JOHN MURTHA JOHNSTOWN-CAMBRIA COUNTY AIRPORT franchise success story born from a passion for cars LINCHPIN OF GROWTH AND INNOVATION Also in this issue ALPENA COUNTY REGIONAL AIRPORT • DEVILS LAKE REGIONAL AIRPORT • WATERLOO REGIONAL AIRPORT VOLUME 04, ISSUE 04
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Karen Surca Editor in Chief, Business View Publications Flying through 2024 and with the tailwinds behind them as we prepare to land into 2025, regional, municipal, and international airports are setting their sights on the best initiatives, master plans, and aviation-related goals to achieve even greater success. December’s issue is fully booked with profiles of some of these success stories as passenger and flight numbers continue to increase across the US and Canada. Balancing funding needs with a slew of operational upgrades, from safety to ease of travel, and focusing on capital infrastructure additions remain top priorities for regional airports across the continent. This quarter, we touched down at a host of airports, including Alpena County Regional Airport, MI, Conroe-North Houston Regional Airport, Del Norte County Airport, Devils Lake Regional Airport, Jamestown Regional Airport, John Murtha Johnstown-Cambria County Airport, Lebanon Municipal Airport, Liberal Mid-America Regional Airport, Rick Husband Amarillo International Airport, and Waterloo Regional Airport. Each airport embraces the months ahead with the strategic planning necessary to meet aviation demand. With a first-class view into the fascinating world of aviation, Aviation View always takes off with in-depth articles that land you right in the center of all things aviation. Whether you are heading to your flight to start your long-awaited vacation or are interested in this dynamic sector, we always provide a mile-high view into the fascinating world of aviation that lands you right in the center of it all. Enjoy your reading as we work busily to expertly cover the aviation sector for our next quarterly edition. Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US Editor in Chief Karen Surca Director of Aviation & Research Paul Payne Research & Sales Director Thomas Hiley Contributing Writers Brett Anningson Andrew Macfarlane Al Krulick Vice President of Production Jared Ali Digital Strategist Jon Bartlow Art Director Renée yearwood COO Matthew Mitchell CGO Alexander Wynne-Jones Executive Publisher / CEO Marcus VandenBrink EDITOR’S NOTES Dear Readers, WWW.BUSINESSVIEWMAGAZINE.COM 2 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
VOLUME 04, ISSUE 04 13 ALPENA COUNTY REGIONAL AIRPORT Flying High 23 CONROE-NORTH HOUSTON REGIONAL AIRPORT Gearing up for Success 33 DEL NORTE COUNTY REGIONAL AIRPORT Where the Redwoods Meet the Runway 43 DEVILS LAKE REGIONAL AIRPORT Flying Confidently Through 2024 53 JAMESTOWN REGIONAL AIRPORT A Vital Hub Adapting to Change 63 JOHN MURTHA JOHNSTOWN-CAMBRIA COUNTY AIRPORT Linchpin of Growth and Innovation COVER JOHN MURTHA JOHNSTOWN-CAMBRIA COUNTY AIRPORT 2 EDITOR’S NOTES 5 OPENING LINES AVIATION VIEW JAMESTOWN REGIONAL AIRPORT 53 3 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
73 LEBANON MUNICIPAL AIRPORT At the Intersection of Flights and Growth Taking Off 83 LIBERAL MID-AMERICA REGIONAL AIRPORT Charting an Even Course The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. LEBANON MUNICIPAL AIRPORT 73 97 RICK HUSBAND AMARILLO INTERNATIONAL AIRPORT Expanding Texas’ Travel Horizons 115 WATERLOO REGIONAL AIRPORT Sets Sights High on Expansion and Community Connection
HOW REVERSE MENTORING MAY HELP YOUR BIZAV OPERAT Source: https://nbaa.org/news/business-aviationinsider, News Editor, First Published Jan-Feb Issue Mentorship is typically thought of as a senior professional sharing guidance and advice to employees who are newer to a company or industry. While that remains an important part of business aviation, the concept of reverse mentoring is gaining ground. Reverse mentoring, in a formal sense, is when junior employees offer mentorship to those who are senior to them. But the concept can be as informal as forging professional friendships, regardless of seniority, that encourage more effective teamwork and information sharing. For example, the traditional flight crew work dynamic, which has been dominated by a top-down culture with the captain running the flight deck, is shifting. “We’re seeing younger and younger senior pilots, so today we’re adopting more of a crew-resource-management style of leadership,” said Jamal Pratt, first officer with PNC Bank’s flight operation. Senior pilots are more open for input and suggestions. “It’s a lot more organic today on the flight deck than in the office setting just because [pilots] have an obligation to the safe outcome of the flight,” Pratt said.“There was some resistance initially from some senior pilots, but now it’s a lot easier and more comfortable to have these types of conversations.” SENDING A MESSAGE More broadly, reverse mentoring can be especially helpful for senior employees who are looking to gain more familiarity with things such as new technologies, social media, diversity, inclusion and work-life balance issues. “Reverse mentoring can bring a number of benefits to the company and its newer team members,” said Jennifer Pickerel, president of Aviation Personnel International.“When someone comes into a new group and is immediately acknowledged as a contributor, Opening Lines 5 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
