Airport Owner's Representative (OR) / Airline Technicl Rep (ATR)
In 2014 aviation program managers at a large hub US Airport in conjunction with the stakeholder international airlines determined that given the airline coordination issues involved in the planning, design and construction of a new International Arrivals Facility (IAF), an important role existed for an Airport Owner's Representative (OR) / ATR to provide a single “bridge” of communication and coordination to affected airline tenants. This role is a direct report to the airport (as compared to an airline or airline consortium) primarily to facilitate communication on technical issues between the airlines, the Airport and the project team to support the implementation of the Airport’s new IAF Program. Trillion Aviation was selected to fill this role with Steve serving as project lead.
Various stages of this project will include:
- OR project orientation and stakeholder relationship building.
- Progressive-design build contractor mobilization and coordination.
- Construction coordination, project commissioning and close-out.
Trillion staff understand both the airline and airport issues that exist with the implementation of complicated capital projects like these. As such, Trillion can play a key role in bridging the gaps and creating collaboration and partnership where they could otherwise be conflict in these critical stakeholder relationships.
At the point where there is a change in senior management or a significant change in operations, many organizations step back and review their competitiveness and chart a strategic course of action for the new team. The intent of this assessment would be to conduct an in-depth review of how the airport is operating in key categories and to validate whether the current way of doing business is optimal in light of industry “best practices”. Ensuring relative competitiveness is the goal. This analysis by Trillion Aviation applies to all contracts and resources that make up the airport’s financial and operational structure. As a neutral third party, Trillion Aviation specializes in investigating and implementing industry “best practices” business solutions.
The analysis typically focuses on the following key concepts:
- Operational efficiency
- Creating the most competitive environment to attract and retain customers
- Establishing quantified deliverables
- Effectiveness of current practices in meeting stated goals
- Financial and/or operational “return on investment”
- Transition strategies, plans, investments, and costs
- Contingency planning
The unique scope of a competitive analysis is developed in conjunction with the Airport management team and its final product has been successfully utilized as a tool in a resulting strategic planning workshop.
Computerized Maintenance Management System (CMMS)
A CMMS software package maintains a computer database of information about an organization’s maintenance operations. This information is intended to help maintenance workers do their jobs more effectively (for example, determining which machines require maintenance and which storerooms contain the spare parts they need) and to help management make informed decisions (for example, calculating the cost of machine breakdown repair versus preventive maintenance for each machine, possibly leading to better allocation of resources). CMMS data may also be used to verify regulatory compliance and it can link with financial reporting systems to help airports truly measure an asset’s life cycle costs.
Implementing a new or upgraded CMMS requires not only the roll-out of a new software package, but the introduction of changed internal work procedures. In many situations it serves as a change management tool improving efficiencies and lowering costs.
Steve Wareham is a maintenance subject matter expert and has been directly involved in the implementation of 5 CMMS systems during his career and is currently assisting a large US hub airport in the critical workplace reorganization of staff and introduction of new procedures that need to accompany this system to ensure effective outcomes. Steve has also advised smaller US airports on the implementation of web-based systems that can be tailored to an airports individual needs.
Contract Management Services (interim)
It is projected that 1/3 of all current Airport Directors at Part 139 certificated airports in the United States are eligible to retire within the next five years. This issue will create challenges in the backfilling of open positions. In addition, other key airport staff (CFO’s Assistant Directors etc.) positions may also suddenly open and need timely attention.
Trillion staff has experience at providing a bridge while Airport Boards determine necessary next steps by providing interim airport management services (Trillion brings over 50 years of aviation experience in management, operations, finance and air service development). The experience is not just in one area of focus, it can be within the full spectrum of managing an airport.
Interim management contracts may be able to operate a lower cost than that of a fully burdened staff employee (benefits etc.), we bring industry “best practices” approaches in all facets of the operations and from our background we have a sound understanding of the airport, the community, the dynamics and air service alternatives that we would bring to the table during our assignment.
Safety Management Systems (SMS) Requirements for Airports
It is projected that by early summer of 2015 all part 139 certificated airports will have to meet new SMS requirements as outlined in an October 2010 Notice of Public Rulemaking. An SMS is a formalized approach to managing safety by developing an organization-wide safety policy, developing formal methods of identifying hazards, analyzing and mitigating risk, developing methods for ensuring continuous safety improvement and creating organization wide safety promotion strategies.
ACRP has created a 2 volume guidebook to assist airports in SMS implementation which is essentially a four-part process involving first a gap analysis, then the creation of an airport specific plan, the selection of software or other tracking systems for documentation needs and then full implementation. SMS tasks are eligible for AIP funding, and the FAA has strongly encouraged airports to begin to roll out these plans in anticipation of the new requirements. Steve Wareham can offer assistance to airports throughout any or all of these four critical steps of the process, and in fact Trillion recommends that its client airports consider the early completion of a preliminary gap analysis in order to understand the full costs and impacts of SMS roll-out.