Guidebook for Developing General Aviation Airport Business Plans (2012)

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110 A plan is a list of actions arranged in whatever sequence is thought likely to achieve an objective. —John Argenti CHAPTER 8 OPERATIONS 8.1 Introduction 8.2 Key Operational Responsibilities 8.3 Key Operational Areas 8.4 Wrap-Up 8.1 INTRODUCTION How an airport is operated is critical to its success. To operate an airport in a safe, secure, and efficient fashion, a wide variety of tasks need to be performed in a timely manner by airport management, staff, or contractors using a broad range of vehicles, equipment, tools, and materials provided by a network of vendors and suppliers. There is risk associated with operating an airport and, in some cases, exposure can be significant; however, risk and exposure can be mitigated by properly operating and managing the airport. The airport manager was able to acquire a mower, a snow plow, and a cherry-picker at unbeatable prices at a recent state auction. The equipment appeared to have been well-maintained and seemed to be in excellent condition. The fuel, oil, and other fluids were topped off. All systems were tested and deemed to be functioning properly by the airport’s maintenance technician. Although the equipment was ready to use, nobody was trained to operate it. The airport manager thought about how easy it was to buy the equipment and how much harder it was going to be to teach airport staff how to use it. Nevertheless, the airport manager was confident that the acquisition of such high-quality equipment at such a great price would pay dividends when it came to achieving the goals established for the airport. At the next Council meeting, the resourcefulness of the airport manager was recognized by the Mayor who said “The deal you made to acquire that equipment is a good example of the stewardship we’ve been talking about—nice work.”

Operations 111 Within this context, the scope of airport operations and associated requirements are dependent on the location, size, and complexity of the airport (and the specific situation and circumstances that exist at the airport). Similar to most service organizations, staffing costs can be one of the largest line items in the airport budget. Vehicles, equipment, tools, and materials can be expensive to procure, maintain, repair, and replace. Insurance costs can be significant as well. This chapter discusses some of the key operational responsibilities, including inspections and reporting, safety and security, maintenance and repair, emergency operations, and wildlife management. This chapter also addresses some of the key operational areas, including staffing, vehicles and equipment, tools and materials, vendors and suppliers, and, insurance. Each of these key areas can play a significant role when it comes to developing and implementing an airport business plan. To this end, ACRP Report 16: Guidebook for Managing Small Airports may be useful to the planning team as well. Only those portions of this chapter relevant to achieving the goals established for the airport need to be consulted. When examining the relevant areas, the planning team should look for opportunities to develop objectives that will help achieve the goals. Each goal can have multiple objectives. 8.2 KEY OPERATIONAL RESPONSIBILITIES General aviation airport managers and policymakers need to consider several key operational responsibilities when developing and implementing an airport business plan. Each of the following responsibilities will be discussed in this section: (1) inspections and reporting; (2) safety and security; (3) maintenance and repair; (4) emergency operations; and (5) wildlife management. INSPECTIONS AND REPORTING Airport management is obligated to inspect the airfield, report unsafe conditions to the pilot community by way of the FAA’s Notice to Airmen (NOTAM) process, and take corrective action when such conditions are identified. This includes reporting any condition that would render any portion of the air operations area (AOA) unsafe for aircraft movement (e.g., the presence of foreign objects or debris on the surface of the airport) or that would have an adverse effect on the approaches to the airport or that could interfere with flight operations to, from, or at the airport (e.g., trees, construction crane, and personnel and equipment working). This would also include reporting any issues relating to pavement conditions, lighting system outages, increased bird or wildlife activity, and seasonal weather conditions. The inspection process should include landside components as well (e.g., pavements, grounds, buildings, and facilities) and any items requiring maintenance, repair, or replacement should be identified. To accomplish this task, inspection reports need to be developed; vehicles, equipment, tools, and materials need to be obtained; and staffing requirements need to be determined. Also, all associated costs need to be captured in the budget. As previously indicated, general aviation airport managers and policymakers need to understand and comply with the full range of Airport Sponsor Assurances (including, but not limited to, #11 Pavement Preventive Maintenance and #19 Operation and Maintenance—paragraph a), a wide array of additional FAA requirements, and numerous federal, state, and local regulatory measures applicable to general aviation airports.

