The Leading Voice of Aviation Business

June 23, 2017

Since taking the helm at NATA, I have come to recognize that our members join the association for a variety of reasons. Some take advantage of the products and services we provide to help their business run safely and successfully. Others find participation in our policy committees or two annual industry conferences an important part of their interaction with, and opportunity to give back to, the industry. Advocacy does not always rise to a first-order consideration. It’s difficult to quantify, though many members recognize the behind-thescenes advocacy work of an association often prevents bad ideas from taking root, still other members see it as a type of insurance—there when you need it. Right now, advocacy is more important than ever, as NATA members confront proposals that threaten our industry from both within the general aviation community and as well as from without.

Bill Deere’s column this quarter discusses how the nation’s airlines proffer various myths as facts in their quest to create an air traffic control corporation. Tim Obitts looks at a legal aspect to NATA advocacy, our recent Supreme Court filing in support of a member company caught up in the IRS interpretation of the applicability of Federal Excise Taxes to aircraft management services. Unfortunately, I need to discuss a threat to our industry from within, specifically the Aircraft Owners and Pilots Association’s (AOPA) assertions that FBOs and airports are maximizing their respective revenue streams in a manner that is unfair to pilots. Despite the best efforts of NATA, its member companies and others in the general aviation community, AOPA is requesting the FAA require either FBOs to provide no-cost access to ramps and facilities or airports to provide pilots with free public ramp space.

For those of you unfamiliar with the situation, in late November of last year, the FAA met with Bill and his regulatory team, and informed them that AOPA planned to meet with the agency in December to discuss FBO pricing. That meeting occurred in late December, and shortly after the holidays, NATA was contacted by the FAA requesting we provide our perspective. AOPA’s documents (which we have posted online at http://www.nata.aero) revealed an eleven-month campaign and included a cursory review of leases at a select few public-use airports, as well as pricing information derived from AirNav data, concluding:

  • Widespread FBO industry consolidation is harming the general aviation user
  • A compelling need exists to oversee the business relationship between airports and FBOs
  • Analogized FBOs to utilities—wants FAA to explore oversight mechanisms for prices.

In response to AOPA’s concerns, NATA presented an overview, “The State of the FBO Industry,” (also available on the frontpage of our website) to the FAA. The summary, developed with the assistance of our FBO and air charter members, discusses the costs of operating airport businesses and the many variables that go into determining pricing structure, including capital invested, lease duration, fuel volume, personnel expenses, hours of operation, and traffic types. The FAA is in the process of reviewing our comments as well as those from other stakeholders. I was proud of the NATA staff and members who helped develop our response. This is NATA and its members working in the best tradition of trade associations—meeting rhetoric with fact.

The May edition of AOPA’s Pilot magazine highlighted their FBO initiative and chose to attack the FAA for asking stakeholders to comment on its call for economic regulation of FBOs. The association even criticized NATA for bringing its eleven-month campaign to your attention.

As your president, I take seriously my responsibility to present the facts in a straightforward manner. NATA is not going to be the association that cries, “Wolf!” Despite claims to the contrary, AOPA’s documents speak for themselves. Its presentation compares FBOs to public utilities and requests the agency examine oversight mechanisms in other industries as possible models. That is a pure and straightforward move toward economic regulation. While it claims to support FBOs and the free market, there is no recognition of the fact that some locations require different pricing models. Among other things, the AOPA proposal requires FBOs to assume the security and safety liabilities associated with utilizing your business–without compensation. The decision to assess a facility charge, particularly when there are no purchases of fuel or services, should be yours and not imposed by law or regulation.

Importantly, there are existing FAA mechanisms to address situations where an FBO or airport is violating grant assurance requirements to furnish services on a “reasonable, and not unjustly discriminatory, basis to all users thereof.” Neither NATA nor its members support those violating that important assurance, which would also represent a breach of faith with their customers.

