HomeMy WebLinkAbout07-07-2004 Airport Commission IOWA CITY AIRPORT COMMISSION
MEETING AGENDA
AIRPORT TERMINAL BUILDING
1801 S. RIVERSIDE DRIVE
WEDNESDAY, JULY 7, 2004-5:45 P.M.
I Determine Quorum
II Public Discussion—Items Not on Agenda
III. Discussion of Airport Governance
IV. Adjournment
r.�i ®r CITY OF IOWA CITY ir
1P3
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` ; � MEMORANDUM
Date: June 30, 2004
To: City Council
From: City Manager
Re: Airport Advisory Commission
The City Council asked for my thoughts and general commentary concerning the possible
change in responsibilities of the Airport Commission from managerial to advisory.
The City Council is currently served by 20 commissions and boards. Some of the commissions
are statutorial, others created by local ordinance, and still others were created from tradition and
community interests. These boards and commissions and their 120 appointees represent an
important component of our local government's citizen participation efforts. These 20
commissions do not include ad hoc committees, task forces, and our neighborhood association
boards.
As City Manager it is my responsibility at the Council's direction to involve boards and
commissions in the administration and governance of our community. This is done to the extent
the City Council finds it desirable and in their interest. Staff is assigned and minute takers are
provided to committees/boards. A board and commission advisory system is a longstanding
tradition in our community.
The Airport Commission was established by an election in 1944. Their responsibilities and
authority are broad and identified in the Iowa Code 330.21 Powers-Funds, attached.
As you can see, the Airport Commission has very broad powers as identified in the Iowa Code,
and while they have not exercised all such powers, it is clearly within their authority to do so.
A common complaint/concern of the City Council and previous Councils has been that the City
Council often appears to be powerless in directing the policy/operations of the Airport
Commission. Such concerns include opinions about the desirability of having an airport, the
budgeted monies (notably subsidies), occasional day-to-day operational issues, and conflicts in
priorities as they relate to the overall City Budget. Capital investment in the airport, most notably
in times when budgets are tight (as they have been the last several years), creates such
conflicts. Of course in our community there are strongly held opinions on just about everything,
Airport Advisory Commission
June 30, 2004
Page 2
but also is an indicator of community interest regarding how the services are provided and how
priorities are established.
You may recall in the mid-1990s there was a community debate that involved whether the
airport should be relocated and the current airport closed. Following extensive discussion, it was
settled that the airport would remain at its current location. The Council committed to a capital
investment effort with their approval of a new Airport Master Plan. The relocation was pursued
no further.
Over the years the City Council has approved financing for land acquisition, construction of new
hangars, renovation of the terminal, and general operating subsidies for the Airport. While it is a
concern to some in the "aviation community"that the Council has some plan to close the airport,
the historical review is simply quite to the contrary. The City Council has not Included In any of
its budget discussions an interest in closure, and in my years as City Manager, I have not been
directed to prepare any such contingency plan to initiate closure of the airport. The notion that
the "City"will close the airport has no historical foundation.
The City Council, in fulfilling its fiduciary obligations, must balance available resources and the
public services they wish to provide. That means, in my judgment, all public services are subject
to Council review. We are reminded of the most serious budget review recently undertaken as a
result of dramatic state reduction in funding to local government. Selected services were
reduced, and some were eliminated. Budget priorities were set by the City Council.
If the Council were to pursue and the electorate were to support a change in responsibilities, the
Airport Commission could become an advisory body. Such an arrangement is contemplated in
the Iowa Code — 330.23. If the Airport Commission is dissolved by vote of the electorate, then
the City Council must decide and name what would likely be a new airport advisory commission
and identify responsibilities to be assigned to such a commission.
