Integrating Airport Information Systems (2009) / Chapter Skim
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Pages 34-56
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From page 34... ...
grants are required to be as self-sufficient as possible, and most airports are government enterprises that must generate all or most funds necessary to operate and maintain the airport. All expenditures made and revenues received from any source must be entered into the financial management/cost accounting records, which are usually maintained by the Accounting division.
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From page 35... ...
and transmit such data to the Accounting division. The Administration division can include a purchasing group that tracks service contract expiration dates, which the contract administration group uses to plan for new contract issues, including terms and anticipated budget impacts.
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From page 36... ...
Significant Metrics from Finance and Administration Business-Critical Information Metrics developed from business-critical financial information are frequently used by airport management to gauge the financial health of the airport. Typical calculations that use various airport financial and traffic data include cost per enplanement, cost per passenger, cost per
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From page 37... ...
Customer service metrics, such as the number of complaints per airport process, security wait times, and international arrival delays, can drive the allocation of scarce resources to the areas of greatest need. All these metrics require accurate and timely access to the Finance and Administration businesscritical information presented in Tables 4-1 through 4-5.
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From page 38... ...
, fuel charges and taxes Gross revenue per PAX, EP, O&D, operation, employee Concession revenue per PAX, EP, O&D, square footage of leased space Airline revenue as percentage of gross revenue Non-airline revenue as a percentage of gross revenue Parking revenue per EP, O&D, parking space Ground transportation revenue per EP, O&D, employee Accounts receivable records and budget documents Reserve fund levels Operating, capital, bond, or debt reserves Bond covenant requirements Financial management system; audited financials Accounts receivable Amount of accounts receivable by carrier; percentage of accounts receivable 90 days past due; results of collection efforts elbaviecerstnuoccAAN records and budget documents Annual budget(s) Total operating budget; capital budget and annual debt service requirements Expected total cost per enplanement, per PAX; expected operating revenues-to-debt service ratio (debt service coverage)
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From page 39... ...
by airline; aircraft gate usage by type of equipment; on-time arrivals/departures by aircraft; deicing time All metrics using passenger counts (PAX, EP, O&D) , aircraft operations (landings, takeoffs, total aircraft)
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From page 40... ...
The Ground Transportation division of operations is responsible for monitoring the activity of all commercial vehicles in and around the airport. The responsibilities of this division overlap considerably with the Landside division, with emphasis on access control systems, tracking of movement, and security of commercial vehicles and their drivers.
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From page 41... ...
Significant Metrics from Operations Business-Critical Information Along with the Planning, Properties, and Accounting divisions, Landside shares an interest in relationships between passengers moving through an airport complex and time spent while there. Hence, the public's dwell times in concession areas, ticket counters, parking lot entrances and exits, and airport-controlled gates are key indicators noted by Operations, which, when used properly, become useful tools for staffing, reallocation of resources, reassignment of facilities, tenant notification, deployment of police, and dispatch for additional vehicles.
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From page 42... ...
The Operations divisions, as well as the Planning and Accounting divisions, are interested in the percentage utilization of such assets as runways, taxiways, and aprons related to wind direction, time of day, and air carrier hub complex scheduling. From this information, maintenance of such facilities can be scheduled, planning for additional facilities initiated, and resources reallocated.
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From page 43... ...
Gate, airline, flight number, tail number, arrival and departure times Ratio of scheduled arrivals and departures to actual (on-time arrival and departure) FIDS, direct tie into airline databases, paper records, gate operations application software, OAG, FAA secondary radar Contractor performance Contractor's name, contact information, on-site supervisor, contract terms regarding operations on the AOA, location of work to be performed tcerid,VTCC,tcatnoCAN observation Current airfield, terminal, and roadway conditions Weather (wind, temperatures, rain, snow, ice)
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From page 44... ...
Revenue and cost per passenger, per system, and per unit or location CCTV, FIDS, direct observations, preexisting schedules, FAA secondary radar, telephone, direct contact with airline user, etc. Contractor's performance in non-aircraft-movement areas ,noitavresbotceriDANstnedicniforebmuN engineering division Commercial vehicle movement through the terminal complex Company name, date, vehicle number, time, per-trip charge, vehicle condition, insurance company name and amount of coverage, etc.
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From page 45... ...
Direct observation, CCTV, AVI Employee bus frequency Time between departures for employee bus transportation, employee parking, employee vehicles Number of vehicles passing a point per period of time (headway) Direct observation, CCTV, AVI Congestion in commercial vehicle lanes Commercial vehicle throughput; number of vehicles in commercial holding lot ,noitavresbotceriDAN CCTV, police reports, operations logs, AVI, controlled access systems, etc.
