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Department of Transportation/Public Facilities
Fairbanks International Airport
Results Summary | Details | Questions/Comments
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| | Provide for the safe movement of people and goods at Fairbanks International Airport (FAI).
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| | - Administration including airport planning, marketing, operating and capital budget development, leasing, finance, engineering, environmental and Occupational Safety and Health Administration (OSHA) management, and information technology support.
- Building maintenance, housekeeping, and repair services including the airport terminal and other state-owned or managed buildings, exterior electrical systems for airfield lighting, aircraft and vehicle parking areas.
- Maintenance and repair of paved and unpaved airside and landside surfaces, signage, security fencing/gates, and airport-owned heavy equipment; snow removal and ice control, vegetation and dust control; hazardous materials handling and disposal.
- Airport operations duties including daily inspections and surface friction reports, Notices to Airmen (NOTAM), maintenance of the airport's Federal Aviation Administration (FAA) Certification Manual and Safety Manual, airfield safety training, and assistance to aircraft, tenants and construction project staff on the airfield.
- Aircraft rescue, fire fighting, law enforcement, 24-hour central dispatch radio communications, and required federal/state airport security response capability.
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 End Result: |
Strategies to Achieve End Result
| | A: Ensure safe operations on the airport. Details > |
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| A1: Maximize the safety and security of the traveling public. Details > | |
| | End Result: |
Strategies to Achieve End Result
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| | End Result: |
Strategies to Achieve End Result
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| C1: Timely response to all maintenance requests. Details > | |
| C2: Ensure business friendly leasing and permit process. Details > | |
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| A:
Result - Ensure safe operations on the airport. |
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Target #1: Reduce occupational injury and illness incidence rate to less than the national rate for airports.
Status #1: The Fairbanks International Airport's occupational injury and illness incidence rate increased from 12.1 in 2007 to 15.3 in 2008, which is above the national rate of 9.9.
FAI annual incidence rate
| Year |
YTD Total |
Nat'l Rate |
| 2008 |
15.3
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9.9
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| 2007 |
12.1
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9.9
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| 2006 |
15.1
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9.9
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| 2005 |
6.4
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9.4
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| 2004 |
15.8
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10.1
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| 2003 |
7.93
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11.8
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| 0 |
0
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0
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Methodology: Measured by calendar year.
Analysis of results and challenges: Ensuring the safety of the airport's workforce helps keep it running year around - and protects the traveling public. To stay safe, employee training is provided and a safety-conscious attitude is encouraged when getting the job done. The success of this measure is reviewed annually by comparing the FAI Incidence Rate (the number of injuries and illnesses per 100 full time equivalent workers) to the national incidence rate for airports of similar size, using a standard U.S. Department of Labor formula and the FAI injury log. The Airport’s environmental and OSHA staff has been at half strength for over a year due to budget constraints. This makes it difficult to maintain a rigorous employee safety program.
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Target #2: Reduce employee lost time to zero.
Status #2: Employee lost hours due to workplace injury decreased to 208 in 2008 from 896 in 2007, a reduction of 77%.
Employee lost hours due to workplace injury
| Year |
YTD Total |
| 2008 |
208
-76.79%
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| 2007 |
896
-70.45%
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| 2006 |
3,032
+311.96%
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| 2005 |
736
-68.17%
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| 2004 |
2,312
+160.36%
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| 2003 |
888
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Methodology: Target is 0. Calendar year measure.
Analysis of results and challenges: Employee lost time, similar to an incidence rate, is another measurement of how safe the work environment is and how well the airport is doing to prevent injuries. Fairbanks International Airport (FAI) tracks employee lost time by utilizing the OSHA 300 logs (# days away from work x 8 hours). Efforts are made to keep this number at a minimum by providing employee training and stressing a safety-conscious attitude at all times. The effectiveness of the training is analyzed in part by comparing the current year to past years, focusing in on challenging areas, namely repeat incidences or incidences that result in many lost hours due to injury. In essence, no one tool is good enough to measure employee safety - so FAI uses two.
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Target #3: Reduce public property damage and injuries to zero.
Status #3: The number of settled property and injury claims against the Fairbanks International Airport decreased from one in FY2007 to zero in FY2008.
Annual Property Damage and Injury Claims
| Fiscal Year |
YTD Total |
| FY 2008 |
0
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| FY 2007 |
1
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| FY 2006 |
2
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| FY 2005 |
3
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| FY 2004 |
0
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| FY 2003 |
2
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Methodology: Measured by fiscal year.
