dallas/fort worth international airport asset management...

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Dallas/Fort Worth International Airport

Asset Management Strategies

November 8, 2011

Carol F. Davis

Vice President – Asset Management Department

PRESENTATION TITLE OR NAME OF GROUP, DATE



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logo. DFW ASSET MANAGEMENT STRATEGIES, NOVEMBER 2011

Dallas/Fort Worth International Airport

18,076 Acres of Land

Seven (7) runways

Five (5) terminals, Terminal D for both international and

domestic service

155 gates

Daily Passengers: Approximately 155,905

2010 Total Operations: 652,261

2010 Total Cargo: 711,606 US tons

Total Economic Output: $16.6 billion

Terminal Renewal and Improvement Program (TRIP)

$1.9 Billion over Seven Years

Terminals A, B, C, E

Scheduled to begin in February 2011

Enhanced Concessions

Expanded/ Reconfigured Security Checkpoints

Enhanced Self-Service Ticketing Areas

Improved Parking

World Rankings: 3rd in terms of aircraft operations and 8th in

terms of passengers

The Airport will ultimately support:

Eight runways

Six terminals

A variety of land development opportunities

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DFW Airport Operations & Revenue

3

TOTAL OPERATING REVENUE

0

100

200

300

400

500

600

700

2004 2005 2006 2007 2008 2009 2010

Th

ou

sa

nd

s o

f D

olla

rs

20

01

20

03

20

05

20

07

20

09

0

200

400

600

800

1,000

Th

ou

sa

nd

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ACTIVITY STATISTICS

Passengers X 100

Operations

Cargo

AIRPORT OPERATIONS

2001 - 2010

AIRPORT OPERATING REVENUE

2001 - 2010




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Dallas/Fort Worth International Airport History

5

Best Selling Book! Terminal D




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Department Organization Authorized Positions – 181

Vacant Positions - 30

VICE PRESIDENT

Carol Davis

INFRASTRUCTURE

OPERATIONS

ASSISTANT

VICE PRESIDENT

Vacant

INFRASTRUCTURE

PLANNING & ENGINEERING

ASSISTANT

VICE PRESIDENT

Tammy Huddleston

SUSTAINABILITY

&

SYSTEMS PERFORMANCE

ASSISTANT

VICE PRESIDENT

Vacant

SUSTAINABILITY

PROGRAMS

MANAGER

Reggie Lee

INFRASTRUCTURE

PLANNING

MANAGER

Mark Moreno

INFRASTRUCTURE

ENGINEERING

MANAGER

Kelly Rattan

ELECTRCIAL, ELECTRONICS

& BAGGAGE HANDLING

MANAGER

Marcella Toomey

SYSTEMS

PERFORMANCE

MANAGER

Eddie Tovar

CONTRACTS

MANAGER

Matt McMahon

QUALITY

ASSURANCE

MANAGER

Joe Lovelady

GROUNDS, PAVEMENT,

SIGNS & MARKINGS

MANAGER

Jud Piner

Supervisor – 1

Elect rical Tech Lead – 3

Electronic Lead Tech – 1

Electric Helper - 1

Electronic Tech – 8 (1 Vacant)

BHS Operators – 6 (1 Vacant)

Electrical Tech – 14 (1 Vacant)

SEAMS Schdlr - 1

Supervisor – 2

Crew Leader II – 6 (1 Vacant)

Signs/Markings Ld Tech – 1

Grnd Wkr II – 15 (1 Vacant)

Grnd Wkr I – 6 (2 Vacant)

Pest Wkr III -1

Small Eng Mech – 1

Pavement Wkr III – 12 (3 Vacant)

Welder – 1

Signs/Marking Tech – 8 (1 Vacant)

Facility Coord – 7

Interim Facility Coord - 3

SEAMS Schdlr – 3 (3 Vacant)

Supervisor – 1

Lead Quality Cntr Tech – 3 (1 Vacant)

Quality Cntr Tech – 23 (1 Vacant)

Planning Engr – 2 (1 Vacant)