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From page 46... ...
The Materials Management division tracks its own activities and works closely with Maintenance Control in planning a maintenance project, ordering material, and storing materials received until the project is scheduled to occur. Significant Metrics from Maintenance Business-Critical Information Facility Maintenance uses numerous metrics to manage their areas of responsibility.
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From page 47... ...
In a fully integrated airport, Real Estate could have all metes and bounds descriptions along with lease terms included in a layer of the graphics database; Maintenance could easily access mechanical systems with part numbers and recommended maintenance procedures for repair purposes; and Operations could dispatch fire trucks under zero visibility conditions to points along a runway depending entirely on digitized depictions of the airfield integrated with satellite ground positioning systems for vehicles and aircraft locations. Some vendors have developed software to control and track Capital Improvement Programs, particularly expenditures.
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From page 48... ...
Meter readings, telemetry, etc. Pending work orders Total work orders, estimated time to complete, work requests, material on order Ratio of work requests to pending work orders; ratio of work orders completed in current period compared to similar period one year prior; ratio of work order by craft compared to number of employees in particular section Maintenance control, HR, industrial standards and manufacturers' recommendations delineating times required to complete specific tasks Status of critical equipment Equipment designation, location, criticality classification, status (on/off)
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From page 49... ...
AN Total work orders in progress, status, time to completion, etc. Work order, number, description of task, date initiated, estimated time to complete, work orders completed per staff Ratio of pending work orders to those completed during a period of time, etc.
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From page 50... ...
Additionally, Planning uses the Design/Construction CAD system to develop layouts for apron parking of aircraft, circulation patterns for public parking lots, and concession placement within terminal facilities. Significant Metrics from Engineering Business-Critical Information Metrics available from Engineering information include the status of a design or construction project shown as a percentage of completion.
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From page 51... ...
Airport Information 51 Business-critical information Key data elements Metrics Data source Inventory valuation Warehouse units, value of each type of unit, bench stock inventory, date Number of units multiplied by value Supply inventories Accuracy of inventory Valuation prior to manual inventory by commodity vs actual valuation confirmed by inventory process Comparison of results of perpetual inventory to physical inventory Periodic or perpetual inventories Incidents reported on shift logs Sum of incidents by date, shift, and time ecnanetniamgnidliuB Budget to actual: personnel, contractual services, parts and material Vendor management and analysis can pinpoint costly off-contract buying Ratio of budgeted to actual Finance Personnel statistics Number of employees Percentage vacancy HR Personnel statistics Approved vacancies for hire Comparison of approved positions to budgeted positions HR Excess or obsolete inventory Inventory transactions, carrying costs, invoice/purchase order Time in inventory without activity Finance and/or supply Table 4-13. Business-critical information for materials management.
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From page 52... ...
Customer wait times are a significant concern to airports and airlines, especially when it increases passenger frustration and causes traffic flow issues.
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From page 53... ...
; maximum number of cars on roadway per 15minute segment; maximum throughput per 15 minutes in terminal; peak parking occupancy possible per 15 minutes; utility capacities (water, gas, electric, sewage, storm water) ; forecast enplanements and aircraft operations; future parking requirements; utility requirements; terminal requirements; and roadway needs Percentage anticipated rate of growth in enplanements, aircraft operations, passengers, vehicles, etc., over forecast period Forecasts come from the following sources: master plan, plan of finance, capital improvement program, Part 150 study, FAA forecasts, chamber of commerce forecasts, Department of Commerce, airline forecasts, etc.
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From page 54... ...
TSA or DHS directives are usually manually tracked and significant ones transmitted to senior staff. Controlled access is mandated federally by Federal Aviation Regulation (FAR)
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From page 55... ...
Airport Information 55 Business-critical information Key data elements Metrics Data source Police/LEO Shift log/incident or significant law enforcement activity Incident or significant law enforcement activity Critical information Shift log/incident or daily police reports Training records Successful completion of required training Total hours per employee spent in training per required subject Personnel records Screening wait times and delays Length of passenger wait times by screening location by hour; number of open (manned) screening stations by hour; TSA staffing levels by hour and location Passenger wait times TSA, airport terminal operations, passenger services U.S.
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From page 56... ...
Using the data in trend metrics, usage reports, and planning analyses allows senior management to reduce delays, increase passenger satisfaction, and budget resources more effectively. Table 4-18 lists business-critical information for Public Relations.
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