Stephanie Chester

The meeting commenced with an acknowledgment of the passing of Joe Robson in December 2025, followed by a moment of silence. Key discussions centered on the 2026 business plan, framed by the mantra "care deeply." Operational goals included implementing a water usage tracking program to manage sewer costs, transitioning to an open-source building system expected to save $117,000 annually, and exploring alternative energy sources. Capacity and reliability enhancements involved seeking FAA grant funding for window improvements on the 1961 air terminal building and securing funding for four additional passenger boarding bridges. Site development priorities included Mingo 169 prep work, utility lines, and utilizing a Construction Manager At Risk project delivery method for a new garage structure. Innovation initiatives featured deploying robot floor cleaners, installing a digital plane spotting area, implementing drone detection capabilities at Riverside Airport, and exploring customer payment solutions. "Win for Tulsa" goals included developing a communication campaign highlighting employees, focusing on leadership and technology training, maximizing vacant land at Riverside Airport, re-energizing the TUL tour program, and reestablishing customer service training for all badge holders. A major initiative is working with the FAA to establish a drone corridor between TUL and the Skyway range. Furthermore, plans include launching high-impact events, creating a memorable TUL mascot leading up to the 2027/2028 centennial, and supporting new carriers to achieve a target load factor of 75% or higher. Financial reports indicated revenues were up 7% year-over-year due to rate increases, with a net of $14.2 million, which is $1.78 million over the prior fiscal year to date.

The combined board meeting covered several operational and financial updates, including discussions regarding the potential impact of a federal shutdown, which, as of the meeting date, was not causing disruption in Tulsa. Updates were provided on community engagement events such as a 918 day celebration, a successful golf tournament raising $45,000 for charitable giving, and participation in the Challenge Air event. The board also discussed support for the Oklahoma Warriors Honor Flight and the kickoff of new Frontier Service flights to Denver. Financially, revenues were reported above the prior year, with expenses below budget, resulting in a net of $6.1 million, which is $791,000 over the previous fiscal year-to-date. Key agenda items included the approval of additional premium for workers' compensation insurance, the purchase of a 2025 Ford F-150 for operations, the approval of three passenger boarding bridge canopies, and the purchase of custom-built tow chains for the baggage system. The board also approved an award for the FAA Instrument Landing System cable replacement project and acknowledged an amendment to a capital projects agreement with Spirit Aerosystems.

This Business Plan outlines the strategic direction for the Tulsa International Airport system, aiming to provide safe, efficient, and self-supporting operations for the citizens of Tulsa and the surrounding region. The plan is structured around three key priorities: Operating Reliably and Sustainably, Innovating, and Winning for Tulsa. Through these pillars, the plan seeks to build resilient infrastructure, enhance operational performance and customer service through creative solutions, attract development, and strengthen the airport's role as a hub for economic growth and community pride.

The meeting covered operational updates and contract approvals related to airport facilities and services. Discussions included the status of holiday decorations and the opening of a new, self-serve parking lot to mitigate capacity loss from an ongoing parking garage expansion project. Significant time was dedicated to detailing upcoming construction phases affecting roadways, crosswalks, and shuttle operations starting in January 2016, necessitating a transition to active loading only at the curb. Updates were provided on the advertising program, noting expenditures and high revenue performance exceeding the annual goal, and the success of the Disadvantaged Business Enterprise (DBE) program. Contract approvals involved extending agreements for ice and chemical supply, lawn and landscape services, grass mowing, and replacing the flight information display system. Additionally, an amendment was approved to extend the professional services agreement for developing a concession program, and acceptance of a donation for the sculpture garden project was noted.

The meeting agenda included several key items following the approval of the combined December 10th, 2020 minutes. Discussion points included passing on the financial operating reports but committing to send them out, and reviewing an update to the 2021 business plan. The board approved an agreement with GCR for software support and hosting services for the Airport IQ Safety and Operations Compliance System (ASOCS) up to $41,013. Approval was also sought for a change order related to the Terminal Building Projects Phase Four, concerning the contractor providing standard airport ticket counters for American, Delta, and United due to funding limitations by the airlines stemming from COVID-19 impacts. Additionally, the final payment for the Schwab Hall Phase Two and Three project was accepted. Several agenda items covering property assignments, subleases, and collateral assignments involving entities like Hodges Properties LLC, Shannon Hankins, Cable Holdings, Neil Ewing, and Triad Bank were addressed and approved. A clerical change transferring a sublease from an individual name to a trust was also approved.