Planning Analyst – 3

Infr Engr – 10 (3 Vacant)

Roof Manager - 1

Sr. Cntrs Admin – 2 (2 Vacant)

Supervisor – 1

Cntr Specialists – 3 (1 Vacant)

SEAMS Schdlr – 1

Supervisor – 1

Sust Admin – 1

Sust Prog Analyst - 1

Oper Mech – 2 (1 Vacant)

Recycle Wkr III - 1

Quality Engr – 2 (1 Vacant)

Sys Perf Analyst – 4 (1 Vacant)

Interim Sys Perf Specialist - 1

SEAMS Admin – 1

SEAMS Coord - 1

Admin III - 1

Admin II – 1 Vacant

Temporary

INFRASTRUCTURE

SERVICES

MANAGER

Vacant




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MISSION STATEMENT

8

“The Asset Management Department manages the airport board's multi-billion dollar physical

infrastructure by providing services necessary to ensure the safe and efficient operation of a world-

class airport through core business activities of maintenance, repair, renewal, operation and special

support.”




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Publicly Available Specification 55

9




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Asset /Infrastructure Financing

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CAPITAL RENEWAL + O&M VS RAV

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

4.50%

FY05 FY06 FY07 FY08 FY09 FY10 FY11

AM % FUNDING

NRC/NASA STD - HIGH

NRC/NASA STD - LOW

29%

Gap

Concrete (sf)

Runway 13,920,000

Taxiway 50,227,529

Apron 24,132,823

Perimeter Taxiway 2,385,451

Landside roadways 81,607,680

Total 172,273,483

AOA Markings (sf)

Runway 1,284,388

Taxiway 3,050,212

ARFF RD 251,205

Total 4,585,805

AOA Markings (ea)

Runway Hold Position 141

AEP gate position 150

Painted pave'mt markings 132

Emer. Road traffic buttons 6,240

Reflective batons 5,034

Signs/Fences/Gates

Lighted Signs 1,045

Lighted Windsocks 16

Obstruction Lights 127

Parking Gates 95

AOA Gates 67

Intellikey Gate Locks 37

AOA Fence signs 1,061

AOA Fence (mi)

Chain link fence 38

AIRFIELD INFRASTRUCTURE




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Maintenance Performance Standard Implementation Custodial Services

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SAVINGS !!!

$3.90 PER SQUARE FOOT

FOR THE TERMINAL D

5 YEAR

CUSTODIAL CONTRACT

TERMINAL D 2 MILLION SQUARE FOOT FACILITY




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0

200

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800

1000

1200

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1600

D W M Q SA A

NO

. O

F P

M W

OR

K O

RD

ER

S

TERMINAL B MEPS JULY 2011

COMPLETE

OUT OF RANGE

WORK ORDER MANAGEMENT Terminal B Maintenance Service Contractor

PM Work Order Performance for One Month




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Snow & Ice Removal Equipment Purchase

13

MULTIFUNCITONAL EQUIPMENT

PERFORMANCE CRITERIA

MULTIFUNTIONAL EQUIPMENT

FRONT MOUNTED BROOMS

DEICER TANKER SPRAYER




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ACRP 01-16

Asset and Infrastructure Management for Airports




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Conclusion

Asset Management Strategies

In developing Strategic Asset Management, the following minimum objectives should

be implemented:

• Development of an organization consisting of infrastructure planning and

systems performance functions teaming with engineering and sustainability.

• Development of work standards and criteria

• Improvement in work practices and work order management

• Development of KPIs that track the maintenance of critical systems and

infrastructure renewal funding levels for benchmarking to industry standards

• Development of a five (5) year project planning instrument.

Working relationships with other departments, tenants and contractors should be

developed such that improvement in work processes and maintenance practices

becomes a shared responsibility for improving asset performance, work efficiencies,

capital and O&M funding and KPI and performance measures. Such collaboration will

produce cost effective results that exemplify Baldridge award winning corporation

practices and strategic asset management methodologies.




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QUESTIONS?

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