A Guidebook for the Preservation of Public-Use Airports (2011)

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18 Overview of Airport Closure Risk Factors In this section research findings are organized, presented, and discussed so as to facilitate their use and application by interested parties and airport advocates. This chapter illustrates how air- port advocates can identify airport closure risk factors and organize in a practical manner to influence them. Public-use airport closures are most often attributable to the cumulative effect of many dif- ferent, but concurrent, airport closure risk factors. Any combination of airport closure risk fac- tors that puts pressure on an airport to close will be locally fact-specific and differ from airport to airport. Nevertheless, the fundamental strategy for preserving public-use airports is to decrease the number and severity of airport closure risk factors. Airport advocates can help preserve America’s public-use airports, one airport at a time, by employing this simple strategy—decrease the number and severity of airport closure risk factors. One way to think of this is to use the playground see-saw analogy. “Bad” closure risk factors on one side of the see-saw need to be outweighed by “good” closure protective factors on the other side. Reduce closure risk factors and increase closure protective factors so the see-saw always tilts to the “good” side. The public-use airport preservation strategies in this Guidebook for organizing effective airport preservation advocacy are win-win oriented. The general themes for preserving public-use airports high- light such practical and positive consensus building strategies as promoting good community relations, compatible land use zoning, good customer service, good business practices, environmental stew- ardship, safety, and infrastructure investment. This Guidebook pre- sents ways to help preserve public-use airports through positive and constructive actions. Ways to organize, advocate, and act to help save airports through positive and constructive actions are discussed in the following sections. Airport closure risk factors are classified into four general types. These types are economic, infrastructure, public funding, and community and environmental relations. Applicable risk factors are listed under each of these headings. Finally, appli- cable guidance is provided for each risk factor identified by the research. C H A P T E R 4 Practical Management of 16 Primary Airport Closure Risk Factors Aircraft noise can be a focal point of negative community percep- tions of an airport. Airport spon- sors can coordinate with the FAA for the development and approval of reasonable and safe airport noise abatement proce- dures. Being responsive to neigh- bor and community concerns and complaints helps build good will and can help avoid escalating adversarial situations. Being a good neighbor encourages others to return the courtesy.

Classification of 16 Primary Airport Closure Risk Factors Factors the research has identified as increasing pressures on an airport to close are “airport closure risk factors” that can be generally classified into four principal subgroups: • Grant Obligation Status airport closure risk factors. 2 • Economic airport closure risk factors. 1 • Community and Environmental airport closure risk factors. 3 • Infrastructure airport closure risk factors. 4 Grant Obligation Status Airports without federal or state airport aid grant obliga- tions are at increased risk of closure. Airports that have accepted federal or state airport aid grant funds are subject to applicable federal or state airport aid grant obligations and may be fully or partially protected from closure. Some aid grant obligations may require an airport to remain open in perpetuity, while other types of grant obligations may require an airport to remain open for a specified duration of time. Economic Issues Public/Private Ownership Privately owned airports have, by far, a greater risk of clos- ing than publicly owned airports. Privately owned airports are often at risk of closure during ownership/management generational changes, have typically less access to federal and state airport capital aid funds, do not have the property tax immunities often given to public entities, and do not have access to public funding to offset operational costs. Privately owned airports are often subject to potential sale to land developers, particularly at times of airport ownership/management gen- erational change. Generational Shift at Privately Owned Airports At times of generational shift in management or ownership, privately owned airports are at increased risk of closure. The “next generation” may have insufficient interest or ability to assume ownership/management of the airport. Another risk fac- tor is that distribution of the remaining assets in the estate may require the breakup or sale of the airport or its property in order to provide an equitable distribution of remaining assets or to raise funds for estate taxes that may be applicable on the death of an airport owner. Level of Traffic & Airport-Based Aircraft Airports with low levels of airport traffic and/or airport-based air- craft are at increased risk of closure. Airport traffic and airport-based aircraft directly affect total airport revenue. Practical Management of 16 Primary Airport Closure Risk Factors 19 Q: What is the most effective way to preserve a PRIVATELY OWNED public-use airport? A: Nationally, the statistics show that the most effective SINGLE way to preserve a privately owned public-use airport is to bring it under public ownership with the help of FAA funding for airport acquisition and improvement proj- ects. Unfortunately, such an effort can be complicated, take a consid- erable amount of time, and comes without any assurance of success. The FAA will make an assessment if the airport warrants the invest- ment of FAA funding; not all air- ports will qualify for FAA airport acquisition funding. Public owner- ship also typically requires a willing local public sponsor, general public support, available FAA funding, and frequently the completion of engineering, environmental, and/or economic feasibility studies. Airport advocates will spend much of their time educating interested parties, recruiting allies, and finding cooperative solutions to airport/ community problems and issues. Fixing “blame” for a problem does NOT fix the problem.

Total Available Customer Services Airports with fewer customer services are at increased risk of closure. A decline in airport cus- tomer services has the dual effect of reducing (1) opportunities for revenue generation for the airport and (2) the value and utility of the airport to current and potential customers. Airport customer services include fuel, aircraft repair and servicing, food, aircraft rental, charter services, instruction, pilot supplies, aircraft shelter and tie down, passenger shelter, briefing facilities, vehi- cle parking, and ground transportation services. Total Airport Revenue; Fees and Charges Management Airports generating insufficient levels of airport revenue are at increased risk of closure. Air- ports need competitive and profitable fees and charges that are subject to periodic review. Mis- management of fees and charges can result in reduced airport revenues due to user undercharges, loss of customers due to overcharges, customer dissatisfaction due to inconsistent charges, and loss of market leadership. Airport managements need to manage airport assets to maximize total airport revenues. Often the greatest asset of an airport is land. Marketing and Airport Promotion Airports not engaged in marketing and airport promotion are at increased risk of closure. Marketing and promotion is an essential function of virtually all business enterprises. Business Planning Airports not engaged in written business planning are at increased risk of closure. Airports are a business and therefore require thoughtful business planning to best ensure business efficiency and success. Business planning is a continuous process that sets realistic measurable goals, out- lines business processes, allocates resources, and regularly measures performance in attaining business goals. Airport business plans should be written, specify performance goals, be measur- able, and be subject to periodic review. Business Succession and Continuity Planning Airports not engaged in written business succession and continuity planning are at increased risk of closure. Airports need to do sufficient advance contingency planning to be able to respond to business crises and disasters. The applicability of business succession plan- ning and business continuity planning applies to almost all complex business enterprises. The lack of business succession planning and business continuity planning is a risk factor for any business enterprise, including public-use airports. Business succession planning tends to be oriented to human resources while business continuity planning tends to be oriented to disaster response. Community and Environmental Issues Community Education and Outreach Airports not engaged in community outreach and education are at increased risk of closure. Community education and outreach is one of the most important general initiatives an airport, and airport advocates, can undertake. The purpose of community education and outreach is to inform and enlighten people in the community regarding aviation in general, and activities done at or made by the airport, its users, and beneficiaries. Land Use Planning and Zoning Airports surrounded by conflicting land use (resulting in ineffective planning and zoning) are at increased risk of closure. There is much literature on airport-compatible land use zon- 20 A Guidebook for the Preservation of Public-Use Airports

