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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- 146