1. Build Support

Before you can develop a climate change vulnerability assessment at your airport, you may need to build support and consensus for the process—especially since it will ultimately lead to resilience measures. The following strategies, adapted from ACRP Report 188: Using Existing Airport Management Systems to Manage Climate Risk, can help you build the support you need.

1.1 Identify a Champion

Climate vulnerability assessment initiatives may be most successful when there is a specific individual or team that generates support and excitement. The role of this champion is not to single-handedly do all the work, but to gather the support that is needed, foster collaboration, and sustain momentum for the process.

1.2 Define Roles and Responsibilities

Clearly defining the responsibilities of involved individuals and their specific tasks is important, especially when starting out. A clear understanding of their role and how it fits into the larger effort helps team members take ownership of actions that align with the champion’s objective.

1.3 Make the Case to Management

Securing the buy-in of airport executives and senior management on the long-term value and benefits of a climate vulnerability assessment creates alignment on multiple levels. To start, executive leadership sets the priorities for individual departments within airport management and operations. Executive management also has a broad view of the organization and may provide insight and access to resources to further refine how climate risks are identified and assessed internally.

1.4 Build Support Across Departments

Building an awareness of the risks from changing climate conditions—and an airport’s potential vulnerabilities to those risks—will require a coordinated and persistent approach. The end goal is to develop consensus and share information to fully account for these risks. Engaging executive management to assist with facilitating this coordination is encouraged, where feasible. Communicate to the different levels of management within your department the value, benefits, and information already collected to date to build momentum for continued engagement. From there, identify opportunities to connect with other departments. You may find you are not the only person actively seeking to understand climate risk to the airport, and other teams may have begun efforts.

1.5 Coordinate with External Stakeholders

Airlines, other commercial airport tenants, fixed base operators (FBOs), and concessions are dependent on airports to maintain business continuity. Beyond the airport’s geographic boundary, the surrounding airport community, especially those with shared transportation and environmental resources or are locally connected to the airport in any way, are affected by airport activities. Early and frequent coordination with these stakeholders allows you to identify and assess indirect climate risks. These risks might range from energy and water supplies to road access. Where available, use existing coordination contacts or mechanisms for efficiency (e.g., airport relationship manager or standing business or community meetings).

1.6 Communicate Effectively

Keeping your message straightforward, focused, positive, and solutions-based will increase understanding. Effective strategies include:

1. Focus on risks from climate change, not the causes — The science of climate change can be challenging to communicate, and sometimes can create tension. Focusing instead on the risks, and those risks specific to your airport and region, can simplify this message.
2. Keep the message positive — A proven approach is to focus your message on what CAN be done to understand and ultimately mitigate risks from climate change, whether as an individual or a team.
3. Focus on why climate risk matters to your audience — The risks to any particular airport functional area may vary. While keeping your core points and objectives the same, tailor your message when addressing different audiences. For example, planners involved in emergency management will better relate when the focus is on risks and hazards associated with frequency and intensity of severe weather events, while asset management personnel will be more interested in impacts to infrastructure maintenance and operational reliability.