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Commissioners back county staff to develop 1–5 year plan for Linn County airport; immediate fixes proposed for lighting and fuel
Summary
County staff was authorized to continue forming an airport committee and to develop a strategic 1‑ to 5‑year plan to reopen and improve the county airport. Staff reported a $16,155 quote to repair existing solar lights and described interest in replacing them with hardwired lighting and restoring fuel service and hangar options.
The Linn County Board of Commissioners agreed to let county staff continue work with an airport advisory committee and to develop a 1‑ to 5‑year strategic plan for the county airport aimed at reopening and improving operations.
Staff reported two immediate priorities raised by the committee: restoring reliable lighting and reestablishing fuel service. A contractor’s quote presented at the meeting placed repair of the existing solar lighting at $16,155; staff said the committee preferred replacing the failed solar array with hardwired lights and has asked the county to solicit bids for that option.
Staff also described longstanding problems with the airport fuel installation, which previously experienced remote‑pricing and control issues. County staff said they are in contact with Ray Seif, identified in the meeting as the Aviation Director at the Kansas Department of Transportation (KDOT), and have been provided contacts for vendors who install fuel systems. County staff said earlier PAPI lights purchased with grant funds remain in storage because the runway length at the airport is shorter than the equipment’s design requirements.
Committee members and staff emphasized potential revenue from hangars; staff said neighboring airports’ hangars are fully occupied, and that tee‑hangars or other rental structures could provide ongoing income if demand is present. Staff also said Pleasanton officials want to see the county commit to reopening and maintaining the airport before moving ahead on annexation or related municipal actions.
Commissioners agreed to quarterly committee meetings at minimum and asked staff to return with a draft 1‑ to 5‑year plan, estimated costs and proposed funding sources for board review. No formal spending decision was made at the meeting; the board asked staff to return with bids and a strategic plan for later consideration.
