16 November 2007

© UNICONSULT Universal Transport Consulting GmbH, 2007 Nils H. Levsen www.uniconsult-hamburg.de

EUROBIRD: Project ContentsEffectively Unlocking Regional Potentials: Operations and Best Practices in Regional Airport Development

16 November 2007

2© UNICONSULT Universal Transport Consulting GmbH, 2007 Nils H. Levsen www.uniconsult-hamburg.de

EUROBIRD: Project ContentsAbout This Session

So far, you have gained a good understanding of EUROBIRD’s general approach, objectives,

administrative structures, and work components.

Let‘s delve a little deeper into the details of project work!


Overview

Management and Coordination

Communication and Dissemination

Exchange of Experience: Regional Airports as Nuclei of Economic Activity

Exchange of Experience: Sustainability and the Environment

Improvement of Airport Aviation Revenues

Improvement of Airport Non-Aviation Revenues

Cooperation of Regional Airports with On-Site Business Activities

Cooperation of Regional Airports with SMEs in the Region

Integrated Tourism Development

“Regional Airport Academy” for Joint Staff Training

Enhanced Waste and Water Management

Enhanced Energy Management and Hybrid/Electric Vehicles

Integration with Public Transport and Passenger Information Systems

Risk Management: Safety, Fire Prevention, Emergencies

Analysis of Potential Third Party Funding for Extension Projects



Project Co-ordination

General Approach

• Project management and coordination shall be executed by an external service provider, employed through the Lead Partner

• It is intended to subcontract “management and coordination” as well as “financial management” to one single service provider

• Cost-effective access to professional project management expertise, saving limited internal capacity, and releasing time constraints shall be achieved



Project Co-ordination

The Project Coordinator…

• Shall be responsible for the overall organization and coordination of the project activities and components, project schedule and project objectives

• Shall advise the Lead Partner in all administrative decisions.

• Will track project progress and support the timely submission of reports to INTERREG.

• Has to make sure that conference minutes and attendance lists are generated for every event and that outputs and reports are compiled.

• Drafts the activity reports (to be confirmed by the Lead Partner) and must also follow up the reporting requirements set in the different technical components.

• Shall provide information to the other members of the Steering Group and CWG in the implementation of their tasks and responsibilities.



Financial Management

General Approach

• Financial management and coordination shall be executed by an external service provider, employed through the Lead Partner

• It is intended to subcontract “management and coordination” as well as “financial management” to one single service provider

• Cost-effective access to professional project management expertise, saving limited internal capacity, and releasing time constraints shall be achieved



Financial Management

The Financial Manager…

• Is responsible for accounts, financial reporting, the internal handling of ERDF funds, and national co-financing.

• Is furthermore required to be acquainted with national and European procurement procedures.

• Must use professional enterprise resource planning software (i.e. SAP R3) and should have a separate bookkeeping department at his disposal.

• Is required to have experience in the financial management of INTERREG projects and should have preferably been involved in previous SEABIRD, SEAPLANE, or EUROPLANE projects.

• Shall open a trustee account on behalf of the Lead Partner, draw up, submit, and receive payments, transfer funds to partners, and ensure compliance with the auditing procedures.

• Shall draft all financial reports.


Introduction of MKmetric

Methodology


Type of Analysis / Results

Regional Academy idea

Content


Introduction of MKmetric Gesellschaft für Systemplanung mbH

Dr. Benedikt Mandel

- MKmetric was founded 1993 based on the idea to apply science. Special fields of interest are: level & discrete choice algorithms, OR routines for process optimisation, system interdependencies.- Experience: 14 years transport consulting, 18 years research.- Major qualification: multimodal demand & supply, analysis & simulation as well as the development & test of policy instruments and forecasts.- Know how in EU / Interreg project work : STEMM, BRIDGES, ASSEMBLING, SEABIRD, Spotlights, TEN PAN, Forecast 2020, APRON, ETIS-Base/-Agent/-Link, STAC, Worldnet, Toolqit. SEABIRD, SEAPLANE, EUROPLANE Project: Co-ordinator, Trustee, WP-leader- Passenger potential analysis for airlines / airports across 18 European countries- Numerous projects for airlines, railway companies, Ministries of Transport in Germany and some Federal States- For further details please visit our web site: www.mkm.de


Suggested Methodology

Data Collection Data PolishingAirport Passenger Market Potential

Analyses

InternalPresentation of

Implementation Folders and Implicated Revenues

ExternalCommunication

and Dissemination

of Results



What to collect?

