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Communications Plan EssayThe Federal Aviation Administration (FAA) and TSA awarded a $37m kick in for magnification projects at Denver International aerodrome. These funds atomic number 18 being utilize for the master picture projects. Approximately $11.6m will go towards rehabilitating runway 8/26, and over $1.7m will be used to improve the taxiway system surrounding Jeppesen Terminal. virtually $8.7m will be used to upgrade runway 16L/34R. somewhat $15m from the TSA grant will be spent on improving the personal line of creditports baggage test system. Stakeholder AnalysisTo examine the role of the communication channelport stakeholders a precise commentary of stakeholders and their goals for the drome is necessary. The purpose of this section is to identify the airdromes goals from the point of view of each stakeholder group.1) PassengersFor passengers, the airport provides a transition point surrounded by the nation and air conveyance of title modes, or a connection point between deuce flights. Different sub-types of passengers cook been identified (Neufville Odoni 2003)1) Arriving passengers2) Originating passengers3) Transfer passengers4) International and domestic passengers5) lease and low-f atomic number 18 airline passengers6) Shuttle/commuter passengersThese passenger types atomic number 18 non mutually exclusive rather, an psyche passenger may be a member of more(prenominal) than matchless subtype of passenger categories. Arriving and originating passengers ar commonly referred to as origin and destination (OD) passengers. Independent of the passenger classifications according to the above attributes, the passengers may be viewed in two different capacities in the context of this analysis. First, passengers can be viewed as participants in the economical system, either as business travelers or as tourist/ leisure time travelers, purchasing go from airport service providers and interacting in different ways with topical anesthetic anaesthetic businesses and the local community. Second, passengers can be viewed as individual travelers that have expectations intimately receiving quality services, and passing through the airport system in a convenient manner. These two perspectives have different implications on the goals for the airports and will be treated separately in the following subsections.a) Passengers as Economic ParticipantsPassengers may participate in the economic system in one of several ways 1) As origin leisure/ ad hominem travelers These are passengers from the local community that use the airport as their departure point for leisure or other personal travel. 2) As origin business travelers These are travelers representing local businesses, using the airport as their departure point. 3) As destination leisure/personal travelers These are visitors to the region, for touristry or other personal purposes. 4) As destination business travelers These are business travelers coming to visit local businesses. If the airports occupation is firmly geared toward OD employment, then demand at the airport is more heavily determined by the local economy.In contrast, significant connecting (transfer) passenger levels are less sensitive to the per get upance of the local economy, but those traffic volumes may represent vulnerability for the airport since they are to a greater degree dictated by a aircraft carriers viability and route decisions. Passengers contribute toward the financing of airport capital improvement projects through Passenger Facility Charges (PFCs) of up to $4.50 per passenger. PFCs are paid directly by passengers through airline tickets and proceeds must be used for capital improvements at the airport that collected them (Wells Young 2003). The goals for passengers as economic participants relates to the cost of travel Providing access to low airfares is a key objective for the airport in the view of air passengers.b) Passenger as TravelersWh en considering the passengers as travelers as a stakeholder group, the counselling is on the passenger as an individual. The goal of the airport from the individual passenger viewpoint is, moving passengers quickly and conveniently to where they indispens suitableness to go. This view considers the airport as a transit point from one mode of transportation to another, or as a connection point between two different flights. Ensuring on-time performance was raised as the most important aspect to achieving this objective. 