Airport Master Plan 2012 - City of Waterville

consultant that WVL lost several jet customers over the past few years because of inadequate FBO
services, specifically mentioning services related to fueling and deicing.
The Airport / FBO relationship could be described as symbiotic. A good FBO can have a significant
positive impact on the success of an Airport, and vice versa. Conversely, poor FBO services can
adversely affect an Airport’s image and marginalize the facility’s use. Although evidence would suggest
the city has improved on its services, it may nevertheless be struggling to recapture lost aircraft and past
activity from clients that may have experienced poor customer service in years past.
The Waterville Airport is ideally positioned to capture additional business 9 , but due to the current lack of
aviation services and facilities, many business opportunities are probably being lost to nearby Airports.
Such lost opportunity is exemplified with business customers using the Belgrade Lakes Golf Course.
During the interview process it was revealed that when given the choice, people regularly choose the
Augusta Airport over the Waterville Airport because of better service. Augusta Airport also benefits from
greater use by customers destined for the City of Waterville simply because some people choose not to
use WVL. In such instances, rental car, catering, fuel, landing and parking fees, hangar, maintenance,
restaurant and hotel revenues are being lost to businesses in Augusta.
The following quote was obtained from the organization GA Serving America:
“The high value of General Aviation (GA) is well known to the people who have to select
locations for America's new factories and offices. Many manufacturing firms intentionally locate
themselves within 10 miles of a public-use Airport so that they can exploit the speed and access
provided by GA. Community Airports allow local businesses to reach new markets, work with
suppliers from neighboring states, or ship time-critical parts and materials to their customers.
Local area businesses gain enduring competitive advantages when they use the nearby Airport;
at the same time, the surrounding community gains jobs.”
If FBO services are improved and facilities are brought up to the standards required by most corporate
aircraft operators, re-claiming this lost business should not be difficult 10 .
Conclusions & Recommendations
With the current organizational structure, the Airport is overseen by a part-time Airport Manager and
much of the remaining Airport staff is also considered part-time or seasonal. Differing opinions suggest
the Airport Advisory Board never achieved its objective or the city never capitalized on its advice; either
way, the Board’s mission was never realized or fully completed. Without sufficient oversight and focus,
the Airport could become a “rudderless ship”. These factors may contribute to an unfocused mission,
insufficient oversight and ineffective Airport management.
The WVL Airport is a major regional transportation asset; Airport management should continue to
coordinate with city officials, the state and other regional partners including area business leaders to
assure the Airport maintains appropriate emphasis in the city’s comprehensive plan. With such
recognition and commitment, the Airport could help stimulate and foster a more robust regional economy.
Relegating the Airport Manager position to part-time status is contrary to these goals and objectives. The
9 Professional opinion based on Airport location, proximity to ground access, airfield facilities and NAVAIDS, instrument approach
procedures, and results of Phase I interviews. The Phase II business plan will expand on such market potential.
10 Professional opinion based on Phase I analysis of previous based aircraft numbers and aircraft operations data; also assumes
the City will commit the necessary resources to implement a reasonable business plan to capture WVL’s market potential.
The City of Waterville Maine
Airport Management Structure Assessment – Page 7-8
Airport Solutions Group, LLC & The Louis Berger Group, Inc. December 2011