Commercial Ground Transportation at Airports: Best Practices (2015) / Chapter Skim
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From page 45... ...
45 Examples of Best Practices This chapter presents examples of the best practices for managing commercial ground transportation services at airports used successfully by the operators of airports of varying types and sizes throughout the United States and Canada. Emphasis is given to innovative and creative practices, which have been successfully implemented at U.S.
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From page 46... ...
46 service -- on-demand or walk up service and prearranged taxicab service -- and charge taxicabs a fee for the privilege of picking up passengers. However, while airport taxicab services may look similar to the user, their organization, management, cost, and levels of service differ greatly from airport to airport.
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From page 47... ...
47 wish to ensure there are sufficient numbers of taxicabs waiting at the curbside to serve all arriving airline passengers, even during periods of peak demand. However, airport managers recognize that having too many waiting taxicabs increases the length of time drivers must wait for fares, reduces the number of trips per day each driver serves, and thus reduces the driver's income.
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48 limitation typically means that automobiles used as taxicabs will have considerably fewer miles on them before they are retired. • Vehicle capacity.
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49 is often referred to as "100/500/100" coverage. The airport must also be protected and be named as a co-insured on the taxicab vehicle insurance and ensure that it is informed immediately should the insurance on any taxicab serving the airport lapse.
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50 year to implement. If an RFP process is utilized to implement these improvements (for example, through a new concession agreement and/or if new software is required to be installed to provide the automated AVI record and billing)
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51 Applicability Improved driver standards and minimum standards are applicable to all airports offering on-demand taxicab service. Reported Implementation Benefits and Challenges The benefits of supplementary driver standards include improved compliance with airport taxicab rules and regulations and a reduction in customer complaints regarding taxicab service.
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52 by airports typically ranged from $1.00 to $5.50. These per-trip fees can be collected automatically or manually.
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53 ing reimbursement, credit, or a ticket/token for another entry into the taxicab hold lot. Monthly/annual permit fees.
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54 road authorities charge a "processing fee" which may represent over six percent of the fees collected (unlike an airport operated and maintained RFID system)
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55 wait times associated with an open access system is to allow all taxicab companies licensed by local authorities recognized by the airport to provide on-demand service at the airport but limit each company to a fixed number of taxicabs that can serve the airport each day. The number of taxicabs required to serve the airport can be calculated based on past usage data.
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From page 56... ...
56 Examples Airport taxicab driver wait time reduction systems used in open access airports are referenced in the above paragraphs.
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57 resulting from improved availability of taxicab service in other portions of the community. Implementation Schedule and Costs Ongoing and initial costs are minimal.
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58 • Call taxicabs without an airport permit. Should there be an inadequate response to a dispatch call for taxicabs registered and permitted to provide on-demand taxicab service at the airport, airport officials can open the airport hold lot to any properly licensed taxicab.
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59 the open access system have the same "luck-of-the-draw" for a passenger traveling a short or long distance. Drivers could pick up passengers going downtown or to other destinations that represent very good taxicab trips and driver revenue or passengers only going to a nearby hotel or residence.
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60 of these taxicabs available for short trips whenever the dispatcher at the curbside determines that the passenger is only going a short distance. These airport short haul taxicabs are painted blue and are known as the blue line taxicabs.
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61 Examples Examples of airports with time-based short trip procedures include Boston Logan International Airport (20 minutes) , Toronto Pearson International Airport (20 minutes)
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62 Rotating taxicab dispatch starters among other jobs in traffic control, parking, and maintenance are also ways to reduce the opportunity for collusion. Technology based GTM systems have proven to be successful in addressing the favoritism issue by automating the dispatch decision process.
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63 Applicability Applicable at any airport that needs to communicate with airport taxicab drivers either directly or indirectly. Reported Implementation Benefits and Challenges Key benefits include the ability to quickly and efficiently share information with taxicab companies and drivers.
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64 port for cleanliness and restocking of products such as toilet paper and paper towels or hand drying machines. From this basic structure, some airports add other amenities including seating areas, vending machines, food trucks, and internet.
