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Aircraft Noise: A Toolkit for Managing Community Expectations (2009)

Chapter: Chapter 4 - Community Engagement Strategies and Techniques

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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
×
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
×
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
×
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
×
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
×
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
×
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
×
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
×
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Suggested Citation:"Chapter 4 - Community Engagement Strategies and Techniques." National Academies of Sciences, Engineering, and Medicine. 2009. Aircraft Noise: A Toolkit for Managing Community Expectations. Washington, DC: The National Academies Press. doi: 10.17226/14338.
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Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Introduction The preceding chapters address why engagement with the public is important to communicat- ing information about aircraft noise, the basic approach and principles of doing so, what both air- ports and the public are trying to achieve by it, and why and how to measure its achievements. This chapter discusses some of the more successful ways to approach community engagement. Efforts to coordinate and implement a community engagement program are more likely to succeed when specific objectives are identified and strategies are implemented. Case studies, discussed in Chapter 5, have been used to generate information about best practices for com- munity engagement strategies among five airports with different missions and a university com- plex. Also included in that chapter is a review of literature directly related to public engagement in the transportation and environmental industries that have direct applications to airport- community relationships. This chapter will help airport managers • Understand the basic components of public engagement; • Design, develop and implement a public engagement program that will suit the unique cir- cumstances of their community; • Evaluate the results of their public engagement efforts; and • Better understand the relationship between public interest in aircraft noise issues and what the airport can do about it. To gain the greatest benefit from this chapter, the following steps are useful: Step 1: Read the nine strategies for community engagement that have been identified as best practices and “lessons learned” at other institutions that have been engaged in contro- versial issues with nearby neighbors. These strategies will provide context to the next step in evaluating your current community relations condition. Step 2: Then go to the “When & How is it Best to Start” section and complete the self-assessment process. This will provide a baseline or current assessment of the airport’s community engagement program. Step 3: Using the results of Step 2, refer to the sections of the Guidebook and Toolkit that address the areas(s) with the lowest results. Planning practices also are available to help improve a program’s proactive and engaging service-oriented focus. Step 4: Then refer to the other sections of the Guidebook and Toolkit, as appropriate to the air- port’s circumstances. Step 5: At least annually, update the self-assessment to identify the areas in which the program has improved, as well as those areas in which the program should place additional emphasis. 15 C H A P T E R 4 Community Engagement Strategies and Techniques

Subsequent chapters of the Guidebook and Toolkit references will give information about characteristics of the relationship between aircraft noise and surrounding land uses, an overview of the various noise metrics available to the noise analyst to enhance the public’s understanding of the conditions of noise in the airport environs, and discussion and tools to assist the airport manager to better communicate about concepts of noise abatement and land use management opportunities that always will arise during discussions of aircraft noise with public audiences. The chapters will provide tools and examples that the airport manager may tailor to the airport’s particular needs. Throughout the remainder of this Guidebook, icons, as indicated below, will be included that relate to the documents, graphics, or other examples provided on the accompanying Toolkit Com- pact Disc. Each icon will consist of a box surrounding a computer mouse icon with a two part number. The first number is the chapter where it is referenced, and the second number is the sequential tool number within that chapter. The tool may be accessed by going to the table of contents for the Toolkit CD and double clicking on the tool number. When to Use This Chapter Airport Managers should refer to this chapter when: • Responding to controversial issues of noise and sensitive use conflicts that have arisen around the airport, particularly if unexpected • Developing a long-term community engagement strategy; • Developing a noise abatement and land use management program • Planning a new project; • Constructing improvements; and • Any other time controversy arises between the airport and its surrounding community over issues of environmental concern. Community Engagement Strategies Airport surveys (airport noise officer survey results are located in the Toolkit) , follow- up interviews, case studies, literature reviews and professional experience were sifted for the fun- damental ideas and strategies that would help managers of airports of all sizes to implement an effective noise communications approach. Although local community engagement efforts could succeed without addressing all of these strategies, the chances of success improve greatly when most or all of these strategies have been addressed. Strategies for Successful Community Engagement • Have a community/service-oriented commitment; • Develop progressive communication strategies; • Establish continuous proactive engagement; • Acquire good listening skills; • Develop quality, rather than quantity information; • Build lasting relationships and establish trust; • Manage community expectations through transparency; • Address emotional feelings and do hard things; and • Decide when help is needed. 16 Aircraft Noise: A Toolkit for Managing Community Expectations X-1 4-1

How to Use the Engagement Strategies Several of the airport managers interviewed, as well as much of the literature reviewed for this study, have indicated that using multiple concurrent, coordinated strategies is more effective than using only one. Actual techniques for community engagement will differ from location to location depending upon the local environment, culture and other factors, but applying these strategies will lead to a more proactive community engagement program. Strategies for Successful Community Engagement Strategy 1: Have a Community/Service-Oriented Commitment During recent decades, there has been a shift toward greater public involvement and an increas- ing expectation on the part of the public that they have a right to be heard and treated as partners in the decision-making process.Organizations and institutions that the public perceives as being public assets are finding that developing a service-oriented attitude is critical to the success of their mission. Public perception necessitates agency change. Because the public has become so well-informed and involved in many areas, organizations and institutions that the public perceives as being public assets are finding that developing a service-oriented attitude is critical to the success of their mission. A service-oriented attitude means that every individual in the organization must relate to the public as if every member of the public were contributing to their paycheck, because the public perception is that they do. The literature review and case studies confirmed that a comprehensive, interactive approach to public involvement requires a cultural change from the top down, espe- cially as the aviation industry has no strong mandates to require interactive engagement. Surveyed airports with dedicated noise management personnel acknowledged the need for technical skills or the ability to acquire them. However, an emerging realization, strongly supported by airports that have successful public communications programs, is that a “public service attitude” and “people skills” are equally important. Community interest groups that were interviewed strongly agree. Airports with very small staffs must work even harder to assure all staff has a service-oriented attitude since they cannot afford to hire separate staff to work with the public. Community/Service-Oriented Strategies for Success • Solicit the support of the airport’s senior management to initiate steps to create a service- oriented mindset. • Instill the attitude of willingness to try new things. Be open to good ideas from anywhere. – Establish ongoing relationships and build partnerships beyond the noise department. – Expect change to be a long-term process. • Make a “service-oriented attitude” and “people skills” or the aptitude to learn these skills a principal consideration in new hires. • Provide training opportunities for existing staff to learn more about engagement techniques and approaches to convey a “service-oriented attitude”. Public relations/customer service training is very important. • Assign sensitive and public service oriented spokespersons to public meetings. • Provide a basic educational program regarding noise issues and communication with the pub- lic to EVERY airport staff person that interacts with the public. • All noise staff, including support staff, should be able to answer questions and/or make presentations. • Supplement a small noise staff with other airport staff who work with the public, for example, a public relations staff. Community Engagement Strategies and Techniques 17

• Select a noise staff with these most important characteristics: – Experience in community relations and people skills: ability to listen and have a thorough understanding of what people are trying to say; ability to deal with people calmly without getting excited or upset; ability to make people feel comfortable that the noise staff have researched the answer; ability to educate and respond to people; friendliness. – Technical skills, ability to document the information properly. – Quick learners with good work ethic. Strategy 2: Develop Progressive Communication Strategies The history of most airports is decades long; many have been in place for more than 50 years. The last half century has been a time of major suburban growth. Airports constructed far away from development now find development surrounding them and the public residing much closer than it once was. Airports upgrade and add facilities, add or change their service or basic mission, incor- porate on-airport development, and expand their boundaries. All these efforts generate public interest and potentially negative public reactions. Airports, no matter how small and seemingly sta- ble, must develop a strategy to communicate with the public that looks far into the future to assure that the airport remains a viable part of that future. Airports, interest groups, and other industries have learned a great deal about setting up com- munication programs that deal with controversial issues, often from their initial mistakes. Advice provided by those interviewed for the preparation of this Guidebook can help other program man- agers avoid the same or similar mistakes. Chapter 1 “6 Keys” and Chapter 5 “case studies” of this Guidebook provide synopses of airport approaches to developing and using progressive strategies for communication. The techniques pro- vided in a later section of this chapter refer to Toolkit examples of such strategies, as implemented by airports and other public bodies. New Technology for Public Communications Today there exists an astounding array of new communications tools. Internet-based social media tools like blogs, podcasts, social networks, and other new and emerging communications tools and technologies have and will continue to expand the ways people communicate with each other. Although mainstream media continues to play a role in the dissemination of information, this traditional channel is being influenced by digital media. The Pew Internet & American Life Project conducted a survey in 2006 designed to classify Amer- icans into different groups of technology users (17). The authors developed a typology along three dimensions of people’s relationship to information and communications technology: assets, actions, and attitudes. A summary of findings are: • 8% of Americans are deep users of the participatory Web and mobile applications; • Another 23% are heavy, pragmatic tech adopters – they use gadgets to keep up with social networks or be productive at work; • 10% rely on mobile devices for voice, texting, or entertainment; • 10% use information gadgets, but find it a hassle; and • 49% of Americans only occasionally use modern gadgetry and many others bristle at elec- tronic connectivity. Progressive Communication Strategies for Success • Improve Relationships Before a Crisis Happens – Make communication mean constructive involvement and building trust, not just a one- way flow of information. – Approach people well in advance of change—not when it is a “done deal”. 18 Aircraft Noise: A Toolkit for Managing Community Expectations

– Increase options for participation. Use small group and one-on-one meetings in the com- munity to improve relations. Meet people on their own turf and target homeowner asso- ciations; follow up on meetings with responses to questions. – The human face and voice are important: offer the option of a personal response on certain types of complaints. • Developing a Program – Design a program that fits the airport’s situation. There is no simple public involvement process that meets the needs of every airport. Draw examples and techniques from the best practices of others. One size does not fit all. – Develop a coherent strategy of public education and engagement as well as airport user monitoring, negotiating, and enforcement. – Expect community interest and involvement to rise and fall with the visibility of issues at the airport. – Assure that the tone of communications is not condescending, patronizing, or confronta- tional. Get help with communications even if the airport is small, if there are plans for any change in the configuration of the airport or if there are any significant changes in land use within five or fewer miles of the airport under major corridors of flight. – Have a Public Involvement and Noise Program plan even if environmentally significant noise contours are entirely on airport property. The mere availability of a plan for each of these topics will provide consistency in response to public questions raised, even if no sig- nificant effects are present. – Monitor, communicate, and make decisions with key public. Focus communications on the present and the future, rather than on historic situations. – Aim the communications program to people in the middle—not those strongly for or against the airport. – Consider well the impact of the type of governance on the noise communications strategy. How can local officials become involved in a positive way? – Develop ways to gauge when both the airport and the community group are really willing to listen, to state their positions openly, and to seek progress toward understanding. – Expect meaningful opposition on airport noise issues. Encourage the community to per- ceive for itself unreasonableness in its membership and to form its own conclusions. Don’t react defensively. • Embrace and use new technology for public communications – Determine what level of technology use is possible now at the airport and start preparing for use of new and evolving technology appropriate to the specific groups the airport wishes to reach. – Identify airport staff members who are interested in and experienced in the use of Internet technology and get their assistance in developing public communications Internet based strategies. – Improve the graphics, clarity and simplicity of writing, and ease of navigation of existing website. Add interactive elements. – Learn the vocabulary and uses of evolving Internet communication technology. Start with a limited approach to test the time, cost, and controls required. The study determined that Americans sort into 10 distinct groups of users of information and communication technology (ICT). The 10 groups that emerge in the typology fit broadly into an elite or high end, middle of the road or medium users, and those with few technology assets or low-level adopters framework. However, the groups within each broad category have their own particular characteristics, attitudes and usage patterns. See Table 4-1. • The high end elite users of ICTs consist of four groups that have the most information tech- nology, are heavy and frequent users of the Internet and cell phones and, to varying degrees, Community Engagement Strategies and Techniques 19

are engaged with user-generated content. Members of these groups have generally high levels of satisfaction about the role of ICTs in their lives, but the groups differ on whether the extra availability is a good thing or not. • The medium users middle-of-the-road users consist of two groups whose outlook toward information technology is task-oriented. They use ICTs for communication more than they use it for self-expression. One group finds this pattern of information technology use satisfy- ing and beneficial, while the other finds it burdensome. • For those with few technology assets, the low-level adopters (four groups), modern gadgetry is at or near the periphery of their daily lives. Some find it useful, others don’t, and others sim- ply stick to the plain old telephone and television. Internet usage and access is continuing to accelerate so more are becoming medium and high end users with time. Example Tools Communication • Blogs: Blogger, Livejournal, TypePad, Wordpress, Vox • Microblogs: Twitter, Pownce, Jaiku 20 Aircraft Noise: A Toolkit for Managing Community Expectations A Typology of Information and Communication Technology Users. Horrigan, John B., Associate Director for Research, PEW/INTERNET, May 7, 2007. (17) Table 4-1. Ten distinct groups of users.

