The Department of Aviation develops, promotes, and advances aviation in Virginia for the benefit of all. We do this in partnership with airports and others in Virginia to improve airport facilities, provide safe air transportation, cultivate new technologies, inspire the next generation, and foster economic development in the Commonwealth.
The Department of Aviation will support Virginia in being an economic development leader and a world gateway by embracing new aviation technologies, improving and growing Virginia’s aviation system, and supporting airports in Virginia.
- Service – We are proud to serve Virginia’s aviation community, and recognize that providing quality service to our customers is our number one priority.
- Professionalism – We are dedicated professionals working as a team and will treat our customers and each other with courtesy and respect.
- Accountability – We use best business practices and sound judgment in support of our aviation network and are accountable for our actions to the citizens of the Commonwealth.
- Diversity, Opportunity and Inclusion – We are dedicated to being a workplace that is reflective of the population we serve and fosters an environment in which every individual has the opportunity to prosper and contribute to the mission of the agency. In our outreach and education efforts we are committed to reaching the underserved.
- Innovation – We encourage innovative thinking and pursue new technologies and creative solutions that add value for our customers or improve the efficiency and effectiveness of our organizations.
- Balance – We strive for healthy balance in our organization, providing for community involvement, personal and professional growth, and personal and professional happiness.
The Department of Aviation develops, promotes, and advances aviation in Virginia for the benefit of all. We partner with airports and others in Virginia to improve airport facilities, provide safe air service, cultivate new technologies, inspire the next generation, and foster economic development in the Commonwealth.
Section 5.1-1.5 and 5.1-1.6 of the Code of Virginia specify the powers of the Department of Aviation. The Department is responsible for administering the provisions of Chapters 1, 3, 5, and 8.1 of Title 5.1 of the Code; planning for the development of a state aviation system; promoting aviation in the Commonwealth in the interest of the public; registering aircraft, licensing airports and landing areas; and providing assistance to cities, towns, counties and other governmental subdivisions for the planning, development, construction and operation of airports, landing fields and other aviation facilities.
The agency offers a variety of programs and services to the aviation community. The Airport Services division administers grants from the Commonwealth Aviation Fund to the public-service airports in Virginia. The planning and engineering sections provide technical services to aid these airports with their project planning and development. The Communications and Education Division develops and conducts innovative aviation programs, administers an airport promotional grant program, manages public relations for the agency, administers the aircraft registration and compliance program, and coordinates the emerging technologies program. The Flight Operations Division provides safe air transportation for the Commonwealth’s leadership, Virginia Economic Development Partnership and state agencies. The Finance and Administration section provides support services for the entire agency and ensures compliance with Commonwealth policies and procedures.
DOAV will continue to provide unsurpassed service and push the envelope in providing the best aviation network in numerous areas including: more web-based services providing 24-hour support for our customers; emphasis on safety and safety training; continued efforts to provide financial assistance to the public-use airports in the Commonwealth; and serving the Commonwealth citizens by providing economic opportunities and continually improving access to the national air transportation system.
As a result of action by the General Assembly, the Department is beginning the process of making modifications and improvements to its Airport Capital Improvement Program. Partnering with the Virginia Aviation Board (VAB) and the Virginia Airport Operators' Council (VAOC), the modifications are intended to increase transparency, improve VAB control of the program’s funding, and increase coordination between airport development plans and airline service at commercial airports in Virginia.
DOAV, and its partners in VSATS, is undertaking specific projects that aim to lead advancements in the implementation of NextGen technologies regarding increased efficiency, safety and throughput at high-volume General Aviation airports, while also pursuing technologies that provide access to General Aviation airports, which will essentially be on par with larger commercial service airports. These technologies are focused on improving airspace management, airport capacity, and aircraft capabilities. They will enable us to expand our aviation and aerospace business base and provide more economic opportunities to our communities. We have presented a business case to the FAA to make Virginia the next state to have an Early Implementation Plan (EIP) with federal, state and industry participation. That will bring new technologies to the Commonwealth, enabling us to increase our safety and air transportation system capacity, as well as providing better access to rural airports and communities.
Major IT Investments (Current):
Aviation Service Manager (ASM): ASM is a long-serving software program used for grant administration and aircraft registration. The Department utilizes this vendor-based web tool to manage airport facility inspections, grant and project management, based aircraft tracking, aeronautical statistics and aircraft registration as well as perform activity analysis and forecasting. Over the last three years, the agency has undergone several security upgrades in meeting Sec 525 requirements.
