Recipient of the 1999 Airport Executive Partnership honor relates the Hayward experience
BY John F. Infanger, Editorial Director
PHOENIX — In 1995, the National Air Transportation Association and AIRPORT BUSINESS teamed up to offer the annual NATA Airport Executive Partnership Award. It seeks to recognize and promote airport officials who stand out in enhancing the business environment of the entire airport and its role in the community. The award is selected from NATA member nominations.
Brent Shiner, airport manager at Hayward (CA) Executive Airport, was honored at NATA's annual convention here as the 1999 recipient. Says one nominating member, a tenant at Hayward, "Brent recognized the opportunity for growth at HWD, but also recognized the need to mend fences between neighborhood groups, city officials, and users of the airport.
"Since Brent assumed management of the airport, an airport marketing plan has been developed with significant input from numerous tenants. In addition, a completely new tenant lease document has been developed which provides incentives for tenants to make long-term investments ..."
Shiner is third generation aviation. He spent his days of youth around grandfather's flight school at Santa Monica Airport. His father was a World War II fighter pilot, shot down over Italy and later escaping prison camp to fight again.
He started on the road to airport management with a degree in air transportation management from Arizona State University, with career stops at San Luis Obispo County, Lake Tahoe, and Santa Maria before coming to Hayward in 1996.
Following are edited excerpts from an interview with Shiner, conducted after the award ceremony.
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AIRPORT BUSINESS: Tell us about the environment at your airport.
Brent Shiner: Hayward has quite a history of controversy between the tenants and the airport, with city hall and the airport, with the community and the airport. One of the things that seemed to hurt Hayward in the pilot's mind was their performance-based noise ordinance, where they established minimum levels of noise that could be generated from the airport. They installed noise monitors out in the community and actually adopted a city ordinance that said, ’If you violate the parameters of our noise limits, then we're going to cite you. And, on your third citation, we can fine you up to $500.'
It created animosity.
AB: You recently changed the name of the airport.
Shiner: Our consultants recommended changing the name of the airport from the Hayward Air Terminal to the Hayward Executive Airport. We didn't even have a terminal; the control building houses our office.
We also wanted to get our name out to all of those companies that felt that Hayward wasn't friendly because of the noise ordinance. We wanted to change that image, to get the executive business traveler to come back.
We also needed to take a look at other issues — where our weaknesses were, where our strengths were. We hired a consulting firm to do a strategic business plan from a business standpoint, not from a master plan development standpoint.
We envisioned it as a two-step process. One was going to be the business plan to tell us what we needed to do, and then a marketing plan that said this is how to get the word out there.
The consulting firm had discovered that the tenants on the airport were pretty upset with the management, not only at the airport but downtown. So, when a prospective operator would come to Hayward and say that they were interested in business development, they would go and talk to the tenants of course, and the tenants would say, ’Don't come here.'
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