Reference Guide on Understanding Common Use at Airports (2010)

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

– 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 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 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

 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 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 – 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

• 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 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 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  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 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 – 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

 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 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 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 – 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 Airline’s 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 – 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 4’s 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 “spoke” 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 “spoke” 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 “spoke” 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 “spoke” 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 “spoke” 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 “spoke” 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 “spoke” 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 “spoke” 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 airport’s 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 airport’s culture support a progressive use of technology? __________ 3. Is the airport’s 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 airport’s 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 airport’s 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