Restoring the Princess: Stakeholder Engagement in the Sint Maarten Airport Terminal Reconstruction Project Case Study Restoring the Princess II © 2024 International Bank for Reconstruction and Development/The World Bank 1818 H Street NW, Washington DC 20433 Telephone: 202-473-1000; Internet: www.worldbank.org Standard Disclaimer This work is a product of the staff of The World Bank. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. The material in this work is subject to copyright. Because The World Bank encourages dissemination of its knowledge, this work may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is given. Attribution Please cite the work as follows: Erica Piber and Helene Pfeil. 2024. “Restoring a Princess: Insights from Stakeholder Engagement in the Sint Maarten Airport Terminal Reconstruction Project.” © World Bank. Translations If you create a translation of this work, please add the following disclaimer along with the attribution: This translation was not created by the World Bank and should not be considered an official World Bank translation. The World Bank shall not be liable for any content or error in this translation. Adaptations If you create an adaptation of this work, please add the following disclaimer along with the attribution: This is an adaptation of an original work by The World Bank. Views and opinions expressed in the adaptation are the sole responsibility of the author or authors of the adaptation and are not endorsed by The World Bank. All queries on rights and licenses, including subsidiary rights, should be addressed to World Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2625; e-mail: pubrights@worldbank.org. Cover Image: Adobe Stock Restoring the Princess III Table of Contents Acknowledgements������������������������������������������������������������������������������������������������������������������������������� IV 1. Overview of the Sint Maarten Airport Terminal Reconstruction Project��������������������������������� 1 2. Highlights of PJIAE’s Stakeholder Engagement Efforts��������������������������������������������������������������3 Detailed stakeholder mapping������������������������������������������������������������������������������������������������������������������3  ultiple outreach channels and consistent stakeholder engagement throughout M the project’s life cycle���������������������������������������������������������������������������������������������������������������������������������4 3. Challenges�������������������������������������������������������������������������������������������������������������������������������������������6 Navigating visual and technical challenges of reconstructing an operating airport������������������ 6 Managing stakeholder expectations in large-scale infrastructure projects���������������������������������7 4. Emerging Lessons to Engage with a Diverse Stakeholder Matrix��������������������������������������������10 Integrating stakeholder suggestions into project design and implementation��������������������������10 Offering the airport community the opportunity to “come and see for themselves”����������������12  hinking outside the box: developing creative and innovative communication T products, accessible to a wide audience����������������������������������������������������������������������������������������������12 Documenting stakeholder engagement and press coverage carefully�����������������������������������������13 Ensuring that the airport community was ready for the change���������������������������������������������������14 Organizing user testing sessions with citizens�����������������������������������������������������������������������������������14 5. Conclusion�����������������������������������������������������������������������������������������������������������������������������������������16 6. Image Credits����������������������������������������������������������������������������������������������������������������������������������� 17 List of Figures Figure 1. Stakeholders identified in the project’s stakeholder engagement plan�����������������������������4 Figure 2. Stakeholder engagement channels used under the project��������������������������������������������������5 Figure 3. Timeline of significant events and milestones from hurricane Irma to November 2024������������������������������������������������������������������������������������������������������������������������� 8 Figure 4. Requests voiced by the airport community���������������������������������������������������������������������������� 11 List of Boxes Box 1. Key project details��������������������������������������������������������������������������������������������������������������������������2 Box 2. Key takeaways from the airport terminal