Conducting Aeronautical Special Events at Airports (2013)

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32 “Most successful sponsors dedicate considerable time and effort planning for the conclusion of the aviation event. They do this because they understand that all the effort expended producing a successful show could be ruined in the chaos that follows the termination of the event.” FAA (1990) Although event personnel may feel like taking a deep breath and relaxing immediately upon the conclusion of an event, this final phase, return to normal operations and event analysis, is integral. Especially if the event concludes with a big finale in the form of fireworks, major jet team or other act, event staff may find that large crowds of attendees are attempting to leave simultaneously, which can create significant problems at bath- room areas, exit areas, parking areas, and roads leading out of the site. Without appropriate planning, crowd control per- sonnel may also quickly leave, resulting in even more chaos. According to the FAA, to better regulate the exit of attendees, it is preferable to keep some of them at the show site for 30 to 40 minutes after the main attraction by providing additional attractions and activities after the main event. For instance, (a) make demonstration pilots available after the show to talk with attendees and sign autographs, (b) conduct a raffle or drawing for prizes, and/or (c) place demonstration aircraft on display to allow attendees to interact with the aircraft and performer(s) (FAA 1990). DAY AFTER EVENT Clean-up After the conclusion of the event, the event sponsor must clean up the event grounds to return the airport to full normal operations. However, as EAA states, “Informally leaving this part of the . . . event workload to the hardy few that stay till the end is inefficient and unfair” (EAA 2009, p. 15). Thus, post- event clean-up is an important consideration. It may even be worthwhile to contract with a commercial cleaning company to ensure proper cleaning of the site grounds. Leaving it to chance or those who choose to stay and help is not an effective plan. If the event sponsor is an organization other than the air- port, the agreement for the event space will likely specify the requirement to return the grounds to normal within a certain period of time. Cancel Notices to Airmen Although NOTAMs for the event may have been issued with a preset expiration, it is common at this point to double-check any NOTAMs that were issued during the event and make certain they’re cancelled as appropriate. For instance, if a taxiway was closed to accommodate static display aircraft, the NOTAM will be cancelled once these aircraft depart and the area has been cleaner. It may be appropriate to coordinate any NOTAM cancellations with airport operations. WEEK/MONTH AFTER EVENT Follow-Up Even after clean-up is completed, the event is not quite com- plete, at least as far as the airport and event sponsor are con- cerned. Specifically, by thanking volunteers, the event sponsor can ensure sufficient volunteer participation next year. This may include hand-signed thank-you notes and a verbal thank- you at the next airport board meeting. An advertisement of thanks could also be placed in the local newspaper. Which- ever method is chosen, volunteers are integral to a success- ful event and their contributions deserve a word of gratitude (EAA 2009). In addition to volunteers, the sponsors of the event also deserve acknowledgement. Indeed, without sponsors to “stand in the gap,” some events would not even be held, Therefore, it is important to thank them for their participation in making the event successful (EAA 2009). Although volunteers and sponsors are essential, participants—whether air show performers, owners of static- display aircraft, or fly-in participants—are also integral to aeronautical special events. Consider next year’s event and ensure good participation by extending a word of gratitude to this year’s participants (EAA 2009). Analysis of Success/Debriefing Although the analysis of success may occur at the “manage- ment level,” it is important for all involved to participate in a debriefing of the event. At the most basic level, questions that may be asked include: • What worked? • What did not work? • What should we do different next year? Determining what worked and what did not is the very foun- dation of event debriefing. Answering these three questions chapter five RETURN TO NORMAL OPERATIONS AND EVENT ANALYSIS PHASE