There are advantages to the advisory capacity. The major one, I believe, is a "transparency" of
issues. That simply means matters of airport policy and operations would find their way onto the
City Council's routine agenda and thereby be subject to greater public scrutiny. Our advisory
boards are traditionally groups of citizens who provide input and suggestions to the City Council,
with the ultimate authority and responsibility to act resting with the City Council. In my judgment
this is as it should be. It has been a longstanding position of the City Council that you will hire
professional staff to assist you, advise, and recommend where appropriate, on the activities of
the City government Our boards and commissions are an extension of that system, and thereby
these citizen advisors do much the same. The complexities of day-to-day operations of a local
government and the policy decisions the Council is called upon to make simply require that
Airport Advisory Commission
June 30, 2004
Page 3
bodies of knowledge be fixed with our citizen boards and commissions as they are with
professional staff. All of this is done in order to assist the Council in making informed decisions.
Through the advisory process greater transparency will occur. Attention will be called to airport
operations and additional public policy debate will likely occur. This would seem to be a positive
benefit as the public becomes better informed. Historically, a matter of contention has been that
commitments are made by the Airport Commission and the appearance of a lack of sufficient
oversight by the City Council is perceived, notably in long-term financial commitments.While the
City Council did not actively participate, such as in the long-term agreement with Jet Air, the
results of those decisions are clearly expected to be factored into the future budget decisions by
the City Council. This is not a reflection on the quality of the services provided by Jet Air, but a
reiteration of the importance that an activity of serious financial consequence should have direct
Council approval/disapproval. This allows the Council to be fully aware of all budget
consequences, gives adequate notice to the public, and the Airport Commission financial
commitments/interests are measured against all City priorities. The City Council Agenda
appears to be the place whereby such information should ultimately be directed, and thereby
assure for the public benefit an openness in decision-making and an improved decision-making
process.
Management issues at the airport would not likely need to change immediately to fully integrate
airport operations Into the City organization. I would propose that the airport operations become
an aviation division within a Department of Transportation Services that is reflected in the
attached. This would provide the Airport Manager with a day-to-day supervisor (director of the
department) and dearly have our aviation services become an immediate part of the overall
operations of the City. We would intend to incorporate the Airport Master Plan into our overall
master planning process in order to identify any potential conflicts, and to assure the Plan can
be satisfied within available financial resources and other Council priorities. With an Aviation
Division assigned to an operating department, internal arrangements and reporting authorities
become easier, as other City operating departments begin to interact routinely with our
proposed aviation division of the Department of Transportation Services. Our operating
departments are accustomed to providing support for and share an understanding of the
direction of City Council's policy decisions. Incorporating aviation services within our operating
departments, we believe, would reinforce the Council's control over all public services. The
current Department of Transit and Parking would be dissolved.
Attachments
mgr/mem/airport commission5.doc
Department of Planning
Transportation Services Assistance
Director JCCOG/PCD
(t)
1 Parking ofConstructions
(33) Dept.of Public Works
Transit Aviation AirportAdvisory
(55) (2)
Garages Maintenance (2) Commission
Metered Parking
SEATS
Fixed Route Vehicle On Street Parking Lots
Maintenance
Body Shop Sign Shop
[ '1
Key:
( )Number of employees.Fr and PT
JCCOG-Johnson County Council of Governments
PCD-Department of Planning and Community Development
a
a
3270 3271 ARIPORTS,§330.23
1.
,�peofobstruc- 330.16 Repealed by 82 Acts, ch 1104, and no less than three years. The terms of the first •
it and subsoil, §61. See§331.441(2)"c'(5),331.446,331.447. appointees of a newly created commission shall be ;iI
ung,and lora- staggered by length of term and all subsequent ap- j,;j
mildings,and pointments shall be for full terms. The governing
330.17 Airport commission-election. i;��
The council of any city or county which owns or body shall also provide for staggered terms of of=
proval of the - acquires an airport may,and upon the council's re- lice for the appointees of commissions existing on ,
fat they are inJuly 1, 1991. Vacancies shall be filled as original
q4p ceipt of a valid tition as rovided in section .;,
ons of
f 362.4,or receiptofapetitionbytheboardofsuper- appointments are made. Members of the airport ;,.!
