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HomeMy WebLinkAbout07-07-2004 Airport CommissionIOWA CITY AIRPORT COMMISSION MEETING AGENDA AIRPORT TERMINAL BUILDING 1801 S. RIVERSIDE DRIVE WEDNESDAY, JULY 7, 2004 - 5:45 P.M. Determine Quorum Public Discussion — Items Not on Agenda III. Discussion of Airport Governance IV. Adjournment r r.�i.® CITY OF IOWA CITY MEMORANDUM Date: June 30, 2004 To: City Council From: City Manager Re: Airport Advisory Commission The City Council asked for my thoughts and general commentary concerning the possible change in responsibilities of the Airport Commission from managerial to advisory. The City Council is currently served by 20 commissions and boards. Some of the commissions are statutorial, others created by local ordinance, and still others were created from tradition and community interests. These boards and commissions and their 120 appointees represent an important component of our local government's citizen participation efforts. These 20 commissions do not include ad hoc committees, task forces, and our neighborhood association boards. As City Manager it is my responsibility at the Council's direction to involve boards and commissions in the administration and governance of our community. This is done to the extent the City Council finds it desirable and in their interest. Staff is assigned and minute takers are provided to committees/boards. A board and commission advisory system is a longstanding tradition in our community. The Airport Commission was established by an election in 1944. Their responsibilities and authority are broad and identified in the Iowa Code 330.21 Powers -Funds, attached. As you can see, the Airport Commission has very broad powers as identified in the Iowa Code, and while they have not exercised all such powers, it is clearly within their authority to do so. A common complaint/concern of the City Council and previous Councils has been that the City Council often appears to be powerless in directing the policyloperations of the Airport Commission. Such concerns include opinions about the desirability of having an airport, the budgeted monies (notably subsidies), occasional day-to-day operational issues, and conflicts in priorities as they relate to the overall City Budget. Capital investment in the airport, most notably in times when budgets are tight (as they have been the last several years), creates such conflicts. Of course in our community there are strongly held opinions on just about everything, IP3 Airport Advisory Commission June 30, 2004 Page 2 but also Is an indicator of community interest regarding how the services are provided and how priorities are established. You may recall in the mid-1990s there was a community debate that involved whether the airport should be relocated and the current airport closed. Following extensive discussion, it was settled that the airport would remain at its current location. The Council committed to a capital investment effort with their approval of a new Airport Master Plan. The relocation was pursued no further. Over the years the City Council has approved financing for land acquisition, construction of new hangars, renovation of the terminal, and general operating subsidies for the Airport. While it is a concern to some in the "aviation community" that the Council has some plan to close the airport, the historical review is simply quite to the contrary. The City Council has not Included In any of its budget discussions an interest in closure, and in my years as City Manager, I have not been directed to prepare any such contingency plan to initiate closure of the airport. The notion that the "City" will close the airport has no historical foundation. The City Council, in fulfilling its fiduciary obligations, must balance available resources and the public services they wish to provide. That means, in my judgment, all public services are subject to Council review. We are reminded of the most serious budget review recently undertaken as a result of dramatic state reduction in funding to local government. Selected services were reduced, and some were eliminated. Budget priorities were set by the City Council. If the Council were to pursue and the electorate were to support a change in responsibilities, the Airport Commission could become an advisory body. Such an arrangement is contemplated in the Iowa Code — 330.23. If the Airport Commission is dissolved by vote of the electorate, then the City Council must decide and name what would likely be a new airport advisory commission and identify responsibilities to be assigned to such a commission. There are advantages to the advisory capacity. The major one, I believe, is a "transparency" of issues. That simply means matters of airport policy and operations would find their way onto the City Council's routine agenda and thereby be subject to greater public scrutiny. Our advisory boards are traditionally groups of citizens who provide input and suggestions to the City Council, with the ultimate authority and responsibility to act resting with the City Council. In my judgment this is as it should be. It has been a longstanding position of the City Council that you will hire professional staff to assist you, advise, and recommend where appropriate, on the activities of the City government Our boards and commissions are an extension of that system, and thereby these citizen advisors do much the same. The complexities of day-to-day operations of a local government and the policy decisions the Council is called upon to make simply require that Airport Advisory