ing and planning. Serious interest in implementing airport-compatible zoning and planning too often occurs after property near airports has already been developed. Community educa- tion and outreach is an important component in promoting airport-compatible land use plan- ning and zoning. Airport-compatible land use and zoning are directly related to high and rising land values. Community Relations Airports with poor community relations are at increased risk of closure. It is essential for air- ports to make every effort to maintain and improve positive community relations. Many excel- lent reference works deal with improving airport and community relations. Environmental Stewardship and Noise Management Airports that are perceived to be unresponsive, have unresolved environmental issues or air- craft noise problems, or are perceived as being environmentally disinterested or irresponsible, increase their risk of potential closure. Ineffective management of environmental stewardship issues can put an airport in an unnecessary adversarial relationship with environmental regu- latory agencies, local environmental interest groups, and prevailing community values. Poten- tial airport environmental issues include aircraft noise, toxic/hazardous spills, wildlife man- agement, water quality management, air quality management, and stormwater runoff. Part of Community Economic Vision Airports not generally perceived as being part of a community’s “economic vision” are at increased risk of closure. Making a local airport a positive and relevant part of a community’s economic self-image and vision of itself is something that happens over a long period of time. Success in this factor means that the airport is truly seen as part of the community and that many things are already being done that meet widespread community acceptance and approval. Infrastructure Issues Runway Length and Total Available Airport Infrastructure Airports with shorter runways and less total available infrastructure are at increased risk of closure. The research found that airports with runways greater than 4,000 feet in length have a substantially reduced risk of potential airport closure. Airports with runways of less than 3,000 feet in length have a higher-than-average risk of potential closure. The research found that airports whose customer services and available infrastructure include the complete combination of paved runways, runway lights, parallel taxiways, and available fuel exhibit less risk of air- port closure. Condition of Airport Infrastructure; Deferred Maintenance Deteriorating airport facilities are observable precur- sors that increase an airport’s risk of closure. The deterio- ration cycle frequently begins with deferred maintenance and repairs. Lack of infrastructure maintenance tends to compound this problem, resulting in reduced infra- structure service life. Such situations increase the risk of closure. Practical Management of 16 Primary Airport Closure Risk Factors 21 Q: “The airport was here first, then the houses off the runway were built. The neighbors have no right to complain, right?” A: Wrong! Neighbors and com- munity members will always voice and vote their interests and con- cerns. Telling a neighbor that the airport was there first and they should not complain about it is a counterproductive way to deal with this situation.

Suggested Roles for Individuals and Entities Different Types of Airport Advocates This Guidebook has identified and classified airport advocates into 13 different types. 5 Some advocates are people with a function, like an airport manager, and some advocates are organi- zations with specific interests, like a Chamber of Commerce, which is made up of many people. Almost all airport advocates, be they a person or an organization, will fit easily into one of the 13 categories. Some advocates may fit into two or more categories, depending on “how many hats they wear” at their airport or in their local community. Categorizing airport advocates helps provide general guidance to individual airport advocates regarding which of the 16 airport closure risk factors might be most useful for them to get involved with. Different people and organizations have different functions at the airport and in their communities which may make them well suited for some activities and less so for others. In this chapter, airport advocate types will be matched up for potential practical roles with sev- eral of the 16 airport closure risk factors. These are suggested advocacy roles and local circum- stances, and the interests and aptitudes of individual advocates may vary considerably. Accordingly, the guidance in this chapter is intended to assist airport advocates in deciding where they may be the most effective in helping to preserve an airport. In the final analysis, individual airport advocates need to decide where to invest their efforts; this section is designed to assist airport advocates in making these choices. Table 4-1 describes the 13 different categories of airport advocates discussed in this Guide- book. People and entities within these categories typically have overlapping interests in a public- use airport. There is no single way to define and group airport advocates. Airport Advocate Leadership Opportunities Different types of airport advocates will have different types of leadership and advocacy oppor- tunities. An airport owner/operator controls or influences a different set of circumstances than a local civic leader, an airport user, a local government official, a community member, or an airport neighbor. Different people in different “chairs” (so to speak) in life have different knowledge sets, different responsibilities, different vested interests, and widely differing abilities to control or influence various events and outcomes. Some airport advocates may share many elements in their leadership and advocacy opportunities (e.g., an airport owner and an airport operator). Some air- port advocates may share few elements in their leadership and advocacy opportunities (e.g., an airport FBO and the local Chamber of Commerce). Table 4-2 indicates where airport advocate types may have increased opportunities to provide leadership and airport advocacy. Organizing Effective Airport Preservation Advocacy and Action Effective airport preservation advocacy and action does not just happen by itself—it needs interested people, specific purpose, form, organization, and management to sustain it over time. A key ques- tion is how to organize local interest and knowledge into effective air- port advocacy. Table 4-3 shows one way to initiate and organize an airport preservation advocacy group. 6 Frequently the most motivated airport preservation advocates are airport owners/operators, airport users, airport-based businesses, 22 A Guidebook for the Preservation of Public-Use Airports Organizing and implementing effective airport advocacy is a long-term effort needing the work and cooperation of many people.

