22 CM Module 4 PDF

Certified Member (C.M.) COMMUNICATIONS AND COMMUNITY RELATIONS MODULE 4 Certified Member 2022 SEVENTH EDITION @All Rights Reserved © 2022 American Association of Airport Executives By Jeffrey C. Price, C.M., and Dr. Jeffrey S. Forrest - Leading Edge Strategies. Jeffrey Price and Jeffrey Forrest are Professors of Aviation and Aerospace Science at Metropolitan State University of Denver. Stephen M. Quilty, A.A.E., wrote the original version of the modules with periodic updates by the AAAE Board of Examiners, AAAE staff and industry experts. 2 / American Association of Airport Executives Module 4 AAAE C.M. Body of Knowledge Modules Module 4 Communications and Community Relations AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 3 Certified Member Table of Contents Stakeholder Communications and the National Airspace System.................................................................... 5 Airport Board and Stakeholder Relations.......................................................................................................... 6 Working with the Airport Sponsor................................................................................................................7 Stakeholder Engagement............................................................................................................................10 Association for Uncrewed Vehicle Systems International................................................................................17 Public Relations, Marketing and Air Service Development............................................................................. 18 Public Relations...........................................................................................................................................18 Airport Marketing.......................................................................................................................................26 Other Methods of Airport Revenue Generation........................................................................................34 Air Service Development (ASD)..................................................................................................................36 Public Information in a Crisis............................................................................................................................49 Airport Crises and the Crisis Communications Plan...................................................................................49 Airport Noise Abatement.................................................................................................................................61 Federal Guidance on Airport Noise Abatement.........................................................................................62 Title 14 CFR Part 150 Airport Land Use Compatibility Planning.................................................................67 Title 14 CFR Part 161 Notice and Approval of Airport Noise Access Restrictions......................................79 Airspace, Air Traffic Control, and Navigational Aids (NAVAIDS).......................................................................80 Airspace.......................................................................................................................................................82 Radar and Facility Operations.....................................................................................................................89 Navigational Aids and Landing Systems......................................................................................................90 NEXTGEN.....................................................................................................................................................94 Airport Capacity and Delay.........................................................................................................................96 Unmanned Aerial Vehicles........................................................................................................................103 Trends and the Future of Aviation and Aerospace........................................................................................ 109 Airport Management Careers and Professional Development..................................................................... 113 The American Association of Airport Executives......................................................................................115 Summary.........................................................................................................................................................121 Acronyms........................................................................................................................................................122 4 / American Association of Airport Executives Module 4 Module Objectives Your objectives in reading this material are as follows: Objective 1: Explain the role of the airport executive and their responsibilities to their sponsor and stakeholders. Objective 2: Understand how effectively to transmit information to the public via the mainstream media and social media to generate positive publicity when desired, and to understand the role of the airport in marketing and air service development. Objective 3: Understand how effectively to transmit information to the public during a crisis, while mitigating the damage of negative publicity or misinformation. Objective 4: Understand the airport’s responsibility to the community related to the noise generated by its operation. Objective 5: Understand the National Airspace System and the basics of flight operations, airspace, navigational aids, air traffic control and unmanned aerial vehicles (UAVs). Objective 6: Know the existing trends and future challenges to airport operators in preparing for the next generation of aviation and aerospace. Objective 7: Understand the functions and benefits of the American Association of Airport Executives (AAAE), and the association’s professional development pathways. Stakeholder Communications and the National Airspace System At first glance, it may seem that stakeholder communications and the national airspace system have nothing in common. However, it’s helpful to understand the operating environment of the airport’s primary stakeholder, the pilot. This allows airport operators to understand better the needs of pilots and the companies that support the pilot industry. Modules 1-3 have addressed the technical knowledge required to be an effective airport executive. This module focuses on the “soft skills,” or people skills, necessary for building relationships and managing sensitive issues and situations, focusing on the executive’s relationship with the public and the airport’s policymakers. The module also addresses specific unique airport marketing perspectives, the role of the airport executive in a crisis, and methods to attract air carriers and tenants. Bringing air carriers, tenants and other businesses to the airport is critical to generating revenue. For many years, the success of airport managers often relied on technical capability. The 1990s signaled a significant shift in this paradigm. Today, airport administrators are judged as much, if not more so, on their ability to manage the airport from a public relations (or PR) perspective as from their expertise on a technical level. Communicating effectively with the public, airport authority or advisory board members, city council personnel, or county commissioners and staff is necessary for the airport executive. Many executives are hired to handle public issues (noise abatement, better community engagement, or FAA Grant Assurance issues), bring in new air carriers, or develop major infrastructure. This trend shifted the executive’s focus from technical expertise to managing and understanding personalities, group dynamics and relationship-building. Airport executives who are proficient in public relations and the more common modes of communication continually must learn and adapt to new methods of communication, such as social media. Airport administrators must learn to use these social media as additional channels of communication for managing processes and perceptions, such as projecting the airport’s image, recruiting new employees, and interacting with the public. The airport administrator must understand that the public and many other stakeholders now expect airport administration to use many forms of social media, the internet, and other new forms of technology to communicate information traditionally accessible only through official requests. AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 5 Certified Member Public relations1 focuses on the airport’s relationships and interactions with the internal and external public. Airport marketing typically centers on advertising a particular product or service associated with the airport or its stakeholders. In some cases, these efforts are combined and organized under the same division or department within the airport’s management structure. Many airport PR and marketing professionals learned their skills in an industry other than the airport industry. PR and marketing professionals often have degrees in journalism, communications, marketing, business or management, and it’s common for them to move from industry to industry. Also included in this module are noise abatement and the National Airspace System, an understanding of which is essential to operating the airport in a safe, secure and efficient manner, and to provide for the needs of the airport’s primary and original stakeholder, the pilot. Airport Board and Stakeholder Relations Objective 1 Explain the roles and responsibilities of the airport executive to their sponsor and stakeholders. Why This Is Important To be a successful airport executive is to build and effectively manage a wide variety of relationships, understand agendas and stakeholder needs, and keep those to whom the executive reports informed about the airport’s operation. Failing to maintain a good relationship with the airport board, the aviation community and other stakeholders may result in difficulty in gaining project approval and accomplishing goals, at the least, and termination of employment at its very worst. Introduction As discussed in Module 1, numerous structures operate airports, including cities or counties, airport authorities, commissions, special districts, port authorities or state organizations. The operation of some privately owned public-use airports is accomplished under contract with a governing agency. This section focuses more on the role of the airport executive within legislative structures related to career considerations, stakeholder relationships, and the ability to operate the airport. Some airport sponsors expect the airport manager to be a facility manager and nothing more. Others have much higher expectations, such as helping the board define the airport’s vision into the future, bringing in new air carriers, negotiating contracts, managing stakeholder relationships, and being overall responsible for the success of the airport. Airport executives fill many roles, including entrepreneur, real estate developer, property manager, public official, resource allocator, negotiator, figurehead, liaison, spokesperson, manager, cheerleader and information disseminator. The specific role of an airport executive largely depends on the elected officials or the primary entity responsible for the airport’s strategic direction. It is also important to remember three types of stakeholders that are often beyond the airport executive’s control: the public, the press and the politicians. It is in these areas that the airport executive seeks to influence positively rather than exercise control. 1 Some sponsors and consultants prefer to use the term Community Relations, instead of Public Relations. 