Flying Against The Wind.
“Many cities have a love–hate relationship with their airport. On the one hand, it is a gateway to a world of possibilities; on the other hand, it can be a noisy and intrusive neighbor.
That was the challenge facing the San Diego International Airport, known locally as Lindbergh Field. Conveniently located in downtown San Diego, it has been consistently ranked as one of the best in nation in terms of passenger satisfaction and customer service. However, it is landlocked into a bay-front location with no room to grow. It is the nation’s busiest single-runway airport, serving more than 17 million passengers in 2012.48 When given the
option of moving the airport to an alternative site in November 2006, San Diego County residents rejected the ballot measure by a 62 percent to 38 percent margin.49 Left with few other options, the San Diego County Regional Airport Authority decided to develop a master plan to expand airport operations in the existing 661-acre site. That, in turn, would require Authority Board approval of an Environmental Impact Report (EIR), a requirement under California’s stringent environmental laws.50 It should be noted that the airport’s environmental mission statement emphasized a commitment to maintaining safety while minimizing the airport’s impact on both the environment and the surrounding community.51
At this point, the Authority public affairs team partnered with public relations agency Porter Novelli. During the summer and fall of 2007, the agency conducted four focus groups, two with voters living within five miles of the airport and two with people living in other areas of the county. Porter Novelli targeted people “most likely to voice their opinions about a public project,” especially targeting those who had opposed prior expansion of the airport. Agency practitioners also interviewed 28 community opinion leaders from diverse industry sectors. This research revealed low public awareness of the airport’s expansion plans, that people wanted to be kept informed of these plans, and that people who knew the details overwhelmingly supported airport improvements.52
In addition to a series of public hearings required by state law, the Authority and the agency sent direct-mail business reply cards to airport neighbors, asking them to sign up for a “keep informed” list. Airport tours, a monthly e-mail newsletter, advertising, a project video, and a website were used to publicize the airport’s proposed master plan. A speaker’s bureau was created to take the message to influential community groups. Porter Novelli also engaged in an aggressive media relations campaign that included media briefings and tours, op-ed pieces, and a steady stream of news releases.
Just days before the Authority Board was scheduled to consider the EIR, San Diego City Councilman Kevin Faulconer organized a protest just across the street from the airport. Faulconer and 40 other area residents opposed the construction of a five-story parking garage—a key element of the master plan—that they said would create traffic gridlock on one of the city’s busiest streets. They sought to delay a decision on the master plan.53 In response, airport and agency officials produced evidence of public support for airport expansion in the form of 200
support cards from residents favoring the plan, as well as 313 letters of support from individuals and businesses.
Q1: Describe in detail the five essential elements of public relations and how they apply to this case study .
Q2: Why is it appropriate or inappropriate for a public agency such as the San Diego County Regional Airport.Authority to contract with a public relations agency in an effort to influence public policy? It is important to always think about the pros and cons. That way you are prepared for both sides .
