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Appendix C1 Detailed Cost Breakdown by Area C-2 Appendix C2 Detailed Benefit Breakdown by Business Driver C-19 Appendix C3 Business Feasibility Analysis C-27 Appendix C4 Business Value Analysis Worksheet C-30 A P P E N D I X C Supplemental Information for Chapter 4 C-1
C-2 Planning and Design In support of Chapter 4: Business Value Assessment, the following presents a more detailed listing of cost elements associated with each area of common use. I. Planning and Design A. Services (Consultants and designers) ⢠Planning Support Identify potential benefit Develop business model Plan for and facilitating initial discussions with airlines Develop model that accommodates airlinesâ business models Conduct study for how common use should be implemented Define use criteria Establish control responsibilities Assess IT and facility infrastructure Assess equipment assets to be transferred from airline to airport Prepare RFP for design project ⢠Design Support Develop schematic design (possibly in conjunction with other disciplines) Develop functional requirements Develop construction drawings (possibly in conjunction with other disciplines) Develop technical specifications Prepare RFP for construction B. Staff 1. Executive Level ⢠Planning Direction Meetings to address change in airport and airline culture Meetings to develop initial airport definition of common use business model Meetings to bring in airlines as business partners Meetings to address accommodation of airline business models Meetings to address how common use should be implemented Meetings to define use criteria Meetings to establish control responsibilities ⢠Design Oversight Design project sponsorship 2. Management Level ⢠Planning Support Meetings to address how common use should be implemented A P P E N D I X C 1 Detailed Cost Breakdown by Area
Detailed Cost Breakdown by Area C-3 Meetings to define use criteria Meetings to establish control responsibilities Meetings to define it and facility infrastructure requirements Meetings to define requirements for major equipment asset ownership ⢠Design Project Management Design coordination Design review meetings 3. Operational Level ⢠Planning Support Meetings to address how common use should be implemented Meetings to define IT and facility infrastructure requirements Meetings to define requirements for major equipment asset ownership ⢠Design Project Support Design review meetings Terminal Check-in Area 1. Assets ⢠General IT Infrastructure Upgrades Cabling Infrastructure Enhancements Network Equipment General Utility Servers for Backups, Testing, and Training Tape Library Storage Area Network (SAN) Uninterruptable Power Supplies (UPS) Backup Generators Enterprise Emergency Computer Room Administrative Workstations ⢠System Hardware and Software Components Common Use System Software Licenses Common Use System Station Licenses Common Use System Equipment Common Use Application Servers UPS Network Gateways Network Switches Cabling Infrastructure Common Use Check-in Counter Equipment Workstations â Computer â Monitor â Keyboard â Barcode Reader â Bag Tag Printer â 2D Barcode Boarding Pass Printer â Dot Matrix Printer â UPS Dynamic Signage â LCD Monitors â Database Servers
â User Workstation â Administrative Workstation â UPS â Cabling Infrastructure Common Use Self Service Kiosks (CUSS) CUSS Software Licenses Counter-based Kiosks Freestanding Kiosks Cabling Infrastructure Mounting Devices Voice System (VoIP) Call Management System Software Licenses Voicemail System Licenses Emergency Responder System Licenses Individual Handset Licenses Call Management Servers PBX Switches Voicemail Servers Emergency Responder Servers Voice Gateways Telephone Handsets Network Switches Cabling Infrastructure ⢠Millwork Check-in Counters Display Backwalls Dynamic Signage Cabinets Common Use Self Service Kiosks ⢠Other equipment Bag Scales Baggage Conveyers 2. Facility Modifications ⢠Modifications due to new passenger processing practices Security checkpoints Hold rooms Check-in areas Bag screening Baggage make up ⢠Modification due to new systems Telecommunication rooms Infrastructure pathways 3. Services a) Consultants and designers ⢠Assist in identifying maximum counter availability during peak-hour operations, compared to gate capacity ⢠Assist in addressing passenger processing challenges ⢠System Design and Implementation System Design System Installation Oversight / Project Management System Configuration C-4 Reference Guide on Understanding Common Use at Airports
Detailed Cost Breakdown by Area C-5 Integration with a VoIP System Integration with Each Airlineâs System Airline Data Feed / Software Certification Individual Station Installation Millwork Design / Construction / Installation System Testing System Training Software Support Hardware Support System Upgrades ⢠Counter configuration and signage design ⢠Assessment of modifications needed Check-in counter to gate accessibility Baggage handling systems to check-in counter accessibility Check-in counters to airline ticketing office accessibility Wayfinding / roadway signage Queuing space ADA Compliance ⢠Design and construction of modifications b) Contracts ⢠Common use systems warranty and maintenance ⢠Janitorial services ⢠Skycap services ⢠Wheelchair services c) Certifications ⢠Common Use Passenger Processing Certification ⢠Common Use Self Service Certification 4. Staff a) Executive Level ⢠Design and Implementation Project Sponsorship b) Management Level ⢠Terminal Operations FTE Oversight of new service development Policy and Procedures development and enforcement Design and Implementation Project Management ⢠Airline Affairs FTE Work with airlines to accommodate business processes and understand pas- senger flow methodologies Contract Negotiations and Management ⢠Financial Support Defining Rates and Charges c) Operational Level ⢠Participate in design reviews ⢠Daily operations of new services Management of Check-in Counter Assignments Monitoring of Check-in Counter Usage ⢠Maintenance of new assets Bag scales and bag belts behind counters Power and mechanical Agent Facing Peripherals
Self service kiosks Change out of ticket stock Paper jams General cleaning ⢠Help Desk â level 1 / level 2 support ⢠Staff Training ⢠Design and Installation Project Support ⢠Legal Liability for Safety Liability for Airline Operations/Performance ⢠Customer Service ⢠Marketing ⢠Environmental ⢠Financial Billing ⢠Technology Support Infrastructure Common Use Passenger Processing Common Use Self Service Check-in Dynamic Signage Resource Management Telephony 5. Intangibles Implementing common use in the Terminal Check-in Areas has intangible costs as well. Among these are: ⢠Minimization of the unique branding capability of airlines ⢠Increased operational risk to the airlines due to a loss of control over system per- formance and functionality ⢠Increased risk to the airport Financial uncertainty during low-utilization periods Liability for impact on airline operations Liability for safety Curbside Check-in Area 1. Assets ⢠General IT Infrastructure Upgrades Cabling Infrastructure Enhancements Network Equipment General Utility Servers for Backups, Testing, and Training Tape Library Storage Area Network (SAN) Uninterruptable Power Supplies (UPS) Backup Generators Enterprise Emergency Computer Room Administrative Workstations ⢠System Hardware and Software Components Common Use System Software Licenses Common Use System Station Licenses Common Use System Equipment C-6 Reference Guide on Understanding Common Use at Airports