ons of the fed- t commission shall serve without compensation. :,
'I'department visors as provided in section al 6 shall, ata Each commissioner shall execute and furnish a I '
regular city election or a general election if one is it;
neral su ervi- bond in an amount fixed by the governingbodyand p to be held within seventy-four days from the filing i
to plans and E filed with the city clerk or county auditor. The ,
1 of the petition,or otherwise at a special election commission shall elect from its own members a "
called for that purpose, submit to the voters the �'ii
';C46,50,54, chairperson and a secretary who shall serve for a ,�
question as to whether the management and con- f
0.9] term as the commission shall determine. 1
mission.trol thIf
majorityort shall
of be
the weaced irsn fan airport rnm- [C46, 50, 54, 58, 62, 66, 71, 73,'75, 77, 79, 81, t I:
a majority of voters favors placing §330.20] !+'•
the management and control of the airport in an 83 Acts,ch 123,§131,209;91 Acts,ch 76,§1
s, ch 117, r. airport commission, the commission shall be esit
-
.442. tablished as provided in this chapter.The management and control of an airport by an 330.21 Powers-funds.
s, ch 117, j airport commission may be ended in the same The commission has all of the powers in relation
manner. If a majority of the voters does not favor to airports granted to cities and counties under
continuing the management and control of the air- state law, except powers to sell the airport. The H.
s, ch 117, ' port in an airport commission, the commission commission shall annually certify the amount of i
shall stand abolished sixty days from and after the tax within the limitations of state law to be levied
date of the election,and the power to maintain and for airport purposes, and upon certification the ,
operate the airport shall revert to the city or governing body may include all or a portion of the
authorized to county. amount in its budget.
eral moneys, [C46,50,54,58,62,66,71,73,76,77,79,81,S81, All funds derived from taxation or otherwise for a.
trate,for the §330.17;81 Acts,ch 117,§10541 airport purposes shall be under the full and abso- II!
improve- 91 Acts,ch 129,§24 lute control of the commission for the purposes
prescribed by law,and shall be deposited with the
peties, of '
acuities, and 330.18 Notice of election. county treasurer or city clerk to the credit of the ..
ion facilities, Notice of the election shall be given by publics- airport commission,and shall be disbursed only on fj
Trilled States the written warrants or orders of the airport com- ;,
are of federal tion in a newspaper of general circulation in the mission, including the payment of all indebted- ani
.avigation fa- city,subject to section 362.3 or in the county,sub- Hess arising from the acquisition and construction i.
ject to section 331.305. of airports and their maintenance,operation,and t
',prized to be [C46,50,54,58,62,66,71,73,75,77,79,81,S81' extension.
§330.18;81 Acts,ch 117,§10551 `1'
any govern- [C46,50,54,68,62,66,71,73,75,77,79,81,S81, .1
'r authority, §330.21;81 Acts,ch 117,§1057;82 Acts,ch 1104,
another gov- 330.19 Form of question. §10] i,
approved by The question to be submitted shall be in the fol-
>rior to being lowing form: 330.22 Annual report-publishing. I
department. The airport commission shall immediately after
>sistentwith Shall the City (or County) of the close of each municipal fiscal year,file with the
owever, this place(or continue)the management and control of city clerk or county auditor a detailed and audited
cations from its airport(or airports)in an Airport Commission? written report of all money received and disbursed
fry commer- by the commission during said fiscal year, and
airport mak- [C46,60,54,58,62,66,71,73,76,77,79,81,881, shall publish a summary thereof in an official
f the presp• §330.19;81 Acts,ch 117,§1056] newspaper. ,
ftransporta- [046, 50, 54, 58, 62, 66, 71, 73, 75, 77, 79, 81, a
330S0 Appointment of commission - §330.221
77, 79, 81, terms. 7�
When a majority of the voters favors airport con- 330.23 No restriction on administrative ?7
trol and management by a commission,the gov- agencies. P
erningbody shall,within ten days,appoint an air- This chapter does not prohibit a city from estab-
, ch 117, port commission of three or five resident voters. ' lishing an administrative agency pursuant to ' [i
The governing body shall by ordinance set the chapter 392 to manage and control all or part of its 1
commencement dates of office and the length of airport in lieu of an airport commission under this
�`
17, § 1097. the terms of office which shall be no more than six chapter. A city may abolish an airport commission ;
IL.
