Practices to Develop Effective Stakeholder Relationships at Smaller Airports (2015)

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50 CONCLUSIONS This synthesis provides a summary of observations from a literature review, survey, interviews, and case examples. Although all airports are different and have a variety of challenges and stakeholder issues, some common themes were observed relative to airport stakeholder relationships and engage- ment, which are discussed in this chapter. Airports that have successful stakeholder engagement programs appear generally to employ the techniques conveyed in the stakeholder literature discussed in this study. Specifically, they identify who the stakeholders are, discern what stakeholder objectives are, and engage them as needed using various tools and techniques. This may not be the airport’s formal process, but it tends to typically play out in this manner. Many airport managers embrace the belief that the most effective way to engage stakeholders is to develop and maintain positive ongoing relationships that serve as a good foundation when specific issues are to be addressed. This is often done with regular two-way communication between airport management and the stakeholder; education of stakeholders about the airport’s activities, plans, and programs; and the formation of partnerships when there is a mutual goal. An example of such a part- nership is the one between the airport staff and economic development agencies. Educating stake- holders about the airport’s services, the value of the airport, and airport operational requirements is important. It is preferable to do this proactively rather than when an issue arises. The definition of a stakeholder as used in this report is any group or individual who can affect or is affected by the achievement of an organization’s objectives. This definition appears to be consistent with actual practices at airports with the types of organizations they engage on a regular basis. These organizations and some of the reasons they are considered stakeholders include: • Policymakers and elected officials can directly affect the success of an airport. In many cases, the policymaking board employs airport management and the need for stakeholder engagement may be obvious. Regardless, a trusting relationship characterized by open communication is very important. Elected officials as a stakeholder group have constituents such as airport neigh- bors who are also stakeholders. It is important that policymakers have a good understanding of the airport’s mission, its value to the community, and its strategic plans so they can perceptively consider airport budgets, educate airport neighbors, and represent the broader community when necessary. • Airport tenants and users including airport customer service, airport operations, development plans, construction phasing, leases, and rates and charge policies are key stakeholders for many airport initiatives. It is important that airport management maintains open communication with tenants and users and fully considers their needs. • Economic development agencies typically have a shared goal with the airport; that is, promote the economic growth of the community and create jobs. The relationship between this stakeholder group and the airport is very much a partnership; economic development organizations can be instrumental in the development of airport lands for both aeronautical and non-aeronautical uses. Their programs can also directly influence the demand for additional airport infrastruc- ture and services, including the need for corporate hangars and a longer runway for business jet traffic. chapter five CONCLUSIONS AND FURTHER RESEARCH

51 • Airport neighbors and the general public can be significantly affected by the airport and vice versa. This is particularly the case with aircraft noise or airport expansion plans that might encroach on land adjacent to the airport. This stakeholder group can directly impact the ability of an airport user to obtain the service it desires; for example, a user’s need for a longer runway that is opposed by airport neighbors. • Government regulators such as local, state, and federal agencies have responsibilities for estab- lishing regulations for airports and monitoring airport compliance. Examples include the issu- ance of environmental permits and grant assurances. Some agencies also provide funding for airport development. Establishing and maintaining a good relationship with them is very impor- tant. Some government regulators such as FAA Air Traffic Control and the TSA also serve as airport tenants and provide customer service to airport users. • Service providers include consultants, volunteers, the city finance department, and law enforce- ment. These stakeholders directly impact the airport’s operations and services. In turn, airport initiatives will affect them. Open communication and positive contractual relationships with these groups is very important. Although non-governmental organizations were not specifically identified as part of this study, they can often have significant influence on airport activities. An example of this is when non-governmental environmental organizations weigh in on large airport development projects. Stakeholder engagement using some of the principles outlined in this study may be useful for airport management when encoun- tering these situations. There may also be community charity-based non-governmental organizations such as the Sierra Club and Angel Flight, Inc. Airport officials may wish to engage them in a manner similar to that of the airport community stakeholders discussed earlier. The level of importance and the level of engagement placed on each varies and is often driven by the nature of a shared goal or the need to address a specific issue or stakeholder concern. Also, the importance that airport management places on a particular stakeholder may be influenced by the governing structure of the airport and the experience or tenure of the airport manager. Issues that confront airports and drive the need for stakeholder engagement include: • Customer service (users, tenants, public) • Airport operational environment (users, tenants, public, government, service providers) • Airport strategic planning (policymakers, economic development, users, tenants, government, public) • Airport master planning (policymakers, economic development, users, tenants, government, non-governmental organizations, public) • Environmental assessments (public, government regulators) • Land-use planning and zoning (public, policymakers) • Adoption of airport budgets (policymakers, tenants, users) • Preparation of airport capital improvement plans (tenants, users, public) • Project phasing and construction (users, tenants, public) • Airport leasing polices (tenants) • Airport rates and charges (users, tenants) • Airport rules and regulations (tenants, users, public) • Safety and security plans (users, government regulators, service providers). There are many tools and techniques available for engaging stakeholders. Those used by airport management depend on their purpose, the urgency of the engagement, and the issue at hand. These tools and techniques can be categorized as information sharing, direct engagement to proactively maintain positive relationships or to address issues, and festive events. Tools and techniques used by those airports completing the survey are discussed in chapter three and can be summarized as follows: • Information sharing (general) – Speaking to civic clubs – Newspaper articles and press releases – Airport website

