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TIN:
SCHEDULE O
(Form 990 or 990-EZ)
Department of the Treasury
Internal Revenue Service
(Form 990 or 990-EZ)
Department of the Treasury
Internal Revenue Service
Supplemental Information to Form 990 or 990-EZ
Complete to provide information for responses to specific questions on
Form 990 or 990-EZ or to provide any additional information.
Attach to Form 990 or 990-EZ.
Information about Schedule O (Form 990 or 990-EZ) and its instructions is atwww.irs.gov/form990.
OMB No. 1545-0047
2015
Open to Public
Inspection
Inspection
Name of the organization
Aircraft Owners & Pilots Association
Employer identification number
52-0636210
52-0636210
| Return Reference | Explanation |
|---|---|
| Part III, LINE 1 | AIRCRAFT OWNERS & PILOTS ASSOCIATION (AOPA), A NOT-FOR-PROFIT INDIVIDUAL MEMBERSHIP ORGANIZATION, EFFECTIVELY SERVES THE INTERESTS AND NEEDS OF ITS MEMBERS AND ESTABLISHES, MAINTAINS, AND ARTICULATES POSITION OF LEADERSHIP TO PROMOTE THE ECONOMY, SAFETY, UTILITY AND POPULARITY OF FLIGHT IN GENERAL AVIATION AIRCRAFT. AOPA PRESERVES THE FREEDOM TO FLY BY ADVOCATING ON BEHALF OF OUR MEMBERS; EDUCATING PILOTS, NONPILOTS, AND POLICY MAKERS ALIKE; SUPPORTING ACTIVITIES THAT ENSURE THE LONG-TERM HEALTH OF GENERAL AVIATION; FIGHTING TO KEEP GENERAL AVIATION ACCESSIBLE TO ALL; AND SECURING SUFFICIENT RESOURCES TO ENSURE OUR SUCCESS. |
| Part III, LINE 4A | General aviation pilots throughout the United States rely on the Aircraft Owners and Pilots Association (AOPA) to protect their freedom to fly. As the worlds largest aviation member association, AOPA advocates for the interests of general aviation pilots at all levels of government, provides the information pilots need to get the most from their flying, and delivers the tools to help keep general aviation safe, fun, and affordable. AOPA also reaches beyond the flying community to help educate decision makers and the public about the value and utility of general aviation. AOPA's work benefits not only our members, but also the entire general aviation community by helping to ensure that GA remains a vibrant and viable form of transportation and recreation for generations to come. At the same time, AOPA provides its members with an extensive portfolio of benefits that can be loosely grouped into five areas: advocacy, pilot community development, education, events, and products and services. Advocacy In order to effectively manage the many issues that affect general aviation, AOPA's advocacy arm is divided into groups responsible for legislative affairs, regulatory affairs, operations and international affairs, and airports and state advocacy. Each of these groups works within its own area of expertise while coordinating across the entire advocacy team to support AOPA member interests. AOPA's government affairs staff is located in offices in Washington, D.C. This experienced team works to develop relationships with members of Congress in order to advance legislation that supports general aviation while fighting to prevent the imposition of mandates that make flying more costly, complicated, or restrictive. The group also works to draw attention to issues of importance to the general aviation community as a whole. AOPA's regulatory experts deliver the general aviation perspective to federal agencies such as the Federal Aviation Administration (FAA), Transportation Security Administration (TSA), National Transportation Security Board (NTSB) and others whose decisions and policies affect aviation. AOPA's operations and international affairs team focuses on issues related to air traffic services and advocates for policies and procedures that ensure general aviation users enjoy access to airspace and airports, operational flexibility, and safety. This group also helps keep members informed about the ever-changing airspace environment and they also address security matters and advocate for reasonable and appropriate security measures that recognize the unique nature of general aviation. To