Commission June 30, 2004 Page 3 bodies of knowledge be fixed with our citizen boards and commissions as they are with professional staff. All of this is done in order to assist the Council in making informed decisions. Through the advisory process greater transparency will occur. Attention will be called to airport operations and additional public policy debate will likely occur. This would seem to be a positive benefit as the public becomes better informed. Historically, a matter of contention has been that commitments are made by the Airport Commission and the appearance of a lack of sufficient oversight by the City Council is perceived, notably in long-term financial commitments. While the City Council did not actively participate, such as in the long-term agreement with Jet Air, the results of those decisions are clearly expected to be factored into the future budget decisions by the City Council. This is not a reflection on the quality of the services provided by Jet Air, but a reiteration of the importance that an activity of serious financial consequence should have direct Council approval/disapproval. This allows the Council to be fully aware of all budget consequences, gives adequate notice to the public, and the Airport Commission financial commitments/interests are measured against all City priorities. The City Council Agenda appears to be the place whereby such information should ultimately be directed, and thereby assure for the public benefit an openness in decision -making and an improved decision -making process. Management issues at the airport would not likely need to change immediately to fully integrate airport operations Into the City organization. I would propose that the airport operations become an aviation division within a Department of Transportation Services that is reflected in the attached. This would provide the Airport Manager with a day-to-day supervisor (director of the department) and dearly have our aviation services become an immediate part of the overall operations of the City. We would intend to incorporate the Airport Master Plan into our overall master planning process in order to identify any potential conflicts, and to assure the Plan can be satisfied within available financial resources and other Council priorities. With an Aviation Division assigned to an operating department, internal arrangements and reporting authorities become easier, as other City operating departments begin to interact routinely with our proposed aviation division of the Department of Transportation Services. Our operating departments are accustomed to providing support for and share an understanding of the direction of City Council's policy decisions. Incorporating aviation services within our operating departments, we believe, would reinforce the Council's control over all public services. The current Department of Transit and Parking would be dissolved. Attachments mgdmeMalrport oommiss1on5.doo Department of P"mnir A3portation S�ae Director ' Parking CanstruCion Serv'uzs (33) Dept. of Pubiic Wohs Transit Parking Garages I Maintenance SEATS Fored Route Vehicle Maintenance Body Shop Sign Shop Key: ( ) Number of employees, Fr and PT JCCOG -Johnson County Council of Governments PCD - Department of Planning and Community Development Metered Parking On Street Parking Lots Aviation Alryort AdVMM I � Canmusion 3270 vpenfobstruc- it and subsoil, )ing, and loca_ ouildings, and proval of the iat they are in omulgated by One of the fed. Or department neralsupervi- to plans and '; C46, 50, 54, 0.91 s, ch 117, .442. s, ch 117, s, ch 117, authorized to oral moneys, �­ate, for the improve. operation of acilities, and ion facilities, Jailed States are of federal .avigation fa - )prized to be any govern- wr authority, another gov- approved by )rior to being department. )sistentwith owever, this cations from try commer- airport mak- f the pregp- f transporta- 77, 79, 81, , ch 117, 17, § 1097 3271 330.16 Repealed by 82 Acts, ch 1104, § 61. See § 331.441(2)'?5),331.446, 031.447. 330.17 Airport commission- election. The council of any city or county which owns or acquires an airport may, and upon the council's re- ceipt of a valid petition as provided in section 362.4, or receiptof a petitionby the board of super- visors as provided in section 331.306 shall, at a regular city election or a general election if one is to be held within seventy-four days from the filing of the petition, or otherwise at a special election called for that purpose, submit to the voters the question as to whether the management and con- trol of the airport shall be placed in an airport com- mission. I£ a majority of the voters favors placing the management and control of the airport in an airport commission, the commission shall be es- tablished as provided in this chapter. The management and control of an airport by an airport commission may be ended in the same manner. If a majority of the voters does not favor continuingthe management and control of the air- port in an airport commission, the commission shall stand abolished sixty days from and after the date of the election, and the power to maintain and operate the airport shall revert to the city or county. [C46,60, 64, 58, 62, 66, 71,7 3, 76, 77, 79, 81, S8 1, §330.17; 81 Acts, ch 117, §10541 91 Acts, ch 129, §24 330.18 Notice of election Notice of the election shall be given by publica- tion in a newspaper of general circulation in the city, subject to section 362.3 or in the county, sub- ject to section 331.305. [C46,50,54,58,62,66,71,73,75,77,79,81,S81, §830.18; 81 Acts, ch 