Aviation Workforce Development Practices (2010)

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10 To meet the workforce development needs of its aviation industry employers, several workforce development practices have been developed using in-house resources, partnering with local educational institutions, or contracting with professional organizations. In addition, academic institutions at the high school, undergraduate, and graduate levels have developed programs to prepare individuals to be successful professionals in the aviation industry. This report focuses on two types of workforce development practices: training of the existing workforce and educating the future workforce. The workforce development needs for the aviation industry vary by employment level. Entry-level employees require knowledge of technical skills particular to their tasks, whereas management-level employees require more strategic skills common to most managerial positions. To this end, a number of workforce development practices are described here. Training programs for the existing workforce include: • Basic skills and communications training programs • Technical skills training programs • Business, management, and strategic planning skills • Executive-level certification. Education and training programs for the future workforce include: • Academic degree programs • Internships and cooperative opportunities • Attendance and participation in industry professional organization activities. Integrated programs are: • Integrated workforce development and academic pro- grams and • Industrial advisory committees. There are a number of practices, using internal resources, or external programs developed by professional organizations to train, educate, and otherwise develop the existing workforce at an aviation industry organization. IN-HOUSE PROGRAMS For most entry-level employees, a certain level of training is performed internally at aviation organizations in both the public and private sectors. This training is often in the form of basic orientations to the business and introductory, but necessary, skills training. In private-sector firms, particularly those whose core busi- ness is analytical in nature, in-house academic-style seminar forums are often held. Frequently held during lunch hours, but also during retreat-style events, these forums typically involve a member of the organization presenting on a topic of interest (see Figure 4). To enhance the workforce development experience, firms will often select a certain number of current employees for attendance in rotation programs. Within such programs, employees spend a short amount of time, often between 1 and 3 months, working within a particular sector of the orga- nization, rotating to additional sectors over the course of the entire program, typically 1 to 3 years. Such programs are intended to give employees a more comprehensive perspec- tive on the nature of the organization’s business, provide the employee with a more comprehensive skill set, and ulti- mately contribute to preparing the employee for management- level responsibilities within the organization. Figure 5 shows that most airports contacted for this study claim to have some kind of formal workforce development programs, whether it be in-house training, outsourced training, or educational programs. General aviation airports are typi- cally less apt to have such programs. Clear in the discussions, however, was the impression that airports equate workforce development with employee training. No airports partici- pating in this study explicitly revealed any other elements of formal workforce development. Figure 6 illustrates the most common workforce devel- opment programs at airports by subject matter. Nearly all of the airports queried and/or interviewed reported providing formal “Security Identification Display Area (SIDA)” train- ing, as required by the FAA for FAR Part 139 certified air- ports, most of whom perform such training using in-house resources. (Airports serving commercial service air carri- ers must be compliant with Federal Aviation Regulations Part 139, Certification of Airports. Although not actively serving commercial air carriers, many general aviation air- ports choose to be FAR Part 139 compliant, in whole or in part.) Figure 7 illustrates that many airports have training programs for fundamental airport skills requirements such as airfield operations and driver training, but have fewer CHAPTER THREE EXISTING AVIATION WORKFORCE DEVELOPMENT PRACTICES

11 workforce development programs for higher-level adminis- trative and strategic skills such as marketing, finance, engi- neering, planning, and external relations. ORGANIZATIONS PROVIDING WORKFORCE DEVELOPMENT RESOURCES There are a number of professional organizations, research societies, and academic institutions that offer a wide range of workforce development programs, ranging from opera- tional training to management-level training. In addition, these organizations offer the opportunity for workforce devel- opment through formal academic education programs, research forums, participation in industry committees, and networking with other industry professionals. Participation in any of the following organizations is typi- cally open to any members of the industry. Organizations that provide workforce development programs highlighted in this synthesis include: • American Association of Airport Executives (AAAE) • National Air Transport Association (NATA) • National Business Aviation Association (NBAA) • International Air Transport Association (IATA) • TRB • ACI–NA. In addition, a number of academic institutions that have focused on educational programs directly relevant to the aviation industry are highlighted. American Association of Airport Executives The AAAE claims to be the world’s largest provider of inter- active training and workforce development programs for the airport industry (10). The AAAE has been in existence since 1928 with the mission of supporting the airport industry through representation in Washington, D.C. As part of its membership, the Association has nearly 3,000 airport professionals representing more than 850 civil-use airports. A core function of the AAAE is to provide workforce devel- opment programs. The organization does so through a variety of program formats ranging from basic airport familiarization to executive-level management training for current aviation FIGURE 4 In-house seminars provide employees with the opportunity to learn among themselves, and share new ideas, techniques, and thoughts on the future of the industry. FIGURE 5 Airports with formal workforce development programs.