6 / American Association of Airport Executives Module 4 Working with the Airport Sponsor Many airport executives note that they serve “at the pleasure of...” elected or appointed officials. Serving “at the pleasure” means the appointee serves in the office until removed by the appointing authority. Essentially, it’s having a position in a business or organization that can be lost at any time and often without the due process or progressive discipline steps afforded to many government or quasi-government employees. Although the airport executive’s opinion or recommendation may differ from the airport sponsor, the executive is expected to carry out the decision of the sponsor. Some airport executives may have employment contracts, severance clauses or other agreed-upon terms, but when the resignation is asked for, it’s expected to be followed. Elected officials are responsible for the strategic vision of the airport. The sponsor considers the airport executive to be a tactical leader, responsible for carrying out the strategic policy direction(s) developed or endorsed by the elected or appointed officials. Within their role, the airport executive is responsible for informing and advising the elected or appointed officials of the airport’s status, making recommendations about the appropriate courses of action, and keeping them informed on the status of the airport. This role may require the executive to call the attention of elected officials to specific laws or lawmaking, rules or rulemaking opportunities and restrictions (such as FAA Grant Assurances), so the sponsor can make educated decisions. After the board appropriately has been advised and subsequently has developed and provided direction to the airport executive, the executive then must implement the plans and manage the policies and related processes to achieve the objectives. Longevity in the position often correlates to the relationships between the airport executive and their immediate supervisor(s). It promotes confidence in the executive when the elected officials or appointed authority members are informed and properly advised about the issues at the airport. An airport executive must be aware that they work for the “position” and not the individual. When individuals in political office change, the airport executive should be prepared to understand new perspectives and political beliefs. Briefing those running for political office can be a good method to lay the groundwork and understand the perspectives of those who may be elected to office, provided that the airport executive does not show favoritism in the pre-election process. For example, if one political candidate is extended an offer to tour the airport and attend briefings, that courtesy should be extended to all candidates. Airport executives who desire longevity in their positions must recognize where they fit within organizational and political structures. Also, there is often an inversely proportional relationship between job security and job flexibility. Appointed versus Elected Airport Sponsors There are often differences in reporting to a board that is appointed versus a board that is elected. The longevity of an airport executive who reports directly to an elected board of officials, such as a town council or county commissioners, or an individual, such as a mayor, might directly be tied to the re-election of the elected officials. This can put the airport executive in the uncomfortable position of supporting the existing elected officials for their own job security, while understanding that, if the elected official loses the next election, the candidate may be their new boss and desire to bring in their own personnel. Appointed individuals usually are placed in those positions by an elected body, which might provide a layer of protection AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 7 Certified Member between the airport executive and the elected officials. Authority board appointed officials usually have staggered terms, meaning that elected officials often have limited control over the appointees. A newly elected official(s) may be able to affect one or two appointments during their tenure but typically do not appoint an entirely new board — although this is possible and has been done at certain airports. Airport executives who report directly to an authority board (commission, etc.) generally report directly to and are held accountable solely by the authority board. Working for an authority board, or one of its many variants, often is considered to provide more job security and more flexibility than working for a municipal structure. Airport executives who work for a municipal structure often encounter numerous complexities in reporting relationships to the airport sponsor (i.e., the elected officials). In some cases, the airport executive reports directly to the elected officials, as mentioned above. This often means less job security but more flexibility. In other cases, the airport executive may report to a city or county manager, who reports to the elected officials. In some cases, the airport executive may report to a city or county division director, who reports to a city or county manager, who reports to the elected officials. Generally, airport executives who are farther down in the organizational chart (and thus farther “away” from the elected officials) have more job security but less flexibility. In even more complex situations, the airport sponsor may have appointed an airport advisory board to guide the sponsor and the executive. The advisory board’s charge is primarily to advise and make recommendations to the airport administrator, municipal chief executive and governing board. Advisory boards are more common to airports operated by a municipality. Some advisory boards can take non-binding votes on airport issues, while others serve only to provide opinions and general guidance. Airport executives who report directly to an appointed or elected sponsor may be able rapidly to take advantage of opportunities or quickly resolve problems. In contrast, an airport executive with several layers of bureaucracy between themselves and the sponsor may have a slower and more difficult time having agreements, purchases and personnel issues approved and resolved. The Authority of the Airport Executive Having a clear understanding of the authority of an airport executive is critical to success in the role. While the various city and county governance methods are too extensive to address here, some commonalities exist. Agreements (e.g., leases, aeronautical use agreements, contracts, etc.), purchasing and personnel are three areas that an airport executive must investigate immediately to determine their level of authority. Another area is in community relations and the ability of the airport executive to act as spokesperson for the airport and elected officials. These levels of authority will vary greatly from one jurisdiction to another. Airport executives, along with other division and department heads within a hierarchy, often are granted certain levels of authority such as purchasing or spending limits. A spending limit is an amount of money the airport executive can expend without the signature of the airport sponsor. Other authorities provide the airport executive the ability to make short-term agreements of one to three, or sometimes five years, and the ability to directly hire or fire certain staff levels that report to the executive. In some instances, the airport executive has the power to hire and fire “at will,” whereas other political structures may have human resource department requirements such as progressive discipline or seeking legal counsel. 8 / American Association of Airport Executives Module 4 Airport executives also must understand their power to negotiate business agreements and contracts, and the role that legal counsel and others (such as purchasing agents) may play in the negotiations. Longer term agreements, tenant leases, aeronautical use agreements, negotiations with air carriers, sale of airport property, selection of the airport engineer/ consultant, and changing airport rules or standards often require a sponsor-approved resolution. The Public Process A resolution is a written motion adopted by a vote of the governing authority (e.g., town or city council, county commissioners, airport board). Passing resolutions is often a longer process than most management decisions and requires that the airport executive present the issues at hand to the governing board (sometimes more than once) for the board’s input. Once an agreement, (i.e., resolution) is drafted, it is placed on the sponsor’s agenda, of which there are two types: the regular agenda and the consent agenda. Consent agendas are a bundle of items voted on, typically without discussion, as a package. The agenda items typically do not need additional discussion and only are discussed if a governing official, such as a board member, requests that an item be pulled off the consent agenda and placed on the regular agenda. The regular agenda allows topics to be discussed in a public forum before the governing body votes on it. Some items may be scheduled for public discussion with the sponsor but only for the purpose of information gathering. These types of meetings often provide the airport executive the opportunity to explain an issue in more detail, receive public feedback, and answer questions from the sponsor. As with regular or consent agenda board meetings, these informational meetings also are governed by public notification laws but are typically more informal. The informational meetings are often referred to as workshops or work sessions. Certain issues such as litigation, the discussion of employment contracts, or other personnel issues often are handled in executive session (also known as a closed meeting or closed session). Everything said or done in executive session is confidential, subject to the confidentiality, public meetings, and open records laws of the respective state jurisdiction. Anyone who breaks the confidentiality of an executive session can be disciplined by the organization. In certain states and under certain restrictions, reporters may be allowed inside an executive session. Airport executives should make themselves aware of public records and public meetings law in the state in which their airport is located. The purpose of executive session is not to conceal important information from the members or the public, but to protect the innocent (employees, or those that are in litigation with the governing body), to discuss Sensitive Security Information (SSI) under Title 49 CFR Part 1520, or to protect proprietary information that may be part of a business negotiation with the airport sponsor. To go into an executive session, a governing member must make a motion, which must then be seconded and voted on by the sponsor. At this point, all non-governing members must leave the room until the board votes to end the executive session. Depending on local laws and rules, certain individuals may be invited to brief the board in executive session, usually to discuss personnel or legal issues. Local laws prevent governing bodies from taking official action during the executive session. The governing body first must vote to end the executive session; at that time, they may resume the public meeting. The items discussed in executive session may be voted on (in public), but the details of agreements made, such as the terms and conditions of an employment contract, may not necessarily be open to the public. The sponsor may accept or reject the resolution, ask for additional clarifications or changes, or table the resolution for AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 9 Certified Member further discussion. Ideally, the sponsor votes to approve the recommendation, decision or action proposed by the airport executive. Another type of public meeting is the working session. Working session means a council assembly (board/municipality) held to engage in deliberations, discussions, considerations, reviews and evaluations of issues of interest to the entire governing body. Stakeholder Engagement Stakeholders are individuals and groups with an interest in the operation of the airport. Stakeholders often have different desires from the airport. For example: The airlines want the airport to meet their needs in terms of capacity (gate space), and have adequate facilities (existing and planned) such as runway length to accommodate their aircraft and future demand. Corporate and charter operators look for fast, efficient and personalized service for their customers, plus low fuel costs. Airline customers seek quality, efficient operations and