FXE FIELD SUMMARY

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Bryan Cunningham

This is my summary on Fort Lauderdale Executive Airport

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Fort Lauderdale-Hollywood International Airport's older terminals would shed their 1980s look for a more modern design. The $650 million plans to add soaring ceilings to the old terminals and rebuild the international terminal, which has seen rapid growth led by discount carrier Spirit Airlines. Also FLL is in the middle of a $791 million expansion of its south runway and the bridges for the project will leave an open slot for in case commuter service is added to the Florida East Coast Railway.

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Aviation engineering is a branch of engineering which deals with airspace development, airport design, aircraft navigation technologies, and aerodrome planning. It also involves the formulation of public policy, regulations, aviation laws pertaining to airspace, airlines, airports, aerodromes and the conduct of air services agreements through treaty. This branch of engineering is distinct from aerospace engineering which deals with the development of aircraft and spacecraft.

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Chapter 9 General Aviation Airport Security This chapter examines potential security threats to general aviation (GA) airports and flight operations. Strategies for protecting GA airports and aircraft are provided and an overview of changes in aviation security that affected GA operations after 9/11. You will learn about challenges to developing and implementing security regulations for GA airports. We also discuss the security strategies used by the Transportation Security Administration (TSA) and various GA airport and aircraft operators. * Introduction Since 9/11, the general aviation community has struggled to help the public understand the nature of GA. General aviation aircraft have long been used as platforms to smuggle narcotics and weapons, and for human trafficking operations. In 1993, the FBI indicated that Osama bin Laden assessed the possibility of using an agricultural aircraft to spread a chemical agent on a ground target. GA provides vital services to the United States and greatly enhances the U.S. economy. GA accounts for some 77% of all flights in the United States. With more than 200,000 aircraft, 650,000 pilots, and 19,000 airports and landing strips, the GA industry provides jobs and opportunities for thousands of people. * The Nature of GA Flight Operations GA 3/4 of all takeoffs/landing in US $100 billion to US economy 1.3 million jobs GA provides vital services to the United States and greatly enhances the U.S. economy. Approximately 24% of all GA flights are conducted for business or corporate use nearly two-thirds of all business flights carry passengers in mid-level management positions, sales representatives, and project teams for major corporations. GA accounts for three-quarters of all takeoffs and landings in the United States, contributes about $100 billion to the U.S economy, and has about 1.3 million jobs. These estimates do not include multipliers, such as the number of jobs created by the hotel, rental car, restaurant, and tourist industries. The creation of GA security policies is important to protect these interests. * Securing General Aviation 5,000 GA airports in US 14,000 private airstrips Securing general aviation is challenging considering the magnitude and nature of GA operations. There are approximately 450 commercial service airports in the United States and more than 5,000 GA airports. Those 14,000 airports are not regulated by the Federal Aviation Administration (FAA) or the TSA. * Practical Aviation Security – Chapter 9 Securing General Aviation Issues to consider: What is the threat to GA airports and aircraft? What is the threat to public or infrastructure from GA aircraft? What security measures should be required or recommended to prevent both of the aforementioned threats from occurring? Most GA aircraft are too light to be used as a platform for conventional explosives and heightened vigilance by GA airport and aircraft operators would make it ...

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STANFORD GRADUATE SCHOOL OF BUSINESS JETBLUE AIRWAYS: A NEW BEGINNING CASE: L-17 DATE: 9/13/10 If we were going to change on this magnitude as quickly as we were trying to, we had to involve everybody that did the work in the work. -Rob Maruster, JetBlue Airways Chief Operating Officer 1 An ice storm bit JFK Airport in New York on February 10, 2010, severely reducing airport capacity for more than 24 hours. The day before the storm hit, JetBlue Airways, based at JFK, had cancelled 386 flights scheduled for the following day, including all 261 flights scheduled to take off from JFK. The cancellation decision was made well in advance, based on weather forecasts-passengers and aircrews were notified up to 36 hours before their flights. Since passengers on cancelled flights did not come to the airport, the level of stress generally experienced when boarding areas were full of people impacted by cancelled or delayed flights was greatly reduced. The airline adjusted plans for airplanes and aircrews so that it could quickly recover once the storm passed. The next day, operations resumed in an orderly way, although another 138 flights were cancelled. 2 The schedule was completely back to normal two days after the storm. This was a far cry from the impact of a six-hour ice storm three years earlier. That event, called by some the "Valentine's Day Massacre," had stranded nine JetBlue planes, full of passengers, on the tarmac for more than six hours. The company had delayed making cancellations, hoping the weather would clear, but eventually had to cancel 1,195 flights over a period of six days, costing about $41 million. 3 JetBlue was pilloried in the press and called before Congress-a shocking turn of events for a company predicated on the idea of "bringing humanity back to air travel," and consistently rated as one of the best (if not the best) airline for passenger service. 1 Quotations are from interviews with the author (Hoyt) unless otherwise specified. 2 Cancellation statistics from JetBlue Airways. 3 John Harvey, JetBlue CFO, in "QI 2007 JetBlue Airways Earnings Conference Call-Final," Voxant FD Wire, A ril 24, 2007. David Hoyt and Professors Charles O'Reilly, Hayagreeva Rao, and Robert Sutton prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2010 by the Board of Trustees of the Leland Stanford Junior University. All rights reserved. To order copies or request permission to reproduce materials, e-mail the Case Writing Office at: [email protected] or write: Case Writing Office, Stanford Graduate School of Business, 518 Memorial Way, Stanford University, Stanford, CA 94305-5015. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means - electronic, mechanical, photocopying, recording, or otherw.