professionals, as well as educational programs for the future workforce. Interactive Employee Training The AAAE Interactive Employee Training Program (IET) is a computer-based series of training programs designed to provide on-site training to airport staff, at their airports of 12 employment. Once installed (hardware and software pack- ages are installed by the AAAE at the airport), the IET is available for use 24 hours a day. Common topics offered include: • Part 139 compliance • SIDA training • Driver training • Basic airport security awareness • Customer service • Runway incursion prevention. The AAAE will also develop custom programs for airports upon request. All IET program courses are enhanced with custom-created digital video from the specific airport where the program will be installed. The AAAE claims that more than 1.1 million airport and vendor employees have trained on IET systems at more than 82 airports nationwide. eCISTM eCISTM (Electronic Computer Instructional System and Training Management) is AAAE’s web-based, open archi- tecture learning management system. The system is expand- able and able to accommodate additional training courses as needed by the airport or organization. Automated testing, a standard eCISTM feature, ensures employees are mastering the required learning modules. FIGURE 6 Airport workforce development programs by subject (percentage is of those participating in the research for this synthesis). FIGURE 7 AAAE Academic Relations Committee hosts professional development sessions at annual industry conferences: Internship and Student Employment Programs.

13 ANTN Digicast The ANTN Digicast program is a large collection of web- accessible digital videos covering a wide variety of topics of interest to airports. Digicast emphasizes current events, such as updates to regulations, new technologies, or the latest strategies to manage and operate airports, but also includes a series of videos covering topics fundamental to airports. New videos are added to the Digicast library on a continuing basis. ANTN Digicast videos may be easily integrated into in-house training programs. The Digicast service has the ability to keep records of the videos viewed by members of the airport’s workforce. The ANTN Digicast is available to airports as a subscription service. On-Site and AAAE Headquarters-Based Training Programs The AAAE offers on-site or AAAE headquarters-based train- ing programs to airports led by industry-certified experts. These programs typically are comprised of 1- to 5-day workshops, held at the airport, for class enrollments typically ranging from 10 to 50 individuals. Topics have included: • Accident/Incident Report Writing • Advanced Airport Safety & Operations Specialist (ASOS) School • Airport Benchmarking and Performance Measurement • Airport Business Development • Airport Certified Employee (ACE)—Airfield Lighting Maintenance • Airport Certified Employee (ACE)—Communications Program • Airport Certified Employee (ACE)—Operations Program • Airport Certified Employee (ACE)—Security Program • Airport Community/Press Relations for Crisis Management • Airport Customer Service • Airport Driver Training & Runway Incursion • Airport Environmental Management • Airport Finance • Airport Ground Transportation and Landside Management • Airport Liability Insurance & Risk Management • Airport Management 101 • Airport Marketing • Airport Pavement Management • Airport Planning, Design, and Construction Management • Airport Rates, Charges, and Capital Funding • Airport Retail/Concessions and Property Management • Airport Security Coordinator Training School • Airport Strategic Planning • Airport Technology Solutions • Americans with Disabilities Act (ADA) Compliance • Aviation Security for Law Enforcement Officers • Basic Airport Safety & Operations Specialist School • Certified Member Review Course • Emergency Response and Family Assistance • Fuel and Hazardous Materials Safety Workshop • Terminal Operations Efficiency. AAAE Operations and Management Certification ACE—Airport Certified Employee Training The AAAE also offers specialized employee training in four specific areas through its Airport Certified Employee (ACE) training program. This program is designed for full-time employees who require specialized training, over and above typical familiarization training, but not to the level of air- port management certification and accreditation. Each ACE program is delivered as a 3- to 5-day course, which may be taken as a self-study course or an on-site course given at the airport. The four disciplines currently offered through the ACE program are: • Airfield Operations: Focusing on FAR Part 139 regula- tions, airfield familiarization, safety, planning, environ- mental issues (foreign object debris, wildlife, hazmat, management, etc.). • Airfield Lighting Maintenance: Focusing on airfield electrical systems, lighting requirements, navigational aids, and control systems. • Airport Security: Focusing on TSA regulations, local security procedures, weapons detection, emergency pro- cedures, and international issues. • Airport Communications: Focusing on aviation termi- nology, communications technologies, dispatching, cus- tomer service, public information communications, and stress management. Accredited Airport Executive (AAE) and Certified Member (CM) Programs The AAAE’s accredited airport executive program is widely accepted in the industry as one of the standard programs for developing executive-level airport professionals. Completion of this program requires passing comprehensive written and oral examinations, writing a research paper on a topic of interest to airports, and requires at least three years professional experience at an airport. Although this program is primarily an individual self-study program, the AAAE offers a published “Body of Knowledge” and “Accreditation Study Guide” to aid program participants with their studies. The AAAE also has a staff to help participants develop research for their written reports and has an active mentor program pairing already accredited professionals with those in the program. In addition, a number of regional chapters of the AAAE hold a week-long “study course” to help prepare those in the pro- gram for the Body of Knowledge written exam. These “AAAE Accreditation/Certification Academies” are typically offered twice a year.