52 – Social media – Airport newsletters – E-mail subscription with e-blasts to tenants and users – Direct mailings to airport neighbors – Mobile message boards – Use of a public relations firm to get the message out. • Direct engagement – Regular meetings with tenants and user groups – Active participation in city and county council meetings – Active participation in tourism industry groups – Informal discussions with pilots to solicit their feedback on airport services – Formation of airport advisory groups – Open door policy for airport management to communicate with the general public – Airport management meetings with airport neighborhood groups and individuals on their “turf” – On-line surveys – Monthly coffee talks with general public – Face-to-face meetings with FAA, TSA, and state aviation officials – Public workshops in connection with master plans and noise compatibility studies – Formation of focus groups to address specific issues – Participation by airport management on local boards such as an economic development council – Participation by economic development council members on the airport board – Guided airport tours for neighborhood groups, policymakers, and economic development groups – Luncheons with brokers and bankers – Legislative forums for elected officials – Use of airport ambassadors. • Festive events to promote positive relationships – Blood, coat, or food drives at the airport – Ribbon cuttings – Annual holiday receptions – Regular luncheons with tenants – Public aviation events such as fly-ins, antique aircraft, festivals – Programs to reach out to youth such as the Boy Scouts and Young Eagles – Pot luck luncheons rotated among tenants – Seasonal tenant appreciation day – Fish fries for the Rotary Club. Airport management’s availability to stakeholders and a physical presence in the community is a key to effective engagement. Also, it is important for airports to dispense information to stakeholders about an issue before the stakeholder has the opportunity to develop its own information. This is critical when anticipating opposition to a major airport initiative. Appendix C provides a checklist of issues and steps for airport professionals to consider in under- standing the need for and scope of a stakeholder engagement program. This checklist is built on current most-effective practices revealed through all work elements of this study. FURTHER RESEARCH CONSIDERATIONS As noted in chapter two, there is a wealth of literature available regarding general stakeholder prac- tices as well as recommendations in other ACRP documents about engaging stakeholders for specific types of issues. Although it was determined that many airport leaders view stakeholder engagement and fostering strong relationships with vested individuals and groups as critical to the success of an airport, relatively few appear to have a comprehensive strategic plan to guide the development, implementation, and

53 measurement of performance for such work and initiatives. This apparent lack of a systematic effort to assess performance in this area is perhaps one area for further research. Delving into an analysis of the existence and effectiveness of key performance indicators that offer quantifiable “markers” of success or improvement areas in stakeholder engagement techniques would parallel current business and non-governmental practices and tools for creating a “high-performing organization.” As the airport industry continues to evolve and exist in a dynamic, tumultuous, and challenging environment, further research into how airports of all sizes currently employ principles of high performance could be worthy of consideration. More importantly, research into how the use of these principles can yield positive outcomes for airports and the communities they serve could produce guides, recommendations, and strategies for achieving higher performance in the area of stakeholder engagement and other core business functions.