530, March 18th, 2026.

Carson City Airport Authority meeting.

I'd like to call this meeting to order.

Let's go ahead and do a roll call, please.

Chair Pulitz.

Present.

Vice Chair Norville.

Here.

Treasurer Sutton.

Here.

Member Flint.

Here.

Member Horton.

Member Hutter.

And Member Stewart.

We have a quorum.

We have a quorum.

Okay, thank you.

And uh hey Curtis, would you mind doing the pledge?

Sure.

To the flag of the United States of America.

To the Republic.

One nation under God.

Thank you.

I hope you all had a chance to review the minutes from the past meeting of the airport authority.

And uh I want to just take a quick uh vote to make certain that uh we approve the minutes.

Do I hear a motion?

I make a motion to approve the minutes of the previous meeting.

Second.

All those in favor?

Aye.

Opposed.

Okay, minutes pass.

I also notice that um airport manager Corey Jenkins is on the call now.

He's on the WebEx, so he'll be able to participate with us, as well as Michaela is on WebEx as well.

All right.

Just some uh housekeeping items.

Modification of the agenda.

The chairman reserves the right to modify the agenda in order to most effectively process the agenda items.

Items may be taken out of order, items may be combined for consideration by the authority.

Items may be pulled, removed from the agenda at any time.

Regarding public comment, members of the public who wish to address the airport authority may speak on agendized and non-agendized matters related to the airport.

Comments are limited to three minutes per person or topic.

If your item requires extended discussion, please request the chairman to calendar the matter for a future airport authority meeting.

Now the public may provide public comment in advance of the meeting by written submission to the following email address, manager of flight Carson City.com for inclusion or reference in the minutes of the meeting.

Your public comment must include your full name and address and be submitted via email by not later than 5 p.m.

the day before the meeting.

Now with that, I'd like to go ahead and call for the airport engineers report.

Um so a couple quick updates.

Uh the RSA uh drainage and improvements project.

Uh we delivered 60% plans uh last month.

Those have been submitted to the FAA ADO, and we are proceeding towards 90.

So we are moving forward on that with the goal of opening bids before uh I think it's like basically May time frame so that we can be ready for the grant.

So we're on track there.

Um the main apron rehab uh project, which uh includes also the uh airport funded pavement maintenance project that is out to bid um as of today uh was the advertisement for that.

So um thanks to uh Carson City staff who helped us advertise that using uh nGem, which is uh greatly beneficial for just getting out to all the contractors.

So thanks for on their end on that.

And then uh lastly, uh the uh capital improvement plan.

So we met uh the airport manager Wood Rogers and uh Kaufman, the airport planner.

We all had a meeting with the FAADO to go over the ACIP, all went well, and then as you're likely aware, tomorrow the ACIP will go to the board of supervisors for formal approval.

So that is all I have for this month.

Thanks, Brian.

Any questions for Brian?

Nope.

Okay, thanks, Brian.

Um, we have uh two items on our consent consent agenda.

I assume that all of you had a chance to review the consent agenda.

And uh if there's uh no questions, I'd like to go ahead and ask for a vote to approve.

Want to make a motion?

Mr.

Chairman, I move that we approve the consent agenda as written.

All those in favor?

Aye.

Aye.

Aye.

I want to make a note that uh board member Hutter is has joined us, it looked like I think he was in there for a minute and I popped out.

But uh I saw him there.

Oh no, I'm here.

You're there, good.

Okay, Carl.

Good.

We have I'm here and uh vote vote in the affirmative.

Thank you, Harl.

And so did Michaela.

Very good.

Okay, we can move on to uh public hearings.

We have uh two tonight for discussion and possible action to review and approve fiscal year 2026-2027 preliminary budget for submission to the Nevada Department of Taxation.

And uh to comment on this, we'll be airport manager Corey Jenkins and Jim Sutton, board member.

Corey, you want to go first.

Sure, I can start out.

Uh do you all hear me okay?

