Airport Capability Model Self Assessment

In the post pandemic operating environment, when staff numbers and experience is limited, and investment and recruitment has been deferred for a number of years, it is difficult to make and prioritise the business decisions necessary to deal with issues currently being faced.
Additionally, within the same context of limited resources and in-house expertise, airports are having to incorporate planning for increasingly complex future challenges such as the environment, digitisation, Urban Air Mobility, the pace of change, and the inability of traditional procurement models to support innovation.

Through the application of enterprise architecture to airport operations, Solus has created a target operating model concept to facilitate an assessment of the airport organisation, suppliers and key stakeholders across a broad range of topics including strategic planning, resource management, service delivery, compliance, quality and procurement.

Using data gathered through self-assessment surveys, interviews, and requested financial information, the outputs from our analysis include not simply a stand-alone scoring, but valuable comparisons with industry peers, to identify improvement areas and shape future airport strategy.

All responses will be kept confidential by Solus, and any information provided will be anonymised and aggregated before presentation of final reports to ensure no individual can be identified with the views expressed.

The provision of contact details is simply to ensure the survey team can follow up should additional clarification be required to confirm our understanding of points raised.

Your details

Please provide some brief details regarding your role in the organisation to assist with our survey.

What is your name?(Required)

First name Last name

What is your email address?(Required)

Company name(Required)

What department do you work in?(Required)

How many employees do you supervise?(Required)

Strategic planning

The focus of this section is to understand how the organisation establishes clear direction and focus for achieving their long-term goals taking into account the ever changing operational environment.

Industry and regulatory awareness: How well do we understand what's happening in the wider business context and what is emerging over the next 5 years that may impact us?(Required)

We tend to focus on the here and now, with only the bandwidth to deal with daily operational challenges.

We have some knowledge of what is coming but have no plan to deal with likely changes.

We understand what change is likely and are developing an understanding of how this will impact us.

We are actively engaged in dialogue with stakeholders/ regulators/ industry bodies, have a clear understanding of what's coming and have a plan in place to deal with change.

Strategic demand forecasting: Are we clear about what next year and beyond looks like in terms of demand on our service/systems/process/people?(Required)

It's all a bit of a mystery, I'm sure there is a strategy or plan but not everyone knows what it is.

I've seen it but it doesn’t really relate to me or translate to tangible activities, plans or allocated actions

Everyone knows about it, and some have very clear tasks aligned to deliver.

It's there, it's measured and progressed and we can see results delivered.

Resource planning: Do we understand what resources we will need over time to meet delivery requirements?(Required)

Not process driven - take every day as it comes - we have to react to events - there are no levers to pull to do things differently.

Often reactionary but we make efforts to ensure lessons are learnt.

Efforts made to prepare for and respond to peaks in demand, although plans not always executed or effective.

Data rich processes - regular scenario planning and testing of our capabilities.

Business continuity strategy: Do we understand the impact to the business if we loose some key infrastructure?(Required)

We can close the airport/ airspace safely but otherwise have no ability to continue to operate in the event of a major loss.

We have a plan but no funding to implement.

It depends on the infrastructure - but generally we can cope with much reduced traffic levels.

We have in place an independent continuity mode of operation to agreed business service levels which we can switch to immediately in the event of a loss.

Capital and investment planning: How much do we ineed to invest to sustain/grow our business and is it planned in?(Required)

We traditionally sweat our assets beyond service life with little understanding of the risk involved.

We do our best to priortise what funding we do have but we still carry risk of losing operational capability with business knock on effect.

We have a plan to upgrade our estate but is running behind need.

Our investment plan is agreed and funded with projects scheduled to replace/upgrade assets over the next 3 to 5 years.

Are there any other strategic planning related issues that you would like to highlight or comment on?

Resource management

The following questions consider whether resources are effectively aligned towards a common purpose and our ability to optimise them through scheduling, and allocation.

Staff development: How do we consider staff development needs? For example, through individual professional development and training.(Required)

We don’t really plan for this and when stuff happens it is usually a reaction to something or other.

We have time and budget avilable but it tends to be driven by the individual.

Generally ok - our people are assessed and have development targets but occasionally business as usual gets in the way.

We're really hot on this, it’s a core value of our business.

Resilience management: How easy is it for our operation to flex service delivery to meet demand resulting from unplanned events?(Required)

We have no additional capacity and unplanned events have a severe impact on our performance.

We have limited additional capacity but it is a scramble to deal with events, can be stressful for the team and relies on individuals to step up.

We have enough flex to deal with 90% of events without impacting service provision but occasionally pick up delays that are attributable to us.

We have designed this into our concept of operations and have regular exercises to test and improve our actions.

Infrastructure sustainability: How stable and fit for purpose is the infrastructure we depend on to deliver our service?(Required)

Our infrastructure is in many places at or beyond the asset lifetime, as a result we have challenges to maintain and repair equipment and face challenges sourcing parts.

Our infrastructure is a mix of new and old, with some assets approaching end of life and likely to be extended in service, as a result we have concerns on our ability to maintain and repair equipment prior to replacement assets/alternative technology procurement.

In general we’re in good shape, the CAPEX plan is there but occasionally shifting priorities mean deferring investment but confident we can cope..

The CAPEX plan is secure, resourced and fit for the future.

Infrastructure enhancement: Are we proactive in identifying, planning and implementing improvements to our infrastructure to deliver operational benefits?(Required)

We're not. We lag behind industry norms and utilise outdated systems and assets, including a constant challenge to find spare parts.

We implement enhancements only when forced to so (e.g. by regulation).

We're not first adopters and tend to cherry pick solutions when we come to replace assets.

We have a roadmap in place linked to strategic objectives, modernisation and performance enhancement.