• Social networking: Avatars United, Bebo, Facebook, LinkedIn, MySpace, Orkut, Skyrock, Micromagnate.com, Flickr • Social network aggregation: FriendFeed, Youmeo • Events: Upcoming.org, Eventful Collaboration • Wikis: Wikipedia, PBwiki • Social bookmarking: Delicious, StumbleUpon • Social News Sites: Digg, Mixx, Reddit • Opinion sites: epinions, Yelp Multimedia • Photo sharing: Flickr, Zooomr, Photobucket, SmugMug • Video sharing: YouTube, Vimeo, Viddler, Revver, Openfilm • Livecasting: Ustream, Justin.tv, Stickam • Audio and Music Sharing: imeem, The Hype Machine, Last.fm, ccMixter Strategy 3: Establish Continuous Proactive Engagement Trust Identified As Critical Element To earn trust with the public and interest groups requires proactive involvement, not merely a reactive response to public challenge. Non-airport groups that were interviewed for this project indicated that methods for airports to build a relationship of trust with the community included listening, being open, giving people the facts with explanations and actually doing something to reduce noise impacts. Most non-airport groups have long term relationships with airports, some of which were originally addressed reac- tively by the airport, but have become proactive over time. A strong example of the value of pro- active involvement was from an airport that had rated a number of communications techniques as a complete failure due to a lawsuit. The airport staff interviewed said in retrospect that proactively initiating discussions with the neighborhood before there was controversy and starting noise abate- ment procedures would have been a better approach than waiting for the complaints to be made. Proactive Engagement Strategies for Success • Implement permanent, ongoing outreach relationships, enhanced by increased activity dur- ing a growth project or noise study. • Create an ongoing, cooperative relationship and dialog with the community well before a proj- ect begins or crisis occurs. – If appropriate, develop, participate in, and support with staff and financial resources an airport/community roundtable whose meetings serve as a public forum on noise issues and mitigation. – Give ownership and responsibility to all group members and establish ground rules for how they will make decisions to help them succeed. • If affordable, implement flight tracking and identification system on line. Strategy 4: Acquire Good Listening Skills Having airport staff becoming good listeners was seen by those interviewed for case studies as being an essential part of two-way communications. The willingness of both the airport and the community to engage in effective, sincere communications was a key to success. From the community point of view, an airport’s change from one way communication that was perceived as arrogant and confrontational to a style willing to work with the community and lis- ten to public opinion was critical. Community Engagement Strategies and Techniques 21

Good Listening Strategies for Success • Listen carefully. – Listen carefully to understand the public’s perceptions, suspicions, and emotional responses, and seek to address them. Try to trouble-shoot problems. The concerns are often signifi- cant because aircraft noise is perceived to affect people’s quality of life and their property values. – Try to understand different perspectives and points of view. • Community meetings. – Make sure that the public has a forum to speak and respond that is perceived to be reason- able in terms of timing, access and locations. – Assure that the perceived leadership, one who has authority, of an organization takes a lead in meeting with the public on major issues. – Ask major airport user representatives to become an active part of the public involvement process. Pilots, airline representatives and air traffic controllers are often perceived as hav- ing more credibility than airport staff or consultants. – Non-interactive meetings that include only presentations, without question and answer sessions, are normally not conducive to good community relations. – A combination of an open house style approach with boards and stations on specific top- ics and a large group presentation with questions and answers is an effective technique. – Hire professional facilitators for public meetings where there are presentations with question and answer sessions. Don’t use airport staff as facilitators at controversial meetings – they are often perceived as biased. Principal Characteristics of Most Frequently Used Public Venues The communication of information about airport activities that may affect noise conditions, as well as the receipt of information about noise impacts from the public is an ongoing process. There are many different methods to inform or engage with the audiences identified in the public involvement program. The following section highlights the principal characteristics of the seven most frequently used structures for public involvement. Open House • The one-to-one conversations that occur during an open house can help build trust and estab- lish a rapport between citizens and project staff. • An informal, neutral setting will keep officials and the public relaxed and make communica- tions smoother. • Citizens and staff can find out more about all viewpoints if public interest groups, civic orga- nizations, agency officials, and facility staff are present at the session. Workshops • Workshops provide more information to the public than is possible through fact sheets or other written materials. • Workshops have proven successful in familiarizing citizens with key technical terms and con- cepts before a formal public meeting. • Workshops also allow two-way communication, making them particularly good for reaching opinion leaders, interest group leaders, and the affected public. • If only a limited number are held, workshops can reach only a small segment of the affected population. • When planning a workshop, one should make sure that it is announced in local newspapers, to help ensure that it will be well-attended. In addition, it may be helpful to specifically invite all residents who have expressed an interest in the airport’s noise conditions. 22 Aircraft Noise: A Toolkit for Managing Community Expectations

Public Meeting • The primary benefit of informal meetings is that they allow two-way interaction between citi- zens and local officials, and actively promote public participation. • Informal meetings also may diffuse any tension between stakeholders. • Some groups may perceive any effort to restrict the number of attendees as a “divide and con- quer” tactic to prevent large groups from exerting influence on potential actions and to exclude certain individuals or groups. One way to prevent this perception is to hold informal meetings with those organizations or individuals who express concern about being left out of the process. • Keep a written record of the informal discussions and make it available upon request or include it in the information repository. • Provide an opportunity to submit written questions and comments for individuals who are unable to attend the meeting. Focus Groups • Focus groups allow the sponsor to obtain in-depth reactions to issues. • When conducted early, they can help to outline the public participation plan and give an indi- cation of how the general public will react to certain noise issues or alternatives. • The reactions of a focus group cannot, in all cases, be counted on to represent the greater community. • Some people may perceive focus groups as an effort to manipulate the public. Community Advisory Group (CAG) • CAGs can increase active community participation and provide a voice for affected commu- nity members and groups. • They promote direct, two-way communication among the community and the facility and can highlight the airport’s commitment to inclusive stakeholder input. • The CAG may be structured so that members represent not only the public, but also airport users and agency officials, with the intent of providing broader understanding of issues and constraints associated with noise compatibility management. • CAGs can be time and resource intensive. CAGs that do not accurately reflect or account for public concerns may lose support in the community. • The mission and responsibilities of the CAG must be made clear from the start. Forming a CAG does not necessarily mean that there will be universal agreement. Nor does having a CAG mean there will be no controversy. • Provide meaningful incentives to work together, such as being jointly accountable to an offi- cial body, and having a commitment for use of the group product. • Use CAGs only when there is an ability to implement their results. Don’t waste people’s time. Give ownership and responsibility to all the group members. • Begin taking actions under local control as soon as practical. • Develop an approach to training new or replacement members. Roundtables and Working Groups • A roundtable or working group gives public and community representatives a place to express their issues and work out problems. • Carefully select airport spokespersons and key negotiators for their ability to deal calmly with sensitive issues and personal sensitivities within the community; involve top management. • Understand the role of elected officials in acting and speaking for their constituents. Elected officials are valuable for big picture thinking, creativity, and are capable of seeking consensus and making community decisions. Their disadvantage is their continuity is subject to their electability. Community Engagement Strategies and Techniques 23

• Involve airport user groups as valuable participants; they need to define their role and param- eters and be willing to invest time, key personnel and resources. • Seek rational community leadership who can participate in a dialogue. People with narrow inter- ests, with no ability to give and take do not contribute to effective engagement or solutions. • Involve the FAA: Keep them involved by not allowing the focus to be on complaints. Identify how the airport can help them with studies and get local FAA staff to take ownership of study outcomes. Clarify FAA roles before any study starts. • Include representatives of any organized opposition; this may not be easy, but will be per- ceived as inclusive and fair. • Select a strong leader. The most effective group leader is someone everyone can respect; who can keep order in an effective diplomatic way; who can keep the meeting moving on a pre-set agenda; and is familiar with the material. • Set up ground rules: – Decide how meetings will be run and how frequently they will be scheduled. – Define member responsibilities. – Determine how group decisions will be made. – Agree on how to handle disagreements and disruptions. Public Hearing • Public Hearings are normally infrequent and targeted to a specific purpose required under local, state, or federal law. “On the record” comments are received from any individual or agency that desires to take an official position on a project action. They are often profession- ally facilitated and nearly always have an official transcript of proceedings completed. • The primary benefit of formal public hearings is that they allow comments to be made “on the record” that must be considered during final evaluation of the proposed project actions. • Formal hearings also may increase tension between stakeholders. • Some groups may perceive any effort to restrict the time allowed to attendees as a tactic to pre- vent large groups from exerting influence on potential actions and to exclude certain individ- uals or groups. • A formal written record of comments and responses to them is prepared and made available upon request or included in the information repository. • Provide an opportunity to submit written questions and comments for individuals who are unable to attend the hearing. Strategy 5: Develop Quality, Rather Than Quantity Information All airports interviewed for this study, as well as reviews of related literature, have emphasized the need to provide the community with accurate, clear, timely, and relevant data related to noise issues. Interactive techniques (where the public contributes or participates in a process) build trust and support. The non-airport groups that showed the most pride and loyalty to their noise advisory group and to their airport’s approach were those that could point out specific accomplishments, based on jointly derived information. These ranged from helping to handle difficult complaints and revise complaint forms, to working on the master plan to testifying before Congress. One respon- dent specifically said that people feel better when they do things themselves because it opens up a dialogue. Good techniques/tools are important but not as important as good staff. As one non-airport source put it, the techniques, like the roving van and the audio visuals, are just tools. What the air- port does with the results (like flight tracking), how they present the information, and then what they do about it is what is important. Another non-airport source suggested that good staff would act as “ombudsmen” and really have the ability to do something. 24 Aircraft Noise: A Toolkit for Managing Community Expectations Action Not Tools Seen As Important “The techniques, like the roving van and the audio visuals, are just tools. What the airport does with the results (like flight tracking), how they present the information, and then what they do about it is what is important.”

