The National Plan Of Integrated Airport Systems (NPIAS)

This report will be discussing the history of the Columbia Regional Airport, from day one to present day. The report will discuss the management structure, how it is broken down, as well as, with the facilities that are being used. The wildlife and environmental challenges, goals, marketing strategy, financial overview, future challenges and recommendations will as well be discussed in the report. It is my goal to present the overview of the Columbia Regional Airport throughout this report.

Airports are the heart of travel for many to conveniently travel from one location to another, whether the distance was 50 miles or internationally. With the advancements in technology, it has provided the ability for individuals to have access to parts of the world that once only been available to a select few. With such technological advances, our society will not be able to rewind back to

The Denver Airport Project is made up of individuals and groups from different areas of the organization with a specified

In the early 1980’s, Denver experienced significant economic growth due to the booming oil, real estate, and tourism industries. The major airport that operated within Denver during that time was the Stapleton Airport. Up to 1970, the Stapleton Airport was able to accommodate the demands of Denver but in subsequent years it was unable to meet the ever growing needs of the city. The Stapleton Airport was seen as a liability and limited the attractiveness of businesses that were swarming to it. Issues with handling high traffic volume, disruptions in connection schedules, and an overall poor airport layout led the city of Denver to decide whether they wanted to expand or replace the Stapleton Airport. A study performed in 1983

The JPDO (Joint Planning and Development Office) has been setup to facilitate the development of NextGen. Apart from that, the tracking system has been updated and routes have been improved significantly. Airline forecasting and algorithms have allowed improvements in prices and costs for airlines in the industry. The average age of an aircraft in the industry is around 13 years. The market is expected to grow and revenues are likely to increase. HOW SOUTHWEST SHOULD CONFRONT THESE THREATS

This report provides an examinaion of the current structure, performance, stragergy and management of Delta Airlines, along with an industry analysis of the airline industry. The report uses current and past financial and statistical data for the company along with other up to date material to determine Delta's current market position and future potential.

The system of governance at United Airlines is a straightforward Bureaucratic control. At the core of their governance are principles that are the foundation for investor and shareholder respect and trust. The principles that are practiced are essential to the reputation of United as a whole and are solely focused on organizational excellence, effective operational performance, and above all, integrity. The Board of Directors and the management teams at United Airlines work collaboratively under this corporate governance and guidelines, and include the policies

Denver’s geographic location and the growing size of its population and commerce made it an attractive location for airline hubbing operations. There was a growth on the determination of the “ pro New Airport”.

Another emerging trend in the past five years has involved the progress made on open skies agreements between the United States and other countries. Open skies agreements serve to liberalize Orlando International Airport transport markets between the two signing countries or parties in the agreement. These agreements remove government restrictions, such as limits to the number of flights any one airline is allowed to operate per week between countries. The removal of these limitations has opened some routes up to increased competition, by allowing Orlando International Airport to fly more frequently and making these routes more accessible. Orlando International Airport could not previously justify the capital expense of operating on routes with limited flights are now able to profit on routes with high demand.

Its operational capacity was severely limited by runway layout; Stapleton had two parallel north-south runways and two additional parallel east-west runways that accommodated only commuter air carriers. Denver’s economy grew and expanded greatly in the early 1980s, consequent to booms in the oil, real estate, and tourism industries. An aging and saturated Stapleton Airport was increasingly seen as a liability that limited the attractiveness of the region to the many businesses that were flocking to it. Delays had become chronic. Neither the north-south nor east-west parallel runways had sufficient lateral separation to accommodate simultaneous parallel arrival streams during poor weather conditions when instrument flight rules were in effect. This lack of runway separation and the layout of Stapleton’s taxiways tended to cause delays during high-traffic periods, even when weather conditions were good. Denver’s geographic location and the growing size of its population and commerce made it an attractive location for airline hubbing operations. At one point, Stapleton had housed four airline hubs, more than any other airport in the United States. In poor weather and during periods of hightraffic volume, however, its limitations disrupted connection schedules that were important to maintaining these operations. A local storm could easily congest air traffic across the entire United States.3

Miami International Airport (MIA) is the international air gate for the Miami area. The airport is situated 8 miles northwest of Downtown Miami, between the cities of Miami, Hialeah, Doral, Miami Springs, and the village of Virginia Gardens. It is the main airport of the South Florida meant to receive international flights. In addition, Miami International is one of 8 U.S. airports able to accommodate the Airbus A380 jumbo jet. Miami International Airport has flights to transfer passengers and cargo to different cities throughout the Americas, Europe and Western Asia. In addition, the airport provides cargo flights to East Asia. In 2011 MIA was ranked first in the United States in serving international flights and second by volume of international passengers. As a result, MIA was named the 23rd-busiest airport in the world by passenger traffic and the 10th busiest airport in the United States. By serving cargo flights, it is the first international airport in the US. (Miami-Dade Aviation Department, 2012)

Southwest Airlines was created in the late 1960’s by a businessperson Rolling King, and law school graduate Herb Kelleher, who sought a faster travel time between Houston, Dallas, and San Antonio, Texas (Dess, et al., 2014, p. C137). After overcoming all of the antagonism and legal problems of many major airlines, Southwest was able to take its first flight in 1971 (Dess, et al., 2014, p.C137). With a dedication and will power to grow the company, King and Kelleher sought out ways to increase growth.

The company incorporated in June 1971 and officially began operations on April 17, 1973, with the launch of 14 small aircraft from Memphis International Airport. It soon became the premier carrier of high-priority goods in the marketplace and the standard setter for the industry it established.

Airports can often be described as small cities as they require efficient and effective management to operate in a productive manner. Like small cities, an airport is comprised of a variety of different systems, facilities, users, and regulations that are all interconnected. This complex and dynamic environment has proven to be taxing on existing infrastructure over the past several decades as passenger enplanements continue to reach record highs with a projected 1 billion passengers set to travel worldwide by 2021 (Price 2011). For airports to achieve these lofty goals, they must tie sustainability initiatives and objectives into the capital improvement budget process which requires coordination with a variety of different stakeholders. This essay aims to explore various best practices that can alleviate existing waste within the airport infrastructure environment in the United States and obstacles that may be encountered while attempting to implement such solutions. It will also formulate arguments for and against the implementation of greener initiatives from various industry stakeholders. The scope of this research primarily focuses on renewable power generation, innovative terminal design, and passenger incentives to make greener choices while traveling. These three components correspond to the critical components that make up the airport system: the source, the experience, and the passenger respectively.

Small regional airports struggle with leakage to larger airports that provide primary service to metropolitan areas. Small catchment areas and few services to communities with smaller population densities create a constant struggle for small regional airports to attract and retain commercial air services (Wittman, 2014). Small regional airports must focus on increasing revenue potential in order to fund operating improvements and must keep a high level of customer satisfaction to retain old customers and obtain new customers. The Airport Cooperative Research Program (2009) found that parking revenue is on typically 25% all airport revenue and is approximately 40% or more of non-aviation revenue. This makes airport parking the highest revenue source of U.S. Airports, and is often used to provide funding to support other operations. Airport parking is also in many cases the first and last point of interaction users will have with the airport. The particular significance of this study is that it addresses parking supply needs for small regional airports in terms of parking facility growth management and revenue retention needs. Most studies look at primary hub airport parking supply needs, and do little to address the public parking needs of small regional airports. Studies that look at small regional airports tend to focus on the aviation revenue and space occupancy with little to no mention of aspect of non-aviation operations such