With the United States, Canada and the European Union driving aviation security policy, there is an opportunity to preserve limited resources. Doing so necessitates increased collaboration and coordination between governments, and the need to develop mutually recognized security standards and screening technologies. As an example, the European Commission sets aviation security standards but many European Union countries impose additional measures, creating an uneven patchwork that perplexes even the most seasoned traveler. In many cases, passengers and baggage must be re-screened when crossing international borders.

In Europe, airports – not the government(s) – provide almost all the aviation security operational costs. Indeed, 29 percent of airports operating costs and 41 percent of airports staff are security related. With security costs increasing exponentially, there is even more need for a coordinated approach to aviation security.

As aviation traffic continues to grow, we need a risk-based aviation security system that uses available data to more effectively balance customer service and detection. Information is available at multiple points that can be readily utilized to help focus limited security resources on those about which the least is known. Following the roll out of TSA’s Risk-Based Security initiatives, the European Commission has accepted the idea of risk-based security and has embarked on an industry-government working group to develop a model. Similarly, in Canada aviation regulators have embarked upon a risk-based program to streamline the security process for travelers enrolled in the Nexus program.

In needing to plan for the future aviation security system that harnesses the risk-based strategy, the International Civil Aviation Organization has established a Next Generation Screening Checkpoint Technical Advisory Group. ACI, in partnership with other aviation organizations, and regulatory authorities is participating on the advisory group to design a future system capable of maintaining the appropriate level of detection while increasing efficiency and reasonable costs, so that it is sustainable in the long term.

Change can be implemented and managed throughout the organization in order to achieve specific goals and objectives, said Poinsatte, executive vice president and CFO of the Dallas-Fort Worth International Airport. The importance of achieving buy-in from all levels of the organization, he said. To achieve that, developing and prioritizing goals and objectives and using performance management systems to track progress is critical.

The challenge of implementing fundamental changes to an organization can be a “Mission: Impossible,” said McCoomb, president and CEO of the Greater Toronto Airports Authority in describing Toronto’s transition from a government-run facility to a private, not-for-profit corporation. In order to become a vibrant, entrepreneurial enterprise, the staff’s bureaucratic culture and behavior had to be changed. McCoomb believes that storytelling is the best way to implement cultural change. Managers must have a compelling story illustrating the need for change, a clear strategy to achieve it and a system of accountability to monitor progress. Providing constant feedback on progress achieved provides motivation for continued improvement.

Lambert-St. Louis International Airport experienced with a different kind of change when in April, 2010, the airport was struck by a devastating tornado, said CEO Rhonda Hamm- Niebruegge. This was change that was neither wanted nor anticipated. After the tornado struck, St. Louis set an aggressive goal of having the airport back to 100 percent of operations within five days. By setting a clear goal with specific, measurable results, the airport was able to meet the goal and quickly recover from an overwhelming event.

Ridge stressed we continue to fly through some choppy weather, and need to identify where the “alarm bells” are going off within your organization. Leadership needs to help people understand what is expected of them according to Ridge. Leadership always involved people, value the gift of resistant and be prepared to give feedback. Leaders excise good judgment and never…waste a good crisis and rise above. Leaders move forward, pay attention to detail and are dependently. Successful leadership speaks only if the other person was in the room and don’t forgot leadership leakage can be a killer in an organization. Leaders are “champions of hope”, they gather all the facts, then make their point of view and opinion.

“You need to build trust” Ridge outlined his ABC trust model: A – able to demonstrate competence, B – believe in honesty, value and fair practice, C – connected, invest in your people and communicate. “I hear what you say, read what you write, but I believe what you do. Leaders have to do what they say.”

Just like someone once said you don’t’ have an opinion without statistics. WD-40 conducts a bi-yearly employee global survey. The number one rating was 99 percent of employees felted that they are treated with respect and dignity. Close behind were 98.8 percent employees believed that their supervisor shows them respect and allows them to opinionate their views freely. This truly underlines the achievement WD-40 has taken to establish cultivate learning culture based on thier cooperate values.

During the “Are You Exposed” session this afternoon, Dom Nessi, Deputy Executive Director/Chief Information Officer of Los Angeles World Airports, provided compelling – and often frightening- information about how vulnerable today’s IT systems can be.  Airports are vulnerable to attacks to our network or wireless network, baggage systems and websites. Nessi noted the particular risk posed by the widespread use of USB sticks, where 10 percent are infected with a virus. I actually felt a bit vindicated when he also emphasized that smartphones aren’t so smart when it comes to malware, with the rapid roll out of new technology being too quick for current security standards, resulting in more and more breaches.

