Roberta Aguirre
Airports and public agencies have found a variety of ways to collaborate and share geographic information and related resources. For instance, some airports and public agencies subscribe to data by making payments to third parties to access GIS data and analytic services. In the US, airports are governed by the Federal Aviation Administration (FAA), which imposes obligations on airport sponsors, whether public or private entities, that receive direct grants of funds or land conveyances. The FAA also regulates airports serving air carrier operations and imposes requirements on recipients of federal grants. Various ownership models exist for airports, including public-private partnerships, not-for-profit, and corporatization, where an independent entity is responsible for planning and operating the airport while maintaining public ownership.
| Characteristics | Values |
|---|---|
| Airport Type | Not-for-profit, Service Contract, Management Contract, Public-Private Partnership (PPP)/Concession, Majority Equity Sale/Divestiture |
| Ownership | Public or private |
| Control | Government or independent entity |
| Funding | Federal funds, direct grants, private investment |
| Data Sharing | Interpersonal communication, newsletters, emails, web searches, social media, RSS feeds, online data exchange |
| Data Subscription | Periodic payments to third parties for access to data and analytics services |
| Data Storage | Cloud-based services |
| Regulation | Federal Aviation Administration (FAA), Transportation Security Administration |
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What You'll Learn
- Airports and public agencies share geographic information and related resources
- Airports and public agencies share data through traditional and technical methods
- Airports and public agencies subscribe to third-party data and analytics services
- Airports are subject to varying ownership rules and regulations depending on the state
- Airports are governed by the Federal Aviation Administration (FAA) and local authorities
Airports and public agencies share geographic information and related resources
Airports and public agencies have found numerous ways to share geographic information and related resources. For instance, the Airport Improvement Program (AIP) provides grants to public agencies and, in some cases, private owners, for the planning and development of public-use airports. The AIP Handbook outlines the policies and procedures for the implementation of the program, including eligibility, project funding, and the grant process. Additionally, the Federal Aviation Administration (FAA) offers resources such as the FAA model zoning ordinance, fixed-base operator agreements, and airport manager's contract agreements.
Some airports and public agencies also subscribe to data by making payments to third parties to access GIS data and related analytic services. This includes data from non-spatial decision support systems, social media, and "big data" from sensors that continuously collect information about the environment. The use of cloud-based services has also become a common method for sharing data, reducing the costs of acquiring and maintaining software and hardware resources.
Furthermore, interpersonal communication resulting from peer introductions, meetings, and conventions is a predominant method of identifying data sources. Larger, well-established agencies may also publish newsletters or send emails to members describing the data they can provide. Online data exchange through secured websites or public FTP sites is another way of sharing data with various users.
Despite these various methods of collaboration, interpersonal relationships and organizational constraints may limit the effectiveness of information sharing between airports and public agencies. However, by integrating Airport Geographic Information System (GIS) data with Public Agency GIS, both parties can work together to overcome these challenges and improve the efficiency of their operations.
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Airports and public agencies share data through traditional and technical methods
Airports and public agencies have adopted various methods to share data, ranging from traditional "manual" techniques to more progressive technical solutions. The first step in this data exchange process involves identifying data sources from other organizations or informing others about available data from one's own organization. Interpersonal communication resulting from peer introductions or meetings is the most common approach to identifying data sources. Larger, well-established regional agencies may also disseminate data through newsletters, emails, web searches, online social media, and Rich Site Summary (RSS) feeds.
One traditional method of data sharing is through interpersonal communication and peer introductions at meetings and conventions. This approach allows for the development of interpersonal relationships, which are crucial for effective collaboration between airports and public agencies. However, it may be limited by organizational constraints and interpersonal relationships. To overcome these limitations, some professionals advocate for a more centralized online resource that facilitates data identification and access for various organizations.
Technical approaches to data sharing between airports and public agencies have also evolved. The integration of Airport Geographic Information System (GIS) data with Public Agency GIS is one notable example. GIS data encompasses spatial information and decision support systems, extending beyond organizational boundaries to include social media and "big data" from sensors that continuously monitor the surrounding environment. SDI concepts, which include readily available data sets and increased awareness of GIS benefits, have been implemented by larger airports to enhance their data capabilities. Additionally, some airports and agencies subscribe to third-party data services by making periodic payments to gain access to GIS data and related analytical tools.
The use of cloud-based services, such as Infrastructure as a Service (IaaS) and Software as a Service (SaaS) models, is becoming increasingly prevalent in data sharing. These models help reduce costs associated with acquiring, administering, and maintaining software and hardware resources. Cloud-based resources are particularly advantageous for smaller airports that may have limited resources. Secure websites that utilize FTP (File Transfer Protocol) are another common method for sharing data with various users while maintaining data security.
Furthermore, data sharing between airports and public agencies has evolved due to technological advancements, the COVID-19 pandemic, and capacity constraints. Airports aim to use data more effectively to forecast capacity issues, offer personalized services, and collaborate with stakeholders. By sharing data on wait times, baggage handling, and flight information, airports can improve operational efficiency and enhance the passenger experience. However, balancing data sharing with privacy concerns is crucial, and airports must ensure the protection of personal data and the security of their operations.
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Airports and public agencies subscribe to third-party data and analytics services
Airports and public agencies have been found to collaborate in a variety of ways, including the sharing of geographic information and related resources. This collaboration has been beneficial in improving efficiency and reducing delays and emissions.