help organize and distribute information about AOPA's advocacy efforts to members, decision makers, and others, AOPA routinely produces hundreds of online and print stories, video segments and press releases annually. AOPAs top federal issues in 2015 included third class medical reform, equipage of Automatic Dependent Surveillance Broadcast technology, integration of Unmanned Aerial Systems into the National Airspace System, transition to an unleaded aviation gasoline, light aircraft certification reform, border crossing reforms, among many others. In addition to AOPA's efforts on the federal level, the Association also has a network of 7 regional managers and more than 2,100 Airport Support Network volunteers who help keep AOPA informed about the issues affecting general aviation in their communities. Working through our volunteers, regional managers, and headquarters-based staff, AOPA promotes, protects, and defends community airports; advocates to maintain sufficient state and local funding for GA airports and infrastructure; works to prevent excess state taxation on flying; and protects general aviation pilots from unnecessary or inappropriate state and local regulation. Throughout 2015, AOPA addressed more than 393 separate state legislative issues across the nation. Amongst them were a number of significant victories for our members, including adoption of a sales tax exemption for aircraft parts and maintenance in South Carolina, and an expansion of a similar exemption in Colorado. We also defeated attempts to repeal the maintenance and sales tax exemptions in Massachusetts, Oregon, New York and Washington and an increase of property tax on aircraft in Louisiana. AOPA led the way in creating State Aviation Caucuses as a bicameral, bipartisan group for state legislators in Florida, South Carolina, Michigan, Kansas and Oklahoma. The Association also established new State Aviation Day events at the state capitols of Hawaii, and Oklahoma and expanded its participation in Arizona Aviation Day at the capitol. Pilots who want to do even more to help support GA and their local airports can join the AOPA Airport Support Network. In 2015, the network continued strong with more than 2,100 volunteers in place at airports nationwide. Volunteers take a leadership role at their airports, helping to promote their airports, keep AOPA informed about potential threats, work with community leaders and neighbors, and encourage pilots to respond appropriately to concerns about the airport. You Can Fly AOPA is also working to ensure the future viability of general aviation by developing and supporting efforts to grow and support the pilot population through the You Can Fly program. You Can Fly is not just a slogan. Its a collection of practical, rigorous, and engaging programs designed to help build a bigger, stronger, more vibrant, and more resilient pilot community. There is no question that GA is facing some serious challenges include falling pilot numbers, alraming student dropout rates, high costs, and pilots who simply drift away because they lack the support and inspiration they need to keep flying. But it doesnt have to be that way. Theres no one-size-fits-all solution, but we can help GA take off by simultaneously tackling these challenges with multiple, targeted programs designed to address the most common and significant obstacles our community faces. Through extensive research and real-world experience, AOPA has developed programs to support flying clubs, encourage best practices in flight training, get lapsed pilots back in the air, bring AOPAs resources and expertise to pilot groups across the country, and invite high school students to learn more about careers in aviation and aerospace. Taken together, these programs make up You Can Fly - a powerful, multifaceted approach to making flying more accessible and affordable. What makes You Can Fly so special is not just the variety of programs it encompasses, but also the rigor with which theyre managed and evaluated. We