value. Employees look for job satisfaction, fair pay, job security and benefits. Local governments seek economic development for the region, plus taxation revenue from concessions and other authorized means. Concessionaires desire a good location for business. Local communities desire environmental preservation, particularly aircraft noise mitigation, and minimizing the airport’s impact on their quality of life, and in many cases, quality air service.2 Some communities around GA airports actually may oppose the addition of commercial air service, particularly when it’s already being provided by another nearby airport. Common reasons for community opposition include additional noise and additional vehicle traffic. Of all the functions of an airport executive, arguably one of the most important is the ability to communicate and build positive relationships with the airport’s most important stakeholders, including elected or appointed officials (i.e., the airport sponsor), key regulatory agencies, airport tenants and the community. Stakeholders may not always be happy with the messaging coming from the airport, but they will be even less happy if they weren’t informed in the first place. Uninformed stakeholders are typically not happy stakeholders. This parallels closely with transparency, disclosure, and open lines of communications. Bad news does not get better with age, nor does it sound better coming from someone other than the person with the most to lose. Within the airport environment, airport executives should pursue effective ways to communicate with stakeholders. Using the airport website, writing a “manager’s blog,” and posting Twitter, Instagram, LinkedIn and Facebook updates are all effective means for sharing routine news and information, but face-to-face relationships are still meaningful. One of the most significant impacts of the COVID-19 pandemic was the inability of many people to communicate in person. In-person communication builds trust and provides a higher sense of connection and camaraderie. Airport executives also should be understanding of their stakeholders’ individual and generational communication styles, i.e., text, phone calls, in-person, 2 Halpern, N., & Graham, A. (2021). Airport Marketing (Digital). Routledge. p. 38 10 / American Association of Airport Executives Module 4 email or social media. An additional benefit of in-person communication and attending the various tenant-related meetings is the ability to answer questions and address problems quickly. When the executive misses a meeting, there may be some blowback, as the stakeholders don’t feel “heard” and may take issues directly to the sponsor. Obviously, the executive cannot be at every meeting but should have representation when they cannot attend. The ability to communicate virtually through Zoom, Teams, Skype or other means can be a less effective substitute for attendance in person. However, it’s still better than having no representation at all. At a commercial service airport, the air carriers commonly meet every month at the station managers’ meeting. This forum is an excellent opportunity for the airport director to pass along information, discuss issues and build relationships. To an air carrier manager, the airport executive’s appearance at the station managers’ meeting is essential (whenever invited) to maintaining good relationships with the airlines. Executives always should send representation whenever they personally cannot make it, but they should attend in person whenever possible. Air carrier airports also typically have concessionaire meetings and security consortium meetings. Concessionaries provide a direct link to the traveling public, and their service levels (and difficulties in providing the desired levels) can affect the passenger experience. Therefore, the airport executive should attend these meetings whenever possible. When the airport executive attends the security consortium or safety committee meetings, it highlights the security issues at hand and credibility to the Airport Security Coordinator (ASC). Security consortiums typically include the ASC and representatives from airport law enforcement, FBI, TSA, security contractors, and other agencies with federal, state and local security and related duties. Implementation of Safety Management Systems or Security Management Systems may create other opportunities for periodic meetings. Many general aviation airports will have a periodic tenant meeting when tenants gather (usually as part of a tenant association) to discuss issues of importance to them. Long-standing tenant associations can have a significant influence at an airport. Some airports also may have a large-tenant association composed of corporate users, charters, certain other specialized aviation service operators and fixed base operators. Airport executives should seek out and build relationships with the individuals and organizations that are significant influencers at the airport. Significant influencers are individuals or corporations that may contribute significant revenue to the airport due to the nature of their operations (i.e., air carrier, FBO, significant corporate lessee, charter operators, aircraft manufacturers). Significant influencers may have pre-existing, entrenched relationships with the airport sponsor, such as a long-term tenant or those who seem to have the “ear” of the board. Airport executives never should underestimate the influence of an airport tenant association to either advocate for or against the airport administration. Geography and the size of the community also can play a role in how the airport director/manager operates the facility. The role of an airport executive at a small airport is different than at a large one. An airport manager in a small community often will have a closer relationship with the community than a manager at a large airport. At large commercial service airports, a manager’s time often is spent with airline station managers, politicians, local business leaders, and officials from various government agencies. At a small GA airport, the manager’s time often is spent with T-hangar tenants, FBOs, and corporate and charter management personnel. Managers of middle-sized airports experience a mix of both stakeholders, but the relationship with the community is as varied as airports are themselves. AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 11 Certified Member Spokesperson Another important role of the airport executive is that of spokesperson or the voice of the airport. Depending on the governmental structure in place, the spokesperson for the airport may be the spokesperson for the city or county. In this case, the airport executive must ensure that this individual appropriately is briefed on the airport issues. If the airport executive is speaking to the media directly (i.e., not through a public information officer or spokesperson), they clearly should understand the limits of what they can say. Misrepresenting the sponsor’s position on important issues, or inadvertently creating public policy through one’s public comments, is often unprofessional, inappropriate, and a violation of professional standards expected in the industry. Not only must the airport executive take caution in speaking to the media and others on the governing body’s positions on issues, but they also correctly must understand and represent the sponsor in terms of national policymaking. Many city and county governments have their own lobbying agents who articulate the governing body’s position and message to state and national lawmakers. When notices of proposed rulemaking are introduced that may affect the airport, the airport executive must brief the governing body thoroughly on the issue and its potential impact. If the governing body decides to take a position on the issue, the airport executive should carry that message to the right audiences, such as trade organizations and government entities. Citizen Participation in Public Policy Making When creating public and airport policy, active citizen participation and consensus-building are considered better governance and often result in fewer subsequent problems. Effective public relations, citizen input and crisis management increase public confidence and support for the decisions made by airport executives and sponsors. Public participation in policymaking is only effective if the public’s input sincerely is sought and considered. “Token” public participation can result in the loss of confidence in the airport’s management, the dismissal of city, county and airport officials, and potentially the loss of an election or a recall of an election. Government policies (also known as public policies) guide decisions and actions that relate to society. Public policies are developed by federal, provincial, territorial and municipal levels of government. Several items should be considered in the development of public policy: What is in the public interest? Will resources be utilized efficiently? Is the policy fair? Is the policy equitable and reflective of the values of the constituency? Is the policy politically viable, while also meeting the appropriate scientific and technical criteria? One of the major challenges and frustrations of an airport leader is evaluating whether the benefit to one or a few is in the best overall public interest of all. Experienced airport executives recognize this circumstance as not uncommon when negotiating a lease agreement with a large airport tenant that may have considerable local political influence. Members of the public often experience frustration with government officials and sometimes demonstrate real anger or contempt. At the same time, the policymakers, technical analysts, consultants, public employees, and those attempting to develop the policy also feel frustrated by having much of their work stymied or shelved. Some municipalities offer minimal opportunities for public involvement, whereas others are so open that every action is scrutinized and hindered to the point of stagnation. Governing bodies and airport executives must strive to find the right balance between these two extremes. 12 / American Association of Airport Executives Module 4 Public participation should be focused on building informed consent (i.e., consensus) and recognizing the needs and desires of those potentially affected by the policy change. Public participation does not mean completely giving up the authority to govern the airport. Consensus doesn’t necessarily mean “everyone’s happy,” but that stakeholders have been informed and given an opportunity to weigh in on policies, decisions and activities, and have a general willingness to go along. Here are guiding objectives for a public agency regarding citizen participation: Establish and maintain the legitimacy of one’s agency and project and of one’s problem-solving and decisionmaking process; (there is a problem that needs to be addressed, and we have a solution). Establish and maintain the legitimacy of earlier decisions and assumptions (previous decisions were based on existing information). Become familiar with all of the potentially affected interests (see the project through “their” eyes, identity and understand problems). Generate alternative solutions, articulate and clarify the key issues. Protect and enhance the credibility of the governing body. However, refrain from conveying an attitude of, “We’re government, and we know best.” Have all the information that is needed to communicate to various interests, and ensure it is received and understood. Receive and understand all the information that the various and potentially affected interests need to communicate to the airport. De-polarize potentially affected interests that are polarized because they have diametrically opposed values, and de-polarize interests that are polarized for some other reason. The ability to develop informed consent relates to the ability of the airport executive and the policymakers to obtain the objectives mentioned above. Trade Associations Trade associations help to represent their membership in a variety of ways, including lobbying Congress; working with regulatory agencies; providing training, seminars and trade shows; and accreditation and supporting information. To an airport executive, a trade association can be a vital