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Supervisors weigh changes to Sonoma County Aviation Commission; staff seek direction on membership and scope
Summary
Staff presented options to revise the Aviation Commission and separate Airport Land Use Commission roles; board members and airport workers urged clearer authority, more diverse appointments, and stronger oversight after recent FAA findings.
Sonoma County staff presented a multi‑option review of the Aviation Commission’s governance on April 15, asking the Board of Supervisors whether to retain the current advisory 7‑member model, expand membership, or add defined subject‑matter seats and city appointees.
Deputy Director Monique Chapman and Airport Manager John Stout walked supervisors through three models: (1) a 7‑member panel emphasizing aviation expertise, (2) a 7‑member hybrid mixing aviation experts with community members and tenants, and (3) a larger stakeholder‑diverse body with additional community and business representation. Stout emphasized the functional difference between the advisory Aviation Commission (inside airport boundaries) and the statutory Airport Land Use Commission (which regulates land uses around airports).
Members of the airport operations union, including airport operations specialists, urged the board to consider giving the commission stronger governance powers or an advisory-plus role, citing repeated FAA corrective actions and requests for greater oversight. "This will provide for oversight, accountability and proper governance at airport management," said union steward Mark Fecharaden.
Supervisors debated appointment mechanics and representation. Several favored keeping the five supervisor appointees while adding two city/council appointees and two at‑large community seats to broaden perspectives and ensure nearby cities have direct participation. Others urged clearer criteria for what qualifies as "aviation expertise," more consistent term lengths, staggered rotations, and the option of a technical advisory committee for complex operational issues.
Staff said they will draft a transition plan and return the proposal as a formal action item; the board provided guidance to pursue either a 7‑ or 9‑member structure with an emphasis on more diverse representation and clearer appointment language to reduce conflicts and improve responsiveness to operational and neighborhood concerns.