and businesses dependent on airport services. These types of airport advocates have a direct stake in the long-term success of the airport and are also positioned to be well informed about key air- port issues and circumstances. It has been observed that airport advocates tend to organize from the inside (of the airport) out, and airport antagonists tend to organize from the outside (of the airport) in. Airport pre- servation advocates should strive to be objective, well organized, well informed, and prepared Practical Management of 16 Primary Airport Closure Risk Factors 23 ADVOCATE DISCUSSION Airport Owners Airport owners come in many forms. An airport ow ner can be a private individual, partnership, private corporation, college or universit y, city , county , public authority or commission, state, multi-state, or regional entity . Public-use airports can be privately owned or publicly owned. In the United St ates, most public-use airports are publicly owned. Airport Managements Airport managements and airport owners are not necessarily the same thing. Many airports are owned by one entity and operated and managed by another entity . This is often done under a lease structure where the owner leases all or some of the airport to another entity to manage and operate. Airport Oversight Boards Ty pically an airport oversight board oversees the manageme nt and operation of an airport, without being deeply involved in daily operations. Such board types ma y in clude the Board of an Airport Commission or Authority , the Board of Directors for a for -profit or non-profit entity , members of an elected City Council, County Commissioners, or representative airport equity shareholders. Governments and Public Officials This category includes federal, state, and local governmental subdivisions and public of ficials that may become airport advocates but do not necessarily have any of ficial af filiation with an airport. Public Agencies Public agencies can be one of any number of potential forms of public entity often called a “commission” or an “authority .” These public agencies are often created to either finance, construct, acquire, or operate public infrastructure like highways, bridges, or airports. Many airports are operated by public entities chartered as authorities or commissions. Airport Employees As used in this Guidebook, airport employees are people employed on or by the airport. Employment can either be by the airport itself, an aviation business loca ted on the airport, or by a non-aviation business located on the airport. People whose em ploy ment is tied to an airport can be very active airport advocates. Fixed-Base Operators As used in this Guidebook, fixed-base operators means airport businesses that provide food, fuel, aircraft repairs, aircraft parts, aircraft equipment, aircraft services, aviation training, and other direct aviation oriented products and services to airport users. Airport Users Airport users are a broad group of people and entities, both locally based and transient, that use airport infrastructure, airport real propert y, airport services, or the businesses or fixed-base operators located at the airport. An airport user can be as simple as an individual who periodically visits an airport restaurant or as complex as an airline with major airport ground and passenger/freight handling facilities. Airport Tenants As used in this Guidebook, airport tenants means any person or entity , including businesses, that rent or lease airport real property or building space. Chambers of Commerce Chambers of Commerce are locally or regionally char tered business advocacy or ganizations whose principal purpose is to locally or re gionally expand business income, prom ote full employment, and promote investment in local or regional businesses and public infrastructure . Airports are typically considered to be public infrastructure because they serve a broadly based public purpose, are open for public use, and are frequently financed in part with public funds. Civic Groups Local civic groups include community -based groups and or ganizations with an interest in the com munity and citizen quality of life. This frequently includes commun ity service clubs such as the Rotar y, Kiw anis, Lions, and public service and safety or ganizations like volunteer fire and rescue squads. Aviation Trade and Advocacy Organizations As used in this Guidebook, trade and advocacy or ganizations include or ganizations such as the Aircraft Owners and Pilots Association (AOP A), the National Association of St ate Av iation Of ficials (NASAO), the Experimental Aircraft Association (EAA), and the National Business Av iation Association (NBAA) Av iation trade and advocacy or ganizations are vital and serve the aviation community and all interested people, by providing a wide array of important and timel y information on aviation to the American public, the aviation community , and business and political leaders. Community Members Community members include airport neighbors, people in th e vicinity of the airport, and other people in the communit y with awareness of the airport. It is often assumed that community members are predisposed to be airport critics. Look for potential airport advocates and allies everywhere. Wo rk to win the goodwill of community members because they can be pe rsuasive airport advocates or opponents. Source: Parts of Tables 4-1 and 4-2 were developed from source material contained in FAA Advisory Circular 150/5050-7, Establishment of Airport Action Groups and AOPA’s Participating in the Planning Process. Table 4-1. Airport advocate discussion.

for a long-term and sustained effort to improve community outreach and education, improve the quality and variety of airport services and infrastructure, better integrate the air- port into the community, and promote airport economic health. It is suggested that Table 4-3 be reviewed in combination with the FAA Advisory Circular Establishment of Airport Advocate Groups, AC No. 150/5050-7, available online at www.faa.gov and AOPA’s Participating in the Planning Process. Airport Advocates Issues Checklist The Airport Advocates Issues Checklist in (see Table 4-4) is a comprehensive tool designed to assess and diagnose airport issues that can increase the risk of a public-use airports closure. This checklist organizes the 16 factors that typically cause public-use airports to close into a compact and readily understandable worksheet so that airport advocates can focus on the key questions 24 A Guidebook for the Preservation of Public-Use Airports ADVOCATE LEADERSHIP AND ADVOCACY OPPORTUNITIES Airport Owners Airport Managements Airport Oversight Boards Public Versus Private Ownership Generational Shift Business Succession & Continuity Planning Business Planning Airport Revenue; Fee & Charges Management Level of Traffic and Airport-Based Aircraft Customer Services Airport Marketing & Promotion Federal and State Grant Obligations Land Use Planning & Zoning Community Relations Environmental Stewardship & Noise Issues Community Economic Vision Community Education & Outreach Runway Length & Available Airport Infrastructure Airport Infrastructure Condition Security or Airspace Restrictions Airport Employees Airport FBOs Airport Users Airport Tenants Public Versus Private Ownership Business Succession & Continuity Planning Business Planning Airport Revenue; Fee & Charges Management Level of Traffic & Airport-Based Aircraft Customer Services Airport Marketing & Promotion Land Use Planning & Zoning Community Relations Environmental Stewardship & Noise Issues Community Economic Vision Community Education & Outreach Runway Length & Available Airport Infrastructure Airport Infrastructure Condition Security or Airspace Restrictions Governmental and Public Officials Public Agencies Public Versus Private Ownership Business Succession & Continuity Planning Business Planning Airport Revenue; Fee & Charges Management Customer Services Airport Marketing & Promotion Federal and State Grant Obligations Land Use Planning & Zoning Community Relations Environmental Stewardship & Noise Issues Community Economic Vision Community Education and Outreach Runway Length & Available Airport Infrastructure Airport Infrastructure Condition Security or Airspace Restrictions Chambers of Commerce Civic Groups Industry Trade & Advocacy Organizations Public Versus Private Ownership Customer Services Airport Marketing & Promotion Land Use Planning & Zoning Community Relations Environmental Stewardship & Noise Issues Community Economic Vision Community Education & Outreach Runway Length & Available Airport Infrastructure Airport Infrastructure Condition Security or Airspace Restrictions Community Members Public Versus Private Ownership Airport Marketing & Promotion Land Use Planning & Zoning Community Relations Environmental Stewardship & Noise Issues Community Economic Vision Community Education & Outreach Airport Infrastructure Condition Security or Airspace Restrictions Table 4-2. Airport advocate leadership opportunities. Most current FAA publications are available free on-line on the Internet for downloading at www.faa.gov. Click on “Airports” as a starting point. People should always check the FAA website to ensure they have the most up-to- date FAA publications.