I1�.i i §330.f3,AIRPORTS • 3272 32'
k .' �,,. I- and provide for the management and control of its 330.24 No restrictions on former commis- tiv
' airport by an administrative agency sions. f
''I I' Sections 330.17 through 330.20 do not apply to Nothing in sections 330.17 to 330.22 shall be in- Iov
1 j ' ' the abolition of an airport commission by a city terpreted as limiting or affecting airport commis-
ii ! ;! pursuant to this section for the purpose of estab- sions of cities in the above classification which inc
,L , 1I lishing an administrative agency pursuant to have already been in existence and operation prior an:
1,'1 '; chapter 392tomanageandcontrolallorpartofits to January 1, 1941, under the provisions of this ins
airport. The commission shall stand abolished chapter. des
d i ! 'I sixty days from the date of the city council's final [C46, 50, 64, 58, 62, 66, 71, 73, 75, 77, 79, 81, of r
approval abolishing the airport commission pur-
suant §330.24] l.i ! to this section,unless the council designates
a different effective date. 3
88 Acts,ch 1229,§1;89 Acts,ch 182, §1 f
nal
F the
' CHAPTER 330A the:
C I{ agr
tt`` AVIATION AUTHORITIES mo'
mu
tali
l''' 330A.1 Citation. 330A.12 Award of contract. " .
! 330A.2 Definitions. 330A.13 Acquisition of lands and property. ity
330A.3 Creation. 330A14 Use of aviation facilities. ties
II.I 330A.4 Committee. Repealed by 89 Acts,ch 182, 330A.I5 Tax for purposes of an authority. dist
§12. 330A16 Exemption from taxation. • in t
330A5 Board. - 330A.17 Statute complete and additional authority.
i set
I 330A.6 Creation of an authority. 330A.18 Co-operation between municipalities and
4. 330A.7 Withdrawal. authorities. the
it �� 330A.8 Purposes and powers—general. 330A.19 Eligibility as investments and security for [f
, 330A.9 Purposes and powers—bonds and notes. public funds. 8'
330A10 Funds of an authority. 330A.20 Dissolution of an authority. .
. 330A.11 Transfer of existing facilities to authority. 330A.21 Transition. 3;
ch I
1;14. . 37
E
I nun
330A-1 Citation. tenant,or incidental thereto. shal
This chapter shall be known and maybe cited as 3. The term`board"shall mean the governing visit
the`Aviation Authority Act" body of an authority. fere
,r] [C71,73,75,77,79,81,§330A.1] 4. The term "federal government"shall mean boat
il. and include the United States of America, the ing
fi 330A.2 Definitions. president of the United States of America,and any nun
]'. The following terms whenever used,or referred department of, or corporation, agency, or instru- be 1
to, in this chapter shall have the following mean- mentality heretofore or hereafter created, desig- crea
!y [ ings,except in those instances where the context nated, or established by the United States of tial,
: t clearly indicates otherwise: America. ipal:
1. The term `authority"shall mean any avi- 5. The term "member municipality" shall Boa:
i ation authority created pursuant to the provisions mean any municipality which shall join in the cre- at tt
II a of this chapter. ation of an aviation authority as provided herein. men
a 2. The term aviation facilities" shall mean 6. The term "municipality" shall mean any dete
and include airports,buildings,structures,tenni- county or city of this state,and any political subdi- tern
nal buildings, or space hangars, lands, ware- vision of any state whose borders are at any point oftu
• houses,or other aviation facilities of any kind or conterminous with those of this state and whose pire
nature,or any other facilities of any kind or nature laws shall permit the entry of and submission by boar
related to or connected with said airports and oth- such political subdivision to an authority created pert
er aviation facilities which an authority is autho- and operating pursuant to the provisions of this ? after
rized by law to construct, acquire,own,lease, or chapter. • k natio
operate,including but not limited to parking facil- 7. The term"person"shall mean any individu- I ber,
ities, restaurants, and related facilities together al,firm,partnership,corporation,company,5sso- " men
with all fixtures,equipment,and property,real or elation,orjoint stock association,and includes any ipali
personal,tangible or intangible,necessary,appur- trustee,receiver,assignee,or similar representa- unti:
June 17,2004
Dear<Council Member>:
This memo is in response to the airport commission's meeting with the city council on
Monday,June 14 in the council chambers. The commission membership sincerely
appreciates the council's interest and expressed support for the airport, but,was
somewhat surprised and disappointed in the tone of the meeting and resulting discussion.
