Click for next page ( 31


The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement



Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 30
30 LESSONS LEARNED to implementation of reuse were the lack of clear direction in the immediate aftermath of United's rejection of its OMC The Port of Oakland has applied a number of ingenious strat- lease. Because the airport had experienced robust growth egies to make the most of the OMC office and storage space during 20032007, the Port of Oakland had expectations and generate advertising revenues from its highly visible that the airport would continue to grow and need space for location. That said, the age of the facility, the cost of demo- expansion. The economic crisis that began in 2008 severely lition, and difficulties finding a replacement tenant make impacted the Port of Oakland's finances and the airport's this case study particularly illustrative of the challenges an need to develop a third terminal complex. airport can face when a specialized facility reverts to the airport sponsor through a tenant bankruptcy. Options are influenced by the economic outlook. Ter- mination of the United lease took place at a time of rapid The cost of keeping a building maintained may exceed growth at OAK. The future of the OMC became bundled the cost of demolition. The OMC has been vacant for with a long-term expansion plan for construction of new more than 7 years and the Port of Oakland has expended cargo facilities to accommodate development of a third ter- in excess of $7 million in maintenance, repair, utilities, minal. Had the Port of Oakland recovered the OMC from insurance, and other building-related costs. Conversely, United in 2008 (vs. United's 2003 lease rejection), it may the Port of Oakland has offset some of these expenses by have considered a different set of options, including imme- using the office space for staff and consultants, using the diate demolition or funding thereof in connection with the hangar bays for storage, and using the facades for outdoor bankruptcy settlement (if possible). (mega-billboard) advertising. Industry trends are important to consider when making In retrospect, it appears that it would have been more cost reuse decisions. Airlines jettison outdated facilities during effective to have demolished the OMC soon after its abandon- bankruptcy. Because United consolidated its maintenance ment by United. Therefore, failure to adopt a reuse strategy-- operations at SFO it may have been a signal to the Port of including a demolition option--has resulted in significant Oakland that the OMC was no longer viable for aircraft upkeep expenses. Exercising the demolition option would maintenance for United or other domestic airlines. have provided a "green field" for future development of avia- tion-related facilities with direct airside access. It is prudent for other airports undertaking reuse of older facilities to take the shortest time necessary to develop a Clear and immediate direction about reuse is important. reuse (including demolition) plan and then execute the plan. Inaction is expensive. The biggest obstacles and challenges Inaction can be very expensive.