Socio-economics

Networks / Schedules

Transport statistics

Charges/fees, revenue

Where to collect?

Region

Airport

Other: nat. statistic office, EC, World Inst., …

Why polishing?

Analysis

Evaluation

Harmonisation

Implementation

Validation

How to do?

System Approach

Region based

Non-linear Functions

Consumer elasticity

Consumer thresholds

Multimodality

Intermodality

Intramodality

Quasi Direct Format

Which internal results?

New economic viable routes

Technical service figures

Catchment

Sheaf

Spatial Distribution

Airport choice

Transfer connections

Accessibility

Fees / Charges / Revenue

What?

To be de-fined by partner.

Why?

Require-ment due to public funding.





businessnon-

businessEn route 20.032 52.527Of which transfer 9.397 12.193Of which O&D passengers 10.635 40.334

TechnicalDistance / flight time 1.072 kilometres 120 minutesSuggested capacity, A/C 70 seatsSuggested Frequency per week 13 / 7 12 months/yearLoad factor 76,46%

Suggested schedule, leave: POZ 07:00 18:00Suggested schedule, leave: CDG 11:00 22:00Remarks to schedule

Suggested airline(s) AF AIR FRANCESuggested flight type ScheduledOther remarks Other airlines possible when code sharing with Air France

21.59050.969

E70 Embraer 170

reduced frequency on weekend

Estimated passenger demand 2006, both directions

total

72.559

For each route identified:- passenger demand- passenger flows covered - service figures- fees / charges for the airport in focus ...





... and additionally- listing of transfer destinations- catchments by spatial distribution ...

Top 87 Transfer Destinations for POZ - CDG

From - Via To Destinationconn. [week] From - Via To Destination

conn. [week]

POZ - CDG ABZ ABERDEEN SCOTLAND UK 12 POZ - CDG LED ST. PETERSBURG(PULKOVO) RUSSIAN FED.1

POZ - CDG ADB IZMIR TURKEY 1 POZ - CDG LHR LONDON(HEATHROW) ENGLAND UK 7

POZ - CDG AGP MALAGA SPAIN 7 POZ - CDG LIS LISBON PORTUGAL 6

POZ - CDG ALC ALICANTE SPAIN 6 POZ - CDG LOS LAGOS NIGERIA 7

POZ - CDG AMS AMSTERDAM NETHERLANDS 3 POZ - CDG MAA CHENNAI INDIA 7

POZ - CDG ATL ATLANTA(INTL) GEORGIA USA 7 POZ - CDG MAD MADRID SPAIN 12

... ... ... ... ... ... ... ...

5.3 CDG





Catchment area / market penetration: POZ

Orig Transf Dest Share busi Share privTXL --- BRU 10% 36%POZ FRA BRU 17% 19%POZ WAW BRU 28% 19%POZ MUC BRU 7% 9%POZ CPH BRU 23% 9%POZ --- FRA 6% 4%POZ VIE BRU 5% 2%POZ WAW AMS 3% 1%POZ THF BRU 1% 0%POZ CPH AMS 2% 0%

Airport Choice / Consumer Choice : Poznan-Paris




Identification of Airports’Educational Requirements

Development of Academy Setup

Development ofClass Syllabus

Identification of Internal and ExternalInstructors

Implementationof Courses


In context to „Improvement of Aviation Revenues“ one may think about:

- Exchange of the market analysis process between partners

- Exchange of marketing processes between partners

- Learning by doing using an online analysis tool


Thank you very much.Thank you very much.

MKmetric Gesellschaft für Systemplanung mbHDr. Benedikt MandelDurlacher Allee 4976131 KarlsruheGermanyPhone: 0049 - 721-96160 - 0Fax: 0049 - 721 96160 - 99email: [email protected] site: www.mkm.de

For questions please feel free to get in contact with us.


Exchange of Experience

General Methodology

Data Collection,Research

Data Analysisand Evaluation,SWOTs Analyses

Best PracticeIdentification andDocumentation

InternalBest Practice

Exchange


and Dissemination

of Results

The methodology depicted above is generally suggested for all exchange-of-experience activities if not specified otherwise.




