Download Effective Curbside Management

Effective Curbside
Management
Improve Service and Reduce Costs
through third party management
Presented by Horace McCarter
AGTA Meeting
September 25, 2006
Why do we need Curbside
Management?
• Curb space in at premium at most major US Airports –
we need to manage this space!
• Need to provide patrons easy access to airlines and
other airport services
• Provide information to patrons
• Manage the public and provide informational services
• Assistance during construction and other capital projects
• Provide assistance in marketing airport and other
services
Functions of third party
management
• Providing increased service levels for customers
• Manage communication flow between airport and service
providers
• Reduce costs of operation to the airport
• Relieve airport from direct responsibility of managing system
• Translate and communicate airport directives to service providers
• Experience with respond to changing conditions / assignments
while operating within budget
• Maintain responsibility to community through outreach programs
• Set positive example and serve as the ambassador to patrons
arriving and departing airport
A move towards standardization
• Competition increases choices for the public
• Contractors must Value the Trust / Value the Opportunity
• A direct result of Competition and the increased pressure to
improve the Quality of Customer Service while reducing costs
• Must be focused on the Customer and therefore must be focused
on the Labor
• Airports / Clients / Patrons require and expect providers of these
services to be Focused / Resourceful / Customer Oriented
• Contractors / Providers must recruit / hire / train well qualified
employees
Benefits of third party management
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Improved Customer Service
Less supervisory oversight is required
Consistency in delivery of service
Experienced employees know job / airport / mission well
We create a culture of customer service excellence
Provide feedback and rewards system for employees
Maintain Labor Peace
Effective system to Reward outstanding performance
Potential Obstacles
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Uncooperative service providers / vehicle operators
Operators whom OPT – Out / Rogue Operators
Inadequate Short Fare Programs
Operators who fail to provide quality Customer Service
Traffic Flow / Enforcement at Load Zones
Lack of Space to Handle Demand
Staging Lot Proximity to Terminals
Limited Stock of available Providers / Vehicles
Lack of Cooperation / Repeated Violations
The Results
• Development of the concept of “Team” – All focused and
working together towards a Common Mission
• Better service provided to passengers
• Assistance with Lost and Found
• The creation of a Customer Service Culture
• Emphasis of the customer as the central theme of the
mission and message
• Provide feedback customer employees and client
• Content Employees provide better service and are likely
to stay with the company – Result is more experience
employees
Improve quality and reduce costs
3 Requirements:
• Effective partnership with Airport with a clear set
of directives and shared vision
• Successful partnerships with Service Providers
• Effective training and development
Who is ShuttlePort?
• Part of the Veolia Transportation Family that
specializes in airport transportation and curbside
management
• Rental car, parking lot and employee shuttles
• Taxicab management and dispatching, curbside
management and service ambassadors
• 16 projects at 8 major airports
The ShuttlePort Advantage
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National company with Global Resources
Culture of Customer Service
Latest Technology
Operational Efficiencies