has intensified, and the future seems more uncertain.
At the Airport, our infrastructure is aging; changes in
airline business models combined with the demands and
expectations of today’s empowered traveler are placing
greater demands on the 35-year-old facilities. Since the
last Airport Development Plan (ADP) was prepared in 1997,
there have been changes in the Airport Board’s corporate
philosophy and the Board’s strategic goals have been
redefined in the 2008 update of the Airport’s Strategic Plan.
To address these changing conditions and redefined
strategic goals, a new long-range vision for DFW is needed.
This vision must be strategic as well as business-focused.
It must incorporate flexible development strategies and
decision tools to assist DFW’s Business Units in achieving the
Board’s strategic goals.
In July 2007, the DFW Planning Department launched an
update to the ADP to identify the bold vision to be realized
over the 20-year planning horizon. Referred to as
“VFR | 2030: VISION of the FUTURE. REALIZED,” this
effort establishes the roadmap to renew the infrastructure,
modernize the terminals, and prepare the Airport for the
challenges of the future.
The VFR | 2030 Process
The VFR | 2030 master planning process was comprised of three major
phases—scoping and visioning, concept development and integrated
planning, and VFR | 2030 wrap-up. Phase 1 utilized a unique process that
tapped into the expertise and knowledge of DFW staff and stakeholders
to explore the Airport’s strengths, weaknesses, and needs. Through this
interactive approach, DFW led a comprehensive review of all functional
aspects of the Airport’s operations (e.g., airside, terminals, ground
transportation, cargo, etc.) and identified specific areas for subsequent
detailed analysis. The results of the VFR | 2030 process are documented
in this airport development plan, which identifies the long-range strategy
that will guide affordable, environmentally friendly, and sustainable
development at DFW.
Phase 3 – VFR | 2030 Wrap-Up
The final step of the VFR | 2030 process, continuing this close
collaboration with all stakeholders, involved the evaluation
of the terminal development alternatives—through a proof
of concept effort that included rough order of magnitude
cost estimates and life cycle cost model. The result was
a recommended Terminal Renovation and Improvement
Program (TRIP) for the CTA. The TRIP projects were
integrated with other capital projects identified during the
process (covering airfield, other terminal, transportation,
utilities, parking, commercial development, environmental,
information technology, safety and security, and other)
and prioritized to create a recommended 10-year capital
program.
JUL 07
APR 08
NOV 08
DEC 08
APR 09
JUN 09
PHASE 1
PHASE 2
PHASE 3
Scoping/Visioning
Concepts and Integrated Plan
Terminal Development Planning Concept
Evaluation and VFR | 2030 Wrap Up
OBA
OBA
PHASE 1
OBA
PHASE 2
PHASE 3
• Engage the Airlines
• Confirm Concepts
• Forecasts
• Confirm Decision Drivers
• Identify Needs, Issues, and Opportunities
• Create Tiered Terminal Redevelopment
Concepts
• Define Preferred Terminal Area
Development Alternatives
• Establish Integrated Plan
• Develop Technical Approach for
Next Steps
15
OBA
• Planning Charrettes
• Surveys and Data Collection
SEP 09
• Expedite Implementation Phase for CTA
and Non-CTA Infrastructure
• Costs/Benefits and Phasing
• 5-Year CIP
• VFR | 2030 Wrap Up
IFR Projects
During Phase 1 of VFR | 2030, a number of immediate needs or business
initiatives were identified—needs that could not be delayed for the
conclusions of the master planning process. Much like mission-critical
military operations that must refuel in flight, these needs were advanced
under separate studies, to be evaluated concurrently with the planning
process to identify immediate courses of action. Projects included in this
concurrent process were referred to as the IFR Projects, for “In-Flight
Refueling.”
2009 Airport Development Plan Update
Phase 2 – Concept Development and Integrated Plan
The Phase 1 outcomes clearly indicated that the renewal
of the four original terminals and the other components of
the Central Terminal Area (CTA) needed to be the primary
focus of the master plan. Building on the information and
conclusions of Phase 1, technical analyses were conducted
to identify solutions to accommodate future Airport needs
in a manner that would carefully balance asset capacity,
facility needs, and financial performance. Through close
collaboration with DFW’s airline partners, the main outcome
of this phase was the creation of tiered terminal area
redevelopment concepts.
APR 07
Dallas/Fort Worth International Airport
Phase 1 – Scoping and Visioning
Extensive outreach efforts and collaborative workshop
sessions with DFW staff, business partners, and stakeholders
were conducted to discuss needs, expectations, and ideas
for the future of DFW. During this phase, participants
assessed different issues in each of the Airport’s functional
areas, drawing on the collective knowledge and viewpoint
of the participants, and conducting additional research as
needed to validate findings. The information developed in
Phase 1 defined the boundaries of the technical analyses to
be conducted in Phase 2.
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Key Drivers of VFR | 2030
The world in which DFW operates has changed significantly since the 1997 ADP was prepared. The issues driving VFR | 2030
were identified through extensive outreach and collaboration with internal and external stakeholders. These issues include:
Economy – The economy is a fundamental driver of air transportation demand and its rate of growth. Increasing global
economic integration will continue to create new opportunities for air service from U.S. gateways to Europe, Latin America,
and Asia.
Security/Safety – Since the terrorist attacks on September 11, 2001, security concerns have been the greatest driving force
in airport design and operation. New security requirements have had a dramatic effect on terminal facilities and security
screening checkpoints and will continue to be an important part of the planning, development, and operation of airport
facilities.
Airline Competition – Since the 2001 terrorist attacks, airlines have faced unprecedented economic challenges, resulting
in bankruptcy filings, mergers, and the fundamental restructuring of the industry. The airlines have made major changes that
have improved their overall efficiency. The airlines’ renewed focus on costs has created new challenges for passengers, and
airport operators are tasked with finding ways to improve the passenger’s air travel experience.
Environment – DFW management is an industry leader in developing and implementing comprehensive programs and
practices designed to protect the environment. Several key environmental issues will need to be addressed, including
sustainability (and Leadership in Energy and Environmental Design [LEED®]), storm water, aircraft noise, energy efficiency, and
air quality.