Practical Management of 16 Primary Airport Closure Risk Factors 25 1. Create a Core Discussion Group Talk to other airport stakeholders about airport preservation. Ask questions and get opinions. Assess the situation(s). Facilitate interest and discussions. Call state and federal aviation oversight offices for general guidance. Call AOPA and other airport advocacy organizations for guidance. Create a core group of organizers. 2. Do Background Homework Collect appropriate reference and guidance materials. Use Airport Advocate Discussion table (Table 4-1) to identify and list potential airport advocates. Use Airport Advocates Issues Checklist (Table 4-4) to identify potential airport risk and factors. Use Airport Advocate Leadership Opportunities table (Table 4-2) to identify and match advocate types with risk factors 3. Organize the Discussion Group and Expand the Circle of Influence Identify potential leaders and leadership roles and responsibilities. Organize a group of core leaders. Coordinate with and involve key airport stakeholders. Define the specific interests and goals of the group. Discuss and develop consensus on broad issues and goals. Invite additional interested airport advocates. Promote transparency and manage potential conflicts of interest 4. Create a Mission Statement and Action Planning Core leaders prepare a group mission statement. Develop draft measurable specific goals and desired outcomes. Develop a draft action plan for reaching goals and desired outcomes. Develop draft organization chart with leadership roles and responsibilities for the group. Coordinate with and involve key airport stakeholders. Develop consensus and agreement on the mission statement, goals, and action plan. 5. Continue Expanding the Circle of Influence Expand the circle of involved people and entities. Hold one-on-one meetings with key stakeholders and community leaders. Hold open meetings. Recruit more airport advocates and invite community participation. Present and promote (sell and tell) the mission statement and desired goals and outcomes. 6. Execute Long-Term Airport Advocacy and Action Stay focused on mission statement, specific goals, and desired outcomes. Develop long-term group leadership. Keep the action plan relevant and current. Continue to set and attain specific measurable goals. Use outreach and education to turn airport skeptics into advocates. 7. Stay Relevant Situations and circumstances can change and evolve, stay relevant. Do periodic re-evaluations and updates of the group Mission Statement, goals, action plan, and leadership. Source: The seven step process was developed using some source materials contained in FAA Advisory Circular 150/5050-7, Establishment of Airport Action Groups and AOPA's Participating in the Planning Process. TYPICAL ACTIONS TO BE UNDERTAKEN DURING ORGANIZATIONAL STEPS TYPICAL ORGANIZATIONAL STEPS Table 4-3. Organizing airport advocacy. Q: What types of projects can typically be funded with FAA airport aid grant funds? A: Historically, airport projects eligible for FAA funding (at eligible airports) have included a wide range of runway, taxiway, lighting, navigation aid, aircraft parking, and other airport infrastructure type work. FAA airport aid grants are typically com- petitively awarded based on merit and scored through a priorities assessment process. Even though a proposed project may be eligible for FAA funding, it may not be selected for funding if it scores poorly against other proposed projects competing for limited funding resources. Guidance on what types of projects are eligible for FAA funding can be obtained from the FAA Airport District Office serving your area/region.

that will (1) help identify public-use airports that might be at risk of closing, (2) identify what specific factors are putting an airport at increased risk of potential closure, and (3) suggest an initial strategy to overcome or reverse identified risk factors. The Airport Advocates Issue Checklist focuses the efforts of airport advocates on substantive issues shown to really matter and is intended to help keep airport advocates looking forward toward solutions, rather than backward toward “blame.” Fixing blame does not help preserve airports, but fixing problems does! 26 A Guidebook for the Preservation of Public-Use Airports Airport Advocates Issues Checklist Public Funding & Grant Obligation Status Federal/State Grant Obligation Status: Airports without federal or state airport aid grant obligations are at increased risk. Grant obligations can be short term or long term. Long-term obligations provide more protection from airport closure. Economic Public/Private Ownership: Privately owned airports are at increased risk. Publicly owned airports are at less risk of closure. Generational Shift at Privately Owned Airports: At times of generational shift in management or ownership, privately owned ai rports are at increased risk. It is important to do business succession/continuity planning prior to generational shifts. Traffic & airport-based Aircraft: Airports with low levels of airport traffic and/or airport-based aircraft are at increased risk. Consider whether current traf fic levels and airport-based aircraft are suf ficient to sustain the airport. Total Available Customer Services: Airports with fewer customer services are at increased risk. Consider whether there are su ff icient customer services to attract customers and provide a su ff icient airport revenue stream. Total Airport Revenue; Fee & Charges Management:Airports generating insufficient levels of airport revenue are at increased risk. Marketing & Airport Promotion: Airports not engaged in marketing and airport promotion are at increased risk. Consider developing better and more ef fective marketing activities. Business Planning: Airports not engaged in written business planning are at increased risk. Ensure that written business plans are made and continually updated. Business Succession & Continuity Planning: Airports not engaged in written business succession and continuity planning are at increased risk. Incl ude succession and business continuity planning in the written business plan. Community & Environmental Community Education & Outreach: Airports not engaged in community outreach and education are at increased risk. Consider creating or improving airport outreach programs and activities . Land Use Planning & Zoning: Airports surrounded by poor land use, planning, and zoning are at increased risk. Community Relations: Airports with poor community relations are at increased risk. Environmental Stewardship & Noise Management: Airports perceived to be unresponsive as environmental stewards are at increased risk. Part of Community Economic Vision: Airports not generally perceived as being part of a community ’s “economic vision” are at increased risk. Infrastructure Runway Length & Total Airport Infrastructure: Airports with shorter runways & less total available infrastructure are at increased risk. Condition of Airport Infrastructure; Deferred Maintenance: Airports with deteriorating airport infrastructure are at increased risk. IS THIS A PROBLEM? YES/NO/MAYBE Table 4-4. Airport advocates issues checklist.

Public Funding Risk Factor No single public-use airport preservation factor is both more important and more widespread than the federal and state grant obligation funding status. Federal and state airport aid grants have many “strings” (that is, grant obligations) attached that are enforced by the federal or state grant agency. Grant obligations vary widely in type and duration, depending on the type of aid granted. Some airport aid grants REQUIRE an airport to remain an airport, in perpetuity. Such airports could be considered to be preserved as airports, in perpetuity. Only the FAA or the appropriate state agency can make an authoritative determination about an airport’s grant obli- gations and their duration. Table 4-5 provides key points for advocates. Public funding risk factor advocate resources: • Grothaus, James, et al., ACRP Report 16: Guidebook for Managing Small Airports, TRB, Wash- ington, DC (2009) 130+ pp. • New Hampshire DOT, Airport Preservation Toolbox, New Hampshire Aviation System Plan, New Hampshire DOT, Concord, NH (2008) 115 pp. Practical Management of 16 Primary Airport Closure Risk Factors 27 ADVOCATES COMMENTARY Federal/State Grant Obligation Status PRIMARY RISK FACTOR Airport owners, management and oversight boards, governments, public officials, and public agencies can take a leadership and/or constructive supporting or advocacy role in helping to secure airport aid that also activates federal and/or state grant obligations. Public-use airports that do not accept, apply for, or qualify for federal or applicable state airport aid grant funds are at increased risk of closure due to non-applicability of federal or state airport aid grant obligations. Public-use airports that have accepted federal or state airport aid grant funds are subject to applicable federal or state airport aid grant obligations and may be fully or partially protected from closure. Some aid grant obligations may require an airport to remain open in perpetuit y, while other types of grant obligations may require an airport to remain open for a specified duration of time. Only the FAA or the appropriate state agency can make an authoritative determination as to the nature of an airports grant obligations and their duration. Such determinations should be requested in writing and replied to in writing. When federal or state airport aid grant obligations do not run in perpetuity , public-use airports that have taken airport aid grant funds may st ill be capable, in some cases, of undertaking long-term decisions to let grant assurances expire over time, extinguishing the restrictions, so as to permit airport closures. The availability of federal or state capital aid for public- use airports for the development, replacement, or rehabilitation of airport infrastructure reduces the risk of potential airport closures by providing external resources not generated by the airport business itself. Information on how to qualify and apply for federal or state airport aid can be obtained from the nearest FA A of fices and from the aviation of fices of the applicable state. The obligations incurred under a state grant(s) can only be determined following detailed review of all state aid grant terms and conditions for all state aid grants received by or applicable to the airport. RISK FACTOR Table 4-5. Public funding risk factor, advocates, and commentary.