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65 Examples Airport taxicab driver lounges used in open access airports are referenced in the above paragraphs.
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66 • Commercial ground transportation operators. Most airport taxicab drivers appreciate the ability to know how to use the airport's facility and would appreciate receiving other helpful information regarding their services at the airport.
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67 may carry a more severe penalty of a few points, and a short trip refusal may result in the maximum number of points being awarded to the driver. Savannah/Hilton Head International Airport is an example of an airport with a point system.
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68 of the traveling public and help to create a level playing field for all airport taxicab drivers. • Local elected and regulatory officials.
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69 An important aspect of the RFP is the schedule of events taking place regarding the RFP. In addition to the due date for the proposals and permissible forms of submission, a pre- proposal conference, which may or may not be mandatory for all proposers, is typically scheduled in advance of the submission date.
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70 these awards can and do often become quite controversial, as there is a hierarchical structure of approvals required. In some cases the review committee passes their recommendations along to the airport director and/or aviation board for review and approval and then to the mayor or city council for final approval.
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71 Two or more concessionaires. Often political concerns regarding the impact of the single concessionaire taxicab system at the airport limit the flexibility the airport has in establishing a single concessionaire.
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72 and the behavior of drivers since compliance with airport regulations and procedures is part of a contractual agreement in addition to a permitting process. There is much more involvement with the taxicab companies and their management of the taxicab services, rather than with individual drivers.
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73 the pickup area, an independent third party is contracted to provide the starter service for all three concessionaire companies. Basis of Payment/Fee Collection Most airport taxicab concession contracts include a MAG amount established for the concession.
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74 Applicability Concession management and oversight applies to every airport that has a taxicab on-demand concession, whether it is an exclusive or semi-exclusive concession agreement. Reported Implementation Benefits and Challenges The benefits of active concession management and oversight are considerable.
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75 business for some limousine companies, and where the limousine companies must obtain and pay for an airport permit for each vehicle in their fleet. Reported Implementation Benefits and Challenges A sliding scale can be equitable to both large and small limousine companies since all companies must obtain and pay for an airport permit, but each company can determine which fee system is best for them.
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76 the TSA using the FBI database) and pay certain fees.
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77 • Commercial ground transportation operators. Limousine companies and drivers may oppose the need to wait in the limousine lot and have their customers report to a counter, but once implemented understand that this program reduces illegal or improper solicitation.
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78 be arrested by airport police, and the driver's vehicle will be towed to the on-airport impound lot. Other airports also impose prohibitions that increase in length each time a driver is caught soliciting.
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79 77 Speed humps at the garage exit to prevent vehicles, particularly scoopers, from "tailgating" behind a paying customer. – Eradicate.
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80 contract limousines) at the Airport.
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81 experience documenting the success of the permitting processes and regulations now in place. Description This section includes methods for regulating TNCs such as UberX, Lyft, and Sidecar and enforcing these regulations.
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82 required to provide further information (e.g., the driver name or contact information) if requested for an enforcement issue or in response to a customer complaint.
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83 preferable to establish the regulation before service is initiated, rather than after it is available and the ride-booking provider has begun service. Evolving Regulations Because TNCs are relatively new, it can be expected that municipal and airport rules and regulations for their operations will continue to evolve.
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84 Purpose An open access shared-ride van system is one in which any shared-ride van licensed by the local regulatory authority is allowed to pick up on-demand customers at the airport. Measures to accommodate and regulate shared-ride van services include: • Licenses or permits.
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From page 85... ...
85 Implementation Schedule and Costs The costs of establishing an open access system are the staff time needed to develop a permit application and associated rules and regulations and to gather input from and approval of airport management and the elected officials. Awarding a contract to and overseeing a third-party management company will take additional staff time and effort.
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86 continental) , Miami, Phoenix, Roanoke, Sacramento, and Santa Barbara.
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87 dards for operations at the airport. Implementing requirements for alternative fuels and vehicle age or mileage limits reduces emissions and can support local or regional environmental initiatives.
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88 and receive an alert if a van shows excessive speed. This ability to monitor a vehicle's speed reduces erratic driving, providing a more comfortable ride for passengers.
