Performance Measures for State Aviation Agencies (2020)

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78 State Agency Case Studies The research conducted for this project has indicated that PMs vary significantly between states. Consequently, the specific case studies selected highlight different situations while fully acknowledging that one size does not fit all and that, therefore, the case studies show use of diverse PMs. This appendix showcases states that have demonstrated the successful use of PMs, and one state that is in the process of identifying the PMs it will implement in its coming system plan and hopes to adopt into its aviation agency management. Case Study Selection Methodology Since no two states are alike, and their specific goals may differ, so too will their PM systems. This fact makes mirrored case study content likely unachievable. However, the case studies are presented in a similar format. Four primary criteria formed the basis for selection of the five case study states: 1. The state had a comprehensive performance measurement system rather than limited or sporadic measures; 2. The PMs were aligned with the organization’s goals or values; 3. The PMs were results oriented and adaptable; and 4. The PMs were part of a larger measurement program that could also be reviewed for benefits to an agency developing an aviation performance measurement system. Case Study Summaries As identified through their individual mission and vision statements, agencies undertake significant and diverse roles. These include the development of programs, whether by choice, direction, or request by and through the disposition of state statutes and the constituents and communities they serve, all to further air transportation in the agency’s state. Agencies can use PMs in performance management systems to measure the many attributes that drive their success. Often, the PMs include many that would be commonly identified within the agency’s system plan as system indicators. The case studies detail how certain agencies approach PMs, either as a standalone PM within the agency or within a larger state DOT. Regardless, the PM system is the mechanism that supports what is important to the agency and how it uses and accounts for its limited resources. A P P E N D I X A

State Agency Case Studies 79 The case studies have been structured to provide detail but have been kept brief enough to engage the reader. The format for the case studies is as follows: • State agency profile; • General information to set the context of the agency, such as number of employees, format of governance, block grant status, channeling state, and number of airports in the system; • Vision, mission, and strategic framework; • What the agency’s mission, vision, values, goals, objectives, and so forth are; • Customers; • Who the agency serves or considers to be its clients/audience; • Measures, standards, and targets; • Several key PMs will be highlighted for each state (but, to keep the case study concise, not every PM that a state is using will be showcased); • General write-ups based on the individual state elements; • Monitoring and reporting; • How the agency tracks and shares data; • Successes and challenges; and • What issues or concerns the agency may have related to the specific PMs. Figure A.1 shows the states selected for the case studies, and Table A.1 provides a snapshot of the agencies so that readers may quickly identify a specific case study of interest should they choose not to read all of the case studies. The agencies are listed in the order that they appear in the text. Figure A.1. Map of case study states.

80 Performance Measures for State Aviation Agencies Case Study One: State of Colorado – Division of Aeronautics Agency Profile The Colorado Department of Transportation (CDOT) supports statewide aviation interests through the Colorado Division of Aeronautics. The Colorado Division of Aeronautics (see Figure A.2), which is under the direction of the Colorado Aeronautical Board, supports aviation interests statewide through the collection and distribution of aviation fuel tax revenue State Block Grant State Channel- ing Act State Number of Employees State System Airports NPIAS Airports FAA Region Colorado No No 8 74 49 Northwest Massachusetts No Yes 13 38 25 New England Missouri Yes No 8 107 69 Central North Carolina Yes No 30 72 72 South Texas Yes No 35 395 209 Southwest Table A.1. Snapshot of case study statistics. Economic data were last compiled in 2013. Figure A.2. Colorado Division of Aeronautics statistics.

State Agency Case Studies 81 and the issuance of grants to airports. It also provides services including planning, airport capital improvement plan development, and aviation education. The programs provided by the Colorado Division of Aeronautics are used by public-use airports and their users, pilots and other aviation professionals, and associations, as well as stakeholders within various local, state, and federal departments and agencies. Vision, Mission, and Strategic Framework “The vision of the division is to be the leading state aviation organization by enhancing the efficiency, economic benefit, and sustainability of Colorado’s air and space system through fund- ing, innovation, education, and pioneering initiatives” (Colorado Division of Aeronautics, 2019). Customers The customers of the Colorado Division of Aeronautics include all airport and aviation system users, including pilots, passengers, and the public in and around airports: • Residents and visitors, • Recreational and business travelers, • The research and development industry, • The space industry, • Safety partners such as the FAA, • Law enforcement agencies including the Colorado State Patrol, • Transit services, • The military, • Counties, and • Municipalities. Colorado Division of Aeronautics’ Measures, Standards, and Targets The Colorado Division of Aeronautics incorporates four areas of focus: 1. Safety and efficiency, 2. Access and mobility, 3. Economic sustainability, and 4. System viability. These focus areas mirror CDOT’s statewide transportation plan, with an emphasis on the input and inclusion of the state’s intermodal transportation system that serves a community, metropolitan area, or the entire state. Besides the state airport system, the Colorado Division of Aeronautics oversees other programs with reportable attributes through the director’s annual report to the CDOT, such as those found in the Colorado Division of Aeronautics’ 2018 Division of Aeronautics Annual Report (Colorado Department of Transportation, 2018): • Fuel tax revenue disbursement, • Discretionary aviation grants, • Division-owned AWOS infrastructure, • Denver International Airport surplus airport equipment, • Airport inspections, • United States Department of Agriculture wildlife hazard management, • Airport internships, • Remote air traffic control tower,

82 Performance Measures for State Aviation Agencies • Airfield maintenance and crack seal, • Web-based information management system and communication, • Pilot outreach and safety, • State infrastructure bank loan program, • Airport sustainability plan development toolkit, and • Various aviation education initiatives. Airport Feedback As part of the case study process, input was gathered from two Colorado system airports, which provided perspective on how the state’s PMs were being interpreted and the value that the Colorado Division of Aeronautics’ programs provided to airports. Two airports were selected, one a general aviation reliever airport and the other an air carrier airport: • Rocky Mountain Metropolitan Airport (BJC) – general aviation reliever airport, and • Colorado Springs Airport (COS) – Primary Small Hub – commercial service airport. Both airports valued the Colorado Division of Aeronautics programs and in particular mentioned the CDOT’s Web-Based Information Management System, the Denver Inter- national Airport surplus equipment program, and the State Infrastructure Bank Loan Program as being beneficial. Both airports strongly supported the leadership and direction of the Colorado Division of Aeronautics and the ongoing program development and measurement of the state’s airport system. While not familiar with the Colorado Division of Aeronautics’ current PMs, both airports indicated an interest in future PMs and how they would be evaluated and incorporated into the Colorado Division of Aeronautics’ goals and objectives. Successes and Challenges The Colorado Division of Aeronautics’ program success is accomplished primarily through federal, state, and user tax funding sources as well as support and direction provided by the board and aviation communities, airports, and associated entities. The challenges to the Colorado Division of Aeronautics’ performance management system are the availability of program and airport data, analytical tools, and staff resources to maintain the accuracy and relevance of the data with periodic updates (preferably annual). Focus area: safety and efficiency (Table A.2) Goal description: The Colorado Division of Aeronautics aims to “advance Colorado’s airport system by promoting and preserving safe and efficient facilities, on and off airports” (Colorado Division of Aeronautics, 2019). Objective: “Enhance airports’ abilities to operate safely and improve operational efficiency” (Colorado Division of Aeronautics, 2019). Why it matters: The Colorado Division of Aeronautics takes a comprehensive view of its ethical responsibility to deliver safety- and efficiency-related programs that address both current issues and industry trends related to demand for services and capacity. Airport and aviation system users expect to arrive at their destinations safely. The Colorado Division of Aeronautics’ PMs noted in the 2020 Draft Colorado Statewide Airport System Plan (Colorado Division of Aeronautics, 2019) promote the safety of pilots, passengers, and the public in and around the airport environment by evaluating the following: • The percentage of airports with approaches negatively impacted by obstructions, • The percentage of airports with the level of activities to warrant an Air Traffic Control Tower (ATCT), and • The percentage of airports with adequate crosswind coverage. Through these PMs, the Colorado Division of Aeronautics helps ensure the improve- ment of airport system safety and efficiency.

State Agency Case Studies 83 Focus area: access and mobility (Table A.3) Goal description: “The division’s effort [is] to provide Colorado’s airports with infrastructure and sufficient capacity to access the versatile aviation activities in the state and provide adequate mobility for users” (Colorado Division of Aeronautics, 2019). Objective: “Support projects that improve access and mobility to serve the state’s residents, visitors, and businesses” (Colorado Division of Aeronautics, 2019) Why it matters: The Colorado Division of Aeronautics has a fundamental responsibility to deliver access- and mobility-related programs that not only address current issues, but thoughtfully consider industry growth and change. Airport and aviation system users expect complete access and mobility. PMs are aimed at these accomplishments noted in the 2020 Draft Colorado Statewide Airport System Plan: • Support access to airports deemed significant by the division, • Provide airport accessibility during inclement weather conditions, especially for emergency response/transport, • Support airport user throughput, both airside and landside, • Support transient aircraft overnight parking, • Provide transportation services to transient airport users, • Extend the life of assets that are critical to an operational airport, and • Provide a gateway to remote communities, especially in emergency situations. Through these efforts and achievements, the Colorado Division of Aeronautics helps ensure sufficient capacity, access, and adequate mobility. Goal: Advance Colorado’s airport system by promoting and preserving safe and efficient facilities, on and off airports Objective: Enhance airports’ abilities to operate safely and improve operational efficiency Performance Measures Relevance Percentage of airports with approaches negatively af- fected by obstructions Promotes the safety of pilots, passengers, and public in and around the airport environs Percentage of airports that have full perimeter wildlife fencing Percentage of airports that have adopted appropriate land use controls Percentage of NPIAS airports that meet current FAA design standards under Advisory Circular (AC) 150/5300-13A System Indicators Relevance Percentage of airports with adequate crosswind cover- age Promotes the safety of pilots, passengers, and the public in and around the airport environs Percentage of airports that meet runway length re- quirements for existing critical aircraft Percentage of airports that have a formalized pro- gram for receiving, managing, and responding to on-/near-airport unmanned aircraft systems use re- quests Percentage of airports with the level of activities to warrant an ATCT Percentage of communities with emergency respond- ers that have basic training in ARFF Provides critical ground-based services to peo- ple and aircraft in emergency situations Percentage of airports that support aerial firefighting Supports critical rapid response aerial firefighting activities across the state Percentage of airports that support medical emer- gency/evacuation aircraft Source: Colorado Division of Aeronautics, 2019. Table A.2. Colorado Division of Aeronautics – safety and efficiency.