Nessi also covered an entirely new challenge for airports as they receive service from “eEnabled aircraft”, such as the Boeing 787 and Airbus 380. Emphasizing that “this is going to be a major new frontier”, he talked about the impact that an airport network being hacked could have on such sophisticated aircraft. I found it fascinating and a bit comforting that airlines operating the A380 keep a “sealed CD” so they can reload the necessary software inflight in the event of a catastrophic failure.

Michael Kalt, an attorney with San Diego based Wilson Turner Kosmo, addressed the exposure businesses face with the ever changing and expanding world of social media. When the question was posed “Can you disciple an employee because of comments made using social media?”, the answer was a definitive maybe. That is because so much depends on the individual circumstances, what is in your company policy and the applicable state as well as evolving federal law. The best defense is to stay informed and ensure your policy is up to date and reasonable. You can’t just say no, given the important role social media plays in most people’s lives.  (But not mine…)

The session was very educational in providing valuable information about cutting edge challenges airports face. Also, I learned a new term so I can better communicate with both the cool tech kids and the informed HR directors – “dooced”.   Never heard it?  Well, the Urban Dictionary defines “dooced” as to lose one’s job because of one’s website.  I can’t wait to use it the next time I play Scrabble- which I still play the old fashioned way; not on a computer!

Bannard also highlighted the urgent need for legislative remedies that will enable airports to limit the disclosure of the data and protect those involved from excessive liability exposure.  ACI-NA has been actively pursuing such legislation in Washington.

Marnie Green

Speaking on Tuesday in Phoenix to the Economic and Human Capital Conference and the Business Information Technology Conference, Green noted, as the industry needs to prepare for its next generation of leaders the industry is no longer as attractive a career option as in the past. Airport employees are public employees and the climate has turned against public employees with greater scrutiny of the pay and pension packages, decreased employer-employee loyalty and layoffs or mandatory furlough days.

Despite of the changing times, it is the obligation of the airport to train and better prepare its next class of leaders. “You can’t afford to blow it off because of another pressing issue. It is ongoing. It never ends,” Green said.

Green’s informal suggestions to train employees:

• Tag-along opportunities – including other employees in important and routine events
• Push down political exposure – delegate presentations and briefings
• Pre- and post-event debriefings – what went wrong, what did we do well
• Create a culture of development – encourage training and growth

“These are simple ideas, not complicated to implement, but it is not easy stuff because you have to work at it.”

Green also has a series of formal method to train employees:

• Bring certificate or degree programs on-site
• Create or participate in Leadership Academies
• Create company models
• Institute a formal performance management and feedback system

Gale pointed out that the Philadelphia airport is the 9th busiest airport in the US and the 11th busiest airport in the world.  He mentioned several projects underway at his airport, including a multi-billion dollar airport expansion program, called the Capacity Enhancement Program, which was recently approved by the FAA.  He noted that Philadelphia Airport has been a congested and delayed prone airport for several decades, and the capacity improvement plan should improve airport efficiencies and opportunities for global growth.  He recognized the importance of airports to regional economic growth in most US metropolitan statistical areas, and especially to the Philadelphia region.

Reflective of Gale’s strong sense of humor and wit, he borrowed from a radio contest called “Tabloid Trivia” in concluding remarks with the conference attendees.  He quoted  three newspaper headlines involving lawyers, one of which was actually false, and asked the attendees to identify the false headline by a show of hands.  The false headline was:  “Lawyer Sues Himself.”  None of the conference attendees guessed that one.  Accordingly, the pre-approved contest award of an all-expense travel from Philadelphia to a Caribbean destination of the winner’s choice as long as the trip occurred anytime between April 1 and 13, 2011, went unclaimed!

