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OCR for page 5
Airport Organization 5 on the preliminary research, several management principles and techniques pertinent to small air- ports have been identified: Quality Management. Airport managers must focus the efforts of employees to strive for improvements on meeting the needs of the public and airport customers. Airport staff must be provided training, tools, and resources to maintain high-quality facilities and services. Team-Based Management Techniques. Small airport managers can be overwhelmed with the varying tasks involved with the position and with leading staff, if any, toward meeting the air- port goals. Airport owners can maximize resources available to managers through industry organizations, state and federal units of government, consultants, and other airport-related networks. Consistency and Standardized Methods of Operation. It is important for airport managers to strive for consistent enforcement of airport rules, standards, and policies. A standard method of operation establishes the means for ensuring organized growth and tenant satisfaction. Communication Tools and Strategies. Communication is integral to the success of the airport as an organization. Airport managers must communicate with governmental entities, cus- tomers, tenants, regulatory agents, commissions, boards, and the general public. Coordination. Proper coordination among public entities; federal, state, and local units of gov- ernment; and airport tenants is integral to the success of the airport. Coordination is essential for orderly construction and development of the airport facility and to move forward with the objectives of the airport. Building Public Goodwill. Public relations is vital to the success of any small airport. Airport managers must implement a wide variety of marketing strategies aimed at maintaining a posi- tive perception of the facility and for building community relations. Strategic Planning and Coordination. An airport needs an organizational vision, mission, goals, objectives, and direction. This is an essential function of airport management and is vital to the ongoing assessment of the airport's role in the community. Fiscal Responsibility. Fiscal responsibility is a critical component of airport administration involving the budgeting and expenditure of public and private funds. It is important to under- stand the financial position of the airport and communicate the economic impact of the facility. Legal Responsibility. Airport owners are responsible for legal policies and ordinances of the community and for mandated responsibilities such as EPA guidelines. Environmental Stewardship. It is important for an airport to be a good community "neighbor" regarding environmental issues such as stormwater pollution, noise, and land use. Public Safety. Programs and policies must be implemented to ensure the safety of both the avi- ation public and non-flying public. Function and Roles of Airport Staff Airport staff members can also perform a variety of functions, including administrative func- tions, maintenance, daily operations, and coordination with FBOs. Many airports share airport staff with the airport's governing body. For example, the city or county may provide mainte- nance staff, equipment, and other resources for daily operations. The airport staff may also serve in administrative roles, especially if the airport manager is a part-time position or if the role is delegated to someone who provides that service as part of her or his other duties outside the airport. Airport staff must be made aware of airport policies, liabilities, standards, and normal operat- ing procedures, as they will conduct the daily operations of the airport and may serve as the pri- mary contact for a variety of functions. They should have a basic understanding of the full scope of responsibilities of running an airport, as they will probably represent the airport manager when that person is not available.