Detailed Cost Breakdown by Area C-7 Common Use Application Servers UPS Network Gateways Network Switches Cabling Infrastructure Common Use Check-in Counter Equipment Workstations â Computer â Monitor â Keyboard â Barcode Reader â Bag Tag Printer â 2D Barcode Boarding Pass Printer â Dot Matrix Printer â UPS Dynamic Signage â Flight/Baggage Information Display System Licenses â LCD Monitors â Database Servers â User Workstation â Administrative Workstation â UPS â Cabling Infrastructure ⢠Millwork Curbside Check-in Counters Dynamic Signage Cabinets 2. Facility Modifications ⢠Modifications due to new passenger processing practices Bag screening Baggage make up ⢠Modification due to new systems Telecommunication Rooms Infrastructure Pathways 3. Services a) Consultant ⢠Assist in addressing passenger processing challenges ⢠System Design and Implementation System Design System Installation Oversight / Project Management System Configuration Integration with a VoIP System Integration with Each Airlineâs System Airline Data Feed / Software Certification Individual Station Installation Millwork Design / Construction / Installation System Testing System Training Software Support Hardware Support System Upgrades ⢠Counter configuration and signage design
⢠Assessment of modifications needed Dedicated bag system(s) Wayfinding / roadway signage Queuing space ADA Compliance ⢠Design and construction of modifications b) Contracts ⢠Common use systems warranty and maintenance ⢠Janitorial services ⢠Skycap services ⢠Wheelchair services c) Certifications ⢠Common Use Passenger Processing Certification ⢠Common Use Self Service Certification 4. Staff a) Executive Level ⢠Design and Implementation Project Sponsorship b) Management Level ⢠Terminal Operations FTE Oversight of new service development Policy and Procedures development and enforcement Design and Implementation Project Management ⢠Airline Affairs FTE Work with Airlines to Accommodate Business Processes and understand pas- senger flow methodologies Contract Negotiations and Management ⢠Financial Support Defining Rates and Charges c) Operational Level ⢠Daily operations of new services Management of Check-in Counter Assignments Monitoring of Check-in Counter Usage ⢠Maintenance of new assets Bag scales and bag belts behind counters Power and mechanical Agent Facing Peripherals Self service kiosks Change out of ticket stock Paper jams General cleaning ⢠Help Desk â level 1 / level 2 support ⢠Staff Training ⢠Design and Installation Project Support ⢠Legal Liability for Safety Liability for Airline Operations/Performance ⢠Customer Service ⢠Marketing ⢠Environmental ⢠Financial Billing C-8 Reference Guide on Understanding Common Use at Airports
Detailed Cost Breakdown by Area C-9 ⢠Technology Support Infrastructure Common Use Passenger Processing Dynamic Signage ⢠Resource Management 5. Intangibles ⢠Minimization of the unique branding capability of airlines ⢠Increased operational risk to the airlines due to a loss of control over system per- formance and functionality ⢠Increased risk to the airport Liability for impact on airline operations Liability for safety ⢠Cross-training on all airline applications for curbside operators Off-site Check-in Operations 1. Assets ⢠General IT Infrastructure Upgrades Cabling Infrastructure Enhancements Network Equipment General Utility Servers for Backups, Testing, and Training Tape Library Storage Area Network (SAN) Uninterruptable Power Supplies (UPS) Backup Generators Enterprise Emergency Computer Room Administrative Workstations ⢠Millwork Offsite Check-in Counters Dynamic Signage Cabinets Common Use Self Service Kiosk 2. Facility Modifications ⢠Modifications due to new passenger processing practices Bag screening Baggage make up ⢠Modification due to new systems Telecommunication Room 3. Services a) Consultants and designers ⢠Assist in addressing passenger processing challenges ⢠System Design and Implementation System Design System Installation Oversight / Project Management System Configuration Integration with a VoIP System Integration with Each Airlineâs System Airline Data Feed / Software Certification Individual Station Installation Millwork Design / Construction / Installation System Testing
System Training Software Support Hardware Support System Upgrades ⢠Counter configuration and signage design ⢠Assessment of modifications needed Baggage delivery system(s) Wayfinding Queuing space ADA Compliance ⢠Design and construction of modifications b) Contracts ⢠Common use systems warranty and maintenance ⢠3rd party provider of off-site check-in operation c) Certifications ⢠Common Use Passenger Processing Certification ⢠Common Use Self Service Certification 4. Staff a) Executive Level ⢠Design and Implementation Project Sponsorship. b) Management Level ⢠Terminal Operations FTE Oversight of new service development Policy and Procedures development and enforcement Design and Implementation Project Management ⢠Airline Affairs FTE Work with Airlines to Accommodate Business Processes and understand pas- senger flow methodologies Contract Negotiations and Management ⢠Financial Support ⢠Defining Rates and Charges c) Operational Level ⢠Daily operations of new services ⢠Maintenance of new assets offsite Bag scales and bag belts Power and mechanical Agent Facing Peripherals Self service kiosks Change out of ticket stock Paper jams General cleaning ⢠Help Desk â level 1 / level 2 support ⢠Staff Training ⢠Design and Installation Project Support ⢠Legal Liability for Safety Liability for Airline Operations/Performance ⢠Customer Service ⢠Marketing ⢠Environmental ⢠Financial Billing C-10 Reference Guide on Understanding Common Use at Airports
Detailed Cost Breakdown by Area C-11 d) Technology Support Infrastructure Common Use Passenger Processing Dynamic Signage Resource Management Gate Areas 1. Assets ⢠General IT Infrastructure Upgrades Cabling Infrastructure Enhancements Network Equipment General Utility Servers for Backups, Testing, and Training Tape Library Storage Area Network (SAN) Uninterruptable Power Supplies (UPS) Backup Generators Enterprise Emergency Computer Room Administrative Workstations ⢠System Hardware and Software Components Common Use System Software Licenses Common Use System Station Licenses Common Use System Equipment Common Use Application Servers UPS Network Gateways Network Switches Cabling Infrastructure Common Use Gate Equipment Workstations â Computer â Monitor â Keyboard â Boarding Gate Reader â 2D Barcode Boarding Pass Printer â Dot Matrix Printer â UPS Dynamic Signage â LCD Monitors â Database Servers â User Workstation â Administrative Workstation â UPS â Cabling Infrastructure Local Departure Control System Software Licenses Gate Management System Software Licenses Voice System (VoIP) Call Management System Software Licenses Voicemail System Licenses Emergency Responder System Licenses
Individual Handset Licenses Call Management Servers PBX Switches Voicemail Servers Emergency Responder Servers Voice Gateways Telephone Handsets Network Switches Cabling Infrastructure ⢠Millwork Gate Counters Display Backwalls Boarding Podiums Recheck Podiums Dynamic Signage Cabinets ⢠Holdroom furnishings ⢠Passenger Boarding bridge at each Gate ⢠Airport provided utilities for aircraft (PC Air, power, water) 2. Facility Modifications ⢠Modifications due to new passenger processing practices Security checkpoints Hold rooms Check-in areas Bag screening Baggage make up ⢠Modification due to new systems / assets Telecommunication Rooms Infrastructure Pathways Passenger Boarding Bridges Access Control Power Water Preconditioned Air ADA Compliance 3. Services a) Consultants and designers ⢠Assist in identifying maximum gate availability during peak-hour operations ⢠Assist in addressing passenger processing challenges ⢠System Design and Implementation System Design System Installation Oversight / Project Management System Configuration Integration with a VoIP System Integration with Each Airlineâs System Airline Data Feed / Software Certification Individual Station Installation Millwork Design / Construction / Installation System Testing System Training Software Support Hardware Support System Upgrades C-12 Reference Guide on Understanding Common Use at Airports