117, §10551 330.19 Form of question. The question to be submitted shall be in the fol- lowing form: Shall the City (or County) of place (or continue) the management and control of its airport (or airports) in an Airport Commission? [C46,60,54,58,62,66,71,73,76,77,79,81,S81, §330.19; 81 Acts, ch 117, §10561 33020 Appointment of commission - terms. When a majority of the voters favors airport con- trol and management by a commission, the gov- erning body shall, within ten days, appoint an air- port commission of three or five resident voters. The governing body shall by ordinance set the commencement dates of office and the length of the terms ofoffice which shall be no more than six AMPORTS, §330.23 and no less than three years. The terms of the first appointees of a newly created commission shall be staggered by length of term and all subsequent ap- pointments shall be for full terms. The governing body shall also provide for staggered terms of of- fice for the appointees of commissions existing on July 1, 1991. Vacancies shall be filled as original appointments are made. Members of the airport commission shall serve without compensation. Each commissioner shall execute and furnish a bond in an amount fixed by the governingbody and filed with the city clerk or county auditor. The commission shall elect from its own members a chairperson and a secretary who shall serve for a term as the commission shall determine. [C46, 50, 54, 58, 62, 66, 71, 73, 75, 77, 79, 81, §330.201 83 Acts, ch 123, §131, 209; 91 Acts, ch 76, §1 330.21 Powers -funds. The commission has all of thepowers in relation to airports granted to cities and counties under state law, except powers to sell the airport. The commission shall annually certify the amount of tax within the limitations of state law to be levied for airport purposes, and upon certification the governing body may include all or a portion of the amount in its budget. All funds derived from taxation or otherwise for airport purposes shall be under the full and abso- lute control of the commission for the purposes prescribed by law, and shall be deposited with the county treasurer or city clerk to the credit of the airport commission, andshall be disbursed only on the written warrants or orders of the airport com- mission, including the payment of all indebted- ness arising from the acquisition and construction of airports and their maintenance, operation, and extension. [C46, 50, 64, 68, 62, 66, 71, 73, 75, 77, 79, 81, S81, §330.21; 81 Acts, ch 117, §1057; 82 Acts, ch 1104, §101 330.22 Annual report - publishing. The airport commission shall immediately after the close ofeach municipal fiscal year, file with the city clerk or county auditor a detailed and audited writtenreport of all money received and disbursed by the commission during said fiscal year, and shall publish a summary thereof in an official newspaper. [C46, 50, 54, 58, 62, 66, 71, 73, 75. 77, 79, 81, §330.221 330.23 No restriction on administrative agencies. This chapter does not prohibit a city from estab- lishing an administrative agency pursuant to chapter 392 to manage and control all or part of its airport in lieu of an airport commission under this chapter. A city may abolish an airport commission §330.f3, AERFORTS 3272 1 32' and provide for the management and control of its airport by an administrative agency. Sections 330.17 through 330.20 do not apply to the abolition of an airport commission by a city pursuant to this section for the purpose of estab- lishing an administrative agency pursuant to chapter 392 to manage and control all or part of its airport. The commission shall stand abolished sixty days from the date of the city council's final approval abolishing the airport commission pur- suant to this section, unless the council designates a different effective date. 88 Acts, ch 1229, §1; 89 Acts, ch 182, §1 330.2.4 No restrictions on formercomatis. lions. Notbingin sections 330.17 to 330.22 shall be in- terpreted as limiting or affecting airport commis. sions of cities in the above classification which have already been in existence and operation prior to January 1, 1941, under the provisions of this chapter. [C46, 50, 64, 68, 62, 66, 71, 73, 75, 77, 79, 81, §330.241 CHAPTER 330A AVIATION AUTHORITIES 330A.1 Citation. 330A.2 Definitions. 330A.3 Creation. 330A.4 Committee. Repealed by 89 Acts, ch 182, §12. 330A-5 Board. 330A.6 Creation of an authority. 330A.7 Withdrawal. 330A.8 Purposes and powers —general. 330A.9 Purposes and powers — bonds and notes. 33MIo Funds of an authority. 330A.11 Transfer of existing facilities to authority. 330A.1 Citation. This chapter shalt be ]mown and may be cited as the `Aviation Authority Act." [C71, 73, 75, 77, 79, 81, §330A.11 330A.2 Definitions. The following terms whenever used, or referred to, in this chapter shall have the following mean- ings, except in those instances where the context clearly indicates otherwise: 1. The term `authority" shall mean any avi- ation authority created pursuant to the provisions of this chapter. 2. The term "aviation facilities" shall mean and include airports, buildings, structures, termi- nal buildings, or space hangars, lands, ware- houses, or other aviation facilities of any kind or nature, or any other facilities of any kind or nature related to or connected with said airports and oth- er aviation facilities which an authority is autho- rized by law to construct, acquire, own, lease, or operate, including but not limited to parking facil- ities, restaurants, and related facilities together with all fixtures, equipment, and property, real or personal, tangible or intangible, necessary, appur- 330A.12 Award of contract. 