Quality Information Strategies for Success • Use data to build trust and manage expectations: be open, direct, and stick to credible infor- mation. Do not hesitate to give out as much information as laws allow. Make sure people understand what can and cannot be provided and then follow through on promises. • Address perceptions as well as reality. • Provide basic education about aircraft noise, including what an airport can and cannot control. • Select spokespersons and negotiators for their ability to be sensitive to community concerns. • Use the web and make it user friendly; develop tools to help people understand noise; include web-based flight tracking if warranted. Strategy 6: Build Lasting Relationships and Establish Trust Too often airports are surprised with a lawsuit or an angry crowd that appears at a public meet- ing. Airport staff persons then often wish they had already established a good, long-term relation- ship with the public. The time to develop that relationship is much, much earlier. Trust is the key to a successful long-term non-adversarial relationship with community groups that continues to function well even when there is fundamental disagreement. Trust was fre- quently mentioned as a goal by both airport and non-airport sources. Non-airport sources, involved in such a relationship of a decade or more duration, rated them very highly. Airports, with some exceptions, tended to be more skeptical about the community, perhaps implying lack of trust in the community. Differing Perspectives to Overcome Trust was frequently mentioned as a goal by both airport and non-airport sources. Non-airport sources, involved in such a relationship of a decade or more duration, rated them very highly. Air- ports, with some exceptions, tended to be more skeptical about the community, perhaps implying lack of trust in the community. To build trust, two-way communication (engagement) is essential. Engagement fosters enthusiasm and excitement about best planning practices, and involves the public in impor- tant policy considerations. Engagement advances the airport staff’s credibility and contributes to an atmosphere of trust. The public feels more as if they are part of the solution, rather than as if they were being manipulated through a series of required steps to accomplish a program requirement. Strategies for Successful Relationship Building • Build a long-term relationship based on trust that allows both sides to work through difficult issues. • Promote communication by working interactively with one or more organized groups, involv- ing them as partners in pursuit of mutual goals. • Present the facts clearly and honestly, including designing websites that can actually be used by the community to both learn and develop their own analysis. • Demonstrate ways the public can consider the noise issues and investigate applications to reduce the noise impacts. Strategy 7: Manage Community Expectations Through Transparency Public mistrust of the airport and its motives is at the foundation of most airport conflicts. Trust is the key to a long-term, non-adversarial relationship with community groups and trust requires proactive involvement with the public and interest group by using interactive techniques. A singular focus on educating the public will not build trust-based relationships. Community Engagement Strategies and Techniques 25

Transparency is Critical to Building Trust Consistent openness and truthfulness, demonstrated by telling people what can be told, as soon as it is known, in a transparent planning process, builds lasting trust. When groups have something important at stake they look to an organization’s leader for clues on its approach and as the ultimate authority on decisions and conflict resolution. The presence of airport upper management brings decision makers from other organizations to the table and can help in the resolution of issues. Their interaction sets the tone for other staff involved in airport noise issues. Strategies for Managing Community Expectations for Success • Encourage a transparent process through dissemination and sharing of information related to short-term and long-term airport activities and goals. Information should be lay-friendly to prevent perceptions that there is something to hide. • Preclude unrealistic public expectations by educating the community about what is feasible and what the airport can and cannot control. • Use “good” two-way interactive communications techniques by: – Putting senior leadership out front by proactively seeking opportunities to attend neigh- borhood or business meetings. Also, have leadership be in attendance and have a lead role at airport public meetings or public hearings. – Using strong graphics to deliver the message in visual presentations, web sites, and newsletters, as well as factual data that illustrate issues through charts, graphs, images and video clips. • Develop a strategy/protocol for handling complaints. – Include a person the public can talk to, and a web based comment or complaint system as part of communications. – Make it a priority to talk to people and get back to them in a timely manner on questions or complaints. – Analyze complaints in terms of who is complaining and how frequently. Seek out the real reasons for the complaint. Determine if the complaint is legitimate, is a reactionary response to another airport project, or other. Get to know high profile complainers one-on-one. • Embrace the media. – Do not ignore or try to hide from the media. – Do not let the public first find out about the airport’s major plans in a media exposè or by sending a letter telling the neighbors what has already been decided. Strategy 8: Address Emotional Feelings and Do Hard Things It is difficult, but not impossible, to earn trust when an emotional issue is involved. Most airport respondents and some non-airport respondents have dealt with angry people. They understand that often the causes are legitimate but not necessarily able to be fixed. Their approach generally is to calmly diffuse anger, educate, and to do something about the problem if possible. A number of respondents judge themselves to be successful at handling angry people, if not entirely successful at deterring them from calling again with the same complaint. Strategies for Doing Hard Things • On issues that may become controversial, identify the widest possible group who might be affected and consider how they might be involved or addressed early in the communications planning process. • Involve groups at the very beginning of a planning process to get buy-in before positions have hardened. At that point, really listening, determining what is feasible to do, and engaging with the public to help put a plan together can build long term relationships. 26 Aircraft Noise: A Toolkit for Managing Community Expectations

• For small airports, it may be more beneficial to employ staff skilled in community and public relations to deal with the noise program than to hire experts with technical skills. Technical skills in aviation can be learned, but it is hard to teach an aviation expert community relations. Strategy 9: Decide When Help Is Needed It often is useful to retain professional assistance in noise planning, public relations, and communications to work through a planning process or development program that has a foreseeable conclusion. Professional assistance offers broader experience through work at many airports having many different issues and may bring greater focused skills to a process than staff experts. When the noise management program is continuing, it is normally more reasonable to hire staff to maintain a communications and noise program than to seek out- side assistance. What Your Help Should Know • Assure that any consultant team understands community concerns and how to address them. • Assure that any consultant selected is willing to have a very open interactive approach to work- ing with the public and involve them early in the process. • Consider using the consultant as an expert and advisor to a combined city/user/community work group. When and How Is it Best to Start? The selection of specific tools and approaches for any public communications program is dependent upon factors that include cost, demands on staff time, level of skills needed, past expe- rience, and staff resources. As a program is developed, decisions will need to be made based upon the complexity of the subject matter and its special needs, within the constraints of available resources. • What level of funding is available for this effort? • What mix of tools should be used to be effective, and are they affordable? • Is there sufficient time to plan and execute the level of program desired? • Is assistance available? • If a high-end program cannot be provided, then what activities are adequate for the needs of the project? This section includes two resources: • A self-assessment tool provides a baseline assessment of an airport’s community engagement program. • An implementation steps matrix provides an implementation framework for planning, informing and engaging the public regarding aircraft noise issues. Self-Assessment Tool The self-assessment tool should be used as a guide to help airport management complete a quick analysis of the current efforts to reach out to the community and to strategize planning to inform and engage the public regarding aircraft noise issues. It includes questions to help air- port management determine how well their airport incorporates best practices in communica- tions. Each question should be considered thoroughly and honestly to achieve the most meaningful results. Negative responses will identify areas where improvement may be appropriate. A Community Engagement Strategies and Techniques 27

completed self-assessment will provide a baseline or current assessment of the airport’s commu- nity engagement program. When to Use the Self-Assessment Tool • The self-assessment tool should be used as an initial guide to assess the current level of commitment and resources dedicated to communications programming regarding aircraft noise issues. • At least annually, update the self-assessment to identify the areas in which the program has improved, as well as those areas on which the program should place additional emphasis. How to Use the Self-Assessment Tool To gain the greatest benefit from the self-assessment, the following steps are indicated. Step 1: Review the full questionnaire (Table 4-2). • The questionnaire leads you through a series of questions divided into three categories: – General communications – Communications with airport user groups; and – Communications with government officials and land use authorities. Step 2: Answer each question based on current airport practice. • The questions have been structured to assist airport mangers in assessing the current lev- els of communications commitment, preparedness, and effectiveness. • Questions focus on one-way and two-way communications, attitudes toward communi- cations, communications with users, and tools used. • Each question should be considered thoroughly and honestly to achieve the most mean- ingful results. • Negative responses will identify areas where additional focus may be indicated. Step 3: Score your responses. • Apply the rating scale – The rating scale is a weight per column. Each rating scale choice (column header) is assigned a value from left to right, with “2” being the highest, most positive value. The numbers in the parentheses are the weighted values assigned to the answer. – For example:  The first rating scale choice is valued at 2 (Frequently).  The second at 1 (Occasionally).  The third at 0 (Never). • Calculate score for each question. – The numbers in the parentheses are the weighted values assigned to the column. – All 56 questions should be answered. – Each answer must be multiplied by the weighted value to reach the rating score. All rating scores must be added to reach the Questionnaire Total Ratings Score at the bottom of the questionnaire. Step 4: Apply the results. • There are 112 points possible. – A response rating of 80% - 100% (89 points or above) indicates a proactive communi- cations program. – A score of 50% to 79% (56 – 88 points) indicates a moderate program. – A score of 49% or below (55 points or below) suggests that a hard look of the existing program policy and procedural priorities should be taken; consider why a score is low and refer to those sections of the Guidebook. 28 Aircraft Noise: A Toolkit for Managing Community Expectations

Community Engagement Strategies and Techniques 29 Table 4-2. Self-assessment questionnaire. General Communications How frequently does the airport use the following techniques to listen to and understand public concerns and to engage the public (two-way communication) about noise-related issues? Fr eq u en tly O cc as io n al ly N ev er stnialpmocotdnopserdnarotinoM.a b. enonoenoelpoepotklaT c. Attend meetings held by the community d. Sponsor public meetings and ask the public questions e. Organize and participate in meetings of all sizes involving the community, airport user and airport management, and FAA in a working relationship to solve noise problems. )tsil(rehtO.f Characterize the airport upper management’s position on community engagement: St ro n gl y Su pp o rt iv e N o St ro n g Po si tio n Do m in im u m to co m pl y w ith la w s Characterize the airport upper management’s position on community engagement: Characterize the airport upper management’s actions in relation to community engagement: Fr eq u en tly O cc as io n al ly N ev er a. Communicates with staff about community engagement eno-no-enosneziticotsklaT.b c. Attends meetings held by the community tropriaehtybdlehsgniteemsdnettA.d e. Participates in meetings involving the community, airport user and airport management, and FAA in a working relationship to solve noise problems. How frequently are graphics used in the following communications? Fr eq u en tly O cc as io n al ly N ev er a. Written publications b. Web site c. At public meetings (continued on next page)

30 Aircraft Noise: A Toolkit for Managing Community Expectations How often is graphics assistance available? Fr eq u en tly O cc as io n al ly N ev er ffatsnO.a b. tcartnocnO Are the following approaches used that characterize a transparent planning and noise management process? Ye s So m et im es N o a. We have a written process available for public review on how we will handle requests for data that includes the response time goal, what categories of data will and will not be released and why, the form of the response and any associated costs, who the contact people are. b. We monitor responses to requests for data to make sure they are timely, in understandable language whether written or spoken, and contain the maximum information we can provide to the public legally. c. We seek opportunities to proactively share information that the public might want to know. Indicate the frequency with which the airport uses the following tools to educate the general public (one-way communication) about noise-related issues. Fr eq u en tly O cc as io n al ly N ev er a. Attend/present at meetings held by community b. Sponsor public meetings with presentations and feedback mechanisms. c. Distribute written publications that are highly graphic and in non-technical language that is understandable to the general public. d. Provide general noise and project specific information on the web that is highly graphic and in non-technical language understandable to the general public. e. Conduct training workshops for committee members and/or public on noise issues )tsil(rehtO.f Table 4-2. (Continued).

Community Engagement Strategies and Techniques 31 Do the following characterize the airport personnel who handle noise matters? Ye s So m et im es N o delliksyllacinhceterayehT.a b. They are good listeners and good communicators with the public one-on-one c. They are good listeners and good communicators with the public in meetings held by the community d. They are good listeners and good communicators with the public in meetings sponsored by the airport e. They are good listeners and good communicators in meetings involving the community, airport user and airport management, and FAA in a working relationship to solve noise problems. Does a community involvement plan exist for the noise program that is regularly updated? Ye s, w rit te n pr oc ed u re s ar e u se d co n si st en tly Ye s, b ut u n o rg an iz ed , u n w rit te n , & o fte n in co n si st en t N o Does a community involvement plan exist for the noise program that is regularly updated? Are individual community involvement plans prepared for each project that complies with the overall community involvement plan? Ye s, W rit te n So m et im es N o Are individual community involvement plans prepared for each project that complies with the overall community involvement plan? Communications with Airport User Groups How frequently does the airport use the following techniques to listen to and understand aircraft operators concerns and to engage aircraft operators (two-way communication) about noise-related issues? Fr eq u en tly O cc as io n al ly N ev er a. enonoenoelpoepotklaT Web-interactive dialogue or blog.b smurofresuralugeR.c sgniteemresulaicepS.d sgniteemtnaneT.e esionrofsnosiailresuffatS.f smargorpssenerawatoliP.g )tsil(rehtO.h Table 4-2. (Continued). (continued on next page)

32 Aircraft Noise: A Toolkit for Managing Community Expectations Indicate the frequency with which the airport uses the following tools to distribute information to aircraft operators (one-way communication) about noise- related issues. Fr eq u en tly O cc as io n al ly N ev er a. Publications, newsletters, mailers, reports, etc. b. desabnoitamrofnI–beW aidemlausiV.c segnuoltolipnisecitondnasretsoP.d )tsil(rehtO.e Communications with Government Officials and Land Use Authorities How frequently does the airport use the following techniques to listen to and understand government officials and land use authorities concerns and to engage them (two-way communication) about noise- related issues? Fr eq u en tly O cc as io n al ly N ev er a. enonoenoelpoepotklaT eugolaidevitcaretni-beW.b c. Noise Round Tables or Advisory Groups spuorGgnikroW.d )tsil(rehtO.e Indicate the frequency with which the airport uses the following tools to distribute information to government officials and land use authorities (one- way communication) about noise-related issues. Fr eq u en tly O cc as io n al ly N ev er a. Publications, newsletters, mailers, reports, etc. b. desabnoitamrofnI–beW aidemlausiV.c sretteldnasliam-E.d )tsil(rehtO.e • When analyzed and ranked, the levels provide information to airport managers for establishing training, policy, procedural priorities, or program changes. • Using the results, refer to the Implementation Steps Matrix and later sections of this chapter that provide examples of well-designed efforts of other institutions to address the airport areas(s) with the lowest results. • Planning practices also are available in the Guidebook to help improve a program’s proactive and engaging service-oriented focus. Completion of this self-assessment will provide a baseline or current assessment of the airport’s community engagement program. Implementation Steps Matrix Once the status of the current program is understood, what is the next step toward developing a communications program that addresses aircraft noise? The best practices research in Chapter 1 Table 4-2. (Continued).