TION that permeates through the organization and sends a message that you are open to new ideas. “It also helps the organization ‘stay modern’ and to see things through fresh eyes with new ideas,” she said. TWO-WAY FEEDBACK Performance evaluations offer another reverse mentoring opportunity. By changing the traditional model to allow feedback to flow both ways, less-senior employees can share potentially constructive ideas about supervisor performance. “When I do my quarterly check-ins with my employees, once we’ve talked about all that’s happened and what we can work on together, I reverse the conversation and ask them to tell me how I can do better,” said Jamie Muñoz, general manager for the Galaxy FBO at Addison Airport (ADS) in Texas. “I truly believe that unless I am better, then the entire organization can’t get better. “It’s not easy,” she said. “It took a while for them to feel comfortable telling me things because nobody wants to tell the boss what they believe they can do better.” EYE-OPENING REVELATION But you can’t just drop something like reverse mentoring into your organization out of the blue, said Muñoz. You need to take time to explain to everyone on your team what you are doing and why. “It was very eye-opening to me early on,” she said. “I made the gross assumption that everyone on the team would look at it the way I did. I was wrong. You have to make sure all of your team members are aligned with this kind of initiative.” However, it’s also important to follow up. “You have to take action,” said Pickerel. “If people share ideas or information and you don’t do anything with it, even if it’s just having a follow-up conversation, doing nothing can really deteriorate any trust.” Eventually leaders may run the risk of mistakenly signaling to team members that offering feedback is a waste of time. OPENING MINDS, LOWERING BARRIERS “Relinquishing control is one of the most difficult parts of our ‘seniority-based’ industry,” Pratt said.“Just like with a traditional mentorship, you have to come into this with an open mind, which will allow for the transfer of ideas and experiences without barriers.” “You also have to appreciate the fact that the younger generations have a very different understanding of the employer/employee relationship than you do,” Pickerel said.“As leaders of the prior generations fade out, those of us at a certain age are really going to have to adapt to that and take the time to teach the younger generations to communicate in ways that are respectful to everyone.” WORKFORCE RETAINING OR RECRUITING When practiced correctly, the benefits of reverse mentoring can permeate throughout the organization. “I would encourage any organization that is having trouble with recruiting or retaining the right talent to take a hard look at reverse mentoring,” said Muñoz. “There will be benefits. It fosters a feeling of inclusion, respect and trust. They may seem like small changes, but I feel they will have a significant impact.” 6 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
Source: https://nbaa.org/news/business-aviationinsider, News Editor, First Published Jan-Feb Issue Historically, Part 91 pilots attend training courses at Part 142 training facilities to accomplish required annual 61.58 pilot-in-command proficiency checks and improve their skills. Aviation training experts say recent policy interpretations now require some Part 142 training centers to use the recurrent training course to focus on box-checking exercises, rather than improving a pilot’s skills by having them train for critical scenarios. “About a year ago, the FAA changed its interpretation and application of guidance. NBAA has been advocating for the industry, meeting with the FAA in mid-2024 to discuss clarifications that will give the industry flexibility to implement more scenario-based training SHOULD PART 91 RECURRENT PILOT TRAINING BE MORE SCENARIO-BASED? rather than re-training the same list of tasks every six months,” said Brian Koester, aviation operations and compliance analyst at Jetlaw, LLC. For example, simulator instructors and check pilots are required, under the new interpretation, to train and then check everyday tasks, such as normal takeoffs and landings. Experts say this time is better spent conducting scenario-based and emergency training. “We’ve been doing the same archaic training since 1972, and the industry has been trying to change this for quite some time,” said Dondi Pangalangan, senior vice president of strategic initiatives at Clay Lacy Aviation. “Why check things we know a pilot can do because they’re doing them every day?” Part 121 airlines train by using advanced qualification OPENING LINES 7 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
programs (AQP), which essentially permit “progressive” checking. In other words, if a pilot proficiently conducts a normal takeoff during scenario-based training, the instructor can consider the normal takeoff “checked.” “Airlines use AQP, rely on safety data and change training topics event over event,” said Timothy Schoenauer, senior director of training solutions for business aviation at CAE.“Meanwhile, business aviation is required to have a checking philosophy and we don’t have an opportunity to evolve the training environment. More scenario-based training would allow the industry to evolve.” In the meantime, the industry is taking training improvements into its own hands. For example, CAE is implementing Continuously Optimized Recurrent (CORe) training. CORe training topics will change every six months based on analysis of risks and emerging threats. Schoenauer encourages operators to add the most current CORe training scenarios to a five-day recurrent training event. “We aim to learn from the data and put it back into training to close the loop on the risk. We have to, as an industry, take steps to advance how we train, not just check,” said Schoenauer.“It has worked for 30 years for the airlines; now is the time for business aviation.” 8 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
