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Report 69Asset and InfrastructureManagement for Airports

June 2012


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Contents Background to the project

What is Holistic Asset Management?

Main Findings of the Research

Getting Started Primer Highlights

Guidebook Highlights

Conclusions


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Researchers

GHD Consulting Inc.

Principal Investigator:

Larissa James

Shivprakash Iyer

Crystal McNeely

Wayne Francisco

Duncan Rose

Sophie Denford

Keith Brown

Christian Roberts

Rex Harland

Colin James

Scott Sellers

Transsolutions LLC

Gloria Bender

Rex Roe

Applied Research Associates Inc

David Hein

Allen Parra

Lawrence Smith PE

Lawrence Smith


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ACRP 01-16 PanellistsChair

Ms. Karen Scott, P.E.

Deputy Executive Director - Planning & Engineering

Louisville Regional Airport Authority

Members

Ms. Carol M. F. Davis

Vice President, Asset Management

DFW International Airport/Asset Management

Mr. Josh Francosky, AAE

Senior Airport Planner

Hartsfield-Jackson Atlanta International Airport

Mr. Royce Holden

IT Director

Asheville Regional Airport

Ms. Joyce K. Johnson

President

CAD Concepts, Inc.

Ms. Therese "Teri" Norcross, CPA

Finance Manager

Missoula County Airport Authority

FAA Liaison

Mr. Kevin C. Willis

Airport Compliance Officer

Federal Aviation Administration

FHWA Liaison

Mr. J. B. "Butch" Wlaschin, P.E.

Director, Office of Asset Management

Federal Highway Administration

Other Liaison

Mr. Matthew J. Griffin

Manager Policy and Regulation

Airports Council International - North America

TRB Liaison

Mr. Thomas Palmerlee

Associate Division DirectorTransportation Research Board

ACRP Staff

Ms. Marci A. Greenberger, AAE

Senior Program Officer

Transportation Research Board

Airport Cooperative Research Program

Ms. Tiana M. Barnes

Senior Program Assistant

Transportation Research Board


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Key Airport ParticipantsLong Survey ParticipantsMiami International AirportCorpus Christi International AirportToronto Pearson International AirportCincinnati/Northern Kentucky Int. AirportChurchill Manitoba AirportJackson Municipal AirportMinneapolis/St. Paul International AirportSacramento International AirportFresno Yosemite International AirportHartsfield-Jackson Atlanta International Airport

Chicago OHare International AirportDallas/Fort Worth International AirportReno-Tahoe International AirportMcCarran International AirportBangor International AirportGreenville Spartanburg International AirportPalm Springs International AirportJacksonville International AirportOakland International AirportCharlottetown AirportMemphis International AirportSeattle Tacoma International AirportVancouver International AirportWinnipeg Airports AuthoritySpringfield Branson National AirportSalt Lake City International AirportLouisville International AirportLouis Armstrong New Orleans Int. AirportAddison AirportSan Francisco International AirportTallahassee Regional AirportWashington Dulles International AirportNashville International AirportGatwick, UK

Short Survey Participants

Large Hub

Addison AirportArlington Municipal AirportBaltimore Washington International AirportChicago OHare International AirportDenver International AirportDetroit Metro AirportGeorge Bush Intercontinental AirportMinneapolis/ St. Paul International Airport

Medium HubAustin Bergstrom International AirportCincinnati/Northern KentuckyColorado Springs Municipal AirportGeneral Mitchell International AirportLambert St. Louis International AirportManchester Boston Regional AirportMemphis International AirportSacramento International AirportSouth West FL. International AirportVancouver International AirportAlbuquerque International Airport

Non-HubBangor International AirportGrand Canyon National Park AirportMetropolitan Knoxville Airport AuthorityMissoula International AirportPittsburgh International AirportSaint John Airport Canada

Small HubSan Diego International AirportAtlantic City International AirportBaton Rouge International AirportCorpus Christi International AirportDes Moines International AirportFresno Yosemite International AirportGerald Ford International AirportGreenville Spartanburg International AirportHuntsville International AirportLong Island Macarthur Airport

Preston Smith International AirportTallahassee Regional AirportTucson International AirportTulsa International AirportValley International AirportWichita Mid-Continent Airport

Site VisitsDallas/Fort Worth International AirportMiami International AirportAddison AirportGreenville Spartanburg International AirportSacramento International Airport

Toronto Pearson International AirportBangor International AirportGatwick London AirportBrisbane Airport CorporationAuckland AirportCharlotte Douglas International

Conference CallsPort Authority of NY and NJPort of SeattleSarasota International AirportDenver International AirportCincinnati International Airport


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What is Holistic Asset Management?