84 Performance Measures for State Aviation Agencies Focus area: economic sustainability (Table A.4) Goal description: The Colorado Division of Aeronautics’ effort is “to provide Colorado’s airports with support and sustainable economic growth and development, and to continue Colorado’s existing status as a leader in technology, testing, and the aerospace industry” (Colorado Division of Aeronautics, 2019). Objective: “Evaluate opportunities for airports to generate economic activity that contributes to a more sustainable system and community” (Colorado Division of Aeronautics, 2019). Why it matters: The Colorado Division of Aeronautics delivers economic sustainability programming that not only addresses current issues but also considers industry growth and future change. Airport and aviation system users expect an economically sustain- able approach to programming. The Colorado Division of Aeronautics uses PMs to strive for these accomplishments noted in the 2020 Draft Colorado Statewide Airport System Plan: • Indicates demand and revenue generation at an airport, • Protects the airport from encroachment and indicates a relationship with the community, • Supports the airport activities most often used by business/corporate users, • Demonstrates that the airport is advancing business opportunities and developing partnerships, • Demonstrates the level of nonlocal visitors to an area, • Supports the agriculture industry, and • Facilitates aviation and non-aviation development at an airport (Colorado Division of Aeronautics, 2019). The Colorado Division of Aeronautics plays an active role in providing economic sustainability data that consider industry growth as well as current issues. By tracking these measures, the Colorado Division of Aeronautics is better equipped to provide the state’s airports with support. Goal: Provide Colorado’s airports with infrastructure and sufficient capacity to access the versatile avia- tion activities in the state and provide adequate mobility for users : Support projects that improve access and mobility to serve the state’s residents, visitors, and businesses Performance Measures Relevance Percentage of population within a 30-minute drive of a system airport Supports access to airports deemed significant by Colorado Division of Aeronautics Percentage of population within a 30-minute drive of an all-weather runway Provides airport accessibility during inclement weather conditions, especially for emergency response/transport Percentage of airports with adequate terminal capacity Supports airport user throughput, both airside and landside Percentage of airports with adequate shared hangar spaces Supports transient aircraft overnight parking System Indicators Relevance Percentage of airports that provide ground transportation (courtesy car or other) Provides transportation services to transient airport users Percentage of airports with a dedicated snow removal equipment building Extends the life of assets that are critical to an operational airport Percentage of airports providing access to remote com- munities Provides a gateway to remote communities, es- pecially in emergency situations Source: Colorado Division of Aeronautics, 2019. Objective Table A.3. Colorado Division of Aeronautics – access and mobility.

State Agency Case Studies 85 : Support sustainable economic growth and development and continue Colorado’s existing status as a leader in technology, testing, and the aerospace industry : Evaluate opportunities for airports to generate economic activity that contributes to a more sustainable system and community Performance Measures Relevance Percentage of airports with appropriate 24/7 fuel avail- ability Indicates demand and revenue generation at an airport Percentage of airports that are recognized in local and regional comprehensive plans Protects the airport from encroachment and in- dicates a relationship with the community System Indicators Relevance Percentage of airports with active development partnerships with chambers of commerce, tourism bu- reaus, organizations, industries, governments, and rec- reational user groups Demonstrates that the airport is advancing business opportunities and developing partner- ships Percentage of airports with business parks or landside real estate development Percentage of airports that support the aerospace man- ufacturing, technology, or testing industry Percentage of airports that support aerial agricultural application Supports the agriculture industry Percentage of airports with adequate utilities Facilitates aviation and non-aviation develop-ment at an airport Source: Colorado Division of Aeronautics, 2019. Goal Objective Table A.4. Colorado Division of Aeronautics – economic sustainability. Focus area: system viability (Table A.5) Goal description: The Colorado Division of Aeronautics’ effort is “to preserve, maintain, and enhance airport system assets through cost-effective investments to ensure the system’s long-term viability” (Colorado Division of Aeronautics, 2019). Objective: “Consider the viability of system-wide assets in the determination of new projects that support the state’s aviation needs” (Colorado Division of Aeronautics, 2019) Why it matters: The Colorado Division of Aeronautics has a responsibility to deliver system viability that supports objectives that align with industry change and CDOT’s overall vision for state programs. Airport and aviation system users expect an airport system that has a viable approach to programming. The Colorado Division of Aeronautics identified PMs to support these activities drawn from the 2020 Draft Colorado Statewide Airport System Plan: • Supports safe locations and facilities for flight training, • Provides weather reporting information to pilots in a state that experiences dynamic weather conditions, • Demonstrates responsible use of funds by devoting resources to extend the life of airport pavements, • Promotes aviation in the state and the development of the next generation of aviation and aerospace professionals, • Provides guidance on sustainable actions to reduce environmental impacts, • Promotes stable economic growth, • Achieves social progress, • Indicates Colorado’s relationship to the national commercial pilot shortage, and • Demonstrates responsible use of funds by devoting resources to extend the life of airport pavements and affects airport safety design standards as well as airfield and airspace capacity (Colorado Division of Aeronautics, 2019). Through these efforts, the Colorado Division of Aeronautics provides system sustain- ability that supports objectives, which align with industry change and CDOT’s overall vision.

86 Performance Measures for State Aviation Agencies Case Study Two: State of Massachusetts – Aeronautics Division Agency Profile The Massachusetts DOT supports statewide aviation interests through MassDOT Aeronautics (see Figure A.3). Airports are an essential element of Massachusetts’ intermodal transportation system, and MassDOT Aeronautics is responsible for being an effective steward for the statewide airport system. This system encompasses 38 public-use airports (seven of which are currently classified by the FAA as commercial service airports, and three as reliever airports), in addition to a wide variety of private-use landing areas, seaplane bases, and heliports. MassDOT Aeronautics, which is under the direction of the MassDOT Board of Directors, supports aviation interests statewide through the collection and distribution of aircraft registra- tion fees and aviation fuel tax revenue, as well as the use of transportation bond authorization for the issuance of airport safety and maintenance grants to system airports. It also provides services such as planning, airport capital improvement plan development, and aviation educa- tion outreach. The programs provided by MassDOT Aeronautics are used by public-use airports and their users, the flying public, pilots, other aviation professionals, and associations, as well as stakeholders within various local, state, and federal departments and agencies. Vision, Mission, and Strategic Framework Overall, “MassDOT Aeronautics Division’s goal is to help facilitate the state’s vision of pro- viding a fully integrated, safe, efficient, and seamless transportation link between the people and products of Massachusetts with national and international destinations, through an efficient : Preserve, maintain, and enhance airport system assets through cost-effective investments to en- sure the system’s long-term viability : Consider the viability of system-wide assets in the determination of new projects that support the state’s aviation needs Performance Measures Relevance Percentage of airports with on-site weather reporting (AWOS, ASOS) Provides weather reporting information to pi- lots in a state that experiences dynamic weather conditions Percentage of airports with an average runway and tax- iway PCI of 70 or greater Demonstrates responsible use of funds by de- voting resources to extend the life of airport pavements System Indicators Relevance Percentage of airports that host aviation educational programs Promotes aviation in the state and the develop- ment of the next generation of aviation and aerospace professionals Percentage of airports with a sustainability plan Provides guidance on sustainable actions to re- duce environmental impacts, promote stable economic growth, and achieve social progress Number of Colorado pilots per capita Indicates Colorado’s relationship to the na- tional commercial pilot shortage Percentage of airports with pavement maintenance programs Demonstrates responsible use of funds by de- voting resources to extend the life of airport pavements Source: Colorado Division of Aeronautics, 2019. Note: The PCI was proposed and developed by the FAA and ranges from 0 to 100; a “good” PCI for runways is defined as 75 or above. Goal Objective Table A.5. Colorado Division of Aeronautics – system viability.

State Agency Case Studies 87 airport system that will help build upon economic development success and improve the quality of life in the Commonwealth” (Wilbur Smith Associates, 2010). These MassDOT Aeronautics goals drawn from its 2010 Massachusetts Statewide Airport System Plan (MassDOT, 2010) define the vision for achieving an adequate airport system and become the basis for performance measurement: • Standards – The Commonwealth of Massachusetts should be served by airports that are safe, secure, meet applicable FAA design standards, and will satisfy the needs of aviation. • Environmental compliance and stewardship – The Commonwealth of Massachusetts should be served by a system of airports that complies with all federal, state, and local envi- ronmental regulations. • Economic – The Commonwealth of Massachusetts should identify the economic impact of the state’s system airports and the economic benefit of incremental investment in the aviation system. • Preservation – The Commonwealth of Massachusetts should be served by an efficient airport system with sufficient facilities and services to keep it maintained and address the needs of the aviation community. • Public outreach – The Commonwealth of Massachusetts should be served by a system of airports that promotes and supports aviation educational programs and community outreach programs. Economic data were last compiled in 2019. Figure A.3. MassDOT Aeronautics statistics.

88 Performance Measures for State Aviation Agencies • Transportation integration and accessibility – The Commonwealth of Massachusetts should be served by a system of airports that is easily accessible from both the ground and the air and supports integration with other modes of transportation. Customers The customers of MassDOT Aeronautics consist of all airport and aviation system users, including: • Pilots and passengers, • Businesses, • Contractors, • The public in and around airports, such as residents and visitors, • Recreational and business travelers, • The research and development industry, • The space and aircraft industry, • Safety partners such as the FAA and the Department of Homeland Security, • Law enforcement agencies such as the Massachusetts State Police, • Transit services, • The military, • Counties, and • Municipalities. MassDOT Aeronautics’ Measures, Standards, and Targets MassDOT Aeronautics pursues the following areas of focus, as documented in the 2010 Massachusetts Statewide Airport System Plan: • Standards, • Environmental compliance and stewardship, • Economic, • Preservation, • Public outreach, and • Transportation integration and accessibility. These focus areas mirror MassDOT’s statewide transportation plan, with an emphasis on the input and inclusion of the state’s intermodal transportation system that serves a community, metropolitan area, or the state. MassDOT Aeronautics does not directly own assets but administers funds to support airport improvements. These improvements, as noted in the 2010 Massachusetts Statewide Airport System Plan (MassDOT, 2010), include the following: • Airport pavement – Funding of airfield pavement projects through the FAA, which approves depending on existing condition and useful service life. Airports overseen by MassDOT Aeronautics own over 40 million square feet of pavement. • Vegetation management areas – Funding to clear vegetative obstructions from aircraft movement areas to remove hazards to flight. • Fencing and gates – Funding to support the 2001 security directive (AD-001a) issued by the Massachusetts Aeronautics Commission, (forerunner to MassDOT Aeronautics Division) and adopted by MassDOT Aeronautics in 2009. The directive requires the installation of security fencing and access gates at public-use airports (where appropriate) to restrict access to an airport’s air operations area (AOA) and to protect other sensitive areas (such as fuel farms) located on airport property.