Conference Lawyers Hear About Community Giving Policies
One of the sessions during the Spring Legal Conference featured an  interactive session moderated by David Mackey, General Counsel of Boston Logan Airport, on legal issues presented by airport attempts to entertain community giving and charitable requests.  First, David Bannard of ACI-NA associate law firm Foley & Lardner presented an overview of the law in the area, including the FAA’s revenue diversion rules and grant assurances the impact airports that received certain federal funds.  Then, Timothy Karaskiewicz, airport attorney for General Mitchell International Airport in Milwaukee and Chairman of the Legal Affairs Steering Group, posing as an airport executive, presented a series of scenarios representative of  requests airports often  receive from charities and other community organizations for airport access, services and/or funds to David Mackey, who acted as CEO of the airport.  Mackey consulted the airport’s attorney, David Bannard, for legal advice on these issues.  The attendees were often asked for their thoughts on the scenarios, and many participated in the interactive session.  It was a great way to learn about the nuances of the law in this area.  It kept all involved and presented the legal concerns in a way that conference attendees will be able to apply in their day to day encounters.

Conference Session on Airport Use and Lease Agreements
Legal Conference attendees received a snapshot understanding of the complex concerns raised in airport use and lease negotiations during a one-hour session on airport use and lease agreements moderated by Emily Neuberger, General Counsel of Detroit Metro Airport, a panel representing airports, airlines and their consultants, including Scott Lewis of ACI-NA law firm Anderson & Kreiger, Amy Weaver, Manager, Properties Department, Southwest Airlines, Marsha Stone, Chief Financial Officer, Indianapolis Airport Authority, Rhona DiCamillo of D & G Consulting Group, and Pam Drenner, Regional Director, Properties, Corporate Real Estate, Delta Air Lines.  Five issues were addressed by these panelists during the session:  rate setting and revenue sharing concerns;  joint use formulas; approaches is dealing with the issue of control of the airport’s capital program; how affiliates are treated in the agreement; and pros and cons of airport consortiums.  The panelists provided a wealth of information to attendees based on their actual experiences in recent airport/airline negotiations.  The interactive nature of the presentation highlighted the complexity of some of the issues, and the creative new approaches being used to satisfy the needs of the airports as well as the airlines in these areas.

At the ACI-NA Customer Service & Aviation Education Conference held last week in Denver, the point was made by Sally Covington, deputy manager of aviation Marketing and public relations at Denver International Airport: customers are not a commodity; they are not just a can of soup. Her statement rang true for me and I’m sure, for the rest of the almost 90 attendees in the room.

Q&A time at the Customer Service Conference last week in Denver.

As the new ACI-NA Director of Membership and Marketing, I was delighted to attend my first Customer Service and Aviation Education Conference and excited for a myriad of reasons. First off, this was my first time traveling to Denver, which is a way cooler city than I thought and, the Rocky Mountains make for a breath-taking view from the airport. Secondly, I was going to meet and talk with folks from our member airports, which is always a treat. And lastly, this was a record-breaking Customer Service Conference in terms of attendees and, like everybody else, I was eager to learn best and next practices, share ideas and information, and network with colleagues.

The content and speakers were excellent. I could go on and on about each session, but here are some highlights:

In the opening keynote session, Lou Carbone of Experience Engineering created that aha moment for attendees when he said, we shouldn’t stop at best practices in customer service but instead, look beyond to next practices. Founder and CEO of Open Doors Organization, Eric Lipp, and his panelist certainly opened our eyes and understanding with his Better Serving Customers with Disabilities session. Airports, and other organizations for that matter, would do well to better understand and provide for their customers with special needs.

A key takeaway for me was offered by Cathy Nyfors of the Vancouver Airport Authority. In conclusion of her presentation on the Vancouver 2010 Winter Paralympics, she summed it up by saying that it’s all about people. And I agree. It takes people to serve people. Customer service is about more than a bunch of programs, systems and processes. It’s everyday people like you and me serving our customers, meeting their needs and exceeding their expectations.

The need to better integrate planning and subsequent National Environmental Policy Act (NEPA) environmental review activities was a recurring theme in our sessions.  Project formulation—sometimes known as bridging—was one particularly useful technique identified to enhance this integration.  Project formulation efforts—which include more detailed planning, engineering, and design studies than are typically included in master plans—serve to “bridge” information gaps that between master plans and NEPA.

It was especially satisfying to see planners and environmental specialists with only one or two years of experience work collaboratively with experienced facility and environmental planners in our “hands on” class exercises.

Special thanks to Long Beach Airport Director Mario Rodriguez, who hosted us this week, ACC staff who made the event possible, and our hard -working event steering groups that pulled together informative and provocative course sessions.

The Human Resources Committee invited speakers, Thella Bowes, CEO, San Diego Airport Authority and her HR Director, Jeff Lindeman to address the current state of the aviation industry and future challenges, e.g., the impact on airports and the role that the HR function can play in building and retaining future human capital capacity.