identified a number of well-defined planning processes and tools for community engagement. The remainder of this chapter provides implementation steps and a discussion of how to carry them out for planning, informing, and engaging the public regarding aircraft noise issues. Although best practice sources recommend different numbers of steps, the essence of these steps varies little. This section will help airport managers understand, design, develop, and implement a public engagement program that will suit the unique circumstances of their airport and its relationship with its surrounding community. What is in the Implementation Steps Matrix? The Implementation Steps Matrix (Table 4-3) provides a recommended step-by-step implementation framework, from identifying the stakeholders and issues to carrying out public involvement and issue resolution. Public involvement and communications is a cycli- cal process that can be divided into four general steps. This section describes these steps in sequence; however, public involvement may not follow such a straightforward approach. For a public involvement program to be effective, it is necessary to keep the process flexible. The level of detail of the plan will depend on the magnitude and potential impact of the project or plan. Overall public involvement objectives are listed in the first column, followed by specific tasks to achieve. References to the tool kit are identified in the last column. The recommended imple- mentation steps are: • Step One: Establish Preliminary Plan • Step Two: Plan & Conduct Outreach Methods and Message • Step Three: Plan Level and Method of Public Engagement • Step Four: Evaluate Public Involvement Activities How to Use the Implementation Steps Matrix To gain the greatest benefit from the matrix, the following steps may be used: Step 1: Complete the self-assessment questionnaire. • This will provide a baseline or current assessment of the airport’s community engagement program. • Using the results, refer to later sections of the Guidebook in Chapter 4 that address the areas(s) identified with the lowest results. Step 2: Review the full matrix and assess where the airport stands in the process. • The Matrix provides four steps, determine what stage of planning is needed to begin: – Step One: Establish Preliminary Plan. – Step Two: Plan & Conduct Outreach Methods and Message. – Step Three: Plan Level and Method of Public Engagement. – Step Four: Evaluate Public Involvement Activities. Step 3: Review Objectives and Tasks. • Review each public involvement objective, listed in the first column, followed by specific tasks to achieve shown in the middle column. Step 4: Complete each Task. • Complete each task and document results. Step 5: Reference the Toolkit as needed. • Reference the later portions of this chapter, identified in the last column, and the Toolkit examples, as needed. Community Engagement Strategies and Techniques 33

34 Aircraft Noise: A Toolkit for Managing Community Expectations Steps Tasks Resources Step One: Establish Preliminary Plan Identify Program Parameters There is no one way to conduct public involvement. Therefore generally no two public involvement plans will be the same. Scoping is a continuous process; expect the plan to evolve over time. • Define communication program parameters. • What is the extent and purpose of the public involvement and communication program? • What is the airports experience with noise information communications? • What is the past level of public interest? • What is the current relationship with the public? See Toolkit example communications manuals. See Chapter 2 Need for Building Relationships. Ensure Department Commitment Success requires a clear commitment from senior management supported by clear goals and timelines. • Solicit and secure support from senior airport management. • Clarify airport goals and objectives for the public involvement effort. • Memorialize management direction and decisions. See Chapter 1 Introduction – Culture Shift Required. Verify Regulatory Requirements Gain an understanding of any applicable regulatory requirements. • Verify regulatory requirements by jurisdiction or funding source. • If required, clarify expectations and how they will impact the public involvement plan. See Toolkit example communications manuals. Determine Level Of Public Involvement Definition of the level of public involvement and the role of the community in decision- making is critical during preliminary planning. Interactive public involvement is not always appropriate for all program elements. To be successful, intentions must be made clear at the beginning. • Determine the factors that are key to defining the level of public involvement necessary to communicate on noise issues. Example factors may include: o Degree of anticipated noise change. o Sensitivity of the public to noise issues. o Locations of interested public. o When decisions or plans must be completed. • Determine if the involvement process will be open to all of the public or only a representative segment of the community. • Determine the level of public involvement and the role of the community: o What needs to be decided? o Define limits of authority over the outcome. o Define what the public can and cannot decide. o Are roundtables, focus groups, or advisory committees desirable? o How will their input be used? See Toolkit example communications manuals. Identify the Audience Before the first public contact, collect background data to identify preliminary public issues. This research will inform the balance of your plan and is an effective way to anticipating controversial issues. • Identify community interest in noise issues and gauge their attitudes toward the airport. • Look at the community as a whole system. Identify the target audience such as: o Direct and indirect stakeholders. o Interested groups or agencies. o Identify the opposition. o Identify groups traditionally under-represented, such as minority communities. o Network with local leaders. o Consult with the local business community and aircraft operators. o Consult with Metropolitan Planning agencies • Memorialize what is learned. See Toolkit example communications manuals and checklist for communications. Establish Timeline, Resources, Budget A successful public involvement and communication program allows for adequate lead time, resources, and budget to implement its components. Determine the best method, resources, and costs for communicating with the public. • Determine level of interaction or communication needed to address issues. • Select techniques to be used. • Determine the location, timing, and function of public involvement activities. • Allow flexibility in the budget and consider: o Meeting expenses (e.g., advertisement, refreshments, rooms, equipment); o Costs for community data, studies or profiles; o Costs for information dissemination; o Costs for document public input; and o Costs for technical assistants or consultant support. See Toolkit example communications manuals and checklist for communications. Table 4-3. Implementation steps matrix.

Community Engagement Strategies and Techniques 35 Step Two: Plan & Conduct Outreach Methods & Message Establish Communication Mechanisms Develop communication methods that the local community prefers, and “the accepted methods” that will be effective for delivering information. • Develop a strategic communications plan with clearly defined goals and objectives. o Identify preferred communication methods such as radio, TV, newsletter, newspapers, web, e-mail, direct mail. o Advertise through media sources such as radio, TV, and internet. • Develop and use attention-grabbing materials and visuals for newsletters, fact sheets, posters, etc. • Determine in advance the timing of public notices, published ads, and direct mail. Typically two weeks. • Document outreach activities, events, and dates. See communications planning checklist example communications manuals. Define Key Messages To Be Conveyed Develop messages for the community that are clear, understandable and make the noise issue relevant to their daily lives. • Define the key messages based upon airport and noise program goals and objectives such as: o Airport role in the community. o What the noise compatibility issues are. o Program process, approach and timeline. o Who is involved and why. o Who makes the decisions. o Who is responsible for what aspects of noise compatibility management. o Status and opportunities of the communications program. o How the program will involve the public and elected officials. o How their input will be factored into the consideration of noise compatibility issues. See Toolkit example communications manuals and checklist for communications. Define Level Of Information Needed By The Community • Prepare summaries of long, complicated, and highly technical documents. • Develop appropriate supplemental tools to help the public understand the issues and effects. • Provide access to full-length documents. See the example tools provided in Chapters 6 through 9 Refine Target Audience • Refine target audience relevant to project goals and objectives. • Collect ownership data no sooner than 90 days from date of distribution. Refine the Schedule • Reaffirm the location, timing, and function of public involvement activities at all levels. Determine What Technical Or Consultant Support Is Needed • Based upon the preliminary plan outlined in Steps 1 and 2, determine what technical or consultant support is needed for: o Development of communications message, graphic tools, media, and dissemination of the message. o Preparation of technical or graphic documents, brochures, or fact sheets. Provide Information to the Public Provide the public with access to accurate, understandable, relevant, and timely information. • Identify and prepare materials that will be distributed. • Package the message in formats appropriate to audiences identified See Toolkit example communications manuals, checklists for communications, and checklists for meeting preparations and meeting announcements. Track Progress And Revise Plan • Track project and communications progress. • Memorialize plans and decisions. • Revise the plan as needed to address the unforeseen. Table 4-3. (Continued). (continued on next page)

36 Aircraft Noise: A Toolkit for Managing Community Expectations Step Three: Plan Level and Method of Public Engagement Determine Level Of Public Involvement Start planning the specific public involvement and communication activities identified in Step 1 and determine if new data requires a change in strategy to include or to no longer provide engagement activities as part of the process. Strategize what will work best locally before designing a public engagement process to use some form of public meeting. • Re-confirm if the involvement process will be open to the general public or only to a representative group of the community. • What meeting forums will be most effective in raising and resolving public issues or concerns? • What level of public involvement will be needed to manage expectations? • How will the program promote constructive involvement? See Toolkit example communications manuals, checklists for communications, and checklists for meeting preparations and meeting announcements. Determine Method of Engagement Choose the formats of communication and public involvement that best suit those stakeholders desired to be a part of the process. • Evaluate the tools available and select the appropriate techniques for each target audience by considering the level of effort needed and the outcomes desired. • Use different tools and techniques as appropriate to deliver consistent messages at different stages of the program. See Toolkit example formats of communication and public involvement tools. Step Four: Evaluate Public Involvement Activities Define Evaluation Parameters Evaluations of public involvement and communication programs help to define, measure, and improve the overall effectiveness of the program. Evaluation should lead to action as you go along. • Consider the process and elements to be evaluated: o Decide what to measure. o Set clear, measurable outcomes and evaluation processes. o Note lessons learned. Implement the Evaluation • Develop survey instruments or other tools to measure the effectiveness of the program. • Solicit comment from participants and airport staff. • Compile and analyze the responses. • Modify activities or process to improve program. Table 4-3. (Continued). Community Engagement Techniques and Tools Public involvement practitioners recognize that there is no single solution or set of rules for involving the public in airport decisions. Different situations and different stakeholder groups often call for different approaches. For these reasons, an inventory (Toolkit) of best public involvement approaches and sample tools has the potential to enhance airport manager’s com- munications efforts and outreach skills with the public. Such a toolkit can provide airport man- agers with examples of new ways of doing old things and with available resources to guide public outreach related to noise compatibility issues. The techniques also may be modified for applica- tion in other airport actions such as project development planning. This section provides an inventory and compilation of example tools and techniques for pub- lic involvement from a variety of sources. Such examples can be thought of as the “toolbox” for public involvement; all tools and techniques cannot be used in the same setting, although some can be used for more than one situation. The icons in each section reference the reader to exam- ples provided on the accompanying CD. This comprehensive set of techniques and tools is intended to assist airport managers with the implementation of the previous sections of the chapter for communications programs and public involvement regarding noise compatibility issues. Such tools are derived not only from the aviation industry, but also from innovative public involvement techniques in use in other industries.