State Agency Case Studies 89 • Security cameras – Funding installation of security cameras in response to AD-001a. The video surveillance cameras monitor access gates leading to an airport’s AOA. The provision is mandatory for airports with commercial air passenger service, and the remaining airports are encouraged to comply with the directive as funding permits. • State airport administration buildings – Funding the rehabilitation of general aviation administration buildings, which often serve both customer service and operational functions. Besides the state airport system, MassDOT Aeronautics oversees other programs and initia- tives with attributes reported to MassDOT or for internal use. These programs and initiatives are also documented in the 2010 Massachusetts Statewide Airport System Plan (MassDOT, 2010) and include: • Airspace review, • Airport safety and maintenance program, • Airport pavement management system, • Airport system plan, • Economic impact study, • Airport vegetation management plan, • Aeronautics forms, • Register a private restricted landing area, • Aeronautics newsletter, • Register an aircraft, and • Register as an aircraft dealer (MassDOT, 2010). Airport Feedback As part of the case study process, information was gathered from two Massachusetts system airports, which provided perspective on how the state’s PMs were being interpreted and the value that MassDOT Aeronautics programs provided to airports. Two airports were selected, one a general aviation airport and the other an air carrier airport. 1. Marshfield Municipal Airport-George Harlow Field (GHG) – general aviation airport, and 2. Barnstable Municipal Airport-Boardman/Polando Field (HYA) – commercial service airport. Both airports reported participating in various MassDOT Aeronautics programs that assist with airport development and maintenance. Those they participated in included the FAA’s CIP (AIP funded) overseen by MassDOT Aeronautics, and the maintenance and safety program, which allows airports to acquire grant funds normally not supported by the FAA, with MassDOT Aeronautics and airports participating at an 80/20 funding level. Many of these grant-funded projects include pavement marking and crack filling. The vegetation management plan ensures that airport approaches (aircraft instrument approach zones) are clear of obstacles (vegetation). The most beneficial program from a pure financial standpoint was MassDOT Aeronautics’ oversight of the CIP program because this oversight builds strong partnerships between the state’s airports and MassDOT while providing a durable infrastructure for airports. The most notable PMs were the PCI program and the annual inspections completed by MassDOT Aeronautics staff. The airport economic impact study, which is updated periodically, supports local marketing efforts and messaging about the value and importance of each airport. Successes and Challenges The success of MassDOT Aeronautics’ programs is accomplished primarily through federal, state, and user tax funding sources as well as through support and direction provided by the MassDOT Board of Directors and aviation communities, airports, and associated entities.

90 Performance Measures for State Aviation Agencies The challenges to MassDOT Aeronautics’ performance measurement system are the availability of program and airport data, analytical tools, and staff resources to maintain the accuracy and relevance of the data with periodic updates (preferably annual). In August 2019, Christopher Willenborg reflected on his tenure as the previous Aeronautics Director for MassDOT Aeronautics, noting that developing PMs was tied into the overall MassDOT Strategic Business Plan. With transportation reform in 2009, legislation required an Office of Performance Management & Innovation be created within MassDOT. Focus area: standards (Table A.6) Goal description: “The Commonwealth of Massachusetts should be served by a system of airports that are safe, secure, and meet applicable FAA design standards [and] that will satisfy the current and future needs of aviation” (Wilbur Smith Associates, 2010). Objective: “Enhance airport design standards and subsequently improve airport safety and operational efficiency” (Wilbur Smith Associates, 2010). Why it matters: MassDOT Aeronautics has a responsibility to deliver airport design standards that enhance the safety and efficiency of the state’s airports. Separately, the Massachusetts As part of the Airport System Plan Update in 2010, MassDOT Aeronautics developed over 60 PMs. Looking back, this was too many, as it is difficult to update and maintain. – Christopher Willenborg : Serve Massachusetts with a system of airports that are safe, secure, and meet applicable FAA design standards and that will satisfy current and future needs of aviation Enhance airport design standards and subsequently improve airport safety and operational efficiency Performance Measures Relevance Percentage of system airports meeting applicable FAA design standards for runway safety areas Promotes and supports the safety of pilots, passengers, and the public in and around the airport Percentage of system airports with a runway pavement classification of “good” Percentage of system airports with access controls to airport operating areas Percentage of system airports with an updated survey of aeronautical obstructions Percentage of system airports with an airport perime- ter road Percentage of system airports with controlling interest (property ownership/easements) over the FAA design standard runway protection zones for each runway end Percentage of system airports that meet applicable FAA runway/taxiway separation design criteria on their run- ways Percentage of system airports with a general aviation airport security plan Percentage of system airports that have an airport emergency plan Percentage of system airports with airport minimum standards and airport rules and regulations documents for their facility Source: MassDOT, 2010. Goal Objective: Table A.6. MassDOT Aeronautics – standards.

State Agency Case Studies 91 Port Authority (Massport), the port authority in the Commonwealth of Massachusetts, owns and operates Logan (BOS), Hanscom (BED), and Worcester (ORH). MassDOT Aeronautics–related programs also address current issues and industry trends related to demand for services and capacity. Airport and aviation system users expect to arrive at their destinations safely. MassDOT Aeronautics’ PMs promote the safety of pilots, passengers, and the public in and around the airport environment. Focus area: environmental compliance and stewardship (Table A.7) Goal description: “The Commonwealth of Massachusetts should be served by a system of airports that complies with all federal, state, and local environmental regulatory requirements” (Wilbur Smith Associates, 2010). Objective: “Ensure airports are compliant with environmental laws and regulations, while maintaining the highest level of environmental stewardship and sustainability” (Wilbur Smith Associates, 2010). Why it matters: MassDOT Aeronautics plays an instrumental role in ensuring that airports comply with all environmental laws and regulations while maintaining the highest level of environmental stewardship and sustainability. MassDOT Aeronautics’ PMs provide and support airport environmental stewardship standards, initiatives, and sustainable best management practices. : Serve Massachusetts with a system of airports that complies with all federal, state, and local envi- ronmental regulations : Ensure that airports are compliant with environmental laws and regulations while maintaining the highest level of environmental stewardship and sustainability Performance Measures Relevance Percentage of system airports that comply with the EPA’s current requirements for spill prevention, con- trol, and countermeasures Provides and supports airport environ- mental stewardship standards, initiatives, and sustainable best management prac- tices Percentage of system airports that comply with the EPA’s current requirements for stormwater pollution prevention plans Percentage of applicable system airports with a vegeta- tive management plan Percentage of applicable system airports with updated yearly operating plans associated with their existing vegetative management plans Percentage of system airports with a wildlife manage- ment plan Percentage of system airports with a comprehensive solid waste management plan Percentage of system airports with surrounding mu- nicipalities that have adopted appropriate con- trols/zoning controls to help ensure that land uses within the airport environs are compatible with air- port operations and development Percentage of system airports with alternative fuel vehicles or other alternative fuel equipment Percentage of system airports with recycling pro- grams Percentage of system airports with airport noise con- tours Source: MassDOT, 2010. Goal Objective Table A.7. MassDOT Aeronautics – environmental compliance and stewardship.

92 Performance Measures for State Aviation Agencies Focus area: economic (Table A.8) Goal description: “The Commonwealth of Massachusetts should identify the economic impact of Massachusetts’ system airports and the economic benefit of incremental invest- ment in the aviation system” (Wilbur Smith Associates, 2010). Objective: “Evaluate opportunities for airports to generate economic activity that contributes to a more sustainable system and community” (Wilbur Smith Associates, 2010). Why it matters: MassDOT Aeronautics is instrumental in delivering economic programming that not only addresses current issues but thoughtfully considers industry growth and change. Airport and aviation system users expect an economical approach to program- ming. MassDOT Aeronautics plays an active role in providing economic data that consider industry growth as well as current issues. By tracking these measures, MassDOT Aero- nautics is better equipped to provide the state’s airports with support. Focus area: preservation (Table A.9) Goal description: “The Commonwealth of Massachusetts should be served by an efficient airport system with sufficient facilities and services to maintain the state airport system and address the current/future needs of the aviation community. The division works to preserve, maintain, and enhance airport system assets through cost-effective investments to ensure the system’s long-term viability” (Wilbur Smith Associates, 2010). Objective: “Consider the preservation (viability) of system-wide assets in the determination of new projects that support the state’s aviation needs” (Wilbur Smith Associates, 2010). Why it matters: MassDOT Aeronautics has a responsibility to deliver system preservation that supports objectives that align with industry change and MassDOT’s overall vision for state programs. Airport and aviation system users expect an airport system that preserves existing infrastructure and provides for a viable approach to programming. Focus area: public outreach (Table A.10) Goal description: “The Commonwealth of Massachusetts should be served by a system of airports that promote and support aviation educational programs and community outreach programs” (Wilbur Smith Associates, 2010). Objective: “Evaluate opportunities for airports to promote educational and community outreach programs related to aviation” (Wilbur Smith Associates, 2010). : Identify the economic impact of Massachusetts’ system airports and the economic benefit of incremental investment in the aviation system : Evaluate opportunities for airports to generate economic activity that contributes to a more sustainable system and community Performance Measures Relevance Percentage of the direct economic impacts of in- dividual airports in terms of airport-related jobs and dollars Demonstrates that the airport is advancing business opportunities and developing part- nerships Percentage of total employment/businesses within 30 minutes of a system airport Percentage of population and area within 30 minutes of a system airport meeting traditional business user needs Percentage of system airports with expansion/devel- opment potential Percentage of system airports with established/de- velopable industrial park abutting or near the airport Number of key tourism indicators (e.g., hotel rooms) within 30 minutes of system airports Source: MassDOT, 2010. Goal Objective Table A.8. MassDOT Aeronautics – economic.