2) Business, Commerce, Tourism, Arts, Sports, and Education Organizations The organizations that in various ways are customers of the airport have been summarized as business, commerce, tourism, arts, sports, and education organizations. Some organizations are direct users of the airport by importing or exporting services (i.e. business travelers) and goods (raw materials or finished goods). other organizations are indirect customers of the airport as a result of t heir customers (e.g. tourists) traveling through the airport. The term organizations is used to encompass both for-profit and not-for-profit organizations.OrganizationsOrganizations whose clients arrive through the airportOrganizations that are direct users of the airportImporters of services and goodsExporters of services and goodsThe airport serves as an engine of business activity for the organizations in the region. The airport drives and supports economic activity in several different ways, including both through business activities directly at the airport and through business activities throughout the regional economy (Button Stough 2000). Underlying goals for maximise this economic activity include maximizing passenger volumes and traffic at the airport as well as maximizing the number of destinations served and the frequency of those services (Matt Erskine, Greater Washington Board of Trade 2009). As a result of the different types of use of the airport described in the pr evious paragraph, the priority of one goal over another varies between organizations.3) Air CarriersAir carriers provide the air transportation service from the airports. Air carriers include both passenger and consignment carriers and are classified into three subcategories (Environmental Protection Agency 2000) 1) Large certified carriers These carriers have a certificate to carry 61 passengers or more, payload concern to or greater than 18,000 pounds, or conduct international operations. 2) Small certified carriers These carriers fly aircraft that carry less than 61 passengers, carry less than 18,000 pounds, and do not conduct international operations. 3) Commuter carriers These are air taxis with a published schedule of at least five weekly round trips between at least two airports. Air carriers select airports based on the passenger demand for service to/from the airports (i.e. revenue generation potential) and based on the cost of operate at the airport. The airlines have t he objective of achieving high school yields, (Doganis 2002).aerodromes serve the role of providing access to high yield markets. Attractive airports reassure low cost of air carrier operations at the airport. This includes both minimizing direct gifts charged to air carriers through the maximization of non-aeronautical revenues (Dallas Dawson, Tampa International Airport 2009) and minimizing costs incurred by air carriers through waiting on the ground (Peter Stettler, Ricondo and Associates 2009). An airport may serve either as a hub for a carrier, with a high portion of that carriers flights operating(a) to/from the airport, or as a non-hub airport with a lower portion of flights for a given carrier (Belobaba et al. 2009). In either situation, the airport should act as an efficient hub/connection point, contributing to ensuring air carriers on time performance (Pat Oldfield, United Airlines 2009). In addition, it is the expectation of air carriers that airports ensure safety o f operations on the airport surface (Kurt Krummenacker, Moodys 2009).4) General Aviation UsersGeneral breeze encompasses many types of aviation outside the air carrier definition, including (Wells Young 2003).1) Air taxi hustlers (except those air taxi operators listed in section IV.A.3)2) Corporate-executive transportation3) Flight instruction4) Aircraft rental5) Aerial application6) Aerial observation7) Business8) PleasureSeveral of the goals listed for air carriers also apply to general aviation in terms of on-time performance, low costs, and safety. However, a representative of a business aviation organization defined the elemental goal of airports as serving as access point to the national air transportation system by providing good availability and high capabilities in terms of instrumentation and services (Jeff Gilley, National Business Aviation Association 2009). 5) Airport OrganizationThe airport organizational structure varies (Neufville Odoni 2003) and can be comprise d of an individual airport such as Dallas Fort deserving Airport (DFW) (DFW Airport 2009) or as a group of airports managed by the very(prenominal) organization, such as the metropolitan Washington Airports imprimatur (MWAA) (Metropolitan Washington Airports Authority 2009). The airport organization is overseen by a board appointed by local governments. In big airports or systems of airports, a common feature is that the organization includes a separation of operating units which carry out on-going management of airport operations, and they are separate from ply units which have responsibility for (among several other areas) infrastructure phylogeny (Neufville Odoni 2003). The airport itself pays for some capital infrastructure projects.Airport operating revenues come from sources such as landing fees, terminal leases and proceeds from concessions sales. This revenue is used to pay for the airports operating expense, but any surplus can be used to contribute toward capital im provements. A set of goals for the airport organization can be derived from studying airports strategic plans and objectives and from interviewing airport management experts. The primary objective (sometimes referred to as the mission) of the airport is to provide access to high quality air services to its region. Other goals, such as ensuring strong financial performance and high operational