This toolkit is designed for airport managers of all sizes of airports • For small airports staffed perhaps only by the airport manager or for newcomers to public involvement efforts, it provides guidance tools for how to relate noise information to the pub- lic, what steps need to be taken, what issues are commonly encountered, and tips for how to address them. • For other small- and medium-sized airports, there are basic resource tools and strategies for growing or improving the existing public involvement programs. • For large airports or experienced airport managers there are resources to consider as enhance- ments for existing communications programs. The example tools and techniques presented in this chapter are illustrative of “best prac- tices” in communications, drawn from current airport and other similar industry practices. Chapters 6 through 9 provide tools and techniques used to better explain concepts of noise abatement and land use management, and noise metric usage. There currently is not a comprehensive synthesis of national best practices for public involve- ment in the fields of aviation, transportation, environmental planning, land use planning, or the university system. This section reviews practices and tools of several states or agencies recognized for effective communications practices. It identifies guidelines and approaches, toolkits and resources, and planning technology tools recommended for use by airport managers. The discussion of each type of technique or tool includes background information, lessons learned for airport managers and a summary listing of example tools is presented. Specific exam- ples may be found on the CD accompanying this Guidebook These tools were chosen because each demonstrates value to either small, medium, or large airports to achieve a more effective and productive communications program. The tools demonstrate there are many approaches to communication. There is not one gen- erally applicable approach to communication for all sizes of airports. As the range and complex- ity of these tools demonstrate, successful communication at the local level can be found at many different levels of coordination and complexity. Community Involvement Manuals Description. Communications programs attempt to improve interactions with the public. They often include objectives, steps, or measures to facilitate citizen involvement at all levels of the decision-making process. They encourage meaningful and effective methods of address- ing the needs of the public and sharing information. Lessons for Airport Managers. Begin any project with an understanding of the overall process and effective public involvement design. Example Best Practices. The following community involvement manuals were chosen as best practice examples: • Pennsylvania DOT’s Public Involvement Handbook (18) Pennsylvania Department of Transportation’s Public Involvement Handbook describes the principles, procedures and techniques for enhancing citizen participation in the development of improvement projects. The approach and techniques described in this handbook are intended to foster meaningful public involvement, while minimizing controversies that stop projects and erode public trust. It should be noted that an update to this document is expected to be released in late 2008. The update will reflect a variety of communications methods (e-mail, PowerPoint presenta- tions, web, etc.) that have become available since its last publication in 1995. 4-2 Community Engagement Strategies and Techniques 37

The handbook is divided into five sections. – The first section is an introduction, which describes the benefits of community participa- tion in project development and includes a discussion of an approach to involving the pub- lic in projects on issues ranging from reaching out to avoiding trouble. – The second and third sections provide practical guidance for enhancing the public’s trust and for managing conflict that might arise during project development. Discussion ranges from dealing with perceptions, responding to emotions, troubleshooting, resolving dis- putes, and everyday conflicts. – The fourth section details the process of developing and carrying out a public involvement program and describes the role of a Public Involvement Coordinator. – The final section of this handbook is a toolbox of ideas and techniques. See the Communi- cations Checklist section of this toolkit for Chapter 5 contents. • Virginia DOT’s Public Involvement: Your Guide to Participating in the Transportation Planning and Programming Process (19) Includes public involvement and communications goals, as well as public involvement oppor- tunities. It also illustrates how the phases of a project fit together, from planning to operations and maintenance, and discusses citizen involvement at each level. It presents the public with many opportunities to get involved in various projects, and offers numerous contacts for questions or for more information. • FAA. Community Involvement Manual (20) Although somewhat dated (1990), this manual retains many helpful guidelines for profession- als and others dealing with public involvement efforts on airport development projects and the associated concerns of airport communities. Since planning and community involvement situations will vary with different airports, communities, issues, and points in the planning process, the manual outlines a process for identifying community involvement needs, evalu- ating techniques to meet these needs and designing a workable program. Following the intro- ductory chapter, the manual is comprised of six guidance chapters. – Chapter 2 outlines the legal requirements and describes the potential benefits of an effective program. – Chapter 3 outlines principles and provides helpful hints. – Chapter 4 reviews critical aspect of community involvement, specifically the audience. – Chapter 5 describes the desired results. – Chapter 6 outlines the key features of specific techniques. – Chapter 7 outlines a process for developing a program. Communications Checklists Description. A communications checklist is a means of organizing methods to convey a project’s message, appropriate media relations, target audiences, communications tools, and evaluation methods. It allows appropriate persons to plan ahead for the types of media and tools that will be necessary to effectively promote the project’s message, and start thinking about how to use the information gathered. Additionally, communications checklists help identify which communication methods best fit the project needs, and help decide with whom the information needs to be shared. Example Best Practices. The following meeting communications checklists were chosen as best practice examples: • The International Association for Public Participation (IAP2) Toolbox IAP2 is an association of members who seek to promote and improve the practice of public participation in relation to individuals, governments, institutions, and other entities that affect the public interest in nations throughout the world and serve the learning needs of members 4-4 4-3 38 Aircraft Noise: A Toolkit for Managing Community Expectations

through events, publications, and communication technology. IAP2 provides training for beginner through advanced practitioners with a broad-based learning experience covering all of the foundations of public participation. – IAP2 published a Spectrum of Public Participation (© 2007 IAP2) (21) outlining the steps to increasing the level of public impact in relation to public participation goals, promises made to the community, and example techniques. – IAP2 published a Public Participation Toolbox (© 2007 IAP2) (22) with examples of different techniques that can be used to:  Share information;  Compile and provide feedback; and  Bring people together. – In addition to a description of each technique, IAP2 has provided:  “Think it Through” pointers and tips when using each of the techniques;  “What Can Go Right”; and  “What Can Go Wrong” helpful hints. • Hear Every Voice: A Guide to Public Involvement at MnDOT Minnesota (23) Minnesota DOT’s (MnDOT) Hear Every Voice: A Guide to Public Involvement at MnDOT was prepared in 1999 to provide statewide guidance for planners and project managers on design- ing and implementing public involvement programs to achieve MnDOT’s strategic vision of putting their customers first and balancing their interests to achieve the greatest public good. – The guide includes matrixes designed to assist one charged with developing a public involve- ment program to understand the public involvement process , create the program , public involvement guidelines, and a toolkit of resources required. – Unique to the plan, each tool and technique is ranked by its usefulness in long-range plan- ning, corridor studies, project development, programming, or construction-related activities. • Pennsylvania DOT’s Public Involvement Handbook (18) Pennsylvania DOT’s Public Involvement Handbook describes the principles, procedures, and techniques for enhancing citizen participation in the development of improvement projects. The handbook is divided into five sections. See the Manual section of this Toolkit for more information on this document. The final section of this handbook is a toolbox of ideas and techniques that can be applied to a variety of situations in which an agency interacts with the public throughout the devel- opment of improvement projects. The toolbox also includes a matrix that compares tools and techniques according to cost, time, and skills, in addition to a matrix that recommends tools and techniques based on the phase of the program or project. The handbook includes checklists for preparing: – Brochures – Conflict Resolution – Direct Mail – Field Offices – Flyers and Posters – Information Lines – Media Relations 4-16 4-15 4-14 4-13 4-12 4-11 4-10 4-94-8 4-7 4-6 4-5 Community Engagement Strategies and Techniques 39

40 Aircraft Noise: A Toolkit for Managing Community Expectations – Newsletters – Newspaper Advertisement – Public Service Announcements – Road Signs – Selecting Your Tools – Survey • The State Highway Administration (SHA) of Maryland’s DOT (MDOT) created a Commu- nication Plan Template for SHA Projects (24) This checklist is intended for use by project managers for communications plan preparation. It is designed to assist the manager in considering the various components of a transportation project and how they may interrelate with one another. Checklists For Meeting Preparation and Meeting Announcements Description. A well-designed and well-distributed announcement of a public participation opportunity will contribute substantially to the program’s effectiveness in drawing public input. Likewise, positive media relations are helpful to establish credibility, reliability, and make a con- nection with the community. Announcements come in numerous formats, including electronic mailing lists and e-mail, hotlines, newspaper inserts or advertisements, direct mail letters, tele- vision, or the internet. The type of meeting announcement used depends on the size of the audi- ence intended to be reached, as well as the needs of the community. Lessons for Airport Managers. • Meeting Announcements/Notices – Public notices are an efficient, simple means of alerting the public to important events. However, public notices should never substitute for other activities that involve direct communication with the public if active and comprehensive public participation is the desired goal. – Public notices can be more effective, and provide more of a feedback loop, when they are combined with a means of gathering information from the public. – Every notice should contain a contact person so that the public can direct comments or questions to the agency, the facility, or other stakeholder groups. – Target the appropriate audience while reaching out to as many people as possible. – Utilize various methods of media to announce upcoming meetings, in order to include all citizens and encourage meeting attendance. Example Best Practices. The following announcements were chosen as best practice examples: • KCI Studies Postcard (25) Announcements for the Kansas City International Airport Master Plan, Noise Compatibility Plan, and Area Plan Public Open Houses were sent in the form of a postcard. The postcard is colorful, attention getting, and concise, but provides all necessary meeting information. • Tysons Corner Development Announcement (26) A general invitation to participate in the community dialogue on the future of Tysons Corner development is eye catching and vibrant. It describes the project and gives opportunities to pro- vide input for those who are unable to attend the meeting. 4-25 4-24 4-23 4-22 4-21 4-20 4-19 4-18 4-17

• Illinois DOT’s (IDOT) Announcement (27) Illinois DOT’s (IDOT) announcement for the 2007 Illinois State Transportation Plan Review Meetings is clear and informative, and the graphics and layout help draw readers’ attention. • Wakarusa Water Reclamation Facility Water Bills and Postcards (28) Lawrence, Kansas, residents were involved in the planning for a new water reclamation facility over the course of three open houses. A series of graphics and posters designed for the open house were used to establish a “brand” identity for all announcement tools including water bill inserts, postcards, and posters. The use of utility billing inserts provides a simple method to reach a wide audience throughout the airport environs. The following meeting preparation tools and meeting approach checklists were chosen as best practice examples: • Pennsylvania DOT’s Public Involvement Handbook (18) Pennsylvania DOT’s Public Involvement Handbook describes the principles, procedures, and techniques for enhancing citizen participation in the development of improvement proj- ects. The handbook is divided into five sections. See the Manual section of this Toolkit for more information on this PennDOT document. The final section of the Handbook is a tool- box of ideas and techniques that can be applied to a variety of situations in which an agency interacts with the public throughout the development of improvement projects. The tool- box also includes a matrix that compares tools and techniques according to cost, time, and skills, and a second matrix that recommends tools and techniques based on the phase of the project. The DOT’s checklists and guidance for preparing for meetings include: – Announcements – Public Meetings – Public Hearings – Public Open House – Neighborhood Meetings – Formal Meetings – Workshops – Public Officials Meetings – Citizen Advisory Groups – Focus Groups Brochures Description. A brochure is a public information tool meant to communicate messages quickly and to a broad audience. They should be visually and graphically appealing, fun, inter- esting, and attention getting. Brochures often summarize the overall goals and objectives of a project or process, highlight an event or milestone, and may or may not include specific details. 4-37 4-36 4-35 4-34 4-33 4-32 4-31 4-30 4-29 4-28 4-27 4-26 Community Engagement Strategies and Techniques 41

Lessons for Airport Managers. • The cost of writing, designing, and printing a typical color brochure may seem prohibitive, but should be thought of as a long-term investment. • Attractive, well-illustrated, user-friendly materials make it easy for people to comprehend a process or proposal. Likewise, if they highlight ways for people to participate, community members may decide to get involved. • The cost of public information materials varies widely, depending on complexity and volume. Brochures can be relatively inexpensive to produce, even on a large scale. Costs are less per unit in volume printings, and brochures may be designed on a personal computer and pro- duced in-house. Example Best Practices. The following brochures were chosen as best practice examples: • Phoenix Sky Harbor International Airport brochure series (29) The Phoenix Sky Harbor International Airport, in conjunction with the Community Noise Reduction Program (CNRP), has produced several bilingual brochures with information related to the CNRP and its services for the public. • Seattle-Tacoma International Airport’s Noise Monitoring brochure (30) Seattle-Tacoma International Airport’s Noise Abatement Office issued an informational brochure describing its new and improved noise monitoring system. • Van Nuys Airport’s Community Outreach Program brochure (31) Van Nuys Airport’s Public and Community Relations published a Community Outreach Pro- grams brochure, offering information on the Citizens Advisory Council (CAC), upcoming meetings, and other activities the public can attend. • Auckland International Airport Acoustic Treatment Package brochure (32) The Manukau District Plan provides information regarding the Aukland Airport’s sound insu- lation program for homeowners and educational facilities in aircraft noise affected areas. • Cincinnati/Northern Kentucky International Airport brochure (33) The Cincinnati/Northern Kentucky International Airport (CVG) completed a new Part 150 Noise Compatibility Study (Part 150) and Master Plan Update for CVG. Two brochures about CVG’s 4th runway and its noise compatibility program are provided to the public, including the role of public comments on runway operations. • Detroit Metro Airport Part 150 Noise Compatibility Study brochure (34) Detroit’s Metro Willow Run Airport noise compatibility planning is focused on reducing exist- ing noncompatible land uses around airports and preventing the introduction of additional noncompatible land uses through the cooperative efforts of all those involved. This brochure summarizes the effort. • Edmonton Airports Noise Brochure (35) The Edmonton Airport Noise Brochure includes an overview of airport operations, general noise information, noise concerns and equivalents, abatement procedures, and noise forecast. • Livermore Municipal Airport Brochure. An Overview (36) The Livermore Municipal Airport (LVK) is a General Aviation Airport which serves private, business, and corporate tenants and customers. The overview explains aircraft noise abatement, economic benefits, airport operations, standard traffic patterns, neighborhoods affected by air- port operations, and community services. • Long Beach Airport. Community Guide to Airport Noise brochure (37) This brochure provides an overview of the noise program efforts including: a message from the staff, what is the airport noise compatibility ordinance; 10 key component of the ordinance, 4-46 4-45 4-44 4-43 4-42 4-41 4-40 4-39 4-38 42 Aircraft Noise: A Toolkit for Managing Community Expectations