want to tangibly move the needle when it comes to getting people flying and keeping them flying, and to do that, we are measuring our progress so we can focus our resources on what works. Extensive research has shown that flying clubs are a valuable part of the aviation landscape. Pilots involved with the most effective clubs find aviation more affordable and more accessible, and flying clubs create the type of supportive community that keeps pilots active and engaged. At the end of 2015, there were 630 flying clubs in the AOPA Flying Club Network. We also helped start 10 brand new flying clubs in 2015, launched a new version of the AOPA online flying club finder, offered free scheduling software to flying clubs in the network and launched a new online resource tool. AOPA also continued the work that began several years ago with the Flight Training Student Retention Initiative. The Flight Training Poll was designed to measure the overall performance of a flight school or flight instructor through the eyes of their customers. The poll allows AOPA to identify the highest levels of achievement in the flight training community, with the goal of encouraging others to adopt similar characteristics of success. The top scoring schools and instructors were profiled in the Flight School Business newsletter and Flight Training magazine in order to share ideas and actions that other professionals can apply to enhance their own schools and teaching. The poll was conducted using an online survey process based on AOPAs 2011 research into the optimal flight training experience. Each individual could nominate up to one flight school and one flight instructor per year. AOPA received more than 7,133 poll submissions in 2015 nearly 3,500 more submissions than the previous year. In 2013, AOPA commissioned research to gain a better understanding of how to keep pilots active and engage before they become they become lapsed pilots. The research indicated that only a small portion of pilots are truly lapsed with no intention of returning to flying. While the rest stopped flying for various reasons cost, time, regulations they intend to return to flight. In response, AOPA created the Rusty Pilots program to lower the barrier to re-entry and provide lapsed pilots a way to return to flying in a matter of hours through a |
| Part VI, SECTION A, LINE 2 | There are two trustees (Mr. Trimble and Mr. Crate) who have a business relationship outside of AOPA. These two trustees are partners in the same company. Another trustee, James Hauslein, serves on the board of Mr. Trimble & Mr. Crate's company. |
| PART VI, Section A, Lines 6 and 7a | At the annual meeting of members, AOPA members in good standing are entitled to vote for the AOPA Board of Trustees. AOPA members are entitled to one vote. Each member entitled to vote may do so either in person or by proxy. |
| PART VI, Section B, Lines 11a and 11b | IN CONJUNCTION WITH GRANT THORNTON LLP TAX SPECIALISTS, AOPA MANAGEMENT REVIEWS THE FORM 990 WITH THE AUDIT COMMITTEE PRIOR TO PRESENTING THE RETURN TO OUR BOARD OF TRUSTEES FOR REVIEW. |
| PART VI, Section B, Line 12c | THE AIRCRAFT OWNERS & PILOTS ASSOCIATION'S BOARD IS PROVIDED A WRITTEN "Code of Ethics, CONFLICT OF INTEREST QUESTIONNAIRE AND DISCLOSURE FORM" ("FORM"). THE FORM REQUIRES PERSONS COVERED (OFFICERS, DIRECTORS, TRUSTEES AND KEY EMPLOYEES) TO ANNUALLY DISCLOSE AND UPDATE THE FORM AND PROVIDE TO LEGAL COUNSEL INTERESTS THAT COULD GIVE RISE TO CONFLICT(S). LEGAL COUNSEL REVIEWS THE ANNUAL DISCLOSURES BY ALL COVERED PERSONS. DISCLOSURES ARE REGULARY MONITORED BY COUNSEL, ANY POTENTIALLY CONFLICTING OR OTHERWISE QUESTIONABLE RESPONSES ARE FLAGGED AND THE ETHICS POLICY IS ENFORCED. |