efficiency, are considered as means to an end in that they enable the airport to achieve this overarching goal (DFW Airport 2008 Hillsborough County Aviation Authority 2006). A compact view of the airports goals is presented using the structure of Denver International Airports strategic plan (Denver International Airport 2009)1) Excel in airport management This goal includesa) Achieve high security and safety (City of Cleveland, Department of porthole Control 2007 Denver International Airport 2009 Hillsborough County Aviation Authority 2006) b) Grow revenue and manage costs (City of Cleveland , Department of Port Control 2007 Denver International Airport 2009 DFW Airport 2008 Hillsborough County Aviation Authority 2006) c) Drive economic growth (Denver International Airport 2009) d) Grow passenger numbers (City of Cleveland, Department of Port Control 2007 Denver International Airport 2009) e) Provide access to a high number of destinations and a high frequency of service (Denver International Airport 2009).This goal relates immediately to the primary objective of the airport described above. Airport management must also achieve a balance where sufficient infrastructure capacity exists for handling traffic magical spell capacity is at the same time not over-built (Paul McKnight, Jacobs Consultancy 2009 Frank Berardino, GRA Inc 2009). Additionally, a key objective for airports is to maximize non-aeronautical revenues since that provides diversified revenues and allows for keeping usage charges to air carriers low, thereby potentially attracting more traffic (Chellie Came ron, MWAA 2009 Peter Stettler, Ricondo and Associates 2009 Seth Lehman and Emma Walker, Fitch Ratings 2009).2) Provide high levels of customer service This goal includes ensuring a good experience for both passengers and other customers (City of Cleveland, Department of Port Control 2007 Denver International Airport 2009 DFW Airport 2008 Hillsborough County Aviation Authority 2006). 3) Develop environmentally sustainable practices and minimize noise This goal includes minimizing emissions, energy consumption, etc., indoors the airport (Denver International Airport 2009 City of Cleveland, Department of Port Control 2007). Some airports, such as Sea-Tac, are also beginning to expand their focus by considering greenhouse gas emissions not only from the airport-controlled operations but also from airlines and other tenants as well as the public (Port of Seattle, Sea-Tac Airport 2007). relate to this is the goal of minimizing airport-related noise (Neufville Odonin2003).4) Develop hig h-performing employee teams This goal relates to developing effective and skilled employees (City of Cleveland, Department of Port Control 2007 Denver International Airport 2009) and maximizing employee usage (DFW Airport 2008). 5) Enhance competitive advantage This goal includes providing competitive user place and protecting the airports physical infrastructure (Denver International Airport 2009 City of Cleveland, Department of Port Control 2007).Some of these goals may be in competition with each other. For instance, the goal of maximizing non-aeronautical revenue can contradict with the goal of developing environmentally sustainability and providing a good experience for passengers The latter two goals would be aided by promoting and developing access to public transportation access modes to the airport such as bus or rail. However, the goal of maximizing non-aeronautical revenue is better served by maximizing revenue-generation in the form of set revenue from private vehicl es. In such instances, airport management must balance the competing priorities in order to accomplish the goals of the airport. 6) Investors and Bond-HoldersThe majority of airport debt is of the general airport revenue bond (GARB) type. GARB means that the bond is backed by revenues generated from airport operations and not backed by any government bread and butter source. The credit ratings agencies Moodys, Standard and Poors, and Fitch Ratings participate in this system by assigning grades of investment quality to the airports bonds. The ratings agencies ratings affect the interest rates and terms of the bonds (Wells Young 2003). A large number of factors impact the bond ratings, including1) Historical and projected population growth2) Historical and projected employment expansion and mix3) Passenger growth4) Airport utilization trends5) Portion of origin and destination (OD) traffic6) The importance of the facility to the overall US system of airports7) Whether the airport i s in a favorable geographic location (e.g. is it a natural hub location?)8) Airfield capacity and attractiveness of facilities9) Debt burden and carrying costs10) Financial potency of carriers with a lot of connecting traffic, and their level of commitment to the airport11) The role of the airport in the dominant carriers network12) The level of legal flexibility for the airport to change the rates it charges air carriers7) ConcessionairesAirport concessionaires operate passenger services in terminal buildings and may include food and beverage services, sell services, and hotels. Concessions operators