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Pilots and tenants press Alva board for better staffing, training and clearer operations amid billing complaints
Summary
Multiple airport users criticized operational decline at Alva Municipal Airport, raising concerns about staff training (FAA FAST resources), equipment and towing capability, delayed billing, and unclear lines between the airport board’s operational role and city administrative responsibilities.
Airport users and several board members told the Alva Airport Board that day-to-day operations have declined, and they urged clearer management responsibilities, more staff training, and improvements to billing and customer service.
Why it matters: Pilots and hangar tenants said inconsistent staffing and maintenance reduce service quality, increase the risk of aircraft damage, and complicate routine transactions such as fuel billing. Several speakers called for mandatory safety and towing training for airport staff and for clearer operational authority for the airport board.
Complaints and training requests: Multiple commenters said airport staff lack training in aircraft marshaling, towing and fire safety. One speaker recommended FAA FAST team training, describing it as a free, comprehensive resource that addresses the topics mentioned at the meeting. Another attendee said airport staff “cannot even tug an airplane” and urged the board to set clear expectations, orientation and performance milestones for new hires.
Billing and customer-service issues: Several tenants said it has taken about 90 days to resolve a billing issue and that it is difficult to obtain account information from the airport manager or city staff. One tenant said they had to leave checks in a PO box and were unsure whether staff were checking it. Attendees described a cycle of being told to call city hall and then the airport manager, producing frustration.
Roles and oversight: Speakers and board members discussed the division of responsibilities between the airport board and city administration. Multiple attendees said that when the board had greater operational responsibility in the past the airport ran more smoothly. Some called for the board chairman to provide operational guidance to the airport manager while leaving HR and formal administrative oversight to the city.
Operational fixes suggested: Suggestions included scheduling the city sweeper to visit the airport regularly, placing a sign on the airport office door to indicate staff location when they are offsite (for fuel requests or equipment), providing a consistent on-site staffing schedule (staggered lunches), and creating a written list of minimum daily/weekly tasks for airport staff with accountability if tasks are not done.
Revenue and capacity comments: One speaker said the airport generates about $45,000 in monthly sales and argued that keeping the field clean and well-serviced would help attract higher-value transient aircraft. Several tenants said they are willing to see the manager take more responsibility but emphasized that staff must be trained and competent.
Ending: The board chair and members asked staff to investigate accounts and billing problems and said they will work on clarifying the airport manager’s operational responsibilities; the chair said he is looking into account irregularities and expected it not to be resolved quickly.