Analysis of results and challenges: One of the best ways to measure the level of maintenance and risk prevention at the airport is to track the number of settled property and injury claims against the Fairbanks International Airport. Claims are measured annually from data provided by Department of Administration, Risk Management.
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| A1:
Strategy - Maximize the safety and security of the traveling public. |
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Target #1: Zero major discrepancies on annual Part 139 inspections.
Status #1: Fairbanks International Airport had two notices of violation so far in 2009, the same number of notices as 2008.
Number of Part 139 inspection discrepancies
| Year |
YTD Total |
| 2009 |
2
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| 2008 |
2
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| 2007 |
0
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| 2006 |
4
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| 2005 |
3
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| 2004 |
2
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| 2002 |
3
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Methodology: Measured annually by calendar year.
Analysis of results and challenges: As a federally assisted airport, Fairbanks International Airport must comply with all Federal Aviation Administration (FAA) operational and airfield requirements. Compliance is awarded based on an annual certification inspection. Typically, there are minor discrepancies discovered during certification inspections that do not affect the passing results. The inspection is a cooperative “win-win” process in which the Airport gains knowledge and is often able to correct such items during the inspector’s visits.
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Target #2: Zero environmental Notices of Violation or Non-Compliance Letters.
Status #2: The Fairbanks International Airport (FAI) had zero notices of violation or letters of non-compliance for environmental issues in 2008.
Number of Notice of Violations/Non-compliance letters
| Year |
YTD Total |
| 2008 |
0
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| 2007 |
0
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| 2006 |
1
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| 2005 |
0
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| 2004 |
0
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| 2003 |
0
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Methodology: Measured by calendar year.
Analysis of results and challenges: Environmental stewardship is important, and like other business entities - FAI must comply with all environmental regulations related to activities, property and facilities managed by the airport. Preventative environmental programs are implemented in an effort to reduce or eliminate environmental violations. (This measurement does not include actions issued directly to tenants or other airport users.)
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Target #3: Maintain adequate runway conditions for safe operations.
Status #3: There was one closure of Fairbanks International Airport's main runway from January through October of 2009. It was closed for twelve minutes to test braking action during icy conditions.
Number of hours per year runway is closed that impact aviation operations
| Year |
YTD Total |
3yr Average |
| 2009 |
1
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0
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| 2008 |
0
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0
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| 2007 |
0
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0
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| 2006 |
1
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1
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| 2005 |
0
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1
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| 2004 |
1
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1
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| 2003 |
2
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2
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Methodology: Reporting is on a calendar year basis.
Analysis of results and challenges: Fairbanks International Airport uses flex staffing and preventative maintenance in challenging weather conditions to ensure the airways and air surfaces remain open for business. Success in airfield maintenance is measured by the amount of time the airfield is closed as recorded on Notice to Airmen issued by permitted agencies. The episodes included for the measurement are those times in which airfield closures impact scheduled operations. Closures that occur when the runway is not in use normally last for 10 minutes or less.
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Target #4: Reduce the number of airfield deviations and incursions per year.
Status #4: The number of airfield deviations or incursions at Fairbanks International Airport (FAI) in 2009 was seven compared to the 3-year average of 6.33.
Number of deviations and incursions
| Year |
Quarter 1 |
Quarter 2 |
Quarter 3 |
Quarter 4 |
YTD Total |
3yr Average |
| 2009 |
0
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4
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1
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2
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7
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6.33
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| 2008 |
1
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2
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1
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2
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6
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5.0
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| 2007 |
0
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1
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5
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0
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6
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3.33
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| 2006 |
0
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0
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3
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0
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3
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2.75
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| 2005 |
0
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1
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0
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0
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1
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2.6
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| 2004 |
0
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1
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1
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1
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3
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3.5
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| 2003 |
0
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0
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2
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2
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4
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4
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Methodology: Measured by calendar year.