The Body of Knowledge includes the following topics: • History, the Regulation of Air Transportation, Airports, and the FAA • The Management Functions • Management Theories, Roles, Motivation, and Communication • Airport Capacity and Delay • Air Traffic Control, Airspace, and Navigational Aids • Environmental Regulations • Airport Noise and Land Use Compatibility • Financial Management and Accounting • Airport Fees, Rates, & Charges • Capital Development and Funding for Airports • Airport System Planning and Airport Master Planning • Airport Layout Plans • Terminal Planning, Design, and Operation • Airport Operations and FAR Part 139—Certification • Airport Security and Response to Emergencies. Those who either do not have the required amount of airport experience or simply wish not to pursue full accreditation with the AAAE have the opportunity to develop their airport man- agement knowledge by earning AAAE Certified Member sta- tus. Achieving CM certification is done by successfully passing the AAE Body of Knowledge written exam. The airport management industry widely recognizes AAE or CM certification as highly recommended or required rep- resentations of sufficient airport management knowledge and experience. Often, positions of upper management at airports will require such certification for hiring. As such, many air- ports provide resources, mostly in the form of allocated time, to employees wishing to pursue these certifications AAAE Conferences and Meetings AAAE offers educational opportunities through a wide selec- tion of conference-style meetings are available throughout the country on a variety of topics. Speakers at these conferences are typically other airport professionals who have had recent experiences and industry consultants with particular expertise in certain topics of interest. Examples of recent meeting topics include: • Aircraft and Airfield Deicing and Stormwater Issues • Basic Airport Safety and Operations Safety Specialist School • Disadvantaged Business Enterprises • Airfield Construction Management Workshop • Airport Pavement Maintenance and Evaluation Workshop • Essentials of Airport Business Management Workshop • Airport Geographic Information Systems Workshop • Accident and Incident Investigation Workshop • Airports Energy Efficiency Forum • Airport Parking and Landside Management Workshop. 14 Attendance at these conferences typically requires fees for conference registration, as well as travel and lodging expenses. Regional chapters of the AAAE also often hold short courses in various areas of airport management. For exam- ple, the Southwest Chapter of the AAAE (SWAAAE) holds an annual Airport Management Short Course. This course is structured to cover topics of current importance to airport management, in recent years covering topics ranging from energy management, to human resource management issues. National and regional workshops and short courses offered by the AAAE and their regional affiliates may be found at the AAAE website (http://www.aaae.org). Committee Participation The AAAE also has a number of standing committees that focus on a number of topics of importance to the industry. Partici- pation by professionals in the industry who are dues paying members of the AAAE on these committees is welcomed. These committees offer opportunities to address the latest upcoming issues in their particular areas of interest. Partici- pation on these committees also includes networking with other professionals in these particular areas. AAAE standing committees include: • Airline Economics and Air Service • Airport Training • Environmental Services • General Aviation • Military Relations • Operations, Safety, and Planning • Transportation Security • Academic Relations. AAAE Academic Relations Activities The AAAE’s Academic Relations Committee in particular is active in workforce development, particularly working with academic institutions and the aviation industry. Members of the committee include airport executives and academic faculty. The purpose of the committee is to develop programs that provide airport management access to university students, as well as encourage students to become involved in learning more about the airport management industry. The committee hosts sessions at annual AAAE meetings for current university students and recent graduates seeking to learn more about the airport management industry and net- work with current airport management professionals. Session topics have included Professional Networking and Profes- sional Behavior, the basics for entering the airport manage- ment profession.

