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Development of the JFK Airport ITS Master Plan ITS America Annual Meeting & Expo: Session 24 From Tarmac to Take-off: ITS Deployment in Aviation June 5,

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Presentation on theme: "Development of the JFK Airport ITS Master Plan ITS America Annual Meeting & Expo: Session 24 From Tarmac to Take-off: ITS Deployment in Aviation June 5,"— Presentation transcript:

1 Development of the JFK Airport ITS Master Plan ITS America Annual Meeting & Expo: Session 24 From Tarmac to Take-off: ITS Deployment in Aviation June 5, 2007 Philip Riggio, TransCore Ira Huttner, Port Authority of New York & New Jersey

2 Map of JFK Central Terminal Area

3 John F. Kennedy International Airport Annual Traffic, People, & Cargo Volumes 42 million passengers on 400,000 flights 2 million tons of cargo Nearly 15k public parking spaces used by 5 million paid parkers Employs 35,000 people 9 passenger terminals 30 miles of internal roadways The Challenge: Efficiently manage landside operations

4 JFK Landside Operations Responsibilities Parking management Taxi dispatching Traffic management Traveler information Public transportation Emergency management

5 The Need for a Master Plan Constant state of change Reconstructing terminal facilities Developing/renovating parking facilities Realignment of roadways Stand-alone deployments Real-world problems not currently addressed Technology deployments to meet operational needs Enhance customer service Improve access to information

6 Master Plan Vision Integrate ITS technologies into a uniform platform enabling operations staff to implement targeted response plans to mitigate the effects of incidents and operations challenges

7 Master Plan Objectives Facilitate traffic ingress/egress Improve information flow to staff and motorists Deliver coordinated tools to manage traffic/parking Minimize impact of incidents Minimize impact of construction Improve access and management of ground transportation services

8 Process Needs Strategies Analyze Potential ITS Solutions Propose ITS Solutions Integration Opportunities Implementation Plan Define Projects Prioritize Inventory On-Airport Systems and Operational Practices Review Regional Initiatives

9 Example Parking Management – Queue Detection, Surge Detection, and Quantifying Delay for Exiting Vehicles

10 Needs Reasonable customer wait time (exit) Alert when wait times are too long Avoid revenue loss – going manual or bleeding lots Reduce interior aisle congestion Optimize staffing levels Improve customer service & operational efficiencies

11 Strategies Remotely monitor parking lot exits Identify wait time threshold breaches Notify parking operations & OCC staff Develop tools to reduce delays

12 Analysis Access potential solutions CCTV Loop/traffic detectors E-ZPass tag readers License plate readers (LPR) Considerations Existing deployments Accuracy Additional Services Operations

13 ITS Solution Proposed solution - LPR Interconnect with parking revenue and control system to compare license plate read times Efficient for operations staff Detect every vehicle Exit lane-specific data

14 Estimate Costs and Qualitative Benefits Estimated costs Capital: $600k Recurring: $50k annually Benefits Capacity: increased throughput Mobility: reduced vehicular delay Energy/Environment: reduced fuel consumption and HC & CO emissions Operational: reduced parking revenue losses; potential to use data for monitoring parking lot configuration/operator performance

15 Tying it All Together

16 Parking Management – Interconnect Diagram

17 Interconnects – Example Data received from other subsystems: license plate numbers & time stamps of vehicles at parking lot exit booths, parking lot exit plaza lane configuration Data provided to other subsystems: parking lot exit wait time (by plaza or by lane), parking lot exit queue length alarms, operational status of hardware

18 Overall Interconnect Diagram

19 Operational Plan and Decision Support System Pre-engineered response plans Coordination across functional areas Timely and consistent information dissemination HAR HAT VMS WWW

20 How it All Works Together Data from multiple subsystems is transmitted to the Operational Plan & Decision Support System It is processed and a pre-arranged response or Operational Plan is recommended by the System for approval by the operations staff via the Integrated Workstation The operations staff reviews and approves, rejects, or modifies the recommended Plan With approval, the Operational Plan & Decision Support System commands other subsystems to act Operations staff monitors the response and the status of the incident via video, voice, and other available information As the incident changes, the operations staff can adjust the characterization of the event or otherwise modify the Systems response to it

21 Implementation Plan Proposed ITS solutions grouped into projects Projects are prioritized and categorized by short/mid/long-term ranges Working with facility staff, short-term projects list was designed to integrate existing systems and technologies into a more uniform platform Long-term projects were intended to meet the Agencys long-term objectives and may be dependent on the implementation of certain IT infrastructure

22 Core Project Develop operational plan and decision support system Build out data center Dissemination of parking information View and control existing landside CCTV Provide RWIS/VIDS/Transmit to landside ITS Automated VMS/HAR messaging and updates Integrate traffic signal control with landside ITS Integrate JFK Traffic Information subsystem Enhance JFK Web site

23 Follow on – Next Steps Internal agency committee was formed to: Review recommendations Revise project priorities with facility staff Refine overall implementation plan Place selected projects in Capital Plan Initiate preliminary designs for construction

24 Lessons Learned Airport environment unique Established operational practices and systems Private-sector entities involved Intra-airport passenger and traffic circulation Security issues Parking management is key Create a Master Plan, not a wish list Be proactive Integrate systems across functional areas to solve operational problems.

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