pay the airport organization a fixed annual fee and/or a percentage of gross revenues (Wells Young 2003). Considering the concessions operators objective of maximizing profits, the goals of the airport for these operators are deduced to be maximizing passenger volumes and minimizing the fees paid to the airport organization.8) Service ProvidersThe service providers are private oper ators that offer services to air carriers and general aviation users. Independent operators may supply these services (e.g. fixed-base operators, FBOs), but some of the services may also be provided by the airport operator, the airline itself, or by another airline. Services provided include (Neufville Odoni 2003)1) Supply of aviation fuel and oil2) Baggage handling and sorting3) Loading and unloading of aircraft4) Interior cleaning of aircraft5) lavatory and water service6) Passenger transport to/from remote stands7) Catering transport8) Routine inspection and maintenance of aircraft at the stands 9) Aircraft starting, marshalling, and parking10) Aircraft de-icing11) Passenger handling (e.g. ticketing and check-in)12) commitment and mail handling13) Information services14) Preparation of handling and load-control documents15) Supervisory or administrative dutiesSimilar to concessionaires, independent service providers pay a fee to the airport organization which is typically a pe rcentage of gross revenues (Neufville Odoni 2003). In a parallel to concessionaires, service provider goals for the airport would include maximizing traffic volumes and minimizing the fees paid to the airport organization.9) EmployeesThe employee category includes both direct employees of the airports organization as well as employees of companies operating at the airport, such as concessions operators. Some employees are organized into unions, such as the Service Employees International Union (SEIU USW West 2009) and Unite Here (Unite Here 2009). The objective of the airport from the perspective of those unions is to provide pay off jobs, wages, and benefits (Unite Here 2009).10) Federal GovernmentThe federal government participates in the airport system in three different roles As a bill- remunerator, as an operator, and as a regulator. Each of these roles will be addressed in this section. In terms of the governments role as a bill payer for the system, the Airports Improvement Program (AIP) is administered by the FAA and its funding comes from the Airport and Airway Trust Fund, which in turn is funded by user fees and fuel taxes. AIP funds can be applied toward projects that support aircraft operations including runways, taxiways, aprons, noise abatement, land purchase, and safety, emergency or snow removal equipment. In order to be eligible for AIP funding, airports must be part of the National Plan of Integrated Airport Systems (NPIAS), which imposes requirements on the airport for legal and financial compliance (Wells Young 2003). The NPIAS has two goals To ensure that airports are able to accommodate the growth in travel and to keep airports up to standards for the aircraft that use them (FAA 2008).The governments role as airport operators includes three different agencies 1) FAA The FAA is the operator of ramp, ground, local, and departure/arrival air traffic control services (United States Code of Federal Regulations 2010). 2) Transportation Secur ity Administration (TSA) The TSA provides passenger and baggage security screening services. The TSA differentiates that it is the goal for its baggage screening operations to screen for explosives and other dangerous items while maximizing efficiency (Transportation Security Administration 2009). This can be translated to state that it is the goal for the airport to ensure secure transportation of people and goods while minimizing the impact of security measures on legitimate travelers and goods.3) Customs and Border Protection (CBP) The CBP is liable for operating passport control and customs inspections at international airports. The CBP states that it is its mission to protect our nations borders from terrorism, human and drug smuggling, illegal migration, and agricultural pests while simultaneously facilitating the flow of legitimate travel and trade (Customs and Border Protection 2009). Just as for the TSA, this can be translated to state that it is the goal for the airport to ensure secure transportation of people and goods while minimizing the impact of security measures on legitimate travelers and goods. Lastly, the federal government is a regulator of the airports system. Airports that are included in the NPIAS are subject to a number of federal regulations that are enforced by the FAA and the Transportation Security Administration. The regulations apply to both the airport infrastructure as well as to service providers within the airport systems. The purpose of these rules is to ensure the safe and efficient operations of public-use airports (Wells Young 2003).11) Local GovernmentUS airports are with few exceptions not private, profitmaking enterprises. Instead, airports are typically owned and operated by public entities such as cities, counties, or local airport