reconstruction project������������������������������������� 9 Box 3. Positive tone in external communications, following a customer’s suggestion������������� 11 Restoring the Princess IV Acknowledgements This case study was written by Erica Piber (Senior Social Development Specialist) and Helene Pfeil (Social Development Consultant) of the World Bank. Invaluable contributions were provided by the Princess Julianna International Airport Operating Company (PJIAE) and its Project Management Unit (PMU), who actively engaged in the drafting, review, and editing of this case study. Special thanks to Mirto Breell (Project Director) and Michelle McNaught (Project Environmental and Social Specialist), who spearheaded PJIAE efforts to effectively engage with a wide range of stakeholders, integrating their views into project implementation. Thanks to the World Bank task team—including Joanna Moody (Transport Specialist), Rohan Shah (Transport Specialist), and Tatsuo Harada (Senior Transport Specialist) who actively supported stakeholder engagement actions, provided review to the case study, and helped to coordinate its publication and dissemination. The team received support from the World Bank’s Caribbean Country Management Unit and the Sint Maarten Reconstruction, Recovery, and Resilience Trust Fund operations team, including Toyin Jagha (Program Manager) and Cassandra de Souza (Operations Officer). The team is grateful for the Social Development department for the Latin America and the Caribbean region for their encouragement and support to share this good practice more broadly. Jonathan Davidar (Senior Knowledge Management and Learning Officer, Global Transport Knowledge Unit) edited the case study and guided the design, infographics, and production of this publication. Thanks to RRD GO Creative for design. Overview of the Sint Maarten Airport Terminal 1 Reconstruction Project On September 6, 2017, Sint Maarten’s Princess Juliana International Airport (PJIA) faced extensive damage due to Hurricane Irma, a Category 5 hurricane with wind speeds exceeding 185 miles per hour (296 kilometers per hour). Thirteen days later, Hurricane María compounded this damage, with water entering the airfield and terminal, causing further destruction to the already compromised infrastructure. The terminal building suffered severe structural damage, including the loss of its roof, collapsed entrance doors, and internal wreckage, leading to significant damage to equipment, electronics, and finishes across all levels of the terminal. In September 2019, the Sint Maarten Airport Terminal Reconstruction Project (ATRP) was approved by the World Bank Board of Directors with the goal to restore the passenger capacity of PJIA to pre-Hurricane Irma and María levels with improved resilience. It is financed through a World Bank managed Trust Fund with a grant from the Government of the Netherlands and a loan from the European Investment Bank through on-lending agreements with the Government of St Maarten and Princess Juliana International Airport Operating Company’s (PJIAE)’s own funds. The PJIAE is the project implementation unit (PIU) for ATRP with a total funding of USD 142 million. PJIAE works closely with another trust fund PIU, the National Recovery Program Bureau (NRPB) – an independent state agency – which supports the ATRP on fiduciary and governance issues. To distinguish between the two contributing PIUs, PJIAE PIU will be referred to as the project management unit (PMU) throughout this document. Restoring the Princess 2 Box 1. Key project details Location: PJIA is situated on the southwest side of Sint Maarten on the Dutch Side of the island. Strategic importance: PJIA serves as a major subregional hub for the Eastern Caribbean, serving Saba, St Eustatius, St Barthélemy, Anguilla, Dominica, Nevis, and Tortola. Pre-Irma, the airport accommodated 1.8 million passengers annually, with 170 aircraft movements per day. It is one of the largest employers on the island, with 315 workers employed directly and a total of 1700 workers within the entire airport community. Emotional significance: The value of this project extends beyond mere infrastructure repair. PJIA is considered a national treasure, and its reconstruction embodies themes of national pride, job security, returning to normalcy, and generating income opportunities through increased employment, sales, and service demand. These factors contributed to a deeply personal investment from all stakeholders and led to high project visibility, expectations, and community interest. Highlights of PJIAE’s Stakeholder 2 Engagement Efforts Detailed stakeholder mapping Stakeholder engagement efforts by PJIAE are notable for the comprehensive initial mapping, given the range of actors impacted by the reconstruction, and the strategic significance of the