Recruitment and Retention: How robust is our recruitment process in finding the right people for our organisation and then keeping them?(Required)

Not great, we have a high staff turnover and struggle to attract new staff.

We tend to lose people over pay and conditions to competitors.

We have a stable team with HR closely involved in the selection process and exit interviews.

We have a loyal team with personal development, growth and retention objectives in place.

Are there any other resource related issues that you would like to highlight or comment on?

Service delivery

This section addresses issues how the organisation plans for and meets service demands, including how it is organised, and interacts with and utilises third party providers.

Demand and capacity planning: Do we have a plan to meet service demand over the next 12 months and our capacity to deliver?(Required)

Not process driven - we have limited view of what capacity is required and struggle to plan and deliver resources that will be required as we go forward.

We have a process but it doesn’t get enough attention in the planning cycle which causes us problems downstream when we try to flex capacity.

Planning generally ok, minor issues getting approvals to recruit/source additional resources but manageable with local work arounds.

Proactive planning with consideration not only of demand/capacity potential but also what operational efficiencies can be implemented to provide greater robustness to service delivery.

Demand and capacity balancing: How effective is our process to balance service demand, resources and available capacity to deliver our service?(Required)

Not process driven - take every day as it comes - we have to react to events - there are no levers to pull to do things differently.

Often reactionary but we make efforts to ensure lessons are learnt.

Efforts made to prepare for and respond to peaks in demand, although plans not always executed or effective.

Data rich processes - regular scenario planning and testing of our capabilities.

Service organisation: How is our organisation configured to deliver our service?(Required)

We do things because "we've always done it this way".

A focus on safety first, service is less important.

Good balance of safety and service but team performance depends on who is in charge.

I fully understand my role, and the performance expected of me, and how it helps the organisation achieve its aims.

Operational integration: How well does our service organisation and processes integrate with other operational stakeholders external to our sphere of control?(Required)

I'm only interested in doing my own job - it doesn't matter what others do or how they do it.

My job would be a lot easier if other teams/ departments/ sections did their jobs better.

Good coordination exists with other stakeholders although sometimes behaviours could be improved.

We are an important cog in a wider system of stakeholders and service providers.

Maintaining infrastructure: How adequate is our ability to keep our infrastructure up and running so that its available when we need it?(Required)

We are always reacting to outages.

Some maintenance planning in place but too reliant on suppliers.

Mean Time To Repair/ Service Level Agreement targets generally achieved.

Data monitoring and feedback processes in place to assess performance and correct issues.

Outsourced services management: We know how well our 3rd party services are integrated with our organisation, (if we need to outsource to other suppliers)(Required)

Constantly needing to get involved to sort out problems.

Generally works but surprises catch us out and requires reprioritisation or unplanned involvement to keep activities on track.

Pretty good really, occasional minor issues but they get resolved with minimal involvement.

Suppliers completely involved with service delivery, measures are acted on and tie in to wider business functions.

Not applicable

In the context of service delivery, are there any other observations that you would like to share with the survey team?

Compliance, Quality and Procurement

Ensuring compliance with legal and regulatory requirements, maintaining high-quality products and services, and implementing effective procurement strategies, can improve operations, reduce risk, and ultimately assist organisations to achieve their goals.

Regulatory compliance: Do we effectively meet the regulatory requirements placed on our service?(Required)

We dread regulatory audits and are often on the hook to subsequently implement urgent changes.

Some issues needing higher management involvement to resolve, not critical but worrying.

Regulator trusts us to do our job.

Not only does the regulator trust us, but we are really engaged within the industry, contributing to debates in wider forums.

Performance Management: We know how well we monitor our performance, implement root cause fixes and promote action to sustain positive aspects of our service delivery.(Required)

I just do what my boss tells me.

I think we have performance measures but we're all too busy to pay attention.

There are measures in place but no evidence that they are used for anything.

Measures are in place - as is senior management monitoring - used as a way to share best practice.

Non-Conformance Management: From a quality perspective how well do we react to and resolve non conformance issues?(Required)

We generally comply but occasionally you find a maverick staff member or dodgy piece of kit.

We comply with all mandatory reporting requirements if there are any.

Non conformances are actively recorded but not sure what they do with it.

We identify issues in our processes, culture, training etc and have action plans in place to prevent future issues.

Service acquisition: How good are we at defining what core capability is important to us? How do we define and procure 3rd party services when we decide to out source?(Required)

We don’t have the staff so have to outsource almost everything.

We have the staff but don't have the skills so rely on external support too much.

Regular reviews of outsourced services in place to ensure quality of delivery, though not quite sure why we originally outsourced.

Services only outsourced to achieve clear business goals - regular market testing to ensure best pricing.

Technology Acquisition: How good are we at defining technical capabilities that are important to us? Are we good at defining 3rd party technical services? Do we know how good we are at defining 3rd party services?(Required)

We look for new kit or services whenever something breaks or the contract is due for renewal.

We have a good handle on defining requirements but the procurement team don't understand our specific needs.

We generally get the service we ask for but sometimes need to make change requests to get it just right.

Contract providers are fully aligned to our needs and act as part of our team.

Project Delivery: We know how effective we are at defining and assessing the success of delivery when we procure large ticket items and how effective the process is to assure delivery into operation service.(Required)

We don't have or can't release SMEs so we always need to bring in consultants for projects.

We struggle to hit milestones due to lack of staff or capability.

We know how to deliver projects but sometimes the rest of our organisation isn't aligned with what we are trying to do.

Joined up approaches across the whole organisation - good monitoring of progress and openly addressing any issues.

Please add any additional relevant comments addressing the subject of compliance, quality and procurement