Airport Master Planning | My Assignment Tutor

David StewartICAO Airport Master Planning Task Force Subgroup LeaderAirport Master Planning –Process & UpdateICAO Airport Planning Seminar for the SAM RegionLima, Peru | 10-14 Sep. 20181Speaker: David Stewart• Managing Director, DMS Consulting• ICAO Job Card 014 leader• Email: [email protected] Card 014Update of ICAO Document 9184:Airport Planning Manual –Part 1: Master PlanningICAO AMPTF4 GOAL:Update existing ICAO Airport Master PlanningDocumentation.(Doc 9184-AN/902: Airport Planning Manual, Part 1 – Master Planning)Existing ICAO document last revised over 20 years ago. Muchin theaviation/airportindustryhaschangedincluding airport privatization.ICAO documentation needs to recognize and support this trend.In 2016 ICAO assembled an initial Task Force of 23(twenty-three) volunteer industry advisors / consultants toupdate the ICAO Airport Planning Manual (Part 1: MasterPlanning)An initial meeting was convened at ICAO HQ in Montrealon September 14/15, 2016 to introduce task forcemembers, begin deliberations, confirm sub-group workteams and provisional leads/co-leads and agree next steps.AMPTF members:6Consultants Regulators Airports Intl. OrganizationsFour (4) separate work teams address the 4 main sectionsof the current Master Plan manual: Section 1:Section 2:Section 3:Section 4:The Airport Planning ProcessAirside Development (Runways, Taxiways, etc.)Landside Development (Pax Terminal, GTC, etc.)Airport Operations and Support Elements (ATC, Mtx Hangars, Catering, etc.)Each Section team consists of three to five members with alead and co-lead.Task Force members agreed on additional topics to includein the updated manual:• Collaboration / Communication strategies with externalstakeholders• Surface Access/capacity issues – road, rail (regional andcommuter), ferries, etc• Airport City developments(continued):• Sustainability• Passengers with Reduced Mobility (PRMs)• Military operational interfaces – airport “sharing”• General aviation – airport “sharing”ICAO Work program:• Final draft of completed update duefrom AMPTF work team early Q42018.• Additional phases required for editing,translation (6 languages) and printing2019• final hard-copy versions available Q42020.ICAO Document 9184Airport Planning Manual – Part 1: Master PlanningSection 1: The Airport Planning ProcessWhat is an airport master plan?An airport master plan is the airport‘s vision of how theultimate development potential of the airport could berealized.• It is a physical representation of an airport’s long-termcapital investment / business plan• It will provide an indication of how capacityenhancement may proceed over the short (0-10 year),medium (10-20 year) and long (20+ year) terms.12A master plan indicates how developments are linked to:• Air traffic type & demand• Economic & environmental factors• Investment requirements• Financial implications & strategiesMaster plans should be developed for new and existingairports to guide their development and business strategy.13A master plan is a long-term guide to development thatsupports an airport’s business development strategy.It underpins a preliminary assessment of financing.It is an indication of required investment levels.14A master plan provides acontext for constructiveconsultation to take placebetween all stakeholders,with the objective ofreaching a consensus on allmajor decisions & changesto the plan over time.15Airport master plans at major airports should be reviewedregularly and also when significant changes in demandoccur.This ensures that future plans reflect the latest marketconditions, technological improvements & emergingtrends.16Without a Master Plan?…There is a real andsignificant risk that shortterm decision making willresult in capital intensivecapacity enhancement projects that are poorly locatedand inappropriately sized.Without a Master Plan?…Result: Wasted capital onprojects that potentially restrictthe airport’s overall capacityand performance, therebyimpeding the airport’s ability tofully utilize the runwaysystem’s ultimate capacity.A Master Plan is not:• A detailed and definitive airport design• A detailed development program• A financing plan• A business plan• A final solution19The changing nature of the airlinebusiness & the potential for this toimpact on an airport’s strategicdirection dictates that the masterplan should be routinely reviewedabout every 5 years.2021A Master Plan is not:• An expensive and timeconsuming exercise• Something that is done onceand forgotten• A study restricted to thephysical boundary of theairport property itselfWhy have a Master Plan?A Master Plan is required sothat all airside, landside andairport support elements candevelop, expand and improvethe operational flexibility andefficiency of their business ina structured, balanced andorderly fashion.22A Master Plan ensures that the potential of the availableland and the capacity of the airport’s runway system andterminal area will be maximized.Airports need a Master Plan to guide their futureinfrastructure development in a logical, cost efficient andaffordable mannerA Master Plan also ensures that any adverse impacts onthe businesses of the airport and its stakeholders both onand off the airport site are minimal.Master Plans can be tailored to suit specific airportconditions and situations.Airports subject to aggressive and continuous growth (+5%annually) should consider producing and regularly updatinga Master Plan. This requirement should be imbedded inregulatory process and included in privatizationagreements and contracts.24The level of detail in a Master Plan is a function of:• The size, issues & opportunities at the airport• Budget considerations include investment so that thedecision making process is appropriate & the evolutionof the plan adequately reflects local conditions & thespecial circumstances of its users• National policies & regulations2526The airport planningprocess can be tailoredto suit the size of theairport and the availablefunding.Steps outlined in thechart can be combinedto simplify the overallprocess.27However some stepsare key to the overallprocess:• Forecasting• Data Analysis• Option Development• Preferred Option• Financial Analysisand PhasingMaster Plan Phasing and TriggersUseful Master Plans look far into the future (20 years +).The future is uncertain.Good planning therefore addresses “project phasing”guided by “development triggers”.28Phasing:Not everything has to happenall at one time.Balanced capacity enhancements.Different projects occur asdemand and funding dictate.29Triggers:Throughput triggersproject start withsufficient “Lead time”.New capacity delivered30Lead timeTriggersTriggers are established based on agreed levels of“throughput” – i.e.:– Annual aircraft movements– Annual passenger numbers– Hourly peak passengersTriggers are NOT based on time (2020, etc.)This allows the phased development program to “flex” withthe variations in actual growth and assists in the delivery of“Just in Time” infrastructure.31Developing an airport MasterPlan by following the MasterPlan Process:• Delivers a long termdevelopment strategy thatsupports the vision of theairport’s future.Summary33(cont.)• Provides an airport development plan that fits the budget.• Addresses stakeholders issues and deliversinfrastructure that is fit for purpose.• Delivers infrastructure that comes on line as and whenneeded.• Outlines development phases and the associated growthtriggers.• Minimizes the risk of compromising the airport’s ultimatedevelopment potential; the optimal future.Mr. David StewartDMS [email protected] andDiscussion

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