15 AAAE University Student Chapters The AAAE supports a number of student chapters at several of the nation’s colleges and universities. These chapters are made up of graduate and undergraduate students with an interest in a career in airport management or related field. Network- ing with these chapters provides one of the best first steps for developing the future workforce. Internship programs, student projects, and other educational opportunities are often coordi- nated through these chapters (see Figure 8). A list of student chapters may be found by contacting the AAAE. National Air Transportation Association NATA is an aviation industry professional organization whose mission is to be the leading national trade association rep- resenting the business interests of general aviation service companies. NATA serves its member companies by provid- ing education services, as well as other benefits with the goal of helping to ensure their long-term economic success (11). NATA Professional Line Service Training Through its “Safety 1st Program,” NATA offers a Professional Line Service Training (PLST) program (12). The PLST pro- gram is designed to train, both initially and recurrently, profes- sionals who perform duties on the airport ramp, including such skilled tasks as fueling, marshalling, and aircraft line servicing, of general aviation and commercial aircraft. PLST provides state-of-the-art initial and recurrent train- ing for line service specialists, meets 14 CFR Part 139 Sec- tion 321 fire training requirements, is continuously updated and expanded, and includes aircraft-specific information. PLST is available anytime, anywhere, and is up-to-date with the latest best practices and industry standards, with interactive lessons and electronic reporting of student progress. Additional checklists and reference materials are included in the program. PLST is available for a nominal annual subscription fee and per student enrollment. PLST topics include: • Introduction to Ground Servicing • Safety • Fuel Servicing • Towing Procedures • Fuel Farm Management • Customer Service • Fire Safety • Aviation Security. The PLST program is offered on-line using any Internet- connected computer. More than 900 aviation-related companies, including fixed- base operators (FBOs) and airports have used PLST to train thousands of line service specialists across the world. The NATA PLST program may be found at the NATA Internet website at http://www.nata.aero/plst/. National Business Aviation Association The NBAA claims to be the leading professional organization for companies that rely on general aviation aircraft to help make their businesses more efficient, productive, and successful. The NBAA represents more than 8,000 companies with inter- ests in business/corporate aviation (5). These companies range from aircraft manufacturers, to fuel service providers, to own- ers and operators of airports that accommodate business avia- tion activities. The NBAA has a number of professional development pro- grams focused on advancing the careers of those in the busi- ness and corporate aviation industry. NBAA Professional Development Program According to the NBAA, the organization’s Professional Devel- opment Program (PDP) is designed to “help individuals with the Association’s Member Companies” advance their careers by preparing business aviation professionals for manage- ment roles. The PDP is a series of course curricula, deliv- ered either by the NBAA at select locations or through PDP eligible courses at a variety of colleges and private organiza- tions. Course materials are delivered in print and digital format. Since its inception in 1998, more than 5,000 person-courses have been completed. NBAA’s PDP is divided into five specialized areas: Busi- ness Management, Leadership, Operations, Personnel Man- agement, and Technical and Facilities Services. Typical courses are 2 to 3 days in length. FIGURE 8 AAAE student chapters are excellent resources for developing the future aviation workforce.

NBAA Certified Aviation Manager Program Similar to AAAE’s CM program, NBAA’s Certified Aviation Manager (CAM) program provides the opportunity for mem- ber individuals to be officially recognized as being highly proficient in five subject areas: Business Management, Lead- ership, Operations, Personnel Management, and Technical and Facilities Services. Members who have completed a cer- tain number of PDP courses, or have sufficient levels of edu- cation, professional licenses, or participation at industry events such as conferences or workshops, are eligible to take a writ- ten exam. Achieving a certain score on the exam earns the applicant CAM certification. On-Demand Education NBAA’s On-Demand Education Program provides computer- based educational programs covering a variety of topics, ranging from safety to finance. Many of the courses in the program are offered free by the NBAA, whereas others may be purchased on a one-time-use or recurrent-access basis. More information on the NBAA and its professional devel- opment programs may be found at the NBAA website: http://www.nbaa.org. International Air Transport Association The International Air Transport Association (IATA) is one of the world’s leading professional organizations representing the commercial air carrier industry. More than 230 airlines, representing more than 90% of the world’s scheduled inter- national air traffic comprise the membership of IATA (13). In addition to commercial air carriers, a number of airports are members of IATA as well. IATA Training Programs IATA supports the IATA Training and Development Insti- tute, one of the leading providers of global aviation training solutions and professional development programs. The Insti- tute offers courses on more than 200 topics of interest to management-level professionals in the aviation industry. Although many of the courses focus on topics of direct rele- vance to airline management, a good number of courses are directly relevant to airport management and aviation support industry. Examples of such courses include: • Airport Certification and Standards • Airport Customer Service • Airport Emergency Planning and Management • Airport Financial Management • Airport Marketing • Airport Master Planning • Airport Operations • Airport Safety Management Systems • Airport Security Operations 16 • Airport Strategic Management • Airport Terminal Design and Planning • Aviation Law • Basic Airside Safety • Business Continuity Planning • Cost Reduction Strategies • Foundations of Airport Commercial Management • Human Resources Management • Leadership Development and Succession Planning • Network, Fleet, and Schedule Planning • Revenue Management • Understanding Air Traffic Control. In addition to taking courses on a stand-alone basis, IATA offers programs of courses that can lead to an IATA diploma. IATA diplomas of relevance to the airport and aviation sup- port industry include: • Advanced Airport Operations • Airport Strategic Management • Civil Aviation Management • People Management • Project Management • Safety Management. IATA training centers are located worldwide, with a U.S. training center in Miami, Florida. In addition, on-site train- ing programs may be arranged for groups of individuals at a particular airport or aviation business. Finally, many of the courses have been developed as self-study courses, leverag- ing information technology to facilitate information transfer and communication with instructors and fellow students. More information on IATA training programs may be found at the IATA website: http://www.iata.org/training/. National Academies’ Transportation Research Board One of the major divisions of the National Research Coun- cil, TRB promotes innovation and progress in transportation through research. TRB’s Aviation Group focuses on issues important to the nation’s aviation system (14). The Aviation Group is comprised of nine standing committees. TRB Aviation Committees The Aviation Group is comprised of nine standing committees: • Intergovernmental Relations • Aviation System Planning • Environmental Impacts • Aviation Economics and Forecasting • Airport Terminals and Ground Access • Airfield and Airspace Capacity and Delay • Aircraft/Airport Compatibility • Light Commercial and General Aviation • Aviation Security and Emergency Management.

17 Committees enjoy participation from a wide variety of practice areas in industry, academia, consulting and airport operations, and are recognized as a worthwhile means of professional and technical development. ACRP Panels TRB supports ACRP. ACRP carries out applied research projects on a wide spectrum of topics of importance to the nation’s airports. TRB encourages participation in ACRP, in part, by joining advisory panels, submitting problem state- ments, and submitting proposals to perform research. Many of the projects in this program involve creating guidebooks that provide fundamental information on topics. Participation in this program has proven itself to be an excellent educational and workforce development experience. One can learn more about the ACRP at http://www.trb.org/acrp. TRB Annual Meetings, Symposia, and Workshops The TRB annual meeting, held each January in Washing- ton, D.C., brings nearly 10,000 professionals together to discuss the latest issues affecting the world’s transportation systems. A portion of this meeting is dedicated to aviation issues. Often, more than 50 sessions are scheduled to discuss a wide variety of aviation-related issues. These sessions have been known to be very valuable for senior aviation profes- sionals as well as junior staff and students to learn from each other on topics covering both the theory and practice of avia- tion management. TRB, through its standing committees, also routinely holds symposia, webinars, and workshops focusing on aviation issues (see Figure 9). More information on TRB may be found at http://www.trb.org. Airports Council International–North America ACI is a professional association representing the world’s airports, whose mission is to advance the interests of airports and to promote professional excellence in airport manage- ment and operations. ACI–NA is the largest of five world- wide regions of the ACI (15). ACI–ICAO Airport Management Professional Accreditation Program Launched in 2007, the ACI–ICAO (International Civil Avia- tion Organization Professional Accreditation) Airport Manage- ment Professional Accreditation Program (AMPAP) proclaims to be the only global professional accreditation for airport personnel. The program consists of six courses taken over a 3-year period. Completion of the program earns the graduate an International Airport Professional (IAP) accreditation. To complete the AMPAP program, one must finish four mandatory courses and two electives. The four mandatory courses are: • The Air Transportation System • Airport Planning, Development, and Environmental Management • Airport Commercial and Financial Management • Airport Operations, Safety, and Security. Courses are delivered by means of classroom and on-line formats. Electives include: • Airline Management for Airport Professionals • Airport Communications and Public Relations • Airport Environment Management • Airport Executive Leadership Program • Airport Facilities Management • Airport Human Resources Management • Airport User Charges • Aviation Security Professional Management • Developing Customer Service Culture at Airports: Measuring and Benchmarking the Results • Safety Management Systems • Strategic Use of Information Technology. More information on the ACI–ICAO AMPAP can be found at http://www.iap.aero. ACI–NA Conferences ACI–NA also hosts approximately 20 conferences and sem- inars annually, covering topics ranging from insurance and risk management to international aviation issues (see http:// www.aci-na.aero). Recent conference topics have included: • Airport Concessions Management • International Aviation Issues • Airport Planning • National Environmental Policy Act Practitioners Workshop • Economics and Finance • Safety and Security. FIGURE 9 Attending conferences, symposia, short courses, and workshops is an excellent way to learn from others in the industry.