direction for use of on-line flight tracking software; and background and locations of noise monitors, reporting of noise complaints, violation process, roles and responsibility, frequently asked questions, glossary of noise terms, and contact information. • Teterboro Airport Industry Working Group Brochure (38) This brochure explains the purpose and goals of the group. Comprising experienced aviation experts representing TEB’s fixed-base operators, airport users and tenants, and national and local aviation industry associations, the Working Group is the first all-industry group to volun- tarily step forward to work with its owner, the Port Authority of New York and New Jersey, to address community concerns about noise related issues. • Westchester County Airport Noise Abatement Program Overview (39) The Westchester County Airport Noise Abatement Program is managed by the airport’s Envi- ronmental Department. The brochure provides an overview of program efforts including: pro- gram history, monitor compliance with the voluntary noise abatement programs, responds to citizen noise concerns and to research new noise abatement initiatives in an effort to help reduce the impact of aircraft noise on the surrounding residents. • Winnipeg International Airport. The Airport in our Neighborhood (40) The noise abatement procedures currently in place at Winnipeg James Armstrong Richardson International Airport have grown out of consultation with the community through the Advi- sory Committee on the Environment, the airlines, the municipalities, Transport Canada, and the airport. They are described in this brochure. Fact Sheets Description. Fact sheets are effective in summarizing facts and issues; they also communi- cate a consistent message to the public and media. In addition, fact sheets can be tailored to meet specific information needs. Fact sheets can aid in creating a general understanding of a project, are relatively inexpensive to create on a desktop computer, and can be distributed easily and directly through a mailing list, on-line post, or at meetings. Lessons for Airport Managers. • Fact sheets are a one-way communication tool, and therefore should always provide the name and telephone number of a contact person to encourage comments and questions. • Fact sheets are effective in summarizing facts and issues. They communicate a consistent mes- sage to the public and the media. • They are relatively inexpensive and can be distributed easily and directly via mail or website. In addition, they can be tailored to meet specific information needs and be frequently updated as new information becomes available. Example Best Practices. The following fact sheets were selected as best practice examples: • London-Gatwick Airport Fact Sheet Series (41-49) - London-Gatwick Airport is committed to reporting on a range of issues affecting aviation- related business. A series of fact sheets provide information on aircraft operations and how their impact is regulated and managed. The user can also learn about the airport’s environmental performance. • San Francisco International Airport Fact Sheet Series (50-55) - The Aircraft Noise Abatement Office of the San Francisco International Airport sponsored the publication of a series of fact sheets describing the activities, roles and responsibilities, and composition of the Noise Abatement Office. Specifically, one fact sheet outlines how to file noise-related complaints. 4-654-60 4-594-50 4-49 4-48 4-47 Community Engagement Strategies and Techniques 43

• Naples Municipal Airport fact sheet series (56-59) - This factsheet series is used to help General Aviation pilots operate their aircraft in the quietest manner possible consistent with safety, and is designed to help the airport be a good neighbor to its surrounding residential communities. The series includes: Recommended Fixed-Wing Arrival & Departure Procedures; Recommended Noise Abatement for Helicopters; and Rec- ommended Abatement for Jets. • Miami-Dade Aviation Department. Plane Facts about Aircraft Noise Factsheet (60) The factsheet provides an overview summary of the community outreach program, noise con- trol, noise abatement and procedures, and flight tracking program. • Van Nuys Airport Part 161 Noise Study – Fact Sheets (61-62) - Los Angeles World Airports (LAWA) has embarked on simultaneous studies of potential noise-based operating restrictions at both Van Nuys Airport (VNY) and Los Angeles Interna- tional Airport (LAX). As part of this study, handouts were prepared to describe some of the ways Van Nuys describes noise and the effects of noise on people. • Vancouver International Airport. Aeronautical Noise Management (63-64) - The Airport Authority has a comprehensive Aeronautical Noise Management Program that includes: consultations with the Vancouver International Airport (YVR) Aeronautical Noise Management Committee; a five-year noise management plan; published noise abatement pro- cedures; an airport noise monitoring and flight tracking system; and a complaint management and response system. The airport’s fact sheets include information on: Airport Noise and the Community; What causes airport noise?; What does YVR do to manage noise?; Float Plane Operations at YVR; Why do I notice more noise in the summer?; Who regulates float planes?; What does YVR do to manage noise?; and How can I get more information? • PARTNER- Quantifying and Mitigating the Impact of Noise on People Factsheet (65) The PARTNER (Partnership for AiR Transportation Noise and Emissions Reduction Evalua- tion) Program factsheet provides a project overview of its programs to evaluate and develop met- rics that can be used to evaluate the impact of airport and other noise sources on a community and to understand the relationship between noise annoyance, physiological responses, cognitive performance, and sleep quality. Flyers or Posters Description. Creative and eye-catching flyers and posters are an excellent way to inform a community about upcoming events or public involvement opportunities. Typically, flyers are a standard, letter-sized page. Posters, on the other hand, are usually larger in size and should be eas- ily readable to attract public attention. Flyers and posters should be distributed throughout the study area in public places and businesses or shops frequented by a large number of citizens to reach the most people. Contact information should be included on the flyer or poster to encourage writ- ten responses. Lessons for Airport Managers. • Many public places have “Community Bulletin Boards” specifically designated for announce- ments. Ask permission before hanging posters. Also, if possible, leave stacks of flyers near entrances and on countertops. • Don’t rely solely on flyers; they are disposable. • Posters are visible to large numbers of people for long periods of time and can be used in tan- dem with flyers to increase awareness. 4-74 4-73 4-72 4-714-70 4-69 4-684-66 44 Aircraft Noise: A Toolkit for Managing Community Expectations

• Posters in pilot lounges at Fixed Base Operator facilities are often a helpful approach to com- municating noise abatement issues to itinerant pilots. Example Best Practices. The following flyers and posters were chosen as best practice examples: • Colorado DOT’s I-70B West Project flyer (66) Flyers were distributed for an open house for Colorado DOT’s (CDOT) I-70B West Project. In addition to meeting logistics, the flyer included a map of the study corridor for reference. • City of Lenexa, Kansas’ Rain to Recreation posters (67) A series of posters was designed for the City of Lenexa, Kansas’ Rain to Recreation project, which promoted quality growth and development in the region while preserving natural features. • Westchester County Airport. It’s Not Just an Airport, It’s a Neighborhood flyer (68) This flyer explains Westchester County’s Voluntary Restraint from Flying Program (com- monly referred to as the “voluntary curfew”), which asks that flights be avoided between mid- night and 6:30 a.m. each day. • Naples Municipal Airport Recommended Noise Abatement Jet Aircraft Arrival & Departure Procedures (58-59) The Naples Municipal Airport has produced a series of flyers for the pilot that may be developed as handouts or posters. The examples provided would make useful posters for a bulletin board in the local FBO pilot lounges. Newsletters Description. Newsletters are a means of direct communication to a wide audience that keeps interested people informed of previous or upcoming activities. These publications provide a level of project detail that is not usually available from other news media. They are useful if there is a need to present ongoing, detailed information or a forum for exchanging ideas, updates, announcements, and news. A newsletter uses a user-friendly, news-based format to provide regular updates, and can subsequently require significant amounts of time and resources to write and distribute. They may be prepared in either print or digital form. Lessons for Airport Managers. • Newsletters and program or project status reports are useful ways to disseminate important information to stakeholders. Making them widely available can enhance their credibility. • Newsletters may require significant amounts of staff time and resources, dependent upon the frequency of their preparation. • Direct distribution of periodic technical reports may create confusion if they are not accom- panied by a summary. • When creating a newsletter, there are six major steps to consider: deciding on content, design/ layout for readability, selecting images, proofing, printing, and mailing. Example Best Practices. The following newsletters were chosen as best practice examples: • O’Hare Monitor newsletter (69) The quarterly O’Hare Monitor relays information to the public from the Chicago O’Hare Noise Compatibility Commission and documents upcoming public meetings. • Noise Matters newsletter (70) The San Diego Noise Matters newsletter is published periodically for the residents neighbor- ing San Diego International Airport. 4-80 4-79 4-78 4-77 4-76 4-75 Community Engagement Strategies and Techniques 45

• Phoenix Sky Harbor International Airport publishes periodic newsletters (71) As part of the Community Noise Reduction Program (CNRP) effort, the Phoenix Sky Harbor International Airport publishes periodic newsletters on behalf of the Voluntary Acquisition and Relocation Services (VARS) and Residential Sound Mitigation Services (RSMS) pro- grams. These newsletters keep residents informed on various outreach campaigns and other community information. • Boise Airport newsletter (72) The Boise Airport quarterly newsletter includes information on: Avigation Easements, Resi- dential Land Acquisition, Noise Levels, Economic Impact, Terminal Construction and Remodeling, Air Service, Drop Zone, and status of the Master Plan. • Metropolitan Advisory Commission Noise Newsletter (73) MSP Noise News is published quarterly to help keep residents and other interested parties informed about airport noise issues at the Minneapolis-St. Paul International Airport. • Salt Lake City Department of Airports’ Elevations newsletter (74) This electronic one page newsletter provides a general overview of current airport issues. • Sea-Tac International Airport. Port of Seattle - Air Mail newsletter (75) This electronic newsletter is issued quarterly and provides an overview of airport current events and operations. • Detroit Metro Airport. Part 150 Noise Compatibility Study (76) A newsletter summarizing issues, deliverables, and how to become involved in the planning process related to the 1993 Part 150 Noise Compatibility Study. • General Mitchell International Airport. Part 150 Noise Compatibility Study newsletter (77) This newsletter is representative of those developed as part of the Milwaukee Airport’s process of updating its Part 150 Noise Compatibility Study. Frequently Asked Questions Description. A comprehensive list of Frequently Asked Questions (FAQ) can be an effec- tive tool for sharing information with the public. Questions and answers should be clear and con- cise, and avoid technical explanations. FAQ can help limit the amount of phone calls or emails that an agency or person may receive if the public is properly directed to the site. It is still impor- tant to publicize the agency’s contact information if a citizen has questions not already answered in the FAQ. Lessons for Airport Managers. The development and use of a set of FAQ related to specific conditions at the local airport will provide: • Consistency in responses to difficult and complex questions; and • Reduce the need to constantly refresh knowledge of area specifics when there are long inter- vals between the same question being asked or new staff is familiarized with the situations present. Example Best Practices. The following sets of frequently asked questions were chosen as best practice examples provided by airports: 4-87 4-86 4-85 4-84 4-83 4-82 4-81 46 Aircraft Noise: A Toolkit for Managing Community Expectations