330A.13 Acquisition of lands and property. 33OA.14 Use of aviation facilities. 330A.15 Tax for purposes of an authority. 330A36 Exemption from taxation. 330A.17 Statute complete and additional authority. 330A18 Co-operation between municipalities and authorities. 330A.19 )eligibility as investments and security for public funds. 330A.20 Dissolution of an authority. 330A.21 Transition. tenant, or incidental thereto. 3. The term `board" shall mean the governing body of an authority. 4. The term "federal government" shall mean and include the United States of America, the president of the United States of America, and any department of, or corporation, agency; or instru- mentality heretofore or hereafter created, desig- nated, or established by the United States of America. 5. The term "member municipality" shall mean any municipality which shall join in the as- ation of an aviation authority as provided herein. 6. The term "municipality" shall mean any county or city of this state, and anypolitical subdi- vision of any state whose borders are at any point conterminous with those of this state and whose laws shall permit the entry of and submission by such political subdivision to an authority created and operating pursuant to the provisions of this chapter. 7. The term "person'shall mean any individu- al, firm, partnership, corporation, company, asso- ciation, or joint stock association, and includes any trustee, receiver, assignee, or similar represents, tiv f Iov c inc an_ ins de: ofr mu the thi: agr mo: rpu tali ity ties dial in t set the If 8' 3; ch 1 3: E nun shal cisil ferr• boar ing nun he I crew cial- ipal: Boa: at tI men dete tern oftu pire boar pert after natii her, men ipali unti: June 17, 2004 Dear <Council Member>: This memo is in response to the airport commission's meeting with the city council on Monday, June 14 in the council chambers. The commission membership sincerely appreciates the council's interest and expressed support for the airport, but, was somewhat surprised and disappointed in the tone of the meeting and resulting discussion. You should know that at this point, the airport commission,, does not support placing airport governance on the ballot for a public vote for mainly three reasons that follow: 1. Placing the governance issue on the ballot will inevitably cause significant divisiveness and negative publicity around the airport and its future. Not only will such resulting polarization cause permanent damage to the public image of the airport and its role within Iowa City, but it comes at a time when we believe that issues in which both the council and the commission are concemed can be resolved. , The negative publicity, as well as the ill will among the aviation community, business community and the Iowa City city council, will halt the positive momentum that the current airport commission, is workino very hard to achieve. 2. Every goal that council members discussed at the meeting can and will be met in a much more positive, timely and cooperative manner under the current governance structure. The commission just needs the public and private support of the council to ensure that these goals are met. These goals include but are not limited to a balanced annual budget, successful marketing, creation and implementation of a strategic plan, and more communication with and accountability to the city council. 3. The city council has not provided, either verbally or in writing, a rationale or justification for change in governance that would justify the inevitable negative ramifications that such a ballot initiative would cause. You will find that this commission membership is open and interested in a persuasive rationale for placing the airport governance issue on the ballot if the city council provides one. Indeed, if the ballot initiative is seen by the commission as better for the long-term benefit of the airport and Iowa City, the commission members will publicly support such initiative. During our meeting last Monday, the commission members present described a "commitment to positive change at the airport and the steps already underway to ensure that the council's goals are met. The current commission, which consists entirely of new members, has made a public commitment to such change and we have indicated below Deleted: is unanimously Deleted: opposed to Deleted: the airport is fitally horded in the right d'ratlon. Deleted: tmm,ked the steps that we have already taken. Below are a few points that illustrate this commitment and progress to date. 1. The airport will have a completed and revised business plan by August 1, 2004. Attached you will find a draft of the plan that the commission has been working on. The business plan will be implemented in conjunction with the implementation of the strategic plan and will be open to revision as the needs of the airport and city evolve. 2. You will see by the attached timeline and development process that the development of the airport's strategic plan is:pnderway. We will have a draft .............. of a final strategic plan by November 1, 2004 and the implementation of the final strategic plan will begin by Feb 1, 2005. The strategic plan will be based on the assumption that the airport's annual budget ,will ultimatelvbe balanced, requiring no annual subsidy from the City of Iowa City. We are currently utilizing community business leaders, regional chambers of commerce, a moderator, the UI College of Business Entrepreneurial Center, and the aviation community in the development of the strategic plan. 3. The commission is committed to using all available information and resources to inform the city council of the processes currently underway. Attached is information about the economic impact that was requested by the council at our Monday meeting. This information is being incorporated into the marketing and strategic planning process. We will be providing the city council with information on a regular basis in the form of personal reports and activity summaries of activities at least once monthly at city council meetings. 