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89 E Courtesy Vehicles/Shuttles The following pages describe best practices for managing and controlling courtesy vehicles.
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90 port operators regularly review and modify their fees. They do so to reflect increasing costs of operations, changes in the annual number of vehicle trips, or other reasons.
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91 • Location of passenger boarding area. At Miami International Airport, hotel/motel courtesy vehicles can pick up passengers on either the upper (ticketing)
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92 – Examples of privilege fees calculated as a percent of gross revenues. Most airports charge on-airport rental car companies a concession fee of 10% as well as ground rent and other charges, with the exception of Canadian airports, several of which charge over 13%.
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93 companies (e.g., AirportParkingReservations.com; greenbee parking.com, and OneStopParking.com) sell reservations for spaces which they do not own or operate and offer parking rates that are lower than those offered by either the airport or by off-airport parking businesses.
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94 significant staff time to calculate and support the proposed fees, the prior approval of airport management, and assistance from airport legal staff and community relations staff. Increasing existing fees requires less staff time.
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95 consolidated courtesy vehicles are operated by an independent bus operator under contract to the individual hotel/motel who uses a dedicated vehicle that displays the names and logos of all the hotels it serves. – Los Angeles International Airport.
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96 airports with comprehensive environmental ground transportation programs (Figure 8-13)
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97 easily recognizable as they need to advertise to and attract airline passengers. • Regulation and control of publicly operated scheduled bus services.
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98 levels of cost and convenience, including publicly and privately operated scheduled bus/van services. Encouraging airline passenger and employee use of public transit and other scheduled transportation services benefits the airport sponsor's efforts to support regional environmental and sustainability objectives, including improving air quality, reducing energy consumption, and reducing the airport's carbon footprint.
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From page 99... ...
99 of charter buses typically work cooperatively with airport staff to provide their customers with efficient and convenient transportation. Charter bus/van operators typically abide by airport rules, obtain airport permits and pay airport fees which for a bus may be $20 per trip or more.
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From page 100... ...
100 • Baggage check at the airport at the passenger drop-off site. As noted above, airline representatives at Miami and SeattleTacoma International airports greet cruise ship bus passengers and accept their bags as they get off their buses at the airports rather than at the cruise ship berth.
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101 pertain to one or multiple commercial ground transportation modes. Description These environmental measures may be applied to commercial ground transportation at the airport to support environmental and sustainability goals established by the airport or local government.
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102 an airport may bring passengers from a downtown or residential area to the airport but have a deadhead trip returning from the airport. Deadhead trips often occur at airports that are located adjacent to multiple cities or counties, but where only vehicles licensed by specific cities or counties may serve the airport or pick up in the municipality where they are licensed.
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103 Other measures to promote environmentally sensitive and sustainable hold lot operations are (1) to eliminate single file queues or stacks, and (2)
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104 in subsequent pages are intended to accommodate a specific type of ground transportation service. The layouts that accommodate multiple types of ground transportation services or vehicle sizes include the following: • Angled boarding spaces.
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105 by providing an alternate or supplemental boarding area. Often the key challenge to developing a courtyard is the lack of a potential site that is accessible to public vehicles (i.e., vehicles that have not been inspected or are considered non-secure)
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106 a business advantage not available to companies not awarded a concessions contract. A staffed counter in a visible location allows a concessionaire to intercept prospective customers, market and advertise their services, and sell one-way and round-trip tickets to on-demand customers.
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107 a company representative can assemble and organize their customers or travel party and the accompanying baggage and then walk their customers to the adjacent waiting vehicle. – Electronic signs indicate departure times for scheduled carriers and other information.
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108 costs are primarily for engineering, planning, implementation, and training of staff and drivers. These are typically low-cost improvements to customer service.
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109 I2. Creative Limousine Passenger Boarding Areas Description This section details alternative passenger boarding configurations for prearranged limousine customers.
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110 Likely Response by Stakeholders The following are likely responses by stakeholders: • Customers. Customers prefer to be met by their driver and to be offered assistance carrying their bags.