Many of you rightly ask whether I have met with Mark Baker, the President of AOPA. I have; and, while I do not believe it is appropriate to share confidential conversations or comments of others publicly, let’s simply say that, on this issue, we have significantly different positions. However, I can also attest that, on other important issues, the two associations continue their tradition of joint work toward the benefit of all general aviation.

Let me close by saying, “thank you.” I have been heartened by your ongoing support and am gratified by your continuing offers of assistance. Be assured NATA will continue to meet rhetoric with facts in support of free enterprise.

NATA is–and will remain–the leading voice of aviation business.

Republished from the 2017 Q2 Aviation Business Journal.


International, Innovation and Investment in NATA

June 20, 2016

Greetings from Washington! With Congress still looking for a path forward on a long-term FAA reauthorization and the ongoing controversy surrounding the House Transportation Committee proposal to split the FAA into public and private organizations, it is as important as ever to remain engaged, informed and active in helping your NATA staff communicate directly and effectively with your nation’s lawmakers. Bill Deere provides the latest information as we go to press in his column. Please help us ensure our voice remains strong and consistent. NATA continues to make progress on several other fronts. Here are a few highlights.

NATA’s international presence continues to grow rapidly and Safety 1st products are leading the way. Tim Obitts, our Senior Vice President of Membership and Business Development and Mike France, NATA’s Managing Director of Safety and Training just recently returned from attending EBACE in Geneva, Switzerland. NATA’s presence and the buzz around our industry-leading Safety 1st training programs are driving greatly increased international interest and adoption. By working with the International Business Aviation Council to roll out the International Standard for Business Aircraft Handling (IS-BAH), NATA’s footprint is now rapidly growing abroad. To help showcase this continued growth, the NATA staff recently created an interactive electronic world map on NATA’s website for members to see where Safety 1st and NATA are expanding (www.fbostatus.com or www.groundhandlerstatus.com). Please take a look and see which of your competitors is taking advantage of this world class training. In addition, we can use member assistance in reaching out to those in the industry that are advertising NATA membership and Safety 1st Training, yet are not currently participating as either NATA members or Safety 1st graduates. This creates a potential competitive disadvantage for those continuing to support the expansion and continued improvement of this clearly top shelf training. Please let us know if you are aware of anyone mistakenly advertising their participation so we can follow up with some outreach to clear up any misunderstandings.

This quarter’s Aviation Business Journal features a very interesting article on JetSuite’s foray into scheduled Part 135 operations in the Western U.S. As the major airlines continue to reduce service to smaller markets and regional airlines struggle to fill cockpit seats, this is creating vacuums and for some, opportunities. NATA members are all very entrepreneurial and agile. This is clearly evident by those that successfully navigated the post financial crisis downturn. Member companies like JetSuite continue to look for opportunities to create their own niche and hopefully, success, in the marketplace. Many industry veterans might view these innovative efforts with some degree of skepticism, but let’s face it, the economy, consumers and the competitive landscape are all evolving and NATA’s members are always looking for new paths to ensure success.

Over these last few years, NATA’s voice in Washington has grown stronger; however, the need to ensure general aviation businesses continue as a stronger voice in Washington is greater than ever. As I often like to say, for some, a strong trade association is like insurance—you only need it when you need it. Fortunately for all of us, leaders from around the world recognize that by unifying business leaders around a common purpose, the industry’s destiny is much more controllable as long as the foundation is built upon an active and engaged membership.

As NATA kicks off the second annual Aviation Business Conference in Washington, please recommit to attending and supporting the unique opportunity this member-driven conference presents. The ability to speak directly with the TSA Administrator or the FAA’s top regulator or key Congressmen and Senators or to network with colleagues to generate new business opportunities are great reasons to attend this event. Take advantage of the convenience meetings such as this provide to foster multiple parts of your businesses’ growth strategy. The Aviation Business Conference is sure to provide many opportunities and attending helps support NATA’s efforts in Washington.

