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1 Guidebook for Developing General Aviation Airport Business Plans ACRP Report 77: Guidebook for Developing General Aviation Airport Business Plans is designed to help general aviation airport managers and policymakers develop and imple- ment an airport business plan. This resource has been prepared specifically for general aviation airport practitioners. This Guidebook and accompanying digital files were created to help general aviation air- port managers and policymakers gain a better understanding of (1) the value of an airport business plan, (2) the elements of an airport business plan, and (3) the process for develop- ing and implementing an airport business plan. In addition to defining an airport business plan (as a document that uses a logical and disciplined structure to set out goals, objectives, and action plans that drive the day-to-day operation and management of an airport), this resource discusses the interrelationships among the primary planning documents for airports (i.e., strategic plan, business plan, and master plan) and provides step-by-step guidance for preparing the elements of an airport business plan. This resource identifies three compelling reasons for an airport business plan, as follows: 1. A survey of general aviation airports conducted for the development of this Guidebook revealed that airports with business plans were more likely to (1) generate more revenue, (2) reduce or eliminate expenses, (3) secure more capital funding, (4) rely less on sub- sidies, and (5) create more jobs. A general aviation airport that accomplishes all these things is more likely to have a greater economic impact on the community and provide a stronger platform for aviation development as well. 2. Under Airport Sponsor Assurance #24, the Federal Aviation Administration (FAA) requires that any obligated (or AIP-funded) airport be as financially self-sustaining as possible given the circumstances that exist at the airport. One of the best ways to comply with Airport Sponsor Assurance #24 is to develop and implement an airport business plan that demonstrates the ways general aviation airport managers and policymakers are striving toward achieving the goal of becoming (or continuing to be) financially self- sustaining. 3. There is an expectation that a general aviation airport will be operated and managed as a public enterprise and having a business plan demonstrates good stewardship. In essence, an airport business plan serves as a flight plan for being a good steward of an airportâs assets. This resource discusses the value of an airport business plan as a planning, management, and communications tool. S U M M A R Y
2 Guidebook for Developing General Aviation Airport Business Plans As an important planning tool, an airport business plan (1) articulates the mission, vision, and goals for the airport; (2) sets forth the objectives for achieving goals; (3) identifies the action plans for accomplishing objectives; (4) establishes the parameters for checking prog- ress; and (5) provides the basis for making adjustmentsâas neededâto achieve the goals for the airport and realize the mission and vision for the airport. As a critical management tool, an airport business plan helps keep general aviation airport managers, policymakers, and stakeholders focused on achieving goals and realizing the mis- sion and vision for the airport. It also provides a plan for building on strengths, addressing weaknesses, capitalizing on opportunities, and managing threats. Most important, an air- port business plan provides the framework for making informed, prudent, and defensible decisions regarding the operation and management of an airport. As a vital communication tool, the airport business planning process provides the oppor- tunity for general aviation airport managers, policymakers, and stakeholders to engage in discussion regarding the current and future direction of the airport. Once implemented, an airport business plan provides the information needed to (1) demonstrate the role and value of the airport to the local community (or increase awareness); (2) justify investment in the airport (or build support); and (3) explain the airportâs financial performance and position (or foster transparency). This resource outlines the airport business planning process, which consists of three significant phasesâpreparation, development, and implementation. In this Guidebook, each of these phases is discussed in detail, examples are conveyed, and a series of worksheets and templates are provided to help facilitate the process and preparation of a plan. There are 11 chapters (5 essential chapters and 6 resource chapters) in this Guidebook. The resource chapters are designed to support the development of an airport business plan. Only those portions of each resource chapter that are relevant to achieving the goals established for the airport need to be consulted during the process. In addition to this Guidebook, resources are provided in a four-part set of digital files available on CRP-CD-19 (which is also available as an ISO image on the TRB website and can be found by searching for ACRP Report 77 on the TRB website). The resources include a series of narrated, self-directed presentations (or tutorials), a customizable presentation template, and digital versions of the worksheets and templates provided in this guidebook. The presentation template can be customized for the airport, the market, and the audi- ence. Once customized, the presentation can be used to educate, make the case for an airport business plan, and obtain buy-in from policymakers which is a critical step in the process. The digital versions of the worksheets and templates can be opened, modified, and saved for future reference or printing. This Guidebook also contains supplemental materials (a glossary of terms and bibliography) that can be referenced as well. This Guidebook and Accompanying Digital Files are Designed to Work Together This resource has been prepared based on the findings of the research conducted by a project team lead by Aviation Management Consulting Group, Inc. Additional members of the team included KRAMER aerotek, inc.; Gary R. Shafer; and Southern Illinois University. The research included a literature review, two focus groups, a survey of 238 general aviation airports, and interviews with 42 survey respondents.
Summary 3 The research revealed that diverse views exist about the nature, role, and value of an airport business plan. The research also indicated that budgets can be tight, staffing can be minimal, and resources can be limited at general aviation airports. Further, research participants at airports without a plan seemed to share a perception that developing and implementing an airport business plan could be a complex and resource-intensive task. This Guidebook and accompanying digital files (1) discuss best-practice approaches that simplify the process; (2) provide real-world examples that bring the plan and the process to life; and (3) contain easy-to-use resources, including worksheets and templates, that can be used by general aviation airport managers and policymakers as building blocks to success- fully develop and implement an effective airport business plan that can help maximize an airportâs financial self-sufficiency.