Yep, yep.

Okay, I'm just gonna introduce the item here.

Um and let uh Steve and Jim take over.

But this is the review and approval of the fiscal year 26-27 preliminary budget uh for submission to the Nevada Department of Taxation.

Uh this is something we have to do annually.

Um this is only the first version of the budget.

Uh so it's important for this to pass today.

Um, if the budget needs to be amended in any way, if anyone has any comments, um that would uh trigger an amendment to this, we will have another opportunity to approve the final budget.

Um so hopefully everyone votes in favor of this item.

Um that is a good introduction there, and Jim, you can take over from here to kind of talk about the budget a little bit.

So we spent uh quite a bit of time going through all the line items.

Uh we've gone through it three or four times sitting down, going fresh review, looked at it, looked at our numbers, and uh inserted things that were needed.

Um of the great things is uh we are uh almost done with our snow equipment storage shed, which will give us a lot of uh additional space for things.

So there's a little bit of money in there to take care of some computers and things there.

Um we looked at what we're gonna be doing for revenues uh across the board, and uh Corey and I have discussed the ways that we can generate a little bit more uh revenue out of our existing uh pilot base.

Things things need to be cleaned up a little bit where we have a plan to get that done.

So I think in general, overall, given the future of what we see coming in, things that have occurred and are coming online in the last year, we're looking very good.

And uh everybody is uh I don't know, everything's looking good for the year.

So thanks, Jim.

Uh Mr.

Tagus, do you have any comments?

There we go.

Um no, I would just note that um while it is really good thing for us to approve for the authority to approve the tentative budget by April 15th.

It's the statutory requirement is that the treasurer simply file it by the 18th.

So if there were ever a problem with that, the critical meeting for approval is the May meeting to approve the final.

But it's great, you know.

Corey and Jim are looking ahead, putting it on here so you can approve it.

That is a clean better way to do it, but just wanted to let you know that's the only legal requirement.

I've also looked at the budget, and that's not really my area of expertise, but it looks pretty good to me.

And if you look at compare the numbers from the last budget to this budget, um, they've done some good things here.

Okay, great.

If we have no other comments, anybody uh Carl, Michaela?

No.

Um, if not, we'll go ahead and we'll ask for a uh motion.

We recognize that there are no members of the public present for any discussion.

That's correct.

Yeah, and the board members don't have any any any any discussion uh from the board?

Nope.

Carl.

Well, I would move to um I guess the the motion is to um approve the do we actually have a motion, I guess, to submit this at this juncture.

Um this is the first submission.

So I make a motion to uh uh approve the submittal uh the first submittal of the budget uh to the Navad Department Taxation.

That's the 2026, 2027 uh preliminary budget, right?

Excuse me, yes, yes.

The 2026 uh 2027 preliminary budget okay second all in favors aye opposed aye okay all members voted aye on to the second item for tonight.

This is for discussion.

And the discussion is to consideration of a pay increase for airport manager.

And this will start off with a staff summary uh from um uh Steve Takis.

Yeah, so um this is the time for the performance review for the airport manager.

Um and you can see from the briefing the stuff that we put in here.

I feel like um he's done much more than what I've listed in this memo.

These are just the things that first came to mind.

Um and you know, pro in previous years he's only asked for a five percent increase, and that's that may or may not be the right thing to do this time, but we included um a comparison of airport manager salaries at similar airports, and the bottom line is he's being being paid below what I believe the the appropriate pay would be for an airport our size and for the tasks that he takes on.

And when you look at the comparison of airports, a bunch of those airports have much bigger staffs.

Um and here you've got Corey and his two folks um and th three folks because he has the office assistant, um doing all the stuff that these bigger staffs do.

Um so um I kick it to you to decide what you think is appropriate here.

Um but uh I I I personally think that five percent is a bit thin.

Um and then you know, Corey, I think Corey's very happy here.

I mean, that's my impression from talking to him and just watching him work.

