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APPENDIX C Supplemental Information for Chapter 4 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 C-1

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APPENDIX C1 Detailed Cost Breakdown by Area 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 airlines' 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 C-2

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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 Computer Monitor Keyboard Barcode Reader Bag Tag Printer 2D Barcode Boarding Pass Printer Dot Matrix Printer UPS Dynamic Signage LCD Monitors Database Servers

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C-4 Reference Guide on Understanding Common Use at Airports User Workstation Administrative Workstation UPS 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

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Detailed Cost Breakdown by Area C-5 Integration with a VoIP System Integration with Each Airline's 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

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C-6 Reference Guide on Understanding Common Use at Airports Self service kiosks Change out of ticket stock Paper jams General cleaning Help Desk 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

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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 Computer Monitor Keyboard Barcode Reader Bag Tag Printer 2D Barcode Boarding Pass Printer Dot Matrix Printer UPS Dynamic Signage Flight/Baggage Information Display System Licenses LCD Monitors Database Servers User Workstation Administrative Workstation UPS 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 Airline's 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

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C-8 Reference Guide on Understanding Common Use at Airports 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 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

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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 Airline's System Airline Data Feed / Software Certification Individual Station Installation Millwork Design / Construction / Installation System Testing

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C-10 Reference Guide on Understanding Common Use at Airports 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 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

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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 Computer Monitor Keyboard Boarding Gate Reader 2D Barcode Boarding Pass Printer Dot Matrix Printer UPS Dynamic Signage LCD Monitors Database Servers User Workstation Administrative Workstation UPS 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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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