Aviation
Page 1
Question 1
The first plane flown by the Americans – ironically the pioneers of aviation – in WWI was designed and largely manufactured in Europe. This inspired U.S’s own aviation ambitions further. They would soon produce Liberty engines to be used in more sophisticated planes, such as the Fokker T-2. Fokker T-2 would be the first plane to make a coast-to-coast flight non-stop. The post-war era saw more advanced planes, such as the NC-4, the first U.S. Navy flying boat, and the threat of WWI was even more incentivizing. The planes also grew bigger, requiring more space, and this led to bigger airports.
Question 2
Significant advance have occurred in the aviation industry in the past 100 years. Among others, these include the development and/or production of: the Liberty Plane; the Boeing Model 14 (the first with enclosed cabin for passengers) and more models; the Douglas DC-3 (arguably the first successful airliner); safer planes and air travels. The next 100 years may/will see faster planes and also planes that can fly for much longer, and regular space travels for civilians, among others.
Question 3
As the first Administrator of the Federal Aviation Agency (FAA), the three main issues in my ‘to-do list’ would be, first, modernization of air traffic control. Secondly, I would focus on restructuring the FAA with the objective of enhancing efficiency and effectiveness. Another issue would be aviation safety, which is always an important issue regardless of the progress made so far.
Question 4
With a wingspan of 79.5 meters and a take-off weight of 1.2 million pounds, Airbus A-380 is the largest commercial passenger airplane in the world. To accommodate it, airports must adapt their infrastructures accordingly. Johnson International Airport, for instance, requires a longer and wider runway, wider taxiway, more gate space, larger hold rooms as well as passenger amenities, and dual boarding bridges for passengers, among others. These changes require the approval of the FAA, which would have to give Johnson International Airport an FAA A380 Type Certificate.
Page 2
Question 1
The ownership structure chosen should enable better efficiency of airport management and operation. Authority form of ownership would be best as this would give the management some decision-making autonomy from state control – unlike in the cases of municipal and city ownership and ensure better efficiency.
The organizational structure is as indicated in the chart below:
Question 2
The airport manager is very important. His/her main responsibilities include: overseeing the daily activities that take place at the airport (including making sure of timely completion of jobs); ensuring regulations are followed; and maintaining safety. Generally, he/she is also the contact point for the various airport administrators. However, the size of the airport significantly determines whether the airport manager is necessary, or if perhaps other administrators could as well perform the same responsibilities satisfactorily. In this case, though, with a focus on growth as well, an airport manager is important.
Question 3
A Regional Aviation System Plan (RASP) is vital to the parties involved. This is because part of a RASP’s objectives is to conduct a proper evaluation of the forming parties with the objective of enhancing the business capabilities, but also for the customers and wider community (such as by preserving the airports, improving safety and security, and improving efficiency). However, for RASP to work, the parties involved should focus on the ultimate objective and work as partners. Unhealthy competition has been the key danger to RASPs.
Question 4
Being ‘strategic’ involves making decisions based on prevailing key market and customer trends. Strategy, therefore, involves reconciling internal organizational factors (including financial abilities as well as short- and long-term goals and objectives) with external factors. The best way to do this is to continually conduct a market and customer analysis. Investing in ‘big data’ technology (by buying or hiring the help of ‘big data’ firms) can significantly help in this regard.
Question 5
There are many techniques for forecasting revenues, traffic, and passengers. These include econometric modeling (with the incorporation of macroeconomic factors), bottom-up forecasts, and traffic allocation modeling, among others. The commercial airport can use any of these, but such decision should be tailored to the airport’s needs: that is, segmentation, and short- and long-term strategic goals, among others.
Page 3
Question 1
The airport, despite the redevelopment, can still make use of the FBO operator’s underground tanks. The redevelopment should, therefore, take these into account. In this regard, the airport may choose to operate the same businesses, or find another operator to lease the operation to. This would be much more cost-effective than removing them entirely. As for leaking underground tanks, corrective action include: removal of flammable and/or explosive materials from the affected area, and preventing potential discharges to surface waters and storm water utilities, among others.
Question 2
There are various measures to minimize the size of area affected by noise. These include insulating residential areas as well as noise-sensitive buildings (such as schools and hospitals). Property removal is also an option, such as by funding the purchase of lands where properties closer to the airport can be moved. Barriers and other mechanisms for noise absorption can also reduce aircraft round noise.
Question 3
The airport can get Part 139 certification by complying with the relevant FAA requirements, including serving 30-seat (plus) scheduled/unscheduled air carrier aircraft; meeting basic movement area and safety standards; and have the infrastructure for night landings, among others. This can be relayed through the Airport Certification Manual (ACM), which is a document in which the operator details how they will comply with the Part 139 requirements.