Systematic and coordinated activities and practices through which anorganization optimally and sustainably manages its assets and assetsystems, their associated performance, risks and expenditures over

their life cycles for the purposes of achieving its organizational strategicplan.

rencana strategis didefinisikan sebagai:

"Secara keseluruhan rencana jangka panjang bagi organisasi yang

berasal dari, dan mewujudkan visi, misi, nilai, kebijakan bisnis,kebutuhan pemangku kepentingan, tujuan dan pengelolaan risiko."Source: PAS 55 Part 1 2008


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Main Findings of the Research

Aviation Planning, Seattle-Tacoma

International Airport, Asset

Management is a planned and proactive

strategy for optimizing the life of vitalfacilities. The business management

practices are based on total cost of

ownership for ongoing renewal,

maintenance and operation. They are a

source of competitive advantage and

critical to the long term stewardship of

airport infrastructure

An holistic approach to asset management

helps infrastructure managers to:

Do more with less

Identify and manage risks to the business

Make better investment decisions Extend asset life, reduce downtime, achieve

better control over performance

Align decision makers to a common purpose

Respond more easily to changes in the

regulatory and commercial environment

Examples:

13.5% increase in pavement life

Pavement levels of service maintained with

30% reduction in budget


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Standards No current standard for holistic infrastructure management in the

US

ISO 55000 series of standards currently under development

Using the British Standards Institute Publicly Available SpecificationPAS 55 as a basis

Due for completion by end of 2013

Recognized guidebooks for infrastructure asset managementInternational Infrastructure Management Manual produced andpublished by

Institute of Public Works Engineering, Australia (IPWEA)

National Asset Management Steering Group, NewZealand (NAMS)


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The model - Asset Management Framework


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What Asset Management could mean to you?CEO and Board Better understanding of future needs to service customers competitively

Budget and Finance Reduce unforeseen post-budget capital needs

Provide 10 year and beyond forecast of capital, operations, maintenance needs

Price forecasts to address changing infrastructure investment needs

Planning Manager Planning requirements for infrastructure and assets included in airport assetmanagement plans

Engineering Manager Greater lead time on project work load, processes for continuous improvement in

design and construction standards, improved engineering records, data and

knowledge management

Operations Manager Support for and focus on achieving operating efficiency and effectiveness, and service

level outcomes

Maintenance Manager Increased support for improved maintenance processes and practices

Environmental Manager Awareness of the environmental consequences of infrastructure failures and ability to

pre-plan mitigations

Information Technology Greater awareness and understanding of the specific system functionalities needed to

support the business


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How the model fits with current airport

planning approachesRISK IDENTIFICATION OPPORTUNITIES

AIRPORTS STRATEGIC PLAN

RISK

MANAGEMENT

PLAN

MARKETING

PLANBUSINESS PLAN MASTER PLAN LAND USE PLAN

INSURANCE AIR SERVICE CONTRACTS FACILITIES ACQUISITIONS

ASSETMANAGEMENT

PLAN

RESOURCE AND

STAFFING PLAN

TRAINING AND

DEVELOPMENT

PLAN

Business Finance

Planning and Development

Administration


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Governance Structures


14/23

Best Management Practices Asset

Management Planning

Airport AMP

Landside andAirside Facility

and Systems

AMPs

Asset Strategies

MMI (MaintenanceManaged Item) Level

Conveyor

Baggage Handling System

Passenger Boarding Bridge

Lift Column


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10 Step Process to Asset Management

Develop

AssetRegistry

Assess

Performance,Failure Modes

Assess

Performance,Failure Modes

Determine

ResidualLife

Determine

ResidualLife

Determine

Life Cycle &

ReplacementCosts

Determine

Life Cycle &

ReplacementCosts

Set Target

Levels ofService (LOS)

Set Target

Levels ofService (LOS)

Determine

Business Risk

(Criticality)

Optimize

O&M

Investment

Optimize

O&M

Investment

Optimize

Capital

Investment

Optimize

Capital

Investment

Determine

Funding

Strategy

Determine

Funding

Strategy

Build AM

Plan

Build AM

Plan

2. What is my required

level of service?