means of support, particularly during difficult times. The strength of the trade association is in the strength of its membership base as airport executives often can tap into the expertise of dozens of individuals who may have experienced similar problems. Ironically, airport executives may find themselves working with a trade association on one particular issue, and then working against that same organization on another. An example would be as follows: an airport executive works with a trade association representing GA pilots in order to oppose a new housing development being constructed near the airport on land that is incompatible for such purposes due to aircraft noise. They then find themselves working against that same association during a hangar revenue dispute. Trade associations can make for strong allies or formidable opponents, depending on which side of the issue an airport operator supports. While there are dozens of industry trade associations representing numerous facets of the aviation industry, the following are generally considered to be the most relevant to airport management personnel. American Association of Airport Executives (AAAE)3 3 See: http://www.aaae.org/. AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 13 Certified Member The American Association of Airport Executives was created in September 1928 and initially consisted of 10 airport directors. AAAE has grown to become one of the most influential associations in Washington, D.C. AAAE’s goal is to better serve airport executives by providing continuous improvement in AAAE-related products and services, along with providing representation in Washington, D.C. By 2009, AAAE “ranked in the top one percent of trade and professional associations with a $40 million annual budget and $50 million in assets.”4 AAAE is the world’s largest professional organization for airport executives, representing thousands of airport management personnel at public-use commercial and GA airports. AAAE’s members represent some 850 airports and hundreds of companies and organizations that support airports. AAAE delivers a wide range of industry services and professional development opportunities, including training, meetings and conferences, and a highly respected accreditation program. AAAE provides lobbying, regulatory services, training, accreditation and other professional development programs, along with numerous committees and over 70 meetings a year on a variety of topics. AAAE also sponsors student chapters at colleges and universities throughout the U.S., along with scholarship programs for airport management students, and children of AAAE members. Airports Council International (ACI) Airports Council International (ACI) was created by airport operators around the world to represent common interests and to promote cooperation with associates in the air transport industry. ACI states that through its organization “the airport community now speaks with a single voice on key issues and concerns and, despite regional diversity, can move forward as a united industry5.” Airport Law Enforcement Agencies Network (ALEAN) The Airport Law Enforcement Agencies Network (ALEAN) is a nonprofit organization created to bring together law enforcement leaders and facilitate communication among airport executives, intelligence officers, and investigators of airport law enforcement agencies to address mutual problems common to the field of airport law enforcement and aviation security. International Air Transport Association (IATA)6 The International Air Transport Association (IATA) was founded in April 1945 in Havana, Cuba. IATA promotes safe, reliable, secure and economical air services for the benefit of the world’s consumers. The commercial standards developed by IATA have built a global industry. Their mission today is to represent, lead and serve the airline industry. Airlines for America (A4A)7 Formerly known as the Air Transport Association (ATA), founded in 1936, Airlines for America (A4A) is the nation’s oldest and largest airline trade association that represents the nation’s leading airlines. Airlines for America has played a major role in all the significant government decisions regarding aviation, including the creation of the Civil Aeronautics Board and the Federal Aviation Administration, the creation of the air traffic control system, and airline deregulation. A4A is also a powerful lobbying force for the airline industry spending over $5 million in lobbying monies in 2015, not including individual donations from its airline membership. American Association of Airport Executives. (2009, 1st para.). Quick Facts. Author. http://www.aaae.org Airports Council International. (2009, 2nd para.). ACI overview: The community of airports. Retrieved from http://www.airports.org/cda/aci_common/display/main/ aci_content07_banners.jsp?zn=aci&cp=1-2-4622_725_2__. 6 See http://www.iata.org/index.htm. 7 See http://www.airlines.org/. 4 5 14 / American Association of Airport Executives Module 4 Air Line Pilots Association Int'l (ALPA) The Air Line Pilots Association Int'l (ALPA) represents and advocates for more than 54,000 pilots at 31 U.S. and Canadian airlines, making it the world’s largest airline pilot union. ALPA provides three critical services to its members: airline safety, security, and pilot assistance; representation; and advocacy. Through fact-based evaluation of airline safety and security issues, ALPA works to ensure that the airline industry remains safe. ALPA represents pilots’ views to decision-makers, including Congress and federal agencies. ALPA pilot groups have negotiated hundreds of contracts with airlines. Regional Airline Association (RAA)8 The Regional Airline Association (RAA) represents North American regional airlines and ancillary industries supporting regional airlines before the U.S. Congress, DOT, FAA, and other federal agencies. Founded in 1975, the RAA provides various technical government relations and public relations services for regional airlines. The RAA provides a unified voice of advocacy for North American regional airlines aimed at promoting a safe, reliable and robust regional airline industry. National Business Aviation Association (NBAA)9 The National Business Aviation Association (NBAA) was founded in 1947 and is based in Washington, D.C. It is the leading organization for companies that rely on GA aircraft to help make their businesses more efficient, productive and successful. NBAA’s mission is to foster an environment that allows business aviation to thrive in the United States and around the world. More than 11,000 companies of various sizes, located across the country, are represented by the association. NBAA provides more than 100 products and services to the business aviation community, including the NBAA Business Aviation Convention & Exhibition, the world’s largest civil aviation trade show. Aircraft Owners and Pilots Association (AOPA)10 Established in 1939, the Aircraft Owners and Pilots Association (AOPA) is a not-for-profit organization dedicated to general aviation. AOPA has fought to keep GA fun, safe and affordable. AOPA advocates on behalf of its members; educates pilots, nonpilots and policy makers; supports activities that ensure the long-term health of GA; fights to keep GA accessible to all; and secures sufficient resources to ensure the success of the GA industry. Two more notable AOPA programs are Airport Watch and the Airport Support Network. The Airport Watch Program includes informational literature and a training video used to teach pilots and airport employees about warning signs of danger and how to enhance security at airports. The AOPA Airport Support Network (ASN) provides the vehicle for AOPA members to work in concert with AOPA to establish that early warning system by establishing an ASN volunteer at every public-use airport in the United States. The ASN representative stays informed of political and regulatory issues, along with local issues that can affect the operation of an airport, and attempts to build support for the operation of the airport. Airports with an ASN representative may be a valuable asset to an airport executive in gathering support for airport issues and causes. National Air Transportation Association (NATA)11 Founded in 1940, the National Air Transportation Association (NATA) represents the interests of the GA business community before Congress and federal, state and local government agencies. Representing nearly 2,300 aviation businesses (small FBOs and SASOs), NATA’s member companies provide a broad range of services to GA, the airlines and the military. See http://www.raa.org/. See http://www.nbaa.org/. 10 See http://www.aopa.org/. 11 See http://www.nata.aero/. 8 9 AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 15 Certified Member Aerospace Industries Association (AIA)12 Formed in 1919, the Aerospace Industries Association (AIA) is the premier trade association representing the nation’s leading manufacturers and suppliers of civil, military and business aircraft; helicopters; unmanned aerial systems; space systems; aircraft engines; missiles; materiel and related components; services; and information technology. AIA also represents many of the companies that provide security detection technology at airports. National Association of State Aviation Officials (NASAO) The National Association of State Aviation Officials (NASAO) was established during a conference held in Cleveland, Ohio, in September 1931. NASAO is one of the most senior aviation organizations in the United States, predating even the Federal Aviation Administration’s predecessor, the Civil Aeronautics Authority. NASAO represents the men and women in state government aviation agencies who serve the public interest. These highly skilled professionals are full partners with the federal government in the development and maintenance of the safest and most efficient aviation system in the world. National Air Traffic Controllers Association (NATCA) In 1987, the Federal Labor Relations Authority certified the National Air Traffic Controllers Association (NATCA) as the exclusive bargaining representative of Federal Aviation Administration air traffic controllers. NATCA is affiliated with the American Federation of Labor and Congress of Industrial Organizations (AFL-CIO) and represents over 20,000 controllers, engineers, and other safety-related professionals at FAA, the DOD, and some privately contracted air traffic control facilities. Helicopter Association International The Helicopter Association International (HAI) provides services that directly benefit the operations of their members and strives to advance the international helicopter community by providing programs that enhance safety, encourage professionalism, and foster economic viability, while promoting the unique contributions vertical flight offers to society. Airport Consultants Council The Airport Consultants Council (ACC) is the global trade association representing private businesses involved in the development and operations of airports and related facilities. ACC is the only association that focuses exclusively on the business interests of firms with airport-related technical expertise. ACC informs members of new trends, while promoting fair competition and procurement practices with the common goal of protecting the industry’s bottom line. Air Charter Association The Air Charter Association is the leading worldwide trade association for companies and individuals engaged in aircraft charter. The ACA supports members with expert guidance on compliance and best practices, offers tailored training and business networking, and works closely with aviation regulators and government bodies on key industry issues. Cargo Airline Association The Cargo Airline Association actively fosters relationships with aviation industry partners and policymakers to ensure the U.S. all-cargo air carrier industry remains a global leader. The association also acts as a resource tool for its members; publishes periodic newsletters; and acts as the educational voice of the air cargo industry. Airforwarders Association 12 See http://www.aia-aerospace.org/. 