ACRP-Problem-No-10-10-18.pdf
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1、ACRP Problem No. 10-10-18 Recommended: Yes Managing the Commuting Needs of Airport Employees within the Context of Environmental, Business, and Workforce Retention Objectives ACRP Staff The problem statement is similar to problem statement 10-10-16 and should be examined together. ACRP Screening Pan
2、el The screening panel suggest this scope should be combined with elements from problem statement 10-10-16 for consideration. A AC CR RP P Problem Number:Problem Number: 10-10-18 Formerly 08-10-12 I PROGRAM TITLE Managing the Commuting Needs of Airport Employees within the Context of Environmental,
3、Business and Workforce Retention Objectives. II. RESEARCH PROBLEM STATEMENT The issue of airport employee parking and alternative commute options is important topic in the context of: Airport-wide employee recruitment and retention airport business and land use planning the employee share of traffic
4、 and emissions generated by the airport Airport employees are vital to the operation of an airport. One of the challenges employers face in recruiting and retaining employees is the availability of viable commute options to the airport that accommodate work schedules. In other words, commute options
5、 must be convenient compared to commute options to access jobs provided by non-airport employers. Typically less than 10% of airport employees are employed by the airport operator and the rest of the airport employee population is drawn from the airlines, TSA, concessions, rental car companies, carg
6、o companies, and other related businesses. Many commercial airports operate round the clock, and all operate 365 days a year. Frequently, airport employees are required to work overtime shifts as a result of weather conditions, diverted flights, or equipment malfunctions. Since the schedules of most
7、 regional public transportation systems are geared toward traditional work schedules which are from Monday through Friday, and provide peak service from approximately 7 a.m. to 9 a.m. and in the early evening, and since most transit systems offer routings designed to favor the central city, it is of
8、ten the case that a significant number of airport employees must rely on the private auto to travel to and from work. As a result, most airports provide a large amount of airport employee parking, and receive very little revenue for land that could be used more productively, such as for passenger pa
9、rking. When considering the cost of the shuttle bus to transport employees to their work stations, airports are often losing money on employee parking. In addition, most airports provide parking free of charge in terminal area spaces for a population of tenant employees working in the terminal area.
10、 In other words spaces with high revenue potential are not generating revenue. At some airports, airport employee parking is located at distances from employment areas that result in shuttle rides of 30 minutes or more. In situations like this, viable transit options would be attractive compared to
11、using a private vehicle to get to work. An additional problem is that employee commute trips to and from the airport add to congestion on airport roadways and in the regional highway system, and generate significant vehicle emissions. Limited data suggests that up to 40% of average daily vehicle tri
12、ps at large airports and up to 20% to 30% of average daily vehicle trips at small and medium airports are generated by airport employees. In other words, employee commute trips, which at most airports predominately occur via single occupant vehicles, are significant contributors to the negative traf
13、fic and emissions impacts generated by the airport. Therefore, there are advantages that could be realized with regard to employee retention and recruiting, land use/revenue, and improvements in environmental and congestion impacts if the number of employee vehicle trips could be reduced. This could
14、 be accomplished with effective public transportation options, carpool/vanpool programs and related incentives developed for the airport employee population. Anecdotal information indicates that: Few airports offer employee commute programs for employees of the airport operator. Fewer airports offer
15、 employee commute programs for the larger airport employee population. Few airports collect data that allows an accurate analysis of the employee population and employee commute patterns to develop such programs. Some of the data needed is employee type (flight crew, shift worker, etc.), employee wo
16、rk schedules, place of residence, place of employment on airport property, and mode choice. While the airport operator is in a unique position to develop employee trip reduction programs there are numerous questions that need to be answered such as: What incentives would it take to have employees ab
17、andon their single- occupant vehicle and use one of these alternatives? What type of data would be required to examine the feasibility of such alternatives? Are certain types of employees at the airport more amenable to these alternatives than others? What benefits would accrue to the airport operat
18、or and airport tenants through implementation of an airport employee trip reduction program? A guidebook that allowed airport operators to evaluate the feasibility of an alternative commuting program for employees at their airports, as well as the efficiency of their employee parking program and pol
19、icies would be a valuable resource. The guidebook would identify data needs and collection methods for program development, discuss the range of options in terms of single-occupant commute alternatives, incentives and programs, procedures to follow, and how to determine the costs and benefits of suc
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