Analysis of results and challenges: Deviations and incursions are terms used to describe a pedestrian or vehicle entering radio-controlled surfaces at an airport without permission; i.e., not receiving clearance from the air traffic control tower to cross a taxiway or runway. Unlike airports that have multiple main runways that offer choices to landing or departing aircraft, FAI's challenge is to perform runway maintenance and still have it available for aviation operations. To accomplish this, FAI is vigilant about training all badged personnel in proper radio procedures to ensure deviations and incursions are avoided; further, if they do occur, to retrain or remove non-compliant users from the airfield. Fairbanks has been very proactive in working with users, tenants and the Federal Aviation Administration to identify and remedy situations which can lead to vehicle and pedestrian deviations. To that end, FAI established a local Runway Safety Task Force and initiated an airfield-wide controlled access improvements capital project.
This is measured by the number of deviations and incursions recorded by permitting agencies and reported to FAI.
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Target #5: Zero Airport Police and Fire officer response times that do not meet or exceed Code of Federal Regulation guidelines.
Status #5: Airport Police and Fire officers performed 2,920 law enforcement responses in FY2009, all within federal guidelines.
Number of occurrences where the response was not within federal guidelines
| Year |
YTD Total |
| 2008 |
0
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| 2007 |
0
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| 2006 |
0
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| 2005 |
0
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| 2005 |
0
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| 2004 |
0
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| 2003 |
0
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Methodology: Measured by calendar year.
Analysis of results and challenges: In compliance with federal law and in an effort to provide a safe facility, Fairbanks International Airport (FAI) must ensure that an accredited police officer is able to respond to the passenger screening point within 10 minutes. To accomplish this, FAI has at least one commissioned police officer on the premises at all times. Airport police officers respond to hundreds of requests per year and by doing so, ensure a safe traveling environment.
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Target #6: Ensure adequate emergency medical response on the airport.
Status #6: Provided Emergency Trauma Technician coverage which included over 36 medical emergencies during the year.
Number of non-compliance occurrences
| Year |
YTD Total |
| 2008 |
0
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| 2007 |
0
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| 2006 |
0
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| 2005 |
0
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| 2004 |
0
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| 2003 |
0
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Methodology: Reporting is on a calendar year basis.
Analysis of results and challenges: Federal regulations require that at least one full-time Emergency Trauma Technician (ETT) be available during all operational times. This is measured by recording the number of occurrences in which a fully trained ETT is not available to respond to emergency calls for assistance on the airport. To increase staff efficiency and ensure safe operations, Fairbanks International Airport (FAI) dual trains police and fire officers to also provide first responder medical services until an ambulance can arrive.
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Target #7: Ensure fire response time meets or exceeds CFR Part 139 federal guidelines.
Status #7: Provided required coverage in 2008, during which 42 emergency fire responses were made, all meeting federal guidelines.
Number of non-compliance occurrences
| Year |
YTD Total |
| 2008 |
0
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| 2007 |
0
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| 2006 |
0
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| 2005 |
0
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| 2004 |
0
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| 2003 |
0
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Methodology: Measured by calendar year.
Analysis of results and challenges: Federal regulations require a training response time of three minutes or less to the centerline of the runway for ARFF (aircraft rescue fire fighting). Fairbanks International Airport (FAI) accomplishes this by ensuring all fire trucks are in excellent working condition and by dual training the police and fire officers so that in the event of an emergency, any officer can respond to any situation. This is measured by recording the number of occurrences in which fire response time, training or otherwise, does not meet federal regulations. Coverage was also maintained during 2009 to date while Airport Police and Fire filled most of its vacant positions and the new recruits completed training requirements.
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| B:
Result - Decrease revenue gap. |
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Target #1: Decrease the gap between revenues and expenditures.
Status #1: The gap between expenditures and revenues increased by 5.1% between FY2008 and FY2009.
Fairbanks International Airport expenditures in excess of revenue collected net of depreciation
| Fiscal Year |
YTD Total |
% Change |
| FY 2009 |
$6,533,055
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+5%
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| FY 2008 |
$6,217,501
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+8%
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| FY 2007 |
$5,749,905
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-9%
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| FY 2006 |
$6,325,143
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+14%
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| FY 2005 |
$4,443,755
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0%
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| FY 2004 |
$4,436,542
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-4%
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| FY 2003 |
$4,604,154
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+46%
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| FY 2002 |
$3,156,988
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+23%
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| FY 2001 |
$2,558,475
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-40%
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| FY 2000 |
$4,265,671
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Methodology: Measured each fiscal year from Alaska International Airport System audited financial statements (FAI expenditures plus expenditures for the Alaska International Airport System office in Anchorage as adjusted, less revenue collected, net of depreciation).