16 / American Association of Airport Executives Module 4 The Airforwarders Association (AfA) serves as the voice of the airforwarding industry. As an alliance of indirect air carriers, cargo airlines and related businesses operating across the global transportation community, AfA represents companies dedicated to moving air cargo through the supply chain. Association for Uncrewed Vehicle Systems International The Association for Uncrewed Vehicle Systems International (AUVSI) is the world’s largest nonprofit organization dedicated to the advancement of uncrewed systems and robotics (i.e. unmanned aerial systems). AUVSI provides networking events and business development opportunities in addition to representing the UAV industry. Intergovernmental Relations Many large airports have an intergovernmental relations staff. At smaller airports, the job of intergovernmental relations may fall to the airport executive or be spread out to several individuals within the municipal structure, such as a lobbyist or an attorney. Intergovernmental relations focus on following legislation at the federal, state or local level and, in some cases, attempting to garner support for specific projects and programs. Whether performed by the airport executive or another individual, it is the job of the intergovernmental relations specialist to prepare reports for the airport sponsor on the impacts of certain legislation or rulemaking on the airport and make recommendations on courses of action. It is in this area that AAAE provides a great deal of support to airport executives. The governmental relations function or role focuses on attending regional and economic development planning meetings; developing position papers on legislative and policy issues; representing the airport in regional forums with federal, state and local government officials; and preparing talking points and presentations for board members and the airport executive. A supporting role of intergovernmental affairs is to keep the elected officials or authority board apprised of the status of significant airport projects and programs. Governmental relations functions also may include testifying before legislative committees; representing the airport in formal and informal interactions with legislators, legislative staff and administration officials; and proposing and writing legislative amendments and resolutions in response to legislative developments. An attorney or legislative specialist, such as a lobbyist, is often helpful in providing insight into the details of legislation and the legislative process. In some cases, the airport may initiate legislative action to benefit the airport or the aviation community. The airport manager may need to weigh in on federal, state or local legislation impacting any number of aviation topics. It is, therefore, important to know the public officials who have jurisdiction over your airport, and how to contact them when the need arises. Intergovernmental relations personnel also may be called upon to help build relationships with city and county elected officials in adjacent districts and help to resolve issues between the airport and regulatory agencies. They also may help government agencies promote special programs like TSA’s PreCheck or CBP’s Global Entry.13 Intergovernmental relations personnel also can reduce airport legal fees by assessing the legal blowback of airport decisions and assisting Air Service Development (ASD) teams in conducting community, international and cultural outreach.14 While any citizen, including airport executives, may provide comments to a Notice of Proposed Rulemaking or may exercise their right of free speech, an airport executive’s personal opinion may conflict with that of the governing body they work for, which means that it’s time to remember the term, “I serve at the pleasure of...” 13 14 Personal interview, Zeljka Momirovic, International and Intergovernmental Relations Manager, City of Houston, 18 June 2014. Ibid. AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 17 Certified Member Public Relations, Marketing and Air Service Development NOTE: Three key aspects of airport management — public relations, marketing and air service development – each have unique characteristics but closely are related and frequently overlap. Large airports may have separate staff for each of these functions, while small airports may have one person managing all three in addition to other responsibilities. Public Relations Objective 2 Understand how to transmit information to the public effectively via the mainstream media and social media to generate positive publicity when desired and understand the role of the airport in marketing and air service development. Why This Is Important The career success or failure of many airport executives has been decided on how well the individual and their organization performs the public communications function. It is no longer acceptable simply to “get by” on the technical skills of an airport director’s job; executives also must be effective managers of community relations. Introduction Advances in transportation always have had their detractors. Transportation builds cities and towns. Cities always have built up around maritime ports. Many pioneers to the American frontier understood that, if their town had a railroad station, it would bring money and, often, economic prosperity to the town. Years later, the Eisenhower highway system eliminated some towns off the map, while creating others, just based on the towns’ proximity to the new interstate. Even the early air mail routes could determine the survival, or not, of a town or city. Thus, many municipalities initiated efforts to attract air carriers to their airport, understanding the tremendous economic benefit of such service. This formed the basis for what is known today as Air Service Development. However, not everyone understands the value of an airport — until there no longer is one. Additionally, many people know that with prosperity comes more people and, often, more problems. Public relations, which includes media relations, community relations, government relations, economic impact studies, public information and publicity campaigns, and other forms of outreach, can help the general public to understand better the benefit that an airport brings to their town, city or state. Public relations efforts are seen as better governance of a public facility, but the airport executive also must understand that successful public relations will not guarantee that everyone is happy. Traditionally, the primary method of communicating with the public has been through the media — both print and broadcast. Social media has the ability to bypass traditional methods of reaching the public (i.e., journalists), and allows the airport to engage directly with its stakeholders. Today, people receive their news from a variety of sources. Public Relations (PR) establishes relationships between an organization and its key stakeholders. Airport PR plays a crucial role in helping airports to create strong relationships, promote the benefits of aviation to the community, promote air service and airport businesses, and instill public confidence in the airport’s ability to handle crises.15 15 Halpern, N., & Graham, A. (2021). Airport Marketing (Digital). Routledge. P. 51 18 / American Association of Airport Executives Module 4 According to the Chartered Institute of Public Relations, PR is a planned and sustained effort to establish and maintain goodwill and mutual understanding between an organization and its publics. PR is the discipline that looks after reputation to earn understanding and support, and influence opinion and behavior.16 PR is not about the short-term exploitation of opportunities for free publicity but is a planned and sustained long-term commitment to create in the mind of the public a desired image of the airport. PR is the airport’s activities meant to strengthen positive effects and minimize adverse effects of airport actions, decisions and operations.17 PR establishes and maintains a mutual understanding that allows airports to perceive and take actions to ensure their desired perception matches their actual public image. The PR audience extends beyond the public. It includes internal (employees, unions), authorities (airport board, local governments and regulatory bodies), commercial companies (customers, suppliers and competitors), the general public (local communities, support and pressure groups), financial institutions (shareholders, investors, bond rating agencies, lenders), and the media (TV and radio, national and local press).18 The level of PR an airport undertakes depends on the related perspectives of PR by the airport sponsors.19 Some airports attempt to remain out of the public’s awareness, fearing that any PR will lead to an unfavorable outcome. Other airports pursue PR aggressively as a marketing tool and a method to reduce or mitigate potential problems. Larger airports may have a PR staff, while smaller airports rely on the airport executive or other staff members as a collateral duty, or through outside consultants. The following section addresses public relations tools used by airport operators to promote the airport and develop and maintain good relationships with its stakeholders. Effective public relations before an incident can result in more effective communication with the public during an incident, and establishes that information coming from the airport will be factual and trustworthy. Media Relations This section focuses on the media relations component of PR. Airports generally have two primary needs for the media. The first is publicity, when the airport desires to promote products, services or special activities. The second is public information, when the airport must respond to a crisis — whether a political crisis within the airport’s management or an aircraft incident or accident. Having the airport featured in various forms of media can enhance the reputation and branding of the airport, but this approach requires planning and long-term effort. Corporations typically budget significant funds to hire or maintain PR specialists who work with the media to reach targeted marketplaces effectively, and these efforts are not always met with success.20 A primary reason for failed PR occurs when individuals who are not experienced in media outlets and journalism manage PR programs. Building relationships with airport stakeholders is essential in any aspect of airport management but working with journalists can require a notably different skill set. Building a positive relationship with journalists covering the airport is fundamental to having information published in a timely and accurate manner. Ibid. Ibid. 18 Halpern, N., & Graham, A. (2021). Airport Marketing (Digital). Routledge. P. 52 19 Personal contact, Cathryn Stephens, Director of Marketing & Public Relations, 4-30-2011 20 Federal Emergency Management Agency. (2003). Basic public information officer course (SM-290). Washington, D.C.: Government Printing Office. 2-5 to 2-6. 