State Agency Case Studies 93 : Preserve, maintain, and enhance airport system assets through cost-effective investments to ensure the system’s long-term viability : Consider the preservation (viability) of system-wide assets in the determination of new projects that support the state’s aviation needs Performance Measures Relevance Percentage of airports meeting minimum facility and service objectives Provides weather reporting information to pilots in a state that experiences dynamic weather conditions Percentage of system airports with displaced thresholds Provides runway data and associated impacts of displaced thresholds Percentage of system airports with a waiting list for T-hangars or community hangars Provides market insight to hangar demand Percentage of system airports with a terminal/ administration building, and percentage of those buildings constructed since 1990 Demonstrates responsible use of funds by de- voting resources to specific types of airport facilitiesPercentage of existing capital project funding versus the future capital project costs for system airports Percentage of system airports with an airport restaurant Promotes aviation in the state and the devel- opment of airport specialized aviation service operation and other airport-related busi- nesses Percentage of system airports that offer flight training Percentage of system airports that offer aircraft maintenance services Percentage of system airports that offer aircraft charter services Percentage of system airports that have a winter op- erations plan Demonstrates a high degree of airport oper- ational safety Number of system airports that have closed since 1980 (publicly owned and privately owned, pub- lic-use airports) Provides an aviation industry historical per- spective on airport infrastructure demand Percentage of system airports that are recognized in local comprehensive plans Indicates local interest and inclusion of air- port infrastructure as a viable asset Source: MassDOT, 2010. Goal Objective Table A.9. MassDOT Aeronautics – preservation. : Serve Massachusetts with a system of airports that promote and support aviation educational programs and community outreach programs : Evaluate opportunities for airports to promote aviation educational and community out- reach programs Performance Measures Relevance Percentage of system airports that have estab- lished public outreach programs that include ac- tive coordination efforts with the local commu- nity, as well as local, state, regional, and federal governmental representatives Promotes and supports aviation in the state and the development of the next generation of aviation and aerospace professionals Percentage of system airports that have an edu- cational outreach program that illustrates aviation career opportunities to students Percentage of system airports that host annual air shows or fly-ins Percentage of system airports that are members of their local chambers of commerce Percentage of the population and area that are within 30 minutes of a system airport with a full- time flight school/flight instructor Source: MassDOT, 2010. Goal Objective Table A.10. MassDOT Aeronautics – public outreach.

94 Performance Measures for State Aviation Agencies Why it matters: MassDOT Aeronautics promotes and supports educational and community outreach programs. Such programs are important to the state’s future aviation needs and community involvement. As the industry changes, these programs become more essential for the delivery and success of aviation well beyond the state’s borders. Additionally, these programs promote and support aviation in the state and the development of the next generation of aviation and aerospace professionals. Focus area: transportation integration and accessibility (Table A.11) Goal description: “The Commonwealth of Massachusetts should be served by a system of airports that is easily accessible from both the ground and the air and supports integration with other modes of transportation” (Wilbur Smith Associates, 2010). Objective: “Support projects that improve transportation integration and accessibility to serve the state’s residents, visitors, and businesses” (Wilbur Smith Associates, 2010). Why it matters: MassDOT Aeronautics supports transportation integration and accessibility, which ensures the ability to reach desired services and activities (opportunities). MassDOT Aeronautics works to provide safe, efficient, and accessible transportation as a component of community integration, as stated in the 2010 Massachusetts Statewide Airport System Plan: • Supports MassDOT’s vision of intermodal efficiency demand and revenue generation at an airport; • Supports access to airports deemed significant by MassDOT Aeronautics, protects the airport from encroachment, and indicates a relationship with the community; • Provides reliable access to other modes of transportation and supports airport activity most often used by business/corporate users; and • Supports user landside access, which demonstrates the airport is advancing business opportunities and developing partnerships. Case Study Three: State of Missouri – Department of Transportation’s Aviation Section Agency Profile The Multimodal Operations Division of MoDOT includes MoDOT Aviation (see Figure A.4). MoDOT Aviation administers state and federal funding for airport maintenance and capital : Serve Massachusetts with a system of airports that is easily accessible from the ground and the air and that supports integration with other transportation modes : Support projects that improve transportation integration and accessibility to serve the state’s residents, visitors, and businesses Performance Measures Relevance Percentage of system airports that provide intermodal options for their community, including public transpor- tation interfaces at the airports (e.g., bus) Supports MassDOT’s vision of intermodal efficiency, demand, and revenue generation Percentage of total population within 30 minutes of a publicly owned system airport and of a publicly/ privately owned system airport Supports access to airports deemed signifi- cant by MassDOT Aeronautics Percentage of system airports accessed by roads within the National Highway System Provides reliable access to other modes of transportation Percentage of system airports that are adequately accessible in terms of signage and access road quality Supports user landside access Percentage of system airports that are acknowledged in local/regional transportation plans Indicates a relational value between commu- nities’ transportation access Source: MassDOT, 2010. Goal Objective Table A.11. MassDOT Aeronautics – transportation integration and accessibility.

State Agency Case Studies 95 improvement projects. Other duties include airport safety inspections, maintaining a state air- port system plan, and providing airfield safety equipment. Missouri has a well-developed system of commercial and general aviation airports. Airports are essential to the state’s transportation infrastructure and to many sectors of the economy. The Missouri Highways and Transportation Commission formed an Aviation Advisory Com- mittee in 1987 to advise MoDOT on aviation matters. The committee consisted of 14 members representing pilot groups, airport management, aviation education, business owners, and aviation consulting firms. The committee is involved in state aviation legislation, airport funding, safety, and aviation education issues and meets regularly to discuss these topics (Jviation, 2019). Vision, Mission, and Strategic Framework MoDOT states that its mission is to provide a world-class transportation system that is safe, innovative, reliable, and dedicated to a prosperous Missouri. MoDOT Aviation and MoDOT as a whole have shared values, which represent their fundamental principles and philosophy. These values establish the boundaries within which all department activities will be conducted and can be grouped into three primary categories: • Safety – keep customers and ourselves safe; • Service – provide outstanding customer service, deliver transportation solutions of great value, and use resources wisely; and Figure A.4. MoDOT Aviation statistics.

96 Performance Measures for State Aviation Agencies • Stability – keep roads and bridges in good condition, operate a reliable and convenient transportation system, and advance economic development. MoDOT Aviation knows that customers expect to see tangible results such as the following, which are documented in the 2019 Missouri State Airport System Plan Update (Jviation, 2019) and which MoDOT Aviation’s customers will see as the department fulfills its mission: • Keep customers and ourselves safe, • Keep roads and bridges in good condition, • Provide outstanding customer service, • Deliver transportation solutions of great value, • Operate a reliable and convenient transportation system, • Use resources wisely, and • Advance economic development. MoDOT Aviation is also committed to all staff sharing MoDOT values for the success of the system airports and the positive experiences of the system customers (Jviation, 2019). MoDOT values are to: • Be safe, • Be accountable, • Be respectful, • Be inclusive, • Be bold, • Be better, and • Be one team. Customers The customers of MoDOT Aviation are primarily airport sponsors, the cities and counties that own airports within the state airport system, and the airport and aviation system users: • Pilots and passengers, • The public in and around airports, such as residents and visitors, • Recreational and business travelers, • The research and development industry, • The space industry, • Safety partners such as the FAA, • Law enforcement and several agencies including the Missouri State Highway Patrol, • Transit services, • The military, • Counties, and • Municipalities. MoDOT Aviation’s Measures, Standards, and Targets MoDOT Aviation incorporates the following areas of focus [as stated in the 2019 Missouri State Airport System Plan Update (Jviation, 2019)]: • Accessibility, • Keep customers and ourselves safe, • Provide outstanding customer service, • Deliver transportation solutions of great value, • Operate a reliable and convenient transportation system, and • Use resources wisely.

State Agency Case Studies 97 These focus areas mirror MoDOT’s statewide transportation plan with an emphasis on the input and inclusion of the state’s multimodal transportation system that serves communities, metropolitan areas, and the state. Besides the state airport system plan, MoDOT Aviation oversees other programs with reportable attributes through various departments within MoDOT. Through the State Airport System Plan Update, MoDOT “established facility and service objectives for airports assigned to each of the five airport roles (commercial, national busi- ness, regional business, business community, and community local). Once recommended roles were identified for all airports, an analysis was undertaken to determine each airport’s ability to meet all objectives associated with the airport’s recommended role, as determined by MoDOT. Reported performance relates to all airports recommended for each role and the ability of those airports to meet all established objectives for their applicable role” (Jviation, 2019). Airport Feedback As part of the case study process, information was gathered from two Missouri system airports, which provided perspective on how the state’s performance measures were interpreted and the value that MoDOT Aviation’s programs provide to airports. Two airports were selected, one a general aviation airport, and the other an air carrier airport. 1. Lee’s Summit Municipal Airport (LXT) – general aviation airport, and 2. Springfield–Branson National Airport (SGF) – commercial service airport. The two airports use several MoDOT Aviation programs and commented on the effective- ness and efficiency of MoDOT Aviation and staff. While they were not completely familiar with established MoDOT PMs, both airports noted the synergy and engagement between MoDOT Aviation, MoDOT goals and service to airports, and the multimodal transportation system. The following programs were identified as the most used: • AIP and State Aviation Trust Fund grant programs, • Air service and marketing grants, and • Airport inspection and associated mitigation projects. Successes and Challenges MoDOT Aviation’s program is funded with federal AIP funds and state Aviation Trust Funds, which consist of state jet fuel sales taxes and state excise taxes on avgas. MoDOT Aviation receives support and direction from the Missouri Highways and Transportation Commission. The challenges to MoDOT Aviation’s performance measurement system are the availability of program and airport data, analytical tools, and staff resources to maintain the accuracy and relevance of the data with periodic updates (preferably annual). Focus area: accessibility (Table A.12) Goal description: “Advance Missouri’s airports with infrastructure and access to aviation activities in the state and provide adequate mobility for users” (MoDOT, 2018). Objective: “Support projects that improve access to serve the state’s residents, visitors, and businesses” (MoDOT, 2018). Why it matters: MoDOT Aviation has a fundamental responsibility to deliver access-related programs that not only address current issues but also take into consideration industry growth and change. Airport and aviation system users expect complete access. MoDOT Aviation plays an instrumental role in ensuring sufficient access to the state’s airports.