You should know that at this point,the airport commission, does not support placing Deleted:is unanimously
airport governance on the ballot for a public vote for mainly three reasons that follow: Deleted:opposed to
1. Placing the governance issue on the ballot will inevitably cause significant
divisiveness and negative publicity around the airport and its future. Not only
will such resulting polarization cause permanent damage to the public image
of the airport and its role within Iowa City,but it comes at a time when we
believe that issues in which both the council and the commission are
concerned can be resolved._ The negative publicity,as well as the ill will - Deleted:the airpon is finally headed in
among the aviation community,business community and the Iowa City city the right direction.
council,will halt the positive momentum that the current airport commission,...,... -f Deleted:has worked
is working very hard to achieve.
2. Every goal that council members discussed at the meeting can and will be met
in a much more positive,timely and cooperative manner under the current
governance structure. The commission just needs the public and private
support of the council to ensure that these goals are met. These goals include
but are not limited to a balanced annual budget,successful marketing,creation
and implementation of a strategic plan,and more communication with and
accountability to the city council.
3. The city council has not provided,either verbally or in writing,a rationale or
justification for change in governance that would justify the inevitable
negative ramifications that such a ballot initiative would cause. You will find
that this commission membership is open and interested in a persuasive
rationale for placing the airport governance issue on the ballot if the city
council provides one. Indeed,if the ballot initiative is seen by the commission
as better for the long-term benefit of the airport and Iowa City,the
commission members will publicly support such initiative.
During our meeting last Monday,the commission members present described a
"commitment to positive change at the airport and the steps already underway to ensure
that the council's goals are met. The current commission,which consists entirely of new
members,has made a public commitment to such change and we have indicated below
the steps that we have already taken. Below are a few points that illustrate this
commitment and progress to date.
1. The airport will have a completed and revised business plan by August 1,
2004. Attached you will find a draft of the plan that the commission has been
working on. The business plan will be implemented in conjunction with the
implementation of the strategic plan and will be open to revision as the needs
of the airport and city evolve.
2. You will see by the attached timetline and development process that the (Deleted:
development of the airport's strategic plan is, underway. We will have a draft Deleted:well
of a final strategic plan by November 1,2004 and the implementation of the
final strategic plan will begin by Feb 1,2005.The strategic plan will be based
on the assumption that the airport's annual budget,will ultimatelybe balanced, Deleted:will
requiring no annual subsidy from the City of Iowa City. We are currently
utilizing community business leaders,regional chambers of commerce, a
moderator,the UI College of Business Entrepreneurial Center, and the
aviation community in the development of the strategic plan.
3. The commission is committed to using all available information and resources
to inform the city council of the processes currently underway. Attached is
information about the economic impact that was requested by the council at
our Monday meeting. This information is being incorporated into the
marketing and strategic planning process. We will be providing the city
council with information on a regular basis in the form of personal reports and
activity summaries of activities at least once monthly at city council meetings.
4. Following the development of the business and strategic plans, the
commission will revisit the consultant's report from ABS Consulting. We
believe that it is critical to discuss each of the recommendations made within
the report,and to communicate clearly with the city council the commission's
rationale for a decision either to act or not act on the recommendations. The
council will receive a written document that carefully explains the discussion
and resulting action for each of the recommendations made within the ABS
Consulting report.