authorities (Neufville Odoni 2003). For instance, Washingtons Dulles and National airports are owned and operated by the Metropolitan Washington Airports Authority (MWAA). The MWAA is officially a body independent of the local government but its board is appointed by the Governor of Virginia, the Mayor of the District of Columbia, the Governor of Maryland and the President of the United States). Similarly, youngark, LaGuardia, JFK, Stewart International, and Teterboro airports in metropolitan New York City are owned by the Port Authority of New York and New Jersey (The Port Authority of New York and New Jersey 2009). Dallas-Fort Worth Airport is jointly owned by the City of Dallas and the City of Forth Worth (DFW Airport 2009).The government owners in the form of city and local governments are represented by an airport board which is responsible for the strategic direction of the airport and for appointing airport management (Wells Young 2003). The local government is supported in an advisory role by federally funded Metropolitan Planning Organizations (MPOs) who are charged with assisting in planning for aviation and other transportation infrastructure for the local region (Association of Metropolitan Planning Organizations 2010). State and local government also contribute as bill-payers for capital improvement projects (Airports Council International North America 2009). The objectives of the airport from the point of view of the local government is representative of those of the local community it represents and involves both maximizing its positive effects while minimizing its negative effects. One form of positive impact of the airport is in the shape of economic effects.There is significant literature on the economic impact of airports. However, many studies are sponsored by the airports authorities themselves, making them more political than analytical. Although there may be no definitive measure of the economic impact of airports, a structure for the types of impacts of airports to their regional communities has proposed (Button Stough 2000) 1) Short-term impact from construction, expansion, and renovation of airports 2) Sustain ed impact in the form of jobs at the airport (direct impact) and off-airport jobs that result from the multiplier effect of the income generated by employees at the airport 3) Stimulus of the local economy as a result of firms and individuals having air transportation services at their disposal 4) Spurring other economic development by crossing thresholds for economies of scale, scope, and density. The authors note that this last form of impact is very difficult to quantify.COMMUNICATION PLANCommunication ObjectivesThe objective of this strategic communications plan is to serve as a road map for how communications will be done between members of the project team as well as the stakeholders.. This plan comprises objectives, strategies and tactics for how team correspondence will be performed between each facet of the project team..Works CitedKurt Krummenacker, Moodys, 2009. Interview of Kurt Krummenacker, Moodys, by David Schaar, George Mason University.Metropolitan Washington Airpor ts Authority, 2009. Metropolitan Washington Airports Authority, Facts. Available at http//www.mwaa.com/about_the_authority/facts Accessed October 15, 2012.Neufville, R.D. Odoni, A.R., 2003. Airport systems, McGraw-Hill Professional.Port of Seattle, Sea-Tac Airport, 2007. Port of Seattle,Seattle-Tacoma International Airport,Greenhouse Gas Emissions Inventory 2006,Sarkis, J., 2000. An analysis of the operational efficiency of major airports in the United States. Journal of Operations Management, 18(3), 335-351.Sarkis, J. Talluri, S., 2004. Performance based clustering for benchmarking of US airports. Transportation Research Part A Policy and Practice, 38(5), 329-346.Schap, D., 1986. Municipal self-control in the electric utility industry, Praeger.SEIU USW West, 2009. SEIU USW West About Us. Available at http//www.seiu-usww.org/about/Default.aspx Accessed October 16, 2012.Smith, D.M., 1979. Where the grass is greener, Taylor Francis.The Port Authority of New York and New Jersey, 2009. Overview of Facilities and Services About the Port Authority. Available at http//www.panynj.gov/about/facilities-services.html Accessed October 18, 2012.Transportation Security Administration, 2009. Transportation Security Administration What We Do. Available at http//www.tsa.gov/what_we_do/index.shtm Accessed October 16, 2012.Unite Here, 2009. Unite Here. Available at http//www.unitehere.org/about/airports.php Accessed October 16, 2012.United States Code of Federal Regulations, 2010. Title 14,Part 91. Available at Accessed February 5, 2010.Upham, P.J., 2003. Towards sustainable aviation,Earthscan.US-Citizens Aviation Watch, 2009. US-Citizens AviationWatch. Available at http//www.us-caw.org/ Accessed October 16, 2012.Wells, A.T. Young, S.B., 2003. Airport planning management, McGraw-Hill Professional.White, E.T., 1976. Utilities, Dept. of defending team, National Defense University, Industrial College of the Armed Forces. Wolfe, H.P. NewMyer, D.A., 1985. Aviation industry regulation, SIU Press.