98 Performance Measures for State Aviation Agencies Focus area (internal): keep customers and ourselves safe (Table A.13) Goal description: “Fund and provide Missouri’s airports with runway pavement infrastructure sufficient to support current and future capacity and access to the state’s airport system” (MoDOT 2018). Objective: “Track the condition of paved runways at Missouri’s 102 public airports that are eligible to receive federal or state aviation funds” (MoDOT, 2018). Why it matters: MoDOT Aviation has a fundamental responsibility to deliver access-related programs that not only address current issues but also take into consideration operational needs at airports. Aviation system users expect reliable access to the state’s airport system, and this is accomplished through reliable infrastructure. According to the MoDOT 2018 Multimodal Oper ations Division Tracker, the MoDOT Aviation’s PMs are aimed at accom- plishing the following: • Support access to airports, • Provide airport accessibility, especially for emergency response/transport, • Extend the life of assets that are critical to an operational airport, and • Provide a gateway to remote communities, especially in emergency situations (MoDOT, 2018). Through these efforts and achievements, MoDOT Aviation helps ensure safe, sufficient capacity and adequate access. Focus area (internal): deliver transportation solutions of great value (Table A.14) Goal description: “Provide Missouri’s airports with exceptional staff support through efficient and effective review of airport design plans” (MoDOT, 2018). : Advance Missouri’s airports with infrastructure and access to aviation activities and provide ade- quate mobility for users : Support projects that improve access to serve the state’s residents, visitors, and businesses Performance Measures/System Indicators Relevance 60-minute current accessibility to Missouri commercial airports or nearby commercial airports (one or more carriers) Having access to an airport with scheduled commercial airline service is important. Mis- souri is home to nine air carrier airports. Ser- vice ranges from airports that have nonstop flights to international destinations to single air carrier airports that may have only a few flights per day. 90-minute current accessibility to Missouri commercial airports or nearby commercial airports (more than one carrier) 30-minute current accessibility to a Missouri airport or nearby airport with a published approach According to the FAA, business aviation is the fastest growing segment of general aviation (FAA, 2018); thus the effort put forward by Mo- DOT Aviation to ensure operational access to general aviation airports. 30-minute current accessibility to a Missouri airport or nearby airport with an approach supported by vertical guidance 30-minute current accessibility to Missouri airport or nearby airport with weather advisory reporting 45-minute current accessibility to Missouri airport or nearby airport meeting acceptable NBAA medium busi- ness jet airport characteristics The NBAA represents business aviation inter- ests nationally, and such representation in- cludes the identification of certain airport standards necessary to support access to air- ports and aircraft operations. Business aviation has a significant economic impact on local com- munities. 30-minute current accessibility to Missouri airport or nearby airport meeting acceptable NBAA light business jet airport characteristics 30- and 45-minute current accessibility to Missouri air- port or nearby airport meeting acceptable NBAA me- dium or light business jet airport characteristics Source: MoDOT, 2018. Note: NBAA = National Business Aviation Association. Goal Objective Table A.12. MoDOT Aviation – accessibility.

State Agency Case Studies 99 Objective: “Provide and track MoDOT Aviation’s project managers’ response time to sponsors regarding comments generated during review of aviation design plans that are near 100 per- cent complete for bidding purposes” (MoDOT, 2018). Why it matters: MoDOT Aviation has a responsibility to deliver high-level solutions and services to the states’ airport sponsors. Improved division performance and responsiveness demonstrate commitment to airports, communities, and users and become a baseline for other state agencies. MoDOT Aviation’s PMs, as recorded in the 2018 Multimodal Opera- tions Division Tracker, are aimed at accomplishing the following: • Support solutions for airports by MoDOT Aviation, • Provide a high degree of efficiency and effectiveness within division program processes, and • Support airport user project programming and bidding processes. Through these efforts and achievements, MoDOT Aviation ensures a high-quality dedicated staff while supporting the state’s airports. : Provide Missouri’s airports with infrastructure and sufficient capacity to access the versatile avia- tion activities in the state : Track the condition of paved runways at Missouri’s 102 public airports that are eligible to re- ceive federal or state aviation funds Performance Measures/System Indicators Relevance Percentage of airport runway pavement at publicly owned, public-use airports and reliever airports in the state with a PCI of 70 or greater and considered to be in good condition Provides and supports projects that ensure air- port primary runways achieve a consistent and reliable PCI and are considered in good condi- tion for the type of aircraft operations Percentage of business-capable runway pavements in Missouri that are in good condition Percentage or number of business-capable airports that are a subset of all publicly owned, public-use air- ports with runways of 5,000 feet or more that are in good condition Percentage or number of airports that are annu- ally inspected (pavement condition) by MoDOT Aviation. A pavement inspection is completed at each airport at least once every 3 years. Source: MoDOT, 2018. Goal Objective Table A.13. MoDOT Aviation (internal) – keep customers and ourselves safe. : Provide Missouri’s airports with exceptional staff support through efficient and effective review of airport design plans : Measure and document MoDOT Aviation project managers’ response time to sponsors regard- ing comments generated during review of aviation design plans that are near 100 percent complete for bidding purposes Performance Measures/System Indicators Relevance The date stamp on the design plan triggers the review date counting period, which ends on the date the project manager sends review comments to the sponsor. The project manager reviews the plans and provides com- ments indicating whether design plans are acceptable as submitted or explaining any necessary changes. Provides and supports proficient and respon- sive services to airport sponsors and associ- ated projects, which demonstrates finding solutions with added value Average number of days to review airport design plans Source: MoDOT, 2018. Goal Objective Table A.14. MoDOT Aviation (internal) – deliver transportation solutions of great value.

100 Performance Measures for State Aviation Agencies Focus area (internal): operate a reliable and convenient transportation system (Table A.15) Goal description: “Perform airport inspections and identify safety enhancements and miti gation, which helps to provide a reliable and convenient transportation system” (MoDOT, 2018). Objective: “Track the number of airport safety inspection deficiencies corrected over a 3-year period at each general aviation airport inspected. MoDOT does not have regulatory enforcement authority but can provide federal and/or state grant funding to correct safety issues. This measure is updated annually” (MoDOT, 2018). Why it matters: MoDOT Aviation provides and supports a robust airport inspection and safety enhancement program. The program ensures that the state’s system airports are properly engaged and focused on operating at a high level of safety and reliability congruent with FAA standards. Focus area (internal): operate a reliable and convenient transportation system (Table A.16) Goal description: “MoDOT Aviation’s effort [is] to assist airports and monitor the number of airline enplanements and on-time performance” (MoDOT, 2018). Objective: “Provide and track the on-time performance of arrivals at three of the commercial service airports in Missouri that are eligible to receive federal aviation funds: Kansas City Provide Missouri’s airports with a reliable airport inspection program while enhancing aviation safety Track the number of airport safety inspection deficiencies corrected over a 3-year period at each general aviation airport inspected PM Relevance The state’s 115 non-commercial public-use airports are inspected over a 3-year period. Approximately one-third of the airports are inspected each year. Provides information on how MoDOT Aviation affects public-use airports through the airport safety inspection program and provides an in- dication of how well airports are responding to inspection items through mitigation and safety enhancements Source: MoDOT, 2018. Goal: Objective: Table A.15. MoDOT Aviation (internal) – operate a reliable and convenient transportation system. : To assist airports and to monitor the number of airline enplanements and on-time performance : To provide and track the on-time performance of arrivals at STL, MCI, and SGF, as well as track enplanements at all of MoDOT’s commercial service airports Performance Measures/System Indicators Relevance Airline enplanement data are obtained from the FAA and from individual airports. Maryland is the bench- mark due to its comparable population. The on-time performance data are extracted quarterly from the RITA Bureau of Transportation Statistics website. Carriers that generate at least 1 percent of the total domestic scheduled service passenger revenue re- port on-time data and the causes of delays. Provides and supports air service development through MoDOT grants that can be used for air service promotion and marketing and to study potential new routes Source: MoDOT, 2018. Goal Objective Table A.16. MoDOT Aviation (internal) – operate a reliable and convenient transportation system.

State Agency Case Studies 101 International (MCI), St. Louis Lambert International Airport (STL), and SGF. Addition- ally, MoDOT Aviation tracks the number of airline passenger enplanements at Missouri’s commercial service airports” (MoDOT, 2018). Why it matters: MoDOT Aviation’s interest in passenger enplanements and on-time performance has a direct correlation with economic and community development as well as the AIP program administered by MoDOT Aviation. Increases in enplanements and on-time performance improve the state’s ability to provide additional services. Focus area (internal): use state funding resources wisely (Table A.17) Goal description: “Aggressively manage the State Aviation Trust Fund versus the amount of obligated and tentatively allocated funds” (MoDOT, 2018). Objective: “Provide and track the fund balance of the State Aviation Trust Fund account versus the amount obligated and tentatively allocated to ensure that the balances are spent down to fully utilize available funds” (MoDOT, 2018). Why it matters: MoDOT Aviation has a fiduciary responsibility to monitor the monthly statement from the Department of Revenue showing the amount deposited into the fund. The practice institutes financial principles that maximize the use of funds. Improved division performance and responsiveness demonstrate financial commitment to airports, communities, and users that become a baseline for future financial strategies. Focus area (internal): use federal funding resources wisely (Table A.18) Goal description: “Aggressively manage the federal Airport Improvement Program Fund balance versus the amount [of] obligated and tentatively allocated funds” (MoDOT, 2018). : To aggressively manage the State Aviation Trust Fund versus the amount of obligated and tentatively allocated funds : To provide and track the fund balance of the State Aviation Trust Fund account versus the use avail- able funds Performance Measures/System Indicators Relevance The multimodal section receives a monthly state- ment from the Department of Revenue showing the amount deposited into the fund. MoDOT Aviation maintains an account spreadsheet on the fund and measures the amount in the fund at the first of each quarter. Provides and supports a financial model and process aimed at maximizing grant dollars with airport projects, thus using resources wisely Source: MoDOT, 2018. Goal Objective amount obligated and tentatively allocated to ensure that the balances are spent down to fully Table A.17. MoDOT Aviation (internal) – use state funding resources wisely. : To aggressively manage the federal AIP fund balance versus the amount of obligated and tentatively allocated funds : To provide and track the fund balance of federal AIP funds received versus the amount obli- use available funds Performance Measures/System Indicators Relevance The federal AIP fund balances are tracked internally by MoDOT’s financial services and multimodal sec- tions. The multimodal section measures the amount in the fund at the first of each quarter. Provides and supports a financial model and process aimed at maximizing grant dollars with airport projects, thus using resources wisely Source: MoDOT, 2018. Goal Objective gated and tentatively allocated to ensure that the balances are spent down to fully Table A.18. MoDOT Aviation (internal) – use federal funding resources wisely.