Source: https://nbaa.org/news/business-aviation-insider, News Editor, First Published Jan-Feb, 2025 Issue As many flight operations become increasingly complex, piloting may not necessarily be part of the preferred leadership skill set. Historically, the director of aviation and other top business aviation leadership positions have been held by pilots. But now, industry leaders say they’re seeing a trend in which nonflying personnel with backgrounds such as maintenance, scheduling/dispatch and client management are taking on those major leadership roles. Experts say the increased inclusion of other professional backgrounds speaks to an industry that’s moving away from a seniority-based, and often a proximity-based, approach to leadership assignments. In some cases, the most senior pilot is in fact the right fit for a flight department’s top leadership position. But other times, it’s appropriate to cast a wider net. Business aviation professionals who embody the trend agree it’s the result of evaluating an individual’s aptitudes and skills rather Greg Hamelink– a pilot and A&P– has spent much of his career focused on the maintenance side of the house, serving as a chief of maintenance for more than 11 years before becoming director, business travel center at Whirlpool Corp.“Pilots have typically been the default for department leadership positions. Pilots often have a relationship with the principals, but now it’s about the individual and their attributes,” Hamelink said.“We’re breaking through the norms of the past, now seeing maintenance and other nonflying professionals in C-suite discussions. Some maintenance professionals are now managing budgets and acting as asset managers, giving them an ideal background for department leadership.” A CHANGING VALUE PROPOSITION Senior pilots have been traditional choices for department leadership positions, in part because they tend to spend time with the principals and other key users of the aircraft. But today, merely being near the principals isn’t enough on its own to secure a leadership position, according to Jim Elston, senior director of aviation at Coca-Cola Consolidated, who began his career as an aircraft technician. The value proposition for choosing a department leader has changed a little bit,” Elston said. “Top leadership is looking for solid administrative BREAKING TRADITION WITH NONFLYING BUSINESS AVIATION DIRECTORS background, asset management skills and a broad sense of engagement across the department and organization. We’re also seeing some pilots just opt out of leadership positions – they’d rather not be stuck in an office and prefer to travel.” As Andy Kiehl, vice president of fleet maintenance at Executive Jet Management explained, the role of maintenance professionals has changed over time. “We are now asset managers, not just maintainers,” said Kiehl. “We know what it costs to purchase and maintain the asset.” CONSIDERING SCHEDULER/DISPATCHERS In addition to maintainers, people with deep experience as scheduler/ dispatchers and client managers also might be the right fit for some flight departments. Kellie Rittenhouse, CAM, has a background in scheduling, dispatch and client management and has served as director of aviation at Hangar Aviation Management for more than 10 years. She believes more hiring managers may be considering nonflying professionals as potential department leaders because the job is becoming increasingly complicated. “There are more complexities in a flight department today, whether it’s complying with FAA, IRS or even SEC mandates,” Rittenhouse said. “It takes other skill sets besides flying to lead a well-rounded department, especially if a pilot is a flying director, maintaining currency and flying trips. That makes it hard to have a good relationship with the entire organization.” BREAKING TRADITION WITH NONFLYING BUSINESS AVIATION DIRECTORS As many flight operations become increasingly complex, piloting may not necessarily be part of the preferred leadership skill set. Historically, the director of aviation and other top business aviation leadership positions have been held by pilots. But now, industry leaders say they’re seeing a trend in which nonflying personnel with backgrounds such as maintenance, scheduling/dispatch and client management are taking on those major leadership roles. Experts say the increased inclusion of other professional backgrounds speaks to an industry that’s moving away from a seniority-based, and OPENING LINES 9 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
often a proximity-based, approach to leadership assignments. In some cases, the most senior pilot is in fact the right fit for a flight department’s top leadership position. But other times, it’s appropriate to cast a wider net. Business aviation professionals who embody the trend agree it’s the result of evaluating an individual’s aptitudes and skills rather than number of years on the flight deck. Greg Hamelink– a pilot and A&P– has spent much of his career focused on the maintenance side of the house, serving as a chief of maintenance for more than 11 years before becoming director, business travel center at Whirlpool Corp.“Pilots have typically been the default for department leadership positions. Pilots often have a relationship with the principals, but now it’s about the individual and their attributes,” Hamelink said.“We’re breaking through the norms of the past, now seeing maintenance and other nonflying professionals in C-suite discussions. Some maintenance professionals are now managing budgets and acting as asset managers, giving them an ideal background for department leadership.” A CHANGING VALUE PROPOSITION Senior pilots have been traditional choices for department leadership positions, in part because they tend to spend time with the principals and other key users of the aircraft. But today, merely being near the principals isn’t enough on its own to secure a leadership position, according to Jim Elston, senior director of aviation at Coca-Cola Consolidated, who began his career as an aircraft technician. “The value proposition for choosing a department leader has changed a little bit,” Elston said. “Top leadership is looking for solid administrative background, asset management skills and a broad sense of engagement across the department and organization. We’re also seeing some pilots just opt out of leadership positions – they’d rather not be stuck in an