Cover Image

Not for Sale

View/Hide Left Panel
Click for next page ( 80

The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement

Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 79
Identifying Available Resources to Enhance Air Service 81 Convention and visitors bureaus, and tourism authorities understand the inbound business and leisure markets. Hospitality industry consists of mainly hotels and restaurants. Chambers of commerce are forums where local businesses can jointly provide guidance regarding their air service needs. Summary ASD programs must be supported by adequate financial and human resources. Financial support may be available from numerous sources, including airport operations budgets, the local business community, federal grants, state programs, and other area stake- holders. In-kind contributions and other partnerships also can be valuable resources for ASD teams. Successful ASD teams comprise a range of professionals who contribute specialized skills. These professionals may include in-house airport staff, consultants, or other local professionals. Engaging an ASD consultant taps into a wealth of industry knowledge and contacts and helps focus ASD efforts. A broad-based airport support task force can be extremely valuable in building support for-- and establishing the credibility of--ASD programs.