Technology/Innovation – Technology is a fundamental driving force in the air transportation industry. Technological
improvements in aircraft, air traffic control, and air navigation have greatly improved the speed, efficiency, and reliability of
aircraft navigation from location to location. On-the-ground technology has dramatically changed passenger circulation
patterns and airport operational characteristics for landside, terminal, and airside systems.
Time/Aging Infrastructure – Time is beginning to affect the Airport facilities and infrastructure. Terminals A, B, C, and E were
built more than 35 years ago, as were the majority of the roadways, utilities, and parking garages. The aging facilities create a
variety of issues and challenges related to the future development and use of Airport facilities, and drives the need to embark
on renewal or renovation improvements to extend the life of these aging facilities.
“
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Grow the Core Business of
Domestic and International
Passenger and Cargo
Airline Service
In January 2008, an updated Airport Strategic Plan was adopted by the
Airport Board and embraced by Airport staff. The update includes a new
mission, a vision statement, refined business goals, and a set of core
drivers for Airport development, as follows.
Mission: DFW International Airport will provide our Customers
outstanding facilities and services, expanding global access and
economic benefits to those we serve.
Vision: DFW International Airport – Connecting the World
A primary business goal: “Grow the Core Business of Domestic and
International Passenger and Cargo Airline Service”
The set of core drivers:
1. Keep DFW cost competitive
2. Create customer satisfaction
3. Deliver operational excellence
B U ILD IN G A FU T U R E T O G E T H E R :
DF W INTERNATIONAL AIRPOR T STRATEGIC PL AN
4. Foster employee engagement
These objectives were used as evaluation criteria to help identify the
solutions to the issues facing DFW that were identified during the
VFR | 2030 planning process.
Dallas/Fort Worth International Airport
Airport Strategic Plan
2009 Airport Development Plan Update
”
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DFW Sustainability Initiative
The DFW sustainability initiative is based on the belief that it is important for activities
at DFW be carried out in a manner that cares for our environment, reduces air
emissions, and uses improved methods and building standards to conserve energy.
Furthermore, DFW recognizes that future facility design and construction must
also consider smart decisions that provide long-term durability and cost effective
operations and maintenance. Sustainability is also important in marketing and business
development for the Airport, attracting airlines and serving customers who care about
how the Airport is managed. The DFW sustainability motto is:
The foundational cornerstones that must be blended into DFW’s daily
priorities to achieve sustainability include:
• Environmental Compliance
• Pollution Prevention, Source Reduction, and Waste Minimization
• “Greening” the Airport
Our Airport
Our People
• Attention to Issues Applicable to DFW’s Social Responsibility
• Effective Community Outreach
Sustainability
Our Community
The VFR | 2030 planning effort included a focus on environmental
quality, as demonstrated by the joint statement issued by the Airport
Board’s Chairman and CEO that "DFW has an affirmative responsibility
to efficiently use, preserve, and protect the area’s resources and
employ proactive environmental planning and vigilance in all aspects of
operations to protect quality of life now and in the future."
Baseline aviation activity forecasts for the Airport were developed as part
of the VFR | 2030 planning process. By the year 2030, it is forecast that:
• The number of enplaned passengers will increase to 40.4 million
(2.0 percent annual average growth between 2009 and 2030).
Total Enplaned
Passengers
Total Operations
2,196,600
203 0
202 0
2010
203 0
202 0
2010
203 0
202 0
2010
953,300
1,454,000
897,800
757,800
645,400
33,116,000
26,903,000
• The amount of cargo handled will increase to 2.2 million tons
(all-cargo, integrator, and passenger aircraft belly cargo combined).
40,368,000
• Total aircraft operations will increase to almost 900,000 (1.6 percent
annual average growth between 2009 and 2030).
Cargo Tonnage
Dallas/Fort Worth International Airport
Aviation Activity Forecasts
2009 Airport Development Plan Update
19
FUNDAMENTALS
TERMINAL RENOVATION AND
IMPROVEMENT PROGRAM
20
The VFR | 2030 planning process determined that terminal capacity was sufficient to accommodate forecast demand for the
next 15 to 20 years. Furthermore, the CTA can accommodate a sixth unit terminal (future Terminal F), which will allow DFW
to grow beyond the 2030 planning horizon. Therefore, VFR | 2030 planning focused on the critical need to address aging
terminal infrastructure in the CTA.
DFW Board, management, staff, and the Airport’s airline stakeholders reached consensus on a $1.5 billion – $2.0 billion
redevelopment program of Terminals A, B, C, and E over the next 10 years, to be referred to as the Terminal Renovation
and Improvement Program. While the details of this program still need to be determined, the basic intent and scope of this
program was defined during the VFR | 2030 planning process, as summarized on the following pages.
Key Findings
Focus on Core Obligations
A majority (60 percent to 70 percent) of the
work required to improve the terminals is
related to building systems and improvements
to address operational reliability, code
requirements, and other core obligations
required to maintain the infrastructure. Nearly
all of the major building systems are original
equipment. Significant replacement is required
to improve energy efficiency. Replacing the
major systems with new ones could increase
energy efficiency by 20 percent to 40 percent.
The remaining capital improvements relate
to building finishes, passenger amenity
improvements, and investments that represent
a positive business case.
Passenger Processing
Improvements to passenger processing facilities
(including ticketing/check-in and security
screening) to accommodate current and
future operations were critical in developing
the terminal plan. The key objectives were to
identify opportunities to improve customer
service and operational efficiency.
New Terminal Entries
The existing terminal entrances will be
reconfigured to provide better visual cues
regarding the location of entry points and
improved curbside canopies.
Passenger Empowerment
The terminal facilities will be improved to provide more convenient self-service
ticketing/check-in capabilities, including the opportunity for self-tagging of baggage
and premium check-in locations.
Before
After
21
2009 Airport Development Plan Update
After
Ticketing Halls
The depth of the existing ticketing halls combined with the locations of the vertical
circulation cores limit circulation space and create congestion during peak periods.
Proposed improvements include realigning the vertical cores, which will greatly
improve circulation, and right-sizing the ticketing halls to match today’s needs. The
escalators will be replaced with new, high-capacity elevators for improved passenger
convenience and operating efficiency. The use of natural light will be increased to
create a “sense of place” in the ticketing halls. Proposed updates to the ticketing halls
do not preclude DFW from pursuing other redevelopment options in the future.