102 Performance Measures for State Aviation Agencies Objective: “Provide and track the fund balance of federal Airport Improvement Program funds received versus the amount obligated and tentatively allocated to ensure that the balances are spent down to fully utilize available funds” (MoDOT, 2018). Why it matters: The multimodal section maintains an account spreadsheet on the fund and measures the amount in the fund at the first of each quarter. The practice institutes financial principles that maximize the use of funds. Case Study Four: State of North Carolina – Division of Aviation Agency Profile NCDOT supports statewide aviation interests through the NCDOT Division of Aviation (see Figure A.5). Airports are an essential element of North Carolina’s intermodal transporta- tion system, and the NCDOT Division of Aviation is a steward of the statewide airport system. This system encompasses 72 public-use airports—62 airports classified as general aviation and 10 that offer commercial air service. North Carolina’s public-use airports contribute more than $52 billion a year to the state’s economy, supporting 307,000 jobs that generate $12.6 billion in personal income and $2.2 billion in state and local tax revenues (NCDOT, 2019). These airports support the move- ment of more than 850,000 tons of cargo, including medical and manufacturing supplies, and more than 62 million passengers for business and leisure purposes. The airports connect users to global markets and support private, military, agricultural, and training activities. Users find Figure A.5. NCDOT Division of Aviation statistics.

State Agency Case Studies 103 air travel convenient, with 94 percent of the population living within a 30-minute drive of an airport. North Carolina aviation also reflects innovative drive and growth through the state’s position as the nation’s second fastest growing aerospace manufacturing sector and through the burgeoning unmanned aircraft systems (UAS) economy. Vision, Mission, and Strategic Framework The NCDOT Division of Aviation’s vision is for North Carolina, through the agency’s efforts, to be recognized for innovation in air transportation that connects people and products to markets around the globe. Its mission is to promote the economic well-being of North Carolina by developing a safe and robust air transportation system (Parsons Brinckerhoff, 2015). As the state’s aviation authority, the division focuses on driving innovation in these areas: • Aviation and aerospace development, • State and federal airport development grant programs, • UAS safety and use, • Aviation safety education and training, and • Air transportation that advances agency missions. The NCDOT Division of Aviation’s 2015 North Carolina System Plan (Parsons Brinckerhoff, 2015) provides the framework for ensuring that development of North Carolina’s public-use airports promotes the vision and mission of the agency and meets the requirements of the FAA. The goal is to drive airport investments that provide economic and measurable returns, increase accountability in funding decisions, and provide tools for decision making. This plan helps the NCDOT Division of Aviation determine how the airport system should be developed to respond to future challenges and meet changes in demand to promote system sustainability. Customers While the NCDOT Division of Aviation serves and collaborates with a wide range of stakeholders in its work to lead innovation in manned and unmanned air transportation, the primary stakeholders—customers—engaged in developing North Carolina’s system of public airports are: • City and county governments, which own and operate the state’s 72 public-use airports and receive state and federal grant funds along with a range of services from the NCDOT Division of Aviation to support development and maintenance of their infrastructure. • Elected and appointed airport boards and commissions that oversee system airports. • The North Carolina Airports Association, which collaborates with the division in training and advocating for the needs of airports across the state. • The North Carolina General Assembly, which provides state funding for airport development. • The NCDOT State Transportation Investments (STI) program, which prioritizes and approves grants awarded competitively to all transportation modes, including aviation, from the state’s Highway Trust Fund. • Metropolitan and rural planning organizations that represent local priorities in allocating STI funds. • The FAA, which provides federal funding for airport development and regulates aviation development, use, and safety. • State and local economic developers, which collaborate with the airports, local governments, the NCDOT Division of Aviation, the North Carolina Department of Commerce, and others to promote economic growth through aerospace investment.

104 Performance Measures for State Aviation Agencies • Companies that rely on airports and air transportation for their businesses, from fixed-base operators, charter services, and flying schools to corporate flight departments, companies that transport high-value, time-sensitive cargo, and agricultural service providers. • Law enforcement, medical personnel, and emergency responders, who use local airports to provide medical and disaster response and conduct search and rescue. • Military bases, which use local airports for training and operational support. • Business and leisure travelers, who use local airports to connect with markets and destinations around the globe. • Multimodal transportation providers, who connect with airports to provide integrated transportation services for residents. • State and national aviation researchers, who discover innovations that enhance airport development in support of aerospace and airport development. The Division’s Measures, Standards, and Targets The NCDOT Division of Aviation tracks and reports internally and to NCDOT and state leadership a range of metrics that gauge the success and impact of its five programmatic areas (aviation and aerospace development, airport development grants, UAS, aviation education and training, and state agency air transportation). The North Carolina Airports System Plan is the primary tool for helping airports and the NCDOT Division of Aviation prioritize grant funding for the development of system airports. The system plan sets the following five goals for achieving an adequate airport system. These become the basis for performance measurement. 1. North Carolina should be served by airports that are safe, secure, and meet applicable FAA design standards and that will satisfy the needs of aviation. 2. North Carolina should be served by an efficient airport system with sufficient facilities and services to maintain the airports and address the needs of the aviation community. 3. North Carolina should be served by airports that support integration with other modes of transportation. 4. North Carolina should be served by a system of airports that comply with all federal, state, and local environmental regulations. 5. North Carolina should be served by a system of airports that promote and support aviation educational programs and community outreach programs. The five goals are integrated into three broad categories used to evaluate the performance of the state’s airports and system: 1. Safety projects, which improve safety and the condition of the facility or mobility along the corridor. 2. Infrastructure health projects, which improve the condition of the existing infrastructure. 3. Mobility projects, which improve mobility or improve access. These include the majority of projects that add capacity or improve travel time, even if the safety or condition of the facility is also improved. A total of 23 PMs, or “tests,” were identified—eight for safety, four for infrastructure health, and 11 for mobility—to determine how well the system performed with respect to each category. Importantly, the system plan groups airports into four categories to reflect the differing roles airports play in the state’s airport system. The four categories reflect economic and demographic

State Agency Case Studies 105 data from the counties in which the airports are located, as well as infrastructure, topography, airspace, and local support available to the individual airports. Performance goals for airports are based on their category. In addition to the system plan performance metrics, the NCDOT Division of Aviation compiles and reports additional airport metrics every 2 years in its North Carolina: The State of Aviation report (NCDOT, 2019). This report tracks the economic impact of the 72 airports on the state and local communities, and it quantifies the state’s aviation assets and major outputs, including by: • Economic impact of the airports (business revenues, jobs, personal income, and taxes); • Passengers transported; • Air cargo transported; • Support industries; • Aerospace manufacturing companies and jobs; • Maintenance, repair, and overhaul companies and jobs; • Military aviation assets and employment; • UAS companies and jobs; and • Aviation education institutions, programs, students, and graduates. Airport Feedback As part of the case study process, information was gathered from two North Carolina system airports that provided perspective on how the state’s performance metrics are inter- preted and the value that the NCDOT Division of Aviation’s programs provide to airports. Two airports were selected, one a general aviation airport and the other an air carrier airport: 1. Charlotte Monroe Executive Airport (EQY) – general aviation reliever airport, and 2. Albert J. Ellis Airport-Jacksonville, NC (OAJ) – commercial service airport. These airports participate in a variety of NCDOT programs and services, including: • Grant programs, including the State Aid to Airports grant program, FAA AIP, and a dedicated fund for commercial service airports; • The NCDOT STI program, a multimodal grant program funded from North Carolina’s Highway Trust Fund; • NCDOT Division of Aviation statewide programs, which provide general aviation airports no-cost airport inspections, a pavement maintenance program, and pavement condition reports used to establish maintenance project priorities, as well as automated weather observing systems, wildlife assessments and technical support; • The North Carolina Airport Technical Assistance program, a division-funded program that provides an airport leadership and management professional development program, as well as training on airport operations and information on research that benefits airport development; • The NCDOT internship program, which places interns of all disciplines from historically black colleges and universities with airports as part of a broader effort to diversify the transportation workforce; • The UAS (drones) program, supporting education, utilization, and response to operations within communities; and • A biennial economic impact study, which quantifies the business revenues, jobs, personal income, and taxes contributed by the airports to the state and local communities.

106 Performance Measures for State Aviation Agencies Successes and Challenges The system plan and its performance have significantly enhanced the deployment of state and federal airport development funds by enabling the NCDOT Division of Aviation to more strategically evaluate and prioritize its investments and increase transparency, giving airports and airport officials more confidence in the state’s grant-making processes. Goals and performance metrics clearly spell out development requirements, making it easier for airports and their local communities to make development decisions. Combined with up-to-date economic impact data, airports now have powerful tools for making the case locally for airport support that will benefit their communities. As with any system, the performance measurement system brings challenges of data collection and the need for analytical tools and staff resources, at both the state and airport level, to main- tain accurate data. The division works continuously to examine and improve data collection and analysis processes. Focus area: safety (Table A.19) Goal description: The NCDOT Division of Aviation’s effort is “to advance the state’s air- ports by promoting safe and secure facilities that meet applicable FAA design standards, which will satisfy the current and future aviation needs of North Carolina” (Parsons Brinckerhoff, 2015). Objective: “Enhance airport design standards and subsequently improve airport safety and operational efficiency” (Parsons Brinckerhoff, 2015). Why it matters: The NCDOT Division of Aviation has a responsibility to deliver airport design standards that enhance the safety and efficiency of all the state’s airports. Division-related programs also address current issues and industry trends related to demand for services : Facilitate North Carolina’s vision of connecting people and places safely and efficiently, with ac- countability and environmental sensitivity Enhance airport design standards and subsequently improve airport safety and operational efficiency Performance Measures Relevance Percentage of airports with controlling interest over the FAA design standard runway protection zones for each runway end Promotes and supports the safety of pilots, passengers, and the public in and around the airport Percentage of system airports with an airport emer- gency plan Percentage of system airports addressing wildlife is- sues Percentage of system airports with a general aviation security plan Percentage of system airports that support search and rescue operations Percentage of hospitals in the state within 30 minutes of a system airport with instrument meteor- ological conditions capability, on-site weather re- porting, and jet fuel availability Percentage of system airports meeting 2013 FAA tax- iway geometry standards Percentage of system airports meeting FAA threshold siting surface requirements Source: Parsons Brinckerhoff, 2015. Goal Objective: Table A.19. NCDOT Division of Aviation – safety.