Uh but if we don't keep up with the market rate for his salary, uh somebody else will come and try to uh poach him from us.

I mean um we see that all the time.

Um and so I think you have to factor that or you should factor that into your decision as to what you think an appropriate salary for him is.

Um, you know, many bodies, including us before, have taken little steps at it because we're concerned that a bigger step to get it to where it should be is too big a step to take.

Um two schools of thought on that.

One is little steps, you know, aren't as much of a shock to the budget or an effect that we need to deal with with the budget.

Um, and so that is attractive from that standpoint, but when you do that, you're slow rolling getting him to where you really think you should be.

Um in my law firm, we periodically will hire new people, and when we hire new people, we're finding out what the market rate is, and then we have a practice in our firm with then we go back and look at our existing people and say, hey, we don't want to forget about them, and so then we write size their salaries at the same time.

So it does get a little bit more expensive when we hire people, but the end result is at least in my business, we have an extremely stable workforce.

We treat them well, it's a good work environment, they don't want to leave.

And so it's uh it works for us.

And so, you know, my own my own my own experience is you should lean more toward just right sizing it to the right salary.

Um and you guys are familiar with the other airports, or at least most of these other airports on the comparison list.

Uh I want to thank Tim for helping helping us update this list too, because I got the first version, and uh it was missing a whole bunch of info.

I knew it was incomplete, uh but I didn't have time to update it.

And of course I can answer any uh questions you have.

His salary history is also attached.

Yes, we all have a copy of that.

Very good.

Any other questions for Steve Takis or comments uh you'd like to make on your own thoughts on this uh particular agenda item?

Curtis I'll tell you, I think Corey does a great job.

Uh every interaction that I have with him, and it's awesome.

You know, he's very professional, very knowledgeable.

And I would have no problem going over that five percent.

Uh I'd be comfortable with you know, a higher number.

Six percent.

You know, eight.

Five and a quarter.

Whatever you guys think is appropriate, but uh I I know the work that he does.

I know how how much of his heart and soul he puts into it and how many hours he puts in.

Because I've called it some strange times on the weekends and after hours and all that.

He's always very attentive and right there with with the answer to the question.

So I'm comfortable with with looking ahead a little bit here.

Thank you.

Harlow?

Well, uh Roger Horton uh related uh stated incorrectly by what I might add.

But I think with the building department would hire uh engineers, and uh they would stay long enough to gain some expertise and training, and then they would be gone.

So the building department became a training ground.

Yeah, not just that department, there's there's several.

We we run into this problem very frequently, and it's it's very difficult when you when you hire, for example, at the lowest maintenance level, right?

It's hard to get those guys right.

Well, then you start looking at mid-management supervision, you start looking at managers, and it's really hard to find them, and once you do, it's hard to retain them because we hit we struggle with that as an organization.

What's important to remember, in my opinion, is that your employees are your single greatest asset.

And as this board looks at you know, the employee, the manager of the Carson City Airport, he is a great asset to our organization and has done a tremendous amount of work for us.

So again, I I'm comfortable moving forward.

We don't we don't want to be the training ground.

Right.

You know, we we don't need that.

We're in a good place and we need to keep going forward with it.

Michaela, do you have any comments, Michaela?

May I continue?

Oh, I'm sorry, oh, you're still going.

Okay.

I just wanted to say that uh the success I think of any organization has a great deal to do with the key people, the key functionaries that make that happen.

Uh us on the board uh do not have the purview, the legal purview, even to go out and to try to run the airport to interface with the tenants to deal directly uh with the FAA.

Uh our responsibility extends to this meeting that we are in when it is open to the public and properly noticed, and we act with a quorum president.

Other than that, everything falls on the shoulders of the airport manager.

And just looking at uh some of the numbers for me as a broken down old pilot, uh, Carson City with uh 399 aircraft and uh Sedona, Arizona jumps out to me with 63 aircraft and 35,000 annual operations as compared to Carson City with 399 aircraft and 86,088 uh operations.