You can see that the commission has been working very hard,and will continue working,
to make the airport a more fiscally sound and progressive entity within the city. We are
deeply committed to working closely with the city council to reach the stated goals in a
timely and positive manner and have expressed that commitment through our actions in
the short time this commission membership has been in place. We believe that placing
the governance issue before the public for a vote will undermine and halt the positive
steps the council has been seeking and the commission has already taken. We are asking
the council to give the commission one year to implement the actions stated above.
We would be happy to discuss all these issues with council members individually or
collectively. We invite you to attend commissions meeting and want you to know that
we would be pleased to address the council atp future council meeting upon request. -{Deleted:happy
We are also willing and available to meet with council members individually if so Deleted:any
desired. Thank you for the opportunity to address these important issues.
Respectfully Submitted,
Airport Commission,City of Iowa City
<signed by all commission members or by chair on behalf of all members>
Enc: Draft of Business Plan
Strategic Plan Timeline
Iowa City Municipal Airport Economic Impact Report
Business Plan Aspects for Current Discussion and Decision
July 2004
3.1.3 Governance & Management
A. Airport Commission
• Actions for improvement: •
1. Create a more business-like structure regarding oversight of airport operation
by requiring:
a) an annual setting of goals and objectives (the first complete set to be
established with the completed business plan);
b) delegation of responsibilities to meet those G&Os to appropriate
parties;
c) requiring regular reporting in writing regarding ongoing airport
operations and interim progress towards those G&Os;
d) requiring documentation from committees at the monthly meetings
regarding progress towards their goals. Current committees are the
Strategic Plan Committee (Krstenansky, Staley) and the Marketing
Plan Committee(Clay, Williams);
e) developing an appropriate response to slippage or failure to perform
on the part of any person to perform regarding their respective G&O
responsibilities.
2. Engage in continuing education regarding airport governance and policy:
a) Attend FAA airport conferences (note: several members attended
the June 30, 2004 conference in Kansas City)
b) Get on mailing list for relevant publications •
B. Airport Manager
The commission understands that cost savings are important where possible, but
• believes in a adopting policy of optimal cost effectiveness. It has been proposed
that the airport manager position be outsourced to a cooperative and capable FBO;
however, such a move may have a net negative financial impact on the airport and
its operations. For example, the advantages of having a dedicated airport manager
who is free of conflict of interest and available for duties that go well beyond the
basic operational aspects of the airport are significant. Proactive communication
with governmental agencies and pursuing grant opportunities are key functions
that would likely suffer in an `outsourced' model. Execution and documentation
with regard to these added and financially advantageous activities are required as
a part of the justification for the continuation of the current management system.
The airport manager should also have the authority to make decisions on a day-to-
day basis, yet still needs to be accountable to oversight bodies for their activities.
Roles &Responsibilities (partial list, to be expanded in the final business plan
document):
• Day-to-day decision making with regard to airport operations
• Professional representation of the airport for public and professional functions
• Point person for keeping the media informed of airport issues and representing
the airport.
• Lease negotiation
• Grant writing
• Proactive approach to improving operations at the airport
• Identify and follow-up on opportunities to improve business or the image of
the airport
• Budget preparation and documentation for justification
• Documentation of activities and reporting to the airport commission including
making them proactively aware of potential upcoming issues or opportunities
so that appropriate action can be taken in a timely fashion
Actions for improvement:
1. In order to document achievement and assure appropriate accountability of the
airport manager, the commission should receive in writing in time for
discussion at the monthly meetings a written monthly activity report by the
airport manager accounting for his efforts and progress towards established
goals & objectives, as well as the content and comments from his weekly
meetings with the City Manager.
2. There shall be an annual review of the airport manager's performance for the
year that will allow for feedback, discussion, establishment of the next year's
goals and objectives, and be used in the justification for any pay adjustments
during the budgetary cycle.
3. The Airport Manager will have a weekly meeting (in person or by phone) with
the Commission Chair or his designee to discuss relevant issues and to keep
projects moving and on track. Mere monthly feedback is too slow a cycle
time to react effectively to issues and make corrective measures. The
objective is oversight and not commission involvement in day-to-day decision
making.