project. Careful mapping proved critical in ensuring that key users and groups were informed of progress in repairs and restoration of the airport to its full operational capacity. The stakeholder list and engagement strategy were captured in the project’s Stakeholder Engagement Plan (SEP), disclosed in 2019.1 Figure 1 exemplifies the meticulous identification of stakeholders, broadly divided into internal stakeholders (PJIAE staff and PJIAE partners, also referred to as “the airport community”2), and external stakeholders (communities living around the airport, the media, and the public). Stakeholder Engagement Plan: https://sxmairport.net/reports/PJIAE%20SEP%20(November%202021).pdf 1 Airport users and stakeholders (aeronautical and non-aeronautical) that work at or within the airport facilities 2 Fi ur 1. St k hold rs id ntifi d in th proj ct’s st k hold r n m nt pl n Public s ctor A ron utic l Non- ron utic l st k hold rs st k hold rs st k hold rs • Govt. of St. M rt n • PJIAE mplo s Us rs nd Communit Tourism nd (Council of Minist rs oth r Busin ss s • PJIAE M n m nt Bo rd, • P ss n rs nd M mb rs of Sup rvisor Bo rd, Holdin Bo rd, • Airport- dj c nt • Tr v l op r tors, P rli m nt) Proj ct St rin Committ communiti s (includin c r r nt l comp ni s • N tion l R cov r • Airlin r pr s nt tiv s Simpson B nd • T xi op r tors Pro r m Bur u • Airport Communit st ff B con Hill) • T xi union • Ministr of Tourism, • Ground tr nsport op r tors • Isl nd popul tion Economic Aff irs, • Busin ss s d p ndin Tr nsport nd • Airport tr nsport tion Airport S rvic s on th irport T l communic tion ssoci tions op r tions ( . . tour • Conc ssion ir s: Shop op r tors, hot li rs) • Ministr of Justic , • Wh lch ir S rvic s nd r st ur nt own rs in SXM Public Housin , Sp ti l in th irport, includin • VIP S rvic s nd n rb isl nds Pl nnin , Environm nt v ndors who op r t d (S b , St Eust tius, nd Infr structur • Isl nd’s Airport S f t Committ busin ss t th clos d An uill nd • Ministr of H lth, • Int rn tion l Air Tr nsport t rmin l St B rth l m ) Soci l D v lopm nt Associ tion • Customs D p rtm nt • St. M rt n Tourist & L bour • Int rn tion l Civil Avi tion • Immi r tion nd Bord r Bur u, Tourism Offic • D p rtm nt of L bour Or ni tion Prot ction S rvic of Fr nch St. M rtin • Coll ctivité of • St. M rt n Civil Avi tion Authorit • Alph T m - Polic • Work r’s union St. M rtin • Air S rvic D v lopm nt Committ • Cl nin S rvic , (int rn l nd xt rn l joint roup) Tr sh R mov l S rvic Source: World Bank. Multiple outreach channels and consistent stakeholder engagement throughout the project’s life cycle The project stands out for its effective use of a variety of outreach channels and regular stakeholder engagement throughout the project’s lifetime:3 3 During the Covid-19 pandemic, many of these communications were carried out through virtual platforms such as Microsoft Teams and Zoom. When face to face activities were resumed, such as tours of the non-operational portion of the terminal, Covid-19 safeguards measures such as face mask use, social distancing, and hand sanitizing were observed. Fi ur 2. St k hold r n m nt ch nn ls us d und r th proj ct Onlin communic tion m t ri ls • R ul r n wsl tt rs (www.sxm irport.com/n wsl tt r.php) • N ws s ction on w bsit , pr ss r l s s (www.sxm irport.com/n ws-pr ss.php) • Proj ct w bp (www.sxm irport.com/construction.php) Multi-m di • R dio nd TV int rvi ws • TV s ri s “R build R cov r R inv nt” (PJIA Youtub Ch nn l-5 pisod s from M to D c mb r 2021) • TV pisod s “R storin Princ ss” on YouTub , Inst r m... Surv • Onlin f db ck surv on proj ct w bsit Soci l m di pl tforms llowin int r ction • Wh tsApp roups ( . . for PJIAE st ff) • Soci l m di upd t s (Inst r m, F c book, Twitt r) • PJIAE Intr n t M tin s • Monthl f cilit tion/consult tion m tin s with irport us rs, ron utic l nd non- ron utic l st k hold rs • Info s ssions • Public outr ch to sp cific communiti s: Simpson B communit , B con Hill Communit , M ho Comm Group, Comm Councils Offlin communic tion m t ri ls • M in f tur s, rticl s, ds nd hi hli hts, loc l n wsp p rs • Int rn l notic s for st ff Tours/visits of th irport • M di tour for r pr s nt tiv s m di ntiti s • R ul r tours for diff r nt st k hold rs • Hi h-profil visits Gri v nc r dr ss m ch nism • Distinction b tw n hindr nc s (compl ints which n d to b ddr ss d imm di t l nd c n l d to stoppin curr ntl on oin r construction works) nd ri v nc s (mor m dium-t rm compl ints) • Hindr nc notic s for irport communit , p ss n rs, nd PJIAE st ff cov r d subj cts such s nois , dust, vibr tions, w t r shut-off, pow r or ir conditionin disruptions, works t ni ht, tc. Source: World Bank. 3 Challenges Navigating visual and technical challenges of reconstructing an operating airport Despite ongoing reconstruction, the airport has remained operational throughout the