• San Diego International Airport’s Frequently Asked Questions (78) San Diego International Airport’s Noise Mitigation Office hosts a list of FAQ on its website. The questions are separated into three major categories: General Questions, Operational Questions, and Legal and Legislative Questions. • Oakland International Airport Frequently Asked Questions (79) Oakland International Airport has a list of FAQ on its website concerning aircraft noise infor- mation. This FAQ also includes a glossary of aviation-related terms, noise terminology, and aircraft noise fundamentals. • San Francisco International Airport’s Frequently Asked Questions (53) San Francisco International Airport’s Noise Abatement Office website includes FAQ pertaining to sound insulation, runway configuration, and the airport’s noise monitoring system. • Dane County Regional Airport (Madison, Wisconsin). Noise Abatement Frequently Asked Questions (80) Dane County Regional Airport website includes FAQ pertaining to sound insulation, runway configuration, and the airport’s noise monitoring system. In addition to the FAQ posted on the websites of the preceding four airports, this Toolkit includes sets of FAQ and sample responses for airports with five different mission levels: large/ medium air carrier hubs, small and non-hub airports, cargo airports, and large and small general aviation airports. The responses are more technical in nature than those usually posted on a web- site or provided in distributed information, but airport managers often are asked for more spe- cific answers to specific questions. These FAQ provide a more detailed level of response. While there are many commonalities between each airport type, there are differences as well. The air- port manager may evaluate the responses for each airport level to apply to the local conditions or use them to develop tailored responses for the airport. • Sample FAQ – Large or Medium-Hub Airports • Sample FAQ – Small or Non-Hub Airports • Sample FAQ – Cargo Hub Airports • Sample FAQ – Large General Aviation Airports • Sample FAQ – Small General Aviation Airports Annual Reports and Noise Program Overviews Description. Noise programs are created to deal with aircraft noise and subsequent mitiga- tion strategies on a communitywide level, by involving the public and educating them on noise elements. Program materials can be geared toward a general audience, while other noise abate- ment programs are tailored for aviation-industry professionals. Lessons for Airport Managers. • Aircraft noise elements tend to be highly technical and, therefore, not easily understood by the general public. • Airport managers can act as a go-between between the public and the aviation industry. 4-96 4-95 4-94 4-93 4-92 4-91 4-90 4-89 4-88 Community Engagement Strategies and Techniques 47

• Noise education materials help explain issues related to aircraft noise, answer the most com- mon questions, and describe how noise levels are determined. Example Best Practices. The following were chosen as best practice examples of program reports and overviews: Noise Education • The City of Atlanta’s Department of Aviation and Hartsfield-Jackson Atlanta International Airport overview (81) The City of Atlanta’s Department of Aviation and Hartsfield-Jackson Atlanta International Airport created an educational publication on aircraft noise. The publication features the history of noise mitigation efforts, frequently asked questions related to noise, how noise levels are determined, and the roles and responsibilities of various entities to control air- craft noise. • London-Gatwick Airport’s Bothered by Aircraft Noise? (82) This booklet highlights key elements of aircraft noise in lay terms and illustrates noise contours surrounding the airport. Additionally, the booklet contains information about what the indus- try and airport have done to mitigate noise. General Noise Program Overviews and Reports • O’Hare Noise Compatibility Commission, 2006 Annual Report (83) This report includes a Noise Compatibility Commission overview, initiatives, community outreach, and other program updates. • Seattle-Tacoma International Airport, Noise Mitigation Programs (84) This brochure explains noise abatement programs that were developed through airport and community planning efforts to reduce aircraft noise. • Van Nuys Airport, Noise Management Program (85) The noise management program outlined in this brochure illustrates community response efforts as well as continued diligence toward achieving effective noise reduction at the source. • Long Beach Airport, Community Guide to Airport Noise. Overview (86) This booklet was developed by the airport’s Noise Office to provide factual information on the City of Long Beach Airport Noise Compatibility Ordinance and the airport’s efforts to minimize aircraft noise over nearby neighborhoods. The booklet also explains what the Airport has con- trol over and what it does not have control. It also provides answers to frequently asked ques- tions about noise. Noise Programs – Technical • Broward County Aviation Department: Partnership for Quieter Skies Quarterly Report, 2007 (87) The Partnership for Quieter Skies program was initiated in response to requests for a more transparent reporting of objective information related to Fort Lauderdale-Hollywood Inter- national Airport’s noise abatement efforts. • Denver International Airport Noise Office: 2007 Cumulative Noise Report (88) The Report gives an update on Denver’s Airport Noise and Operations Monitoring System (ANOMS), ARTSMAP noise modeling program, Noise Exposure Performance Standards (NEPS), and other airport statistics. 4-104 4-103 4-102 4-101 4-100 4-99 4-98 4-97 48 Aircraft Noise: A Toolkit for Managing Community Expectations

• Baltimore/Washington International Thurgood Marshall Airport: Real Estate and Land Use Compatibility Planning Quarterly Noise Report, First Quarter 2007 (89) This quarterly Report provides a review of the aviation noise abatement program and includes updates on various types of aircraft operations, noise levels at noise monitoring sites, and updated information on the Noise Assistance Programs. • Seattle Tacoma International Airport, 2006 Annual Technical Report (90) The Airport Noise Programs Annual Technical Report for 2006 details various noise abatement initiatives and major accomplishments, and also provides pertinent airport facts and statistics. • Phoenix Aviation Department, Aviation Noise Report – 2006 Year End Review (92) This report reviews the aircraft activity and noise measurement data for the year 2006 for Sky Harbor International Airport, Deer Valley Airport, and Goodyear Airport. It is formatted as a PowerPoint presentation, but available in printed form. • Portland International Airport, Noise Abatement Annual Report 2000 (91) The Port of Portland provided a comprehensive document that incorporated a report on noise conditions for the year, illustrations of noise abatement procedures and techniques, annual activity information, and a noise primer for the lay person into a single document for broad distribution. • Partnership for AiR Transportation and Noise Emissions Reduction. Report to the United States Congress - AVIATION AND THE ENVIRONMENT - A National Vision Statement, Framework for Goals and Recommended Actions (93) This document reports the results of a study mandated by the U.S. Congress in December 2003 as part of the Vision 100 Century of Aviation Reauthorization Act (H.R. 2115, Public Law 108- 176)(140). Section 321 of the legislation mandates that the Secretary of Transportation, in consultation with the Administrator of NASA, shall conduct a study of ways to reduce aircraft noise and emissions and to increase aircraft fuel efficiency. Fifty-nine stakeholders from 38 organizations spanning the aerospace industry including NASA, FAA, EPA, the Department of Commerce (DOC), the Department of Defense (DoD), academia, local governments, and community activists actively participated in the planning process. • Partnership for AiR Transportation and Noise Emissions Reduction. Research Projects (94) This report provides a summary of 14 projects being conducted under the PARTNER Program. They include: Low Frequency Noise Study; Measurement, Metrics, and Health Effects of Noise; Valuation and Trade-offs of Policy Options; Continuous Descent Arrival; En Route Traffic Optimization to Reduce Environmental Impact; Land Use Management and Airport Controls; Sonic Boom Mitigation; Measurement of Emissions; NoiseQuest; Health Impacts of Aviation- Related Air Pollutants; Emissions Atmospheric Impacts; Lateral Alignment in Complex Systems; Environmental Design Space; Energy Policy Act Study; Investigation of Aviation Emissions Air Quality Impacts; Alternative Fuels; and Reduced Vertical Separation Minimums. Multimedia Presentations Description. Multimedia presentations utilize a combination of text, images, sounds and other interactive content forms. These types of presentations are useful in their ability to make an impact and convey messages to a wide audience. Some multimedia presentations allow two-way commu- nication that enables viewers to respond by voice or on-line; a further refinement of technology uses cameras and special connections at both ends so that participants can see and hear one another. 4-110 4-109 4-108 4-107 4-106 4-105 Community Engagement Strategies and Techniques 49

Lessons for Airport Managers. • Multimedia presentations provide direct or immediate knowledge as compared with a writ- ten summary document. They can help people grasp a concept, understand complex pro- grams, and absorb large amounts of information quickly. • Making project staff available for community speeches and presentations will signal the air- port’s commitment to public involvement. • Because the presentation is delivered in person, the audience has a chance to ask questions, and the presenter can gauge citizens’ concerns and seek greater clarification of misunderstand- ings. Also, many people can be reached at one time, reducing individual inquiries. • Presentations require substantial effort to be effective. A poorly planned presentation can dis- tort residents’ views of the situation and cost the airport credibility. Example Best Practices. The following multimedia presentations were chosen as best prac- tice examples: • San Diego County Regional Airport Authority Six-Part Noise series (95-100). - A six-part series of “Noise 101” presentations were prepared for the public by San Diego County Regional Airport Authority on behalf of the San Diego International Airport, to dis- cuss the basics of aircraft noise and the airport’s noise program, rules, regulations, and other components. • Broward County Aviation Fort Lauderdale-Hollywood International Airport. FAR Part 150 Noise Compatibility Study presentation. (101) This Power Point presentation provides an overview of Part 150 Study tasks for its Public Hearing on the consultant’s recommended Part 150 actions. • Boston Logan Community Advisory Committee – Potential Flight Track Alternatives. (102) The FAA in conjunction with Massachusetts Port Authority and the Logan Airport Commu- nity Advisory Committee (CAC) has undertaken a study of how to reduce noise impacts from aircraft overflights to and from Boston Logan International Airport. This study is known as the Boston Overflight Noise Study. This presentation provides illustrative graphics for poten- tial flight track alternatives. • Using Supplemental Metrics to Address the Effects of Noise on People. TRB Annual Meeting. January 22, 2007. (103) This presentation provides an overview of Supplemental Metrics and presents case studies of their application. It makes the case that with the increased transparency provided by these effect metrics, policy makers and concerned citizens can engage in a more informed discus- sion that could ultimately lead to better outcomes for all. • International Civil Aviation Organization—The Balanced Approach to Aircraft Noise Management presentation. (104) This presentation provides a brief summary on the International Civil Aviation Organization’s approach to aircraft noise management including: why it was developed; what it aims to achieve; how it works; and revisions and implementation. • Dane County Regional Airport. Noise Abatement Subcommittee - Review of Noise Complaint Activity presentation. April 18, 2007 (105) This presentation for the Noise Abatement Subcommittee provides an overview of: Aircraft Movements; Complaints By Aircraft Type and Area; and Proactive Measures. 4-121 4-120 4-119 4-118 4-117 4-116 4-115 50 Aircraft Noise: A Toolkit for Managing Community Expectations

• Vancouver International Airport. Managing the Sounds of a Gateway - An introduction to Noise Management Practices at Vancouver International Airport. (106) This presentation provides an overview of the Vancouver International Airport Authority’s Aeronautical Noise Management Program and best practices overview in the context of the Air- port Authority’s Environmental Management Program. Websites Description. Websites can be a very effective way to share information with the public and even to receive feedback through online comment forms, surveys, blogs or other interactive tools. To be successful, a website should have a well-designed home page, be easy to navigate, and should let the user know where to find specific information. Websites also are useful to post documents and upcoming events of which the airport would like the public to be aware. Com- municating through websites makes information accessible anywhere at any time, but not all users have easy access to the internet. Likewise, large files or graphics can take a long time to download. Websites can be translated into other languages if the study area is multilingual. Lessons for Airport Managers. • Make the site easy to find! Place a link to noise-related material on the airport’s home page if the information is located elsewhere. • Make the site interactive by including hotlinks or other features that draw interest. • Use graphics, images, and color to articulate the message. • Update the site frequently! Old or out-of-date information conveys the wrong message to the viewer. • Provide contact information, including mailing address, phone number, and e-mail. • Include links to other related websites. This is an easy and inexpensive way to provide more information. Example Best Practices. The following were selected as good examples of airport noise websites: Small Airport - http://www.msnairport.com/about/environment.aspx (107) Dane County Regional Airport, Madison, WI. Environmental Responsibility and Noise Abate- ment Website. The Dane County Regional Airport, Madison, WI. website provides an overview of the Noise Abatement Program and its measures to limit aircraft noise in the community. By clicking on website links users can find information about what the airport is doing about noise, the noise abatement program, noise abatement subcommittee, and frequently asked questions. Documents are available for download. Medium-size Airport - http://www.flylouisville.com/about/noiseprogram.asp (108) Louisville International Airport, Noise Compatibility Program. The Louisville International Airport website provides an overview of the Noise Compatibility Program and its measures to minimize noise exposure in the community. By clicking on website links users can find out infor- mation about what the airport is doing about noise, the noise compatibility program, commu- nity noise forum, and access archives for the Part 150 Update for Louisville International Airport. Documents, leaflets, and reports are available for download. The Airport Authority launched a state-of-the-art flight tracking system in 2004. The tracking system allows users to view flight tracks and identify aircraft in near real-time or re-play mode. Information from two portable noise monitors also may be uploaded into the system to correlate aircraft noise with flight tracks and dates. 4-124 4-123 4-122 Community Engagement Strategies and Techniques 51