And let's see, do we have just looking at Sedona?

They have nine employees to make that happen.

Uh we have several times the number of aircraft and over twice the number of annual operations on a on a similar budget.

Yeah, we pay our airport manager in the neighborhood of 40,000 a year less.

To me personally, that's a problem.

And I think that we we need to address that.

Our airport has uh moved forward by leaps and bounds since Corey has been with us, and we are continuing to do so.

The performance of the airport has exceeded anything.

Uh I've been in Carson City since 1959, absent a military career.

Uh, and I've been associated as a member of the airport authority for the last 25 years on and off.

And which predates the current runway.

And I have never seen anything like the growth that we are experiencing right now.

Uh and with 399 based aircraft, that means a lot of tenants, a lot of issues, a lot of leases, and a lot of work for the airport manager with uh substantially less employees than a comparable airport while being paid 40,000 a year less.

And a lot of work for the airport manager with uh substantially less employees than a comparable airport while being paid 40,000 a year less.

I think that it is imperative that we address this.

And I'm not talking five percent.

I'm talking about an adjustment to parity.

And then we can look at the incremental increases.

I think we would all agree that Corey is performing at the highest level that we might expect of his position.

There's just no doubt about that.

And we have long experience in that area.

So you know, I would just ask the board to consider making that adjustment.

Uh I think also that we have a responsibility to the people of Carson City to assure them that we are acting in their best interests and that we are doing the right thing with our budget.

And I think that uh in terms of the standards and norms within the industry, that adjustment uh would be well within those guidelines.

So I would just suggest that we consider that and get on board with what airports in the modern era are doing.

Thank you, Mr.

Chairman.

Thanks, Carlo.

Michaela, do you have anything to say?

Hi.

Um yeah, I I agree with pretty much what everybody's been saying.

Sorry if you can hear my little girl squeaking and squealing.

Um I don't obviously don't have a ton of experience at the airport, but Corey has obviously been very good at what he does and very knowledgeable and professional.

I'm always really kind of blown away at all the things he he has to tell me when we um when we talk and stuff before the meeting, I'll go in and talk about you know what the meeting's about.

And um I'm always just kind of blown away at how much information he's able to store in his brain.

Um anyway, I and I and I also really think that to run a good business or organization, you the manager is absolutely essential to that.

You know, you hear about all sorts of businesses that are not doing well, and it's usually because they don't have a good manager.

So yeah, I think it it would be worth it to pay him appropriately to make sure that we keep him.

So those are my thoughts.

Thanks, Michaela.

Carl.

Yeah, thank you, uh Mr.

Chairman.

Well, I mean, I I can only echo the superlatives around um you know what folks have said about Corey's incredible performance.

You know, I will add this, I guess, from the perspective you know, of a of a uh corporate user of the airport.

You know, as we've continued to grow at Click Bond, um, we've only seen in terms that don't need to be explained to us being airplane people by heart, but how critical uh reliable, safe, functional access to general aviation is for our business.

And every day, to my delight, it grows more essential.

You know, there are a lot of days that we have two aircraft out, and there are even some days we've deployed three, and being able to dispatch and recover those aircraft, um, as they say safely and reliably is really the lifeblood of a growing business.

And we're not, you know, I speak as an example of of many and delightfully many more uh tenants coming to this airport as a result of of Corey's uh demonstrating that this is a high functioning and uh you know thriving uh safe airport to uh base at with increasing capabilities, strong maintenance, uh, and he's taken those um those features that largely he's helped develop and parlayed that into great uh business development.

And it's just exciting to see as someone who, you know, I guess I get to call it 46 years of living in Carson City out of my 49, uh, and most of them spend uh at this airport to have seen the growth and transformation, um, and especially in these last few years, just the spike in that has been has been insanely cool and very, very valuable to our community.

And so I just say thank you, uh Corey for being so attentive, so diligent.