project, servicing over one million passengers in full compliance with international airport safety and security requirements. Enabling active operation presented unique challenges in ensuring effective coordination between the project team and the airport team. For instance, the airport’s operations team was often concerned about avoiding or minimizing dust, noise, odors and other disruptions and encroachments to operating areas of the terminal, requirements which the construction team could not always accommodate. To address this conundrum, specific activities were implemented to streamline project planning and execution: • Weekly coordination meetings: Routine meetings were held to facilitate information-sharing between the two teams. These meetings involved key project parties, such as the PMU, Supervising Engineer, Contractor, and relevant airport operations departments. Discussions focused on planned activities for the upcoming one to two weeks, ensuring an agreed-on schedule, methods, safeguards, and requirements, including obtaining pre-construction approvals. Overall, this approach worked well, albeit occasionally resulting in minor inconveniences. • Ad hoc site walks: As needed, representatives from the concerned parties conducted site visits of the construction area to finalize planned activities and address immediate concerns. • Hindrance notices: Digital posters indicating temporary restrictions or inconveniences were circulated among internal stakeholders via emails, the PJIAE intranet, and WhatsApp Groups to outline approved activities with schedule, location, interruptions, and safety measures for airport staff and the airport community. With the design, notification, and display of hindrance notices, complaints decreased significantly. Restoring the Princess 7 Managing stakeholder expectations in large-scale infrastructure projects The PMU found that managing stakeholders’ expectations was often a challenge. Encouraging feedback and organizing stakeholder consultations sometimes led stakeholders to expect that any requests raised would automatically (and almost immediately) be implemented. The PMU had to clearly communicate that not all feedback could be incorporated into the project and explain why. It was difficult to communicate the processes and timelines faced by large-scale infrastructure projects. In 2021, media scrutiny intensified due to perceived delays in project implementation. In response, the PMU invited various local media sources and presented a visual timeline of all phases the airport had to navigate after the hurricane before construction could start. These early phases included Recovery (2017-2018), Financing (2019), Tender Preparation (2019-2020), and Tendering (2020-2021). Only after all of these phases could construction start in October 2021. This enabled the team to provide context and highlight the timeframes needed to address project complexities and obstacles outside the project team’s area of influence (see Figure 3). This initiative was perceived as particularly helpful: once presented with the full explanation of the constraints that had to be accounted for since the 2017 hurricane, media representatives and the PMU engaged in a constructive discussion which ultimately resulted in positive publicity. In the words of the project director: “There is a need to educate people that if a project gets approved today, bulldozers do not start tomorrow,” especially in a culture not used to or aware of the typical duration of projects financed by multilateral development banks. Restoring the Princess 8 Figure 3. Timeline of significant events and milestones from hurricane Irma to November 2024 PJIA Timeline SEPT 2017 06 S pt 19 S pt 16 Oct 11 Nov D c Hurric n Hurric n Comm rci l Ni ht P vilions Irm m ri fli hts fli hts st rt d 2018 Airport T rmin l Op r tion l D c S pt Au Jun M M r St rt P1 St rt P1 St rt P1 St rt P1 St rt St rt 2019 op r tion construction r m di tion d molition rbitr tion Roof R p irs N w CEO J n M r M r Au Au S pt $5 Mil $15 Mil brid Em r nc M in roof Win Gov rnm nt m r nc lo n + st rt fundin compl t d insur nc f lls –bud t lo n World B nk cl im pprov l proc ss proc ss World B nk Fundin St rt COVID-19 2020 Oct Au Jul Jun Apr M r J n ATRP W st Mold Sup rvisin Bond hold rs N w Coop r tion RFB issu d dispos l r m di tion n in r + World B nk ov rnm nt r m nt RSG RFB issu d RFB issu d RFB issu d pprov l inst ll d 2021 Oct M r Jul Au Oct St rt Compl t d BNIP w rd d Contr ct St rt m in works w st dispos l w st dispos l ATRP si n d construction 2022 + r m di tion + r m di tion proj ct proj ct 2023 Nov M Nov Oct Au M Ph s 1 Bo rdin T mpor r Kick off Kick off Kick off bo rdin 2024 o liv brid s Arriv l s lf-s rv s curit brid s + b d p rtur h ll inst ll d F cilit b drop scr nin h ndlin s st m NOV Gr nd Front rd n Op nin J