Detailed Cost Breakdown by Area C-13 ⢠Counter configuration and signage design ⢠Assessment of modifications needed Check-in counter to gate accessibility Wayfinding Access Control System expansion / upgrade ADA Compliance ⢠Design and construction of modifications b) Contracts ⢠Common use systems warranty and maintenance ⢠Janitorial services for holdrooms, FIS inspection area, jet bridges, ramps and walkways ⢠Wheelchair services c) Certifications ⢠Common Use Passenger Processing Certification 4. Staff a) Executive Level ⢠Design and Implementation Project Sponsorship b) Management Level ⢠Terminal Operations FTE Oversight of new service development Policy and Procedures development and enforcement Design and Implementation Project Management ⢠Airline Affairs FTE Work with Airlines to Accommodate Business Processes and understand pas- senger flow methodologies Contract Negotiations and Management ⢠Financial Support Defining Rates and Charges c) Operational Level ⢠Participate in design reviews ⢠Daily operations of new services Management of Gate Assignments Monitoring of Gate Usage Monitoring and inspection of Passenger Boarding Bridges Maintain Communications on Operational Level with Airport Staff, Airlines and Ground Handlers ⢠Maintenance of new assets Passenger Boarding Bridges Power and mechanical Agent Facing Peripherals Paper jams General cleaning ⢠Help Desk â level 1 / level 2 support ⢠Staff Training ⢠Design and Installation Project Support ⢠Legal Liability for Safety Liability for Airline Operations/Performance ⢠Customer Service ⢠Marketing
⢠Environmental ⢠Financial Billing ⢠Technology Support Infrastructure Common Use Passenger Processing Gate Management System Local Departure Control System Dynamic Signage Resource Management Telephony ⢠Security Access Control 5. Intangibles ⢠Minimization of unique branding capability of airlines ⢠Increased operational risk to airlines due to a loss of control over system performance and functionality ⢠Increased risk to airport Financial uncertainty during low-utilization periods Liability for impact on airline operations Liability for safety Flight / Baggage Information Display Systems 1. Assets ⢠General IT Infrastructure Upgrades Cabling Infrastructure Enhancements Network Equipment General Utility Servers for Backups, Testing, and Training Tape Library Storage Area Network (SAN) Uninterruptable Power Supplies (UPS) Backup Generators Enterprise Emergency Computer Room Administrative Workstations ⢠System Hardware and Software Components Flight/Gate Information Display System Licenses LCD Monitors Database Servers User Workstation Administrative Workstation UPS Cabling Infrastructure ⢠Millwork Information Display Cabinets 2. Facility Modifications ⢠Modification due to new systems / assets Telecommunication Rooms Infrastructure Pathways Structural changes to the facility to support large-format displays C-14 Reference Guide on Understanding Common Use at Airports
Detailed Cost Breakdown by Area C-15 3. Services a) Consultants and designers ⢠Assist in conducting study to determine quantity and placement of information displays. ⢠System Design and Implementation System Design System Installation Oversight / Project Management System Configuration Integration with Each Airlineâs System Airline Data Feed / Software Certification Individual Display Installation Millwork Design / Construction / Installation System Testing System Training Software Support Hardware Support System Upgrades ⢠Assessment of modifications needed Wayfinding ADA Compliance ⢠Design and construction of modifications b) Contracts ⢠Common use systems warranty and maintenance ⢠Display device warranty and maintenance 4. Staff a) Executive Level ⢠Design and Implementation Project Sponsorship b) Management Level ⢠Terminal Operations Oversight of new service development Policy and Procedures development and enforcement Design and Implementation Project Management ⢠Airline Affairs Work with Airlines to Accommodate Business Processes and understand pas- senger flow methodologies Contract Negotiations and Management ⢠Financial Support Defining Rates and Charges c) Operational Level ⢠Participate in design reviews ⢠Daily operations of new services Management of Information Display System ⢠Maintenance of new assets Power and mechanical Monitor replacement General cleaning ⢠Help Desk â level 1 / level 2 support ⢠Staff Training ⢠Design and Installation Project Support ⢠Customer Service ⢠Marketing
⢠Financial Billing Technology Support Infrastructure Dynamic Signage 5. Intangibles ⢠Minimization of unique branding capability of airlines ⢠Increased operational risk to airlines due to a loss of control over system perform- ance and functionality ⢠Increased risk to airport Liability for impact on airline operations Ramp Control Services 1. Assets ⢠Ramp control vehicles ⢠Gate management system ⢠User workstations ⢠Cabling infrastructure ⢠Backup generator ⢠Radio equipment 2. Facility Modifications ⢠Ramp control tower construction ⢠Gate modifications Mechanical and power requirements Spatial configuration ⢠Infrastructure pathways ⢠Extension of systems from the terminal Access Control System Network Infrastructure/Electronics CCTV System Voice System Radio System 3. Services a) Consultants and designers ⢠Assist in evaluating opportunity to take over ramp control ⢠Assist in defining ramp control stakeholder requirements, operating agreements and procedures ⢠System design, installation, and configuration Gate Management System User Workstations Cabling Infrastructure Backup Generator Network Electronics Access Control System CCTV System Voice System Radio System ⢠Assessment of modifications needed Check-in counter to gate accessibility Wayfinding C-16 Reference Guide on Understanding Common Use at Airports
Detailed Cost Breakdown by Area C-17 Access Control System expansion / upgrade ADA Compliance ⢠Design and construction of modifications b) Contracts ⢠Ramp Control Operations 4. Staff a) Executive Level ⢠Meetings to address assumption of ramp control services ⢠Meetings to define ramp control stakeholder requirements, operating agree- ments and procedures ⢠Project Sponsorship b) Management Level ⢠Ramp Tower Manager FTE Ramp Control Management Policy and Procedures development and enforcement Project Management ⢠Ramp Controller FTE (3) Coordinate and administer ramp control and gate management Liaison between the airport operations staff, tenants and the Federal Aviation Administration Airport Traffic Control Tower for administering flow man- agement staging of departing aircraft and strategic gate management for arriving aircraft ⢠Airline Affairs FTE Work with Airlines Accommodate Business Processes Understand standards for aircraft movement and separation Handle labor contracts c) Operational Level ⢠Ramp Managers FTE (multiple depending on size of operation) Monitor ramp operations ⢠Maintenance of gate striping ⢠Project Support ⢠Staff Training ⢠Legal Liability for Safety Liability for Airline Operations/Performance ⢠Financial Billing ⢠Technology Support Infrastructure Gate Management System Telephony ⢠Security CCTV Access Control ⢠Maintenance of new assets Power and mechanical General cleaning 5. Intangibles ⢠Increased operational risk to airlines due to a loss of control over ramp control operations