16 17 AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 19 Certified Member Reporters seek trusting relationships to obtain high-quality (valid and reliable) news and information, as those relationships are their sources of information. An effective relationship with a journalist is built on trust. Trust is sustained by providing valid and reliable information to the media before their deadline. A trusting relationship with a reporter may result in more fair coverage of a story that gives equal time or print/page space to each legitimate side of the story. Airport executives immediately should determine whether specific reporters cover their airport and introduce themselves to each media outlet’s news director/editor. The objective is to lay the groundwork for a future story, provide editorial direction,21 and build rapport with the journalists they are likely to encounter. During this initial meeting, the airport executive should not be armed with mountains of brochures and media kits.22 Contact information should suffice with any biographies on airport personnel or printed information available on the airport website. Focus on one or two main issues during the meeting and do not overwhelm the reporter with tons of information. Reporters are more likely to be interested in one or two exciting topics than “tidbits and factoids.” Airport executives should understand that “time” moves quickly in the media world and putting off a media request could reflect poorly on the airport.23 While an airport executive often can take some time in responding to emails, texts and phone calls from other staff members or stakeholders, when a media call comes in, it should be directed immediately to the appropriate authority within the airport for priority handling. This does not mean that the reporter must be given everything they desire, simply that the inquiry should not be ignored. Deadlines are crucial, as is understanding that different media types have different deadlines: Daily newspapers generally have one deadline per day, depending on when the story will publish. Television stations may have several deadlines each day, depending on when the information is broadcast. Radio stations may have hourly deadlines. Internet-based news outlets typically have even shorter deadlines, or none at all. They may be writing the story and updating it as they continue to gain more information. IMPORTANT NOTE: The above statement on internet-based reporters is true for print and broadcast journalists as well. They may be writing versions of the story and posting them to their media outlets’ websites as they develop the story. It may be helpful to monitor these versions and archive them so the airport has a history of the story. Changes are made throughout the day as more information is developed. Articles and stories that appear in print and broadcast media often later are posted to the news outlets’ websites, resulting in wider distribution. Respecting deadlines helps to develop a positive working relationship with the media. If an airport representative misses deadlines, the media will go to alternative sources for this information. Those sources may be inaccurate or even may have a personal vendetta against the airport. Airport executives should ask the reporters for their deadlines and then attempt to respond to them at least a half-hour before that deadline, if possible, so they have time to put the story together.24 Some journalists argue that social media has made the “deadline” a thing of the past, and they now need information as soon as possible since much of it is posted online before it hits the printed paper or the scheduled news broadcast. Airport executives continually must balance the need to be responsive to the community (i.e., via the media) to produce Martin, S. (2009). Airport Cooperative Research Project Report 18. Passenger Air Service Development Techniques. Transportation Research Board, Washington, D.C., p. 4. 22 Ibid. 23 Personal contact, Cathryn Stephens, Director of Marketing & Public Relations, 4-30-2011. 24 Federal Emergency Management Agency. (2003). Basic public information officer course (SM-290). Washington, D.C.: Government Printing Office. 2-19. 21 20 / American Association of Airport Executives Module 4 accurate information, while not hindering or causing additional problems with the issue at hand. Additionally, although a story already may have been published online, the reporter may update the information as new information comes in. The final story may not look like the initial story. The key is: don’t go in front of the press until you’re ready, but once you’re ready, don’t delay in getting out your message. Citizen Journalists Due to the widespread use of social media, many of the images and videos disseminated by media outlets are from “citizen journalists.”25 This includes footage captured by citizens using their cell phone cameras and tweets or other messaging sent out during an incident or crisis. Mainstream media is not hesitant to release these images or recordings to its viewership. This evolution in media coverage further is enhanced by the increase in new technologies such as blogs, podcasts, Facebook, Instagram, Snapchat, TikTok, LinkedIn and YouTube. The internet has helped to create another type of “journalist,” which is the blogger. A blog is derived by combining the words web and log. It is an online journal where individuals and groups can share their experiences or share information with other readers on any topic. Blogs allow the owners to post in reverse chronological order, with new posts appearing at the top and older posts at the bottom. Initially, many blogs were written by individuals without training as journalists, but some blogs, such as the Huffington Post, have become mainstream media news outlets. Some bloggers may be good at investigative journalism, and many mainstream reporters rely on bloggers to provide leads and information. Part of any airport community relations program should include monitoring blogs and other stories posted on the internet that relate to the airport. While the first amendment protects the freedom of speech, limitations exist. Airport administrators should watch for slander, libel, misinformation, and definitely threats, on blog sites. Google Alerts provides an effective method of monitoring what is published on the internet about the airport. Citizen journalists and the growth of instant worldwide communication means that rogue websites quickly could be posted by anyone upset with the airport. Disgruntled employees, disenfranchised tenants (or potential tenants), and community members could impede the airport’s reputation and that of the staff and sponsors.26 Blogs also have become a form of electronic tip sheets, used to inform and, in some cases, manipulate the media.27 Airport executives and PR staff sometimes use blogs to transmit information to the various airport stakeholders. An “offshoot” of blogging is podcasting. Podcasting is the practice of using the internet to make digital recordings of broadcasts available for downloading to a computer or mobile device. Podcasting combines the freedom of blogging with digital audio technology to create an almost endless supply of content. YouTube is also a valuable source of pushing out content to the community. Although YouTube videos are amateur by nature, viewers still expect standards when watching a YouTube clip — that the audio and video (720 dpi or higher, preferably 1080 dpi) are of good quality, and that the lighting is adequate to see the video. Airports can establish a YouTube channel, or the airport can post on YouTube at random, using tags to find their videos. Generating Publicity Publicity is essentially “free advertising.” The media may provide additional public awareness through coverage before, Ibid. Hoffman, J. (2008, p.15). Keeping Cool in the Hot Seat. (4th ed.). Clayton, NC: (4th ed.). Clayton, NC: Four C’s Publishing Company. 27 Henderson, D. (2006, p. 27). Making News: A Straight-shooting Guide to Media Relations. Lincoln, NE: iUniverse Star. 25 26 AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 21 Certified Member during and after the event. Publicity can be a cheap and effective method of communicating messages to the public, as it is delivered in the form of news instead of advertising. However, publicity campaigns may backfire if the hype generated by the PR efforts does not meet expectations (i.e., an airport advertising the opening of a new runway, terminal building redesign or restaurant, only to have the project delayed by several months or years).28 “A broad range of media can be used to support PR efforts, many of which have already been mentioned in this chapter, for instance, when discussing advertising. Airports typically use interviews or press releases (via radio, television, print or electronic media), media kits, brochures, newsletters, public speaking and announcements, featured articles and stories, awards and recognitions, events (e.g., hosting trade shows, barbecues (BBQs) and fundraising events such as a charity fun-run on the airport runway), sponsorship, volunteering and corporate reports (e.g., on social, environmental or financial performance). Electronic media, especially social media, are increasingly used, however, just as with other tools in the promotional mix, the media used needs to be carefully tailored to the needs of different publics.”29 — Airport Marketing, Halpern and Graham, 2021. Consideration also should be given to unique promotional approaches such as advertising in local high school yearbooks and newspapers, dasher boards at youth hockey ice rinks, banners at youth soccer fields, or using the airport terminal areas for unique art or information exhibits. Some airports use special events, such as hosting runway marathon runs or bicycle races, plane-pulls, airshows and open houses, and special “Warbird” (older WWII style aircraft) rides, to encourage the public to visit the airport. These events are particularly popular at general aviation and small commercial service airports, where they will not impact flight operations significantly. News releases still are used for reporting information and for publicity purposes. News releases also can serve as required community notifications in some cases, or required reporting of financial information or public meetings. These are considered necessary communications, and, unless there is something newsworthy that an airport wants to publicize, a simple presentation of the “Who, What, When, Where and Why” information will suffice. Airports can use news releases to announce new service, air carrier route expansions or new air carriers; to respond to a time-sensitive situation; and to discuss a new development. They also may be used to present the airport’s perspective regarding adverse or conflict situations. Following a significant aviation-related incident or accident, media outlets expect a news release summarizing the key facts and perspectives, along with follow-up information. When an airport issues a news release related to public or political conflict, incidents or accidents, the media typically reviews the news release as they wait for the official response. Airport executives should consider other pathways to publicity beyond the daily newspapers, broadcast and social media. News/talk radio is often an excellent way to reach a broad audience. It provides an environment in which airports potentially can present a controlled message that provides audiences with a better (or different) understanding of the issues and the airport’s related perspectives. Small, weekly community newspapers are another option. Stories that may be lost in larger forms of media may stand out in smaller weekly sources and subsequently may be featured in the larger daily paper as interest in the topic increases. Local weekend TV shows, particularly those that broadcast on Saturday and Sunday mornings, provide good opportunities for the 28 29 Halpern, N., & Graham, A. (2021). Airport Marketing (Digital). Routledge. P. 280 Halpern, N., & Graham, A. (2021). Airport Marketing (Digital). Routledge. P. 280 22 / American Association of Airport Executives Module 4 airport to introduce human interest stories or further explore issues. Airport executives faced with opposition related to various issues can gain support through PR and news releases issued by various trade organizations and on-airport user organizations. Commercial service airports often have paid lobbyists who monitor and issue content to the news media at both the state and federal levels. For GA airports, the Aircraft Owners and Pilots Association (AOPA) encourages the development of Airport Support Networks. AOPA Airport Support Network volunteers are AOPA’s local representatives who are relied on to disseminate information in the interest of keeping public-use airports open and viable. Other associations and organizations such as the Civil Air Patrol, aviation museum operators, teachers, or state or local pilot associations, may also be willing to support the airport’s PR efforts. Attracting the Media Media outlets receive thousands of news releases daily. Therefore, to gain the attention of media outlets, you need to provide reporters with a “real news story” that will have value or relevance to the public’s interests. Journalists are trained to find timely and interesting news, write interesting stories that meet their audience’s needs and expectations, and increase the image of the news organization and its media outlets.30 To attract publicity, a story needs to have unique aspects that appeal to human nature. A good PR employee or consultant can help the airport executive identify unique aspects of the