Professional Documents
Culture Documents
AIRPORT
A public facility where aircrafts can take off and land.
Consists of runways.
Usually owned and/or operated by the national government
TYPES OF AIRPORTS
1. Towered
the Tower controls the air traffic and monitors the departure / arrival of aircrafts
2. Non-Towered
AIRPORT PLANNING
- is a systematic process used to establish guidelines for the efficient development of
airports that is consistent with local, state and national goals.
- A key objective of airport planning is to assure the effective use of airport resources in
order to satisfy aviation demand in a financially feasible manner.
- An airline is dependent for its very existence on the ability of its top planners. Failure to
forecast the demand for air travel and to plan how to meet a rising or shrinking demand
spells the difference between success and failure. The management process begins with
planning, which sets the stage for what the organization will do, both globally and
specifically.
- In order to determine airport demand, forecasts of annual, peak-day and peak-hour
volumes of passengers and aircraft must be made. The size of the community serviced by
the airport must also be predicted.
Aviation activity of a community is dependent upon:
1. Population and population density
2. Economic character of the city: Generally, industrial-oriented cities have much
less aviation activity than centers of government, education, and finance.
3. Proximity of other airports: Nearby airports will create competition for
passengers and freight
GOALS OF AIRPORT PLANNING
1. Company-wide goals.
These are the general goals an organization wants to achieve. Some examples might
be earn an annual return of 12 percent on our investment, capture 25 percent of the
New OrleansMemphis market, and develop a new promotional fare to compete with
Airline X.
2. Administration or departmental goals.
These goals should be related to and should lead directly to the achievement of
companywide goals. Some examples might be improve on-time performance by 10
percent system-wide during the next quarter, develop and implement a new training
program for apprentice-level mechanics in the sheet metal shop, and hold flight
attendant absenteeism to 7 percent.
3. Individual goals.
These are the goals that specific persons will have to achieve if departmental, division,
group, or unit goals are to be met. Some examples might be increase my cargo sales
volume by 10 percent over last year and process 10 percent more insurance claims per
week.
GENERAL PURPOSE
Planning concept to develop the ultimate version of an airport
Includes aviation and non-aviation related sectors
Specific Goals
Provides guidelines for future development of the airport
To develop physical facilities of an airport
To account for land use impacts and airport noise compatibility standards
To establish access requirements
Schedule priorities in the development process
MASTER PLAN
For the individual airport, owners rely more on the airport master plan for their airport. An
airport master plan represents the airports blueprint for long-term development.
A few of the goals of a master plan are:
1. To provide a graphic representation of existing airport features, future airport
development and anticipated land use.
2. To establish a realistic schedule for implementation of the proposed development
3. To identify an realistic financial plan to support the development
4. To validate the plan technically and procedurally through investigation of concepts
and alternatives on technical, economic and environmental grounds.
5. To prepare and present a plan to the public that adequately addresses all relevant
issues and satisfies local, state and federal regulations.
6. To establish a framework for a continuous planning process.
PARTICIPANTS OF AIRPORT PLANNING
Coordinated effort between groups of people
Groups involved in master planning
Airlines
Airport authorities
Engineering team
Environmental groups
Financial groups
City council (community)
NOTE: Get the community involved
MASTER PLAN CHECKLIST
Organization and study groups
Inventory of existing facilities
Forecasts of future aeronautical demand
Capacity and delay analysis
Facility requirements and concept development (phases and alternatives)
Airport site selection (or infrastructure site selection if the airport is in place)
Environmental procedures analysis (noise and water pollution)
Operational simulations (capacity and delay analyses)
Airport plans (ALP)
Plan implementation
PRINCIPLES OF ORGANIZATION PLANNING
1. Unity of Objectives
The principle of unity of objectives states that each administration, department, division,
section, group, and unit of the company must contribute to the accomplishment of the
overall goals of the firm. For example, the regional sales and services department must be
concerned not only with sales but also with how its activities are integrated with all other
activities in the company, such as personnel, finance and property, flight operations, and
so forth.
2. Span of Control
The principle of span of control states that there is a limit to the number of subordinates a
manager can effectively supervise. It is impossible to specify the exact number of
subordinates that a manager can supervise for each situation, for that depends on such
variables as (1) the type and complexity of work being performed, (2) the managers
ability, (3) the training of subordinates, (4) the effectiveness of communications, and (5)
the importance of time.
3. Departmentalization
Is the practice of subdividing both people and functions into groups within an organization
to gain the advantages of specialization. Many terms are used for such groups, including
administrations, departments, divisions, regional offices, sections, and units. The extent to
which an airline is departmentalized depends on the size of the carrier, the complexity of
its operations, and its route structure. In other words, in preparing an organizational plan, it
is necessary to decide the extent to which tasks are to be subdivided.
4. Delegation of Authority
5.
6.
7.
8.
Implies that the authority to make decisions should be pushed down to the lowest
competent level of supervision. This allows minor decisions to be made at the lower levels
of management, and major decisions at the higher levels. However, delegation of authority
does not relieve the delegator of the responsibility for the actions of subordinates. A
supervisor is always ultimately responsible for the actions of subordinates.
Levels of Management
This principle holds that the number of levels of management in the company should be
kept to a minimum. As the number of organizational levels increases, problems in
communication increase, inasmuch as each communication must pass through more
people as it travels from its point of origin to its final destination.
Clearly Defined Duties
Every job classification should be clearly defined so that it differs from and does not
overlap with other job classifications. All of the major carriers have organizational manuals
(usually developed and maintained by the personnel department, except in the case of
several of the largest carriers, which have separate organizational planning departments).