Website: The website, which is available 24/7, is the main information gateway to the agency. Whether you are an agency customer or someone simply seeking information about aviation in the Commonwealth, the DOAV website is the one-stop shop that delivers.The agency website was redesigned in 2019. It meets Commonwealth security requirements, with periodic updates and audits conducted to ensure continued compliance.
Virginia Flight Information Exchange (VA-FIX): In 2021, the department, in conjunction with the Virginia Innovative Partnership Corporation (VIPC, formerly Center for Innovative Technology), Virginia Department of Transportation, and APA, launched VA-FIX. This innovative program provides a platform for state and local public safety and other government agencies to publish and share safety and community advisory information with each other, with USSes, unmanned system operators, and the public to promote transparency and safety. The publicly available interface provides state and local public safety and government information, while a secure government operations platform gives government agencies the ability to publish advisory, operational, and emergency notifications. VA- FIX is part of Virginia's approach to address key policy and safety concerns at the state and local level while also maintaining a UAS airspace that is one of the most free and open in the nation.
Business Aircraft Records and Tracking (BART): BART is a web-based aircraft-scheduling tool used by our Flight Operations Division as a one-stop turn key management system. Its uses include flight scheduling, detail tracking, historical information, crew management and expense information.
IT Projects (Future):
DocuSign: The agency is in the pilot phase of implementing DocuSign for its airport grant agreement and amendments. This software program will create both time and cost efficiencies for the airports and the agency. As this program is VITA and ECOS-approved, the security requirements have been fulfilled.
Online Aircraft Registration Portal: The agency has contracted with a Commonwealth-approved vendor for the development and implementation of an online aircraft registration and payment portal system. Once implemented, this portal will streamline the registration and payment process for both aircraft owners and agency staff. The go-live date for this application is December 2022.
Traxxall: Traxxall is a web-based aircraft maintenance tracking program. This will replace an existing program but offers advanced features and inventory options. Timely maintenance is necessary to aircraft operation and safety. The agency's OAG representative is coordinating with the vendor's legal team to modify the Terms and Conditions before implementation may begin.
Multifunction Device Refresh: The agency is required to undergo a refresh of the multifunction devices. Quotes for replacement have been requested but not yet received. As a result, the agency expects to incur substantially increased expenses for equipment leases. Currently, the only costs are per impression, which will also continue with the new equipment.
Server Upgrades: DOAV uses two servers for hosting its public website and the ASM application. Both operating systems are scheduled to be upgraded from MS Windows 2012r2 to MS Windows 2019 by the agency and VITA by the end of the calendar year. Both servers also run MS SQL Server 2012 for both applications which will need to be upgraded to MS SQL Server 2019. While Microsoft’s mainstream support ended on July 12, 2022, extended security support will continue until July 2025. Arrangements to coordinate efforts with software suppliers and support consultants to schedule this project will be required.
The Department must deal with the effects of an aging work force: While 20% of the Department's employees are retirement eligible today, 24% will be retirement eligible within five years. The average age of the agency workforce is 48 and the average number of years of service is 15. Because the department has fewer than 40 employees and the majority of its jobs are highly specialized, there is a high risk for single points of failure. The agency has undertaken some cross-training and process documentation efforts but also needs to focus on succession planning. Additionally, in order to attract and retain a skilled workforce, DOAV will be updating its compensation plan, establising a mentorship program and ensuring that every employee has an Individual Development Plan (IDP).
Current workforce initiatives include:
- The department is in the process of restructuring its Airport Services Division to maximize employee skills, knowledge and experience. This will be advantageous as emerging technologies become more of a reality versus an idea. This restructuring will provide more efficient service to our airport customers.
- The department is in the process of revising the Employee Work Profile to implement individual development plans to encourage employee growth in addition to serving as a tool to enhance the agency's succession plan.
| Authorized Maximum Employment Level (MEL) | | 37 | | Salaried Employees | | 34 | | Wage Employees | | 5 | | Contracted Employees | | 0 |
DOAV maintains a single plant at Richmond International Airport, consisting of an administrative office building and an aircraft hangar. Current major projects include exterior building repairs (administration and hangar), roof replacement (administration), a vehicle replacement, and electrical equipment inspection and infrared scanning. Long-term needs necessitated by condition include several building repairs to the hangar and administration buildings, furniture replacements, a vehicle replacement, and update to the facilities master plan. Continued preventative maintenance and needed repairs improve functionality and the customer experience.