Because one of the things that jumps out to me is, and others have said it, is the amount of good that's being done uh with a lean staff that I know Corey, you take very personally and thoughtfully, you know, any costs we incur at this airport.

And we call that a click bond productivity, that we're able to do an outsized amount of good and growth with uh a limited uh number of resources.

And when we have leaders that are able to deliver that, uh we make sure to hang on to them.

It's about attracting and retaining the very best talent, because that very best talent is what makes the magic happen.

And in our case, that's Corey Jenkins.

So uh I will join uh the the chorus of those saying um kudos and thank you, but also uh to say that uh uh I think a a uh substantial increase to meet um kind of what is parity in the in the industry uh is is needed.

Thanks, Carl.

Jim.

Uh I can only echo the same sentiments.

Uh I was amazed at uh the work and the quality and the dedication uh above and beyond uh his current pay grade.

It really amazed me to see when I started looking through the books.

Uh and then as we talked about, we got some comparisons near us.

We've got some comparisons uh in the West, and uh we uh we've discussed Sedona, seems to be doing about the same things that we're doing here.

Um I think, given what we've looked at over the last two months, digging through each of these budget line items and Corey's complete and total knowledge of all the airport operations, uh, including what our budget should look like, including his interactions with the Fed, uh, including him being the basically the liaison salesperson for all the rental space and the marketing that he has gone through the number of projects that are online that we can talk about and the very real possibility of others that are in motion right now.

Uh he has done he has done so many different hats worth of work.

Uh I can only say that yes, we should be looking at bringing him up to parity uh with uh comparable airports.

Thanks, Jim.

Uh Steve, should we rename this uh board, the Corey Jenkins fan club board?

I'm just thinking, does that require a vote?

Because that sounds like that's what we're at right now.

Um I concur with all the uh sentiment about Corey.

If you guys weren't aware of it, I was the uh board member that was uh uh a tasks to hire him.

And with some objections from another board member, we went forward and pushed it through because we saw we had a very competent uh um appropriate uh candidate at the time.

Um that being said, I agree with all of you.

I think we should pay Corey based on two factors.

One is that we are looking at uh we're that we're being fair within the industry for like and like type airports.

Um I also wanted to we also have to uh make sure we look at our budget and make sure that we're paying within the budget ramifications, and I'm not really happy with the comparables that we have right here.

That's why I wanted to push this before we do a vote on a salary.

I wanted to get some more data.

I don't think this is a very good comparable um spreadsheet we're working right now, particularly the few of them that give us a range, not an actual salary.

I want to see if I can nail those down to get the salaries of those airports.

Um the other part that has to be considered sometimes on these comparables is a lot of these airports operate FBOs, and a lot of that, a lot of that uh revenue and a lot of that staffing is for stuff that we don't do here.

So I want to I want us all to be able to look at those things and look at those objectively as well.

So uh before our next meeting, I'm gonna probably I'm gonna ask Jim to help me, and we're gonna get some more data that's a little bit more spot on about what's going on to make sure we are doing fair and comparable um salaries uh for the work he does because he should be recognized for that.

The other thing that I'm not sure that you're all really have to pay attention to is that we have extremely generous benefit packages here uh at the airport with being part of PERS and his health and welfare program.

I mean, when you take uh Corey's current salary at what's it now, 126?

Um, has cost the airport's over 190 because of the really generous PERS and really generous uh health and welfare and the really generous um all the workers' comp and all the things that we're paying for.

