5 Key Metrics Business Aviation Managers Should Consider Tracking

It wasn’t long ago that managing a flight operation’s metrics was easy. Typically, they consisted of fuel used, aircraft cycles, engine times and the number of passengers carried.

But that’s not the way it is today. Now, the types of metrics that many aviation managers are asked to track are seemingly endless in their scope and diversity. Deciding which metrics to track depends on each operation’s specific mission and goals.

“If we are focusing on the metrics that align with an organization’s value model, how a Part 91 operator creates value may be fundamentally different than how a Part 135 operation is measured,” explained Don Henderson, managing director of the VanAllen Group, Aviation Consulting. “Another component will be how an aircraft management company collects metrics. It has both the Part 91 and the Part 135 components.”

The whole thing can be more than confusing. So, Business Aviation Insider asked Henderson, along with Jacob Velky, managing director of aviation services for Duke Energy and Christopher Raskob, director of global integrated services – aviation, for a Part 91 operator, to share their most important metrics. Based on their comments, we came up with the following list:

1. Supporting the Company’s Value Proposition

How do operations support the company’s ability to succeed in its given space? It’s more than saving time. It’s about understanding the company’s differentiator, and then collecting whatever metrics that support that.

Always ask yourself the question, “If my ‘boss’ could travel as easily on a commercial aircraft, why would they choose the company plane?” (Hint: “Saving time” isn’t always the best answer.) Think instead of lost opportunities due to not having access to the company aircraft.

2. How Are the Resources (Aircraft) Being Used?

It’s important to effectively measure use of resources – not just how many people are going where, but why are they going? Keep in mind that not all business aviation flights are the same, and all the various purposes should be tracked.

For example: Is today’s trip connected to new business acquisitions or supporting current customers? Is the flight carrying needed parts or equipment to support production?

3. Supporting the Safety Initiative

The No. 1 priority of every flight operation is safety. And it’s an excellent idea to track safety/risk management metrics. Of course, safety performance indicators will evolve over time as operations change.

The data collected can be anything from the frequency of your safety meetings/training practices to how you share and use Flight Operational Quality Assurance data from last month’s trips.

4. Budget Tracking and Forecasting

Obviously, it’s critical to keep close track of the bottom line. If there’s a deviation from the budget target, reasons should be documented. Perhaps aging aircraft require more maintenance and, thus, more downtime. These kinds of metrics may provide a springboard to start discussions about new aircraft acquisitions.

5. Environmental Considerations

In today’s world, a flight department’s sustainability efforts must be documented and readily accessible. You not only need to track the amount of fuel used – or your carbon footprint – but also what steps you are taking to minimize said impact. Track the percentage of sustainable aviation fuel or other renewable energy sources used. What is the cost of replacing your gas-powered ground support equipment with an electric option?

Every Metric Tells a Story

Of course, these five data sets are merely presented as suggested starting points. Every flight operation will have its own metrics to collect and share with upper management. When the time comes to present findings, take a tip from the experts and don’t just dump data into a spreadsheet and email it to the boss.

“It’s very important to ask yourself, ‘What metrics are important to my accountable executive,’” Velky said. “Once I have it all put together, I create a PDF and a narrative of what it all means to my executive. Aviation is not her sole priority, so I make sure it is all very clear and easy to understand.

“Then I make myself available to answer any questions she may have,” Velky added. “That is often a springboard for other strategic discussions about budgeting, resources, allocations, asset replacements or upgrades. Metrics are a way to use what is happening now to feed those future operational decisions.”

Also, when looking at metrics, keep in mind that not everyone who sees your data will completely understand all the various contexts surrounding each one – and that a flight operation, especially those overseen by publicly held companies, often flies around with a target on its tail.

“Perception is not always reality,” Velky said. “The metrics are showing the facts, not anyone’s feelings. Let your data speak to the issues in whole numbers.”