3. Which assetsare critical

to sustained

performance?

4. What are my best O&M andCIP investment strategies?

5. What is my best long-termfunding strategy?

1. What is the current state of my assets?

Source: US EPA Asset Management Training


16/23

Asset Management Systems

Integration between

financial and technical data

and information

Decision support tools to

analyze asset data and

information for optimized

investment decision making

Work

Orders

Preventative

Maintenance

Inspections

Resource

Labor

Tracking

Service

Contract/

Vendors

Maintenance of

Assets

Rolling

Stock

Facilities

Materials

Equipment

Asset

Tracking

Inventory

Receiving

Historical

Data

Budget and

Planning

Warehousing

Requisition

Purchasing

Asset

Management Data

Hub

Apply data and

business rules

using the airport

data hub

After data and business

rules are applied hand

off to financial

management

information system

Financial

Management

Information System

Clean DataBusiness

RulesData rules

Above systems update the data hub

To/From

Updates asset

management

information

system

In addition, applicable

functional areas and thedivisions are updated


17/23

Getting started Report 69: PrimerThe what and why for Executive

Management

Overview of an asset and infrastructure management program

Components

Benefits and costs

Report 69: GuidebookThe how for Implementers

Overview of how to implement a framework, develop andimplement Asset Management Plans

Undertake continuous improvement reviews


18/23

Primer Table of Contents Why Asset Management for Airports?

What can Asset Management do for you?

Introduction and Primer Overview

Introduction to Asset Management

Asset Management Policy Asset Management Objectives, Strategies and Plans

Asset Management Enablers

Implementation of Asset Management Plans

Performance Assessment and Improvement

Management Review

Pulling it all Together: Implementing an Asset ManagementFramework

Concluding Observations


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Primer HighlightsUndertake an asset management maturity/gap

assessment to prioritize an implementation roadmap:Primer Table of Contents

What does Asset Management do for you?

Introduction and Primer Overview

Introduction to Asset Management

Asset Management Policy

Asset Management Objectives, Strategiesand Plans

Asset Management Enablers

Implementation of Asset Management Plans


Management Review

Pulling it all Together: Implementing an

Asset Management Framework

Concluding Observations

Series 1 = Your Assessment

Series 2 = Top 10 % of Airports in the US

Series 3 = Best Appropriate Practice


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Guidebook Table of Contents Introduction and Guidebook Overview

Implementing an Asset Management Framework: Establishing

the Foundation

Asset Management Objectives Asset Management Strategies and Plans

Airport Information and Data Systems

Implementation of Asset Management Plans: Lifecycle

Processes and Best Appropriate Practices


Management Review


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Guidebook Highlights10 Step Asset Management Plan development process:

Example for a Passenger Boarding Bridge (PBB)

Guidebook Table of Contents

Introduction and Guidebook Overview

Implementing an Asset Management

Framework: Establishing the Foundation

Asset Management Objectives

Asset Management Strategies and PlansAirport Information and Data Systems

Implementation of Asset Management

Plans: Lifecycle Processes and Best

Appropriate Practices

Performance Assessment and

Improvement

Management Review

Develop

Asset

Registry

Assess

Performance,

Failure Modes

Assess

Performance,

Failure Modes

Determine

Residual

Life

Determine

Residual

Life

Determine

Life Cycle &

Replacement

Costs

Determine

Life Cycle &

Replacement

Costs

Set Target

Levels of

Service (LOS)

Set Target

Levels of

Service (LOS)

Determine

Business Risk

(Criticality)

Optimize

O&M

Investment

Optimize

O&M

Investment

Optimize

Capital

Investment

Optimize

Capital

Investment

Determine

Funding

Strategy

Determine

Funding

Strategy

Build AM

Plan

Build AM

Plan

2. What is my required

level of service?