Other educational opportunities also exist within the FAA itself, including regional conferences and technical symposia. Such opportunities also may exist within individual state- level aviation organizations. For example, the Florida Air- ports Council has created a seminar series covering various topics of importance to airports within the state. These sem- inars are digitally archived and available for distribution through the Council. Other aviation organizations not directly focused on the airport management and aviation industry workforce outside of flight crew, aircraft maintenance, and air traffic control hold organizational events that may be of benefit to educat- ing the workforce. Such organizations include the Aircraft Owners and Pilot’s Association, the Experimental Aviation Association, and Women in Aviation. Institutions of Higher Education— University Short Courses A number of universities in the United States host week-long short courses on topics associated with the strategic manage- ment and planning of airports and aviation systems. Follow- ing are three examples: University of California at Berkeley Airport Systems Planning and Design Short Course The University of California at Berkeley hosts an annual Air- port Systems Planning and Design short course. Often held in November in Berkeley, California, the four-day course covers topics such as airport systems planning, airport master planning, air traffic demand forecasting, airfield layout planning and design, landside modeling, airspace and airport capacity, airline operations and economics, airport finance, and environmental planning and land use compatibility training. This course is often attended by employees of airports, and government, and private consulting firms who wish to learn the fundamentals of these topics, as well as to gain insight into the most recent tech- niques and strategies for addressing the issues facing today’s airport system. More information about the Berkeley Airport Systems Planning and Design short course may be found at http://www.its.berkeley.edu/nextor/airportcourse. University of Texas Airport Engineering and Management Short Course The Center for Lifelong Engineering Education at the Univer- sity of Texas at Austin hosts an annual three-day short course in Airport Engineering and Management. This course focuses on the engineering-level details of airport management. Top- ics covered include the FAA/ICAO planning process, airport pavement design and rehabilitation, airport capacity analysis, airport security, and airfield signing and lighting systems. More information about the University of Texas Airport Engineering and Management short course may be found 18 at http://lifelong.engr.utexas.edu/shortcourse.cfm?course_ num=1210. Cranfield University, United Kingdom The Cranfield University Department of Air Transport offers a suite of short courses covering a wide variety of topics asso- ciated with managing airports. One-week courses are offered in airport operations, airport strategic planning and the envi- ronment, airport business management, airport commercial revenue development, and airport design. More information about the Cranfield University cur- riculum of airport management short courses may be found at http://www.sovereign-publications.com/cranfield-air- transport.htm. Academic Degree Programs Most of the more than 4,000 community colleges, four-year undergraduate colleges, and research universities in the United States offer courses and academic programs of relevance to developing the aviation workforce. Many of these courses and programs are fundamental in nature, offering education in dis- ciplines ranging from business administration to engineering. Many local businesses, including aviation companies, local airports, and air service providers often hire from their local colleges, with the understanding that academic degrees are often the foundation of professional success. In addition, many such entities have found that an active working relationship with a local or national educational insti- tution is beneficial to an aviation industry firm’s workforce development needs. Although most institutions offer education not specific to the aviation industry, many do offer at least a small number of courses associated with aviation. These courses are typ- ically an introductory or survey course of issues in aviation; typical course titles such as Introduction to Aviation, Air- line Operations and Management, and Airport Operations and Management are found to be the most common of such courses. In addition, if the institution offers flight training, academic courses associated with airfield familiarization, air traffic control, and federal regulations are often offered. These courses do offer educational benefits for those in the aviation workforce that are not flight crews. University Aviation Association Member and Aviation Accreditation Board International Accredited Universities Approximately 100 institutions of higher education are institu- tional members of the University Aviation Association (UAA) (16). The UAA is a non-profit member-driven organization

19 whose mission is to promote and foster excellence in collegiate aviation by providing a forum for students, faculty, staff, and practitioners to share ideas, enhance the quality of education, and develop stronger aviation programs and curricula. The UAA addresses its mission, in part, by hosting con- ferences and educational workshops for its members, as well as by working with the wider aviation industry to meet its workforce needs. UAA institutional members are typically four-year colleges and universities that offer degree programs in the aviation field. Many UAA universities focus entirely on flight train- ing, whereas others provide broader aviation-related curric- ula, from air traffic control to airport management. Aviation courses are typically housed in a university’s college or depart- ment of technology, engineering, business, or “aviation.” Degree Programs Aviation programs at UAA schools are primarily offered at the undergraduate level (Associates and Bachelors degrees), although a select number of UAA schools offer Masters and Doctorate-level programs, as illustrated in Figure 10 (17 ). Figure 11 illustrates the number of reported enrollments in each degree program at UAA member institutions Known as the Council on Aviation Accreditation until 