• Reimer, Daniel S., et al., ACRP Legal Research Digest 7: Airport Governance and Ownership, TRB, Washington, DC (2009) 68+ pp. • Aircraft Owners and Pilots Association, Airport Closures at Privately Owned/Public-Use Air- ports, Frederick, MD (No year provided) 5 pp. • FAA, Report to Congress, National Plan of Integrated Airport Systems (NPIAS) 2011-201 Wash- ington, DC (2010) 70+pp. • FAA, Advisory Circular 150/5190-6b, FAA Airport Compliance Manual, Washington, DC (2009) 600+ pp. • FAA, Order 5090.3C, Field Formulation of National Plan of Integrated Airport Systems (NPIAS), Washington, DC (2000). • FAA, Order 5100.38C, Airport Improvement Program Handbook, Washington, DC (2005) 318 pp. • FAA, Order 5100.39A, Airports Capital Improvement Plan, Washington, DC (2000) 22 pp. • FAA, Community Involvement Manual, Washington, DC (1990) 108 pp. Economic Risk Factors Building positive airport economics is crucial to an airport’s longevity. Of the 16 airport risk factors detailed in this Guidebook, fully half are classified as fundamentally economic in character. Public-use airports, both publicly and privately owned, are businesses. Like any other business enterprise they need to be advantageously chartered, well managed, econom- ically efficient, customer focused, and profitable (to the greatest degree possible). Airports close not just from “outside” pressures, but also from “inside” deficiencies and/or inefficien- cies. The economic factors (see Table 4-6) are principally influenced by airport ownership and management. Economic risk factor airport advocate resources: • Aircraft Owners and Pilots Association, Airport Closures at Privately Owned/Public-Use Air- ports, Frederick, MD (No year provided) 5 pp. • Aircraft Owners and Pilots Association, Airports, A Valuable Community Resource, A Guide to Obtaining Community Support for Your Local Airport, Frederick, MD (1999) 112 pp. • FAA, Advisory Circular 150/5050-7, Establishment of Airport Action Groups, Washington, DC (1987) 6 pp. • FAA, Advisory Circular 150/5100-10a, Accounting Records Guide, Washington, DC (1976) 756 pp. • FAA, Advisory Circular 150/5190-6b, FAA Airport Compliance Manual, Washington, DC (2009) 600+ pp. • FAA, Community Involvement Manual, Washington, DC (1990) 108 pp. • FAA, Order 5100.38C, Airport Improvement Program Handbook, Washington, DC (2005) 318 pp. • FAA, Order 5100.39A, Airports Capital Improvement Plan, Washington, DC (2000) 22 pp. • FAA, Report to Congress, National Plan of Integrated Airport Systems (NPIAS) 2007-2011, Washington, DC (2006) 72 pp. • Grothaus, James, et al., ACRP Report 16: Guidebook for Managing Small Airports, TRB, Wash- ington, DC (2009) 130+ pp. • Kramer, Lois, et al., ACRP Report 28: Marketing Guidebook for Small Airports, TRB, Washington, DC (2010) 187 pp. • Ricondo and Associates, Inc., et al., ACRP Report 20: Strategic Planning in the Airport Indus- try, TRB, Washington, DC (2009) 123+ pp. • Reimer, Daniel S., et al., ACRP Legal Research Digest 7: Airport Governance and Ownership, TRB, Washington, DC (2009) 68+ pp. • Michigan Aeronautics Commission, Airport Preservation Policy Statement, Michigan DOT, Lansing, MI (1999) 9 pp. 28 A Guidebook for the Preservation of Public-Use Airports

Practical Management of 16 Primary Airport Closure Risk Factors 29 RISK FACTOR ADVOCATES COMMENTARY Private Versus Public Ownership PRIMARY RISK FACTOR Any interested airport advocate can take a leadership and/or constructive advocacy role in supporting the public acquisition of a privately owned public-use airport. National statistics clearly establish that public- use airports under private ownership have a significantly higher risk of closure than public- use airports under public ownership. Nationally, privately owned public-use airports have, by far, a greater risk of closing than publicly owned public-use airports. Privately owned public-use airports are often at risk of closure during ownership/management generational changes, have typically less access to federal and state airport capital aid funds, do not have the taxation immunities often given to public entities, do not have powers of condemnation for property acquisition, cannot levy taxes, and do not have access to public funding to offset operational costs. In combination, these factors give publicly owned public-use airports longevity advantages over their privately owned counterparts. Privately owned public-use airports are often readily subject to potential sale to land developers. This is particularly the case at times of airport ownership and/or management generation change. Acquisition of a privately owned airport by a public entity such as a municipality, county, state, or public authority or commission, especially when using federal grant funds, virtually ensures the long-term preservation of a public-use airport. This is primarily due to binding federal grant assurances that accompany the awarding of federal funds for airport acquisitions. The FAA can provide funds to public entities wishing to purchase an airport or study the purchase of an airport. Such funds are competitively awarded, typically require many years to procure, and require sponsorship by a competent local public entity. Generational Shift at Privately Owned Airports PRIMARY RISK FACTOR Airport owners, managements and oversight boards can take a leadership and/or constructive advocacy role in supporting generational change planning. There is clear evidence that when there is a generational shift in ownership and/or management at an airport, the airport is at increased risk of closure. The “next generation” may have insufficient interest or ability to assume ownership and/or management of the airport. Another risk factor is that distribution of the assets in the estate or will may require the breakup or sale of the airport or its property in order to provide an equitable distribution of the remaining assets or to raise funds for estate taxes that may be applicable on the death of an airport owner. Business succession and continuity planning is especially important in helping to navigate generational shifts at privately owned public-use airports. Generational shifts are rarely a problem at publicly owned public-use airports. Airports with detailed, established business succession plans will get through generational shift issues better than airports that do not. This planning must occur well in advance and deal realistically with the difficult issues that can occur at these times of anticipated and unanticipated generational shift. Individual circumstances and applicable local, state, and federal laws will vary greatly. Since the Guidebook cannot provide legal advice, guidance on managing generational shifts should be sought from appropriate local legal counsel. Table 4-6. Economic risk factors, airport advocates and commentary. (continued on next page)