office and prefer to travel.” As Andy Kiehl, vice president of fleet maintenance at Executive Jet Management explained, the role of maintenance professionals has changed over time. “We are now asset managers, not just maintainers,” said Kiehl. “We know what it costs to purchase and maintain the asset.” CONSIDERING SCHEDULER/DISPATCHERS In addition to maintainers, people with deep experience as scheduler/ dispatchers and client managers also might be the right fit for some flight departments. Kellie Rittenhouse, CAM, has a background in scheduling, dispatch and client management and has served as director of aviation at Hangar Aviation Management for more than 10 years. She believes more hiring managers may be considering nonflying professionals as potential department leaders because the job is becoming increasingly complicated. “There are more complexities in a flight department today, whether it’s complying with FAA, IRS or even SEC mandates,” Rittenhouse said. “It takes other skill sets besides flying to lead a well-rounded department, especially if a pilot is a flying director, maintaining currency and flying trips. That makes it hard to have a good relationship with the entire organization.” WELL-ROUNDED WITH PERSPECTIVE Identifying the best leader for an aviation department means looking for a well-rounded individual with a good perspective on all aspects of the department. Instead of focusing on the longest-standing employee or the candidate closest – perhaps literally – to the principal, experts agree it’s about finding the person who’s right for the job. “Maintenance professionals are problem solvers, which is a good skill set for department leaders,” said Kiehl.“We also tend to have a lot of exposure to the finance department, learning how to speak their language.” That exposure to different aspects of the flight department can make nonflying personnel the best flight department leaders. “Maintenance folks are typically at the hangar on a daily basis and have office time to observe the whole organization,” said Hamelink. Maintenance personnel also often have responsibilities for facilities, personnel and aircraft, while closely coordinating with the operations side of the house as well. Meanwhile, schedulers and dispatchers often have a big-picture perspective on an entire organization, coordinating between operations, maintenance – and even finance – to keep the operation running smoothly. PREPARING FOR BUSINESS AVIATION LEADERSHIP If you’re not a pilot but have flight department leadership aspirations, what actions should you take to prepare and develop yourself for a leadership position? Experts encourage business aviation professionals to maintain an open mind, be flexible, remain available to your team and continuously look for solutions to issues that pose challenges in your workplace. Elston, who worked his way up from mopping floors to his current position as senior director of aviation, suggests being “ready and willing to take on challenges, even if you don’t understand how they fit in your daily job function.” Elston also recommends putting time into developing interpersonal skills.“Technical folks can tend to be introverted, so focus on how to build relationships and how to talk with people,” he said. The number of leadership positions in flight operations is limited, so those seeking high-level management roles might need to think outside their current organizations. In this case, being a leader without “officially” having a leadership position can offer valuable experience, especially considering the close-knit nature of the industry. “You don’t have to have a title to be a leader,” Rittenhouse said. “Be OK with that, as well. Someone else will see your initiative and give you an opportunity. Keep building your network and trust within your team and know who you can go to for help in your weak areas.” ALWAYS BE LEARNING Education is another key factor in securing a leadership role. Hamelink recommends NBAA’s Certified Aviation Manager (CAM) Program as a structured way to increase your knowledge. “The CAM program is a great way for any individual who is siloed, including schedulers, maintainers or even pilots, to broaden their perspective,” said Hamelink. “The CAM can help an individual learn about business, analytical skills and taxes. You can still rise to a director-level position without a formal program like the CAM, but you have to be intentional and engross yourself as a maintenance professional, as I did, into what makes the whole flight department function to include exposure to the flight operations side as well as scheduling.” Evaluate an individual’s knowledge and skill set before considering their current role in your organization. Maintainers are often among the first on the scene when there’s a problem, resulting in creative problemsolving skills. Schedulers and dispatchers often have valuable logistics and analytical skills. And client managers might have the interpersonal skills your department may need more of to be successful. “I’ve learned that being ready for a leadership role isn’t being ready for a title, it’s being ready to be responsible for people,” said Stewart D’Leon, CAM, NBAA’s director of environment and technical operations.“I’ve seen too many times that the person with the most longevity is promoted without being ready for the responsibility, and their only authority or respect comes from their title. This often leads to high turnover. We’re finding that opening up leadership positions to team members from other career fields helps mitigate these issues.” 10 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
Aviation View LEBANON MUNICIPAL AIRPORT AT THE INTERSECTION OF FLIGHTS AND GROWTH TAKING OFF CONROE-NORTH HOUSTON REGIONAL AIRPORT GEARING UP FOR SUCCESS DEVILS LAKE REGIONAL AIRPORT FLYING CONFIDENTLY THROUGH 2024 DEL NORTE COUNTY REGIONAL AIRPORT WHERE THE REDWOODS MEET THE RUNWAY ALPENA COUNTY REGIONAL AIRPORT FLYING HIGH JOHN MURTHA JOHNSTOWN-CAMBRIA COUNTY AIRPORT LINCHPIN OF GROWTH AND INNOVATION LIBERAL MID-AMERICA REGIONAL AIRPORT CHARTING AN EVEN COURSE JAMESTOWN REGIONAL AIRPORT A VITAL HUB ADAPTING TO CHANGE 11 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
