As work continues on Cherry Capital Airport’s first major expansion in more than two decades, airport leaders are also looking at TVC’s long-range needs.

The Northwest Regional Airport Authority board huddled in late July for a two-day strategic planning session with consultants from Mead & Hunt. The work will lead to an updated “dashboard” to guide airport operations, upgrades and initiatives over the next two-plus years in several areas including safety, air service, financial operations and more.

NRAA Board Chair Paul Beachnau says updating the airport’s strategic plan is critical because of the rapidly evolving regulatory and financial conditions of the air service industry.

“I feel like successful organizations always need to be looking toward the future,” Beachnau says. “If you’re not looking to where you want to be, you’re going to fall behind.”

Beachnau says the planning sessions also give board members more insight into airport operations through direct discussions with key airport staff.

“To really take a deeper dive into their departments and understand what their needs are is really beneficial to the board,” Beauchnau says.

The strategic plan update revolves around nine areas of airport operations including air safety and legal compliance, its new law enforcement department, retaining and growing air service, and bolstering the airport’s financial position. Other topics include improving customer service, retention and training of airport staff, NRAA board member development, operation and maintenance of airport infrastructure and equipment, and improved environmental stewardship.

Airport CEO Kevin Klein says that while safety and security “is always our number one goal,” all the elements of the strategic plan are important to airport operations.

“There is no order of importance in any of these subject areas,” Klein says.

In the safety/compliance area, Klein says the airport’s goal is to secure “perfect inspections” of airport operations from federal and state regulators. Officials also want compliance with all construction regulations during work on the $120 million “Gates to Future” terminal expansion project, which broke ground in April and should be completed in the spring of 2028.

Klein says the airport also wants to right-size its new police department that began operations in January. The department, led by Chief Joe FitzGerald, is currently patrolling the airport for 18 hours a day with private security during overnight hours. Klein says the airport wants to expand that to round-the-clock patrols, and potentially adding other security layers including a K-9 patrol.

Financially, Klein says the airport wants to strengthen its fiscal position by having cash reserves to cover a year of operations of its $15 million annual budget.

“It’s going to give us a very strong financial position in regards to bonding and construction projects,” Klein says.

It also gives the airport a cash-flow hedge against national or global incidents that can impact local airport operations, including the COVID pandemic and the 9-11 terrorist attacks.

“We saw that during COVID – sometimes we know that the airlines can’t pay their bills,” Klein says.

Current and future air service is also part of the strategic plan. TVC currently provides year-round and seasonal flights to 19 cities from a half-dozen air carriers.

“The biggest thing is retaining the carriers we have,” Klein says. Airport officials are always looking for new markets, but Klein says expanding service in growing TVC markets including Dallas, Houston, Denver and Boston are a high priority. Klein says the airport’s goal is to extend some of those seasonal services earlier in the spring and later in the fall, with the potential for year-round service to some of those cities.

Capital upgrades are also included in the plan. Klein says the airport wants to replace the jet bridges that service the existing terminal building, expand its maintenance facilities and continue to review and respond to parking needs.

Staff training and development – including board member education – are also a priority. Klein says the airport currently has 43 employees, and as that number grows TVC will look at adding a full-time human resources manager or contracting for HR services.

“Having a full-time person, or a consultant full-time to handle those requirements is very important,” Klein says.

Other topics discussed in the planning meeting included improving customer service for both airport operations and service providers including airlines, private contractors and rental car companies. A website upgrade is also in the works, and Klein says TVC also wants to strengthen its relations with local organizations including business groups, Traverse City Tourism and events including the National Cherry Festival and Traverse City Horse Shows.

The airport will also look at ways to reduce its carbon footprint under carbon reduction initiatives identified by the Airports Council International that center on airport and airlines, including participating in the ACI’s carbon accreditation program. Some of those efforts will include expansion of LED lighting in the facility, shifting to emission-free service and maintenance vehicles and developing a comprehensive airport recycling program.

The strategic plan updates the airport’s current master plan, which dates to 2006. Over the next year, TVC officials will begin working on a new master plan that will address future expansion for a third concourse beyond the current Gates to the Future terminal project. The new master plan is expected to be wrapped up in 2029.

“What the strategic plan tells us is that we need to get the new master plan done,” Klein says.

Klein says TVC paid around $25,000 to Mead & Hunt, a national airport consulting firm based in Wisconsin, to facilitate the strategic plan discussion. Stephanie Ward, manager of aviation planning for Mead & Hunt who ran the meeting, is compiling the results to present an updated dashboard to the NRAA Board for possible approval in late September.