Large Airport - http://www.gatwickairport.com/portal/page/XYZGatwickNoise/ (109) Gatwick Airport: Interactive Aircraft Noise Website. The purpose of the BAA’s Gatwick Airport website is to provide the public useful and clear information about the aircraft noise they are hear- ing and why it occurs. This website’s purpose is to explain some of the issues about airplane noise, answer the most common questions, and describe what the airport is doing about it. By using the website links, users can find information about areas where they live or work and understand how departing and arriving aircraft can affect them. The interactive website is exten- sive, informative, and user-friendly with many pages dedicated to communicating the effects of aircraft noise, education, and the airport’s role in the community. Additionally, documents, leaflets and reports are available for download. The interactive aircraft noise website is accessed from the Gatwick Airport home page. The home page is well designed and highly graphic; it includes windows and pull-down menus for navigation to the noise website. The home page for the website also is well designed, inviting, and includes navigation windows to more detailed sections. These include “Noise Explained” which provides educational information for the layperson, and “Noise In Your Area” which provides the public interactive on-line flight tracking and identification system access. The Noise Explained section includes a detailed page on the Causes of Aircraft Noise which includes a range of topics, from what causes aircraft noise, to living close to the airport, under the flight path, under the approach path, living under a holding stack or between the holding stack and airport, noise around the airport, and what the airport is doing about it. • Bothered by Aircraft Noise? We’re Listening. This on-line booklet sets out to explain some of the issues about airplane noise, answer the most common questions, and sets out what Gatwick is doing about it including: what is the problem, how big is the problem, what they have done about it, and further information. • The Causes of Aircraft Noise page includes an interactive diagram of an airframe and demon- strates how noise is generated as air passes over the plane’s body fuselage and its wings. It shows aircraft with their flaps down and up, with illustrative text to explain the effects in each configuration. • Under the flight path provides interactive diagrams of wind direction and the consequences of living or working under a flight path and hearing planes taking off. • Living under a holding stack provides an interactive diagram of a plane flying in a holding stack pattern and explains what you hear while they are waiting to make final approaches. • Noise around the airport explains why and how noise around the airport is measured. A noise exposure contour map with information related to the distribution of noise in neighboring communities for the area around Gatwick is provided. • Better Technology uses charts and interactive diagrams to show how much quieter each new generation of aircraft has been than the one that preceded it. • Improving operations uses an interactive diagram to show a continuous descent approach procedure, non-continuous descent approach, and both profiles. The Noise In Your Area section includes Where Do You Live and Tracking Flights. By using an on-line tracking tool, users can see where aircraft are flying in relation to where they live or work. Webtrak is available to plot postal code location and replay a selected period of Gatwick flights. A series of file attachments which provide greater detail about aircraft operations at Gatwick can be found in this section of the website. Interactive Learning Tool Description. Public decision-making processes at every level of independent agency or gov- ernment are being transformed by new methods and new technologies for citizen participation. 4-125 52 Aircraft Noise: A Toolkit for Managing Community Expectations

Finding the right tool for the task at hand is the key to success. For example, engagement tools can provide focused feedback from stakeholders through on-line deliberation, webcast meetings, stake- holder dialogues, community conversations, research or keypad polling. Lessons for Airport Managers. • Today’s public is aware of and often expect the use of technical advances that make it possi- ble to participate or provide comment on a project or study. • The right tool can provide focused feedback from stakeholders, help an organization increase meeting effectiveness, and promote participation through application of state-of-the-art technology. Example Best Practices. The following interactive learning tools were chosen as best prac- tice examples: • FHWA’s Noise Compatible Land Use Planning Workshops (110) http://www.fhwa.dot.gov/environment/noise/ncp/index.htm FHWA sponsored a series of workshops in 2005 at strategic locations around the country to describe the merits of noise compatible planning along roadways. Specifically, the workshops were designed to: – Educate and increase the use of noise compatible land use strategies by communities; – Build the resources (video, reports, course curriculum) to better educate communi- ties; and – Lead to less frequent utilization of noise barriers. The half-day workshop began with a plenary session, which provided an overview of noise compatible land use planning, the status of local activities, and examples of implementation of noise compatible land use strategies from around the country. Participants then separated into breakout sessions to discuss application of the noise compatible principles for their commu- nity. The workshop showed land use planners and elected officials how they can influence neighborhoods affected by highway noise by utilizing local ordinances and zoning tools. Open- space techniques that greatly reduce interior noise penetration include buffer zones between the roadway and the development, possibly focusing garages and rear yards adjacent to the roadway, and providing landscaping and recreational features such as earthen berms or recre- ational trails. Similar techniques may be used in judicious subdivision designs based on aircraft ground noise patterns. From these workshops, a proceedings document (111) was developed summa- rizing the workshops, and a curriculum (112) was developed, which can be used to teach the basic concepts of compatibility planning by any party interested in educating management, developers, planners, decision-makers or students on noise issues. The program is supported by an extensive PowerPoint (113) presentation. • America Speaks 22nd Century Town Meetings (114) http://www.americaspeaks.org This is a public forum that links technology with small-group, face-to-face dialogue to allow thousands of people to deliberate simultaneously about complex public policy issues and express a shared message to decision makers. The drop down boxes under “Services” on the home page lead to a variety of useful tools and capabilities for engaging the public. • Hartsfield-Jackson Atlanta International Airport. Hartsfield-Jackson Kids webpage. (115) http://www.atlanta-airport.com/sublevels/airport_info/kids/home.html The Hartsfield-Jackson Kids page provides information on noise and air quality issues written for young people. Kids of all ages are invited to become a part of the Hartsfield-Jackson Atlanta 4-129 4-128 4-127 4-126 Community Engagement Strategies and Techniques 53

International Airport’s Kids Club by staying in touch and visiting their website. The website includes multiple sections including: History, Safety, Watch Us Grow, The Airport and the Envi- ronment, Careers in Aviation, Activities & Events, and the Kids Club. The Airport and the Envi- ronment page includes a section on Airplane Noise (for kids). Information includes: What is noise? What are noise operations monitoring systems? Just what is a flight track? What is an air traffic controller? What are noise monitors? • Colorado DOT (CDOT) “Virtual Open House”. (116) http://www.westvailpass.com/. For the West Vail Pass Environmental Assessment Process the Colorado DOT (CDOT) offered a “Virtual Open House”. For citizens not able to attend the scheduled open houses, an on-line version of each meeting was held approximately one week later. The “Virtual Open House” is a live, on-line meeting that gives participants the opportunity to review the meet- ing materials displayed at the open houses and ask questions of the study team in real-time. Each “Virtual Open House” is recorded and available for playback on the website. Advanced Technology Demonstrations Description. Visualization software offer promise for creating engaging images for presen- tations or websites. Lessons for Airport Managers. • When a new project is proposed, people begin to imagine how their community might be changed. • People may react differently to a proposal when they can visualize it. • Today’s public is aware and often expect the use of technical advances that make it possible to visualize a new project or its effects before it is built. • However, use of these tools also can send the wrong message to the public if used too early in the design process. The finished look of technology may imply that all decisions have been made without public input. Example Best Practices. The following advanced technology demonstrations were chosen as best practice examples: • FHWA Visualization in Planning website. (117) FHWA’s Visualization in Planning website includes noteworthy practices and innovative uses of visualization for transportation planning. Through visual imagery, the complex character of proposed transportation plans, policies, and programs can be portrayed at appropriate scales—state, region, local area, project architecture, etc., and from different points of view. “The effective presentation of projects’ impacts to the public has become an increasingly essential part of the planning and design of transportation” (110, website home- page) systems. Examples of visualization techniques include sketches, drawings, artist renderings, physi- cal models and maps, simulated photos, videos, computer modeled images, interactive GIS systems, GIS based scenario planning tools, photo manipulation, and computer simulation. • Wisconsin Department of Transportation, Best Practices for Public Involvement in Trans- portation Projects. (118) This paper recommends the following as best practice examples of advanced technology demonstrations for the Wisconsin Department of Transportation, Best Practices for Public Involvement in Transportation Projects: – HighRoad, by Creative Engineering, Australia, allows designers with minimal technical exper- tise to create 3-D animation visualizations of designs. See http://www.createng.com.au./. 4-132 4-131 4-130 54 Aircraft Noise: A Toolkit for Managing Community Expectations

– North Carolina DOT. 2-D and 3-D photo simulations using Adobe PhotoShop. See http://www.ncdot.org/it/visualization/ • CommentWorksSM (119) ICF International, a global consulting and technology solutions firm piloted Comment- WorksSM, a web-based public participation system that allows the gathering and categoriza- tion of comments, preparation of summaries and responses, response tracking, and reporting. The public can submit comments and view comments or other materials on-line. It has been used by the U.S. Department of Energy, EPA, Federal Occupational Safety and Health Administration (OSHA), Department of Homeland Security, and others. Informa- tion may be found at http://www.icfi.com/services/enterprise-solutions/commentworks/ overview.asp • Interactive Sound Information System (120) The Interactive Sound Information System (ISIS) is a private enterprise software tool designed to provide public information related to aircraft noise levels over surface locations. It allows the user to compare single event levels for current and alternative conditions by playing acoustic events through as set of speakers at noise levels calibrated for distances that might be expected during real world conditions. Information may be found at http://www.noise management.org/index.html. Outreach Vehicle Tools Description. Community Outreach Vehicles (COV) generally are outfitted with technology to demonstrate aircraft noise issues and may travel to schools, libraries and community events offering an interactive aircraft noise demonstration system and video presentations. Example Best Practices. The following noise outreach vehicles were chosen as best practice examples: • O’Hare Community Out Reach Vehicle (121) The purpose of the O’Hare COV is to address public concerns and to promote the initiatives of the Chicago Airport System and the O’Hare Noise Compatibility Commission at commu- nity events, festivals, schools, and libraries. Video presentations and computer demonstrations of the Airport Noise Monitoring System are provided. The COV is powered by compressed nat- ural gas and is equipped with an ADA compliant automatic hydraulic wheelchair lift. The COV also is used as a learning tool. It travels to schools located within the City of Chicago and its sur- rounding suburbs to discuss noise retrieval procedures, data collection, and aviation career pos- sibilities. A portable noise monitor also is used so that students can visualize noise levels of various events. • Miami-Dade Plane Facts About Aircraft Noise - Noise Abatement Van (60, p. 8) The Miami-Dade Noise Abatement Van is equipped with portable noise monitors. These mon- itors are used at various locations throughout the County to record aircraft-related noise levels. The van is also used to patrol Miami International for illegal aircraft maintenance run-ups. • Portland International Airport Noise Van (91) The Portland International Airport Noise Van is equipped for monitoring noise in and around the Portland metro area. Noise technicians use it to support field measurements for airport in-house projects and/or requests from citizens. 4-136 4-135 4-134 4-133 Community Engagement Strategies and Techniques 55

Next: Chapter 5 - Case Studies in Airport/Stakeholder Communication »
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TRB’s Airport Cooperative Research Program (ACRP) Report 15: Aircraft Noise: A Toolkit for Managing Community Expectations explores ways to improve communications with the public about issues related to aircraft noise exposure. The report examines practices that characterize an effective communications program and provides basic information about noise and its abatement to assist in responding to public inquiries.

ACRP Report 15 also identifies tools designed to help initiate a new or upgrade an existing program of communication with public and private stakeholders about noise issues. An accompanying CD-ROM with the printed version of the report contains a toolkit with examples of material that has been successfully used to communicate information about noise, as well as numerous guidance documents about noise and communications. The CD-ROM is also available for download as an ISO image online.

Links to the ISO image and instructions for burning a CD-ROM from an ISO image are provided below.

Help on Burning an .ISO CD-ROM Image

Download the .ISO CD-ROM Image

(Warning: This is a large and may take some time to download using a high-speed connection. Any software included is offered as is, without warranty or promise of support of any kind either expressed or implied. Under no circumstance will the National Academy of Sciences or the Transportation Research Board (collectively “TRB”) be liable for any loss or damage caused by the installation or operation of this product. TRB makes no representation or warranty of any kind, expressed or implied, in fact or in law, including without limitation, the warranty of merchantability or the warranty of fitness for a particular purpose, and shall not in any case be liable for any consequential or special damages.)

An ACRP Impacts on Practice related to ACRP Report 15 is available online.

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