The Flying Club Initiative at AOPA hears from clubs every month with questions about everything, from member engagement and dues to maintenance planning, fleet decisions, leadership workload, club culture, and the common challenges new clubs face when they are getting started. What stands out is that established clubs and clubs in formation tend to ask about the same core issues. No matter the size or age of the club, everyone is working to balance time, money, aircraft availability, and member expectations while creating a positive environment for their members.
Clubs In Formation
We hear from a steady stream of members who are excited about starting new flying clubs, and their enthusiasm is one of the most rewarding parts of this work. New clubs come to us with a wide range of questions, all of which we welcome. These conversations often begin with general pilot talk, airport stories, or plans for a future “$500 hamburger,” but always lead to the same question: Where do I start?
The first step is gathering a small group of founding members who are committed to building the club together. In most states, forming a nonprofit corporation requires three officers: a president, a secretary, and a treasurer. Some states allow one person to hold multiple positions, but we strongly encourage clubs to avoid that approach. Distributing responsibilities early helps establish healthy checks and balances and builds a leadership team that can support the club over time. Take a look here.
With the foundation set, new clubs can begin working on the next major steps: building a realistic firstyear budget, choosing the right aircraft for their mission, establishing a healthy culture from the outset, and learning about the common pitfalls that new clubs often experience. When clubs reach this stage, Cade and I step in closely to guide them through the details and help set them up for longterm success. Check out these sample bylaws here.
Existing Or Newly Formed Flying Clubs
Membership Engagement and Dues
One of the most consistent themes we hear from clubs, both new and well-established, is how to keep members engaged while maintaining a fair and sustainable financial structure. Clubs are doing great work building community, but many share that it takes ongoing communication and intentional planning to ensure members feel involved and understand how their dues support club operations.
Member engagement often rises to the top of the conversation. Clubs tell us they want members who are active, supportive, and connected to the mission, not just occasional aircraft users. We hear questions like:
How do we encourage participation in meetings and events?
How do we integrate new members into the culture quickly?
What tools help keep communication open without overwhelming people?
Many clubs have found success by setting clear expectations around involvement, recognizing member contributions, and offering low-pressure opportunities to connect beyond flying, such as maintenance days, social gatherings, guest speakers, or informal hangar nights.
Dues and fees are another major focus. Clubs repeatedly ask how to structure dues in a way that covers real costs, keeps the club healthy over the long term, and still feels fair to members. Frequent questions include how much dues should increase to keep pace with maintenance or insurance costs, how to explain financial changes to the membership, and how to separate operating expenses from long-term reserves.
The common thread across these conversations is transparency. Clubs that communicate early and often about where money goes, and how reserves support the club, report smoother discussions and stronger alignment with member expectations.
Maintenance And Fleet Planning
Maintenance and aircraft availability remain among the most common concerns we hear from clubs. Many are working to stay ahead of rising costs, limited shop availability, and the challenge of keeping aircraft flying without unexpected downtime.
Clubs often ask how far in advance they should plan for major maintenance, what a realistic reserve level looks like, and how to balance routine upkeep with longer-term upgrades. Clubs that build simple multi-year maintenance forecasts and revisit them annually report fewer surprises and more predictable scheduling.
We also hear from clubs evaluating whether to upgrade, replace, or add an aircraft. These decisions tend to be most successful when guided by the club’s mission, member demand, and financial readiness, rather than by short-term opportunities alone.
When it comes to availability, communication continues to be key. Clubs that maintain close relationships with their maintenance providers, plan major work during slower seasons, and keep members informed about downtime report smoother scheduling and fewer frustrations.
Leadership Workload
Another theme we hear frequently is the strain on club leadership. Many clubs rely on a small group of volunteers who are deeply committed to the mission but stretched thin by the day-to-day responsibilities of running the club.
Clubs often ask how to divide responsibilities more effectively, how many officers they truly need, and which roles should be formalized. Clearly defining responsibilities in writing and sharing them with the membership helps reduce burnout and makes it easier for new volunteers to step in.
We also hear from clubs that have expanded their leadership teams by creating small committees focused on areas such as maintenance, scheduling, safety, or events. Even limited additional support can make a meaningful difference, and members often appreciate the opportunity to contribute without taking on a full officer role.
Clubs that check in regularly with their leaders, plan ahead for officer transitions, and rotate responsibilities when appropriate report feeling more resilient and better supported during busy periods.
Club Culture and Expectations
Club culture is one of the most common topics we hear about, and it consistently comes up as an area where even well-established clubs want support. Leaders share that they want a culture that feels welcoming, collaborative, and aligned with the club’s purpose, but they also recognize that it takes ongoing effort to maintain.
A recurring theme is the importance of setting clear expectations. Members want to understand not only how to schedule the aircraft or report squawks, but what it means to participate in the club as a community. Clubs that communicate these expectations early and revisit them periodically report fewer misunderstandings and stronger alignment across the membership.
Activities also play a key role in shaping culture. Clubs that create regular opportunities for members to spend time together often see higher engagement and stronger connections. These opportunities range from informal hangar gatherings and “coffee and preflight” mornings to flyouts, safety nights, and guest speakers. Maintenance days come up frequently as an especially effective culture builder, giving members a better understanding of the aircraft while reinforcing shared responsibility.
Across these conversations, clubs emphasize that culture is something they actively shape. Clear communication, consistent expectations, and regular opportunities to connect help create an environment where members feel informed, respected, and genuinely part of the club. More that here.
Across all the conversations we have with clubs, one message continues to stand out: whether a club is brand new or has been around for decades, the challenges they face are remarkably similar. Every club is working to balance time, money, aircraft availability, and member expectations, while creating an environment where people feel welcome, supported, and able to fly affordably.
The encouraging news is that clubs are not navigating these challenges alone. The questions we hear each month reflect a community that is thoughtful, engaged, and eager to learn from one another. We hear about creative solutions, practical ideas, and simple habits that make a real difference in day-to-day operations.
Our role is to support that work by answering questions, sharing resources, connecting clubs with examples, and reducing uncertainty wherever possible. We encourage clubs to keep reaching out, sharing what they are learning, and telling us what is working, because those insights continue to shape the tools and guidance we provide and strengthen the broader flying club community.