Dallas/Fort Worth International Airport
Before
22
Reconfiguration of the Security Screening
Checkpoints
The checkpoints will be expanded and
re-oriented parallel to the radius of the terminal
to provide ample space for queuing, divestiture,
screening, and composure. Expansion of
these areas is intended to provide a more
comfortable setting for travelers to help
reduce passenger anxiety about the screening
process and to increase passenger processing
throughput. Furthermore, the security screening
checkpoints will be reconfigured to provide
maximum facility flexibility to adapt to future
Transportation Security Administration (TSA)
requirements.
Before
After
After
Terminal Curbside
Improvements have been identified to more efficiently use the Terminals’
curbside resource. These improvements will consolidate ground
transportation services on the lower level, creating additional private
vehicle areas on the upper level adjacent to baggage claim areas. These
improvements will improve the level of service for curbside operations
while reducing roadway congestion on the terminal roadways.
Parking Garages
The useful life of the older parking garages can be extended through
focused repairs and renovation. Although previous studies have
suggested that the useful life of the older garages is limited, further
analysis has determined that these garages can be repaired to provide
an additional 15 to 20 years of service. This investment will postpone the
large capital outlays required to replace existing garages in the near term
and allow for the implementation of a manageable program over the next
20 years. To address future growth in parking demand, the redevelopment
program provides for incremental growth in parking capacity.
Baggage Handling Systems
Significant efficiencies to the baggage handling system have been
realized through the recent in-line security intiative; therefore, only
minimal investment is required to renew this component of the Airport.
Dallas/Fort Worth International Airport
Before
2009 Airport Development Plan Update
23
Enhanced Concessions
Improvements to passenger flows by aligning the security screening
checkpoints and baggage claim areas with the Skylink stations have
provided the opportunity to group concessions into clusters at these high
exposure intersections. Clustered concessions provide synergies that
enhance concessions revenues and increase customer satisfaction.
24
TERMINAL RENOVATION AND IMPROVEMENT
PROGRAM IMPLEMENTATION
Master Plan
Programming
and Schematic
Design
Design
Construction
MASTER PLAN
The master plan identified the overall framework for the TRIP
(e.g., terminal renovation or redevelopment). The next phase, Programming and
Schematic Design, will define the detailed scope of terminal renovation.
PROGRAMMING AND SCHEMATIC DESIGN:
• Programming and schematic design will be done for Terminals A, B, C, and E
• Refine selected elements from terminal plan defined in the master plan to establish the
design scope and budget
• 6 months to complete per terminal
• Begin outreach program to minority- and women-owned business enterprises (M/WBE)
25
FINAL DESIGN:
• Airport management intends to engage professional service teams for
terminal design
• Expand M/WBE outreach program
Possible Construction Phasing
CONSTRUCTION:
• Anticipated Terminal A renovation to begin the weekend after Super
Bowl XLV, which will be held at the new Dallas Cowboys Stadium
2011
2017
TERMINAL A
• Typically, one-third of a terminal section will be closed at a time; each
terminal section will take approximately 9 to 12 months to complete
• Focus on minimal impact to existing operations
TERMINAL B
• Garages will be renovated while adjacent terminal sections are closed
TERMINAL C
• Significant work on Terminal A will be complete by the end of 2014,
with substantial program completion by the end of 2017
• Timing for remaining terminals will be based on financing plan
• Maximize M/WBE outreach program
TERMINAL E
Dallas/Fort Worth International Airport
• 9-12 months to complete per terminal
2009 Airport Development Plan Update
• Prepare required construction documents
Crossfield Taxiways
26
Perimeter Taxiways
Future Eighth Runway
AIRFIELD
While the previous master plan included major airfield
improvements, VFR | 2030 addresses the airfield from
a strategic development perspective. The timing of
a proposed eighth runway, the viability of proposed
dual crossfield taxiways, and the ability of the Airport
to accomodate Airplane Design Group VI aircraft were
evaluated.
Perimeter Taxiways
Crossfield Taxiways
Development of Eighth Runway
DFW Airport has seven operational runways and the current Airport Layout Plan (ALP) includes the future development of an eighth, Runway 18R-36L,
on the west side of the airfield. The changing airline and airspace landscape at DFW influences the timing for the need for the eighth runway. Factors
such as the loss of the Delta Air Lines hub in 2005, the de-peaking of American Airline’s flight schedule at DFW, the evolution of the Perimeter Taxiway
concept, and the future opportunities of a modernized National Airspace System (through the Federal Aviation Administration’s [FAA] NextGen)
all influence the timing for a new runway. DFW currently has abundant airfield capacity to meet demand into the future. Therefore, an analysis
was conducted to evaluate the opportunity for interim land development in the area designated for the future eighth runway and its associated
infrastructure.
The capacity of the existing airfield was compared to the peak-hour demands associated with the baseline aviation activity forecasts to estimate when
the development of the proposed eighth runway would be needed. The weighted average hourly capacity of the existing airfield is estimated to be
294 aircraft operations, which coincides with the peak-hour operational demand forecast for 2055. As demand approaches the capacity of the existing
airfield, delays will occur and the additional runway capacity will be warranted. Therefore, the development of Runway18R-36L is not expected for at
least 40 to 45 years. Approximately 500 acres of DFW Airport property associated with the future runway could be developed in the interim to generate
additional revenue.
Conclusions: The ALP should continue to reflect the long-term development of Runway 18R-36L. The planning of any interim development should
consider the proposed runway and plans should be developed that minimize future airfield impacts. The sequencing of construction activities associated
Airplane Design
Group VI Aircraft
with Runway 18R-36L and associated taxiways should
be coordinated to maximize the useful life of any
interim facilities developed.
costs. Development of the crossfield taxiways should
continue to be monitored and implemented if a
satisfactory BCA is achieved.
The current ALP includes the planned development
of dual crossfield taxiways that would connect the
perimeter taxiways associated with Runways 18L-36R
and 17R-35L. The northern set of crossfield taxiways
would restrict the right-of-way for the planned
development of a rail connector into the CTA,
increasing the construction costs associated with the
rail project by approximately $13 million. Given this
potential conflict, a preliminary benefit-cost analysis
(BCA) was conducted to compare the operational
benefits of the crossfield taxiways with the costs
associated with constructing the crossfield taxiways.