RICK HUSBAND AMARILLO INTERNATIONAL AIRPORT EXPANDING TEXAS’ TRAVEL HORIZONS WATERLOO REGIONAL AIRPORT SETS SIGHTS HIGH ON EXPANSION AND COMMUNITY CONNECTION 12 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
ALPENA COUNTY REGIONAL AIRPORT FLYING HIGH AT A GLANCE ALPENA COUNTY REGIONAL AIRPORT WHAT: A Part 139 Airport spanning 3000 acres WHERE: A lpena County, Michigan WEBSITE: www.alpenaairport.com A GATEWAY TO ATTRACTIONS, GROWTH AND OPPORTUNITY 13 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
Alpena County Regional Airport, situated in Michigan’s Lower Peninsula is more than just an airport—it’s a vital part of the local economy and a gateway to the natural and historical treasures of the area. Combining scheduled air service, military operations, and ongoing infrastructure development, the airport plays a pivotal role in the region. Owned by Alpena County and licensed by the state, this Part 139 airport spans over 3,000 acres, boasting a 9,000-foot north/ south runway and a 5,030-foot crosswind runway. It also hosts one of only four 14 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
National Guard Combat Readiness Training Centers in the U.S. A HUB OF CONNECTIVITY The airport’s role in the community is multifaceted. Delta Airlines, serviced by SkyWest, provides one to two commercial flights per day, complemented by daily cargo deliveries from UPS and FedEx. Huron Aviation Services operates a flight school on site, while also providing maintenance, and acting as a partner in operations.“It’s kind of a hybrid situation,” Airport Manager, Steve Smigelski, details. “The county of Alpena does the fueling, but Huron Aviation takes care of all the other aspects, like meeting and greeting jets and coordinating ground transportation and the like.” Alpena also accommodates a variety of military aircraft, due to its co-location with the Alpena Combat Readiness Training Center.“It acts as a military barebones base. So, all the essential equipment is already located in Alpena. All the unit has to do is bring its own people and its own specialized equipment. We see everything, Marine Corps helicopters, Navy helicopters. We even had F-35s here this year,” reports Smigelski. He notes that the facility regularly hosts high-profile military training events, including Operation Northern Strike, the largest air-to-ground exercise east of the Mississippi. Reflecting on the airport’s resurgence coming out of the pandemic, Smigelski shares,“Generally things are much better now than they were that first year after covid. We average about 13,000 enplanements per year, and for the last two months, we’ve been doing better than 1200 a month.” EMBRACING CHANGE AND INNOVATION One of the most notable upgrades at Alpena Airport is the construction of a new passenger terminal, completed three years ago. “The old passenger terminal was the flower of 1950s technology, which is to say it was quite hideous,” Smigelski quips.“There wasn’t even a passenger boarding bridge.There was a boarding ramp that would get pushed up to the aircraft, and if it was raining or snowing you got treated to the rain and snow as you were queuing up to go inside the airplane.” This modern facility brings a welcome host of improvements including an ADA-compliant design, a passenger boarding bridge, and expanded ramp space capable of handling larger aircraft like the Boeing 767. The terminal’s upgrades extend to security, with the Transportation Security Administration (TSA) introducing additional features to improve the travel experience.“TSA has really been working fantastically well with us. We weren’t scheduled to receive one of those 360-degree scanners, but they put one of those in when the terminal was completed,” explains Smigelski. 15 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10 ALPENA COUNTY REGIONAL AIRPORT
“We also received a full baggage X-ray system. So, the TSA agents don’t have to check by hand everybody’s bag that comes through. Now they just run it through the X-ray machine. So that’s put a little bit more personal space back into travel, and it’s also expedited the boarding process.” AWARD WINNING CHALLENGES A major project to rebuild the airport’s main runway faced unexpected complications, which were swiftly addressed thanks to the quick thinking of Alpena’s engineering and construction teams. The runway construction involved eight inches of concrete, followed by three inches of asphalt, a bond breaker, and another 20 inches of concrete underneath. The plan was to strip off the top layer of concrete, regrind it, and use it as gravel for the remainder of the project. Smigelski recounts,“When they did that, there was a significant amount of weight that was basically lifted off of the substrate. We came into work the next morning, and the main intersection between runway 7/25 and 1/19 had heaved up or basically blown out.” On the fly, a plan was devised to completely rebuild the intersection. Smigelski notes that this involved extensive coordination between the FAA, the contractors, and the engineering firm. “RS&H is our engineering firm, and they did a great job of coming up with an engineering solution in just a matter of days,” he conveys. “Our contractors that were doing the work, M &M Excavating and Pyramid Paving, they just rolled with the punches. It was like it was part of the plan. It added three more weeks to the project, but it got done without any hitches.” Smigelski highlights that the handling of this situation played a key role in Alpena Airport receiving both the Award of Excellence for Apron Rehabilitation and Runway from the Michigan Concrete Association and the Airport of the Year award from the Michigan Department of Transportation Office of Aeronautics. Funded by CARES Act money, this setback added $2 million to the project’s costs, but the airport did not have any additional CARES funds available. In response, the FAA quickly assembled an AIP grant to cover the necessary repairs to the intersection. Emphasizing the importance of the runway project for both civilian and military operations, Smigelski details,“The military requires reinforced touchdown zones because when they bring in a C-17 or a C-5, it can touch down on the pavement at 900,000 pounds.” He describes an additional investment from the National Guard Bureau for the military portion of the construction, which involved starting at the dirt layer and rebuilding with reinforced concrete, followed by the installation of aircraft arresting systems. “Our piece, even with the intersection failure, was about 16 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