2005, the Aviation Accreditation Board International (AABI) has the mission of advancing quality in education through a formal accreditation program and providing guidance to educational institutions delivering aviation-related education. Accord- ing to the AABI, accreditation ensures that professional pro- grams achieve and maintain a level of performance as judged by the FAA, other educational programs, and the wider avi- ation industry (18). Thirty programs at four-year colleges and universities, located throughout the continental United States, are cur- rently accredited under AABI. Engaging in relationships with these programs is one such strategy to target the development of a future workforce. A list of UAA institutional members is provided in Appendix A of this report. Most such schools offer fully accredited degree programs in Aviation Management. These programs are typically broad- based curricula offering overviews of the different elements of the aviation industry. Fewer such institutions offer full degree programs in specialized areas within aviation, such as Aviation Safety, Aviation Security, and Airport Management; however, most schools do offer at least one course in these areas. These institutions also tend to offer more fundamental courses with applications to aviation, including full-degree programs or majors in areas ranging from Economics and Finance to several relevant engineering disciplines. Figure 12 illustrates the emphasis of certain course topics at UAA member schools. From this figure it can be seen, for example, that 90% of UAA schools offer either a full degree program or a major in Aviation Management, and most offer at least basic Business Administration courses, while fewer schools offer majors or individual specialized courses. Several of these schools reported engaging in activities outside of traditional course curricula to help develop and educate students interested in aviation careers (see Figure 13). The most common such activities include: • Extracurricular organizations Organizations such as the Alpha Eta Rho aviation frater- nity or a student chapter of the AAAE provide opportu- nities for students to further their education outside of the classroom. Often these organizations make site visits FIGURE 10 Aviation programs offered at UAA member institutions.

20 Associate Bachelors Masters Doctorate Number of reported enrollments FIGURE 11 Program enrollments at UAA member institutions. of aviation companies, perform volunteer work for such companies, and attend larger industry conferences. These activities allow the future workforce to target their inter- ests, network with current professionals, and develop relationships of mutual benefit to future employers and their careers. • Guest Speaker and Mentoring Opportunities Many of these schools host regular guest speakers and seminars to discuss current issues in the aviation industry. Many of the speakers are local professionals within the aviation industry, such as airport managers, FBO oper- ators, or local flight department managers. These events not only provide the opportunity for the future workforce to target their learning and focus on given interests, but also give those who are present an opportunity to stress what they believe are the more important issues affecting the industry, as well as help target their potential future employees. These events also provide the opportunity to create mentorship programs between the current and future aviation workforce. • Student Employment Activities Many of these institutions also operate flight programs or other aviation-related activities including operating their own airports or FBOs. Quite often, many employ- ment positions are filled by current students. Student employment positions range from line service, fueling, and other airfield ramp activities to administrative staff positions. It is clear that these activities give the student employees valuable work experience, which will make them more productive when they enter the workforce as career professionals. • Research Opportunities Benefiting Workforce Growth and Development Many colleges and universities, including but not lim- ited to those schools with aviation programs, actively engage in research that addresses the needs of the avia- tion industry, works directly with industry participants, and utilizes both the current and future workforce. Many strategic issues can be addressed by coordinating with these schools. • Scholarship Programs Most universities offer financial aid and scholarship opportunities for full- and part-time students in degree programs. There are also a number of scholarship oppor- tunities available, particularly for those studying avia- tion or an aviation-related discipline. The UAA pub- lishes an annual catalog of scholarship opportunities. According to the UAA, as of 2009, there are more than 750 scholarships available, totaling more than $1.2 mil- lion. Nearly 20 of these scholarships, totaling $12,500 in award funding are specifically for those pursuing studies in airport management. Another 70 scholarships total- ing nearly $200,000 are available to those studying in the field of aviation management (19). Some institutions, not necessarily affiliated with UAA, have aviation programs or have worked with local air-

21 ports and aviation industry companies to address this need. Most such programs involve the local community college and cover basic courses ranging from computer skills to English communications, to some aviation- specific material, from airfield familiarization to avia- tion law and regulations. FAA Centers of Excellence Understanding that the aviation workforce is in need of pro- fessionals who can expand the industry’s body of knowledge, the FAA has supported a number of universities in developing aviation-related research programs, many of which are directly applicable to the development of the aviation workforce (20). Examples of these Centers of Excellence include: CGAR: The Center of Excellence in General Aviation Research The mission of CGAR is to make significant contributions toward improvements in the safety and efficiency of general FIGURE 12 Aviation programs offered at UAA institutions (based on a sample of UAA schools). FIGURE 13 Activities conducted at institutions of higher education often allow for the interaction of aviation professionals and the future aviation industry workforce.