State Agency Case Studies 107 and capacity. Airport and aviation system users expect to arrive at their destinations safely. The NCDOT Division of Aviation’s PMs promote the safety of pilots, passengers, and the public in and around the airport environment. Focus area: infrastructure health (Table A.20) Goal description: The NCDOT Division of Aviation has a “responsibility to ensure airport infrastructure health through a diverse system of programs with an emphasis on airport infrastructure (landside and airside)” (Parsons Brinckerhoff, 2015). Objective: Ensure airport infrastructure criteria are “programmed properly to obtain the most value for the airport system with a focus on current and future needs. Such programs measure and ensure the infrastructure reliability and integrity within the aviation industry” (Parsons Brinckerhoff, 2015). Why it matters: The NCDOT Division of Aviation has a responsibility to deliver system infrastructure health that supports objectives that align with industry change and NCDOT’s overall vision for state programs. Focus area: mobility (Table A.21) Goal description: The NCDOT Division of Aviation’s effort is “to provide North Carolina’s airports with infrastructure and sufficient capacity to access diverse aviation activities and provide adequate mobility for users” (Parsons Brinckerhoff, 2015). Objective: Support projects that “improve transportation integration and mobility to serve the state’s residents, visitors, and businesses” (Parsons Brinckerhoff, 2015). Why it matters: The NCDOT Division of Aviation has a responsibility, described in the following (from the 2015 North Carolina System Plan Update), to deliver access- and mobility-related programs that address current issues but also consider industry growth and change. • Support access to airports deemed significant by the NCDOT Division of Aviation, • Provide airport accessibility during inclement weather conditions, especially for emergency response/transport, and • Support airport user throughput, both airside and landside. Through these efforts, the NCDOT Division of Aviation plays an instrumental role in ensuring sufficient access and adequate mobility. : Facilitate North Carolina’s vision of connecting people and places safely and efficiently, with ac- countability and environmental sensitivity : Ensure airport infrastructure criteria are programmed properly to obtain the most value for the air- port system with a focus on current and future needs Performance Measures Relevance Percentage of system airports that meet applica- ble FAA runway/taxiway separation design crite- ria on their runways for their current airport ref- erence code Provides and supports airport develop- ment standards, initiatives, and best man- agement practices Percentage of system airports meeting all man- datory items in the aviation development pro- gram (ADP) Percentage of airports meeting all system objectives in the ADP Percentage of system airports that are adequately accessible in terms of signage and access road quality Source: Parsons Brinckerhoff, 2015. Goal Objective Table A.20. NCDOT Division of Aviation – infrastructure health.

108 Performance Measures for State Aviation Agencies Case Study Five: State of Texas – Aviation Division Agency Profile TxDOT supports statewide aviation interests through the TxDOT Aviation Division (see Figure A.6). The TxDOT Aviation Division supports aviation interests statewide and is respon- sible for the issuance of grants to airports. The TxDOT Aviation Division also provides services such as planning, airport CIP development, and aviation education. The programs provided by the TxDOT Aviation Division are enjoyed by public-use airports and their users, the flying public, pilots, other aviation professionals, and associations including those stakeholders within various local, state, and federal departments and agencies. Vision, Mission, and Strategic Framework The vision of the TxDOT Aviation Division is to be a “forward-thinking leader delivering mobility, enabling economic opportunity, and enhancing quality of life for all Texans. The mission of the TxDOT Aviation Division is through collaboration and leadership, to deliver a safe, reliable, and integrated transportation system that enables the movement of people and goods” (TxDOT, 2018). : Facilitate North Carolina’s vision of connecting people and places safely and efficiently, with ac- countability and environmental sensitivity : Support projects that improve access and mobility to serve the state’s residents, visitors, and businesses Performance Measures Relevance Percentage of population within 30 minutes of a system airport by category Supports access and mobility to airports deemed significant by the NCDOT Division of Aviation Percentage of total employment/businesses within 30 minutes of a system airport Percentage of system airports with a published in- strument approach procedure Percentage of population within 30 minutes of a system airport meeting business user needs [5,000-foot runway, jet fuel, approach (250 feet and ¾ mile), ground transportation] Percentage of population within 60 minutes of a sys- tem airport with commercial airline service by at least one airline Percentage of system airports that provide inter- modal options for their community, including public transportation interfaces at the airport Percentage of system airports with 24/7 fueling Percentage of system airports with jet fuel Percentage of system airports needing additional op- erational capacity Percentage of system airports meeting service objec- tives (fixed-base operator, pilot training, mainte- nance, charter/aircraft rental, terminal amenities) Percentage of system airports that are incorporated in local comprehensive transportation plans Source: Parsons Brinckerhoff, 2015. Goal Objective Table A.21. NCDOT Division of Aviation – mobility.

State Agency Case Studies 109 In its 2019–2023 Strategic Plan (TxDOT, 2019), TxDOT identified the values of the TxDOT Aviation Division as: • People: The TxDOT Aviation Division’s people are TxDOT’s most important customer, asset, and resource. The well-being, safety, and quality of life for Texans and the traveling public are of the utmost concern to TxDOT. We focus on relationship building, customer service, and partnerships. • Accountability: The TxDOT Aviation Division accepts responsibility for actions and promotes open communication and transparency at all times. • Trust: The TxDOT Aviation Division strives to earn and maintain confidence through reliable and ethical decision making. • Honesty: The TxDOT Aviation Division’s actions are conducted with the highest degree of integrity, respect, and truthfulness. The seven goals of the TxDOT Aviation Division, as identified in the strategic plan, are: 1. Promote safety, 2. Deliver the right projects, 3. Focus on the customer, 4. Foster stewardship, 5. Optimize system performance, 6. Preserve our assets, and 7. Value our employees. Figure A.6. TxDOT Aviation Division statistics.

110 Performance Measures for State Aviation Agencies Customers Important to the TxDOT Aviation Division’s success are the inclusion and engagement of professional consultants, engineers, planners, and contractors as an extension of the TxDOT Aviation Division’s work to support the Texas airport system. The customers of the division include all airport and aviation system users, including: • Pilots and passengers, • The public in and around airports, such as residents and visitors, • Recreational and business travelers, • Aerial applicators, • Energy-sector users, • The research and development industry, • The space industry, • Safety partners such as the FAA, • Air ambulance services, • Aerial fire suppression services, • Law enforcement agencies such as the Texas Department of Public Safety, • Transit services, • The military, • Counties, and • Municipalities. TxDOT Aviation Division’s Measures, Standards, and Targets The TxDOT Aviation Division incorporates three areas of focus, as identified in the Texas Airport System Plan 2010 (TxDOT, 2010): 1. Access and mobility: provide adequate access by air to the population and economic activity centers of the state and provide timely development and maintenance of the airport system. 2. Economic sustainability: maximize the economic benefits and return on investment to the state, local communities, counties, and cities from development of the airports, and integrate the airport system effectively with other transportation modes. 3. System viability: contribute to an efficient multimodal transportation system maximizing the opportunity for growth in international trade and travel and minimizing adverse impacts on the environment. These focus areas mirror TxDOT’s statewide transportation plan, with an emphasis on the input and inclusion of the state’s intermodal transportation system that serves a community, metropolitan area, or the state. To meet its goals, the Texas Airport System Plan objectives are “to provide air service based on level of services required throughout the state. These include providing airports that support scheduled commercial service within a 60-minute drive of population centers; support business jet activity within a 30-minute drive of population and mineral resource centers; and support single- and twin-engine piston-powered aircraft within a 30-minute drive of agricultural resource centers. Additional objectives are to provide adequate airport capacity to meet forecast demand and provide an airport system developed to applicable federal and state planning and design standards” (TxDOT, 2010). Besides the state airport system, the TxDOT Aviation Division oversees other programs with reportable attributes to the TxDOT, as noted on its website (https://www.txdot.gov/inside-txdot/ division/aviation.html). These include but are not limited to:

State Agency Case Studies 111 • Texas airport directory of public use facilities, • Airport compliance, • Economic impact of aviation, • Texas Aviation Advisory Committee, • Annual aviation conference, • Aviation art contest, • Wingtips newsletter, and • Adopt-an-airport. Airport Feedback As part of the case study process, information was gathered from two Texas system airports to provide perspective as to how the state’s PMs were being interpreted or the value that TxDOT Aviation Division’s programs provide to airports. Differing from the previous case studies, two general aviation airports were selected because all commercial service airports coordinate directly with the FAA and have little contact with TxDOT. 1. McKinney National Airport (TKI) – general aviation airport, and 2. San Antonio Stinson Airport (SSF) – general aviation airport. Texas general aviation airports are well supported through a variety of TxDOT Aviation Division programs. TxDOT Aviation Division’s primary role is to help general aviation airport sponsors (cities and counties) obtain and disburse federal and state funds. The TxDOT Aviation Division also participates in the FAA State Block Grant Program, through which it implements a federal improvement program for general aviation airports. While the competition for discre- tionary funds is apparent through the Texas airport system, both TKI and SSF have benefitted from specific TxDOT grants. Texas does not collect an aviation fuel tax, which is commonly done in most states, which becomes a limiting factor for the entire airport system and restricts support for additional infrastructure and capital needs. Successes and Challenges TxDOT Aviation Division’s success is partly due to its business model and administrative function as a block grant state. The value, nature, and administration of a block grant state are to support general aviation airports with infrastructure development and in-depth coordination that include airport sponsors and contractors that support specific projects. TxDOT Aviation Division Performance Measure Update The TxDOT Aviation Division’s oversight of and involvement in the state’s current airport system plan and associated PMs are representative of the commitment to the goals and mission of TxDOT. The TxDOT Aviation Division is actively involved in identifying potential PMs that inherently establish reliable data and process for future growth and further the TxDOT Aviation Division’s efficiency and effectiveness as an agency and for the customers it serves. The text of this case study follows a slightly different format from the previous case studies. This is because Tables A.22 through A.27 contain PMs proposed to be considered during the development and update of the next state airport system plan and are not currently being measured by the TxDOT Aviation Division. While not exhaustive, these provide insight to the different types of PM value and the relationship between direct and indirect influences on the data and process related to each element. Ideally, PMs selected will further enhance the TxDOT Aviation Division’s effort to maximize value and services provided to all customers of the airport system.

