Guidebook for Advancing Collaborative Decision Making (CDM) at Airports (2015) / Chapter Skim
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Pages 38-50
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From page 38... ...
38 Airports routinely make investment decisions based on their operational, strategic, safety, financial, and environmental objectives. The goal of these decisions is to identify the most prudent investment of public funds -- the alternative that generates the most value per dollar invested over the lifecycle of the project.
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The Case for Quantifying ACDM Benefits 39 for the investment. The BCA provides decision-makers with comprehensive data on the net economic value of each alternative under consideration.
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40 Guidebook for Advancing Collaborative Decision Making (CDM) at Airports ratio is greater than one.
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The Case for Quantifying ACDM Benefits 41 between the actual system in place at the airport and the ideal, unimpeded one. The portion of this pool that can be reduced as a result of improvements attributable to CDM represents the economic value of the taxi delay reduction benefit.
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42 Guidebook for Advancing Collaborative Decision Making (CDM) at Airports percentage value above each bar is the ratio between average actual taxi times and un impeded taxi times and is an approximate measure of the relative size of the potential benefit pool.
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The Case for Quantifying ACDM Benefits 43 Figure 10. Flight-swapping example for improved delay distribution (McInerney and Howell 2011, pg.
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44 Guidebook for Advancing Collaborative Decision Making (CDM) at Airports Increased Opportunities for Data Collection and Assessment ACDM data exchange capabilities could provide an opportunity to collect and record operational data that are important for airport planning purposes.
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The Case for Quantifying ACDM Benefits 45 • Delays due to limited refueling and/or de-icing capacity; • Delays due to limited availability of federal security and inspection services; and • Financial penalties associated with extended tarmac delays. These problems are compounded by the inability to plan for the best use of the airport's limited resources due to high levels of uncertainty regarding the number and timing of inbound diversions.
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From page 46... ...
46 Guidebook for Advancing Collaborative Decision Making (CDM) at Airports Step 1: Establish Ground Rules and Assumptions This sample benefits analysis incorporates the following assumptions: • The project lifecycle is 20 years, beginning in 2017 and ending in 2036.
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From page 47... ...
The Case for Quantifying ACDM Benefits 47 Table 9 summarizes the analysis of the OTTR and ASPM data sample used to assess the net potential CFR delay savings. For CFR flights, the net delay in excess of the buffer was 10.4 minutes, resulting in a total CFR delay of 125 hours per year.
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From page 48... ...
48 Guidebook for Advancing Collaborative Decision Making (CDM) at Airports Converting benefits into PV dollars takes into account the notion that benefits accrued today are more valuable than those earned in the future.
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From page 49... ...
The Case for Quantifying ACDM Benefits 49 The comparison between real and PV dollars highlights the notion that the further in the future benefits are accrued, the less they contribute toward the business case for the ACDM investment under consideration. This is significant, for two reasons: • The cost side of a benefit-cost comparison involving an ACDM investment is often dominated by hardware and software acquisition costs.
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From page 50... ...
50 Guidebook for Advancing Collaborative Decision Making (CDM) at Airports An important step in the BCA process is the risk and sensitivity analysis.
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