| PART VI, Section B, Lines 15a and 15b | THE COMPENSATION FOR THE PRESIDENT IS SET BY THE BOARD OF TRUSTEES AND COMPENSATION COMMITTEE AND CONTRACTUALLY CONFIRMED THROUGH AN EMPLOYMENT AGREEMENT BETWEEN THE BOARD AND THE INCUMBENT. THE BASE SALARY FOR THIS POSITION MAY BE ADJUSTED BY THE BOARD FROM TIME TO TIME AT ITS SOLE DISCRETION. THE PRESIDENT IS ALSO CONSIDERED ANNUALLY BY THE BOARD FOR AN INCENTIVE BONUS WHICH IS A PERCENT OF BASE SALARY. THE ACTUAL BONUS PAID IS DETERMINED BY THE BOARD BASED ON ITS ASSESSMENT OF THE PRESIDENT'S PERFORMANCE AND THAT OF THE ORGANIZATION AGAINST APPROPRIATE GOALS SET BY THE COMPENSATION COMMITTEE AND THE PRESIDENT. PERIODIC INDEPENDENT REVIEWS OF THE PRESIDENT'S COMPENSATION ARE CONDUCTED BY OUTSIDE COMPENSATION EXPERTS TO ENSURE THAT THE COMPENSATION PAID IS REASONABLE BASED ON APPROPRIATE DATA AS TO COMPARABILITY OF COMPENSATION PAID BY SIMILAR ORGANIZATIONS FOR POSITIONS OF SIMILAR SCOPE OF RESPONSIBILITY. THE COMPENSATION LEVELS AND SALARY RANGES FOR OFFICERS AND CERTAIN EMPLOYEES OF THE ORGANIZATION ARE ESTABLISHED BASED ON COMPETITIVE MARKET DATA OBTAINED THROUGH PERIODIC SALARY SURVEYS PERFORMED BY OUTSIDE COMPENSATION EXPERTS ENGAGED BY THE ORGANIZATION. THESE SURVEYS PROVIDE GUIDANCE FOR ESTABLISHING REASONABLE COMPENSATION RATES AS COMPARED TO COMPENSATION PAID BY SIMILARLY SITUATED ORGANIZATIONS FOR POSITIONS OF SIMILAR SCOPE OF RESPONSIBILITY. ALL POSITIONS ARE EVALUATED AND PLACED IN THE APPROPRIATE GRADES/SALARY RANGES. AN INDIVIDUAL EMPLOYEE'S SALARY, WITHIN THEIR ASSIGNED RANGE, VARIES DEPENDING PRIMARILY UPON EXPERIENCE AND PERFORMANCE. THE ORGANIZATION HAS ADOPTED A "PAY FOR PERFORMANCE" PHILOSOPHY ALLOWING MANAGERS TO AWARD MERIT INCREASES BASED ON AN INDIVIDUAL'S PERFORMANCE AGAINST PRE-ESTABLISHED GOALS. THE ORGANIZATION'S ANNUAL MERIT INCREASE BUDGET IS APPROVED BY THE BOARD OF TRUSTEES BASED ON MARKET SURVEYS. OFFICERS AND CERTAIN EMPLOYEES ALSO PARTICIPATE IN THE ORGANIZATION'S INCENTIVE PAY PROGRAM. TARGET INCENTIVE AMOUNTS, AS A PERCENTAGE OF BASE SALARY, ARE ESTABLISHED BASED ON THE PARTICIPANT'S POSITION. THE ACTUAL BONUS PAID IS PROPOSED BY THE EXECUTIVE MANAGEMENT TEAM AND THE PRESIDENT BASED ON THEIR ASSESSMENT OF THE PARTICIPANT'S INDIVIDUAL PERFORMANCE AND THAT OF THE ORGANIZATION AGAINST PRE-ESTABLISHED GOALS. THE BOARD OF TRUSTEES AND COMPENSATION COMMITTEE REVIEW AND MAKE A FINAL DETERMINATION AS TO THE ACTUAL BONUS AMOUNT PAID TO PARTICIPANTS. NONE OF THE PERSONS MENTIONED ABOVE PARTICIPATE IN THE DELIBERATION OF THEIR COMPENSATION ARRANGEMENT. THE DELIBERATIONS AND DECISIONS OF THESE COMPENSATION ARRANGEMENTS ARE MAINTAINED IN CONTEMPORANEOUS DOCUMENTATION WITH OUR HUMAN RESOURCES DEPARTMENT. |
| PART VI, Section B, Line 16b | The organization does have a written management policy to evaluate all contracts & agreements, to ensure that all contract and joint venture arrangements are in accordance with federal, state and local laws and related regulations. In addition, all joint venture agreements are required to be reviewed by the organization's general counsel. |
| PART VI, Section C, Lines 18 and 19 | THE ORGANIZATION DOES MAKE AVAILABLE ITS CONFLICT OF INTEREST POLICY, FINANCIAL STATEMENTS, FORM 990 RETURNS, AND FORM 1024 TO THE GENERAL PUBLIC. THE ORGANIZATION MAKES AVAILABLE ITS GOVERNING DOCUMENTS TO THE EXTENT REQUIRED BY LAW. THE PUBLIC CAN RECEIVE COPIES BY CONTACTING THE ORGANIZATION'S HEADQUARTERS. COPIES OF THE RETURNS CAN BE OBTAINED AT WWW.AOPA.ORG/ABOUT-AOPA/GOVERNANCE AND WWW.GUIDESTAR.ORG. |
| Part VII Hours worked for The AOPA Foundation, Inc. | Mark Baker, Kenneth Mead, Erica Saccoia and Timothy Fortune are full-time employees of Aircraft Owners & Pilots Association (AOPA), although they devote approximately ten hours per week to the related 501(c)(3) public charity organization: The AOPA Foundation, Inc. |
| Part XI, Line 9 | The $2,700,000 is related to Subsidiary dividend. |
| Schedule G | Allegiance Creative Group was paid a total of $113,511 for services during the year for various services. Services for our Membership Marketing totaled $58,753 and Advisor services for our fundraising totaled $54,758. |
For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.
Cat. No. 51056K
Schedule O (Form 990 or 990-EZ) 2015
Additional Data
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