4. Following the development of the business and strategic plans, the commission will revisit the consultant's report from ABS Consulting. We believe that it is critical to discuss each of the recommendations made within the report, and to communicate clearly with the city council the commission's rationale for a decision either to act or not act on the recommendations. The council will receive a written document that carefully explains the discussion and resulting action for each of the recommendations made within the ABS Consulting report. You can see that the commission has been working very hard, and will continue working, to make the airport a more fiscally sound and progressive entity within the city. We are deeply committed to working closely with the city council to reach the stated goals in a timely and positive manner and have expressed that commitment through our actions in the short time this commission membership has been in place. We believe that placing the governance issue before the public for a vote will undermine and halt the positive steps the council has been seeking and the commission has already taken. We are asking the council to give the commission one year to implement the actions stated above. Deleted: Deleted: well Deleted: will a We would be happy to discuss all these issues with council members individually or collectively. We invite you to attend commissions meeting and want you to know that we would be pleased to address the council at fiT iture council meeting upon request, Deleted: h-pPy We are also willing and available to meet with council members individually if so t Deleted: any desired. Thank you for the opportunity to address these important issues. Respectfully Submitted, Airport Commission, City of Iowa City <signed by all commission members or by chair on behalf of all members> Enc: Draft of Business Plan Strategic Plan Timeline Iowa City Municipal Airport Economic Impact Report Business Plan Aspects for Current Discussion and Decision July 2004 3.1.3 Governance & Management A. Airport Commission Actions for improvement: 1. Create a more business -like structure regarding oversight of airport operation by requiring: a) an annual setting of goals and objectives (the first complete set to be established with the completed business plan); b) delegation of responsibilities to meet those G&Os to appropriate parties; c) requiring regular reporting in writing regarding ongoing airport operations and interim progress towards those G&Os; d) requiring documentation from committees at the monthly meetings regarding progress towards their goals. Current committees are the Strategic Plan Committee (Krstenansky, Staley) and the Marketing Plan Committee (Clay, Williams); e) developing an appropriate response to slippage or failure to perform on the part of any person to perform regarding their respective G&O responsibilities. 2. Engage in continuing education regarding airport governance and policy: a) Attend FAA airport conferences (note: several members attended the June 30, 2004 conference in Kansas City) b) Get on mailing list for relevant publications B. Airport Manager The commission understands that cost savings are important where possible, but believes in a adopting policy of optimal cost effectiveness. It has been proposed that the airport manager position be outsourced to a cooperative and capable FBO; however, such a move may have a net negative financial impact on the airport and its operations. For example, the advantages of having a dedicated airport manager who is free of conflict of interest and available for duties that go well beyond the basic operational aspects of the airport are significant. Proactive communication with governmental agencies and pursuing grant opportunities are key functions that would likely suffer in an `outsourced' model. Execution and documentation with regard to these added and financially advantageous activities are required as a part of the justification for the continuation of the current management system. The airport manager should also have the authority to make decisions on a day-to- day basis, yet still needs to be accountable to oversight bodies for their activities. Roles & Responsibilities (partial list, to be expanded in the final business plan document): • Day-to-day decision making with regard to airport operations • Professional representation of the airport for public and professional functions • Point person for keeping the media informed of airport issues and representing the airport. • Lease negotiation • Grant writing • Proactive approach to improving operations at the airport • Identify and follow-up on opportunities to improve business or the image of the airport • Budget preparation and documentation for justification • Documentation of activities and reporting to the airport commission including making them proactively aware of potential upcoming issues or opportunities so that appropriate action can be taken in a timely fashion Actions for improvement: 1. In order to document achievement and assure appropriate accountability of the airport manager, the commission should receive in writing in time for discussion at the monthly meetings a written monthly activity report by the airport manager accounting for his efforts and progress towards established goals & objectives, as well as the content and comments from his weekly meetings with the City Manager. 