112 Performance Measures for State Aviation Agencies TxDOT Aviation Division is still developing system goals related to safety and efficiency as it reviews PMs for potential inclusion in its system plan. TxDOT Aviation Division is still developing system objectives related to safety and efficiency goals as it reviews PMs for potential inclusion in its system plan. Performance Measures/System Indicators Relevance Percentage of airports with approaches negatively affected by obstructions Promotes the safety of pilots, passengers, and the public in and around the airport Percentage of airports that have full perimeter wildlife fencing Percentage of airports that have adopted appropriate land use controls Percentage of NPIAS airports that meet current FAA design stand- ards under AC 150/5300-13A Percentage of airports with adequate crosswind coverage Promotes the safety of pilots, passengers, and the public in and around the airport Percentage of airports that meet runway length requirements for existing critical aircraft Percentage of airports that have a formalized program for receiv- ing, managing, and responding to on-/near-airport UAS use re- quests Percentage of airports with the level of activities to warrant an ATCT Percentage of communities with emergency responders that have basic training in ARFF Provides critical ground-based services to people and aircraft in emergency situations Percentage of airports that support aerial firefighting Supports critical rapid response aerial firefighting activities across the state Percentage of airports that support medical emergency/evacua- tion aircraft Percentage of system airports with a runway pavement classifica- tion of “good” Promotes and supports the safety of pilots, passengers, and the pub- lic in and around the airport Percentage of system airports with access controls to airport op- erating areas Percentage of system airports with an updated survey of aeronau- tical obstructions Percentage of system airports with an airport perimeter road Percentage of system airports with controlling interest (property ownership/easements) over the FAA design standard runway pro- tection zones for each runway end Percentage of system airports with airport minimum standards and airport rules and regulations documents for their facility Note: These PMs are still under review by TxDOT Aviation Division and are subject to change prior to publication of this guidebook. The PMs are included here for the purpose of showing how TxDOT Aviation Division is approaching the development of its PMs and for generating ideas for other state aviation agencies as they modify or initiate the tracking of PMs for their state aviation systems. Goal: Objective: Table A.22. TxDOT Aviation Division – safety and efficiency.

State Agency Case Studies 113 TxDOT Aviation Division is still developing system goals related to access and mobility as it reviews PMs for potential inclusion into its system plan. TxDOT Aviation Division is still developing system objectives related to access and mobility goals as it reviews PMs for potential inclusion into its system plan. Performance Measures Relevance Percentage of population within a 30-minute drive of a system airport Supports access to airports deemed signifi- cant by TxDOT Aviation Division Percentage of population within a 30-minute drive of an all-weather runway Provides airport accessibility during inclem- ent weather conditions, especially for emer- gency response/transport Percentage of airports with adequate terminal capac- ity Supports airport user throughput, both air- side and landside Percentage of airports with adequate shared hangar spaces Supports transient aircraft overnight parking System Indicators Relevance Percentage of airports that provide ground transpor- tation (courtesy car or other) Provides transportation services to transient airport users Percentage of airports with a dedicated snow re- moval equipment building Extends the life of assets that are critical to an operational airport Percentage of airports providing access to remote communities Provides a gateway to remote communities, especially in emergency situations Note: These PMs are still under review by TxDOT Aviation Division and are subject to change prior to publication of this guidebook. The PMs are included here for the purpose of showing how TxDOT Aviation Division is approaching the development of its PMs and for generating ideas for other state aviation agencies as they modify or initiate the tracking of PMs for their state aviation systems. Goal: Objective: Table A.23. TxDOT Aviation Division – access and mobility.

114 Performance Measures for State Aviation Agencies TxDOT Aviation Division is still developing system goals related to economic sustainability as it re- views PMs for potential inclusion into its system plan. TxDOT Aviation Division is still developing system objectives related to economic sustainability goals as it reviews PMs for potential inclusion into its system plan. Performance Measures/System Indicators Relevance Percentage of airports with appropriate 24/7 fuel availability Indicates demand and revenue generation at an airport Percentage of airports that are recognized in local or regional comprehensive plans Protects the airport from encroachment and indicates a relationship with the community Percentage of airports with active development part- nerships with chambers of commerce, tourism bu- reaus, organizations, industries, governments, and recreational user groups Demonstrates that the airport is advancing business opportunities and developing part- nerships Percentage of airports with business parks or landside real estate development Percentage of airports that support the aerospace manufacturing, technology, or testing industry Percentage of airports that support aerial agricul- tural application Supports the agriculture industry Percentage of airports with adequate utilities Facilitates aviation and non-aviation devel- opment at an airport Percentage of the direct economic impact of individ- ual airports in airport-related jobs and dollars Demonstrates that the airport is advancing business opportunities and developing part- nerships Percentage of total employment/businesses within 30 minutes of a system airport Percentage of system airports with established/de- velopable industrial park abutting/near airport Number of key tourism indicators (e.g., hotel rooms) within 30 minutes of system airports Percentage of population and area within 30 minutes of a system airport meeting traditional business user needs Percentage of system airports with expansion/devel- opment potential Note: These PMs are still under review by TxDOT Aviation Division and subject to change prior to publication of this guidebook. The PMs are included here for the purpose of showing how TxDOT Aviation Division is approaching the development of its PMs and for generating ideas for other state aviation agencies as they modify or initiate the track- ing of PMs for their state aviation systems. Goal: Objective: Table A.24. TxDOT Aviation Division – economic sustainability.

TxDOT Aviation Division is still developing system goals related to system viability as it reviews PMs for potential inclusion into its system plan. TxDOT Aviation Division is still developing system objectives related to system viability goals as it reviews PMs for potential inclusion into its system plan. Performance Measures Relevance Percentage of airports with on-site weather report- ing (AWOS or ASOS) Provides weather reporting information to pilots in a state that experiences dynamic weather conditions Percentage of airports with an average runway and taxiway PCI of 70 or greater Demonstrates responsible use of funds by de- voting resources to extend the life of airport pavements System Indicators Relevance Percentage of airports that host aviation educational programs Promotes aviation in the state and the devel- opment of the next generation of aviation and aerospace professionals Percentage of airports with a sustainability plan Provides guidance on sustainable actions to reduce environmental impacts, promote sta- ble economic growth, and achieve social pro- gress Number of Texas pilots per capita Indicates Texas’s relationship to the national commercial pilot shortage Percentage of airports with pavement maintenance programs Demonstrates responsible use of funds by de- voting resources to extend the life of airport pavements Note: These PMs are still under review by TxDOT Aviation Division and are subject to change prior to publication of this guidebook. The PMs are included here for the purpose of showing how TxDOT Aviation Division is approaching the development of its PMs and for generating ideas for other state aviation agencies as they modify or initiate the tracking of PMs for their state aviation systems. Goal: Objective: Table A.25. TxDOT Aviation Division – system viability. TxDOT Aviation Division is still developing system goals related to preservation as it reviews PMs for potential inclusion into its system plan. TxDOT Aviation Division is still developing system objectives related to preservation goals as it reviews PMs for potential inclusion into its system plan. Performance Measures/System Indicators Relevance Percentage of airports meeting minimum facility and service objectives Provides weather reporting information to pilots in a state that experiences dynamic weather conditions Percentage of system airports with displaced thresh- olds Provides runway data and associated impacts of displaced thresholds Percentage of system airports with a waiting list for T-hangars or community hangars Provides market insight as to existing and fu- ture hangar demand Percentage of system airports with a terminal/ad- ministration building, and percent of those build- ings constructed since 1990 Demonstrates responsible use of funds by de- voting resources to specific types of airport facilitiesPercentage of existing capital project funding ver- sus the future capital project costs for system air- ports Percentage of system airports with an airport restau- rant Percentage of system airports that offer based flight training Promotes aviation in the state and the devel- opment of airport-specialized aviation ser- vice operators and other airport-related busi- nesses Percentage of system airports that offer aircraft maintenance services Percentage of system airports that offer aircraft charter services Note: These PMs are still under review by TxDOT Aviation Division and are subject to change prior to publication of this guidebook. The PMs are included here for the purpose of showing how TxDOT Aviation Division is approaching the development of its PMs and for generating ideas for other state aviation agencies as they modify or initiate the tracking of PMs for their state aviation systems. Goal: Objective: Table A.26. TxDOT Aviation Division – preservation.

116 Performance Measures for State Aviation Agencies TxDOT Aviation Division is still developing system goals related to environmental compliance and stewardship as it reviews PMs for potential inclusion into its system plan. TxDOT Aviation Division is still developing system objectives related to environmental com- pliance and stewardship goals as it reviews PMs for potential inclusion into its system plan. Performance Measures/System Indicators Relevance Percentage of system airports that comply with the EPA’s current requirements for spill prevention, con- trol, and countermeasures Provides and supports airport environmental stewardship standards, initiatives, and sustain- able best management practices Percentage of system airports that comply with the EPA’s current requirements for stormwater pollution prevention plans Percentage of applicable system airports with a vegeta- tion management plan (VMP) Percentage of applicable system airports with up- dated yearly operating plans associated with their existing VMPs Percentage of system airports with a wildlife man- agement plan Percentage of system airports with a comprehensive solid waste management plan Percentage of system airports with surrounding municipalities that have adopted appropriate zon- ing and other controls to help ensure that land uses within the airport environs are compatible with air- port operations and development Percentage of system airports with alternative fuel ve- hicles or other alternative fuel equipment Percentage of system airports with recycling programs Percentage of system airports with airport noise con- tours Note: These PMs are still under review by TxDOT Aviation Division and subject to change prior to publication of this guidebook. The PMs are included here for the purpose of showing how TxDOT Aviation Division is approaching the development of its PMs and for generating ideas for other state aviation agencies as they modify or initiate the track- ing of PMs for their state aviation systems. Goal: Objective: Table A.27. TxDOT Aviation Division – environmental compliance and stewardship.