⢠Increased risk to airport liability for impact on airline operations liability for safety ⢠Labor issues between airport operator, airline, and others sharing ramp control facilities and services Ground Handling / Ramp Services 1. Services a) Consultant ⢠Assist in evaluating opportunity to take over ground handling ⢠Assist in defining ground handling stakeholder requirements, operating agreements and procedures b) Contracts ⢠Outsource Contract: Air starter and ground power units Baggage handling Catering handling Aircraft cleaning Aircraft de-icing Lavatory maintenance Liaison with fuel suppliers Push back & towing Steps and air bridge service Water service 2. Staff a) Executive Level ⢠Meetings to address assumption of ground handling services ⢠Meetings to define ground handling stakeholder requirements, operating agree- ments and procedures b) Management Level ⢠Ground Handling Manager FTE Ground Handling Contract Management Policy and Procedures development and enforcement ⢠Airline Affairs FTE Work with Airlines to accommodate business processes c) Operational Level ⢠Legal Liability for Safety Liability for Airline Operations/Performance ⢠Financial Billing 3. Intangibles ⢠Increased operational risk to the airlines due to a loss of control over Ground Handling Performance and Functionality ⢠Increased risk to the airport Liability for impact on airline operations Liability for safety C-18 Reference Guide on Understanding Common Use at Airports
C-19 In support of Chapter 4âs Business Value Assessment, the following presents a more detailed listing of potential benefits associated with each specific business driver. Each of these benefits came from statements made by airport and airline staff interviewed during the research of this project. I. Maximize Existing Facility Utilization 1. Competitive Advantage ⢠Allows airline growth ⢠As a result of airline growth, generates revenue for rental cars, for advertising, for retailers, etc. 2. Cost Savings / Efficiency ⢠Avoid or delay capital expenditures, including construction of new gates ⢠Provides cost effective use for overflow flights ⢠Helps control airport costs ⢠Allows optimization of current gates ⢠Efficient for carriers with low number of flights per day ⢠Efficient for International flights ⢠Reduced costs when exiting a market ⢠Reduced costs when entering a market ⢠Allows an airline to avoid having to provide infrastructure and support ⢠Allows carriers to reduce the number of gates required as operations change ⢠Allows airport to save costs during airline mergers ⢠Allows airlines to pay for only what they use ⢠Accommodates holiday season spikes and scheduled charters ⢠Allows standardization of equipment for airports 3. Customer Service ⢠Allows for standardized look and feel of the airport ⢠Allows for addition of curbside services 4. Flexibility / Convenience ⢠Provide operational flexibility to airports ⢠Allows airlines to move within the airport if desired ⢠Allows better handling of seasonal air traffic ⢠Allows airport to save effort during airline mergers ⢠Makes it easier for an airline to enter a market ⢠Helps with irregular operations ⢠Allows for easy set up of check-in area ⢠Allows new business to be accommodated more easily A P P E N D I X C 2 Detailed Benefit Breakdown by Business Driver
C-20 Reference Guide on Understanding Common Use at Airports 5. Resource Maximization ⢠Allows constrained airports with low utilization for âspokeâ airlines to operate more efficiently ⢠Maximizes utilization of current resources ⢠Reduces congestion ⢠Provides the ability to handle airlines and passengers during future construction work 6. Risk Reduction ⢠Reduces requirements on airlines to lock into a long-term agreement ⢠Gives the airport more control over its facility II. Avoid / Defer Construction 1. Cost Savings / Efficiency ⢠Avoid or delay capital expenditures, including construction of new gates ⢠Helps control airport costs ⢠Accommodates holiday season spikes and scheduled charters without bricks and mortar ⢠Allows optimization of current gates ⢠Efficient for carriers with low number of flights per day ⢠Efficient for International flights ⢠Provides cost effective use for overflow flights ⢠Reduced costs when entering a market ⢠Allows an airline to avoid having to provide infrastructure and support ⢠Allows carriers to reduce the number of gates required as operations change ⢠Allows airlines to pay for only what they use ⢠CU gates allow for fewer check-in positions to accommodate 2. Customer Service ⢠Curbside services 3. Flexibility / Convenience ⢠Provide operational flexibility to airports ⢠Makes it easier for an airline to enter a market ⢠Helps with irregular operations ⢠Curb side common use allows flexibility ⢠Allows flexibility, including handling seasonal air traffic ⢠Can set up check-in area easily ⢠Flexibility using mobile common use ⢠Common use makes new business easy to accommodate 4. Resource Maximization ⢠Efficient for constrained airports with low utilization for âspokeâ airlines ⢠Maximizes utilization of current resources ⢠Alleviate constrained baggage systems ⢠Reduce congestion ⢠Ability to handle airlines and passengers during future construction work 5. Risk Reduction ⢠Reduces requirements on airlines to lock into a long-term agreement ⢠Gives the airport more control over its facility III. Avoid / Defer Other Capital Costs 1. Competitive Advantage ⢠Allows airline growth ⢠Allows airline to enter the market more rapidly ⢠Common use allows for new entrant airlines to test the market ⢠Provides a competitive advantage for small to medium sized airports
Detailed Benefit Breakdown by Business Driver C-21 ⢠As a result of airline growth, generates revenue for rental cars, for advertising, for retailers, etc. 2. Cost Savings / Efficiency ⢠Avoid or delay capital expenditures, including construction of new gates ⢠Reduced costs when exiting a market ⢠Reduced costs when entering a market ⢠Allows an airline to avoid having to provide infrastructure and support ⢠Allows airport to save costs during airline mergers ⢠Helps control airport costs ⢠Accommodates holiday season spikes and scheduled charters without bricks and mortar ⢠Allows optimization of current gates ⢠Efficient for carriers with low number of flights per day ⢠Efficient for International flights ⢠Provides cost effective use for overflow flights ⢠Allows carriers to reduce the number of gates required as operations change ⢠Allows airlines to pay for only what they use ⢠Common use gates allow for fewer check-in positions ⢠Allows standardization of equipment for airports 3. Customer Service ⢠Improved performance in baggage handling ⢠Curbside services 4. Flexibility / Convenience ⢠Provide operational flexibility to airports ⢠Allows flexibility to airlines to move within the airport if desired ⢠Allows airport to save effort during airline mergers ⢠Makes it easier for an airline to enter a market ⢠Helps with irregular operations ⢠Curb side common use allows flexibility ⢠Allows flexibility, including handling seasonal air traffic ⢠Can set up check-in area easily ⢠Flexibility using mobile common use ⢠Common use makes new business easy to accommodate 5. Resource Maximization ⢠Alleviate constrained baggage systems ⢠Efficient for constrained airports with low utilization for âspokeâ airlines ⢠Maximizes utilization of current resources ⢠Ability to handle airlines and passengers during future construction work ⢠Reduce congestion 6. Risk Reduction ⢠Reduces requirements on airlines to lock into a long-term agreement ⢠Gives the airport more control over its facility IV. Maximize Facility Flexibility 1. Competitive Advantage ⢠Allows airline to enter the market more rapidly ⢠Common use allows for new entrant airlines to test the market ⢠Provides a competitive advantage for small to medium sized airports ⢠Allows airline growth ⢠As a result of airline growth, generates revenue for rental cars, for advertising, for retailers, etc.