2. There shall be an annual review of the airport manager's performance for the year that will allow for feedback, discussion, establishment of the next year's goals and objectives, and be used in the justification for any pay adjustments during the budgetary cycle. 3. The Airport Manager will have a weekly meeting (in person or by phone) with the Commission Chair or his designee to discuss relevant issues and to keep projects moving and on track. Mere monthly feedback is too slow a cycle time to react effectively to issues and make corrective measures. The objective is oversight and not commission involvement in day-to-day decision making. 4. Printouts of the most recent YTD financial information should be provided to the commission at each monthly meeting. 5. Record -keeping policies needs to be examined and adjustments made if necessary. 6. Rate comparables with documentation needs to be collected on an ongoing basis and provided to the commission at an early enough date to allow discussion and permit approval of rate changes on a regular basis. 7. Lease Negotiation. The airport manager has the authority to negotiate leases; however, final approval still lies with the commission. The airport manager shall provide the commission with appropriate documentation demonstrating that the terms of the agreement are appropriate and in the best interest of the airport. Such documentation can include comparison to current leases and comparable rates information from other facilities. 3.2 Finances 1-year: xxx 5-year: xxx Long-term: Reduce substantially the tax subsidy needed for the ongoing operation of the airport. 3.2.1 Revenues Business Leases (FBO/Flying Club) Jet Air, Inc. 5-year lease ending 12/31/2006 Full -service FBO providing a wide range of quality services (fuel sales, charter, aircraft maintenance, etc.) Brogan 2-year lease ending x/xx/2006 Flying club with marketing focused on training and education of new and current pilots. Such activities are in line with the marketing interests of the airport in terms of increasing the pilot base in the area and creating an attractive environment leading to increased usage and image of the airport. Fuel Sales Provided by the FBO Jet Air, Inc. Fuel flowage fee of $0.10/gal to the airport for retail sales Fuel volumes approx. 150,000 gal from 1998 to 2003. Hangar 1. All leases should have a common and standard language as their basis, yet be adaptable to meet certain individual needs if necessary. 2. All lease rates should be reviewed annually with comparables documentation;. A schedule should be set for adequate prior review by the commission so that changes can be enacted at time of renewal. Tie -Down Lease xxx Land Lease/Sale Aviation Commerce Park (17 commercial properties) $1.6M in improvements needs to be repaid before the airport receives proceeds from any sales/lease revenues. Actions for improvement: Assurances of progress, but no documentation nor visible marketing activities. Require movement & documentation of activities or change contract. Marketing Community Activities at the Airport: Fly -In, Airport Day, Educational/Class Visits, Picnic Area, Football Game Days Business Support of Marketing Activities: Sponsorships University Involvement: JPEC Business Consulting for Marketing Activities Media Relations: Identify key contacts in the media and maintain regular communication. Actions for improvement: 1. Identify commission members responsible for marketing planning. 2. Develop marketing plan and timeline for implementation 3.2.2 Expenses Personnel (assess needs, policy, & oversight) Capital Improvements Repair Preventive Maintenance 3.2.3 Grants Pursue all available opportunities to obtain funding or matching funds to improve the airport and minimize expenses for it's operation and improvement. 3.2.4 Budget Financial Control Process Timeline / Deadlines 3.3 Community 1-year: xxx 5-year: xxx Long-term: xxx 3.3.1 Communication / Involvement with Community Government & Business Commission / Council Communication I. The Commission will seek to establish a regular periodic face-to-face dialog directed at improving their relationship, their communication and their effectiveness in coordinating efforts regarding development of the airport and the city. 2. Establish other regular communication mechanisms that are effective and useful to both the commission and the council. Commission / Area Business Relationship 1. The Commission will periodically invite area business interests to discuss ways to they can engage in mutually beneficial activities. 2. xxx Airport Manager / City Manager Communication 1. The Airport Manager during his weekly meeting with the City Manager shall maintain an open dialog, work cooperatively with him for the betterment of the airport, and report back to the commission in writing (as part of his monthly progress report) the City Manager's comments regarding ongoing activities. 2. The City Manager would be a welcome attendee at the monthly Airport Commission meetings and his comments and input should be on the agenda on a regular basis should he choose to attend and provide those comments so that those inputs could be discussed if warranted.