4. Printouts of the most recent YTD financial information should be provided to
the commission at each monthly meeting.
5. Record-keeping policies needs to be examined and adjustments made if
necessary.
6. Rate comparables with documentation needs to be collected on an ongoing
basis and provided to the commission at an early enough date to allow
discussion and permit approval of rate changes on a regular basis.
7. Lease Negotiation. The airport manager has the authority to negotiate leases;
however, final approval still lies with the commission. The airport manager
shall provide the commission with appropriate documentation demonstrating
that the terms of the agreement are appropriate and in the best interest of the
airport. Such documentation can include comparison to current leases and
comparable rates information from other facilities.
3.2 Finances
1-year: xxx
5-year: xxx
Long-term: Reduce substantially the tax subsidy needed for the ongoing operation of
the airport.
3.2.1 Revenues
Business Leases (FBO/Flying Club)
Jet Air, Inc. 5-year lease ending 12/31/2006
Full-service FBO providing a wide range of quality services (fuel sales,
charter, aircraft maintenance, etc.)
Brogan 2-year lease ending x/xx/2006
Flying club with marketing focused on training and education of new and
current pilots. Such activities are in line with the marketing interests of the
airport in terms of increasing the pilot base in the area and creating an attractive
environment leading to increased usage and image of the airport.
Fuel Sales
Provided by the FBO Jet Air, Inc.
Fuel flowage fee of$0.10/gal to the airport for retail sales
Fuel volumes approx. 150,000 gal from 1998 to 2003.
Hangar
1. All leases should have a common and standard language as their basis, yet be
adaptable to meet certain individual needs if necessary.
2. All lease rates should be reviewed annually with comparables documentation;.
A schedule should be set for adequate prior review by the commission so that
changes can be enacted at time of renewal.
Tie-Down Lease
xxx
Land Lease/Sale
Aviation Commerce Park (17 commercial properties)
$1.6M in improvements needs to be repaid before the airport receives proceeds
from any sales/lease revenues.
Actions for improvement:
Assurances of progress, but no documentation nor visible marketing activities.
Require movement & documentation of activities or change contract.
Marketing
Community Activities at the Airport:Fly-In, Airport Day, Educational/Class
Visits, Picnic Area, Football Game Days
Business Support of Marketing Activities: Sponsorships
University Involvement: JPEC Business Consulting for Marketing Activities
Media Relations: Identify key contacts in the media and maintain regular
communication.
Actions for improvement:
1. Identify commission members responsible for marketing planning.
2. Develop marketing plan and timeline for implementation
3.2.2 Expenses
Personnel (assess needs, policy, & oversight)
Capital Improvements
Repair
Preventive Maintenance
3.2.3 Grants
Pursue all available opportunities to obtain funding or matching funds to improve the
airport and minimize expenses for it's operation and improvement.
3.2.4 Budget
Financial Control
Process
Timeline/Deadlines
3.3 Community
1-year: xxx
5-year: xxx
Long-term: xxx
3.3.1 Communication / Involvement with Community Government &
Business
Commission/ Council Communication
I. The Commission will seek to establish a regular periodic face-to-face dialog
directed at improving their relationship, their communication and their
effectiveness in coordinating efforts regarding development of the airport and the
city.
2. Establish other regular communication mechanisms that are effective and useful
to both the commission and the council.
Commission/Area Business Relationship
1. The Commission will periodically invite area business interests to discuss ways to
they can engage in mutually beneficial activities.
2. xxx
Airport Manager/ City Manager Communication
1. The Airport Manager during his weekly meeting with the City Manager shall
maintain an open dialog, work cooperatively with him for the betterment of the
airport, and report back to the commission in writing(as part of his monthly
progress report) the City Manager's comments regarding ongoing activities.
2. The City Manager would be a welcome attendee at the monthly Airport
Commission meetings and his comments and input should be on the agenda on a
regular basis should he choose to attend and provide those comments so that those
inputs could be discussed if warranted.