Effective Curbside Management

Improve Service and Reduce Coststhrough 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

• 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

• 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

• National company with Global Resources

• Culture of Customer Service

• Latest Technology

• Operational Efficiencies