Reference Guide on Understanding Common Use at Airports (2010) / Chapter Skim
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Appendix A - Case Studies and Other Supplemental Information for Chapter 2
Appendix A - Case Studies and Other Supplemental Information for Chapter 2
Pages 77-111
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Appendix A1 Case Study: Des Moines International Airport A-2 Appendix A2 Case Study: Las Vegas McCarran International A-4 Airport Appendix A3 Case Study: Orlando International Airport A-7 Appendix A4 Case Study: Seattle-Tacoma International Airport A-9 Appendix A5 A Decision Maker's Guide to Planning and Change A-12 Appendix A6 Other Industries A-31 A P P E N D I X A Case Studies and Other Supplemental Information for Chapter 2 A-1
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Stiles, CPA, Deputy Director, Finance and Administration Kevin Foley, Airports Properties Administrator Bill Konkol, Chief Aviation Technical Systems Specialist Summary Des Moines International Airport is constantly striving to improve customer service and has achieved one of the lowest security wait times in the nation as well as providing grab-n-go concessions service for today's passengers who are in a hurry. Des Moines International Airport saw a cost-effective opportunity to improve customer service by implementing a common-use system during the airport's concourse remodel project to meet expanding flight services.
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For instance, when Des Moines International Airport needs to close portions of the terminal for construction projects, common use will enable them to move airlines and passengers away from the closed areas. Re-aligning airport gates with the common-use system should also reduce passenger congestion in the airport by distributing airline services better throughout the terminal.
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To help accommodate the airport's limited gate capacity and other limited resources, in the early 1990s, the Department decided to implement an airport-wide common-use system. A P P E N D I X A 2 Case Study: Las Vegas McCarran International Airport Common-Use Leadership Las Vegas McCarran International Airport
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The airport generates nearly one half-billion dollars in revenue annually, has an economic impact of nearly $30 billion on Southern Nevada, and employs 18,500 people. Las Vegas McCarran International Airport plans to open a new Terminal 3 in 2012, despite the current slump in the aviation business.
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A-6 Reference Guide on Understanding Common Use at Airports
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The Case Study: Orlando International Airport Common Use -- International to Domestic Orlando International Airport
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Current plans are to take this common-use technology in operation in the International Concourse and apply it to domestic gates to defer capital expenditures resulting from the anticipated growth in air traffic over the next decade. Profile Orlando International Airport began as McCoy Air Force Base.
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The vision of the Port of Seattle is to be the "cleanest, greenest, most energy-efficient port in the nation." The tagline for the Port is "Where a sustainable world is headed." The Port views the environmental programs as a competitive edge for their customers. Case Study: Seattle-Tacoma International Airport Approaches to Common Use Leasing Seattle Tacoma International Airport
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These include • Ensuring Airport Vitality -- common-use solutions provide the foundation for improvements in operation and flexibility to handle the dynamic needs of the airport and airlines. • Be a Catalyst for Regional Transportation Solutions -- common use makes the most effective use of terminal facilities, supporting high-density development and enhanced customer service.
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Seattle-Tacoma International Airport's hybrid gate leasing program reflects current trends in the aviation industry to move from exclusive gates to common-use gates with shorter term airline agreements that allow airlines to re-evaluate use of their space. Under Seattle's program, gates are allocated once per year, allowing month-to-month agreements for non-signatory airlines with a 10% penalty on rates.
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A-17 Change Initiative Design and Implementation.................................................................. A-22 Continuous Improvement/Monitor Progress....................................................................
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In Task 1, Assess Change Readiness, the researchers consider whether an organization is ready to embark on or engage in a change initiative, including the criteria for determining readiness. In Task 2, Plan Strategy, the researchers develop a shared understanding of external and internal 1R.N.
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The arrow from Task 4 to Task 1 signifies that, based on feedback, an organization may embark again on a change initiative. From start to finish, communication and engagement of internal and external stakeholders is key to a change initiative's success.
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There must be a sense of need and direction combined with motivation to indicate change readiness. A change initiative is NOT right for an organization when • Only minor changes are warranted or desired, so there is no sense of urgency.
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For example, the organization lacks information, or is afraid of revealing information about the business. Although these concerns are real and valid, they hamper change initiatives from moving forward.
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❒ Plan the change initiative by asking: • Have any issues associated with organizational readiness been clearly identified (e.g., history of unsuccessful projects or significant organizational changes already underway)
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As with assessing change readiness, someone with power, authority, and influence must champion, commit to, and participate in a strategic planning effort. If an organization wishes to pursue strategic planning and there is no executive champion, the organization needs to consider who should serve in this role and what steps need to be taken to gain their sponsorship.
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What if? : the art of scenario thinking for nonprofits: Global Business Network.
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. A-20 Reference Guide on Understanding Common Use at Airports
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. Strategy development systematically identifies those strategies necessary to achieve the mission and reach the vision, taking into account the current situation and/or SWOTs that either promote or impede reaching the goals and objectives.
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Description A goal of change initiative design and planning is to translate strategies identified during the strategic planning effort into actionable implementation plans. The goal is to move the organization from its current situation to where it wants to be.
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The word "project" as used herein refers to a change initiative design and implementation effort, regardless of purpose or scope. A project plan translates an organization's strategies into an actionable implementation plan.
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Description Continuous improvement programs focus attention on key issues, clarify expectations, facilitate decision making, and emphasize learning and improving. A successful continuous improvement framework is holistic, with appropriate consideration for improving business practices, organizational strategies, and operational decision making.
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E Deming, incorporates performance measurement as a key factor in continuous improvement.13 Performance management is the practice of actively using performance data to improve an organization's operations and performance.
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❒ Initiate change initiatives, as warranted. A-26 Reference Guide on Understanding Common Use at Airports
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Benefits to engaging stakeholders early and often in the spirit of participatory collaboration include the following: • Reduced suspicion and fear • Increased awareness and commitment • Allowance for differing perspectives • Integration of the creativity, knowledge, and experiences of diverse stakeholders • Increased likelihood of buy-in, ownership, and acceptance • Acknowledgment of the unique needs, situations, and interests of diverse stakeholders. Start Here Checklist ❒ Identify internal and external stakeholders who may influence or be influenced by the outcomes of this change initiative.
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id=105830 A-28 Reference Guide on Understanding Common Use at Airports
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Retrieved August 19, 2008, from http://www.centerdigitalgov.com/story.php? id=107407 CH2M Hill, & AWWA Research Foundation.
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Denver, CO: American Water Works Association. A-30 Reference Guide on Understanding Common Use at Airports
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Industries responsively considered alternative service delivery or provision options and optimization in response to an ever-changing business environment. Research indicates that the term "common use" is not readily used outside of the aviation industry, however, there were many examples of industries implementing common-use type arrangements and actively considering alternative service delivery options.
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• Drives continuous improvement by enabling measurement. Mobile Drive mobile application deployment.
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How well are those applications supporting business functions and/or providing critical information on demand? • Application Sophistication – How well do existing software applications position us for moving forward?
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A-34 Reference Guide on Understanding Common Use at Airports
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Other Industries A-35 Tools for Improvement • Strategic planning • Customer service surveys • Internal capabilities and performance including evaluation of core competencies and contracting opportunities • Uncovering span of control issues • Performance measurement framework, metrics comparison. Factor in implementation issues discusses political concerns, legal and financial issues, conflict of interest, and regulatory agency considerations.
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