THE AIRPORT AUTHORITY
Raleigh-Durham International Airport is managed by the Raleigh-Durham Airport Authority, an eight-member board. The cities of Durham and Raleigh and the counties of Durham and Wake each appoint two members to the board for two-year terms. The Airport Authority is a local government responsible for the development, operation and maintenance of RDU.
– ROUTES –
A YEAR OF ROUTES
A YEAR OF GROWTH
The year 2015 included a 4.1 percent increase in the number of passengers traveling through RDU over 2014. In the years surrounding and immediately after the recession of 2008-2009, airlines were reluctant to add seat capacity. During that time oil prices were also high. However, at RDU the demand to travel remained high and thus nearly all seats departing the airport remained full. As oil prices dropped and economic forecasts improved, airlines have added 11 new routes, thereby increasing the number of available seats from RDU and contributing directly to the rise in passengers this year.
– VISION2040 –
PLANNING RDU'S FUTURE
In Spring 2015, the Airport Authority launched an 18-month master planning process that will guide airport development through the year 2040. Called Vision2040, the study is being led by Ricondo & Associates, a consultant specializing in master plan development. The Federal Aviation Administration requires airports to develop a master plan to qualify for federal funding.
– EXCELLENCE –
DEMONSTRATING EXCELLENCE
In everything we do, we strive for excellence. It is both a core value for our organization and is a key part of our mission statement. That is why we are honored to have received a number of recognitions throughout 2015.
We are also grateful for the opportunity to demonstrate leadership in a number of key areas.
– EFFICIENCY –
ORGANIZATIONAL EFFICIENCY
Following a year of reshaping the Airport Authority’s organizational chart to keep pace with changes in the aviation industry, this year was one of welcoming new faces to the organization. A number of critical new roles and positions were filled.
– NUMBERS –
2015 BY THE NUMBERS
The aviation industry, like many others, has up and down economic cycles. Therefore, we maintain the commitment to being fiscally conservative in order to preserve the highest levels of financial integrity, for which we’re known.
Our budget is tied to a strategic planning process that allows us to stay on track with our mission and the airport vision. The budget also enables us to ensure accurate funding for projects at the airport.
