paul neal - session 3: implementing the strategic development plan
DESCRIPTION
AIRPORT CITIES DAY 2 STREAM A SESSION 3TRANSCRIPT
AIRPORT CITIES
IMPLEMENTING THE STRATEGIC PLAN - KUALA LUMPUR, APRIL 2 2014
Stream A, Session 3
Paul Neal, Principal, Strategic Project Development Parsons Brinckerhoff
Alignment of Local & Regional Governance Structure
Ability To Pass Legislation
The Importance of Supporting Infrastructure
Access To Finance
Presence Of A Skilled & Experienced Workforce
We’ve Identified 5 Key Enablers for Successful Implementation
The Key Stakeholders in the Governance Structure Must be Aligned
5 Key Stakeholders In A Typical Governance Structure • The Airport - Acts As The Primary Hub For Economic Development • The Principal City/Community Anchoring The Region • Neighboring Communities • Support Agencies • Business & Commercial Partners
(1.1) Co-Ordinated Local & Regional Governance Structure
The Airport Is Typically Responsible For
– Working With Airlines To Develop A Comprehensive Route Network
• Range Of Key Business Destinations & • Frequency Of service • Works To Promote The Accessibility & Connectivity That Aviation Enabled
Business Demands
– Development Opportunities Up To The Airport Fence Line
• Includes Direct Aviation Related Land Use • Plus Development of Airport Land for Related Economic Activity
(1.2) Governance Structure - Airport
Professor J. D. Kasarda The 3’s
Accessibility, Accessibility, Accessibility
Principal City/Municipality
– Assumes Regional Leadership Role
– Establishes Forum For Multi-Agency Participation
– Promotes Business and Commercial Development
– Acts on a National & International Stage
– Can Empower Airport to Act Entrepreneurially e. g Financial Enhancements to
Airlines Develop Route Network
(1.3) Governance Structure – Principal City/Municipality
Manchester Town Hall Picture: Courtesy of Wikipedia
Typically More Than One Community Surrounds An Airport
– Can Complicate Governance Structure
– Airport Ownership/Location May Differ
– Requires Greater Working Together
– Determines The Shape & Form of Development Beyond the Airport Perimeter
May Require Multi-Community Forum To Align Objectives
Concerted Effort Required To Optimize Urban Planning
(1.4) Governance Structure – Neighbor Communities
Supporting, But Essential Agencies In The Governance Structure
– Transportation Agencies • Essential To Coordinate The Multi-Modal Corridors Required For Freight &
Passenger Movement
– Economic Development Agencies
– Other Resources Required By Industry and Commerce • Power • Water
– Environment & Sustainability
Business Partners
– Real Estate Developers
– Land Owners
– Investors
(1.5) Other Agencies & Business Partners
Multi-Agency Cooperation Between Landowners, Developers, Investors, Infrastructure Providers & Public Stakeholders Is Essential
Working In Isolation The Airport And the City & Regions It Serves Will Not Remain Competitive
Conclusion - Governance Must Be Collaborative
Supports Governance Structure & Stakeholder Relations Enables Land Acquisition Builds Infrastructure Remove Barriers to Progress/Dispute Resolution
(2) Ability To Pass Legislation
Remember The Importance of the 3 A’s
Airport Capacity
– Runway, Taxiway, Apron
– Terminal, Gate
– Maintenance, Catering, Service Facilities
Airspace Requirements
– May Have National, Even International Implications
(3) Infrastructure Requirements – Air Transportation
Multi-Modal Access Is Essential • Highway • Rail • Port – Sea/Lake
Transit Arteries Become Development Corridors
(3.1) Infrastructure Requirements – Airport Access
Passenger Rail • High Speed Rail/Inter-City • Metro & Transit • Airport Express - ‘One Seat Ride’ to CBD • Integrated Air//Rail Terminal
Freight Rail To Serve Logistics/Cargo Hub Clusters
(3.2) Infrastructure Requirements – Rail Airport Access
www.iaro.com
Business – Free Trade Zones
– Inland Ports
– Accelerated Customs Clearance
– Tax Incentives
– Knowledge Transfer
(3.2) Infrastructure Requirements – Business Enterprise
Technology
– High Speed Internet
– Technological Support
– Skilled Workforce
Traditional Funding
– Public Grants & Loans
– State & Local Tax Revenue
In the U.S Programs Administered By The FAA Have Historically Funded Airport Capital Projects
– Typically Restricted to ‘On-Airport’ Development
– Insufficient To Meet On-Going Infrastructure Needs
– Challenges Airports To Look For New Options For Financial Support For Capital
Improvements and Expansion
(4.1) Access To Funding – Public
In Response To Limited Public Funding, Airports Are Increasingly Looking Towards Innovative Financing & P3 Opportunities
– Leverage Private Finance From Traditional Revenue Streams, e. g. Landing
Fees, Airport Terminal Retail, etc.
– Real Estate Funds
– Investment Funds
– Sovereign Wealth Funds
(4.2) Access to Finance - Private
Aviation Enabled Industry Requires Access To Skilled And Experienced Workforce
– Universities
– Training & Research Centers
Workforce Requirements
– Accessible, Affordable, Quality Housing
– Schools
– Leisure & Retail
– Access To Open Space, Parks & Recreational
(5) Availability of Local Workforce
For more information contact:
[email protected] +1 202 370 2916
Paul Neal Principal, Strategic Project Development Parsons Brinckerhoff Washington D.C USA
International Air Rail Organization www.iaro.com