2. Cost Savings / Efficiency ⢠Avoid or delay capital expenditures, including construction of new gates ⢠Efficient for carriers with low number of flights per day ⢠Efficient for International flights ⢠Provides cost effective use for overflow flights ⢠Reduced costs when exiting a market ⢠Reduced costs when entering a market ⢠Allows an airline to avoid having to provide infrastructure and support ⢠Allows carriers to reduce the number of gates required as operations change ⢠Allows airport to save costs during airline mergers ⢠Helps control airport costs ⢠Allows airlines to pay for only what they use ⢠Accommodates holiday season spikes and scheduled charters without bricks and mortar ⢠Common use gates allow for fewer check-in positions to accommodate ⢠Allows optimization of current gates ⢠Allows standardization of equipment for airports 3. Customer Service ⢠Allows for standardized look and feel of the airport ⢠Improved performance in baggage handling ⢠Common use GSE would allow airport to control problematic ground operators and keep things organized ⢠Providing a better customer service to the airlines ⢠Provides for greater ramp control ⢠Common use GSE benefits airlines at small airport ⢠Better technical support for airlines ⢠Curbside services 4. Flexibility / Convenience ⢠Provide operational flexibility to airports ⢠Helps with irregular operations ⢠Allows flexibility, including handling seasonal air traffic ⢠Common use makes new business easy to accommodate ⢠Makes it easier for an airline to enter a market ⢠Allows airport to save effort during airline mergers ⢠Allows flexibility to airlines to move within the airport if desired ⢠Curb side common use allows flexibility ⢠Can set up check-in area easily ⢠Flexibility using mobile common use 5. Resource Maximization ⢠Alleviate constrained baggage systems ⢠Efficient for constrained airports with low utilization for âspokeâ airlines ⢠Maximizes utilization of current resources ⢠Reduce congestion V. Decrease Airport Cost of Doing Business 1. Competitive Advantage ⢠Provides a competitive advantage for small to medium sized airports 2. Cost Savings / Efficiency ⢠Avoid or delay capital expenditures, including construction of new gates ⢠Allows airport to save costs during airline mergers ⢠Helps control airport costs ⢠Accommodates holiday season spikes and scheduled charters without bricks and mortar C-22 Reference Guide on Understanding Common Use at Airports
Detailed Benefit Breakdown by Business Driver C-23 ⢠Allows optimization of current gates ⢠Allows standardization of equipment for airports ⢠Reduced costs when exiting a market ⢠Reduced costs when entering a market ⢠Common use gates allow for fewer check-in positions to accommodate 3. Customer Service ⢠Provides for greater ramp control 4. Flexibility / Convenience ⢠Allows airport to save effort during airline mergers ⢠Common use makes new business easy to accommodate 5. Resource Maximization ⢠Ability to handle airlines and passengers during future construction work VI. Decrease Airline Cost of Doing Business 1. Competitive Advantage ⢠Allows airline to enter the market more rapidly ⢠Common use allows for new entrant airlines to test the market ⢠Allows airline growth 2. Cost Savings / Efficiency ⢠Avoid or delay capital expenditures, including construction of new gates ⢠Efficient for carriers with low number of flights per day ⢠Efficient for International flights ⢠Provides cost effective use for overflow flights ⢠Reduced costs when exiting a market ⢠Reduced costs when entering a market ⢠Allows an airline to avoid having to provide infrastructure and support ⢠Allows carriers to reduce the number of gates required as operations change ⢠Allows airlines to pay for only what they use ⢠Accommodates holiday season spikes and scheduled charters without bricks and mortar ⢠Provides efficiencies when managed by a consortium to maintain or own equipment ⢠Allows airport to save costs during airline mergers ⢠Consortium allows cost effective fuel ⢠Helps control airport costs 3. Customer Service ⢠Common use GSE benefits airlines at small airport 4. Flexibility / Convenience ⢠Allows flexibility to airlines to move within the airport if desired ⢠Allows airport to save effort during airline mergers ⢠Makes it easier for an airline to enter a market ⢠Can set up check-in area easily ⢠Common use makes new business easy to accommodate 5. Resource Maximization ⢠Efficient for constrained airports with low utilization for âspokeâ airlines ⢠Ability to handle airlines and passengers during future construction work 6. Risk Reduction ⢠Reduces requirements on airlines to lock into a long-term agreement VII. Improve Quality of Service to Airlines 1. Competitive Advantage ⢠Allows airline to enter the market more rapidly ⢠Common use allows for new entrant airlines to test the market ⢠Allows airline growth
2. Cost Savings / Efficiency ⢠Efficient for carriers with low number of flights per day ⢠Efficient for International flights ⢠Provides cost effective use for overflow flights ⢠Reduced costs when exiting a market ⢠Reduced costs when entering a market ⢠Allows an airline to avoid having to provide infrastructure and support ⢠Allows carriers to reduce the number of gates required as operations change ⢠Consortium allows cost effective fuel ⢠Allows airlines to pay for only what they use ⢠Accommodates holiday season spikes and scheduled charters without bricks and mortar ⢠Allows standardization of equipment for airports 3. Customer Service ⢠Improved performance in baggage handling ⢠Common use GSE would allow airport to control problematic ground operators and keep things organized ⢠Providing a better customer service to the airlines ⢠Provides for greater ramp control ⢠Common use GSE benefits airlines at small airport ⢠Better technical support for airlines ⢠Curbside services 4. Flexibility / Convenience ⢠Allows flexibility to airlines to move within the airport if desired ⢠Makes it easier for an airline to enter a market ⢠Helps with irregular operations ⢠Allows flexibility, including handling seasonal air traffic ⢠Can set up check-in area easily ⢠Common use makes new business easy to accommodate ⢠Allows airport to save effort during airline mergers ⢠Curb side common use allows flexibility ⢠Flexibility using mobile common use 5. Resource Maximization ⢠Ability to handle airlines and passengers during future construction work ⢠Alleviate constrained baggage systems ⢠Efficient for constrained airports with low utilization for âspokeâ airlines ⢠Reduce congestion 6. Risk Reduction ⢠Reduces requirements on airlines to lock into a long-term agreement VIII. Improve Quality of Service to Passengers 1. Customer Service ⢠Efficient for customers to report lost baggage if common use kiosk is implemented in baggage area ⢠Allows for standardized look and feel of the airport ⢠Improved performance in baggage handling ⢠Common use Skycap will allow better quality ⢠Curbside services 2. Flexibility / Convenience ⢠Allows airport to save effort during airline mergers ⢠Curb side common use allows flexibility ⢠Allows flexibility, including handling seasonal air traffic C-24 Reference Guide on Understanding Common Use at Airports
