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 7
Documenting the Goals of Airport Management 7 The airport operator has many issues to consider when developing and prioritizing goals, objec- tives, and supporting strategies for its parking program, including the following: · Expected change in origin and destination (O&D) airline passenger volumes (O&D passengers are those beginning and ending their journeys at the airport); · Estimated future parking requirements by type of product; · Available parking spaces by type of product; · Net revenue projections in relation to revenue needs for the organization; · Funding considerations/constraints; · Relationship of parking provided by the airport operator and that provided by private operators, including ­ Supply, ­ Market share versus desired market share, ­ Products offered, and ­ Parking rates; · Willingness to use airport resources to market the airport's parking facilities; · Targeted customers and their demographics; · Interaction between the location and operation of the airport's public and employee parking facilities, if any; · Airport development plans/capital program; · Airport roadway and, particularly, curbside capacities; · Environmental implications; and · Airport development and land use plans, including the availability of land for parking. Developing Metrics to Evaluate the Performance of Selected Parking Strategies Metrics are important for measuring progress toward achieving goals and for determining the most effective parking strategies. Metrics are useful for providing updates to management, jus- tifying or discontinuing investment in certain strategies, planning, and program monitoring and improvement. It is important to develop a baseline from which to compare the selected metrics. To establish the baseline, an airport operator can collect and analyze "before" data either by selecting a time period for analysis of existing data or collecting new data. Progress can be measured based on improvements over a subsequent time period or over similar periods by year. Progress may also be measured by evaluating performance compared to a future target. Metrics selected will depend on what the airport operator is trying to achieve and the resources it allocates for performance mon- itoring. The following examples are some of the more commonly used parking-related metrics to monitor and track parking revenues, facility utilization, customer service, operations, and other aspects of public parking: · Revenues and net revenues ­ Revenue, operating cost, and net revenue per space overall; ­ Revenue, operating cost, and net revenue per space, by parking product; ­ Revenue per transaction, by parking product; and ­ Revenue per airline passenger. · Facility use ­ Daily peak-period spaces occupied (i.e., peak use), by parking product (if available); ­ Daily overnight spaces occupied, by parking product; ­ Percent occupancy or relative occupancy by parking product; ­ Average length of stay, or length of stay distribution;