National Air Transportation Association Continued from page 19 In the years following World War II, a renamed NATA grew along with the general aviation industry, including an increased number of flight schools, and the expan- sion of the country’s FBO network. At the same time, NATA’s role in Washington became more urgent as increased government regula- tions impacted general aviation. Consequently, NATA established a full-time, paid leadership position, and hired Charles Parker as its first Executive Director in November 1949. But the association would soon enter a long, turbulent era of changes, in which its very ex- istence would be challenged. In 1950, a group of NATA mem- bers, engaged in on-demand char- ter, formed a committee called the National Air Taxi Conference (NATC). While air charter provid- ers had many common interests with NATA’s FBO members, a split between the two groups devel- oped. The NATC group left NATA, merging with the newly formed Association of Commuter Airlines and rebranding itself the National Air Transportation Conference. NATA’s future was now ques- tionable, given shrinking mem- bership and finances. In 1969, a proposed merger with the National Business Aircraft (now Aviation) Association (NBAA) failed to ma- terialize. However, in late 1973, the break-away NATC agreed to merge back with NATA, finalizing this agreement in March 1974. The new organization was renamed the National Air Transportation Associations and it was structured as an umbrella group encompass- ing four component associations, each reflecting the interests of its individual members. Specifically, the Aviation Business Association represented FBOs, the Air Taxi/ Charter Association represented on-demand charter operators, the Air Cargo and Mail Association (ACMA) represented freight and contract mail specialists, and the Commuter Airline Association (CAA) represented commuter air carriers. Quickly, this new association model proved divisive and unraveled. By mid-1975, the ACMA and the CAA withdrew to form their own organization as complex regulatory issues affecting the expanding scheduled commuter airline industry emerged. That cre- ated a domino effect, causing many members to perceive NATA as a dying organization and withdraw support. Aviation Business Journal | 4th Quarter 2015 Once again, NATA con- fronted a declin- ing membership and financial challenges. Gaining Momentum in Middle Years: 1976-2001 At the beginning of 1976, the association was down to just 165 dues-paying members, a headquar- ters staff of four, and a $137,000 annual budget. Yet new president Lawrence Burian and board chairman W.R. “Russ” Miller still believed that NATA served a vital purpose, if they could attract leaders who under- stood the general aviation business and were effective team builders. As it turned out, the tide turned again in favor of NATA’s continued existence. Following the annual meeting in Washington in March 1976, the four component asso- ciations formally dissolved, and the letter “S” disappeared from the last word in the association’s name. Henceforth, the new National Air Transportation Association concen- trated primarily on the interests of its FBO and air charter members. The annual meeting also featured an inaugural trade show. The show, which featured tabletop displays from five participants—National Aviation Underwriters, Bell Helicopter, Cooper Airmotive, Beech Aircraft and Van Dusen Aircraft Supplies—grew into the Aviation Services and Suppliers SuperShow (AS3). Ultimately, AS3 Continued on page 23 21