Detailed Benefit Breakdown by Business Driver C-25 3. Resource Maximization ⢠Reduce congestion ⢠Ability to handle airlines and passengers during future construction work ⢠Alleviate constrained baggage systems IX. Increase Opportunities for Airlines to Add or Expand Service 1. Competitive Advantage ⢠Allows airline to enter the market more rapidly ⢠Common use allows for new entrant airlines to test the market ⢠Allows airline growth 2. Cost Savings / Efficiency ⢠Efficient for carriers with low number of flights per day ⢠Efficient for International flights ⢠Provides cost effective use for overflow flights ⢠Reduced costs when entering a market ⢠Allows an airline to avoid having to provide infrastructure and support ⢠Allows airlines to pay for only what they use ⢠Accommodates holiday season spikes and scheduled charters without bricks and mortar 3. Customer Service ⢠Improved performance in baggage handling ⢠Common use GSE would allow airport to control problematic ground operators and keep things organized ⢠Providing a better customer service to the airlines ⢠Provides for greater ramp control ⢠Common use GSE benefits airlines at small airport ⢠Better technical support for airlines 4. Flexibility / Convenience ⢠Makes it easier for an airline to enter a market ⢠Allows flexibility, including handling seasonal air traffic ⢠Can set up check-in area easily ⢠Common use makes new business easy to accommodate ⢠Allows flexibility to airlines to move within the airport if desired ⢠Flexibility using mobile common use 5. Resource Maximization ⢠Efficient for constrained airports with low utilization for âspokeâ airlines ⢠Reduce congestion ⢠Ability to handle airlines and passengers during future construction work 6. Risk Reduction ⢠Reduces requirements on airlines to lock into a long-term agreement X. Gain a Competitive Advantage over Other Airports 1. Competitive Advantage ⢠Allows airline to enter the market more rapidly ⢠Common use allows for new entrant airlines to test the market ⢠Provides a competitive advantage for small to medium sized airports ⢠Allows airline growth ⢠As a result of airline growth, generates revenue for rental cars, for advertising, for retailers, etc 2. Cost Savings / Efficiency ⢠Efficient for carriers with low number of flights per day ⢠Efficient for International flights ⢠Provides cost effective use for overflow flights
⢠Reduced costs when exiting a market ⢠Reduced costs when entering a market ⢠Allows an airline to avoid having to provide infrastructure and support ⢠Allows carriers to reduce the number of gates required as operations change ⢠Allows airlines to pay for only what they use ⢠Accommodates holiday season spikes and scheduled charters without bricks and mortar ⢠Avoid or delay capital expenditures, including construction of new gates ⢠Allows airport to save costs during airline mergers ⢠Helps control airport costs ⢠Common use gates allow for fewer check-in positions ⢠Allows optimization of current gates ⢠Allows standardization of equipment for airports 3. Customer Service ⢠Improved performance in baggage handling ⢠Common use GSE would allow airport to control problematic ground operators and keep things organized ⢠Common use Skycap will allow better quality ⢠Providing a better customer service to the airlines ⢠Common use GSE benefits airlines at small airport ⢠Better technical support for airlines ⢠Curbside services ⢠Efficient for customers to report lost baggage if common use kiosk is implemented in baggage area ⢠Allows for standardized look and feel of the airport ⢠Provides for greater ramp control 4. Flexibility / Convenience ⢠Allows flexibility to airlines to move within the airport if desired ⢠Makes it easier for an airline to enter a market ⢠Allows flexibility, including handling seasonal air traffic ⢠Can set up check-in area easily ⢠Common use makes new business easy to accommodate ⢠Provide operational flexibility to airports ⢠Allows airport to save effort during airline mergers ⢠Helps with irregular operations ⢠Curb side common use allows flexibility ⢠Flexibility using mobile common use 5. Resource Maximization ⢠Reduce congestion ⢠Efficient for constrained airports with low utilization for âspokeâ airlines ⢠Maximizes utilization of current resources ⢠Ability to handle airlines and passengers during future construction work 6. Risk Reduction ⢠Reduces requirements on airlines to lock into a long-term agreement ⢠Gives the airport more control over its facility C-26 Reference Guide on Understanding Common Use at Airports
C-27 This analysis is intended to help identify if the subject airport is a candidate for common use. The questions below are intended to draw out issues to be considered by the airportâs executive team when investigating the potential application of a common use solution. Airport Culture 1. Does the airport have experience in offering / managing common use or shared tenant service? __________ 2. Does the airportâs culture support a progressive use of technology? __________ 3. Is the airportâs management style considered to be entrepreneurial or traditional? __________ 4. Is the airport management actively seeking opportunities to reduce operational costs? __________ 5. Is the airport management actively seeking to create a better value proposition for the airlines? __________ 6. Is the airport management actively seeking to improve customer service to the traveling public? __________ 7. Is the airport management actively seeking to draw airlines and/or passengers away from competing airports? __________ Facility Conditions 8. Is there available space for physical expansion? __________ 9. Are there natural barriers to physical expansion? __________ 10. Are there political barriers to physical expansion? __________ 11. Are there financial barriers to physical expansion? __________ 12. Is the facility currently gate constrained or projected to be gate constrained within the next 10 years? __________ 13. Is the airport seeking to avoid or delay new terminal construction or gate expansion projects? __________ 14. Is the airport expecting major construction that will impact a significant use of existing gates? __________ 15. Are gate expansion projects planned over the next 10 years? __________ 16. Does the airport own passenger boarding bridges, bag makeup and other major assets used in a shared or common use environment? __________ 17. Is the airport currently experiencing a low level of gate utilization? __________ 18. Is the airport currently experiencing a low level of check-in counter utilization? __________ 19. Are there significant gate availability time slots that could be used, if available to other carriers? __________ A P P E N D I X C 3 Business Feasibility Analysis
C-28 Reference Guide on Understanding Common Use at Airports 20. Are there currently long queues during peak times at the check-in counters? __________ 21. Is the airportâs current implementation of flight information monitors serving the traveling public as desired? __________ 22. Are curbside check-in counters available for all of the carriers that wish to use them? __________ 23. Is the airport challenged with meeting the requirements of irregular operations? __________ 24. Is it difficult to accommodate new entrant airlines with the current facility? __________ 25. Is the airport positioned to meet NextGen requirements as mandated by FAA? __________ 26. Does the airport have an airport-wide cabling infrastructure backbone in place? __________ 27. Does the airport have telecommunications rooms that are capable of supporting new systems or system expansion? __________ 28. Does the airport have adequate retail space to accommodate the needs of the traveling public? __________ 29. Does the airport have gate areas that are highly congested during peak times while others are vacant? __________ Market Conditions 30. Is the airport attempting to expand the international carrier base? __________ 31. Is the airport using an aggressive marketing approach in seeking lower barriers to the cost of entry for airlines? __________ 32. Does your airport service area have seasonal traffic? __________ 33. Is the airport developing new or seasonal services? __________ 34. Is the business structure of the airport, such that revenue and quality of service are improved through airport provided services? __________ 35. Is the airport operating in a growth market? __________ 36. Is the market being serviced by the airport expecting a consistent population growth rate over the next several years? __________ 37. Is the airport in a market that is competitive with other airports? __________ 38. Is the airport in a market that is competitive with other non-airport transportation options? __________ 39. Does the airport have a large percentage of lay-over passengers that could benefit from a greater number of retail establishments? __________ Airline Makeup 40. Does the current airline tenant makeup include a single airline that provides more than 50% of the airportâs enplanements? __________ 41. Is this a hub airport with spoke airlines that are gate constrained? __________ 42. Is this a hub airport, where a dominant carrier or others are asking for overflow use of gates? __________ 43. Is the airport trending towards an increase in transient air carrier business, such as mergers, seasonal traffic support, etc.? __________ 44. Does the airport have domestic air carrier business services by many different airlines? __________ 45. Does the airport have one or more domestic air carriers who are geographically split in their use of check-in counters? __________