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111 eliminates the need for vehicles to recirculate from the ticketing level to the baggage claim level. The key benefits include the following: • Reductions in the total amount of curb space that must be allocated for courtesy vehicles.
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112 arrivals area curbside roadway. However alternative boarding areas include: • Single stop operations.
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113 statement, and its specific values. As described in Chapter 2, while each airport has its own unique set of goals these goals frequently include one or more of the following five objectives: 1.
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114 Ability to improve customer experience Ve ry po sit iv e So m e w ha t p os iti ve N eu tra l So m e w ha t n eg at iv e Ve ry n e ga tiv e Notes A Taxicabs A1 Vehicle Standards O A2 Driver Standards O A3 Fee Collection O A4 Addressing Excessive Taxicabs/Long Driver Waits O A5 Taxicab Rotation System O A6 Addressing Insufficient Taxicabs/Long Customer Waits O A7 Short Trip Procedures O A8 Dispatcher/Starter Responsibilities O A9 Processes for Communicating with Drivers O A10 Driver's Lounge O A11 Driver Training Programs O A12 Enforcement O A13 Bid vs.
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115 Minimize required staff time and airport resources Ve ry po sit iv e So m e w ha t p os iti ve N eu tra l So m e w ha t n eg at iv e Ve ry n e ga tiv e Notes A Taxicabs A1 Vehicle Standards O Depends on enforcement A2 Driver Standards O Depends on enforcement A3 Fee Collection O A4 Addressing Excessive Taxicabs/Long Driver Waits O A5 Taxicab Rotation System O A6 Addressing Insufficient Taxicabs/Long Customer Waits O A7 Short Trip Procedures O A8 Dispatcher/Starter Responsibilities O A9 Processes for Communicating with Drivers O A10 Driver's Lounge O A11 Driver Training Programs O A12 Enforcement O A13 Bid vs.
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From page 116... ...
116 Support environmental and sustainability objectives Ve ry po sit iv e So m e w ha t p os iti ve N eu tra l So m e w ha t n eg at iv e Ve ry n e ga tiv e Notes A Taxicabs A1 Vehicle Standards O A2 Driver Standards O A3 Fee Collection O Depends on type of fees A4 Addressing Excessive Taxicabs/Long Driver Waits O A5 Taxicab Rotation System O A6 Addressing Insufficient Taxicabs/Long Customer Waits O A7 Short Trip Procedures O A8 Dispatcher/Starter Responsibilities O A9 Processes for Communicating with Drivers O A10 Driver's Lounge O A11 Driver Training Programs O A12 Enforcement O A13 Bid vs.
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From page 117... ...
117 Allow drivers to earn fair wage/owners to receive reasonable ROI Ve ry po sit iv e So m e w ha t p os iti ve N eu tra l So m e w ha t n eg a tiv e Ve ry n e ga tiv e Notes A Taxicabs A1 Vehicle Standards O A2 Driver Standards O A3 Fee Collection O A4 Addressing Excessive Taxicabs/Long Driver Waits O A5 Taxicab Rotation System O Depends on nonairport business A6 Addressing Insufficient Taxicabs/Long Customer Waits O A7 Short Trip Procedures O A8 Dispatcher/Starter Responsibilities O A9 Processes for Communicating with Drivers O A10 Driver's Lounge O A11 Driver Training Programs O A12 Enforcement O A13 Bid vs.
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From page 118... ...
118 Ability to recover costs and increase revenues Ve ry po sit iv e So m e w ha t p os iti ve N eu tra l So m e w ha t n eg at iv e Ve ry n e ga tiv e Notes A Taxicabs A1 Vehicle Standards O A2 Driver Standards O A3 Fee Collection O A4 Addressing Excessive Taxicabs/Long Driver Waits O A5 Taxicab Rotation System O A6 Addressing Insufficient Taxicabs/Long Customer Waits O A7 Short Trip Procedures O A8 Dispatcher/Starter Responsibilities O A9 Processes for Communicating with Drivers O A10 Driver's Lounge O A11 Driver Training Programs O A12 Enforcement O A13 Bid vs.
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