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84 C h a p t e r 9 This chapter provides guidance on how and when to engage stake- holders in the process and how to best communicate the assumptions, results, and uncertainty associated with DDFSs. It is intended primarily for DDFS users. As noted throughout this document, coordination and communi- cation are important to the successful process of DDFS formulation: defining the problem to be solved, receiving stakeholder input and reviews, and identifying critical elements. This coordination and com- munication process becomes most critical once results are produced and subsequent applications of the DDFS are used. It is important to have a continuing buy-in, understanding, and support of the DDFS process by airport leader- ship and staff. 9.1 Target Audiences and Level of Detail In most instances, reporting and coordination of DDFS results have two distinct target audiences: (1) Senior airport management and stakeholders (2) Technical airport staff and consultants Education of audiences that are unfamiliar with DDFSs is necessary. At all levels, the audi- ence needs to understand that DDFSs are only an educated approximation of the future. Both audience groups need to appreciate that the complexity of DDFSs implies a level of precision that may not exist. Senior Airport Management and Stakeholders Senior airport management and stakeholders make decisions based on analysis results. It is important that they understand the following: ⢠Definition of the problem and reason for preparing the DDFS (senior airport management typically provides input to the decision and has a basic understanding of the DDFS process) ⢠Rationale for the DDFS preparation approach used ⢠Key assumptions that will likely influence the DDFS results ⢠Areas of uncertainty and risk in the DDFS results Management also needs to appreciate the point-in-time nature of the DDFS process. In addi- tion, any potential issues, challenges, and possible implications of future aviation demand need How and When to Communicate DDFS Results It is important to have a continuing buy- in, understanding, and support of the DDFS process by airport leadership and staff, especially regarding the reason for undertaking the DDFS process, key assumptions, and the uncertainties associated with the results.
how and When to Communicate DDFS results 85 to be identified. Upon receiving the results, management may request further analysis and/or refinement of the DDFS, budget and time permitting. It is recommended that documentation provided to senior airport management and stake- holders be straightforward, nontechnical, and as concise as an executive summary. It is impor- tant to realize that meaningful reviews of DDFSs may be difficult because of the level of detail and complexity. It is also recommended that the documentation presented to senior airport management and stakeholders include a very brief tabulation or sample (such as shown on Exhibit 9.1) of the DDFS results during the design day(s) and/or peak periods, as appropriate for the airport and/or project. Key information presented in the tabulations/exhibits is dependent on the project, but typically includes: ⢠Listing of major overarching assumptions: ⢠Numbers of aircraft arrivals and departures and/or enplaning/deplaning passengers per hour (and by terminal or concourse, if pertinent); and ⢠Any implication of the results on facilities (such as need for gates) and related constraints. Source: HNTB analysis of DDFS data from Minneapolis-St. Paul International Airport Long-Term Comprehensive Plan (2015). Exhibit 9.1. Sample hourly passenger distributions from DDFS.
86 Guidebook for preparing and Using airport Design Day Flight Schedules Technical Airport Staff and Consultants Technical airport staff and consultants typically need additional detail to fully understand the results, assumptions, and decisions to have a documentation trail for use in follow-on studies and analyses, both in the near term and for future updates and as a retrospective history. While the level of detail and documentation will vary from airport to airport and project to project, at a minimum, assumptions regarding critical DDFS factors discussed in Chapter 6 and earlier chapters need to address: ⢠Design day selection/peak period for analysis; ⢠Parameters (if any) used to control passenger/operational peaking and related constraints; ⢠Gate assignments; ⢠Average seats per aircraft; and ⢠Market identification and frequency of service. In some cases where different terminals and/or concourses are involved in the analysis, assumptions regarding individual airline activity may be necessary. Tables 4.1 through 4.6 in Chapter 4 provide a summary of required or useful DDFS com- ponents by type of analysis that should be considered for the various elements to be included in a DDFS. The technical documentation provided to technical airport staff and consultants should also include sources and contacts, and pertinent input and guidance received during the DDFS preparation process. One of the key uses of this background documentation is for poten- tial DDFS updates. It is important to maintain DDFS files and backup as airport staff members change to retain the institutional knowledge of the DDFS preparation and analysis. Present the results in a technical, but understandable, format. DDFS results (or peak period flight schedules) are typically provided in a well- documented spreadsheet format, such as the example table shown on Exhibit 2.1. The spreadsheet(s) can then be formatted for input into sub- sequent facility analysis, either by the preparer or others. Gantt charts are also useful for conveying estimated gate requirements generated by DDFSs. 9.2 Timing of Reporting Ideally, progress is reported to the airport project manager, includ- ing input and review of major assumptions by the DDFS preparer, as the preparation process proceeds. Also, when possible and appropriate, include stakeholder technical personnel (at the airport operatorâs proj- ect managerâs discretion) throughout the process to achieve consen- sus and two-way communication. Input and concurrence with input assumptions should be obtained as early as possible to avoid major changes or the introduction of new input later in the process. Likewise, the project manager should coordinate any reporting to senior management. Regarding outreach to stakeholders, DDFS preparers should under- stand potential challenges in obtaining data and long-range plan- ning assumptions from airlines because of the uncertainty and highly How to Communicate Consider presenting information to senior airport management and stake- holders in executive summary format, while providing spreadsheet data to technical airport staff and consultants. A technical documentation trail is benefi- cial for future reference. When to Communicate Preparers should report progress to technical airport staff and the project manager throughout the DDFS prepara- tion process. Ongoing progress reports enable the project manager to: ⢠Continually assess strategies for appropriate stakeholder involvement. ⢠Obtain relevant inputs so that the DDFS can be developed as accurately as possible without minimal rework. ⢠Provide regular status updates and changes to senior management.
how and When to Communicate DDFS results 87 competitive nature of the industry. In some cases, airlines may require a confidentiality agree- ment regarding their input. Likewise, there may be some unknowns regarding information to be obtained from the FAA (such as runway use and assignments) and other important stakeholders. In these situations, the preparer (and airport project manager) needs to weigh available informa- tion, determine whether or not any agreements are needed, and make best guess assumptions. Note that when communicating results, it will be sometimes challenging to obtain a meaningful review of a DDFS from clients and stakeholders given DDFS complexity When the DDFS preparation process is nearing completion and prior to its use for facility planning and design-related analysis, senior airport management should be briefed. The focus of this briefing is to ensure that management concurs with the work performed and that there are no surprises as the DDFS preparation process ends and the follow-on applications of the DDFS results begin. 9.3 Explaining Uncertainty One of the most important messages that needs to be related to all audiences is the âpoint-in- timeâ nature of the DDFS preparation process and the inherent uncertainties and related risks of a very dynamic aviation industry. This issue is one of the challenges of the DDFS process and needs to be clearly explained to establish the credibility of the DDFS results that will be used for various facility analyses. Every effort should be made to recognize, address, and mitigate these risks in the DDFS preparation process, as noted in Chapter 8. The public often expects certainty from forecasts, including DDFSs. Therefore, when report- ing and documenting their work, airport technical staff or the consultants preparing the DDFS need to be transparent and address and explain the uncertainties and related risks that were con- sidered, whether through the use of Monte Carlo analysis, risk registers, or alternative scenarios. Appendix A provides an example of the communication process in an actual DDFS study. Click here to access Section A.13 Communication of Results. The risks and uncertainties of the DDFS preparation pro- cess need to be clearly explained to establish the credibility of the DDFS results.