The DFW airfield is currently constructed to meet
FAA Airplane Design Group (ADG) V standards or
aircraft no larger than a B747-400. Though DFW can
accommodate nonscheduled ADG VI (aircraft such
as the A380 or B-747-8) operations with significant
restrictions, an analysis was conducted to identify the
necessary measures required for ADG VI aircraft to
safely and efficiently operate scheduled passenger
and cargo service at DFW.
Conclusions: The proposed crossfield taxiways
would have an estimated cost of over $517 million
and would only benefit a portion of the cargo and/or
corporate users of the Airport. The operational delay
savings over the project’s useful life of 20 years would
represent only 10 percent of the initial development
Conclusions: A list of necessary improvements to
prepare the Airport’s airfield to accommodate
ADG VI aircraft was generated. These include runway,
taxiway, crossfield taxiway bridge, ramp, and terminal
improvements. These facility improvements are
included in the Capital Improvement Program (CIP)
and are anticipated to be implemented in the near
term.
Dallas/Fort Worth International Airport
Viability of Proposed Dual
Crossfield Taxiways
2009 Airport Development Plan Update
27
28
SUPPORT/ANCILLARY FACILITIES
During the VFR | 2030 planning process, remain
overnight (RON) aircraft parking deficiencies
were assessed, along with enhancements to
the Airport’s corporate/general aviation facility,
potential locations for a satellite energy plaza,
and innovative strategies for use of reclaimed
water for Airport activities.
Remain Overnight Aircraft Parking
Deficiencies
There are 48 existing RON aircraft parking
positions; 33 are leased to American Airlines
and the remaining 15 are leased to various
airlines operating from Terminal E. While
adequate space is available to accommodate
the existing RON parking needs of the airlines
serving the Airport, the exclusive-use nature
of the Airport use and lease agreements limits
the Airport Board’s flexibility to accommodate
airlines that do not currently lease existing
RON parking positions. The current FBO
aircraft parking apron is commonly used to
accommodate the RON aircraft parking needs
of the Terminal E airlines.
Overall RON aircraft parking position
requirements are expected to increase to
approximately 42 positions by 2020. Near-term
objectives to address the deficiency are as
follows:
• Consult with airlines regarding their RON
aircraft parking needs.
• When negotiating a successor use and lease
agreement, restructure RON aircraft parking
position leasehold terms to provide greater
operational flexibility.
In the long-term, the planned modernization of
Terminals A, B, C, and E may result in the loss
or downsizing of existing gates or RON parking
positions during construction.
Detailed analysis of the overall aircraft parking
demands and availability of gates and RON
parking positions will be necessary as part of
the terminal development programming effort.
Changes in the region, such as the new Dallas Cowboys Stadium just 13 miles south of the Airport, present new business opportunities
for corporate/general aviation (GA) growth at DFW. The corporate/GA facility at DFW is currently located at the proposed site for the
future Terminal F. By 2030, the number of general aviation aircraft operations is forecast to increase to 32,300, necessitating 30 acres for
any relocation site alternative. Although the current ALP depicts the recommended long-term location of the corporate/GA facility to a
site immediately east of Runway 17L-35R, three alternative sites were evaluated and a new preferred location at the former American Eagle
Satellite facility, north of Terminal A, was selected to meet the near-term needs of the Airport. A more detailed feasibility study will be
required to further develop a business case for a new corporate/GA facility at DFW. With the eyes of the nation on North Texas for Super
Bowl XLV in 2011, DFW has a unique opportunity to address corporate/GA traffic.
Alternative Satellite Energy Plaza Locations
The CTA is currently served by central utilities plant systems located in the median of International Parkway, between Terminals C and D.
A study prepared in 2000 included a recommendation for development of a satellite energy plaza to accommodate the increasing energy
demands of the CTA. The recommended site for the satellite energy plaza is within the median of International Parkway, between Terminals
A and B. This recommended site conflicts with the site of the proposed rail connector station in the CTA. Alternative viable locations for the
satellite energy plaza were identified between Terminal E and future Terminal F. Additional evaluation of these locations will be conducted
as part of the future terminal development programming effort to identify the development requirements for this facility.
29
2009 Airport Development Plan Update
Corporate/General Aviation Facility Relocation/Development Sites
With the increasing cost of potable water and the increasing difficulty in finding new water supplies, the use of reclaimed water for
non-potable purposes was pursued as part of VFR | 2030 and subsequent DFW Airport development actions. This sustainable initiative
will reduce the demand on the cities of Dallas and Fort Worth water systems that supply potable water to DFW Airport, defer costs of
improving parts of those systems, and defer water system improvements at DFW Airport.
DFW Airport and several adjacent municipalities have entered into an agreement with the City of Fort Worth to access reclaimed water
from the Village Creek Wastewater Treatment Plant in Fort Worth. DFW plans to use this sustainable source of reclaimed water for existing
non-potable uses at the Airport, which includes landscape irrigation, cooling water make-up, natural gas exploration operations, rental
car washing, and construction activities. Phase 1 of a three-phase program developed as part of the VFR | 2030 Utility Master Plan has
been approved by the Airport Board and is scheduled to be operational in 2011. This sustainable initiative demonstrates DFW’s continued
commitment to environmental stewardship and achievement of conservation goals of the Airport and the region.
Dallas/Fort Worth International Airport
Use of Reclaimed Water
30
GROUND TRANSPORTATION
Terminal Roadways
Terminal Link System
Access Roadway System
The terminal roadways provide the ground
access link between International Parkway and
each terminal. A vehicular weave analysis of
the carrousel roadways at Terminals A, B, C,
and E was performed to predict if and when
the volume on the carrousel roads reaches a
point that roadway conditions deteriorate to
an unacceptable level, resulting in breakdown
of traffic flow and affecting access to the
terminal curbside roadways. Results show
that the carrousel roadways at Terminals A, C,
and E would reach failing conditions during
peak hours of roadway activity prior to 2030.
Reversing traffic flow on the carrousel roadways
is recommended as a long-term flexibility
opportunity to improve capacity of the existing
roadway infrastructure at Terminals A, C, and
E. The reverse carrousel roadway concept
changes the traffic circulation pattern at these
three terminals by routing traffic directly from
International Parkway to the terminal curbsides.
A reverse circulation pattern improves access to
and from the parking garages and egress from
the terminal curbside roadways.