n Apr S p Oct Ph s 2 o liv PJIAE mov b ck Airlin s b ck compl t d Fin l ph s ch ck-in r into n w offic s in t rmin l 3- rriv l h ll R cov r Fin ncin T nd r pr p r tion T nd r Construction Ph s Ph s Ph s Ph s Ph s Source: World Bank. Restoring the Princess 9 Box 2. Key takeaways from the airport terminal reconstruction project Allocate sufficient human and financial resources for stakeholder engagement PJIAE’s funds and capacity towards stakeholder engagement were allocated to the project. Yet, addressing misinformation and responding to the high demand for tours from stakeholders, at times strained the capacity of PMU staff. Foster project team awareness of stakeholder engagement importance The team gradually gained awareness of the significance of stakeholder engagement and related requirements. Typically, in other projects, it is possible to clarify early on how each team member could contribute to productive stakeholder engagement, define roles in engagement activities, and establish reporting protocols. In this project, the awareness evolved organically, with colleagues developing a rhythm of proactively bringing relevant concerns to the attention of the Environmental and Social (E&S) Specialist or documenting information from consultations to ensure timely responses to stakeholders. Conduct a stakeholder analysis to guide engagement strategies Following escalating rumors, a draft stakeholder analysis was prepared by the PMU’s E&S Specialist to address the situation and better map and understand the diverse interests, concerns, and influence of various stakeholders (see example of stakeholder analysis grid). Influ nc /Int r st Grid Hi h K p M n S tisfi d Clos l Influ nc K p Monitor Inform d Low Hi h Int r st Emerging Lessons to Engage with a Diverse 4 Stakeholder Matrix Integrating stakeholder suggestions into project design and implementation Through stakeholder engagement activities, the airport community was able to voice several requests (see Figure 4). Some of these requests were taken up and integrated into the project’s design. Not all requests could be immediately accommodated, for example, some might require changes in procurement. Every effort, however, was made to incorporate feasible suggestions, even if it meant deferring them to a later project stage. The incorporation of stakeholder suggestions extended into the construction phase, where variations and alterations were made to address specific concerns. For instance, the construction of a standalone building known as the Temporary Arrivals Facility (TAF) effectively addressed the needs of operations, the contractor, and terminal users. This new facility alleviated concerns from the airport community by providing a fully independent structure, while allowing uninterrupted construction progress in the main terminal. Additionally, feedback from stakeholders prompted targeted communication efforts aimed at keeping everybody informed about the project’s progress, processes, challenges, and limitations. This proactive project communication strategy helped to counter rumors, manage expectations regarding project timeline, and explain perceived delays. Stakeholder suggestions sometimes inspired the delivery of information (see Box 3). Restoring the Princess 11 Figure 4. Requests voiced by the airport community Passengers Airlines Concessionaires Upgrades Others Escalators at New Additional Stronger Roof Immigration all Bridges Check-In concession locations – 185 mph Counters facing counter design on airside and hurricane passenger landslide More More offices Expanded LPG for Enhanced Relocation of Check-In spaces more F&B units entry doors emigration after Kiosks security screening Self-Serve New elevator to More food & New Floors - Car Rentals relocated Bag Drops their offices on beverage areas Terrazzo immediately upon higher levels exit Larger Flight Staff canteens Vending Machines Updated Tourist Information Information on each floor Building Office Displays Management System ABC, SCP, Airline Baggage Multi-level Business Better use of Vibrant signage with eGates Service Office Class lounge with floorspace digital displays showers Enhanced Security Screening Equipment Source: World Bank. Box 3. Positive tone in external communications, following a customer’s suggestion Following a stakeholder meeting with the neighboring community of Simpson Bay, one attendee suggested that the project team not use phrases such as “Pardon our Progress” or “Sorry for the Inconvenience” in its posters and notices. Rather, the feedback suggested that the project use positive messages like “Proud of our Progress,” since Hurricane Irma was an extreme weather event, and the team was doing their best given the circumstances. Following this exchange, the team changed their presentation branding, as illustrated. Restoring the