Synthesis of Information Related to Airport Problems. Topic S01-09. Practices to Develop Effective Stakeholder Relationships at Smaller Airports

Smaller airports are often resource constrained. They rarely have dedicated or full-time professional staff to manage internal and external relationships. But the effectiveness with which smaller airport operators manage relationships with all of their stakeholders often determines the airport's success. Airports have many stakeholders, including but not limited to: Passengers, airport users, chambers of commerce, visitors' bureaus, taxpayers associations, airport neighbors, concessionaires, fixed base operators, government agencies, and the general public. The scope of this study will not consider airline stakeholders. Relationships can have positive or negative impacts on the airport's ability to provide quality customer service, generate revenue, operate a safe airport, and develop and maintain the airport's infrastructure. Successful airport leaders maintain positive relationships with diverse stakeholder groups and individuals, but it takes an ongoing and regular effort. Effective airport leadership understands the roles and objectives of each stakeholder. Further, they develop a partnership with each that enhances the airport's ability to thrive given constrained staff and budget resources of smaller airports. Airport internal and external stakeholders have diverse interests in the airport's operation and development. Unfortunately, poor relationships can adversely impact the airport. This may manifest itself in formal complaints, poor customer service, or loss of ability to expand or even operate. Positive relationships directly contribute to efficient airport operations, increased revenues, and improved safety and services. A set of practices that clearly describes the roles and objectives of typical stakeholders and how airport leaders proactively manage these relationships will help smaller airport leaders. The objective of this synthesis is to describe effective practices and tools, communication techniques, feedback loops, and case examples that highlight how smaller airports proactively manage stakeholder relationships. In order to provide a useful synthesis of effective practices, data will be collected through literature and survey/interviews that identifies: (1) potential stakeholders through stakeholder analysis; (2) how successful airport leadership relates to various stakeholders on a daily and long-term basis; (3) examples of governing requirements that affect these very diverse relationships (possible examples include airport mission statements, leases, grant obligations, Airport Traffic Control Tower (ATCT) letters of agreement, community action group charters, government regulations and permits, etc.); and (4) examples of best practices, tools, checklists, etc. for proactively and effectively managing these relationships.


  • English


  • Status: Active
  • Funding: $40000.00
  • Contract Numbers:

    Project 11-03, Topic

  • Sponsor Organizations:

    Federal Aviation Administration

    800 Independence Avenue, SW
    Washington, DC  United States  20591

    Airport Cooperative Research Program (ACRP) Synthesis

    Transportation Research Board
    500 Fifth Street, NW
    Washington, DC    20001
  • Project Managers:

    Staba, Gail

  • Performing Organizations:

    Delta Airport Consultants, Incorporated

  • Principal Investigators:

    Elliott, Bryan

  • Start Date: 20140513
  • Expected Completion Date: 0
  • Actual Completion Date: 0
  • Source Data: RiP Project 37655

Subject/Index Terms

Filing Info

  • Accession Number: 01543511
  • Record Type: Research project
  • Source Agency: Transportation Research Board
  • Contract Numbers: Project 11-03, Topic
  • Files: TRB, RiP
  • Created Date: Nov 17 2014 1:00AM