Several factors may have a significant impact on the agency. While some factors are not within our control, DOAV’s focus is on managing and improving performance in order to mitigate the factors we can control.
Commonwealth Aviation Fund: Although the Department has no control over the funding amounts received from the Transportation Trust Fund, we make every effort to leverage available state funds to maximize federal funding of airport development/improvement projects throughout the Commonwealth. DOAV works closely with its partners, the FAA and local airport sponsors, to ensure that funds are available to support the highest priority airport improvement projects. Infrastructure support involves expansion, enhancement and rehabilitation of our state aviation system. Aviation contributed $23 billion to Virginia's economy in 2016 and 246,660 jobs. While the aviation industry sustained unprecendented losses during the pandemic, it has rebounded much sooner than predicted. It is important to stress to local leaders the value that airports bring to their community.
Infrastructure Investment and Jobs Act: Airports in the Commonwealth are slated to receive in excess of $380 million in federal funding to be spread over a five-year period. As a result, a state match in the amount of eight percent, or $6.1 million annually, may be needed to support the federally funded projects. The eligible IIJA projects will compete with other projects funded through the Commonwealth Aviation Fund.
Aviation Special Fund Revenue (Operational): As a non-General Fund (NGF) agency, DOAV relies heavily on the collection of the highly variable aircraft sales and use taxes (65%) and aviation fuel sales tax (33%). These collections are unstable and are greatly influenced by external factors, such as the economy. The department depends on these revenues for agency operational costs; airport aid programs for maintenance, facilities and equipment, security, rural runway rehabilitation, and promotion; educational programs; and state aircraft operations.
Work Force: The Department must address multiple workforce issues and the challenges of an ever-changing aviation industry.
- Aging: Continued crosstraining and knowledge sharing are essential in continuing to provide services without interruption.
- Small and Specialized: Many of DOAV's positions are highly specialized. With such a small staff, single-point failures are a risk. Crosstraining for such positions is necessary to maintain operations. Additionally, recruitment for individuals with varied skillsets can be a challenge and require greater demand on resources.
- Industry Growth: As the aviation industry changes and grows, review and analysis of vacant positions is conducted to identify areas of greater need/value in providing services. As a result, vacant positions may be reassigned and filled by individuals with new and varied skillsets and experience to meet changing needs and demands.
- Pilots and Mechanics: Competition is fierce; offering competitive compensation is very challenging.
Supply Chain Issues: The availability of aircraft parts and increased fuel prices impact flight operations. Grant projects are impacted by supply chain issues and worker shortages.
The Department of Aviation's funding is derived from nongeneral fund (NGF) sources to the Commonwealth Aviation Fund (CAF) and the Aviation Special Fund (ASF).
The CAF is funded through transfers (1.5% share) from the Commonwealth's Transportation Trust Fund. The CAF provides grant funding to the 66 public-use airports in the Commonwealth. One of the agency's major objectives is to leverage state funds in order to maximize the federal fund investment for airport improvement projects. Beginning in FY2023 and spanning five years, there will be substantial demand on the CAF not only from standard airport development and improvement projects but also from projects eligible for the Infrastructure Investment and Jobs Act federal funding, requiring an eight-percent state match.
The ASF derives its resources from the aircraft sales and use tax, a percentage of the aviation fuels tax, charges for use of the state aircraft, and miscellaneous sources such as aircraft registrations and airport license fees. The ASF also supports airport programs not funded by the CAF (maintenance, facilities and equipment, rural runway rehabilitation program, promotions) in addition to agency operations, education grants, state aircraft operations and other agency services.