The Terminal Link bus system transports
passengers between all terminals on the public
roadway network at DFW. An analysis to reduce
bus travel distances through the construction of
a series of exclusive-use roadway connections
to shorten the bus routes concluded that the
reduced travel distance, time, and operating
costs would decrease annual operating costs
by 10 to 20 percent. A total of seven exclusiveuse structure ramps connecting the upper-level
terminal curbside roadways and the service
roads are recommended. Access to these
ramps would be controlled to prevent the
entry/exit of non-authorized vehicles from the
revenue-controlled roadway system.
DFW is a hub for air and surface
transportation in the DallasFort Worth metropolitan area.
Demographic trends indicate
increased traffic on the immediate
roadway network surrounding the
Airport and the region as a whole
in the future. Congestion on the
ground can have a significant
effect on aviation operations and
efficiencies.
Surface transportation is
accommodated on numerous
roadways in the extensive regional
and internal roadway network
surrounding and on the Airport.
These roadways are depicted on
the 2008 DFW Airport Master
Thoroughfare Plan.
31
Dallas/Fort Worth International Airport
DFW has excellent connectivity
to the regional roadway network,
which allows for access to the
surrounding communities and the
region as a whole. Two proposed
improvements to the regional
roadway network that have direct
implications for surface access
to the Airport are the DFW
Connector and State Highway (SH)
183 projects. These two roadways
serve as the primary access
points for the north and south
entrances to the Airport. The Texas
Department of Transportation has
committed to implementing the
aforementioned projects, thus
DFW management must ensure
that the mobility of its internal
roadway network and connectivity
to the regional roadway network
are maintained.
2009 Airport Development Plan Update
Master Thoroughfare Plan
32
The Airport’s internal roadway network has a number
of areas that need to be improved or due diligence
must be conducted to determine when demand
warrants construction. Immediate needs include:
• Royal Lane – This north-south arterial roadway
providing access to the northeast portion of the
Airport will be widened, with construction of the
first segment (Regent Boulevard to Interstate
Highway 635) potentially beginning in 2011.
Construction of the second segment (Regent
Boulevard to Freeport Parkway) will complete the
north-south traffic capacity improvements in this
area.
• SH 114/Freeport Parkway Interchange – This
interchange will be modified as part of the future
capacity improvements to SH 114 by the Texas
Department of Transportation. Long-range
planning should be initiated promptly to ensure that
the future roadway design accommodates all of the
Airport’s needs including the support of cargo and
commercial development on the east side of the
Airport.
Remaining internal roadways (East / West Connector,
Airfield Drive, and 20th Street) do not need immediate
improvement; further evaluation is required
to determine the appropriate implementation
methodology.
An Intelligent Transportation System (ITS) is a system
of state-of-the-art information and communication
technologies that provide real-time roadway
information (such as with dynamic message signs)
to travelers to enhance mobility both on the Airport
and to and from the regional roadway network.
An ITS master plan was developed. It provides a
roadmap to allow DFW to take advantage of funding
opportunities, such as the mobility grant from the
North Central Texas Council of Governments for initial
implementation of an advanced traffic management
system (ATMS). The ITS master plan positions the
Airport as a regional partner.
Parking Strategy
33
• Expand the Express North facility to accommodate anticipated demand and upgrade all spaces
to include canopies.
• Relocate Express South from Future Terminal F Site (4W) to the employee parking lot located
at Site 5E, south of Terminal E. Re-configure existing parking lot to accommodate anticipated
demand and upgrade all spaces to include canopies.
• Consolidate employee parking at Future Terminal F Site (4W). Construct an on-site, at-grade
employee security screening facility with vertical circulation to a new station on the Skylink
system.
• Operate the Remote Parking product under a concession agreement (wholly or certain aspects of
the operation) with the objective of improving profitability.
The strategy recommended in the master plan is expected to reduce O&M costs, increase revenue,
and reduce annual vehicle miles of the bus service operation thereby reducing traffic and providing
environmental benefits though reduced vehicle emissions.
Dallas/Fort Worth International Airport
• Expand terminal area parking at Terminal A by constructing a new parking garage on the current
footprint of the Section B garage and Infield Parking sites.
2009 Airport Development Plan Update
DFW operates public and employee parking facilities along the north and south access routes to
the Airport, requiring an extensive shuttle bus network that operates on a near-continuous basis. An
overall parking strategy to expand and improve Terminal, Express, Remote, and Employee parking
facilities was developed to increase operating efficiencies while maintaining or improving guest and
employee levels of service. The preferred strategy for the accommodation of parking consists of the
following elements:
34
Rail Access
DFW Airport is ideally located in the North Texas region. Situated
between the cities of Dallas and Fort Worth, the Airport is positioned
close to the centroid of population and employment for the region.
Planning for rail access to DFW has been ongoing for many years. Today,
DFW is linked indirectly to Commuter Rail (Trinity Rail Express) south
of the Airport via a bus connector. The Trinity Rail Express (TRE) links
downtown Fort Worth’s T&P Station with downtown Dallas’ Union Station.
VFR | 2030 planning process integrated the vision of direct rail access to
DFW and the regional transportation network. Dallas Area Rapid Transit
(DART) and the Fort Worth Transportation Authority (FWTA) are advancing
historic programs to link DART Light Rail and FWTA Commuter Rail
directly into the Airport to serve air travelers and airport employees. The
rail agency’s current schedule (pending funding approvals) is to achieve
revenue passenger service by late 2014 with a $600 million to $700 million
investment in infrastructure. The DART and FWTA rail links on the north
side of the Airport will also support the future use and development of the
62-mile Cotton Belt rail corridor in the North Texas region.
Through collaboration with multiple stakeholders, VFR | 2030 defined
the vision for the terminal interface with the light rail and commuter rail
components. The terminal interface will be a multi-modal facility linked
to Terminals A and B with connecting walkways for convenient access
to the terminals, rail transfers, and bus connections. The DFW terminal
interface for rail differs from that of other airports due to the large CTA
footprint with multiple unit terminals (up to 6 terminals in the future). The
unique terminal configuration has driven the need for interconnecting the
terminals via Skylink (for secure passengers) and Terminal Link bus system
(for non-secure passengers) via the existing terminal roadway system.
Specific components of the Terminal A/B Station will be refined in more
detail during the programming and schematic design phase.