Princess 12 Offering the airport community the opportunity to “come and see for themselves” The PMU invited members of the airport community to visit and experience the progress and challenges of reconstruction. This initiative allowed individuals to participate in guided tours, facilitated via an online registration system. During these tours, groups of 15-20 participants were equipped with Personal Protective Equipment and guided through the construction areas. This hands-on experience gave participants a deeper understanding of the scale and complexity of the ongoing work, fostering a greater appreciation for the project’s magnitude. Thinking outside the box: developing creative and innovative communication products, accessible to a wide audience In the early stages of the project, delayed information dissemination occasionally led to misinformation on social media platforms and negative news coverage. To address this challenge, the PMU increased its communication efforts by issuing more press releases and updates on its dedicated webpage. To enhance the speed and frequency of information updates, the PMU also assumed full control of the project webpage, distinct from the overall PJIAE website managed by an external provider. This strategic move enabled the PMU to promptly post updates and announcements, providing accurate and timely information on project progress and developments. The management, along with the marketing department, launched the innovative “Restoring a Princess” video series, featuring a well-known radio personality, bringing a fresh, light-hearted perspective that resonated with viewers. What began as a 10-episode series documenting the airport’s reconstruction journey has expanded into 22 episodes for the first season. The team has started a second season with episodes highlighting post-reconstruction operational aspects. The series’ success lies in its ability to present complex information in a digestible, entertaining format, catering to a wide audience. According to the technical team involved in the project, the videos’ appeal and simplified explanations significantly improved public understanding of the project’s intricacies. Also, the approach aligns with audience preferences for concise, engaging visual content, meeting the desire for bite-sized information rather than lengthier formats. The “Restoring a Princess” series has garnered recognition, winning two NYX Awards in the Construction and Tourism categories,4 and a Gold Viddy award, further affirming its impact and effectiveness in reaching a wide audience via social media platforms. As the project team, even though you may feel that you are overcommunicating with technical answers, does not mean that it is going to be understood by everybody. Launching the “Restoring a Princess” videos made it easier for the wider public to understand the issues we were dealing with.  —  Mirto Breell, Project Director 4 See: https://nyxawards.com/winner-info.php?id=5534 Restoring the Princess 13 Image 1. Episode 17 of the “Restoring a Princess” series: “Check in” MIRTO BREELL GEE MONEY Documenting stakeholder engagement and press coverage carefully Early in the project, it became evident that establishing a two-way information flow with stakeholders was crucial to building adequate engagement. Consequently, meetings were structured to incorporate dedicated time for Questions and Answers (Q&A). The PMU’s E&S Specialist emphasized the importance of documenting these Q&A sessions in a Stakeholder Engagement log, since not all PMU representatives were able to attend every meeting. This log, maintained as an Excel spreadsheet, helped align information provision and facilitated follow-up discussions with participants across successive sessions. Insights from previous sessions also guided adjustments and refinements in subsequent presentations. Further, to address recurring queries, a document compiling Frequently Asked Questions (FAQs) was uploaded to the project’s website in a dedicated section and updated over the years to reflect ongoing developments and provide stakeholders with accessible and standardized answers to common inquiries. The PMU closely monitored media coverage related to the project. Between August 2020 and July 2024, approximately 122 news articles pertaining to the project were published across print, online newspapers, and social media platforms. Sentiment analysis conducted by the PMU categorized the tone of these articles, revealing 57 positive, 16 neutral, and 44 negative articles. This ongoing monitoring enabled the PMU to gauge public sentiment and tailor communication strategies accordingly. Restoring the Princess 14 Ensuring that the airport community was ready for the change The PMU also developed an Operational Readiness and Airport Transition (ORAT) plan to ensure all