airport’s situation or activities that could be presented in a way that would attract media outlets. Airport executives should learn the types of news the media seeks, learn what these organizations need for their audience, and provide them with a legitimate story that meets those needs.31 The airport executive should be aware that media outlets seek to maximize their profits, as do most for-profit businesses. What makes news? Airport executives and PR professionals must understand what is “newsworthy.” Newsworthy is the standard criteria for the elements that make up a story. Newsworthiness is the term used to describe whether a topic is interesting enough for people to want or need to know. It’s the first thing the PR team considers before pitching a story or drafting a news release. A story is considered newsworthy if it involves conflict or controversy, if it is happening now, if it affects a significant number of people (i.e., impact), and if it is nearby (proximity). A story is also newsworthy if it involves highly visible people in the community, if it’s unique, if it has a human-interest component, and if sound, photos and/or video are available.32 The classic story of overcoming the odds, or stories in which individuals have achieved success despite the obstacles in front of them, typically makes for good copy. Airport executives should seek out opportunities that present positive and progressive newsworthy events that put the airport in a positive light. These would include examples such as new air service, new tenants, major training exercises, and large capital improvement projects. A sizable portion of newspaper readership is migrating to the internet for news.33 Former news anchor Dan Rather argued that the advent of 24-hour cable news has led to sensationalized or, in many cases, biased news in an attempt by the media to improve their ratings and expand their audience base.34 In this type of news media environment, it is important to Federal Emergency Management Agency. (2003). Basic public information officer course (SM-290). Washington, D.C.: Government Printing Office. 2-5 to 2-6. Ibid 32 Ibid. 33 Martin, S. (2009). Airport Cooperative Research Project Report 18. Passenger Air Service Development Techniques. Transportation Research Board, Washington, D.C., p. 4. 34 Ibid 30 31 AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 23 Certified Member consider and proactively manage media contacts and how they disseminate information about the airport. In some communities, the printed daily newspaper has gone away and has been replaced by the newspaper’s website. Each reporter is paid depending on the number of individuals who click on their headline. This arrangement has led some reporters to sensationalize the headlines of even the most ordinary stories in a process called “clickbait.” Clickbait is content whose primary purpose is to attract attention and encourage visitors to click on a link to a particular web page. For example, “Doctors identify 10 things you must do to live past 50!” Some other methods of generating publicity are addressed in the sections on Marketing and Air Service Development. Community Relations It is essential for the airport to have communication channels in place with the surrounding neighbors, especially when aircraft noise is an issue, or the airport needs community support to carry out the elements of its master plan. As noted in the section above, hyper-local or community newspapers can be helpful in ongoing neighborhood communication about the airport. Some airports maintain an email list of neighbors who ask to be notified of airport news such as runway construction that will change flight patterns, or new aircraft types flying in, or special events that will change the level of aircraft activity. The airport needs to be viewed as a good neighbor and an asset by the larger community as well. Many of the public information, publicity and promotion techniques discussed in this section will create a positive community perception of the airport. Economic Impact Study One way that airport operators may be able to improve community relations is through an economic impact study. Typically, the study is a state-level project, but some airports have elected to conduct more micro-level studies, simply focusing on the benefits of the airport to its own community. The two main indicators that may be measured and cited as evidence of an airport’s importance are its economic impact and its transportation benefits. Economic impacts are the regional economic activities, employment and payrolls that can be attributed, both directly and indirectly, to the operation of a local airport. Benefits are the values perceived by the public from services that a local airport makes available to the surrounding area. Though several benefits exist, such as improved transportation safety and comfort, the two services most emphasized and attributed to aviation are the time saved and the costs avoided by travelers. An airport that provides improved transportation access and services to a community reflects the primary motive for communities to operate a public airport. Transportation Benefits. Transportation benefits are the services that a community hopes to obtain by developing and maintaining an airport. They differ from economic impact in that they are less tangible. They are reflected in the value of time saved and costs avoided by users of the air transportation system, or in the enjoyment or entertainment value one receives from flying. Other valued transportation benefits are a sense of community pride, the possibility of attracting other businesses, the support of related aviation activities such as agricultural spraying, reliever airports in metropolitan areas, and the reduction of delays at air carrier airports. These benefits cannot be expressed readily in dollars, but they are benefits that people value. Without the airport, the benefits would not exist or would not be recognized easily. Economic Benefits. the economic significance of an airport is an essential element in airport master planning and system planning. Economic factors help describe the basis for, and consequences of, the development of airports and the public’s involvement. The public is more likely to support airports when they are aware of the substantial benefits to the 24 / American Association of Airport Executives Module 4 surrounding area. Planners can combine economic data with income projections to help determine the viability of airport development projects. An economic impact study is a tool frequently used by airport operators, planners and regulatory agencies to measure the economic value that an airport contributes to its local and regional surroundings. It has become one of the standard airport planning documents, along with the airport master plan update, noise compatibility study, and required environmental documents.35 An airport economic impact study is undertaken for a variety of reasons. The study’s primary purpose is to attempt to quantify the amount of money contributed by the airport to a local community due to its presence and operation. This data then can be used as an indicator of the value and worth of the airport to the community, as a basis for determining the outcomes of airport development projects, or for justifying airport operational and managerial decisions. The Total Economic Impact. The total economic impact in the community is derived from calculating the direct, indirect and induced impacts. The direct impact is the airport-related dollars generated directly as a result of airport employment and the operation of airport businesses (i.e., money made or spent at the airport). These impacts primarily are calculated by determining airport employee payrolls, the amount of goods and services purchased by the airport businesses, the expenditure on capital improvement projects, and the payment of taxes from airport activity. Indirect impact measures the economic activity associated with the dollars spent in the community by airport patrons (hotels, restaurants, rental cars – i.e., money as a result of the airport’s location). People using the airport as a place of employment or access to a community invariably spend money in the community. Measurement of those expenditures is factored in as an indirect benefit. Another indirect impact is generated from businesses that have chosen to locate in a community because the airport is integral to their operation, such as a hotel or car rental business or a manufacturer needing overnight courier service. The measurement of the indirect impact is not determined as readily as is the direct impact. Surveys typically are used to question businesses and patrons about the amount of money they spend in the community. Direct and indirect benefits comprise the primary economic impact of the airport. This represents the net economic impact to the community in dollars spent. The direct and indirect impacts are important, but they still do not represent the total economic impact to a community attributable to the airport. Instead, a further induced impact is added to the equation. Induced impact attempts to measure the multiplying effect of successive turnover of the dollars spent in the community. The multiplier effect is an economic principle that recognizes that every dollar expended by an airport patron is further recycled or channeled throughout the community to generate additional income or revenue. For instance, an airport construction project results in expenditures to a local construction company. The company hires additional employees, and together each makes purchases in the community. The increased demand for goods and services results in additional employees being hired and goods being bought throughout the community. The cycle then repeats itself. The RIMS II model is a popular model for determining the multiplier. An analysis of economic impacts has to account for the inter-industry relationships within the region, as these relationships largely determine how regional economies are likely to respond to project and program changes. The regional input-output (I-O) multipliers, which account for inter-industry relationships within regions, are tools for regional economic impact analysis. RIMS II multipliers, a software program available through the U.S. Bureau of Economic Analysis, quantify the cumulative 35 Transportation Research Board. (2008, p. 1). ACRP Synthesis 7 Airport Economic Impact Methods and Models. Retrieved from http://onlinepubs.trb.org/onlinepubs/ acrp/acrp_syn_007.pdf AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 25 Certified Member effects on total industry output, earnings, employment and value-added resulting from a change in final demand. The multipliers are derived from a national input-output table, an accounting framework that shows the distribution of the inputs purchased and outputs sold, and regional data, which are used to adjust the national input-output table to reflect the region’s industrial structure and trading patterns. Multipliers vary throughout the country, but typically they are 2.0 for gross sale items, 1.75 for payroll sums, and 2.0 for employment. The induced impact, therefore, is the direct impact times the applicable multiplier. Adding the induced impact to the immediate impact indicates an airport’s total economic impact on a community. Airport Marketing Introduction In the past, it was believed that an airport was essentially a monopoly with significant market power and so did not have much need for marketing. However, with the numerous changes in the airline and airport industries, including privatization and global airline alliances, greater attention is being paid to the commercial aspects of running an airport, including financial management, non-aeronautical revenue generation, and airport marketing. A key success factor as an airport executive is the ability to generate revenue for the airport, develop and market the airport in a way that provides economic stimulus, and build effective relationships with the surrounding community. The American Marketing Association defines marketing as “the activity, set of institutions, and processes for creating, communicating, delivering and exchanging offerings that have value for customers, clients, partners, and