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OCR for page 34
CHAPTER 4 Airport Information Airport information is collected, used, and maintained by the various functional areas of an airport. To provide useful business information to management through integration, the following basics for the airport should be identified and understood: What information needs to be integrated, From which existing system, and Where in the organization the system and data reside. Although airport organizational structures differ, the broad-based functional areas for which business-critical information has been identified are Finance/Administration, Operations, Main- tenance, Engineering, Security, and Public Relations. Airport organizational structures are based on the needs of the particular airport; functional areas and divisions can be combined or sepa- rated in different ways. The functional areas and the divisions described are representative of a typical airport; these samples are meant to illustrate an airport organization within the context of this Handbook. Each functional area and division of an airport organization requires a different set of business- critical information and key data elements. Some values are important to all division managers within an airport, including personnel statistics, budget to actual, scheduled to actual, and deliv- erables met. Two sets of tables are associated with this Handbook--one set of four-column tables (Tables 4-1 through 4-18) and one set of nine-column tables. Samples of the condensed, four- column tables are presented in the appropriate functional area later in this chapter. The larger nine-column tables are attached to the Summary of the Final Report and are incorporated here by reference ( Figure 4-1 presents a limited snapshot of a nine-column table for illustrative purposes. Finance and Administration Overview Finance and Administration include the following divisions: Accounting, Administration, Human Resources, IT/Telecom, and Properties. Airports that accept Federal Airport Improvement Program (AIP) grants are required to be as self-sufficient as possible, and most airports are government enterprises that must generate all or most funds necessary to operate and maintain the airport. All expenditures made and rev- enues received from any source must be entered into the financial management/cost accounting records, which are usually maintained by the Accounting division. Financial information is required to calculate annual budgets, airline rates and charges, necessary rate adjustments, and the like and to determine how well the airport is meeting its financial obligations. 34

OCR for page 34
Airport Information 35 Figure 4-1. Sample finance/administration accounting division. This financial information is tracked by Accounting regularly. Revenues are compared with the amounts due to the airport under use and lease agreements and concession/tenant leases managed by Properties. Expenditures are tracked against approved budgets. Reserve fund levels, accounts receivable, and planned capital programs are also tracked. Airlines might report traffic statistics, such as the number of enplaned passengers, originating and deplaning passengers, and connecting passengers, to the Accounting division. Often, airlines use a gate management system to track this gate usage, and the information is forwarded to air- port Accounting. The Operations functional area might track aircraft operations (landings and takeoffs), gate usage, and international activity, and transmit this information to Accounting to bill the rates and charges and to make adjustments as necessary. Frequently, such activity is self- reported by the airlines. Properties might track concession revenues (usually self-reported) and transmit such data to the Accounting division. The Administration division can include a purchasing group that tracks service contract expi- ration dates, which the contract administration group uses to plan for new contract issues, including terms and anticipated budget impacts. Insurance information (such as accident rates, claims, and injury trends) are often tracked and used to ensure safety and reduce financial impacts. Although legal can be a separate functional area at larger airports, legal services are fre- quently provided by the municipality or considered part of the function of Administration. Many mid-sized and smaller airports contract out their legal services, and the contracts are managed by the CEO, Finance, or Administration. Senior management generally wants infor- mation on the status of litigation, settlement discussions, pending contracts, and the associ- ated budget impacts. The Human Resources division tracks personnel data, such as number of employees, vacant positions, overtime hours, and salary changes, and transmits the data to Accounting for payroll