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CHAPTER 7
Key Implementation Steps
This chapter presents the steps required to implement the selected strategies and suggested
follow-on actions. It is assumed at this point that a preferred strategy, supporting technology,
and--potentially--a complementary strategy have already been selected using the process
described in Chapter 6.
Implementation of a parking strategy generally includes the following steps:
· Obtain management approval to proceed,
· Develop an implementation plan,
· Implement the strategy, and
· Conduct follow-on review and evaluation.
These steps are described in the following sections.
Obtain Management Approval to Proceed
The first step is to obtain approval from airport management and/or the airport commission or
board, if required. Typically, low-cost/low-risk strategies may be approved by airport staff, while
higher cost/higher risk strategies require the approval of senior management or the airport board.
These approvals may be preceded by a series of actions to obtain the prior approval of management
or to "pre-sell" the concept to management and to identify anticipated questions or concerns. It is
also helpful to assure that other airport departments or divisions that may be affected by imple-
mentation of the strategy (either during implementation or ongoing operations) support imple-
mentation of the strategy.
The information needed to provide a compelling argument for implementation of a strategy will
vary depending on the selected strategy, management's familiarity with the strategy, and the level of
information available. The required information typically includes some of the following:
· Use by customers and/or the airport parking operator--The description should explain to
decision makers how the strategy will be used by customers and/or the airport parking
operator.
· Purpose of the strategy--A description of how implementation will help improve customer
service, enhance net parking revenues, improve operational efficiency, reduce operating costs,
or achieve other objectives.
· Estimated benefits and costs--A key consideration is the estimated costs of implementa-
tion, including the capital costs and ongoing operating and maintenance costs. Often the
capital and O&M costs are easier to estimate than the value of the resulting benefits (other
than changes in gross revenues). For example, it is more difficult to estimate the value of cus-
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