112 Guidebook for Developing General Aviation Airport Business Plans SAFETY AND SECURITY Providing a safe and secure operating environment is paramount. This requires that airport management identify, hire, and train staff; procure vehicles, equipment, tools, and materials; and develop and implement the procedures necessary to ensure that the airport is operated safely and securely. It requires that airport staff have a thorough knowledge of safety and security practices relating to aircraft and vehicle operations, fuel storage and handling, and emergency response. It also requires that airport staff understand potential security issues, concerns, and threats and be trained to identify unusual conditions or situations, notify appropriate agencies, and file reports. The need to provide a safe and secure operating environment should permeate the airport business plan and all associated costs need to be included in the budget. In addition to complying with all applicable FAA, Department of Homeland Security, and Transportation Security Administration regulatory measures, an airport sponsor may develop an SMS, environmental management system (EMS), and WHMP to demonstrate its commitment to safety. Additional requirements may include a stormwater prevention and pollution plan (SWPPP) and a spill prevention control and countermeasures (SPCC) plan. MAINTENANCE AND REPAIR The maintenance and repair of airport infrastructure can be a significant expense. Various vehicles, equipment, tools, materials, and specialized labor may be required. In addition to conducting regular inspections, preventive maintenance programs can lessen the financial burden by ensuring that routine maintenance and repair is performed at regular intervals throughout the useful life of an asset. A preventive maintenance program should be considered by the planning team and, if pursued, the costs associated with such a program need to be captured in the budget. Proper procurement, inventory, and record keeping systems, which can also help contain costs, should be considered as well. In northern climates, snow and ice removal is a significant responsibility. A poor plan; faulty procedures; or substandard vehicles, equipment, tools, or materials can lead to serious problems. Consistent with best practices, airports in northern climates need to have a snow and ice removal plan and the costs associated with the plan need to be included in the budget. EMERGENCY OPERATIONS Even the smallest general aviation airport needs to have an emergency response plan. The range of potential emergencies includes fires (e.g., buildings, fuel storage, self-serve fueling stations, and other facilities), natural disasters (e.g., hurricanes, tornados, floods, and earthquakes), acts of terrorism, and aircraft incidents or accidents. Emergency response plans need to consider the loss of airport infrastructure, improvements, facilities, utilities, vehicles, equipment, tools, materials, and key staff. General aviation airports can play a critical role in community relief and emergency management as well. Although most airports have an emergency response plan, few have a business and operational continuity plan. If pursued, the costs associated with developing and implementing such a plan need to be captured in the budget. guidebook to help airport operators plan and prepare for operational and business continuity during a prolonged airport disruption. The guidebook is being written to complement, not duplicate or replace, an airport emergency plan. ACRP has commissioned a research project (ACRP Project 03-18: Operational and Business Continuity Planning for Prolonged Airport Disruptions) specifically to address this topic. The objective of this research is to develop a