Other funds received by the agency are strictly designated for support of the National Air and Space Museum educational programs (license plate revenues), the General Fund appropriation (Governor's Flight fund), and federal grant funds from the Federal Aviation Administration. It is important to note that FAA funded agency projects benefit the Virginia's air transportation system. These projects include obstruction surveys and pavement management surveys at airports and the Air Transportation System Plan.
| 2023
General Fund | 2023
Nongeneral Fund | 2024
General Fund | 2024
Nongeneral Fund | | Initial Appropriation for the Biennium | 30,246 | 50,494,768 | 30,246 | 42,303,093 | | Changes to Initial Appropriation | 0 | 0 | 0 | 0 |
The Commonwealth Aviation Fund is funded by transfers from the Transportation Trust Fund (1.5% share) and provides funding for eligible airport projects. Approximately 98% of DOAV’s revenues are collected by other state agencies, such as the Departments of Taxation and Motor Vehicles, and transferred to DOAV to support its investment in Virginia’s aviation system. The general fund appropriation is strictly designated to support Governor flights provided by the executive air service.
Virginia airports are economic engines, technology magnets and tourism gateways. They provide our Virginia citizens access to the National Air Transportation System as well as economic opportunities for the communities they serve. Virginia's system provides 99% of Virginia's population access to a commercial airport within a 45 minute drive and access to a general aviation airport within a 30 minute drive. The DOAV works closely with the communities and the Virginia Aviation Board to ensure the airports meet the community needs. DOAV along with the FAA and Transportation Security Administration (TSA) inspect the Virginia airports to ensure they maintain the highest level of safety and security. This partnership with the community, DOAV, FAA and TSA ensure Virginia's aviation system is one of the best in the nation. Customers and Partners No data | Predefined Group | User Defined Group | Number Served Annually | Potential Number of Annual Customers | Projected Customer Trend |
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| Local or Regional Government Authorities | Educational Institutions | 70 | 2,750 | Increase |
| Local or Regional Government Authorities | Public-Use Airport Sponsors | 66 | 69 | Stable |
| Motorist | Aircraft Pilots | 14,620 | 14,620 | Stable |
| Public transportation user | Commercial Air Travelers | 51,440,704 | 51,440,704 | Increase |
| State Agency(s), | Commonwealth of Virginia Agencies | 15 | 193 | Increase |
| Transportation | Aircraft Maintenance Inspectors | 120 | 216 | Decrease |
| Transportation | Private-Use Airport Sponsors | 213 | 213 | Stable |
| Vehicle Owner | Aircraft Owners | 3,045 | 3,200 | Increase |
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| Name | Description |
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| Virginia Aviation Board (VAB) | The Department partners with the VAB to plan and develop the state airport system; enable citizen access to the Department; publicize Department policies and programs; promulgate aviation rules and regulations; and advise the Governor on aviation matters. |
| Virginia Department of Taxation | The Department partners with the Virginia Department of Taxation to verify that all aircraft sales and use taxes have been paid prior to the issuance of a license. |
| Virginia Airport Operators Council (VAOC) | The Department partners with VAOC to identify local airport needs and develop programs to meet those needs. |
| Virginia airport sponsors | The Department partners with Virginia's locally-owned airports to develop its airport system. |
| Federal Aviation Administration (FAA) | The Department partners with the Federal Aviation Administration to develop Virginia's airport system and to sponsor safety seminars. |
| VSATSLab, Inc. | Public-private partnership that coordinates research among Virginia companies and universities to develop technologies that enhance and expand utility of the existing general aviation infrastructure. |
| National Association of State Aviation Officials (NASAO) | The NASAO is comprised of each state's aviation director and represents aviation's interests at the national level. |
| National Business Aviation Association (NBAA) | The Department partners with NBAA to develop the business segment of general aviation, a critical component of the aviation industry and the associated local community economic development. |
| Educational institutions | The Department partners with educational institutions, government organizations and aviation organizations to increase awareness of aviation benefits and career opportunities. |
| National Aeronautics and Space Administration (NASA) | National Aeronautics and Space Administration, government agency that is responsible for the nation’s civilian space program, aeronautics and aerospace research |
| Washington Airports Task Force (WATF) | WATF is the private part of the public-private partnership that ensures the Washington National and Washington Dulles airports attain the financial and services resources necessary to achieve their goals. |
| Virginia Resources Authority (VRA) | The Virginia Resources Authority (VRA) partners with the Virginia Aviation Board and the Virginia Department of Aviation to provide innovative financing resources to public-use airports. The VRA insures that below-market rate loans to support the implementation of capital improvement plans are in place for air transportation facilities. The Department Director is a VRA board member. |