aviation air transportation. Although much of CGAR focuses on improvements in flight education research, many projects have partnered with industry to have a greater understand- ing of airport and aviation safety, as well as to test new tech- nologies of benefit to general aviation. CGAR institutions are Embry–Riddle Aeronautical University (Daytona Beach and Prescott campuses), University of Alaska (Fairbanks and Anchorage campuses), University of North Dakota, Wichita State University, Florida A&M University, and Middle Ten- nessee State University. More information about CGAR may be found at http://www.cgar.org. NEXTOR: The National Center of Excellence for Aviation Operations Research The mission of NEXTOR is to advance new ideas and para- digms for aviation operations, train and educate education pro- fessionals, and promote knowledge transfer among industry, government, and academic leaders. NEXTOR focuses on per- forming research to improve the aviation system as a whole and, in doing so, emphasizes the use of strategic and analyt- ical models. Academic graduates of the NEXTOR Center of Excellence have gone on to full-time positions within the air- port industry, FAA, and aviation consulting firms. NEXTOR institutions are George Mason University, Massachusetts Insti- tute of Technology, University of California at Berkeley, Uni- versity of Maryland at College Park, and the Virginia Poly- technic Institute and State University. More information about NEXTOR may be found at http://www.nextor.org. PARTNER: The Partnership for Air Transportation Noise and Emissions Reduction The Partnership for AiR Transportation Noise and Emissions Reduction is a leading aviation cooperative research orga- nization and an FAA/NASA/Transport Canada-sponsored Center of Excellence. PARTNER fosters breakthrough tech- nological, operational, policy, and workforce advances for the betterment of mobility, economy, national security, and the environment. PARTNER is based at the Massachusetts Insti- tute of Technology. More information about PARTNER may be found at http://web.mit.edu/aeroastro/partner/index.html. CEAT: Center of Excellence in Airport Technology The Center of Excellence for Airport Technology (CEAT) is a research center located at the Department of Civil and Environmental Engineering at the University of Illinois at Urbana–Champaign. CEAT was founded in 1995 as an FAA 22 Center of Excellence focusing on airport pavement issues, and has since broadened to include wildlife issues, anti-icing, and lighting. In 2004, the O’Hare Modernization Program ini- tiated a research program through CEAT that targets techni- cal issues related to construction of new and extended run- ways at O’Hare International Airport. One of the major objectives of CEAT is to educate and train students for airport pavement engineering positions with state, federal, and private agencies. CEAT is pleased to have a large group of outstanding students involved in airport pave- ment research and in wildlife hazard research. It is believed that these students will be well qualified to become profes- sional engineers who will design and construct future airport pavement systems. More information about CEAT may be found at http://www.ceat.uiuc.edu/. Secondary Schools There are a select number of high schools in the United States that have a curriculum focused on educating students with interests in aviation and aerospace industry careers. Although these programs tend to focus on areas such as flight training, aircraft maintenance, and airline management, course curric- ula at these schools do cover aviation fundamentals that are germane to the industry as a whole. In addition, these schools tend to attract those students with both the aptitude and interest in aviation careers (see Figure 14). Examples of these schools include the Aviation Career and Technical Education High School in New York City, New York; Aviation High School in Des Moines, Washington; and Oakland Aviation High School in Oakland, California. FIGURE 14 Workforce development begins long before a future professional’s first job.