Please lend your support and plan to spend some time with NATA’s staff while attending any of our events. They all do a great job of helping tell the story of aviation businesses growing, innovating and investing in the economy, both here and around the world.

Republished from Q2 2016 Aviation Business Journal


Not The Answer for Air Traffic Control

March 21, 2016

The following is the full-length response opinion piece by Tom Hendricks’ excerpted by the Denver Post.

The Denver Post’s March 12th editorial, “The remedy for aviation delays,” endorsing a congressional proposal to create a federally chartered air traffic control corporation, is rooted in a number of factual errors that call into question the basis for the Post’s support. In fact, the creation of a federally chartered, not-for-profit air traffic control corporation will erode aviation system safety, stifle the deployment of new technologies and saddle the traveling public with ever increasing travel costs.

The Post’s first factual misstatement centers on the corporation’s governance. Federally chartering an air traffic control corporation, the Post implies, means the U.S. government somehow supervises it. While such corporations are required to provide annual independent audits and reports to Congress, controversies surrounding such corporations often come down to issues of managerial accountability and fiduciary responsibility. The Post itself noted the record of another such corporation, the Post Office. But other examples include Fannie Mae, Freddie Mac, the Red Cross and the Smithsonian. It is notable that each of these federally chartered institutions have required in their history some form of government intervention.

Next, the Post implies the corporation would be overseen by the government. Wrong. The corporation would be controlled by a 13-member board of aviation insiders. In fact, one indisputable fact at the legislative hearing on the proposal – the nation’s airlines would have effective control of the board.

The Post also buys into an argument put forward by many of the principal supporters of this proposal, largely academics and economists, about the level of modernization of the air traffic control system. These experts sorely lack the necessary operational experience and expertise required to develop a fully integrated perspective of the “puts and takes” critical to ensuring a balanced approach to safeguarding the unprecedented level of safety performance that is the hallmark of the U.S. air traffic control system.

Among other things, this lack of real world depth of experience blithely leads to simplistic pronouncements such as “a blip is just a blip” when referring to aircraft displayed on air traffic control systems and similarly, that the U.S. is “using World War II technology” as the foundation for our air traffic control system. These views are simplistic, uninformed and clearly point to an academic, not operational view of reality.

The incredibly robust U.S. air traffic control system is modern, highly-integrated and provides for an extremely high level of continuity in the face of disruptive meteorological and technological challenges. This system was designed with the predominant users of the system in mind – major airlines. One must only visit state-of-the-art FAA facilities like the Atlanta Terminal Radar Approach Control Facility, the FAA Command Center in Warrenton, Virginia, the FAA William J. Hughes Technical Center in New Jersey and others to realize that these extremely robust and modern facilities leave “World War II” technology in the dust. These facilities, along with the Enroute Automation Modernization-equipped high altitude enroute air traffic control centers, are already fusing multiple sensor sources, including radar, Global Positioning System inputs and other sources into these highly-integrated systems.

We understand the idea of creating an air traffic control corporation is appealing to many, including the Post, as a way to address budgetary stability at the FAA. But doesn’t the Department of Defense deserve a little budgetary stability? What about federal law enforcement or programs to assist the poor with their heating bills, could they use a little budget stability? The FAA isn’t the only part of the federal budget that needs relief from political in-fighting over the budget.

Air traffic control is a monopoly and the governance of this proposed corporation is already precooked in the proposal endorsed by the Post to pick its winners and losers, leaving the consumer and general aviation largely on the outside looking in.


A Time to Reflect… Now Let’s Focus On the Next 75 Years!

December 28, 2015

 

December 28, 2015 marks a very auspicious accomplishment for NATA. We are very pleased to celebrate our 75th Anniversary as the leading voice of aviation businesses in our country, and beyond. In this issue of the Aviation Business Journal, please take a few minutes to read about our storied history in a great article authored by Paul Seidenman & David J. Spanovich, “NATA – For 75 Years, The Voice of General Aviation Business.”