| Civil Air Patrol (CAP) | The Department partners with CAP to provide emergency services and provide aviation education opportunities to the Commonwealth youth. |
| Virginia Space Grant Consortium (VSGC) | VSGC supports aviation and aerospace education efforts across the Commonwealth. DOAV is a member and a partner in the Pathways Flight Academy. |
| Virginia Aviation Business Association (VABA) | VABA is the Commonwealth's association of aviation businesses that provide private sector services to Virginia's aviation community. |
| Experimental Aircraft Association (EAA) | The Experimental Aircraft Association supports the agency’s mission to promote aviation education and awareness through comprehensive programs, policies and events that touch many organizations in the Commonwealth and nationwide. Virginia’s fourteen chapters support youth education programs and the experience of flight. |
| Aircraft Owners & Pilots Association (AOPA) | We partner with AOPA for the Fall safety seminar series. |
| Mid Atlantic Aerospace Partnership (MAAP) | MAAP is a multi-state organization created to promote development of remote controlled aircraft systems. |
| Virginia Aviation Security Advisory Committee (VASAC) | The Department partners with VASAC, whose members represent various aviation and public safety organinzations, to identify best security practices for possible implementation at Virginia airports. |
| Military Aviation Museum (MAM) | DOAV provided funding to hire the Museum's aviation education and outreach coordinator and continues to support the museum's Summer Camp program. DOAV's Dir of Communication & Education serves on the Museum's Board. |
| Virginia Economic Development Partnership (VEDP) | VEDP is the state's business development artm. |
| Virginia Innovation Partnership Corp. (VIPC) | VIPC, formerly CIT, invests in small, emerging technology businesses. Partnered with DOAV to develop the Virginia Flight Information Exchange program. |
| Virginia Department of Transportation (VDOT) | VDOT manages and distributes the TTF, which supports the Commonwealth Aviation Fund. |
| Virginia Department of Motor Vehicles (DMV) | DMV collects aviation fuel tax and distributes the agency's designated share to fund the Aviation Special Fund. DOAV has an MOU in place to assist with HR services. |
| Virginia Aeronautical Historical Society (VAHS) | The entity preserves the history of flight in the Commonwealth and is responsible for the VAHS Hall of Fame. DOAV's director serves on the organization's Board of Directors. |
| Virginia Commercial Space Flight Authority (VCSFA) | This is Virginia's rocket and aerospace program that operates the Mid-Atlantic Regional Spaceport at Wallops Island. DOAV's director serves on the Board of Directors. |
| Virginia Association of Science Teachers (VAST) | This organization is comprised of science teachers in Virginia high, middle and elementary schools. The members are key users of DOAV's teacher grant program and the ICON A5 introduction to flight program. |
| Office of the Attorney General | The Office of the Attorney General provides legal guidance and representation to the agency. |
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Major Products and Services Financial Assistance Programs: DOAV plans and develops the Commonwealth’s air transportation system through partnerships with the local airport boards and commissions and with the Federal Aviation Administration (FAA). For FY2022, the agency allocated approximately $25.6 million in state funds (matching $81.6 million in federal funds) for airport related construction, maintenance, security, planning, promotion, and navigational aids and weather reporting equipment.
Airport Services: The Airport Services Division (ASD) conducts statewide aviation planning and maintains the Virginia Air Transportation System Plan. This team provides technical assistance to airport sponsors for airport planning, environmental studies, design and construction of airport facilties, airport maintenance and general aviation airport security and administers the grant program to support such projects. ASD conducts inspections to improve safety, issues licenses to public-use airports and registers eligible private airports.
Aviation Education & Awareness: The Communications and Education Division promotes aviation in the Commonwealth through aviation awareness and education programs, speaking engagements, briefing documents, the agency website and social media sites, attendance at airport events and aviation tradeshows, and administers the airport promotion grant program for air carrier airports in Virginia. The Communications and Education Division has developed a robust educational program with the ICON-A5 that includes visits to schools and organizations bringing awareness of education and sharing the joy of flying. Students and the public have the opportunity to sit in the aircraft and “fly” using the flight simulator. A teacher’s grant program is available to educators incorporating aviation in their lesson plans. A grant program is also available to eligible individuals wanting to learn to fly. The division also supports three scholarship programs for rising high school seniors planning to pursue an aviation career.
Aircraft Registration: The Communications and Education Division manages the aircraft registration program as mandated in the Code of Virginia § 5.1-5.