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JetBlue Airways operates primarily out of Terminal 5 (T5) at John F. Kennedy International Airport (JFK). This terminal is also known as the TWA Flight Center, which was designed by the famous architect Eero Saarinen and is considered an architectural masterpiece. Terminal 5 is located in the southeastern part of JFK airport, near the intersection of the Van Wyck Expressway and the JFK Expressway. The terminal has 29 gates and serves both domestic and international flights. It offers a variety of amenities, including shops, restaurants, lounges, and free Wi-Fi. If you are flying on JetBlue Airways from JFK, you should check your itinerary to confirm your departure terminal. In some cases, JetBlue may operate out of other terminals at JFK, such as Terminal 4 or Terminal 6. It's always a good idea to check with your airline or the airport website to confirm your terminal and allow plenty of time to navigate through the airport.

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BACKGROUND How does one convert a $1.2 billion project into a $5.0 billion project? It’s easy. Just build a new airport in Denver. The decision to replace Denver’s Stapleton Airport with Denver International Airport (DIA) was made by well-intentioned city officials. The city of Denver would need a new airport eventually, and it seemed like the right time to build an airport that would satisfy Denver’s needs for at least fifty to sixty years. DIA could become the benchmark for other airports to follow. A summary of the critical events is listed below: 1985: Denver Mayor Federico Pena and Adams County officials agree to build a replacement for Stapleton International Airport. Project estimate: $1.2 billion 1986: Peat Marwick, a consulting firm, is hired to perform a feasibility study including projected traffic. Their results indicate that, depending on the sea- son, as many as 50 percent of the passengers would change planes. The new airport would have to handle this smoothly. United and Continental object to the idea of building a new airport, fearing the added cost burden. May 1989: Denver voters pass an airport referendum. Project estimate: $1.7 billion Denver International Airport (DIA) 517 1321.ch14 11/3/05 9:28 AM Page 517 Kerzner, H. (2008). Project management. Retrieved from http://ebookcentral.proquest.com Created from erau on 2018-09-28 10:15:03. C op yr ig ht © 2 00 8. J oh n W ile y & S on s, In co rp or at ed . A ll rig ht s re se rv ed . March 1993: Denver Mayor Wellington Webb announces the first delay. Opening day would be postponed from October, 1993 to December 1993. (Federico Pena becomes Secretary of Transportation under Clinton). Project estimate: $2.7 billion October 1993: Opening day is to be delayed to March 1994. There are problems with the fire and security systems in addition to the inoperable baggage handling system. Project estimate: $3.1 billion December 1993: The airport is ready to open, but without an operational baggage handling system. Another delay is announced. February 1994: Opening day is to be delayed to May 15, 1994 because of baggage handling system. May 1994: Airport misses the fourth deadline. August 1994: DIA finances a backup baggage handling system. Opening day is delayed indefinitely. Project estimate: $4 billion plus. December 1994: Denver announces that DIA was built on top of an old Native American burial ground. An agreement is reached to lift the curse. AIRPORTS AND AIRLINE DEREGULATION Prior to the Airline Deregulation Act of 1978, airline routes and airfare were established by the Civil Aeronautics Board (CAB). Airlines were allowed to charge whatever they wanted for airfare, based on CAB approval. The cost of additional aircraft was eventually passed on to the consumer. Initially, the high cost for airfare restricted travel to the businessperson and the elite who could afford it. Increases in passenger travel were moderate. Most.

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