Flexibility
A carrier must be flexible so that it can adapt to changing conditions, both internal and
external. In todays competitive environment, it behooves management to assess the
organizational plan continuously to be sure that it is responsive to the changing
marketplace.
Communication
The term communication here means an uninterrupted flow of orders, instructions,
questions, responses, explanations, ideas, and suggestions between top management and
the rest of the organization. This flow should be two-waythat is, both from management
to employees and from employees to management. Aside from the customary orders and
instructions concerning normal operations, management frequently wishes to explain some
of its policy decisions or to give information regarding a major route expansion, plans for
an acquisition or merger, finances, or personnel changes in order to bring about a better
understanding among its workers of the salient facts concerning the company
SITE SELECTION
The site selection process for a potential airport involves investigation of several factors.
Decisions made during the site selection process may result in complete failure or obsolescence of
the facility. Current land use plans and community and regional plans must be reviewed along with
other analyses.
The acquisition of land is, obviously, of primary importance. The site of the facility must be
convenient for its users to access. Unfortunately, because of airspace restrictions airports cannot
be located near the center of most cities.
The area must also be kept free of these obstructions, such as, towers, poles, buildings,
mountain ranges, etc. In the United States, the FAA regulates these obstructions by defining
Imaginary or obstacle limitation surfaces around the airport.
FACTORS CONSIDERED IN AIRPORT SITE SELECTION
Operational capacity (airspace issues, obstructions)
Capacity potential (land available, weather conditions)
Ground access (distance from city centers, existing highways, etc.)
Development costs (terrain, land acquisition, cost, soil conditions, utilities, etc.)
Environmental consequences (noise, impact on flora and fauna, air quality, endangered
species)
Socioeconomic factors (relocation of people, changes in employment patterns, impact on
industry, taxes, etc.)
Consistency in area wide planning (impact on land use, effort on metro/regional plans,
etc.)
NOTIFICATION REQUIREMENTS
Federal Aviation Regulations has established standards for determining obstructions in
airspace surrounding airports. The FAA must be notified of proposed construction activities which
may affect airspace. The FAA may require that the object be lit, marked properly, or removed.
Any construction of more than 200 ft. above ground level at the site requires FAA
notification. Also, anything that may penetrate the surfaces shown in Figure 17-4 also requires
notification.
OBSTRUCTION STANDARDS
Objects are deemed obstructions if they are 500 ft. above ground level or 200 ft. above an
established airport elevation.
Imaginary surfaces have been established by the FAA for Civil Airports in Figure 17-5.
These surfaces serve as a way to check how an obstruction will affect airports and approaches.
RUNWAY ORIENTATION
The wind rose method is a graphical procedure used to
orient a runway based on prevailing wind data. The data
compiled includes velocity, direction and frequency of
occurrence. From this it is possible to predict the percentage
time wind velocities within a certain range and from a given
direction can be expected. These values are then plotted on a
wind rose.
ANALYSIS OF EACH SITE
1. Approximate runway end coordinates and elevations.
2. Section, township, range.
3. Wind rose data.
of
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REQUIREMENTS (LIST)
Demand and traffic data
Passengers (historical annual, monthly and hourly passengers)
Aircraft (annual, monthly and hourly movements)
Cargo (annual, monthly and hourly tonnage of cargo)
Environmental data
Local regulations
Local development plans
Existing land uses
Local transportation plans
Aeronautical data - Holding stacks, approaches, and climb out procedures; Navaids;
Airways
Financial information - Revenue/expenses, Debt structure, Capital expenditures, Assets
and liabilities, Legal limitations
Costs Construction, Detail costs, Finishing costs, Equipment costs
Most of the countries in the world are members of the International Civil Aviation
Organization (ICAO) and work together to establish common standards and
recommended practices for civil aviation through that agency.
Civil aviation includes two major categories:
1. Scheduled air transport - including all passenger and cargo flights operating on
regularly scheduled routes, and
2. General aviation (GA) - including all other civil flights, private or commercial
ENVIRONMENTAL REVIEW
1. Policy
Airport planning and development projects that include Federal involvement require an
environmental review. Per statutory and regulatory requirements, the FAA must evaluate
the environmental consequences of all proposed developments shown on the approved
airport layout plan. Applicable regulations include but are not limited to the National
Environmental Policy Act (NEPA), the Clean Air Act, and the Airport and Airway
Improvement Act.
2. Environmental Assessment (EA)
As the proponent, the airport owner is responsible for identifying all environmental issues
associated with the proposed development. The airport owner must also develop
conceptual alternatives for consideration. The airport owner typically accomplishes this
environmental review by preparing an environmental assessment (EA).
3. Zoning Around Airports
The objective of zoning land on and around the airport is to assure that future uses of the
land are compatible with airport operations to protect and preserve the airport and the
public investment in the airport.
Zoning strives to prevent the following incompatible uses:
Residential and other noise sensitive uses
Congregations of people in approach and departure areas to protect people and
property on the ground
Man made and natural structures that can interfere with flight
Uses which may be affected by vibration or fumes from aircraft operations
Uses of land on the airport that interfere with areas needed for aviation related
activities
4. Apron Design
The basic design of airport aprons includes application of FAA airport standards, effective
design considerations and AIP eligibility criteria.
The primary considerations for apron design are:
a) Apron Type (Terminal, Transient, Fueling, Based Aircraft and Holding)
b) Tie down Layout
c) Based Aircraft
d) Itinerant Aircraft
Other Considerations include the following:
a) Spacing of tie-downs need to match size of AC that utilize airport
b) Wind orientation, tie downs into wind when possible
c) Design Group considerations
OFA Restrictions include service vehicle roads, parked aircraft, above ground objects
not fixed by function.
Vehicles may operate within an object free area but must yield to operating aircraft.