Local Rail Connections
DART COMMUTER
OW
FUTURE LRT PHASE
elt R
on B
Cott
Cotton Belt Station
FWTA “Commuter Rail”
DART “Light Rail”
ARRIVES
DECEMBER
2014
A/B STATION
TERMINAL B
TERMINAL A
Belt Line Station
December 2012
Vancouver
Designated High-Speed Rail Corridors
Seattle
New Walkway Connection to Terminal
Montreal
PACIFIC NORTHWEST
Portland
NORTHERN
NEW ENGLAND
Eugene
Portland/Auburn
EMPIRE
Minneapolis/St. Paul
Milwaukee
Chicago
CHICAGO HUB NETWORK
Sacramento
Bay Area
CALIFORNIA
Indianapolis
Kansas City
St. Louis
Springfield
Boston
Albany
Buffalo
New Haven
Detroit
New York City
KEYSTONE
Cleveland Harrisburg
Toledo
Philadelphia
Pittsburgh
Baltimore
Columbus
Washington D.C.
Cincinnati
Richmond
Louisville
Hampton Roads
Las Vegas
Raleigh
Charlotte
Greenville
Tulsa
Los Angeles
SOUTHEAST
Oklahoma City
San Diego
Little Rock
Columbia
Atlanta
Birmingham
Meridian
Dallas/Ft. Worth
SOUTH CENTRAL
Northeast Corridor Main Line
Austin
San Antonio
Macon
Savannah
Texarkana
GULF COAST
Houston
Jacksonville
Mobile
New Orleans
Orlando
Tampa
Designated Corridors
FLORIDA
Miami
2009 Airport Development Plan Update
Rail Station Platform Concept
35
Dallas/Fort Worth International Airport
In addition to these rail initiatives, the state and regional planning agencies are well
positioned to advance high-speed rail initiatives in the future. The federal government
has previously identified “Federally Designated High Performance Routes” for
populated areas in the United States including the South Central Corridor, which
includes the DFW region. In light of the ongoing regional and statewide planning to
advance high-speed rail, VFR | 2030 has identified a flexible approach to preserving
optional corridors and interface points for accommodating high-speed rail should it
become a reality in the future.
36
AIR CARGO
Despite the recent sharp downturn in cargo activity, air cargo has been a key contributor to the growth of DFW. Air cargo growth has been
primarily driven by economic growth in emerging markets in Asia and increased demand for time-sensitive freight deliveries. At present,
DFW’s international cargo network serves 13 major cargo hubs worldwide. Signatory cargo carriers (all cargo and integrator) currently
represent approximately 9 percent of total landed weight at the Airport. Through 2030, air cargo aircraft operations are expected to
increase much faster than passenger airline aircraft operations. DFW has significant competitive advantages in attracting air cargo activity,
including:
• A central geographical location at a transshipping crossroads with superior air, roadway, and rail access (98 percent of the U.S.
population can be accessed via truck or rail from the Airport site within 48 hours or less).
• The strength of the regional economy.
• The Airport’s low-cost operating environment.
• An aggressive air cargo service development program that includes rebated landing fees, marketing support for service launch
activities, and marketing funds for new entrant carriers to promote their brands.
Dallas/Fort
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Despite the recent sharp downturn in cargo activity,
air cargo has been a key contributor to growth of DFW.
37
38
Facility Needs
International All-Cargo – Additional facilities for
international all-cargo carriers (i.e., carriers with international
and domestic operations dedicated solely to the movement
of air cargo) will need to be constructed over the planning
period, but no additional facilities will need to be
constructed for domestic all-cargo carriers. The total area
required for international all-cargo facilities is estimated to
increase from the existing 56 acres to approximately 120 to
200 acres in 2030. The pace of this growth is expected to
be slow for the next few years as traffic recovers from the
economic downturn.
Integrator Cargo – Existing integrator cargo (i.e.,
UPS, FedEx) facilities are estimated to be sufficient to
accommodate demand through the planning period (2030).
Belly Cargo – Existing facilities (approximately 35 acres) for
belly cargo (i.e., cargo carried in the belly holds of passenger
aircraft) are estimated to be adequate to accommodate
demand through the planning period (2030).
The majority of current air cargo facilities are located on the
west side of the Airport (with the exception of the FedEx
and belly cargo facilities), leaving little space for additional
development in this area. The east side cargo development
sites identified during the VFR | 2030 planning process
provide the greatest opportunity for long-term growth. In
the next 10 years, air cargo development should be initiated
on the east side of the Airport to keep DFW competitive in
the global marketplace. East side air cargo development
will require construction of a supplemental fuel farm with a
connection from the northeast cargo area.
The following steps should be undertaken to prepare
a Cargo Development Action Plan, so that Airport
management and staff will be prepared for the long-term
development of air cargo facilities on the east side of the
Airport.
Cargo Development Action Plan
• Update forecasts and facility requirements
• Conduct detailed site planning
• Prepare comprehensive utility master plan
• Prepare airside and landside access plans
• Conduct environmental review of the proposed site(s)
• Determine planning activity demand triggers
• Prepare detailed cost estimates
Dallas/Fort Worth International Airport
Conclusions
2009 Airport Development Plan Update
39
40
COMMERCIAL DEVELOPMENT LAND USE PLAN
A planning effort to explore the overall feasibility and timing for potential commercial development of DFW property
resulted in the 2007 Commercial Development Land Use Plan. Existing conditions on and near DFW property—such as
airside operations, rail service, thoroughfare plans, utilities, adjacent land uses, and floodplains—were defined to establish
development parameters for future commercial development. The resulting plan, building on a market-driven analysis
performed in 2001, identified the highest and best use of buffer acreage to determine areas suitable for commercial aviation
and non-aviation related uses and serves as the framework for the long-term development of the commercial areas on DFW
property. Criteria such as visibility, road access, appropriate adjacent land uses, terrain, and large tracts previously identified
were used.
Existing conditions considered in the development of the
Commercial Development Land Use Plan:
Airside Operations
Areas supporting aviation and non-aviation uses such as
terminals, hangars, runways, and runway/taxiway expansions are
not available for commercial development.
Rail Service
Plans to bring the DART LRT Line and the T to the Airport at the
Cotton Belt and Belt Line stations present new opportunities for
DFW to benefit from transit-oriented development (TOD).