Executive Flight Services: The Flight Operations Division is responsible for operating, maintaining and scheduling state-owned aircraft to provide safe, secure, and cost-effective transportation for the conduct of the Commonwealth’s business for the Administration's leadership, economic development prospects, and other state agencies, including emergency services, .
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| • | Maximize funding for aviation infrastructure developmentSummary and Alignment By leveraging state funds to maximize federal funds awarded to airports in the Commonwealth, airports are afforded greater growth opportunities leading to more economic development in the communities they serve. | |
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Objectives |
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| » | Coordinate with airports to review Airport Improvement Plans (AIP) on long-range planning In addition to standard airport improvement projects, agency staff will begin discussing the possibility of incorporating provisions for emerging technologies as they collaborate with airports in updating their AIPs. • Discuss options and potential changes to the AIP
• Work with airports and the FAA to make changes to the AIP |
| » | Match funding requests for project grants under the Infrastructure Investment and Jobs Act (IIJA) More than $380,000,000 in federal funding has been awarded to public-use airports in the Commonwealth through the Infrastructure Investment and Jobs Act (IIJA). This funding is spread over a period of five years, with a potential additional demand on the Commonwealth Aviation Fund in excess of $6,100,000 each year. This demand is in addition to standard funding requests received from the airports each year. • Review project submissions for eligibility under IIJA
• Confirm state match (8%) availability from the Commonwealth Aviation Fund
• After determining eligibility, submit projects to the Virginia Aviation Board for consideration of approval |
| » | Leverage state funds for projects under the Federal Airport Improvement Program (AIP) Members of the agency's Airport Services Division periodically meet with the airport representatives and Federal Aviation Administration representatives to review and amend, if needed, the airport's AIP. Potential projects are submitted for FAA approval before added to the airport's AIP. Approved projects are then submitted to the Department of Aviation for review, eligibility determination, and submission for approval to the Virginia Aviation Board. If approved, the project receives a grant for the state's eight-percent match. • Collaborate with airports to regularly update their Federal AIP
• Develop a plan of future projects and timelines |
| » | Allocate available Commonwealth Aviation Fund (CAF) dollars for approved projects The agency's Airport Services Division collaborates with the Finance Division to identify available Commonwealth Aviation Funds to support projects. • Review project submissions for eligibility
• Score eligible projects and determine funding availability
• Submit projects to the Virginia Aviation Board for consideration of approval |
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| • | Develop Virginia's aviation workforce through cutting-edge aviation education and awareness programsSummary and Alignment To develop and deliver cutting-edge aviation programs to students of all ages and the public creating an awareness of aviation and opportunities for career development in an effort to inspire the next generation of aviation professionals. | |
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Objectives |
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| » | Deliver aviation education programs to elementary, middle, and high schools and aviation festivals across the Commonwealth Creating greater awareness of aviation and bringing educational opportunities to the public, especially elementary, middle and high school students, is the greatest path in developing an aviation workforce. Having a qualified aviation workforce is a major factor in attracting new aviation businesses to the Commonwealth. • Maintain a log of the type of education program and the total participants
• Track the number of lesson plans developed by teacher grant recipients |
| » | Provide scholarships and grants to support the aviation education needs of 1,000 Virginians A variety of scholarships and grants are available to students, teachers and the public to invest in and support interest in aviation. This funding helps to grow an awareness of aviation in the Commonwealth. • Identify the number of grants and total grant amounts awarded |
| » | Promote the safe integration of unmanned air systems (UAS) into the National Air Space As the UAS segment of the aviation industry continues to grow, it is imperative that manned and unmanned aircraft co-exist in the National Air Space. While only the FAA has the authority to dictate the regulations of the National Air Space, the Department of Aviation has worked in conjunction with other state agencies and a private sector vendor to develop the Virginia Flight Information Exchange (VA-FIX). This platform allows state and local public safety and other government agencies to publish and share safety and community advisory information with each other. • Log the new drone operation advisories in Virginia Flight Information Exchange
• Collaborate with other states in promoting this initiative nationwide |
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| • | Provide safe transportation with high availability and efficiency
Summary and Alignment Provide safe and cost-effective transportation for the Commonwealth’s leadership, Virginia Economic Development Partnership, and state agencies by efficiently moving individuals within and outside of the Commonwealth to transact business. | |
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Objectives |