Potential Contents & Outputs

• Benchmarking: comparative analysis of participarting airports‘ non-aviation revenues

• Revenue volume

• Revenue sources / structural mix

• Revenue growth rate

• Shifts in structure mix

• Identification of optimum growth

• Conception of development opportunities

• Workshop

• Good practice guide “Non-Aviation Revenues”

Figure 16: Non-aeronautical revenue per non-aeronautical employee 2002 (in €)

350,000

124,020

106,027

70,100

67,500

64,500

63,900

61,375

60,500

55,000

51,692

49,361

42,750

36,400

27,055

17,291

15,105

5,500

439,774

0

50,0

00

100,0

00

150,0

00

200,0

00

250,0

00

300,0

00

350,0

00

400,0

00

450,0

00

Stavanger (N)

Kristiansand (N)

Inverness (UK)

Hanover (D)

Ostend-Bruges (B)

Bremerhaven (D)

Groningen (NL)

Växjö (S)

Molde (N)

Kirkwall (UK)

Kristiansund (N)

Braunschweig (D)

Aalesund (N)

Kortrijk (B)

Kristianstad (S)

Bremen (D)

Sumburgh (UK)

Wick (UK)

Cuxhaven / N. (D)



Data Collection at Airports: Business Structures, Revenue

Volumes, etc.

Data Analysisand Evaluation, SWOTs for the Various Types of Non-Aviation Businesses


InternalBest Practice

Exchange


and Dissemination

of Results





Cooperation of Regional Airports with On-Site Business Activities


• Questionnaire for all participating airports

• SMEs on/near airport grounds

• Cooperation between airport an on-site SMEs (e.g., marketing, lobbying, logistics)

• Airpark development (yes/no, what stage, how successful, what business structure, what sequence)

• SWOT analysis and comparative analyses of collected data

• Study visit at successful airpark (i.e. Baden)

• Good practice guide (GPG) for the documentation and presentation of best practices in cooperation between airports and on-site SMEs

• Workshop for best practice exchange

• Dissemination of results, possibly discussion forum or “SME and Entrepreneur Open House” at participating airport


INDUSTRIAL COMPANIES (EITHER PRODUCTS AND TECHNOLOGY)

SERVICE PROVIDERS (EITHER BASIC AND ADVANCED SERVICES)

VALUE CHAIN RELATED

OPERATORS

FINAL CLIENTS (PASSENGERS, SHOPPERS, AIRPORT SERVICE USERS)

INTERMEDIATE CLIENTS (AIRLINES AND SHOPKEEPER)

VALUE CHAIN RELATED

OPERATORS

RAILWAYS AND BUS COMPANIES ROAD AND MOTORWATS COMPANIES MARITIME SERVICES COMPANIES CAR RENTAL CMPANIES

LOGISTIC OPERATORS

LINKEDOPERATORS

TOUR OPERATORS TRAVEL AGENCIES, HOTELS

OBIETTIVI E MISSION AZIENDALE

Exchange of Experience: Regional airports as Nuclei of Economic Activity




Data Collection,Research

Data Analysisand Evaluation


ImpactCalculation

ResultsMonitoring



Assessment of existing SMEs:

dimensions (employees, turnover)

location products/activity filing with regard to

the airport (supplier, clients, business facilitators, indirect stakeholders) and to the sector (e.g. trade, tourism, etc.)

Rating of existing SMEs:

definition of a set of efficiency/effectiveness indicators (technical, economical and managerial)

calculation of the present value for each indicator

Definition of the goals to be reached by any SME:

benchmarking activity among SMEs outside of the region in order to identify the best practices

Definition of the envisageable impact of any airport initiative:

inside and/or outside the value chain

both on SMEs (indicators) and on the community (e.g. occupation)

Implementation of a monitoring system of the results achieved:

definition of indicators, of the checks to be operated with the related timing

deviation analysis and motivations

identification of corrective measures which enhance cooperation between airports and SMEs





• Collection of data and information on existing SMEs

• Definition of a set of indicators and value calculation

• Benchmarking activity on SMEs outside of the Region and definition of the benchmark to be reached by any SME in the region

• Monitoring system implementation: checks, timing, deviation, motivations and corrective measures

• Assessment of existing SMEs in term of characteristics and indicators (present situation vs target situation)

• Definition of the impact/sustainability of any airport initiative on regional SMEs and for the community and check the results currently achieved

• Enhancement of cooperation between airports and local SMEs

CONTENTS OUTPUTS

AIRPORT AS A DEVELOPMENT INSTRUMENT FOR ITS TERRITORY



Integrated Tourism Development


• Analysis of developable tourist attractions at partners’ regions (celebrities, recurring events, historical or natural heritage)

• Study visits to regions with great success in integrated tourism and regional airport development, i.e.