Michigan’s Alpena Region is base-camp for exploring Northeastern Lower Michigan. A modern city at nature’s doorstep, Alpena is your Sanctuary of the Great Lakes, a place to recharge and rejuvenate, for a fresh take on life lived well. Before you book your ight, get inspired at VisitAlpena.com. Photo: Felicia Fullwood Photography for Alpena Area Convention & Visitors Bureau
A FRESH TAKE ON LIFE LIVED WELL ALPENA, MI: SANCTUARY OF THE GREAT LAKES A charming small town at nature’s doorstep Nestled between a lush green forest and a vast blue bay, Michigan’s Alpena Region is miles away from the weight of the world. Alpena, a community founded on the fishing and timber industries, is now the place where history and heritage meld with relaxed outdoor adventure on the shores of Lake Huron. Alpena is known as the Sanctuary of the Great Lakes for its pristine natural landscape and insulation from the hectic life stress endemic to metro areas. To-do lists fade away with the rising sun in this charming small town. The Alpena Region boasts more than 100 miles of groomed trails for hiking, biking, and nature watching. More than 300,000 acres of open water; 1,000 miles of shoreline; 7 lighthouses including the tallest and oldest accessible lighthouses on the Great Lakes; more than 50 parks; and 43,000 acres of State Forest land offer endless opportunities for sailing, fishing, exploring, swimming, birding, and easing into the sounds of wind through the pines and waves meeting the shore.Tour the 18.5 mile accessible Bi-Path, winding through forests, along miles of Thunder Bay River, through quaint neighborhoods, past public art installations, and through the vibrant downtown district, with galleries, boutique shopping, farm-to-table food, microbrew, hard cider, ice cream and locally-vinted wine. Kayak at the 500-acre Alpena Wildlife Sanctuary and lazily float around the reeds viewing painted turtles, otters, swans and Great Blue Heron. Alpena is headquarters to Thunder Bay National Marine Sanctuary, an underwater park protecting more than 100 shipwrecks in northwestern Lake Huron. Learn more at the Great Lakes Maritime Heritage Center, or aboard Lady Michigan, Alpena Shipwreck Tours’ glass-bottom boat. “The adventure continues after dark as Alpena is centrally located to 3 Dark Sky Preserve Parks. Light pollution is extremely low, bringing into focus the stars, planets, moon, and Milky Way in pure grandeur,” said Mary Beth Kline-Stutzman, President & CEO of the Alpena Area Convention & Visitors Bureau. Whether you’re enjoying Alpena’s premier fishing or watching a concert in the park, the surrounding natural beauty breathes life back into your smile. In Alpena you are reminded about what matters most in life – time spent with people you care about. You are invited to escape the stress of life and relax, restore, and rejuvenate in Alpena, Michigan; a fresh take on life lived well. Get inspired at Visitalpena.com.
$15 million. Their portion of the project is topping $50 million. So, there’s been a significant amount of money put into the runway,” he says. FUTURE PLANS With $4 million allocated from the Bipartisan Infrastructure Law (BIL), the airport plans to construct 20 new nested T-hangars. Noting the demand, Smigelski says, “We didn’t even advertise that we were going to be putting in new hangars, and we already had 30 letters of intent for 20 hangars.” The potential for a new box hangar to serve as both a cargo facility and a transient aircraft space is also on the horizon. “Right now, FedEx and UPS land their aircraft, and they basically unload the aircraft right on the ramp. So, if it’s raining or snowing, your package from Amazon might get some water spots on it,” Smigelski acknowledges. “We’ve got plans to use what is left of the BIL money and put in as big a box hangar as we can.That could serve as a cargo handling facility. It would also be good for transient aircraft. And we take a large number of medical evacuations every year.” The airport’s efforts to attract new businesses to the surrounding area are part of Alpena County’s economic development strategy. “We have a bunch of undeveloped property on the west side of Airport Road, and we’re in the process right now of having all the trees clear cut off of it,” he expands. “The county is going to invest a significant amount of money by putting in water and sewer lines, so any potential businesses won’t have to worry about those utilities.They’ll already be in place.” He relays that a collaboration between the airport, economic development agency, Target Alpena, and the county, has resulted in attracting a recycling center, which will be located in the south end of the available property. ENHANCING LOCAL TOURISM AND ECONOMY Alpena’s charm extends beyond the airport, with the region boasting a wealth of attractions. As a former 20 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04 ALPENA COUNTY REGIONAL AIRPORT
THINK OUTSIDE OF THE MEETING ROOM Destination Alpena Alpena Area Convention & Visitors Bureau VisitAlpena.com/plan | 989-340-2288 | marybeth@visitalpena.com Dark Sky photo courtesy Steve Jakubcin.