Thoroughfare Plans
Future thoroughfares within 500 feet of the DFW property
boundary were reviewed for capacity, for potential access to the
Airport, and for the potential to drive economic development.
Enhanced mobility provided by the DFW connector project was
considered.
Adjacent Land Uses
The identification of future land uses with 500 feet of the DFW
boundary and coordination with surrounding municipalities ensured
that appropriate uses identified for Airport property would fit within
the context of the adjoining urban fabric.
Utilities
The size, capacity, and location of utilities were identified to
understand the opportunities, potential conflicts, and constraints to
development.
Floodplains
Environmentally sensitive areas, such as the 100-year floodplain, are
not available for development.
Dallas/Fort Worth International Airport
2009 Airport Development Plan Update
41
2007 Commercial Development
Land Use Plan
42
CAPITAL PROGRAM INTEGRATION
An airport’s Capital Improvement Program (CIP) documents planned improvements to
airport assets, including, but not limited to, terminals, roadways, airfield, and related
support facilities. The CIP is typically a 5- to 10-year outlook of capital improvements or
facility enhancements.
The CIP is a dynamic program that requires regular review and refinement to adjust
to changing circumstances. While it is currently envisioned as a 10-year outlook, a
number of variables could require year-to-year changes in the program. Variables that
can influence the CIP include demand, financial conditions, development program
changes, and other factors. Consequently, the integrated capital improvement
programming effort needs to be designed to enable ongoing review and refinement.
As part of the VFR | 2030 process, the current CIP was reviewed, and CIP projects
related to the recommended TRIP were defined. The current CIP projects are referred
to as the non-TRIP CIP projects. The VFR | 2030 process concludes with the integration
of these two CIPs and the development of a new process to manage the Airport’s
ongoing capital program.
Dallas/Fort Worth International Airport
2009 Airport Development Plan Update
43
44
Non-TRIP Capital Improvements
As shown on the chart, up to $1.4 billion in capital expenditures on non-TRIP projects
is possible by FY 2020. Approximately 65 percent of these projects are asset renewal
projects, while 35 percent are capacity expansion projects. As the Airport infrastructure
continues to age, the renewal projects will represent an increasing share of the CIP.
More than 150 projects not related to the
TRIP are included in the FY 2020 CIP. The FY
2020 CIP is a long-range look at the Airport’s
capital program – extending to 2020. This
CIP is not an officially approved CIP, but is
Airport management’s best estimate based on
projects that are in various stages of planning
and implementation. The non-TRIP project list
covers all areas of the Airport. The projects are
categorized into one of 10 functional areas:
$300.0
Expansion
Renewal
$250.0
Annual Spending (in million)
• Airfield
• Terminals
• Roads, Bridges, Rail, and Skylink
• Utilities
• Parking
• Commercial Development
• Environmental
• Information Technology
• Safety and Security
• Other
Non-TRIP Project Cash Flow
$200.0
$150.0
$100.0
$50.0
$.0
FY09
FY10
FY11
FY12
FY13
FY14
FY15
FY16
FY17
FY18
FY19
FY20
45
Integrated Capital Improvement Program
$900.0
TRIP
Non–TRIP
$800.0
$700.0
$600.0
$500.0
$400.0
$300.0
$200.0
$100.0
$.0
FY09
FY10
FY11
FY12
FY13
FY14
FY15
FY16
FY17
FY18
FY19
FY20
Dallas/Fort Worth International Airport
Non-TRIP versus TRIP Cash Flow
Annual Spending (in millions)
The chart to the right shows the balance between the costs
of the TRIP and non-TRIP projects. Over the 10-year period,
the TRIP accounts for two-thirds of the CIP with a noticeable
peak between FY 2013 and FY 2016. TRIP projects start in
FY 2013 (the peak year of spending at $599 million) and
the number of projects and spending decline by FY 2019.
The final selection of projects, construction phasing, and
agreed upon CIP budgets will be driven by the outcome
of programming and schematic design, airline use/lease
negotiations, and Airport Board approvals.
2009 Airport Development Plan Update
The TRIP and non-TRIP projects were then combined to
create an integrated CIP (a holistic 10-year outlook). Taken
together, this integrated CIP summarizes the various capacity,
operational, and passenger level-of-service enhancement
projects, as well as the ongoing efforts to relieve pressure
on and preserve DFW’s infrastructure. The integrated
CIP provides a starting point for further refinement in the
programming and schematic design phase.
46
Project Development Process
Given the need to manage both the ongoing CIP projects as well as the CIP projects associated with
the Terminal Renovation and Improvement Program, DFW has implemented a new capital program
management process. This new process, referred to as the Project Development Process (PDP),
manages the development of capital projects from need identification through closeout. Using the
PDP, the Airport will deliver successful projects that are well defined, sustainable, constructible, and
aligned with DFW’s strategic mission.
Project Development Process
An integrated approach to sustainable airport development
ORIGIN
IDENTIFICATION
Determine Need/Issue
• Project
DESIGN INTENT DOCUMENTATION
FORMULATION
Data Collection
• Goals
ANALYSIS
SUSTAINABILITY
Explore, Evaluate, Identify
Determine Impacts
• Explore Alternatives
• Infrastructure
CONSTRUCTABILITY
Implementation Strategy
• Phasing
• Plan
• Factors
• Evaluate Viability
• O&M
• Constraints
• Program
• Urgency
• Preliminary ROM
• Life Cycle
• Schedule
• Commissioning
• Cost Estimate
• Opportunity
• Decision-Making Criteria
• Plan of Action
• Identify Preferred Solution
• Green Building Standards
• Identify Resources
COMMISSIONING
C 3 —C O L L A B O R AT I O N , C O O R D I N AT I O N , C O M M U N I CAT I O N
Capital Program Committee
The Capital Program Committee meets monthly or
as-needed to review the CIP. The PDP process outlined will
enhance the efficiency of the committee by having better
information available upon which to base decisions.