30 A Guidebook for the Preservation of Public-Use Airports RISK FACTOR ADVOCATES COMMENTARY Traffic & airport-based Aircraft PRIMARY RISK FACTOR Airport owners, managements and oversight boards, airport employees, FBOs, users, and tenants can take a leadership and/or constructive supporting role in helping to develop an airport's traffic and airport-based aircraft. The research found that a dwindling number of airport-based aircraft or declining traffic were clear and measurable individual precursors to an increasing risk of airport closure. The response to a dwindling number of airport-based aircraft or declining traffic is to solicit and attract more airport-based aircraft and build traffic operations through all available means. Methods for growing an airport's traf fic and airport-based aircraft will vary on a case-by-case basis, but will almost alway s involve a combination of marketing, customer service, and airport infrastructure and customer services initiatives. Increasing airport traf fic and airport-based aircraft will increase total airport revenue. Increasing airport traffic and airport-based aircraft is highly related to airport business planning, marketing, and promotion. Increasing airport traf fic and airport-based aircraft may require increasing total available customer services, increasing total available airport infrastructure, and improving the condition of airport infrastructure. Total Available Customer Services PRIMARY RISK FACTOR Airport owners, managements and oversight boards, airport employees, FBOs, users, tenants, governments, public officials, and public agencies can take a leadership and/or constructive supporting or advocacy role in helping to develop an airport's customer services. The research found that a dwindling reduction, over time, of an airport’s available customer services was a clear and measurable precursor and indicator of increasing risk of airport closure. A decline in airport customer services has the dual ef fect of reducing (1) opportunities for revenue generation for the airport and (2) the value and utility of the airport to current and potential customers. Increasing total available customer services is usually done in conjunction with marketing and promotion ef forts. Airport (general aviation) customer services include fuel, aircraft repair and servicing, food, aircraft rental, charter services, instruction, pilot supplies, aircraft shelter and tie down, passenger shelter , briefing facilities, vehicle parking, and ground transportation services. Airports should endeavor to take such steps as may be necessary to retain and expand the variety and quality of airport customer services. Airport owners/managers should endeavor to take such steps as may be necessary to retain and expand the variety and quality of airport customer services. Total Airport Revenue: Fee & Charges Management Airport owners, managements and oversight boards, airport employees, FBOs, users, tenants, governments, public officials, and public agencies can take a leadership and/or constructive supporting role in advancing appropriate airport revenue fees and charges. Airports are a form of business enterprise and need to operate efficiently and profitably. The airport, as a business enterprise, needs to be successful for the airport itself to be successful. The lack of a written business plan to guide total airport revenue and fees and charges management can greatly affect the efficiency and profitability of the core business enterprise(s) of an airport. Table 4-6. (Continued).

Practical Management of 16 Primary Airport Closure Risk Factors 31 RISK FACTOR ADVOCATES COMMENTARY Public-use airports need to have competitive and profitable fees and char ges that are subject to periodic review . Deficient management of airport fees and char ges is an airport closure risk factor . Mismanagement of fees and char ges can result in reduced airport revenues. These reductions often arise from underchar ging users, losing customers as a result of overchar ges, customer dissatisfaction because of inconsistent char ges, and loss of competitive position because of obsolete fees and char ges. Fees and char ges need to reasonably reflect the real total cost of providing airport services and infrastructure and include those fees and char ges prescribed within airport leases and contracts. Airport managements need to think in terms of managing airport assets to maximize total airport revenues. Often the greatest asset of an airport is land, thus putting many airports in the land management and development business. Airport fees and char ges need to be thoughtfully managed, equitable, and regularly reviewed for competitiveness and revenue suf ficiency . It is not necessarily inappropriate for airport managements and owners to view themselves as being in the property management business, with an airport/aviation specialty , in lieu of viewing themselves as being solely in the airport/aviation business. Individual circumstances and applicable local, state, and federal laws will vary grea tly . Given that the Guidebook cannot provide legal advice, gu idance on managing airport fees and char ges should be sought from appropriate local legal, technical, and business counsel. Marketing & Promotion Any interested airport advocate can take a leadership and/or constructive advocacy or supportive role in airport marketing and promotion. Airports engaged in continuing marketing, community education, and self-promotion activities are at decreased risk of closure. The research found evidence that airports consistently engaged in marketing and promotion were at lesser risk of potential closure. Mark eting and promotion is an essential function of virtuall y all business enterprises. Marketing and promotion are closely related to community education and outreach and improving community relations. Marketing and promotion should be a part of every airport's business planning. Business Planning Airport owners, managements and oversight boards, airport employees, FBOs, users, tenants, governments, public officials, and public agencies can take a leadership and/or constructive advocacy or supporting role in airport business planning. The research found reliable indicators that a great many airports do not have written airport business plans, and many other airports do not have effective business plans. The absence of a realistic written airport business plan puts an airport business enterprise at risk. Airports are a business and therefore require thoughtful business planning to best ensure ef ficiency and success. Business planning is a continuous process that sets realistic measurable goals, outlines business processes, allocates resources, and regularly measures performance in attaining business goals. Table 4-6. (Continued). (continued on next page)

• National Association of State Aviation Officials, 2004 Land Use Survey, National Association of State Aviation Officials, Washington, DC (2004) 30 pp. • Nichol, Cindy, ACRP Synthesis 1: Innovative Finance and Alternative Sources of Revenue for Air- ports, TRB, Washington, DC (2007) 42+ pp. • New Hampshire DOT, Airport Preservation Toolbox, New Hampshire Aviation System Plan, New Hampshire DOT, Concord, NH (2008) 115 pp. • Swigart, Stacy P., and Kerri Woehler, Participating in the Planning Process, A Guide for Airport Advocates, AOPA, Frederick, MD (2008) 23 pp. • Thomas, Bill, “How to Create Airport Support” EAA Sport Aviation, (February 2008) http://www.simsburyairport.com/applications/flyingarticle.pdf (As of November 21, 2008). • Waite, Jocelyn, and James B. McDaniel, ACRP Legal Research Digest 6: The Impact of Bank- ruptcies on Airports, TRB, Washington, DC (May 2009) 59 pp. Community and Environmental Risk Factors Community and environmental risk factors affect the contexts in which an airport operates and how that operation is perceived by the surrounding community. Community outreach and education was cited in the hundreds of research interviews as one of the most important airport preservation initiatives airport advocates could do. The burden of maintaining the best possible airport and community/neighbor relations falls principally on the airport and its advocates. Main- taining good airport and community/neighbor relations is a job that is never finished. Table 4-7 presents key points for advocates. 32 A Guidebook for the Preservation of Public-Use Airports RISK FACTOR ADVOCATES COMMENTARY Airport business plans should be written. They should include measurable performance objectives and be subject to periodic review. Business Succession & Continuity Planning Airport owners, managements and oversight boards, airport employees, FBOs, users, tenants, governments, public officials, and public agencies can take a leadership and/or constructive advocacy or supporting role in supporting airport business succession continuity planning. There is clear evidence that business succession planning and business continuity planning reduce the potential risk of an airport closing due to loss of key personnel or staff expertise, natural disaster, or other adverse or catastrophic event(s). Airport owners and operators need to do sufficient advance contingency planning to be able to respond to business crises and disasters. The applicability of business succession planning and business continuity planning applies to almost all complex business enterprises. The lack of business succession planning and business continuity planning is a risk factor for any business enterprise, including public-use airports. Business succession planning tends to be oriented to human resources while business continuity planning tends to be oriented to disaster response. Business succession and continuity planning are especially important in times of generational shifts at privately owned public-use airports. Business succession and continuity planning will better enable an airport to get through foreseeable and unforeseeable adverse events. This planning must occur well in advance and deal realistically with the range of potential problems. Table 4-6. (Continued).