• Jukkasjärvi, SE (Ice Hotel)

• Rovaniemi, FI (Santa Claus Airport)

• Dialogue with experienced developers of tourism concepts in other regional airport regions

• Workshop

• Good practice guide „Integrated Tourism Development“

Jukkasjärvi




• Identification of airports‘ traning needs and requirements

• Concept plan “Regional Airport Academy”

• Format of trainings

• Contents of trainings / syllabus

• Identification of experienced faculty for trainings (partners and external experts, depending on topic)

• Time planning for seminars

• Implementation of trainings / courses

• Evaluation of results

• Life time beyond project duration

• Could the RAA work successfully without further INTERREG support?

• Are partners interested to advance this educational arrangement in the long-term?





Identification of Airports’Educational Requirements

Development of Academy Setup

Development ofClass Syllabus

Identification of Internal and ExternalInstructors

Implementationof Courses




Enhanced Waste and Water Management


• Data collection

• Water use

• Waste generation (quantities, types)

• Recycling and disposal practices

• Costs

• Data analysis and benchmarking

• Best practice identification and exchange

• Workshop

• Action plan “Better Waste and Water Management for Regional Airports”



Enhanced Energy Management and Hybrid/Electric Vehicles


• Assessment of airport energy needs

• Cost assessment

• Identification and evaluation of energy saving practices

• Feasibility and cost of introduction of hybrid/electric vehicles

• Feasibility of on-site generation of renewable energy

• Concept study “Energy Management, Conservation & Generation”

• Development strategy „Towards Sustainable Ground Transportation”

• Workshop

• Pilot implementation with test vehicle





• Analysis of available ground transportation

• Modes (private car, taxi, bus, train,…)

• Frequencies and schedules

• Evaluation of ground transportation schedules and airline schedules – possibly harmonization suggestions

• Analysis of availability of ground transportation information for airport passengers and visitors (i.e., signs, screens, information terminals)

• Installation of passenger information systems for improved information availability

• Workshop

• Good practice guide



Data Collection,Research (i.e. public transport schedules, airline schedules, passenger volumes per hour)

Data Analysisand Evaluation,

SWOT

Best PracticeIdentification,

Documentation, and Exchange

Communication with Public Transport Providers,

Possibly Installation of Information Terminals


and Dissemination

of Results





Risk Management: Safety, Fire Prevention, Emergencies


• Data collection and analysis of technological risks due to regional airport operations

• Assessment of legal requirements and standards

• Classification of risks in categories

• Identification of best practices in risk management and emergency handling

• Best practice exchange

• Safety Management System (SMS)

• Workshop

• Development of update for airport emergency handbooks

• Good practice guide “Risk Management at European Regional Airports”


• Analysis of involved airports development plans:

• Planned investments

• Expected new routes

• Questionnaire for participating airports that already successfully applied for funds: identifications of best practices

• Identification of possible funds

• Identification of guidelines for the application of funds


Analysis of Potential Third Party Funding for Extension Projects


• Updating of data on EU cohesion policy for 2007-2013:

• Guidelines

• Decisions

• Regulations

• Focus on funds available for Partners countries:

• National Strategic Reference Framework

• Operational Programmes

• Support in the elaboration of material for the participation in calls


IDENTIFICATION OF POSSIBLE

FUNDS

EU SIDE

BEST PRACTICE ON MODALITIES

FOLLOWED FOR THE RECEIVING AND

IMPLEMENTATION OF EUROPEAN

FUNDS

AIRPORTS THAT HAVE ALREADY APPLIED FOR EU FUNDS

AIRPORT DEVELOPMEN

T PLANS

OPENING OF NEW ROUTES

PLANNED INVESTMENTS

AIRPORTS BENEFICIARIES OF THE

STUDY

AIRPORT DEVELOPMEN

T PLANS

IDENTIFICATION OF MAIN ACTIVITIES TO BE CARRIED OUT IN ORDER TO APPLY FOR THE

FUNDS

EU GUIDELINES

EU REGULATIONS

EU DECISIONS

OPERATIONAL PROGRAMMES

NEW COHESION POLICY FOR2007-2013



Thank you verThank you very much.y much.

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