Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter.
Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 62
62 Integrating Airport Information Systems
Table 5-1. Financial management information system examination.
Financial
Management
Information Business-Critical
System Information Data Elements
Financial Management System
General Ledger Status of airport finances Revenues and expenditures allocated by cost
center
Rates and Dynamic modeling of each Operating and maintenance costs: equipment,
Charges airline's cost to operate: personnel and resources, utilities, materials and
historical, real-time, projected supplies
Capital cost: cost of land, capital improvements,
debt service including financing costs
Projected revenues: non-airline, interest income,
PFCs, federal grants
Forecasted aircraft landings and passengers by
airline and type
Square footage of space by category and leased
status
Debt Management Status of debt Debt by category
Cost of financing
Debt reserve funds
Bond rating
Planned financing
Budget and Continuous budget and Projected operating and maintenance costs and
Forecasting forecasts capital equipment costs
Operating and financial Forecasted revenues
metrics drivers Debt service requirements
Projections of future passenger traffic, aircraft
landings, revenues, expenditures, debt financings,
reserve levels
Accounts Alerts: status of payments to Detailed balances and billing status for all revenue
Receivable and the airport, status of airport generating entities by customer, budget to actual
Payable expenditures expenditures
Letter of credit, aging, historical
Asset Value versus investment Historic cost
Management Depreciated value
Location
Condition of facilities
Equipment
Inventory
Property Management System
Lease Space management Amount of, and rentals from, leased space by type
Management Percentage of tenant lease and tenant
Renewable timeline Return on investment for capital expenditures,
Return on investment tenant facilities, and infrastructure
Cost to provide services (including administrative
overhead)
Point-of-Sale Concession revenue Gross concession revenues by type and location
statistics
CAD Continuous space statistics: Location and square footage of leased space and
planned verses actual facilities: "as built" data, utility locations
DBE Tracking Percentages: local and Amount of space leased to, revenues generated
federal programs by, contract sources
Percentage of gross concession revenues
controlled by DBE companies
Systems Examination Exercise
An airport can develop this kind of chart for every system involved in its operation. In Table 5-2,
use the blanks as an exercise related to the Human Resources Management and Procurement
Systems in your airport. For example, determine whether the same information is collected
by multiple systems. If there are data overlaps between systems, identify the potential conflicts and
the possibility for data corruption.
OCR for page 63
Airport Systems 63
Figure 5-2. Sample financial management information system.