thing that I'm not sure that you're all really have to pay attention to is that we have extremely generous benefit packages here uh at the airport with being part of PERS and his health and welfare program I mean when you take uh Corey's current salary at what's it now 126 um his cost the airport's over 190 because of the really generous PERS and really generous uh health and welfare and the really generous um all the workers comp and all the things that we're paying for um so I always like to look at the big picture the whole the whole entire package not just the uh what's on the paycheck that being said most airport managers are part of a governmental agency and are getting good benefits as well so that is not going to be probably going to differentiate too much but I just want you to when you think about it right now uh at Corey's salary right now I was saying it's about what percent about 30 it's a sizable his percent his his salaries uh represents over 30 percent of our gross revenue which is pretty unusual to have a manager have that such a big percentage of the gross revenue and it's okay it's just one of the things I look at is being a small businessman I've always looked at things like that I also you know we we look at our we were measuring um Harlow mentioned the amount of operations all the amount of takeoffs and landings we have here and so forth but that doesn't really require a lot of management from the airport that is just account of how much use the airport gets uh what really does matter is what we're responsible to manage like the leases the uh customers the employees and uh I want to make sure we're looking at that from a very um objective and uh reasonable point of view so I wanted that's why I wanted to table it for voting this month I wanted to do a little bit more research so we can come up with a very responsible comparison and then from that the board will I'll probably ask uh not in a quorum but I'll probably ask um for members to suggest what they think uh we should roll it run around and Steve you might have to counsel me on that before the next meeting but it won't be in a quorum status um but um all these things are very important to me that's very important to the airport I'm very confident and oh by the way we've let Corey double our staff since he's joined us too that's another thing that's we have we had one emplo we had one staff member when he joined us so he's been able to still maintain a tight ship double the staff and and improve our customer service and we still stay within budget so that's all part of the good stuff that we have to discuss.

And that's just you know I mean I Mr.

Chairman I look at South Lake Tahoe in California you know salary of 1627 sixty with 24 based aircraft.

Yep.

And five employees what's their budget 1.8 million.

Yeah no double ours can I chime in on that though um and that's one thing I was going to point out about this uh South Lake Tahoe owns the hangars and so they have the hangar revenue coming directly to them.

Yes and you'll notice trucky does too and Truckee has huge revenues and Elko's got that plus Elko has some scheduled service.

So they manage all those leases and all those other things.

Yeah and so they have bigger staffs well I don't know about South Lake Tahoe but these other airports do you know truckies got what 18 or something I can't remember 27 people or something crazy.

Yeah and um but um it's it is hard to make those comparisons so I think Mr.

Chairman I think you're on the right path we need to get a closer look at it.

Yeah and that's why I said I just want to have more time I want to give Corey every benefit of the doubt I want all of you to be able to see comparisons in a very responsible manner.

I think we have an obligation being representing the city of Carson and representing all of our taxpayers that we are fiscally responsible when we make these decisions.

And I'm the biggest fan in this room of Corey as you all know and uh well I'm as I'm a big fan of Corey's as well and I trust him but I want to make sure we're representing the city and the board correctly so I want to have a little better comparisons before we determine what truly is a fair assessment of comparable salaries.

Any comments on that if I could just you and I will work together Mr.

Chairman and go through that and then I can shoot out a new staff briefing so that we can communicate with all of you we will avoid doing any kind of polling or anything like that which involve a violation of the open meeting law right but we'll find a way to get you that information.

Because if you just look at this thing you'd probably conclude that his salary should be 160 or something like that just by looking at the magnitude of the numbers but I think the chairman's right we got to take a closer look and see what other things are in these numbers those can skew things really easily yes and that won't take that much time but just we just now that we're doing we just got to do it correctly.

That's a responsible thing to do.

So we're gonna still have a chance to all have our to propose and to determine what we fair, but we need a little bit more data before we do that.

So that's why we tabled the vote.

Makes sense.

Okay.

If we don't have anything else, we can move on to the airport manager's report.

You ready, Corey?

Yes.

All right.

Thank you, everyone, for all the kind words.

Um it feels good to know everyone that's recognizing um the hard work I'm putting in.

Um I really appreciate it.

Um the manager's report.

So obviously I'm not there right now.

Um, I'm currently in Washington, DC at a uh legal um issues uh conference, and this is a uh conference where I get to interface directly with our current congressional representatives, and um I'll get into what I've accomplished up here in a little bit.