Operations 113 appropriate number and type of positions need to be determined. These decisions will be influenced by the WILDLIFE MANAGEMENT Some degree of wildlife interference exists at most airports. Even at general aviation airports with perimeter fences and gates meeting recommended standards, deer, coyote, migratory birds, and other wildlife regularly gain access to the airfield. Many general aviation airports do not have a perimeter fence and some do not have fencing or gating near public buildings. Airport staff must remain vigilant, identify any existing wildlife hazards, and take steps to mitigate such hazards. The U. S. Department of Agriculture and state fish, game, and wildlife staff are available to assist with developing and implementing strategies to achieve this objective. Further, the FAA encourages the conduct of wildlife hazard assessments at general aviation airports and may make AIP funding available to conduct such assessments. A WHMP should be considered and, if pursued, the associated costs need to be included in the budget. ACRP Report 32: Guidebook for Addressing Aircraft/Wildlife Hazards at General Aviation Airports may be useful to the planning team. 8.3 KEY OPERATIONAL AREAS After viewing each of the key operational responsibilities to ascertain what needs to be accomplished and why, the planning team needs to determine how each responsibility is going to be met. More specifically, a determination needs to be made about the staffing, vehicles, equipment, tools, materials, vendors, suppliers, and insurance that will be required to support the scope of airport operations. Within this context, each of these areas will be addressed in this section. STAFFING A diverse range of staffing exists at general aviation airports. Some airports are staffed by one part-time person who conducts airfield inspections, mows the grass, chases deer from the airfield, plows snow, and responds to emergencies. Other airports have an airport manager and a full complement of administrative, properties, operations, and maintenance staff. Although these examples may represent extremes, in many cases, various full- time, part-time, and seasonal staff may be employed at general aviation airports. Interns may be employed as well. Quite often, there is a significant reliance on cross-trained staff to perform the wide variety of functions at general aviation airports. Staffing costs can be one of the largest line items in the budget. As a result, decisions about staffing can have a significant effect on the financial performance and position of the airport and need to be carefully evaluated. The location, size, scope, and complexity of the airport (and the specific situation and circumstances that exist at the airport). VEHICLES AND EQUIPMENT Airport operations typically require the deployment of a wide variety of vehicles, equipment, tools, and materials. This may include cars, trucks, tractors, dump trucks, mowers, specialized snow and ice removal equipment, hand tools, and radios. The number and type of vehicles, equipment, tools, and materials required to operate an airport in a safe, secure, and efficient manner will be dependent on geographic location, climate, and amount of land and infrastructure, including paved surfaces, buildings, and facilities.

114 Guidebook for Developing General Aviation Airport Business Plans Leasing or lease-to-own programs can reduce capital outlays for vehicles, equipment, and tools. Federal or state funds may be available in some cases. Joint purchasing programs can help reduce capital outlays—if the airport sponsor participates in government or industry coalition buying programs. Airport sponsors may be able to acquire surplus vehicles, equipment, tools, and materials from federal or state agencies. The purchase or replacement of these items and potential sources of funding should be considered by the planning team. A system for monitoring inventories to mitigate losses should be considered as well. VENDORS AND SUPPLIERS Vendors and suppliers are typically needed to support airport operations. From a management standpoint, a procurement policy that identifies buying authority, establishes account privileges, and sets forth purchasing protocols should be considered. From an operational standpoint, procedures for identifying potential vendors and suppliers, obtaining and evaluating proposals, making a selection, and arranging purchasing terms (e.g., pay in advance, credit cards, upon receipt/delivery, a purchase order system, and so forth) should be considered. From a financial standpoint, the costs of products and services provided by vendors and suppliers must be included in the budget. Furthermore, vendors and suppliers can form an invaluable, mutually beneficial, support network. INSURANCE In essence, insurance transfers risk from one entity to another (i.e., from the airport sponsor to an insurance company or underwriter). Airport sponsors typically purchase insurance policies covering such key areas as general liability, vehicle liability, environmental liability, fire and extended coverage, business continuity, and workers compensation. General-purpose governments can typically add these coverages to the much broader policies already carried by such entities. For special-purpose governments, additional non-aviation-related coverages such as fidelity insurance, employment practice coverage, and public officials insurance typically need to be added. Insurance costs can be substantial. Therefore, an experienced and knowledgeable insurance agent or broker who is intimately familiar with aviation, airport, and business risks as well as the full array of insurance coverages available in the market can be a valuable asset to the planning team. Insurance coverages, policy limits, deductibles, and associated costs need to be carefully evaluated. 8.4 WRAP-UP To address each of the key operational responsibilities and operate an airport in a safe, secure, and efficient manner, decisions need to be made in key operational areas. The scope of airport operations and associated requirements are going to be driven, in large part, by the location, size, and complexity of the airport (as well as the specific situation and circumstances that exist at the airport). It is important to recognize that a significant commitment—in the areas of staffing, vehicles, equipment, tools, materials, vendors, suppliers, and insurance—needs to be made by policymakers to provide the resources required to properly operate an airport and mitigate risk or exposure. An even higher level of commitment may need to be made to achieve the goals established for the airport. If a goal of reducing the time a general aviation reliever airport located in a northern climate is closed during snow events by 50% within 1 year has been established, a commitment to increase staffing; enter into a contract with a third-party vendor; or purchase additional vehicles, equipment, tools, and materials may be needed to remove snow and ice from the paved surfaces of the airport more quickly.