Analysis of results and challenges: Fairbanks International Airport (FAI) has embarked on an aggressive program to reduce the airport's gap between revenues and expenditures without sacrificing the most important result: safe operations. The approach is simple: increase revenue and maintain or decrease costs. The Alaska International Airport System (AIAS) is a self-sustaining entity. FAI serves as the primary landing alternate for Ted Stevens Anchorage International Airport and incurs operational costs in excess of revenues to sustain alternate viability.
Revenue earned decreased $190.7 from FY2008 to FY2009, while FAI/AIAS expenditures increased $124.9. FAI has held the line on revenues despite the global recession and on expenditures by keeping positions vacant and restricting non personal services expenditures as much as possible.
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| B1:
Strategy - Increase revenue. |
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Target #1: Increase concession and permit revenues by 5% per year.
Status #1: Concession and permit revenues increased by 7.9% between FY2008 and FY2009 at the Fairbanks International Airport.
Percentage change in concession and permit revenues
| Fiscal Year |
YTD Total |
% increase |
| FY 2009 |
$2,557,771
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7.9%
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| FY 2008 |
$2,370,269
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4.7%
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| FY 2007 |
$2,264,373
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7.7%
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| FY 2006 |
$2,101,962
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-0.3%
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| FY 2005 |
$2,107,549
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19%
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| FY 2004 |
$1,770,386
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8.8%
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| FY 2003 |
$1,626,800
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10%
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| FY 2002 |
$1,479,300
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15%
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| FY 2001 |
$1,285,898
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Methodology: Measured by fiscal year from FAI concession and vehicle parking income as reflected in the Alaska International Airport Systems audited financial statements.
Analysis of results and challenges: Fairbanks International Airport is reviewing the few remaining concession agreements that have not yet seen new contracts awarded in conjunction with opening the new passenger terminal. Concession revenues have increased for food and beverage, gifts, rental cars, advertising, and vehicle parking.
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Target #2: Increase land lease revenues by 2% per year.
Status #2: Land lease revenues decreased by 1.4% at Fairbanks International Airport between FY2008 and FY2009.
Percentage change in land lease revenues
| Fiscal Year |
YTD Total |
% change |
| FY 2009 |
$553,024
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-1.4%
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| FY 2008 |
$560,915
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+1.2%
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| FY 2007 |
$554,184
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+3.9%
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| FY 2006 |
$533,277
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+2%
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| FY 2005 |
$523,557
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+7%
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| FY 2004 |
$490,468
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+40%
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| FY 2003 |
$349,100
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-0%
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| FY 2002 |
$349,600
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+2%
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| FY 2001 |
$341,300
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Methodology: Revenues include land rent as shown in fiscal year-end Alaska International Airport System audited financial statements.
Analysis of results and challenges: Fairbanks International Airport continues to aggressively market vacant land and provide top-notch customer service. The leasing office recently completed adjustments to existing land leases to reflect increases in rental rates.
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Target #3: Increase private investment by 2% per year.
Status #3: Private investment in FY2009 dropped by 59% from the five year average because most tenant funded build-out for the new passenger terminal was completed in FY2008.
Amount invested per year compared to a 5-year adjusted rolling average (ARA)
| Year |
YTD Total |
5 year ARA |
Variance |
| 2009 |
$530,582
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$1,288,232
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-58.8%
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| 2008 |
$3,388,790
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$1,317,485
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+157.22%
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| 2007 |
$1,448,556
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$774,855
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+86.94%
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| 2006 |
$523,650
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$620,514
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+15.61%
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| 2005 |
$549,580
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$596,512
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-7.87%
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| 2004 |
$676,850
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$513,576
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+31.80%
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| 2003 |
$675,640
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0
0%
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| 2002 |
$541,579
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0
0%
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| 2001 |
$538,910
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0
0%
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| 2000 |
$134,900
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0
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Methodology: Target is 2% increase from 5 year ARA.
Measured by fiscal year from the dollar amount of permanent leasehold improvements as requested on airport building permits.
Analysis of results and challenges: The majority of the exceptional variation in activity reflects investment in infrastructure in the new terminal building. New contracts required significant dollar commitments for attractive, state-of-the-art facilities for air carriers, food and beverage, rental car and retail concessionaires. Most tenants moved into the new terminal in FY2008 and thus FY2009 reflects typical investment levels in premises upkeep.