In terms of data and analytics, some airports and public agencies have indicated that they subscribe to third-party data and analytics services by making periodic payments to gain access to GIS data and related analytic services. This allows them to access data and resources that may otherwise be too costly or difficult to acquire, administer, and maintain. For example, some airports have built data platforms on AWS (Amazon Web Services), which provides a flexible way to absorb, understand, visualize, forecast, and share different types of information from across the airports' systems, airlines, and third parties. Cincinnati Airport, for instance, uses AWS for predictive analytics and proactive notifications.
Third-party data providers, such as Passur, offer data feeds to improve airport operations, including near-real-time data on flight positions, predictions, and flight-event data. This allows airports to improve asset management, capacity planning, and collaboration with airlines, as well as proactively adjust operations to manage disruptions.
Additionally, companies that are leading in data and analytics are more likely to leverage external data sources, including social, mobile, and publicly available data. This allows them to gain valuable insights, personalize marketing offers, improve HR decisions, enhance risk visibility, and better anticipate shifts in demand. For example, Cirium, a company that specializes in aviation data partnerships, offers comprehensive insights into global flight and passenger data by partnering with Travelport. Airports can benefit from increased visibility and exposure to customers and stakeholders by sharing their data with Cirium.
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Airports are subject to varying ownership rules and regulations depending on the state
Airports in the United States are subject to varying ownership rules and regulations, with most airports owned by local or state governments. These airports are, therefore, publicly owned and operated, with local, regional, or state authorities having the power to issue bonds to finance their capital needs. In the lower 48 states, they are mostly owned by local port authorities, which are small, locally-funded government agencies that operate similarly to private companies, using a cost-revenue model to make operational decisions. Airports in Alaska are an exception, as they are all owned by the state.
While airports in the US are generally not federally owned, they do receive federal grants for construction projects, funded by a portion of the travel taxes paid when purchasing an airline ticket or shipping a package, as well as fuel taxes. However, it is important to note that commercial airports in the US receive little to no taxpayer-funded support from state or local sources. Instead, they are largely self-sustaining, generating revenue from fees paid by passengers, landing charges, space rental fees, parking charges, and sales of food and goods.
The ownership and funding structure of US airports is a result of the recognition of the importance of maintaining efficient travel options for both general and state use. Airports are significant economic drivers, generating billions of dollars in economic activity and supporting millions of jobs. Despite their economic impact, surveys show that Americans generally lack understanding of how airports are funded and operated, as well as their future planning.
The current federal funding system has been criticized for not providing adequate resources or long-term investment vision to meet the future needs of these vital transportation hubs. This has sparked discussions about potential privatization, with comparisons drawn to the successful London-Heathrow Airport in the UK. However, the idea of private airports in the US is relatively remote, and any privatization efforts would likely be driven by local politics and decided on a case-by-case basis.
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Airports are governed by the Federal Aviation Administration (FAA) and local authorities
Airports are governed by a combination of federal and local authorities. In the United States, commercial airports are typically owned and operated by state and local governments, with the Federal Aviation Administration (FAA) playing a significant role in their regulation and oversight. The FAA, headquartered in Washington, D.C., is responsible for ensuring safe and efficient air travel within the country. Its responsibilities include setting standards for airport safety, inspection, design, construction, and operation.
The FAA's involvement in airport governance dates back to the 1926 Air Commerce Act, which tasked the Department of Commerce with various aviation-related duties, including issuing and enforcing air traffic rules, licensing pilots, and establishing airways. Over time, the federal government's role in airport governance expanded, particularly after World War II when all aspects of air traffic control became federal. The FAA, established as an independent body in 1958, took on the functions previously performed by the Civil Aeronautics Authority (CAA) and the Civil Aeronautics Board (CAB).
The FAA's responsibilities continued to evolve, with a growing focus on security and safety. In the 1960s, the agency became involved in civil aviation security due to the hijacking epidemic, and in 1968, it gained the power to set aircraft noise standards. The FAA also started regulating high-altitude kite and balloon flying during this period. By the mid-1970s, the FAA had achieved a semi-automated air traffic control system, utilizing both radar and computer technology.
In addition to the FAA, local authorities also play a significant role in airport governance. In the United States, airport authorities are often governed by a group of airport commissioners appointed by government officials. These commissioners are responsible for the operation and oversight of airports within their jurisdiction. While the FAA sets the standards and regulations, local authorities are responsible for implementing them and ensuring smooth day-to-day operations.
Furthermore, there is a global trend towards airport privatization, with some airports in the United States exploring management contracts with private companies. For example, the Port Authority of New York and New Jersey, a government agency, took over a lease from a private company, indicating the dynamic nature of airport governance.
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Frequently asked questions
Airports can be public or private, depending on the country and region. In the US, airports are governed by the Federal Aviation Administration (FAA) and can be funded by the government or privately owned.
Dubai International Airport is an example of a public airport. The airport is operated by the government, which has created a specific agency to oversee its planning and operation.
Public agencies and airports collaborate by sharing geographic information and related resources. They also integrate their Geographic Information System (GIS) data, which can be done through "manual" methods or more technical approaches.
One benefit of a public airport is that the government retains control of a strategic asset. Additionally, any profits made can be reinvested in the airport, improving the user experience.
Yes, a publicly-owned airport can "buy" private capabilities through a service contract. For example, the Dubai airport has a contract with Siemens Postal for their baggage handling service.