The overall HR objective is to build a workforce plan that aligns with, and supports, the strategic plan of the airport or authority.

How do we achieve this? By developing an infrastructure to ensure effective knowledge transfer, thus a need to evolve a culture based on technical competence to one of a culture of learning by being agile, flexible and adaptable to changes.  To make this happen, the HR component needs to be engaged with executive leadership to aid in developing business acumen by influence and engagement.

Employee Retention: One key to employee retention is to understand human motivation, e.g., focus on building competence in managing generational differences.  Thus, succession planning that goes beyond simple replacement planning.  Competent succession planning reduces overall costs while adding value to the overall organization.

Saturday’s session on HR’s Strategic Role as a Collaborator with Airport Executives; How the HR Function supports the overall business strategy? was quite an exciting panel discussion.  The invited speakers, Genelle Allen (Detroit), Larry Cox (Memphis-Shelby County Airport Authority), and Marily Mora (Reno-Tahoe), discussed and shared their view points regarding this question.

How important is HR’s role in the overall business strategy and reporting structure?

According to Memphis-Shelby’s Cox, “To be a great leader/manager you really need to be in touch with the human side of the business, and is why the HR role is so important to the strategic plan of an organization”.  In the case of Memphis-Shelby, the HR staff reports directly to him. Senior staff, including the VP of HR, meet weekly in order to ensure that they are all updated on essential events and potential issues and/or concerns in order to effectively run the organization.

According to Detroit’s Allen, she commented that; “The CEO/HR Relationship is extremely important; CEOs’ need to know what’s happening with their staff.  This gives us the ability to make decisions at all staff levels.  Culture is #1 and HR is the champion of making that happen; HR represents the employees’ perspective; they are the voice at the table to discuss how decisions that may be made may impact employees, and those HR professionals need to also have the values to be good role models, not only in representing the employees directly to management but also directly to the employees themselves.”  Allen also stated that “It is critical that the CEO be philosophically aligned with their HR executive.” The bottom line is that is essential that CEO’s be directly in sync and linked with their HR executive.

Reno-Tahoe’s Mora stated; “There has been a shift towards including HR in the strategic planning process”.  In her case the HR staff member organizationally reports directly to the COO with a dotted line to the CEO.  HR needs a standing relationship with the CEO because they are “the voice of the employees,” updating the CEO so that they know what’s going on within the organization.  In the strategic business plan, HR’s role and involvement is key.

How have they dealt with Economy?

According to Cox, communication with the entire workface is key because “People are our most important asset to the success of our business.”  In his message he stated that keeping staff updated with changes and why changes may be needed is how you retain loyal employees.  He mentioned that this had a direct impact of why they we able to be sustainable during this economic downturn without having to initiate any employee layoffs.  He gave the example where he communicated with all employees that if they didn’t need to spend, then they shouldn’t, and they listened.

Gerri Allen stated, “Communication, Communication, Communication”, echoing Cox’s remarks. “Keeping your employees aware, informed, and making them understand why decisions are being made as Larry stated is essential, in addition to getting employee feedback as well.”

Marily Mora also agreed that communication is key, not only to the governing bodies but within the community and that it was the number one priority for Reno-Tahoe is with their employees. “Unleash the talent,” she stated, “Determine where opportunities are in order to cross train. This creates opportunities where employees can shift within the organization.”

What attributes should an HR executive possess?

Memphis’ Cox commented that the HR executive needs to have the respect and trust of everyone throughout the organization, i.e., management as well as the employees.  CEOs’ are paying more and more attention to the HR role within organizations. We know that we need to take care of our people in this environment to succeed; providing programs that will take care of them regardless at work or at home.  This will allow the airports to meet their goals in this economic climate.

Detroit’s Allen opined by saying that the HR role needs to have a standard of excellent, have flexibility in their role, and adjust to change.  They must always have an open mind and look for new challenges for the organization, as well as its employees because that is essential to making it in this economic environment.  Part of being an HR exec is to live those values, and believing in them.  She continued by saying that being the #1 in customer satisfaction is always an honor to receive; however, being #1 with our employees is not as good, thus it has become one of Detroit’s core values to achieve.

Diversity is one of our airport’s core values.  We need to embrace it, value differences, value others’ opinions, and each one of us should feel that we are equally valued – though you may have different responsibilities, all should still be valued the same.