Question 4
The to-do list in preparation for the Part 139 certification inspection will include the following. First, have ready airport files and certification manual, and conduct briefing with airport personnel. Secondly, ensure movement area (including slopes of runway end, markings, lighting, and pavements, among others), safety areas and fueling facilities are in good condition. Thirdly, conduct timed aircraft rescue and fire-fighting response drills.
Page 4
Question 1
The pros of in-house maintenance include: full control, no role redundancies, faster response time due to efficient decision-making. The cons of this option are: high costs involved in maintenance, many arising personnel issues, and it can be distracting from the core business focus. Conversely, contracted maintenance is cost-saving, enables staffing flexibility, and saves the business from handling personnel issues. The cons include: loss of control for the company, redundancy in management roles, and inefficiency in decision-making.
Question 2
Airside Maintenance’s Airport Pavement Management System (APMS). It would consist of visual inspections of al Airside’s pavements. The system would then evaluate the observations, which are then entered into a database. The system would then determine Pavement Condition Index (PCI) values through visual assessment of the condition of the pavements with FAA requirements. The database is to be updated regularly with the new observations made.
Question 3
The Compliance Assurance Program would be most advisable. The program would ensure compliance with requirements by monitoring and enforcing the rules and regulations on behalf of the airport. Risk is to be determined as high or low in relation movement and safety. Upon recording noncompliance, the system will recommend the right punishment: fees, administrative sanctions or penalties, and prosecution where necessary.
Question 4
The Safety Management System (SMS) project should be initiated by the Safety Manager, who outlines safety risks and hazards and how such a system would provide a solution. He/she then provides program and project oversight, strategies, staff management, and operational integration. The process should also involve key stakeholders, including the Information Technology (IT) department as well as committees and subcommittees and representatives from relevant departments. The steps are: system description, identity hazard, risk analyses, risk assessment, and risk mitigation.
Page 5
Question 1
The option here is to use the airport’s resources to raise funds. The airport’s unused space (that is, 30% t-hangar unused space), parking, and fueling can be used to raise funds. This can include leasing out for both aeronautical and non-aeronautical uses. Marketing would target other businesses, such as those that may require warehouse space. Mixed marketing (the 4Ps) strategy would be used: pricing, product/services, place, and promotion.
Question 2
The air service development plan (ASDP) for an air carrier would require, first, knowing the market: market size, origination, and destination (O&D) traffic; distances from the nearest hub(s), and the airlines that serve them; the size of the runway. Secondly, it would require knowing the airline, particularly the strengths and weaknesses, and what favorable factors could be leveraged for optimum outcomes.
Question 3
The agenda would look like this:
- Approval of minutes from last meeting
- 3% pay raise for employees
- Addressing the issue of noise to the surrounding community
A number of considerations should be made for noise management, although the question is cost for a small airport like ours. We may consider operational approaches and reducing noise on the ground.
Question 4
Some of the selling points for more funding would include pointing out how the airport forms a vital link between the city and the communities around. However, the airport can only play this role well if it is at par with the global dreams it pursues, and that financing is necessary for this to happen. I would then list all the improvements that the funding will help achieve, and how these improvements advance short- and long-term goals and objectives.
Question 5
I think the best way to ‘sell’ the airport and change community perception is to point out that it is the people’s property, and that its failure reflects badly on the community. I would argue that the same attitude would equally affect the park they want. The best thing to do, therefore, is give the airport a chance, and make it the shining star of the community, a branding of sorts to other communities.
Page 6
Question 1
Before the leasing airline commences service, there has to be prior agreement on a number of issues: lease term, renewal term (that is, how long the services will go), lease rates (how much to be paid for the services), and lease termination (the process of terminating the contract), among others. Moreover, the airline should consider common-use benefits.
Question 2
Many airports are experiencing declining revenues and reduced air services as a result of reduced passenger traffic, among others. Airports now need to consider other options for reducing expenditure and/or increasing revenue. Options for reducing expenditure include: using automated systems, using fabric buildings, and using LED lighting, among others. Considering leasing out airport space for non-aeronautical use is one of the options for raising revenue.
Question 3
The aeronautical uses of airport property are rather obvious. The non-aeronautical uses of land, however, include the use of hangars as warehouses and distribution centers, and also for light industry. However, the airport planning must take these into account if they are to be considered. There may be need for more airport space, with leasers operating away from critical aeronautical-use spaces, added airport access and improved security strategy, among others.
[a1]Where are your sources. Please include at least 2 sources as instructed and make sure they are appropriately used in-text.