Airport Master Plan 2012 - City of Waterville

current Airport management structure does not foster a successful or productive business environment;
part-time Airport management may be hindering the Airport’s potential.
The Airport should be run like a business with a focused mission, strong leadership and community
support. To assure success, the Airport should cater to the corporate customer and fully exploit this
market potential. The Airport should also continue to support the needs of its based aircraft tenants and
try to recapture former based customers. Besides a goal of financial self-sufficiency, under the right
circumstances the Airport can, and should, be a catalyst for regional economic growth. It will take a
serious and focused commitment by city government and the cooperation of local business leaders to
achieve success. The Airport should have a full time manager with a background in aviation management
and operations, and preferably some business development expertise. A business-minded oversight board
can provide similar expertise, foster community support, and facilitate regionalization efforts.
Recent improvements have been made to improve FBO services, however the city is not well equipped,
and the Airport is not properly funded, to provide industry-standard FBO services. Attempting to run the
FBO and manage the Airport may be too much to handle; the current situation is not ideal. Attracting a
first rate FBO should be a priority for the City of Waterville; however the Airport is strongly encouraged
to review and update (or develop new) Airport Minimum Standards which establish operating criteria and
guidelines for the FBO and other Airport tenants. A good FBO will free Airport staff to concentrate on
running a safe and efficient facility, and allow them to explore and capitalize on additional land
development opportunities. Identifying and developing adequate hangar facilities for corporate aircraft
should be an integral part of the Airport’s business strategy. The lack of hangar facilities and services is a
leading factor in aircraft operators choosing to use neighboring Airports over Waterville, particularly
during winter months. Airport management must develop clear and concise guidelines and identify
specific, well-thought out sites for potential hangar development; this particular issue will be fully
explored in Phase II. Care must be taken to include these sites on the ALP (Airport Layout Plan) with
careful consideration of future ramp and taxiway requirements. One of the Phase II project deliverables
will include a new ultimate ALP sheet that will depict all future Airport improvements based on this
master plan project.
Summary of Recommendations
Develop a mission statement for the Airport
Adopt the new Maine Airport Authority management structure pursuant to Public Law, Chapter
563, “An Act To Facilitate the Creation of Airport Authorities”, Section 1.6 MRSA c.10 –
“Airport Authorities”
o Reorganize / implement Airport management & staffing pursuant to new mission
o Airport Manager should be reclassified to a full-time position
o Provide adequate funding to meet new staffing requirements
o Develop a new job description for the Airport Manager
o Refine the job description for the Assistant Airport Manager
o The City should develop and/or refine the annual performance evaluation criteria with
success indicators and benchmarks for all Airport Authority employees including the
Airport Manager, the Assistant Airport Manager and other Airport staff
o Qualifications and experience for the Airport Manager and Assistant Airport Manager
should be consistent with, and meet or exceed, local and state requirements
o Airport Manager & Assistant Airport Manager should implement the Maine DOT Airport
Manager Training Program including applicable testing requirements
The City of Waterville Maine
Airport Management Structure Assessment – Page 7-9
Airport Solutions Group, LLC & The Louis Berger Group, Inc. December 2011