Marily Mora said that HR needs to be organized and plan meetings with their CEO; need to know what’s happening with their employees and the organization; the goal is to create an effective and talented management team. Front line managers create a great company of employees.

On one Reno-Tahoe’s core values is diversification: bringing the difference of opinions will attract employees that represent a cross section.  Explain why positions are not being filled and why staff may have to take on additional roles.  Reno created a “mentor/mentee” program to create these opportunities within their airport.

In conclusion, all agreed that there would be no value with out looking at all facets of HR.

• Future skills needed for HR executives:
• learn the business side of the organization
• analytical skill
• more numbers oriented
• knowledge and experience
• creativity
• excellent communications skills
• If this does not exist, creating a role where it does. CEO’s need to be challenged.
• Trust of the Board, CEO, and staff; self confidence, serves as the coach to the CEO and to staff.

Disney World is renowned for its ability to evoke fantasy and wonder in the young and old alike.

But according to Meg Crofton, president of the Walt Disney World Resort, the magic begins when travelers enter the airport.

“Your business and mine are closely linked,” Crofton said in an April 27 keynote presentation at the Walt Disney World Swan and Dolphin, the setting for the 2010 ACI-NA joint conference of the Business Information Technology Committee, Operations and Technical Affairs Committee and the Public Safety and Security Committee.

Crofton said one the reasons Walt Disney chose Orlando for the park was the lure of the McCoy Air Force Base—now the Orlando International Airport—which had the promise of becoming a major gateway.

Crofton offered valuable insight into Disney’s exceptional treatment of their guests, which could certainly apply to airports.

To create “memories that last a lifetime” staff—or “cast members,” as they are referred to—go above and beyond with customer service and attention to detail. It is part of Disney’s value chain, where great leadership leads to excellent customer service, resulting in guest satisfaction and, thus, growth and profitability.

Crofton said Disney does it with the license to dream and encouragement of like-minded individuals.

Quoting Walt Disney, she said: “You can dream, create, design and build the most wonderful place in the world…but it requires people to make the dream a reality.”

ACI-President Greg Principato at the AMPAP Booth with Cheryl Marcell, Deputy Director, Marketing and PR, Sacramento, and Paul Behnke, ACI Team Leader for AMPAP.

I saw this photo and immediately wanted to post it and let folks know what all these acroynms in the poster behind us in the photo actually mean, and why they are becoming well known among airport operators worldwide.

ACI and ICAO launched the global Airport Management Professional Accreditation Program (AMPAP) in March 2007.  Airport managers completing the 6-course program within 3 years earn the title International Airport Professional (IAP), the only global professional accreditation for airport personnel. 

AMPAP has grown to over 220 participants from 50 countries.  The program has persevered on target through the current industry-wide downturn and plans to expand in 2010 to offer the gateway Air Transport System (ATS) course 12 times, roughly doubling the size of the programme (the ATS course was offered 15 times in the past two years).  In some respects, AMPAP has exceeded expectations, even in these tough times. 

For example, while candidates have 3 years to complete their coursework, we have already seen nearly 40 persons (about half from NA) earn their IAP accreditation, some in as short a time as one year!  This outcome was not foreseen: but it is a great advantage for ACI and ICAO to have so many IAPs emerge so early in the programme.  This “competition to finish early” is quite healthy for the program and it  gives us a large pool of “ambassadors,” graduates from the program whom we mobilize to recruit new candidates.   An example of the enthusiasm of AMPAP graduates comes from Perry Miller, Assistant Director, Houston Airport System: “The experience you gain in working with other people across the globe in coordinating activities is just phenomenal.  I have formed relationships with people all over the world where I can pick up the phone and compare experiences: no other programme can top that!”

Another measure of AMPAP’s success is the recognition by the Toulouse Business School of the value of the programme, which it examined very closely.  In the university’s MBA programme, AMPAP courses are given one full course credit to students, a considerable achievement for courses based on just one-week of content.

 Some 30 months after it’s launch, I believe AMPAP stands out as a success because it is filling a valuable need for ACI members and enhancing the reputation of airport management as a unique and complex profession.  For my part, my role in interfacing with ICAO and in marketing and delivering AMPAP courses all over the globe is  the most rewarding phase of my career.  There is nothing like an intense week in a classroom with a score of high energy airport managers:  the challenge of communicating and problem-solving across cultures is absolutely exhilarating.  

 – By Paul Behnke, ACI Team Leader for AMPAP, pbehnke@aci.aero