Business Feasibility Analysis C-29 46. Does the airport have one or more domestic air carriers who are interested in increasing its service but cannot due to facility limitations? __________ 47. Does the airport have one or more international air carriers who are interested in increasing its service but cannot due to facility limitations? __________ 48. Do the airlines have a consortium of any sort at this airport? __________ 49. Does the airport have airlines who are known to be strong opponents of common use initiatives? __________
C-30 A P P E N D I X C 4 Business Value Analysis Worksheet
Expected (y/n) Expected Value TOTAL EXPECTED BENEFIT I. Maximize Existing Facility Utilization Competitive Advantage Airline growth Revenue generation for rental cars, advertising, retailers, etc., as a result of airline growth Cost Savings / Efficiency Avoid or delay capital expenditures, including construction of new gates Cost effective management of overflow flights Airport cost control Optimize current gates Create efficiency for carriers with low number of flights per day Create efficiency for International flights Reduce costs when airlines enter a market Reduce costs when airlines exit a market Eliminate requirement for airlines to provide infrastructure and support Create option for carriers to reduce the number of gates required as operations change Reduce costs associated with airline mergers Create opportunity for airlines to pay for only what they use Accommodate holiday season spikes and scheduled charters Standardize equipment within the airport Customer Service Create standardized look and feel within the airport Enable addition of curbside services Flexibility / Convenience Provide operational flexibility
Expected (y/n) Expected Value Create the opportunity for airlines to move within the airport if desired Allow better handling of seasonal air traffic Save effort during airline mergers Make it easier for an airline to enter a market Help with irregular operations Allow for easy set up of check-in area Create the ability for new business to be accommodated more easily Resource Maximization Accommodate "spoke" airlines in a constrained airport more efficiently Maximize utilization of current resources Reduce congestion Manage airlines and passengers during future construction work Risk Reduction Reduce requirements on airlines to lock into a long-term agreement Give the airport more control over its facility II. Avoid / Defer Construction Cost Savings / Efficiency Avoid or delay capital expenditures, including construction of new gates Airport cost control Accommodate holiday season spikes and scheduled charters without bricks and mortar Optimize current gates Create efficiency for carriers with low number of flights per day Create efficiency for International flights Cost effective management of overflow flights Reduce costs when airlines enter a market Eliminate requirement for airlines to provide infrastructure and support Create option for carriers to reduce the number of gates required as operations change Create opportunity for airlines to pay for only what they use Customer Service Enable addition of curbside services
Expected (y/n) Expected Value Flexibility / Convenience Provide operational flexibility Make it easier for an airline to enter a market Help with irregular operations Allow better handling of seasonal air traffic Allow for easy set up of check-in area Create the ability for new business to be accommodated more easily Resource Maximization Accommodate "spoke" airlines in a constrained airport more efficiently Maximize utilization of current resources Alleviate constrained baggage systems Reduce congestion Manage airlines and passengers during future construction work Risk Reduction Reduce requirements on airlines to lock into a long-term agreement Give the airport more control over its facility III. Avoid / Defer Other Capital Costs Competitive Advantage Airline growth Create the ability for an airline to enter the market more rapidly Create the ability for new entrant airlines to test the market Revenue generation for rental cars, advertising, retailers, etc., as a result of airline growth Cost Savings / Efficiency Avoid or delay capital expenditures, including construction of new gates Reduce costs when airlines enter a market Reduce costs when airlines exit a market Eliminate requirement for airlines to provide infrastructure and support Reduce costs associated with airline mergers Airport cost control
Expected (y/n) Expected Value Accommodate holiday season spikes and scheduled charters without bricks and mortar Optimize current gates Create efficiency for carriers with low number of flights per day Create efficiency for International flights Cost effective management of overflow flights Create option for carriers to reduce the number of gates required as operations change Create opportunity for airlines to pay for only what they use Standardize equipment within the airport Customer Service Improve performance in baggage handling Enable addition of curbside services Flexibility / Convenience Provide operational flexibility Create the opportunity for airlines to move within the airport if desired Save effort during airline mergers Make it easier for an airline to enter a market Help with irregular operations Allow better handling of seasonal air traffic Allow for easy set up of check-in area Create the ability for new business to be accommodated more easily Resource Maximization Alleviate constrained baggage systems Accommodate "spoke" airlines in a constrained airport more efficiently Maximize utilization of current resources Manage airlines and passengers during future construction work Reduce congestion Risk Reduction Reduce requirements on airlines to lock into a long-term agreement Give the airport more control over its facility
Expected (y/n) Expected Value IV. Maximize Facility Flexibility Competitive Advantage Create the ability for an airline to enter the market more rapidly Create the ability for new entrant airlines to test the market Airline growth Revenue generation for rental cars, advertising, retailers, etc., as a result of airline growth Cost Savings / Efficiency Avoid or delay capital expenditures, including construction of new gates Create efficiency for carriers with low number of flights per day Create efficiency for International flights Cost effective management of overflow flights Reduce costs when airlines enter a market Reduce costs when airlines exit a market Eliminate requirement for airlines to provide infrastructure and support Create option for carriers to reduce the number of gates required as operations change Reduce costs associated with airline mergers Airport cost control Create opportunity for airlines to pay for only what they use Accommodate holiday season spikes and scheduled charters without bricks and mortar Optimize current gates Standardize equipment within the airport Customer Service Create standardized look and feel within the airport Improve performance in baggage handling Control problematic ground operators and keep things organized Provide better customer service to the airlines Provide greater ramp control Provide better technical support for airlines Enable addition of curbside services