Practical Management of 16 Primary Airport Closure Risk Factors 33 RISK FACTOR ADVOCATES COMMENTARY Community Education & Outreach PRIMARY RISK FACTOR Any interested airport advocate can take a leadership and/or constructive advocacy or supportive role in helping an airport's community education and outreach efforts. Public education was by far the most cited action that airport advocates could take to help preserve America’s public-use airports. Community education and outreach is one of the most important general initiatives an airport, and airport advocates, can undertake. Community education and outreach informs and enlightens the community about the benefits of aviation in general and the role of the airport in particular. Community education and outreach is closely related to marketing and promotion and community relations. Land Use Planning & Zoning PRIMARY RISK FACTOR Any interested airport advocate can take a leadership and/or constructive advocacy or supportive role in advancing better airport land use planning and zoning. Adverse land use zoning and development patterns allow incompatible land uses to encroach on airports and help to create or facilitate anti-airport community and adverse political pressures. Public- use airport-compatible land use planning and zoning for property near airports are at reduced risk of airport closure. Although there is a long history of addressing airport and surrounding land use compatibility, these issues must be addressed locally and the earlier, the better. Community education and outreach is an important component in promoting airport-compatible land use planning and zoning. Airport-compatible land use and zoning are important components in promoting good community relations and airport noise management. Planning and zoning is a function of government that typically requires public involvement and comment. It is important that airport advocates strive to find solutions for airport-compatible land use zoning and planning as early as possible. High and rising property values tend to be macroeconomic events that are typically not manageable using the microeconomic tools outlined in advocate toolkit guidebooks. High and rising property values can create problems for airports in several differing ways, including increased property taxes, sale/conversion of airport property to non- airport purposes, encroachment of adverse land uses, and conversion of property to a highest best use. This forces airports in the land management business to maximize land asset revenues and minimize land-related expenses such as property taxes. profitable to the land owner than the airport business enterprise. Community Relations PRIMARY RISK FACTOR Any interested airport advocate can take a leadership and/or constructive advocacy or supportive role in advancing better airport community relations. It is essential for airports to make every effort to maintain and improve positive community relations. Airports with poor or adversarial relations with the community and local and regional public officials are at increased risk of closure. Public-use airports in areas of high growth and high land values are at increased risk of closure and redevelopment of the airport property into land uses perceived as closer to the highest and best use of the property or for purposes more Table 4-7. Community and environmental risk factors, advocates and commentary. (continued on next page)

34 A Guidebook for the Preservation of Public-Use Airports RISK FACTOR ADVOCATES COMMENTARY Environmental Stewardship and Noise Management Any inte re sted airport advocate can take a leadership and/or constructive advocacy or supportive ro le in envi ro nmental stewardship and noise management issues. Airports that ar e per ceived to be un re sponsive, have unresolved environmental issues or aircraft noise pr oblems, or ar e per ceived as being envi ro nmentally disinter ested or irr esponsible, incr ease their risk of closur e. Ineffective management of envi ro nmental stewardship issues can put an airport into an unnecessary adversarial re la tionship with envir onmental re gulatory agencies, local envi ro nmental inter est gr oups, and pr evailing community values. Potential airport envir onmental issues include air craft noise, toxic/hazardous spills, wildlife management, wate r quality management, air quality management, and stormwater runoff. Part of Community Economic Vision Any inte re sted airport advocate can take a leadership and/or constructive advocacy or supportive ro le in helping an airport be per ceived as an integral part of the community and economic base. Airports that succeed at becoming a r elevant part of the community economic “vision” ar e at decr eased risk of closur e. Making a local airport a positive and relevant part of a community's economic self-image and vision of itself is something that happens over a long period of time. Of all the risk factors, this one perhaps takes the longest period of time to achieve. Success in this factor means that the airport is truly seen as part of the community and that many things are already being done that meet widespread community acceptance and approval. Table 4-7. (Continued). Community and environmental risk factor airport advocate resources: • Aircraft Owners and Pilots Association, Airport Closures at Privately Owned/Public-Use Air- ports, Frederick, MD (No year provided) 5 pp. • Aircraft Owners and Pilots Association, Airports, A Valuable Community Resource, A Guide to Obtaining Community Support for Your Local Airport, Frederick, MD (1999) 112 pp. • Thomas, Bill, “How to Create Airport Support” EAA Sport Aviation, (February 2008) http://www.simsburyairport.com/applications/flyingarticle.pdf (As of November 21, 2008). • California Department of Transportation, California Airport Land Use Planning Handbook, California Department of Transportation, Sacramento, CA (2002) 550 pp. • Cheek, William V., ACRP Legal Research Digest 5: Responsibility for Implementation and Enforce- ment of Airport Land-Use Zoning Restrictions, TRB, Washington, DC (March 2009) 64+ pp. • Delaware Valley Regional Planning Commission, Pennsylvania Airport Compatible Land Use & Hazard Zoning, Delaware Valley Regional Planning Commission, Philadelphia, PA (2006) 103 pp. • FAA, Advisory Circular 150/5020-1, Noise Control and Compatibility Planning for Airports, Washington, DC (1983) 72 pp. • FAA, Advisory Circular 150/5020-32a, Reporting Wildlife Aircraft Strikes, Washington, DC (2004) 4 pp. • FAA, Advisory Circular 150/5020-89, Environmental Management Systems for Airport Man- agers, Washington, DC (2007) 10 pp. • FAA, Advisory Circular 150/5050-4, Citizen Participation in Airport Planning, Washington, DC (1983) 23 pp. • FAA, Advisory Circular 150/5050-7, Establishment of Airport Action Groups, Washington, DC (1987) 6 pp. • FAA, Advisory Circular 150/5190-4a, A Model Zoning Ordinance to Limit Height of Objects Around Airports, Washington, DC (1987) 40 pp.