3. Which assets

are critical

to sustained

performance?

4. What are my best O&M and

CIP investment strategies?

5. What is my best long-term

funding strategy?

1. What is the current state of my assets?


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Guidebook Highlights10 Step Asset Management Plan development process: Example for a Passenger Boarding Bridge (PBB)

Installed

Date

Asset

Class

Original

Cost

Estimated

Effective

Life

Condition

Rating

Current Year 2011 Year $ Years 1 to 10

Level 1 Level 2 Level 3 Level 4 Act or Est Tab A Act or Est Tab A

1 - Gate -11 Gate 1 PBB -111PC Air -1111 Air Hose 2010 2 1,275$ 5 2

-1112 Condenser 2005 2 2,705$ 15 3

-1113 Compressor 2005 3 1,445$ 15 3

-112 400 Hz Power -1121 Cord 2010 5 765$ 5 2

-1122 Plug 2008 5 595$ 3 2

-1123 Retractor/Cable Hoist 2005 5 765$ 15 5

-113 Potable Water -1131 Cabinet 2005 7 595$ 15 7

-1132 Hose 2010 7 1,725$ 5 2

-114 Interiors -1141 Wall covering 2005 7 340$ 7 6

-1142 Carpet 2008 7 442$ 3 7

-1143 Hand rails 2005 7 765$ 15 3

-115 Rotunda -1151 Bearings 2005 3 595$ 15 8

-1152 Curtain 2008 7 765$ 3 2

-1153 Base Column 2005 3 9,000$ 15 2

-116 Pedestal 2005 7 595$ 15 7

-117 Tunnel assembly -1171 Tunnel Assemblies 2005 7 85$ 7 7

-1172 Tunnel Roller Assemblies 2005 3 8,600$ 10 8

-118 Wheel Bogie -1181 Assembly 2005 7 595$ 10 6

-1182 Wheel 2005 3 1,360$ 15 8

-1183 Tire Pneumatic 2008 3 765$ 3 7

-1184 Wheel Motor DC Drive 2010 4 595$ 5 6

-1185 Wheel Motor AC Drive 2009 3 4,250$ 5 5

-1186 Tire Solid 2005 3 6,800$ 10 6

-119 Lift Column -1191 Lift Column Motors 2005 4 5,100$ 15 6

-1192 Lift Column Ball Screws 2005 4 850$ 15 6

-120 Cab Assembly 2005 7 595$ 25 6

-121 Cab Curtain 2005 7 765$ 15 6-122 Cab Bumper 2005 7 595$ 15 7

-123 Stairs 2005 7 595$ 15 6

-124 Bag chute 2005 7 765$ 15 4

-125 Use/power meter 2005 5 765$ 15 4

Asset Register and Hierarchy

$0

$50,000

$100,000

$150,000

$200,000

$250,000

2011

2013

2015

2017

2019

2021

2023

2025

2027

2029

Investment Profile - Passanger Boarding Bridge

Operations $

PM $

Capital $

Avg Annual $

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Capital $ 2,000$ 38,400$ 3,500$ 18,000$ 48,000$ 130,500$ -$ -$ -$ 50,800$

$294,617.85

Avg Annual $ $77,180.89 $77,180.89 $77,180.89 $77,180.89 $77,180.89 $77,180.89 $77,180.89 $77,180.89 $77,180.89 $77,180.89

Annual Depreciation $ 6,079.01$ 6,079.01$ 6,079.01$ 6,079.01$ 6,079.01$ 6,079.01$ 6,079.01$ 6,079.01$ 6,079.01$ 6,079.01$

PM $ 32,450$ 32,450$ 32,450$ 32,450$ 32,450$ 32,450$ 32,450$ 32,450$ 32,450$ 32,450$

Operations $ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$


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THANK YOU

For more information contact:

Report 69 Principal Investigator:Larissa James [email protected]

or

Crystal McNeely [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]

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