Expected (y/n) Expected Value Flexibility / Convenience Provide operational flexibility Help with irregular operations Allow better handling of seasonal air traffic Create the ability for new business to be accommodated more easily Make it easier for an airline to enter a market Save effort during airline mergers Create the opportunity for airlines to move within the airport if desired Allow for easy set up of check-in area Resource Maximization Alleviate constrained baggage systems Accommodate "spoke" airlines in a constrained airport more efficiently Maximize utilization of current resources Reduce congestion V. Decrease Airport Cost of Doing Business Cost Savings / Efficiency Avoid or delay capital expenditures, including construction of new gates Reduce costs associated with airline mergers Airport cost control Accommodate holiday season spikes and scheduled charters without bricks and mortar Optimize current gates Standardize equipment within the airport Reduce costs when airlines enter a market Reduce costs when airlines exit a market Customer Service Provide greater ramp control Flexibility / Convenience Save effort during airline mergers Create the ability for new business to be accommodated more easily
Expected (y/n) Expected Value Resource Maximization Manage airlines and passengers during future construction work VI. Decrease Airline Cost of Doing Business Competitive Advantage Create the ability for an airline to enter the market more rapidly Create the ability for new entrant airlines to test the market Airline growth Cost Savings / Efficiency Avoid or delay capital expenditures, including construction of new gates Create efficiency for carriers with low number of flights per day Create efficiency for International flights Cost effective management of overflow flights Reduce costs when airlines enter a market Reduce costs when airlines exit a market Eliminate requirement for airlines to provide infrastructure and support Create option for carriers to reduce the number of gates required as operations change Create opportunity for airlines to pay for only what they use Accommodate holiday season spikes and scheduled charters without bricks and mortar Reduce costs associated with airline mergers Airport cost control Flexibility / Convenience Create the opportunity for airlines to move within the airport if desired Save effort during airline mergers Make it easier for an airline to enter a market Allow for easy set up of check-in area Create the ability for new business to be accommodated more easily Resource Maximization Accommodate "spoke" airlines in a constrained airport more efficiently Manage airlines and passengers during future construction work
Expected (y/n) Expected Value Risk Reduction Reduce requirements on airlines to lock into a long-term agreement VII. Improve Quality of Service to Airlines Competitive Advantage Create the ability for an airline to enter the market more rapidly Create the ability for new entrant airlines to test the market Airline growth Cost Savings / Efficiency Create efficiency for carriers with low number of flights per day Create efficiency for International flights Cost effective management of overflow flights Reduce costs when airlines enter a market Reduce costs when airlines exit a market Eliminate requirement for airlines to provide infrastructure and support Create option for carriers to reduce the number of gates required as operations change Create opportunity for airlines to pay for only what they use Accommodate holiday season spikes and scheduled charters without bricks and mortar Standardize equipment within the airport Customer Service Improve performance in baggage handling Control problematic ground operators and keep things organized Provide better customer service to the airlines Provide greater ramp control Provide better technical support for airlines Enable addition of curbside services Flexibility / Convenience Create the opportunity for airlines to move within the airport if desired Make it easier for an airline to enter a market Help with irregular operations
Expected (y/n) Expected Value Allow better handling of seasonal air traffic Allow for easy set up of check-in area Create the ability for new business to be accommodated more easily Save effort during airline mergers Resource Maximization Manage airlines and passengers during future construction work Alleviate constrained baggage systems Accommodate "spoke" airlines in a constrained airport more efficiently Reduce congestion Risk Reduction Reduce requirements on airlines to lock into a long-term agreement VIII. Improve Quality of Service to Passengers Customer Service Create standardized look and feel within the airport Improve performance in baggage handling Improve quality of Skycap services Improve quality of curbside services Flexibility / Convenience Save effort during airline mergers Allow better handling of seasonal air traffic Resource Maximization Reduce congestion Manage airlines and passengers during future construction work Alleviate constrained baggage systems IX. Increase Opportunities for Airlines to Add or Expand Service Competitive Advantage Create the ability for an airline to enter the market more rapidly Create the ability for new entrant airlines to test the market Airline growth
Expected (y/n) Expected Value Cost Savings / Efficiency Create efficiency for carriers with low number of flights per day Create efficiency for International flights Cost effective management of overflow flights Reduce costs when airlines exit a market Eliminate requirement for airlines to provide infrastructure and support Create opportunity for airlines to pay for only what they use Accommodate holiday season spikes and scheduled charters without bricks and mortar Customer Service Improve performance in baggage handling Control problematic ground operators and keep things organized Provide better customer service to the airlines Provide greater ramp control Provide better technical support for airlines Flexibility / Convenience Make it easier for an airline to enter a market Allow better handling of seasonal air traffic Allow for easy set up of check-in area Create the ability for new business to be accommodated more easily Create the opportunity for airlines to move within the airport if desired Resource Maximization Accommodate "spoke" airlines in a constrained airport more efficiently Reduce congestion Manage airlines and passengers during future construction work Risk Reduction Reduce requirements on airlines to lock into a long-term agreement X. Gain a Competitive Advantage over Other Airports Competitive Advantage Create the ability for an airline to enter the market more rapidly
Expected (y/n) Expected Value Create the ability for new entrant airlines to test the market Airline growth Revenue generation for rental cars, advertising, retailers, etc., as a result of airline growth Cost Savings / Efficiency Create efficiency for carriers with low number of flights per day Create efficiency for International flights Cost effective management of overflow flights Reduce costs when airlines enter a market Reduce costs when airlines exit a market Eliminate requirement for airlines to provide infrastructure and support Create option for carriers to reduce the number of gates required as operations change Create opportunity for airlines to pay for only what they use Accommodate holiday season spikes and scheduled charters without bricks and mortar Avoid or delay capital expenditures, including construction of new gates Reduce costs associated with airline mergers Airport cost control Optimize current gates Standardize equipment within the airport Customer Service Improve performance in baggage handling Control problematic ground operators and keep things organized Improve quality of Skycap services Provide better customer service to the airlines Provide better technical support for airlines Enable addition of curbside services Create standardized look and feel within the airport Provide greater ramp control Flexibility / Convenience Create the opportunity for airlines to move within the airport if desired
Expected (y/n) Expected Value Make it easier for an airline to enter a market Allow better handling of seasonal air traffic Allow for easy set up of check-in area Create the ability for new business to be accommodated more easily Provide operational flexibility Save effort during airline mergers Help with irregular operations Resource Maximization Reduce congestion Accommodate "spoke" airlines in a constrained airport more efficiently Maximize utilization of current resources Manage airlines and passengers during future construction work Risk Reduction Reduce requirements on airlines to lock into a long-term agreement Give the airport more control over its facility