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25 CONCLUSIONS Based on the literature and telephone survey responses of 12 airport hubs, findings and observations of this synthesisâs authors are summarized as follows: 1. As major capital assets of the airport infrastructure, park- ing structures are systematically protected and main- tained by airport operators and managers. Many airports have some repair and/or maintenance program in place. The parking managers also identify protection of airport parking structures as a priority. 2. Developing an asset management module for park- ing structures as part of the overall airport asset man- agement program would focus and clarify how repair and maintenance of the parking structures can be best undertaken while maintaining around-the-clock operations. 3. Airport managers track financial operating data, park- ing space demand throughout the year, and the his- tory of previous maintenance and repair of the parking structures. These records provide information neces- sary for parking managers to schedule renewal activi- ties in lower parking demand periods and to maximize the parking spaces for repair. 4. Surveyed airports perform annual and scheduled mainte- nance on their parking structures. Eight of the 12 respon- dents have annual budgets set aside for parking structure renewal. However, most airports perform repair only as needed. Parking structures in the large surveyed hubs have an average age of about 19 years old. Three of eight large hub airports surveyed have undertaken significant renewal of their parking structures in the past 10 years, particularly for older parking structures (see Appendix B). 5. Survey respondents indicated that maintaining a high perceived level of service throughout the repair con- struction process is important for a successful renewal program. 6. Early involvement of all stakeholders is important. Stakeholders include airport management, parking operators, in-house maintenance departments, airlines, airport tenants, and other support services such as the signage department and finance departments. Stake- holder involvement is best engaged in the planning stage and continued through execution of the repair construction. 7. With so many stakeholders, good communication is important, especially in the execution phase of the renewal process. It is best to inform parking patrons early and at strategic locations as they approach the work zone. Multiple means of communication can be used to reach a broader audience. Some airport park- ing managers use additional incentives to maintain perceived quality of service to parking patrons. FUtUre reSeArCH NeeDS 1. Development of a typical deterioration curve for park- ing structures could be used to optimize repair fre- quency and approach. Currently, a parking structure deterioration curve is only theoretical and conceptual in nature. Renewal projects are typically undertaken as a result of observed distress or deterioration. If a deterioration curve of parking structures were avail- able, a proactive renewal program could be developed resulting in cost-effective repair approaches with opti- mum repair intervals. 2. There is need to develop a specific asset management program for airport parking structures in addition to the available guidelines for overall airport asset manage- ment programs. Because of the particular requirements of airport parking structures, more focused guidelines would encourage wider adoption of asset management programs for parking structures. In addition, keeping a current database on unit renewal costs for parking structures would be helpful to managers in budgeting and establishing long range asset programs. chapter seven CONCLUSIONS AND FUtUre reSeArCH NeeDS