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| B2:
Strategy - Maintain or decrease costs. |
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Target #1: Maintain or decrease operational cost per enplaned passenger per year.
Status #1: The operational costs per enplaned passenger increased from 9.52 in 2007 to 9.70 in 2008 at Fairbanks International Airport as compared to the change in the 3-year average of 1.93.
Cost per enplaned passenger
| Fiscal Year |
YTD Total |
Chg 3 year average |
| FY 2008 |
9.70
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1.93%
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| FY 2007 |
9.52
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6.97%
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| FY 2006 |
8.90
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6.46%
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| FY 2005 |
8.36
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8.43%
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| FY 2004 |
7.71
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0.39%
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| FY 2003 |
7.68
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3.86%
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Analysis of results and challenges: This number is generated by the Alaska International Airport System (AIAS) Controller's Office and represents the average cost per enplanement (CPE) for all airlines serving the Ted Stevens Anchorage and Fairbanks International Airports. The airports and airlines use the CPE benchmark to evaluate annual operating costs by passenger, a widely-used measurement in the aviation sector. The AIAS methodology is based on that used by its bond issue feasibility consultants. AIAS passenger airline operating revenues are divided by total enplanements for the period to arrive at CPE.
Fairbanks International Airport uses this benchmark to determine success and identify when costs need to be kept down. Prior period values have been restated to properly correlate with the measure.
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| C:
Result - Enhance customer satisfaction. |
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Target #1: Zero customer complaints associated with facility cleanliness, keeping, and stocking.
Status #1: There were no customer complaints logged associated with facility cleanliness or maintenance during FY2009.
Customer complaints
| Fiscal Year |
YTD Total |
| FY 2009 |
0
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| FY 2008 |
0
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| FY 2007 |
0
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| FY 2006 |
0
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| FY 2005 |
0
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| FY 2004 |
0
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| FY 2003 |
0
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Analysis of results and challenges: The last section of the new passenger terminal building opened in May 2009, and is still under warranty with the construction contractor who is working through “punch-list” items. Fairbanks International Airport is redesigning the customer satisfaction hotline system for the new building, but in the meantime has received no complaints through other channels regarding housekeeping.
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| C1:
Strategy - Timely response to all maintenance requests. |
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Target #1: Respond to all public maintenance requests within three business days.
Status #1: The Fairbanks International Airport (FAI) staff responded to all public maintenance requests within three business days throughout FY2009 as they did in FY2008.
Average time in days taken to respond to maintenance requests
| Fiscal Year |
YTD Total |
| FY 2009 |
0
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| FY 2008 |
0
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| FY 2007 |
0
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| FY 2006 |
0
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| FY 2005 |
0
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| FY 2004 |
0
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Analysis of results and challenges: Measured quarterly and based on initial response time, i.e., call back to customer inquiries and requests. There is always an immediate response from staff. FAI categorizes maintenance requests in order of priority starting with public safety, operational impact not safety related, and long-term predictable maintenance. The category of request will dictate the completion time, ranging from immediate to long-term. However, each request will be logged and responded to at least verbally within three business days. Building Maintenance has been impacted by opening the new terminal. The project is not complete and will not be turned over to FAI until sometime in late 2009. Building staff have performed work on new systems such as baggage handlers, even though these are still under warranty, because the manufacturer and support staff are located out of state.
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| C2:
Strategy - Ensure business friendly leasing and permit process. |
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Target #1: 90% customer service satisfaction rating of potential/actual applicants seeking land leases, building permits, and supplements.
Status #1: The Fairbanks International Airport again maintained a 100% customer service satisfaction rating for assistance and processing of land leases, building permits and supplements during FY2009.
Percentage of satisfied applicants
| Fiscal Year |
YTD Total |
| FY 2009 |
100%
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| FY 2008 |
100%
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| FY 2007 |
100%
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| FY 2006 |
100%
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| FY 2005 |
100%
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| FY 2004 |
100%
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Methodology: Measured on a fiscal year basis.
Analysis of results and challenges: Customer satisfaction can assist the airport in achieving its revenue generating targets. It is important that potential and actual applicants seeking land leases, building permits and supplements find the leasing and permit process open to competition, customer friendly, responsive, and oriented to problem solving. An exit survey is used that contains five to ten questions. It has a rating scale of one to five that provides feedback to management regarding how well customers are served and possible areas of improvement.
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Current as of Dec 16 2009 11:22:32 |
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