PREFERRED VENDOR/PARTNER n Alpena Area Convention & Visitors Bureau www.visitalpena.com The Alpena Area Convention & Visitors Bureau serves the Alpena region by marketing the community to inspire overnight visitation to Northeastern Lower Michigan, advocating for sustainable growth of the tourism industry, and protecting local assets that draw people to the area. The Bureau also works to facilitate logistical planning services for incoming group and meetings travel. 420 N. Second Avenue Alpena, Mi 49707 (989) 340-2288 port town in the 1800’s, the community celebrates its maritime heritage, from shipwrecks and glass bottom boat tours to lighthouses. The National Ocean Atmospheric Association (NOAA) has even established a freshwater marine sanctuary in Alpena, drawing large numbers of visitors. The downtown district, once struggling, has seen a vibrant revival, with increased tourism driven by new cruise ship visits and local events. We work very closely with the Chamber of Commerce and Target Alpena,” Smigelski remarks. “We’re the first glimpse that people get of Alpena when they fly in. We try to be as business-friendly and forward-thinking as we can.” As Alpena County Regional Airport continues to grow and evolve, its ongoing contributions to transportation, military operations, and economic development highlight its vital role in enhancing the region’s growth and connectivity. 22 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04 ALPENA COUNTY REGIONAL AIRPORT
DART TRANSIT TRANSPORT AGENDA AT A GLANCE LEAGUE OF MINNESOTA CITIES WHAT: O ne of the largest municipal associations in the country, representing about 855 cities, large and small throughout Minnesota WHERE: Minnesota, US WEBSITE: www.lmc.org DART TRANSIT COMPANY Standing out from the competition, Dart Transit Company rides the road to continued success GEARING UP FO CONROE-NORTH HOUSTON REGIONAL AIRPORT AN AIRPORT THAT PERFECTLY EMBODIES A GATE AT A GLANCE CONROE-NORTH HOUSTON REGIONAL AIRPORT WHAT: A fast-growing general aviation hub with plans to look towards commercial service with certification upgrades and projects that enhance its visibility WHERE: Conroe, Texas WEBSITE: www.flycxo.com 23 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
T COMHE The transport and logistics sector is competitive by nature. With so many companies vying for contracts, the ability to stand out from the competition comes down to putting the customer first. For Dart Transit Company, a family-owned freight logistics company, the road is smooth sailing as clients remain loyal and OR SUCCESS EWAY TO ECONOMIC DEVELOPMENT In a state that is bold, economically vibrant, and has a proud aviation history, one airport truly testifies to this optimism and prosperity. Located a short distance from the hustle and bustle of Houston lies a small but mighty aviation hub. Conroe-North Houston Regional is an airport that is flying high and owns its title as a gateway to the region that it proudly serves. 24 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
The airport which has served the community for decades and can handle an impressive array of general aviation traffic is not only firmly established, but continues to grow and prosper. With capital improvement projects on the go and those in the planning stage, Conroe-North Houston Regional Airport looks forward to 2025. CAPACITY TO FLY HIGH With civilian aviation roots dating back to 1945 and a history of 90 years when it represented a small airstrip during the Great Depression, Conroe-North Houston Regional Airport has adapted over time and kept pace with its increasing general aviation traffic. Always one step ahead, the airport is keenly aware of its priorities and works tirelessly to accommodate the many flights landing and taking off.At the same time, it continuously meets the expectations of the flying public. The airport, owned by Montgomery County, caters to more than 300 aircraft, has an enviable number of hangars, and is home to two very successful fixed base operators (FBOs). Boasting plenty of acreages for commercial and aviation-related businesses to prosper, the airport’s economic clout for the region remains paramount. “Our airport operationally handles any GA aircraft in the market all the way down to the smallest GA single-engine airplane and up to the largest business jets in the fleet,” James M. Brown, Airport Director with Conroe-North Houston Regional Airport, relays. “Our main runway can handle a 737 size aircraft and we have a 7501-foot runway with a category one ILS,” he continues. “We went ahead many years ago and spent the money to have the [our main runway] extended. We saw the need for a general aviation business jet hub and extended our runway out to 7501 which has significantly enhanced our jet traffic immensely,” Brown relays. When asked whether Brown has considered expanding the airport’s role to include commercial service he answers without hesitation. “I don’t think any airport would turn away any growth opportunities, so yes we are looking at that [commercial service potential].” “We have been approached by a few different aircraft operators that require the airport to be certified under Part 139 which is the airport certification process to allow commercial-sized aircraft and this is something that we are pursuing,” Brown states. Brown outlines that the airport is actively pursuing 25 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04 CONROE-NORTH HOUSTON REGIONAL AIRPORT
obtaining its 139 certificate which could translate into the potential to accommodate commercial airline traffic and open the door to hosting charter companies as well as private companies that operate aircraft that fall under this category. ECONOMIC IMPACT In addition to the airport’s operating capabilities, Conroe-North Houston Regional Airport provides a vital economic link to the region. “Located in this area of Texas, there are lots of oil and gas companies and we see a lot of tech companies which are well-known in the public eye,” Brown outlines. “A couple of years ago we had Hewlett Packard relocate their headquarters from California to Houston. They moved their corporate flight department here at the airport. “There are major companies in the tech world based in the region, as well as a lot of home builders and 26 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