society at large.” Airport marketing comes in many forms. At the small airport level, it may be simply to promote fundamental aviation businesses, such as charter operators and flight schools, to the community and attract transient aircraft. Or, marketing may take the form of attracting new based tenants. At commercial service airports of all sizes, a primary goal of marketing is to attract the number of passengers needed to fill planes and keep the airlines profitable. The airport becomes a significant player in the community’s competition for global business, and a good marketing plan helps to reach that goal. Major corporations are attracted to communities offering a level of air service that meets their travel needs. The effort to attract air carriers and to maintain a robust level of flights is known as air service development, which is discussed in a later section. A general aviation airport actively may market its FBOs and SASOs to charter and private aircraft operators to increase fuel sales. Marketing can include land leases for aeronautical or non-aeronautical development, such as hangar space for corporate, charter and private aircraft. Airports with a mix of commercial service and general aviation operations may engage in marketing both the GA facilities and the passenger and airline side, as noted above. In some cases, an airport may market to its surrounding community to promote the benefits of the airport. This approach often overlaps with public relations efforts and is an excellent example of when cross-promotion using different management functions can be beneficial. Factors to consider in the development of an airport communications and marketing plan: Deregulation opened up choices for where airlines could fly and created the low-cost carrier industry, thus opening secondary and regional airports as potential competitors with larger airports. Airports are no longer the only choice for connecting with customers and clients. The 2020 pandemic brought video conferencing to the forefront of the communications industry. 26 / American Association of Airport Executives Module 4 Passengers are more experienced and less loyal to particular airlines or airports, enjoying a greater choice of both, and having higher expectations on airports to deliver a quality product. Airports need to manage increasingly more stringent requirements regarding security, and more recently, health and safety. Prior to the coronavirus pandemic, airports were better able to take advantage of opportunities to develop commercial activities and diversify their business, such as industrial park development and public-private partnerships. This trend may return as the pandemic becomes endemic with time. The airport marketing audience has expanded to include meeters and greeters, cargo companies, airport workers, concessions, airport advertisers and suppliers. Marketing on a global scale can involve a larger knowledge of how a community attracts business to the local or state area. It’s also important to know that the airlines do have a choice. A 2012 study of competition at European airports found that airlines had become more flexible and were both willing and able to switch to another airport, if the conditions at their present airport were not favorable to their profitability. A large proportion of products and services at most airports are subject to competition, and airport marketing decisions can help to build relationships that profoundly impact airport customers. Airport marketing also is considered increasingly important because of the impact an airport can have on the economic and social development of the surrounding area. For this reason, airport marketing undertaken by both publicly owned and privately owned airports often may have wider objectives rather than just to enhance the well-being of the airport operator. Collaboration with stakeholders such as local businesses, tourism, and regional development agencies is more commonplace at airports than with many other industries because of the wider implications of traffic growth. Marketing is considered one of the essential skills of business management; therefore, we will not attempt to cover marketing basics (i.e., product, price, place, people). However, as with many other aspects of operating an airport, sponsors must approach even the business fundamentals differently than most other non-transportation or non-aviation related industries, public or private. Perhaps a final argument for an airport to conduct marketing is that, in many cases, the airport’s success primarily is based on the success of its tenants. This relationship is symbiotic — if tenants make money, they pay their rent, concession percentages, and fuel flowage fees. If tenants make money, other businesses see the airport as an opportunity to make money, which, ideally, results in more tenants locating themselves at the airport and leasing more land, which means more flight operations, more cargo transported and, in some cases, more passenger enplanements. These increases lead to increased profits and the airport moving toward self-sustaining status. The Marketing Communications Strategy The airport marketing communications plan defines the process and pathways to communicate between airport management and its stakeholders. The plan includes goals, objectives, actions and a calendar, and assigns responsible parties. An effective plan documents airport management’s mission with regard to maintaining transparency and open lines of communication with those stakeholders and establishes guidelines for effective two-way communication. An airport marketing communications plan must consider the sponsor’s position on marketing. Some sponsors think the airport is more a public utility and, therefore, does not require marketing, believing that marketing is a function of the tenants. This is more common with airports owned by a municipality. The “business-focused” nature of authority operated airports makes it more likely to actively engage in marketing efforts. AAAE Certified Member (C.M.) - Module 4: Communications and Community Relations / 27 Certified Member NOTE: Every public agency produces public information, but not all public entities do marketing. Airport sponsors, who believe that the airport is simply a public utility like water, power, parks and recreation, are not likely to fund airport marketing campaigns. Airport sponsors that believe, however, that the airport is a business enterprise are more likely not only to fund marketing campaigns, but also to assist in joint ventures and partnerships with other entities (i.e., tenants) that share similar goals. Grant assurance restrictions, whether the airport tenants will market and to what extent, the marketing budget, and the use of benchmarking to determine marketing effectiveness are all questions to be asked by the airport operator. Community plans and whether the community also will market, and to what extent, must be considered. In some cases, airport marketing functions are handled by a consulting firm. The firm either drafts the marketing program and leaves it to the airport to implement, or drafts the program and implements all or some aspects of the program. Airports often hire marketing firms when the airport attempts to make a significant change, such as expanding from a GA airport to a commercial service airport, or expanding the air service of a commercial service airport. Outside firms also frequently are brought in when an airport has a significant amount of land available for aeronautical or non-aeronautical use and wants to attract new lessees. In some cases, the outside firm promotes and markets the available land, vets interested companies, and makes recommendations to the airport concerning potential developers or lessees. An airport communications strategy shares the following common elements: Mission, Goals and Tactics. Content Marketing Strategy. Print and Online Style Guide. Media Mix. Evaluation. The Mission, Goals and Tactics identifies the audience, specifies the goals and objectives of the communications plan (i.e., why does the airport want to communicate with the public, and what does the airport desire to achieve through this communication), the key messaging (what needs to be communicated), the various marketing channels and timing (i.e., marketing mix), and how the goals and objectives will be evaluated. A consistent mission ties into the role of the airport, the overall goals and objectives of the airport, and the airport’s branding. A competitive analysis, determining the airport’s current market stance, and budgeting are other components of the marketing plan. The marketing budget is specified in the marketing plan. There are four primary methods for budget-setting: 1. The affordable method sets the budget according to what management thinks the sponsor can afford. 2. The percentage-of-sales method sets the budget according to a set proportion of current or expected income. 3. The competitive parity method sets a budget that is similar to competing airports. 4. The objective-and-task method sets the budget according to specific marketing objectives and their desired outcomes. Needs identification is an essential component in airport marketing. A need is the difference between a consumer’s actual state and some ideal or desired state. Most advertising tries to show consumers just how a product, service or idea will do an excellent job of satisfying their needs through informing, persuading, reminding a consumer of a need, or selling them on a need they previously did not know they had. 28 / American Association of Airport Executives Module 4 In the case of an airport, the community surrounding the airport is an important market sector, as airports strive to maintain open relationships with the community to derive support and demonstrate the benefits of the airport. Contemporary marketing approaches have evolved to include: A greater focus on relationship marketing: building customer relations through loyalty. Industrial marketing: building and maintaining good relations with other businesses and organizations. Engagement marketing: capturing the attention and establishing connections with an audience. Digital marketing: marketing conducted via digital technologies such as social media. Sustainable marketing: marketing activities that benefit the economy without harming society and the environment. Crisis communications: brought to the forefront due to the coronavirus pandemic. The Content Marketing Strategy focuses on exactly what the airport is attempting to communicate or market, and how it intends to connect and maintain connections with the target audience. Content can include infographics, videos and photos, relevant news, airport highlights, special events, behind-the-scene stories and testimonials. A Print and Online Style Guide is a manual or set of instructions used to standardize how the airport writes and creates all marketing and advertisements. The purpose is to enforce a certain “style” to ensure that communications remain clear and consistent. Style guides incorporate approved logos and logo usage, fonts and typography, colors, slogans or tagline, visual layout, graphics and icons, image size, and brand “voice,” (i.e., tone of communications). A style guide helps create brand unification across all communications when used collectively and consistently. The Media Mix identifies the media platforms the airport will use to communicate the messaging to the public. The Advertising Research Foundation determined that using five media platforms is 35% more effective than using a single media platform to broadcast messaging. This demonstrates the necessity to spread out messaging through different marketing platforms. The media mix includes: Online Ads. Digital Platforms (websites, social media platforms such as Instagram, Twitter, etc.). Social Media. Print Media. Radio. Television. Community Outreach (events, presentations). Community Advertising. Contingency Funds to take advantage of unforeseen opportunities, or for special events such as airshows, open houses, or community events (i.e., plane-pull, runway run, charity events). In a recent survey by the Advertising Research Foundation, which studied 5,000 media campaigns, the

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