New and experienced airport managers gained practical insights and strategic guidance from multiple sessions throughout the airports conference. Kim Kenville, a seasoned professor and aviation professional, showcased the airport management theme in her presentations.
Kenville, who has taught airport management at the University of North Dakota for 27 years, previously worked in operations at Minneapolis–St. Paul International Airport, Detroit Metropolitan Wayne County Airport, and Milwaukee Mitchell International Airport. She is a private pilot and certified member of the American Association of Airport Executives.
Before the concurrent sessions began, Kenville delivered a general session presentation exploring the aviation industry’s past, present, and future. One of her central messages was the need to better market the aviation profession beyond its most visible role—that of pilot. “We need to articulate what we need for the next generation,” she said, noting that students are often unaware of the many career paths in airport consulting, aircraft maintenance, and other crucial aviation roles. She emphasized the importance of professionals being able to clearly describe and advocate for their work.
Kenville acknowledged the many industry challenges, including escalating insurance costs, restrictive manufacturer policies, evolving maintenance regulations, inflation, economic uncertainty, and the impact of public perception around aviation safety. She wondered if the industry really was experiencing more accidents—“Or is it just that everything gets recorded on cell phones?” she said.
She briefly remarked on the future of unmanned aviation, referencing North Dakota’s Unmanned Aircraft Systems (UAS) test site, which has received over $50 million in investment. While delivery drones may become commonplace, she argued that widespread autonomous passenger travel remains distant. “We still want to see a trained human in the cockpit,” she said.
Navigating the funding landscape
Kenville also discussed the National Plan of Integrated Airport Systems (NPIAS) through the US Department of Transportation. It is a comprehensive plan developed by the FAA that identifies airports and their roles, eligibility for federal funding, and types of airport development that can be funded. She said it’s critical for airports to provide accurate and timely data submissions to FAA representatives and state aeronautics departments to get funding. “If you’re not on the list, you get nothing,” she warned.
She emphasized the competitive funding landscape by noting that more than 3,300 airports in the US request approximately $67 billion in funding annually, yet only $3.5 billion is typically allocated. “It’s like Thanksgiving with too many people at the table—everyone gets one bite,” she said. As funding becomes increasingly limited, airport consolidations and closures may continue to rise across the country.
Several recent examples highlight this trend: Minnesota’s Piney-Pinecreek Border Airport closed in 2024 because of an expiring international agreement between the US and Canada, low use, and high maintenance costs. That same year, Vermont’s Caledonia County sold its airport to a private entity, and Boulder, Colorado, began considering converting its municipal airport into affordable housing. Santa Monica, California, plans to permanently close its airport in 2028.
Inspiring the next generation
Kenville stressed that the future of aviation hinges on cultivating interest among young people—especially Generation Alpha (those born after 2006). “Kids don’t ride their bikes to the airport anymore,” she said. Initiatives such as aviation museums, school programs, airshows, high school classes, and programs like Girls in Aviation and the EAA Young Eagles may help to spark curiosity in youth. However, she acknowledged the cost of flight training remains a barrier, and parents are increasingly hesitant to take on student debt in today’s financial climate.
To engage young people, the aviation industry must foster excitement and access, Kenville said, which includes making the airport more welcoming to its community overall. Security fences, ID requirements, and locked doors can limit public access and deter involvement unless managed thoughtfully.
Summarizing key points
Kenville called on airport professionals to engage with local and national policymakers to ensure the aviation industry is understood and supported.
She summed up her general session presentation with three core priorities for airport management:
- Operations: Create a frictionless, door-to-door experience for users.
- Sustainability: Focus on both financial and environmental health.
- Integration: Align management and funding with demand while navigating complex regulatory landscapes.
Board governance, ethics, and best practices
In a concurrent session on airport board training, Kenville explained that airport boards typically fall into two categories: advisory or authority. Advisory boards often serve city- or county-owned airports and act as support bodies, while authority boards operate independently and have broader powers, including staffing, budgeting, and revenue control.
She clarified the distinction between a board’s responsibilities and those of an airport manager. For example, the board must hire, support, and evaluate the airport manager as well as execute contracts and select consultants. The airport manager must keep the board informed and offer regulation guidance to the board based on FAA, TSA, and EPA rules. One common role for both boards and airport managers is to ensure safe, secure, and efficient aviation operations. She stressed the importance of fiscal integrity and transparency for both groups as well. “Never divert airport revenue,” she cautioned. “If it’s earned at the airport, spend it on the airport.”
Kenville recommended several best practices for effective boards: hold annual retreats, conduct airport tours, establish mentorship systems (“board buddies”), and provide training on open meeting laws.
She offered an insightful—and humorous—analogy comparing board personalities to characters from Winnie the Pooh: the cautious Eeyore, the enthusiastic Tigger, the wise Owl, the eager Roo, and others like the pragmatic doer and the passive-aggressive dissenter. Boards are not made up of just one personality type. Learning to work with all of them leads to better results.
She also touched on financial oversight, audits, grant issues, and the importance of reading documentation thoroughly. “If you don’t read the documents, don’t be on that board,” she advised.
For anyone interested in learning more, Kenville recommended several short YouTube videos and the resource-rich platform BoardEffect. The videos can be found on the North Dakota Aeronautics Commission’s YouTube channel under
these titles:
- Introduction to Airport Boards
- Board Meetings: Etiquette and Expectations
- Airport Finances and Project Management
Effective airport management: A strategic framework
In her final presentation, which focused on airport stewardship, Kenville outlined three key pillars of effective management:
1. Planning
“If you don’t plan, no one will do it for you,” she said. She encouraged airports to develop airport layout plans and capital improvement plans, even in simple spreadsheet form, and to collaborate with partners such as FAA district offices, MnDOT Aeronautics, consultants (engineering, planning, architectural), tenants, and industry organizations such as MCOA and AirTAP. “Make connections—pick up the phone and call them!” Kenville said.
2. Financial preparedness
Funding is critical, and managers should start with “free money” from sources like FAA entitlements, state grants, and local reserves before considering debt. However, all funding comes with strings attached, including grant assurances and compliance requirements. One such requirement is maintaining the airport’s FAA 5010 form.
3. Regulatory compliance
Managers must navigate a complex web of regulations, including annual 5010 inspections, FAR Part 77 airspace standards, and FAR Part 139 certifications. Kenville noted the significant cost of regulatory mandates such as wildlife control and tree trimming. “The tree can be the airport’s nemesis,” she quipped.
In closing, Kenville urged attendees to lean on their networks and shared expertise. “Use your resources; don’t work in a vacuum.”