33 will allow the event sponsor to adopt improvements that can be implemented for future events. Additionally, questions can be asked that address the rea- sons for holding the event in the first place. For instance: • Did the event (long and/or short term): – Enhance the public awareness of the airport? – Stimulate interest in the airport and aviation? – Foster community support for the airport and activities on the airport? – Provide community benefits? – Grow participation in aviation? – Create future airport public awareness opportunities; for example, speaking opportunities at civic organi- zations, schools, etc.? – Generate revenues? (EAA 2009, p. 19; R. Hansen, personal communication). It may be that the answer to some of these questions is yes, whereas the answer to others is no. Practically speaking, there are degrees of success that can be revealed in contemplating these questions. For example, if the event was designed as a community outreach event, net profits would not necessar- ily determine the level of success; however, the number of attendees would. The “quality” of attendees is also impor- tant. Good attendance from community business leaders, elected officials, and civic leaders who are satisfied with the event is an indicator of success. Likewise, if exhibitors, con- cessionaires, and vendors were successful, the event could be considered a success. One of the most common indicators of success, if the event was designed as a for-profit event, is the level of gross reve- nues and subsequent net profit. The level of financial success is directly determined based on the budget that was developed during the organizing phase. If the goal was to net $50,000, it will be relatively easy to determine whether this success indi- cator was met. If the goal was to break even, this can also be objectively determined. Although success may be obvious, the event sponsor may determine that the event met some objec- tives and not others. This realization can lead to alterations in future events. Among survey participants, all 10 of those holding air shows measure revenues, with five measuring revenues by the day and five by the event. Although less common, about half (11 of 20) of survey participants holding events other than air shows measure revenues, with half (10) mea- suring revenue by the event. Three of 11 holding air shows fully retain profits from the event in-house, one participant donates 100% of profits and another partially donates prof- its. Among survey participants holding events other than air shows, almost one-third (six of 20) retain profits in-house, whereas three participants fully donate profits and another three participants partially donate profits. Of course, those not charging admission fees may not realize profits, unless a percentage of concession/vendor profits are collected (AOPA 2007; EAA 2009). What makes a great air show or event? According to the experts, the following are characteristics of great air shows: • Committed volunteer board of directors • High levels of customer service • Delicious food • First rate parking • Clean ramps • Clean chalets • Sufficient number of hard-working volunteers • Well-briefed and taken-care-of performers • Exceed expectations of sponsors • Strong, entertaining announcer • Superb level of safety during the event • Interesting and varied acts • Signage and everything within the gates having a look of cleanliness, consistency, and pride • Sufficient and clean portable toilets • Sufficient and convenient trash receptacles • Plentiful concessions • Sufficient parking and access (Cudahy 2010, pp. 48–60). Success can also be determined by measuring customer satisfaction in the form of attendee satisfaction surveys, which can be conducted during the event or as exit interviews. If attendee information was collected by means of online ticket sales before the event or through a city feedback app, most likely the e-mail address of the purchaser was recorded, pro- viding the opportunity for a quick follow-up satisfaction survey after the event. According to survey participants, attendee satisfaction surveys are more common at air shows than at events other than air shows. Specifically, six of 10 of participating air shows survey attendees, while only three of 23 events other than air shows do. Generally, survey par- ticipants hear complaints from attendees regarding parking, traffic, concessions, restroom and admission lines, and the weather. Clearly, not much can be done about attendee satis- faction with the weather other than providing shade or shelter of some sort. However, with proper planning, improvements can be made to provide more parking, ease traffic conges- tion, offer more food/beverage concessions, and minimize wait times. Although some of these issues are aggravated by higher attendance levels, survey participants shared some of their secrets for improving the event and boosting attendance. These include increasing publicity, activities, and variety among concessions and vendors. As part of the post-event analysis, it may be helpful to study attendee demographics. For events with online ticket sales, some demographics may have been collected during the ticket purchasing process. Although aeronautical event spectators may be diverse, studies have been conducted to determine the “typical” air show attendee, which can suggest more effective marketing efforts. According to ICAS, 80% of air show spectators have at least some college education, with 45% holding at least one

34 college degree. Nearly two-thirds (64%) have a household income of $50,000 or more, with 40% reporting an income of $75,000 or more. Almost two-thirds (60%) of attendees are male. Interestingly, attendees are well-represented at the various age brackets, although nearly half (48%) are between the ages of 30 and 50 (ICAS 2011). Among survey participants, air show hosts paid closer attention to attendee demographics, with five of nine col- lecting demographics on attendees. Among non-air show par- ticipants, only one-quarter (six of 23) collect demographics. Additionally, event sponsors may wish to collect information on the distance traveled by attendees. Among survey par- ticipants holding air shows, three of 10 of attendees came from more than 80 miles away, whereas the remainder came from within a 60-mile radius to the event site. Among survey participants holding events other than air shows, almost one- third (seven of 23) came from within a 30-mile radius to the event, with more than half (14 of 23) of attendees coming from within a 50-mile radius to the event site. Several of these participants do not collect such information on attendees. ECONOMIC IMPACT ANALYSIS To determine event success at the wider community level, some event sponsors perform (or contract the completion of) an economic impact analysis. Almost half (four of 10) of sur- vey participants holding air shows determine the economic impact of the air show to the community. Only three of 23 of survey participants holding events other than air shows determine economic impacts. It can be helpful to conduct an economic impact analysis of the event for the purposes of quantifying the financial benefits of the event to the airport and the local community, including businesses such as lodging establishments and restaurants. Economic impact studies determine direct, indirect, and induced economic impact. Easiest to determine, direct eco- nomic impacts consist of the amount of spending that will remain within the local economy. Although some mistake direct economic impacts for the total dollars initially spent on a purchase, if a portion of these revenues are being sent to company headquarters in another state, they would not be included in an estimate of direct economic impacts. Thus, direct economic impacts may be less than actual revenues realized during the event. Indirect economic impacts are those impacts that result when a business makes purchases from other businesses. For example, if an attendee purchases event t-shirts from a vendor, that vendor then makes more t-shirt purchases from a supplier to replenish inventory. The financial benefit to the supplier comprises the indirect impacts. Finally, induced economic impacts result from the expenditures of employee wages, as when workers at a food and beverage concession at the event are paid and then use these wages to purchase products and services in the local community. With an understanding of these three types of economic impacts, one can see the importance of “buying locally.” If revenues are sent to another community or state, the economic benefits that could have been realized in the local community are reduced. See Karlsson et al. (2008) for information on airport economic impact methods and models. One such economic impact study that has been conducted for an aeronautical special event is the “Economic Impact and Market Analysis of a Special Event: The Great New England Airshow.” In this 2009 study, the researchers deter- mined that direct economic impacts totaled $8,968,169 as a result of 345,000 total attendees. Adding the indirect and induced economic impacts resulted in a total economic impact of $13,452,255. This number is based on a multiplier of 1.5, which was suggested by the Massachusetts Office of Travel and Tourism. There is conjecture involved in calculating economic impacts. The only number that can be ascertained is the total revenues realized during the event; once this is known, estimates are used. Even so, it can be enlightening to determine the economic impacts of an aeronautical special event (Warnick et al. 2009).