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| » | Maintain a dispatch rate for scheduled trips with zero accidents, incidents or violations Pilots and mechanics are required to report any accidents, incidents or violations to the Chief Pilot who will investigate and complete necessary reporting. • Maintain a log of all state aircraft trips
• Maintain a log of any reported accidents, incidents, violations |
| » | Lower King Air 350 direct operational cost per hour through increased utilization The cost for the state aircraft to sit unused is generally greater than an aircraft that is being used consistently. The general maintenance costs for an aircraft are offset by the hourly rate for the use of the aircraft. The agency invoices eligible aircraft users for use of the aircraft. • Identify the average operational cost per flight hour
• Record the number of state aircraft trips per month
• Collaborate with Commonwealth leadership to promote the cost-effectiveness of using the state aircraft to transact business |
| » | Ensure pilots and mechanics remain current in training and certifications By continuing to follow recommended maintenance guidelines on all aircraft and following pilot and aircraft mechanic training metrics, the availability and efficiency of the state aircraft provides safe and cost-effective travel for the Commonwealth’s leadership, economic development teams, and state agencies. • Maintain a log of all required training and certifications
• Maintain a log of all completed training and certifications, required and optional, for all pilots and mechanics
• Identify any discrepancies and take necessary steps to resolve |
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| • | Establish the foundation for the implementation of emerging aviation technologies in VirginiaSummary and Alignment To design an implementation plan for emerging aviation technologies such as Advanced Air Mobility, Sustainable Aviation Fuels and electrification of airports. | |
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Objectives |
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| » | Create internal and external workgroups Assign an internal workgroup to begin the initial work, especially as it relates to airports, to develop an implementation plan. Aviation industry and academia professionals will be recruited to serve on an external workgroup to provide guidance for the implementation plan as well as guidance in moving forward and reporting recommendations. • Recruit aviation industry and academia professionals for an external workgroup
• Develop an implementation plan and informational packet for airports and localities
• Develop a reporting mechanism |
| » | Provide ordinance information to localities Providing an ordinance template for localities and airports as a first step of the implementation process • Attend state and local planning events to share potential impacts and respond to inquiries
• Provide an ordinance template to be used by localities/airports |
| » | Coordinate with airports to review Airport Improvement Plans (AIP) on long-range planning In addition to standard airport improvement projects, agency staff will begin discussing the possibility of incorporating provisions for emerging technologies as they collaborate with airports in updating their AIPs. • Discuss options and potential changes to the AIP
• Work with airports and the FAA to make changes to the AIP |
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| • | Maintain an effective and qualified staff capable of accomplishing the agency's missionSummary and Alignment In order to meet demands of and move forward with advancements in the aviation industry, the agency will recruit, develop and retain an effective and qualified staff capable of accomplishing the agency's mission. | |
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Objectives |
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| » | Assess staffing needs to determine areas of best use when filling vacancies The agency will evaluate vacated positions to identify where there may be a greater staffing need and if the position should be allocated for another purpose. • Review division structure for maximum use of personnel resources
• Identify areas where there is a greater need for new services/programs |
| » | Develop Individual Development Plans for employees When Employee Work Profiles are reviewed and/or revised, supervisors will coordinate with employees to add opportunities for professional development for the employee. • Identify opportunities for professional development for the employee
• Add professional development opportunities to the EWP to be completed over the coming year |
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| • | To ensure the agency's fiscal compliance with the Commonwealth Accounting Policies and Procedures (CAPP).
Summary and Alignment The agency will continue to be good stewards of taxpayer funds by monitoring both revenues and expenditures and ensuring that appropriations are not exceeded. The agency will conduct all fiscal operations in compliance with the CAPP manual and act in a fiscally responsible manner in its offering of services. | |
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Objectives |
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| » | Post weekly budget reports Weekly budget reports are posted on a shared drive to be reviewed by any DOAV employee. Budget managers are encouraged to view and track their assigned areas. • Weekly accounting and appropriation data downloaded into report format
• Budget reports are updated weekly and posted to shared drive |
| » | Ensure prompt payment of eligible invoices The agency will strive for a success rate of 99% in issuing payments against eligible invoices. • Track invoices submitted for payment
• Communicate with responsible staff member to ensure documentation is approved and submitted for payment |
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