building supply companies and of course major retailers such as Walmart and they definitely use the airport.” On the airport grounds, Brown speaks to the potential of an overall capacity to lease out to commercial, industrial, aviation-related, or retail operations. “We have had a big explosive growth in the last 15 to 20 years on the west side of the airport and it is basically 100% built-out.’ “We are now working to open up about 70 acres of developable land and we are hoping to attract a mix of small and medium-sized general aviation, corporate, flight department, manufacturing, maintenance repair and overhaul, avionics, and any kind of support activities and commercial operators. We will be able to cater to all facets of the general aviation world or community,” Brown describes. TRAINING THE NEXT GENERATION Aware of the ongoing need for highly trained pilots and expertly trained ground maintenance and avionic professionals, Brown draws attention to the airport’s unique experimental aircraft (EA) program as well as the region’s role in aviation-related training through local colleges and training programs. Brown points to the different flight training opportunities nearby including the American Flyers Flight Academy in Conroe and Lone Star College which boast a flight school with a full flight program. “Lone Star College is our junior college and they have partnered with a flight school. There is now talk of establishing a maintenance program and although there are budgetary things and operation controls that go into that, I think it would be a good thing to add something like this to the airport,” Brown enthuses. “We have done in the past a lot of outreach with the schools which we are still definitely interested in doing and we have a group out here that started a program through the Experimental Aircraft Association and they started a program with our local ISDS which is similar to a STEM program.” 27 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04 CONROE-NORTH HOUSTON REGIONAL AIRPORT
“The students get to build an aircraft and then it gets to fly and this is huge. At the end of the year all the students sign the plane and they auction the plane off and sell it and the proceeds pay for the plane kit for the next year,” Brown explains. A program such as this, Brown points out, goes a long way to peak the internet in younger kids to explore the aviation world which is needed right now with the ongoing workforce challenges facing the industry. “You hear about pilot shortages however we would like to see more of the aviation mechanic side of this and this requires vocational training which is a big aspect,” Brown determines. UPGRADES TAKING OFF Beyond the need to fill aviation positions, Brown speaks to vital airport upgrades that are landing general aviation traffic safely and efficiently at Conroe-North Houston Regional Airport. “We have a project right now that is underway that represents a maintenance project that involves remarking all of our runways. We have precision markings that show different touchdown points and the numbers of the heading of the runway and all of those are getting re-marked which we are looking at pretty soon in the next couple of months.” “The first major capital improvement project is going to be designed as well, which will help to open up 70 acres. It is going to involve adding a parallel taxiway to gain direct access from that development area and it is going to realign some of the taxiways that had been added when the airport was built.” “We have been looking at the layout and realigning some of the taxiways. It will help with safety and also capacity; being able to land an aircraft and get off the runway surface onto a taxiway to its parking destination as efficiently as possible.” “The actual construction is to start soon after the completion of the engineering,” he adds. GATEWAY TO THE REGION Although Montgomery owns Conroe-North Houston 28 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
29 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04 CONROE-NORTH HOUSTON REGIONAL AIRPORT
Regional Airport the resident FBOs, both privately owned,help to drive economic growth and efficiencies for the airport. “They are both under long-term ground leases with us and they manage fuel sales and services and the like; every aspect of the airport that is service driven,” Brown details. “We take care of all of the runways, taxiways, and the grass that is lawned and the pavement maintenance as well as fencing, roadways and our main goal here is to provide the safe, efficient infrastructure for those companies that may be coming in and to the flying community,” he adds. As far as growth potential, Conroe-North Houston Regional Airport is very well positioned, Brown acknowledges. “Throughout many years and many decades, the county and the city and the surrounding cities and communities within our county have partnered 30 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
together for the most part to foster that working relationship with us.” “The city, specifically, has done a lot as far as economic development. They have an Economic Development Corporation, a 4b fund.That 4b fund has owned, sold, and leased tons of land to different corporations, manufacturing, shipping, and all kinds of companies, and it is the counterpart to the North Industrial Park we are lucky that the county and the city partners and built a major thoroughfare, arterial road that enters one of our main entrances to the airport right into that industrial park.” “We are lucky to have that economic partnership,” he further states. Brown notes that the partnership has also spawned the building of a Technology Park which is adjacent to the airport and this is a part of Conroe-North Houston Regional Airport’s entrance and is essentially economic development land for the City and the airport. “They have recently secured their first major tenant, which is a company called VGX II and it is a vaccine manufacturing company.” This symbiotic economic partnership has born economic opportunities and is set to draw in more commercial interest in the foreseeable future. So what is the main focus for the next year or so? “We are going to mainly focus on our 139 certification process and the two projects that we have going on, the remarking project and the designing and implementation of the taxiway realignments additions so that we get that hanger access up and going,” Brown concluded. Flying into 2025, Conroe-North Houston Regional Airport has the economic tailwinds to propel it into a high-flying few years ahead. 31 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04 CONROE-NORTH HOUSTON REGIONAL AIRPORT
PREFERRED VENDOR/PARTNER n Conroe Economic Development Council www.conroeedc.org Conroe, Texas meets your needs for commercial and industrial development: available land, modern infrastructure, qualified workforce, attractive incentives. Add quality of life - state forests, trails, parks and lakes, plus accessibility - proximity to Houston & our own ConroeNorth Houston Regional Airport with FBOs, U.S. Customs services and cafes, for the perfect location. Call: 936.522.3530 Email: info@conroeedc.org 32 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
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