• FAA, Advisory Circular 150/5190-6b, FAA Airport Compliance Manual, Washington, DC (2009) 600+ pp. • FAA, Advisory Circular 150/5200-33b, Hazardous Wildlife Attractants On or Near Airports, Washington, DC (2007) 28 pp. • FAA, Advisory Circular 150/5320-14, Airport Landscaping for Noise Control Purposes, Wash- ington, DC (1978) 16 pp. • FAA, Advisory Circular 150/5320-15a, Management of Airport Industrial Waste, Washington, DC (2008) 128 pp. • FAA, Aviation Noise Abatement Policy, Washington, DC (1976) 66 pp. • FAA, Community Involvement Manual, Washington, DC (1990) 108 pp. • FAA, Land Use Compatibility and Airports, Washington, DC http://www.faa.gov/about/ office_org/headquarters_offices/aep/planning_toolkit/media/III.B.pdf (As of April 2, 2010) 141 pp. • FAA, Order 1050.1E, Environmental Impacts: Policies and Procedures, Washington, DC (2006) 195 pp. • FAA, Order 5050.4B, NEPA Implementing Instructions for Airport Actions, Washington, DC (2006) 192 pp. • FAA, Order 5100.38C, Airport Improvement Program Handbook, Washington, DC (2005) 318 pp. • Grothaus, James, et al., ACRP Report 16: Guidebook for Managing Small Airports, TRB, Wash- ington, DC (2009) 130+ pp. • National Association of State Aviation Officials, 2004 Land Use Survey, National Association of State Aviation Officials, Washington, DC (2004) 30 pp. • New Hampshire DOT, Airport Preservation Toolbox, New Hampshire Aviation System Plan, New Hampshire DOT, Concord, NH (2008) 115 pp. • State of New Jersey, New Jersey Administrative Code, Title 16, New Jersey Department of Transportation, Chapter 62, Air Safety and Zoning, Trenton, NJ (exp. 2010) 14pp. • Swigart, Stacy P., and Kerri Woehler, Participating in the Planning Process, A Guide for Airport Advocates, AOPA, Frederick, MD (2008) 23 pp. • Thomas, Bill, “How to Create Airport Support” EAA Sport Aviation, (February 2008) http://www.simsburyairport.com/applications/flyingarticle.pdf (As of November 21, 2008). • Ward, Stephanie, et al., Enhancing Airport Land Use Compatibility, Volume 1: Land Use Fun- damentals and Implementation Resources, TRB, Washington, DC (2010) 311 pp. • Ward, Stephanie, et al., Enhancing Airport Land Use Compatibility, Volume 2: Land Use Sur- vey and Case Study Summaries, TRB, Washington, DC (2010) 296 pp. • Washington State DOT, Washington State Airports and Compatible Land Use Guidebook, Arlington, WA (May 2010 Draft) 179 pp. • Washington State DOT, Washington State Airports and Compatible Land Use, Arlington, WA (1999) 48 pp. • Woodward, Jon M., and Lisa Briscoe and Paul Dunholter, ACRP Report 15: Aircraft Noise: A Toolkit for Managing Community Expectations, TRB, Washington, DC (2009) 144+ pp. Infrastructure Risk Factors There are several different types of airport infrastructure. “Hard” physical infrastructure includes runways, taxiways, and lights. There is also an infrastructure of “airport services.” Air- port services include the availability of things such as fuel, repairs, food, and transportation. The physical condition of hard infrastructure is a corollary to the quality and timeliness of airport ser- vices infrastructure. The better the overall airport infrastructure, the more desirable and useful it becomes to current and potential users. The decline or lack of investment in an airport’s infra- structure makes an airport less desirable and less useful to current and potential users. Table 4-8 provides key points for advocates. Practical Management of 16 Primary Airport Closure Risk Factors 35

36 A Guidebook for the Preservation of Public-Use Airports Table 4-8. Infrastructure risk factors, advocates and commentary. Runway Length & Total Available Airport Infrastructure PRIMARY RISK FACTOR Airport owners, managements and oversight boards, airport employees, FBOs, users, tenants, governments, public officials, public agencies, local Chambers of Commer ce, civic organizations, and trade and advocacy organizations can take a leadership and/or constructive supporting or advocacy ro le in helping to gr ow total airport infrastructur e. The re sear ch data found that airports with runways gr eater than 4,000 feet in length have a substantially re duced risk of airport closur e. Airports with longer runways ar e able to serve a gr eate r pr oportion of the civil aviation fleet, thus incr easing their customer base and re venue generation opportunities. Airports with runwa ys of less than 3,000 feet in length have a higher -than-average risk of potential closure. Airports with runway s between 3,001 and 4,000 in length have an average risk of closure. The research data found that airports whose customer services and available infrastructure include the complete combination of paved runway s, runway lights, parallel taxiways, and available fuel have less risk of airport closure. The inference of the above is that the increasing of airport runway lengths tends to reduce the risk of an airport closing. Inversely , shorter runway lengths are associated with an increased risk of an airport closing. Consequently , it is seen as generally advantagious, for airport preservation purposes, to maintain and /or increase runway lengths, as opposed to shortening runway lengths. Condition of Airport Infrastructure and Deferred Maintenance/Repairs Airport owners, managements and oversight boards, airport employees, FBOs, users, tenants, governments, public officials, public agencies, local Chambers of Commer ce, civic organizatins, and trade and advocacy organizations can take a leadership and/or constructive supporting or advocacy ro le in helping to pr eserve and maintain airport infrastructur e. The re sear ch data found that deteriorating airport facilities ar e measurable pr ecursors that incr ease an airport’ s risk of closur e. The deterioration cycle fr equently begins with deferr ed maintenance and re pairs. St eadily deteriorating airport infrastructur e can potentially lead to accelerated infrastructur e deterioration , resulting in increased costs and reduced infrastructur e service life. Such situations can lead to a situation wher e an airport may need to close due to infrastructur e-based safety deficiencies. RISK FACTOR ADVOCATES COMMENTARY by itself. W ithout outside economic assistance, the airport is at great risk of closing when the runway pavements become unacceptable and force a decision to close the airport for safety reasons. Some ty pes of slowly deteriorating high-cost airport infrastructure in need of eventual replacement can impose such high future replacement costs that the future economic viability of the airport is at risk. This situation puts airports at risk of closure. An example is replacing a deteriorated paved runway where the airport canno t financ e t he cost of th e p roject

Suggested infrastructure risk factor airport advocate resources: • FAA, Advisory Circular 150/5020-1, Runway Length Requirements for Airport Design, Wash- ington, DC (2005) 42 pp. • FAA, Advisory Circular 150/5100-13a, Development of State Standards for Nonprimary Airports, Washington, DC (1999) 14 pp. • FAA, Advisory Circular 150/5190-6b, FAA Airport Compliance Manual, Washington, DC (2009) 600+ pp. • FAA, Advisory Circular 150/5200-18c, Airport Safety Self Inspection, Washington, DC (2004) 31 pp. • FAA, Advisory Circular 150/5300-13, Airport Design, Washington, DC (1989) 324 pp. • FAA, Advisory Circular 150/5320-6e, Airport Pavement Design and Evaluation, Washington, DC (2009) 124 pp. • FAA, Advisory Circular 150/5380-6b, Guidelines and Procedures for Maintenance of Airport Pavements, Washington, DC (2007) 106 pp. • FAA, Advisory Circular 150/5380-7a, Airport Pavement Management Program, Washington, DC (2006) 15 pp. • FAA, Order 5100.38C, Airport Improvement Program Handbook, Washington, DC (2005) 318 pp. • FAA, Order 5100.39A, Airports Capital Improvement Plan, Washington, DC (2000) 22 pp. • Grothaus, James, et al., ACRP Report 16: Guidebook for Managing Small Airports, TRB, Wash- ington, DC (2009) 130+ pp. • New Hampshire DOT, Airport Preservation Toolbox, New Hampshire Aviation System Plan, New Hampshire DOT, Concord, NH (2008) 115 pp. • Touran, Ali, et al., ACRP Report 21: A Guidebook for Selecting Airport Capital Project Delivery Methods, TRB, Washington, DC (2009) 91+ pp. Practical Management of 16 Primary Airport Closure Risk Factors 37 The research found that airport facilities deteriorating because of insufficient maintenance and investment in airport infrastructure was a clear precursor to an increasing risk of airport closure. Timely maintenance and investment in airport facilities is characteristic of airports with reduced risk of closure. Airports need to realistically assess future potential infrastructure investment decision points and take appropriate actions well in advance. RISK FACTOR ADVOCATES COMMENTARY Table 4-8. (Continued).