But um so this month we've been working on the budget.

Um John Rogers has stepped in again and helped us navigate a few items on the budget.

Uh, we're really lucky that uh John is still willing to step in and help us out, get through this process.

Um I've been working with potential developers for new hangar development.

Um there is a new through the fence project north of Delta coming soon.

There um the developer is very interested, and I've already been interfacing with the developer and the current owner of the land, and um, they're gonna be moving forward with a request soon.

This project is kind of our best case scenario through the fence that the airport was designed to accommodate large manufacturer with a single hanger for their aircraft.

Um I don't suspect any objection from the FAA on this uh through the fence project.

Um, but I'll be putting it in front of them very soon.

Um there are other developers that have submitted proposals.

Um I've got a meeting set up tomorrow in between uh events at the conference with one of those developers, and uh received a preliminary uh site plan from another.

So this is moved past the discussions phase and into uh beginning to see some submissions um from developers.

Um one of those developers did an independent study on the demands um for hangar space in Carson City, and they determined that there is plenty high enough demand for them to move forward with fairly large hangar development.

Um see, obviously, I'm at the uh government issues conference in Washington DC.

Um, I'm also gonna be attending the Western Nevada Development District annual conference where I'll be speaking on the transportation panel.

Um, and also right after that, I'll be um participating in the Nevada Aviation Association um conference the following month, where I'll also be speaking on a airport management uh round table.

Um Rickley has provided an update for uh some airport operations items.

Um you can see an attachment with mowing progress.

This is fairly significant.

Some of this mowing has never been done before uh by airport operations staff, and this is getting done because of the additional staff uh and also the additional equipment um with the Bobcat.

Uh we've mowed almost the entire triangle area.

Um the only portion that hasn't been mowed is being left intentionally to create some separation between a tax way Charlie and um and the whole triangle.

Um most of the coyote activity we see on the airfield seems to come and go from that area.

So uh this should reduce the wildlife habitat and wildlife attractive, making the airport safer for everybody.

Um Morgan and Rick have completed a UNR cooperative extension herbicide applicator license training.

Uh, this is continuing education for Rick, and this is initial training for Morgan, so he can prepare to take the test to get this applicator license.

This is a fairly substantial program.

Um, this is not an easy thing to accomplish.

Uh most airports, our size would not have staff with this level of certification in this area, and they would have to contract out this type of service.

And they would have to contract out this type of service.

Morgan also completed the AAA basic airport safety and operations specialist school.

This is the first step on like a three-step training program that I'm asking him to go through, uh, starting with basic ASOS, then to advance ASOS, and then an airport certified employee certification and airport operations.

I'm hoping that he'll be able to do one of those each year so that in a couple years from now he'll have the ACE certification.

Unfortunately, we have incomplete fuel flowage numbers for this month.

Um, so I didn't include them here.

Uh we did not receive all the updates from the FBOs.

Um we will get that updated for next month.

Uh airport operations numbers are slightly down over the previous year, which is this the trend we've been seeing.

Uh, however, the fuel sales are again trending to be up.

Um, again, supporting that we have more jet and turboprop activity on the airfield.

Um can see the maps attached with uh Rick's updates.

Um the large brush mode in the southwest corner of the quarry is another notable component of that.

This is an area that has actually never been mowed before by airport operations staff since Rick has been here.

Um, the additional Bobcat equipment and staff is making it to where they're able to start addressing this, which again is going to reduce wildlife habitat and wildlife attractive on the airport.

Um, that area in particular is one of the worst spots for attracting wildlife.

Um so it's really good that they're starting to address that.

Um, some notes from today.

I was able to address the FAA administrator Brian Bedford directly earlier today.

Um I stood up in the conference in front of the CEOs and uh legislative representatives from the largest airports in the country, and um I uh told him a story about our nighttime approval.

Um I went through what we did and the hurdles we've run into and where we're at today.

