CHAPTER 7

Conclusions and Future Research

This project has discovered that there is no “one best way” to onboard a new airline. However, all airports generally complete specific tasks to prepare for the new airline. This report is intended to summarize the current practice for airline onboarding. Conclusions can be inferred from the literature review, survey results, and airport case examples to provide a state of current practice and provide insight to airports preparing to onboard a new airline.

Conclusions

Above- and Below-Wing. The airline needs the opportunity to select vendors for above- and below-wing services, realizing that if the airline prefers to bring on a contractor not yet on airport, additional time will be required for security badging, insurance, agreements, and so forth.

Agreements. Agreements are often one of the first items in a checklist. Airport staff will need to ensure that appropriate agreements are signed by the airline, including the operating agreement and space use agreement. This process of signing agreements may require more time than anticipated, because airline legal staff may request revisions to the agreements, thus requiring a back-and-forth negotiation process. Even so, the airport will require certain agreement provisions, possibly limiting the flexibility of the airline in negotiating terms that are not in compliance with airport requirements or incumbent airlines.

Airline Site Visit. Some airlines will send their own onboarding team to the airport for in-person meetings and facility tours. This can be helpful for airline staff and will provide an opportunity to meet airport staff, as well as better understand facilities, including available space. Likewise, airport staff can also better understand airline requirements to ensure a smooth onboarding process.

Airport Constraints. Airports may have unique constraints related to terminal space, gates, noise, and so forth. For example, codeshare airlines may request to be co-located at gates, which may not be possible. It is important to consider what space conflicts may occur if airline requests are granted and address these requests. This is likely to affect the onboarding process given that airports may place specific parameters on an airline, including specific gates and hours of operation, for instance. Especially at space-constrained airports, it is important to consider whether the airport can accommodate a new airline.

Checklist. To ensure that all onboarding tasks are completed by the responsible airport departments in a reasonable amount of time, a checklist with each task, due date, and individual responsible can be effective. Such a checklist can ensure the airport is fully prepared for the airline’s inaugural flight.

Communication. Effective communication, both internally among airport staff and with the airline, is integral to a successful onboarding experience. By holding weekly internal airport meetings, as well as weekly calls with airline personnel, everyone will be aware of the progress of various tasks and airline onboarding will be more efficient.

Contact. Creating a single airport point of contact for the airport can minimize confusion and miscommunication for the airline, generally providing better customer service than having multiple airport staff members interacting with airline personnel.

Contingencies. Although some airline onboarding processes are standardized, each airline is different, with unique needs and expectations. In the dynamic aviation industry, planning for contingencies can be helpful.

Debrief. Once an airline begins inaugural service, airport staff need to conduct a debriefing to discuss challenges and successes related to that particular airline’s onboarding process. Without a proper debriefing, the airline onboarding team may not benefit from the experiences of specific airport staff. Debriefing is important to improve the onboarding process for future airlines.

Information Technology. Airline onboarding commonly requires significant IT support. Airline IT needs, considering airport systems (such as common use) should be part of the initial discussions with the airline. Full IT integration may require more time than anticipated.

Lead Time. Airports may consider requiring a sufficient time to onboard a new airline prior to the inaugural flight. Generally, 6 months is preferred, with 3 months being the minimum lead time. Although ultra-low-cost carriers commonly provide less lead time than major airlines, it is important for all airlines to provide at least several months’ lead time. Some airports may require additional lead time. For example, a non-Part 139-certificated airport may require several years to develop an Airport Certification Manual to obtain an Airport Operating Certificate from the FAA.

Marketing. As part of the airline onboarding process, both the airline and airport engage in marketing activities to promote the new airline service. It is in the airport’s best interest to support the successful operation of the new airline, so the airport can generally expect to set aside some funds to participate in marketing activities promoting service by the new airline.

Multiple Staff. Internally, airline onboarding is an airport-wide initiative, requiring staff from multiple departments playing a role in ensuring the new airline is prepared to begin service at the airport. Even if the airport director, for example, is experienced with airline onboarding, delegation is key to ensure other staff gain onboarding experience and to introduce efficiency into the process and minimize the burden on the airport director.

Ongoing Operational Onboarding. Even once the inaugural flight occurs, airline onboarding, in an operational sense continues. Airline staff may require assistance with challenges related to operation of the jetbridge, FIDS boards, baggage claim devices, and airport-specific procedures.

Partnerships. Some airports have found great benefit in partnering with other entities (e.g., a local chamber of commerce, ski resorts, and elected officials) to fully integrate a new airline into the airport and community. Partnerships can create a more collaborative environment that can support the airline onboarding process.

Regulatory Agencies. To ensure compliance with federal requirements, airports will coordinate with various regulatory agencies, including the FAA, TSA, and Customs and Border Protection (CBP). Determining the ARFF Index, TSA passenger screening requirements, and international passenger processing requirements are some considerations that will require coordination with federal regulatory agencies.

Simultaneous Tasks. During the airline onboarding process, many tasks may be completed simultaneously to minimize the duration of onboarding. In other words, multiple airport departments can complete required tasks concurrently.

Recommendations for Future Research

The findings indicate that airline onboarding is a complex process involving multiple airport departments and requiring 6 months or more to accomplish. Although this report provides a synthesis on current practice related to airline onboarding, including review of airport-specific experiences, much more could be learned about airline onboarding, including airline-specific requirements to ensure successful operations.

Specifically, airports would benefit from a guidebook on how to best onboard a new airline and ensure that airline’s success at the airport. The guidebook could prescribe specific steps that must be completed through a comprehensive checklist to ensure the airport’s interests are protected, while also ensuring the airline has everything in place to begin operations with minimal challenges. In addition, the guidebook could emphasize the timeline for the various steps in the onboarding process.

Additionally, airports would benefit from guidance on how to merge air service development with airline onboarding. In other words, can air service development also include onboarding components so that once an airline announces service, a significant degree of airline onboarding has already been completed?

Airports would also benefit from the airline’s perspective on the onboarding experience. Can lessons be learned from airline experiences at various airports? Have some airports been more successful in airline onboarding from the airline perspective, and if so, why? By gathering feedback from airline staff, airports can tailor onboarding experience to meet airline needs and ensure long-term airline success. For instance, Airlines for America (A4A) has a program for airlines about relations with airports, which may provide needed insight for this proposed project.