operational stakeholders participated in sessions to understand how the terminal upgrades would impact them. Standard Operating Procedures (SOPs) needed to be revised or created to integrate the new technologies and facilities. Stakeholders included airlines, handlers, concessionaires, immigration, customs, and various PJIAE departments (operations, security, rescue firefighters, maintenance, commercial, finance). Organizing user testing sessions with citizens The PMU organized user testing sessions involving citizens to evaluate various operational areas of the airport before their official launch. Notably, the redesigned departure hall underwent live trials where participants navigated electronic gates and underwent security screening and passport control processes. This initiative drew substantial public engagement, with approximately 80 users participating, despite a late time slot of 7-10 pm. A short digital questionnaire was used after the live trial to collect feedback from participants. One of the lessons learned from this experience was that transitions between the old and new operating systems needed to be more gradual to minimize the risk of mistakes (e.g. with bags, self-check-in kiosks, etc.). Restoring the Princess 15 Consequently, the opening of the new check-in hall was planned with more time allocated to the transition phase. A two-week transition period, during which both old and new systems operated concurrently, allowed more time for users and staff to adapt to new hardware and software. This citizen terminal testing was also done for the new border control processing and arrival baggage system in the final phase of the project opening the arrival hall. Additionally, an online passenger perception survey was carried out in 2022. Since completing the short survey was a prerequisite to access the airport’s free Wi-Fi, the survey collected about 26,000 responses. The survey revealed that less than half the respondents were aware that the airport was undergoing reconstruction works and that more could be done like displaying construction signs throughout the building. This led the project team to double down on publicity efforts. Another survey was completed in the first quarter of 2024, at the initiative of the airport’s commercial department, for which the PMU is currently awaiting results. In October 2024, the project celebrated a major milestone with the opening of the arrival hall, moving the arrival process back into the terminal out of the temporary arrival facility. The airport plans to hold an inauguration of the completely renovated airport terminal in November 2024. Several stakeholder engagement activities initiated during the project will continue even after completion: • Hindrance notices: The issuance of Hindrance Notices (and the distinction between hindrances and grievances), crucial for managing ongoing projects in an operational airport environment, will persist beyond the project’s conclusion. These notices have been incorporated into airport standard operating procedures. • “Restoring a princess” series and enhanced social media presence: The video series and improved quality of social media posts are likely to remain as ongoing communication channels, ensuring continued engagement and updates for stakeholders. 5 Conclusion The case study of the ATRP underscores the importance of engaging stakeholders early, consistently, and through diverse communication channels to garner support and build trust in the project. Effective stakeholder engagement begins with mapping stakeholders accurately, disseminating information widely, and providing stakeholders with a comprehensive picture of the project’s objectives and progress. Moving up the “stakeholder engagement ladder,” more targeted information campaigns, such as the implementation of temporary hindrance notices, played a key role in addressing specific stakeholder concerns and maintaining transparent communication. Further, creating avenues for stakeholders to voice their views via online surveys and grievance redress mechanisms, and closing the feedback loop through timely responses, demonstrates a commitment to addressing stakeholder needs and concerns. By adopting a multifaceted approach to stakeholder engagement, including through innovative channels such as the “Restoring a Princess” video series, the project has effectively navigated challenges and laid a foundation for sustainable post-project stakeholder relations. In conclusion, proactive and strategic stakeholder engagement is a cornerstone of successful project implementation, enabling stakeholders to be informed, heard, and involved throughout the project lifecycle. Image Credits Page No. Source Cover Adobe Stock 1 Wikipedia 3 Adobe Stock 6 sxmairport.com 10 sxmairport.com 16 Adobe Stock 17 sxmairport.com 18 Franklin Wilson