Reflecting back on the early days of what we know today as NATA, I remain amazed and proud that industry leaders—with a clear vision and mission—organized, united and led NATA’s members on a path that continues to ensure our voices are heard clearly in the aviation industry, the Halls of Congress, before federal agencies, and in the states. We will forever be indebted to William A. Ong, Leslie H. Bowman and many others whose vision and dedication remain the hallmarks of our association.

However, these great leaders truly owe their success—and the continuing success of NATA—to the scores of current and former volunteer leaders who over these past 75 years generously donated their time and resources to actively help guide our efforts. These volunteers include NATA board members, committee members and the many others we call upon to provide views on a host of issues. As I’ve repeatedly said over these last few years, this is your association and volunteering to participate helps guarantee our success well into the future. The NATA staff needs your expertise when advocating with our colleagues, at the FAA, and on Capitol Hill. Clear, well-defined policy priorities succeed when driven by NATA members.

Looking ahead, the future of NATA is bright as we embark on our next 75 years. There are several guideposts that will help ensure we remain relevant, respected and a valuable resource for our members and the nation’s policymakers.

  • Growing our suite of safety enhancing training products will be front and center moving forward. Safety 1st is recognized as the gold standard for general aviation businesses. NATA will continue to thoughtfully expand this highly beneficial program into other areas to ensure our members continue to enjoy cutting edge products that drive safety improvements and translate to the bottom line. This will become particularly more important considering FAA Administrator Michael Huerta’s commitment to moving the agency from an “enforcement” regime to one of “compliance.” This “sea change” dovetails extremely well with safety management principles now rapidly maturing. Even though the FAA’s philosophy shift will likely take years to fully implement, programs like Safety 1st will become ever more vital to ensuring our members properly manage risk in their businesses.
  • Moving forward, NATA must remain agile in a changing business environment, must stay relevant to both members and in policy debates in Washington and beyond and most importantly, must continue to be responsive to our members’ needs. We will work with NATA’s board to ensure our by-laws and organizational structure continue to demonstrate the
    most effectiveness and value for NATA’s members.
  • NATA will continue to actively manage strategic rela­tionships to ensure our voice is heard. We’ll do this by being good listeners, solution-oriented, non-partisan and closing on commitments we make. These are long-term commitments that will garner respect and influ­ence to ensure The Voice of Aviation Business remains a key player in Washington and beyond.
  • The recently announced purchase of the Independent Fixed Base Operators Association (IFBOA) is already jumpstarting our membership rolls and bringing a vitally important constituency to NATA, ensuring we truly speak as one voice on Capitol Hill. In the coming months, this move, along with our updated products and services will ensure we remain a vibrant and grow­ing trade association for many years to come.

In closing, it’s an honor to lead your trade association and to work with our highly dedicated NATA staff and volun­teers. This is a winning combination that is going to ensure our future remains bright. Please participate and remain engaged in NATA’s activities. We need your great ideas and guidance to help ensure The Voice of Aviation Business grows even stronger for our members!

Republished from Q4 2015 Aviation Business Journal


Greetings From Washington

October 30, 2015

There are many exciting things happening at NATA so let’s jump right in.

NATA Purchases the Independent FBO Association (IFBOA)
As we prepare to celebrate NATA’s 75th birthday in December of this year, our future is bright and getting brighter every day. We all look forward to our next 75 years and the key to our enduring success will always be our membership staying informed, engaged and focused on the future. A key component of that continued success is our recent announcement that NATA purchased the Independent Fixed Base Operators Association (IFBOA). On January 16th, we announced a “strategic relationship” with the IFBOA. This gave both teams the time to work through the details of how the merged organizations would more closely coordinate and in some cases, integrate activities.