Um, and I asked him for his input as to what we could have done differently or what we can do at this point uh to help move this along.

Um his response was fairly generic, uh, which is about what I expected, but I did have that opportunity to um let the leadership of the FAA know about this uh challenge that we're we're struggling with.

Um following that, um, I was approached by the former chief operating officer of the FAA, uh Terrell Bristol, who is a successful um consultant now, and she gave me some really good advice, which I'm gonna follow up on right away.

Uh, she gave me some contacts within the FAA to reach out to, and um I will be reaching out to them following this conference.

Um she also gave me some good advice and some ideas.

Uh some of that contact information included the some contacts at the FAA Western Pacific Region Administration, um, which is a group within the FAA that I have not had correspondence with yet.

Um Jeff Hurd, a congressional representative from Colorado, uh, was speaking, and there was an opportunity for some questions.

So uh I made sure to speak to him directly uh during that opportunity to have questions about high elevation airports.

Um obviously, Colorado has many high elevation general aviation airports, so they are gonna face some of the similar density altitude concerns that we have.

And I um had prepared a really good question for him where I had detailed the um increases in jet and turboprop activity across the United States.

And um, of course, Jeff Hurd is also um on the aviation subcommittee um with the uh House Committee on Transportation, and um he's also a pilot and an experienced aviator, and uh by staging that question to him, I feel like I was able to speak to someone who understood the challenges that we have with high genes high density altitude, and um the question was well received, and he gave some good advice on uh some ideas to approach getting support for the runway extension.

And um the question was well well received.

And he gave some good advice on uh some ideas to approach getting support for the runway extension.

A big component of the question that I asked him was the um specific challenge of getting both funding for the runway extension and airfield maintenance.

Um again, the uh previous chief chief operating officer, Terrell Bristler Bristol approached me, and we had a really good discussion about some alternative funding ideas to potentially get um all those projects funded.

Uh one of those ideas is community development grants, uh, which can be applied for directly by congressional representatives, and there may be some additional funding available.

I had previously not really considered that as an option because there's they're not very big.

The funding levels are fairly low.

But I was looking at the runway extension, which is an expensive project.

If I look at it from a different direction and try to fund our rehab projects with those types of funds, um, we may have a lot more success.

So I have uh Terrell's contact information, and um I'll be reaching out to her for some guidance on these items.

Um that is just today.

Um, yesterday I started my day at one thirty in the morning.

Uh stopped by the airport on the way to Reno.

Um I didn't go to sleep until eleven o'clock last night, which I woke up super early this morning for the conference, and I haven't stopped yet.

And it is nine something tonight.

So I'm tired.

And uh that is all that I have for the manager's report.

Any questions for Corey?

Nope, thanks, Corey.

I that when we discussed uh your attendance at this conference, we both agreed this a great opportunity for you to get with the people that are influencers and for you to pick up a lot of handy ideas and thanks for pursuing that.

That's uh it's a good investment for the airport and for yourself.

So that's very much appreciated.

Um let's move on to the legal counsel's report.

I have nothing to add for tonight's meeting.

Treasurer's report.

Uh we wrapped up and put together a couple of months' worth of work.

And uh I think we uh we think we're doing really well with a really bright looking future.

Uh given the work that Corey has laid the ground for a number of developers that we just spoke about.

I think we see uh an increase in revenues coming pretty quickly to the airport.

Uh and uh it looks like we're able to do things to keep this airport looking the way it does and functioning the way it does without a problem.

So I'm really happy to say that we've put together a good budget.

Okay, thanks, Jim.

Um are there any other comments or reports or status from the airport authority members we'd like to discuss?

And there's no public comment, there's no one in the uh audience today.

So uh we'll be getting the agenda for the next uh regular meeting meeting uh in about three weeks.

We are gonna go ahead and Steve and I are gonna talk more about uh the compensation package before our next meeting.

And if there's nothing else, I'm gonna call this meeting adjourned.