Project Information Database
The information contained in the current CIP spreadsheet
populates a more comprehensive database that links the
spreadsheet information—project title, category, funding
source, sponsor, project priority, and estimated cash flow
FINANCIAL
FUNDING
Business ROI
• Timing
• Cash Flow
• Funding Source
IMPLEMENTATION
DESIGN
WRAP-UP
CONSTRUCTION
Develop Preferred Solution
• Resolve Issues
Implement Improvements
• Track Cost
• Comply with Codes and
Design Criteria
• Confirm Cost Estimate
CLOSE OUT
Contract Close Out
• Training
• Monitor Schedule
• Performance Verification
• Integrate into Existing
Systems
• Follow-through
• Lessons Learned
COMMISSIONING
C 3 —C O L L A B O R AT I O N , C O O R D I N AT I O N , C O M M U N I CAT I O N
47
2009 Airport Development Plan Update
In addition to the PDP, the following organizational
enhancements and tools were developed to help ensure
effective implementation of the CIP:
requirement by year—with other information and documents
being developed under the PDP. A Project Information
Database will facilitate the Capital Program Committee
review and refine project priorities and reduce the reliance
on managers’ knowledge of individual projects.
Dallas/Fort Worth International Airport
The Planning Department is responsibile for ensuring the
formulation of capital projects, and the Airport Development
and Engineering (ADE) and Assessment Management (AM)
departments are responsible for effective implementation of
the CIP. Close collaboration among the various departments
and other stakeholders is critical during both elements of the
process.
48
VISION of the FUTURE. REALIZED
The 2009 DFW Airport Development Plan Update will support the Airport Board’s mission to provide
our customers with outstanding facilities and services, expanding global access and economic
benefits to the entire North Texas region.
This long-range strategic vision for the Airport is business-focused and addresses the Airport’s aging
infrastructure and terminal systems. It provides flexibility and creates operational efficiencies, cost
reduction, and opportunities to increase non-airline revenues while responding to the changing
expectations of our customers. In today’s economic environment, this plan will ensure DFW remains
competitive.
The 2009 ADP Update is a visionary plan to prepare the Airport for the challenges of the future, a
plan that capitalizes on opportunities, a plan to be realized.
For more information go to www.dfwairport.com/VFR2030
ACKNOWLEDGMENTS
49
AIRPORT EXECUTIVE MANAGEMENT
Jeffrey P. Fegan, Chief Executive Officer
James M. Crites, Executive Vice President Operations
Christopher A. Poinsatte, Executive Vice President
Finance & ITS
Linda V. Thompson, Executive Vice President
Administration & Diversity
Kenneth Buchanan, Executive Vice President Revenue
Management
Joe Lopano, Executive Vice President, Marketing &
Terminal Management
Phil Ritter, Executive Vice President, Governmental &
Stakeholder Affairs
AIRPORT PLANNING
Andy Bell, Vice President
Bob Blankenship, Assistant Vice President
Justin Thomason
Sabine Schleigh
Debra McMullen
Brenda Jones
Richard Gurley
Greg Royster
Lisa Hughes
AIRPORT DEVELOPMENT & ENGINEERING
Perfecto Solis, Vice President
PUBLIC AFFAIRS
David Magana, Assistant Vice President
AIRPORT COMMERCIAL DEVELOPMENT
John Terrell, Vice President
PUBLIC SAFETY
Alan Black, Director
AIRPORT CUSTOMER SERVICE
Byford Treanor, Vice President
RISK MANAGEMENT
Norma Essary, Vice President
AVIATION REAL ESTATE
Jeffrey Benvegnu, Vice President
TREASURY MANAGEMENT
Mike Phemister, Vice President
ASSET MANAGEMENT
Carol Davis, Vice President
FEDERAL AVIATION ADMINISTRATION
Mike Nicely, ADO Manager
Rodney Clark, Senior Program Manager
BUSINESS DIVERSITY & DEVELOPMENT
Don O’Bannon, Vice President
ENERGY & TRANSPORTATION MANAGEMENT
Rusty Hodapp, Vice President
ENVIRONMENTAL AFFAIRS
Dan Bergman, Vice President
FINANCE
Max Underwood, Vice President
GOVERNMENT & STAKEHOLDER AFFAIRS
Colleen Dziuban, Assistant Vice President
HUMAN RESOURCES
Thomas Dallam, Vice President
INFORMATION TECHNOLOGY SERVICES
William Flowers, Vice President
MARKETING
Sharon McCloskey, Vice President
AIR SERVICE DEVELOPMENT
Bill Frainey, Assistant Vice President
Damian Brooke, Assistant Vice President
PARKING
Armin Cruz, Vice President
AIRPORT CONCESSIONS
Zenola Campbell, Vice President
PROCUREMENT & MATERIALS MANAGEMENT
Greg Spoon, Vice President
AIRLINES
Chris Collison, American Airlines
Marilyn Devoe, American Airlines
Laura Einspanier, American Airlines
Tom Green, American Airlines
Tim Skipworth, American Airlines
Dean Snyder, American Airlines
Kelly Brown, Airline Representative
Shontina Kuykendoll, AirTran Airways
Sue Puckett, AirTran Airways
Joseph Rector, AirTran Airways
Scott Kimball, Alaska Airlines
Rich Accordino, Continental Airlines
Mark Lascola, Continental Airlines
Geoff Scripture, Continental Airlines
Mike Anastas, Delta Air Lines
Andy Gies, Delta Air Lines
Jeff Campbell, Frontier Airlines
Greg Broemer, Midwest Airlines
Kevin Parker, Midwest Airlines
Michael Wissinger, Northwest Airlines
Renee Burton, United Airlines
Brent Cancienne, United Airlines
Christopher Sandifer, United Airlines
Michael Wuertzer, United Airlines
David Anderson, US Airways
Bruce Gjerstad, US Airways
Jim Goss, US Airways
Dallas/Fort Worth International Airport
AIRPORT BOARD
Ben P. Muro, Chair
Francisco Hernandez, Vice Chair
Robert W. Hsueh, Secretary
Mayor Thomas C. Leppert, Member
Mayor Mike Moncrief, Member
Lillie M. Biggins, Member
Betty J. Culbreath, Member
Brenda Reyes, Member
Forrest Smith, Member
Bernice J. Washington, Member
Jeffrey K. Wentworth, Member
2009 Airport Development Plan Update
The VFR | 2030 Airport Development Plan Update was prepared under the direction of the DFW Planning Department, with input and assistance from all
of the DFW departments, representatives of the Federal Aviation Administration, and the airlines serving DFW Airport.
For more information contact:
DFW Planning Department
(972) 973.4679