It is certainly a reasonable question to ask why NATA and IFBOA made this move. Fundamentally, IFBOA was very successful at building a growing organization that featured some highly attractive products and services for its membership—particularly its Workers’ Compensation Insurance product. Additionally, in conversations with many current and former NATA members, a consistent theme emerged of the perception that independent FBOs, not affiliated with a larger chain, did not feel their voices were being heard by NATA.

Over the last three years, NATA worked deliberately to address these concerns. Specifically, NATA recently teamed with AirSure Limited, whose proven track record at bringing highly desirable insurance products to our industry is unmatched. Next, your NATA board of directors actively recruited independent FBO operators to serve on the board to ensure NATA’s policy decisions strike the right balance across the wide range of our regular members. The purchase of IFBOA culminates a huge effort that is already bringing great benefits to all members. Read more about this move in the article on page 27 in this edition of the Aviation Business Journal. In short:

  • Together we are much stronger. Speaking with one unified voice in Washington and elsewhere makes NATA’s advocacy much more effective
  • We will retain the IFBOA brand and continue to bring tailored products, services and advocacy to these non-affiliated FBOs
  • For 2016, the membership dues structure will be completely aligned with most small businesses (under 11 employees) seeing a dues reduction
  • NATA’s board of directors remains committed to a highly diverse representation structure on the NATA board with small, independent FBOs continuing to provide a strong voice on independent business issues

Personally, I feel many in the aviation community are suffering from a bad case of “group think” that pillories both the institution of the FAA and its thousands of highly skilled and dedicated employees.  Others continue to draw false comparisons with countries that have modernized from, in some cases, systems with no or very rudimentary forms of aircraft surveillance (i.e. – no radars – and the attendant poor safety records).

All Hands on Deck
It’s an incredibly busy time in Washington and our lobbying staff is fully engaged in ensuring the process of Congress reauthorizing the FAA keeps aviation business interests on their radar screen. Bill Deere, our Senior Vice President for Government and External Affairs, is leading the effort to ensure the House and the Senate fully understand the vital role that general aviation businesses play in their states, districts and local communities. Please be prepared to provide your personal support in reaching out to the key decision-makers as this process unfolds. These opportunities (and risks) come around about every 3-5 years and delivering a focused message to your elected representatives is key to ensuring we achieve the best possible outcomes.

The Value of NATA Membership
Aviation businesses join and retain their memberships in NATA for a host of reasons. Many of our members possess an understanding that no other organization in Washington is solely dedicated to “protecting and championing” the interests of aviation businesses in Washington. Others rely on our “gold standard” Safety 1st training products to ensure their businesses are achieving the highest levels of aviation safety available anywhere. And still others join or retain their membership for one of our other products and services like the NATA Workers’ Compensation Insurance Program or IFBOA’s much-heralded Workers’ Compensation Insurance Program. New programs like NATA Aviation Solutions, our new deeply discounted NATA membership shipping program with PartnerShip® and the Safety 1st Digital Emergency Response System continue to deliver value across a wide spectrum of member needs. Whatever the reasons are for choosing to join NATA, we will continue to adapt to our membership’s desires as our industry and members’ needs evolve. If you’ve got some new ideas, please call or email us with ways we can better serve you.

Our two most recent conferences are great examples of this needed adaptability. In June, we conducted a highly successful Aviation Business Conference in Washington. According to the feedback from those that attended, this was one of the most highly successful and relevant NATA conferences ever conducted. And the just completed Aviation Business Roundtable, with it’s strategic, policy-level focus for senior executives delivered great insights into key political, economic and strategic topics that will uniquely guide key decisions for senior business leaders in the coming months.

In closing, the entire NATA staff is committed to the belief that as your operating environments and businesses change in the coming years, your trade association must remain agile and adaptable to meet those needs into the future. As always, the key to our success is remaining focused on our members; thus, being engaged, communicating with our staff and letting us know when you see turbulence ahead is something that I ask all of our members to continue to be resolute about. This is your trade association and we continue to be on course and climbing!

Republished from Q3 Aviation Business Journal