Proposal of Watertown International Airport • Dexter, NY • July 2014

APPLICATION UNDER 

SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM

DOCKET DOT-OST-2014-0113

SUMMARY INFORMATION

A. PROVIDE THE LEGAL SPONSOR AND ITS DUN AND BRADSTREET (D&B) DATA UNIVERSAL NUMBERING SYSTEM (DUNS)

NUMBER, INCLUDING +4, EMPLOYEE IDENTIFICATION NUMBER (EIN) OR TAX ID.

Legal Sponsor Name: 

Watertown International Airport

Name of Signatory Party for Legal Sponsor:

Grant Sussey – Airport Manager

DUNS Number:

077308039

EIN/Tax ID:

15-6000457

B. LIST THE NAME OF THE COMMUNITY OR CONSORTIUM OF COMMUNITIES APPLYING:

1._DEXTER , NY_

C. PROVIDE THE FULL AIRPORT NAME AND 3-LETTER IATA AIRPORT CODE FOR THE APPLICANT(S) AIRPORT(S) (ONLY 

PROVIDE CODES FOR THE AIRPORT(S) THAT ARE ACTUALLY SEEKING SERVICE).

1. Watertown International Airport (ART)

DOES THE AIRPORT SEEKING SERVICE HOLD AN AIRPORT OPERATING CERTIFICATE ISSUED BY THE FEDERAL AVIATION 

ADMINISTRATION UNDER 14 CFR PART 139? (IF “NO,” PLEASE EXPLAIN WHETHER THE AIRPORT INTENDS TO APPLY FOR A 

CERTIFICATE OR WHETHER AN APPLICATION UNDER PART 139 IS PENDING.)

 Yes No (explain) X
Proposal of Watertown International Airport • Dexter, NY • July 2014

D. LIST THE 2-DIGIT CONGRESSIONAL DISTRICT CODE APPLICABLE TO THE SPONSORING ORGANIZATION, AND IF A 

CONSORTIUM, TO EACH PARTICIPATING COMMUNITY.

1. NY-21

E. APPLICANT INFORMATION: (CHECK ALL THAT APPLY)

Not a Consortium Interstate Consortium Intrastate Consortium

Community now receives subsidized Essential Air Service

Community (or Consortium member) previously received a Small Community Air Service 

Development Program Grant

If previous recipient: Provide Year of grant(s):

and, the text of the Grant agreement section(s) setting forth the scope of the grant project:

F. PUBLIC/PRIVATE PARTNERSHIPS: (LIST ORGANIZATION NAMES)

PUBLIC PRIVATE

1. Watertown International Airport 1. Greater Watertown, North Country Chamber 

of Commerce

2. Jefferson County, NY 2. Thousand Islands Regional Tourism 

Development Corporation

G. PROJECT PROPOSAL:

1. GRANT GOALS: (CHECK ALL THAT APPLY)

Launch New Carrier Secure Additional Service Upgrade Aircraft

First Service New Route Service Restoration

Regional Service Surface Transportation Professional Services

Other (explain below)

Create an official Marketing and Advertising Plan and Implement to promote the Airport in

Conjunction with Airport services.

X

X

X
Proposal of Watertown International Airport • Dexter, NY • July 2014

2 . FINANCIAL TOOLS TO BE USED: (CHECK ALL THAT APPLY)

Marketing (including Advertising): promotion of the air service to the public

Start-Up Cost Offset: offsetting expenses to assist an air service provider in setting up a 

new station and starting new service (for example, ticket counter reconfiguration)

Revenue Guarantee: an agreement with an air service provider setting forth a minimum

guaranteed profit margin, a portion of which is eligible for reimbursement by the

community

Recruitment of Air Carrier: air service development activities to recruit new air service,

including expenses for airport marketers to meet with air service providers to make the

case for new air service

Fee Waivers: waiver of airport fees, such as landing fees, to encourage new air service;

counted as in-kind contributions only

Ground Handling Fee: reimbursement of expenses for passenger, cabin, and ramp 

(below wing) services provided by third party ground handlers

Travel Bank: travel pledges, or deposited monetary funds, from participating parties for

the purchase of air travel on an air carrier, with defined procedures for the subsequent 

use of the pledges or the deposited funds; counted as in-kind contributions only

Other (explain below)

H. EXISTING LANDING AIDS AT LOCAL AIRPORT:

Full ILS Outer/Middle Marker Published Instrument Approach

Localizer Other (specify)

X

X

X

X
Proposal of Watertown International Airport • Dexter, NY • July 2014

I. PROJECT COST: DO NOT ENTER TEXT IN SHADED AREA

LINE DESCRIPTION SUB TOTAL TOTAL AMOUNT

1 Federal amount requested $250,000

2 State cash financial contribution $0

Local cash financial contribution

3a Airport cash funds $25,000

3b Non-airport cash funds $50,000

3 Total local cash funds (3a + 3b) $75,000

4 TOTAL CASH FUNDING (1+2+3) $325,000

In-Kind contribution

5a Airport In-Kind contribution** $0

5b Other In-Kind contribution** $0

5 TOTAL IN-KIND CONTRIBUTION 

(5a + 5b) $0

6 TOTAL PROJECT COST (4+5) $325,000

J. IN-KIND CONTRIBUTIONS**

For funds in lines 5a (Airport In-Kind contribution) and 5b (Other In-Kind contribution), please 

describe the source(s) of fund(s) and the value ($) of each.

K. IS THIS APPLICATION SUBJECT TO REVIEW BY AN AFFECTED STATE UNDER EXECUTIVE ORDER 12372 PROCESS?

a. This application was made available to the State under the Executive Order 12372 

Process for review on (date) _____________.

b. Program is subject to E.O. 12372, but has not been selected by the State for review.

c. Program is not covered by E.O. 12372.

L. IS THE LEAD APPLICANT OR ANY CO-APPLICANTS DELINQUENT ON ANY FEDERAL DEBT? (IF “YES”, PROVIDE 

EXPLANATION)

No Yes (explain) 

_____________________________________________________________________________________________
Proposal of Watertown International Airport • Dexter, NY • July 2014 1

TABLE OF CONTENTS

LEGAL SPONSOR 1

INTRODUCTORY LETTER 2

EXECUTIVE SUMMARY 3

OVERVIEW OF WATERTOWN INTERNATIONAL AIRPORT AIR SERVICE 4

CURRENT SERVICE 5

EAS HISTORY 6

AIR SERVICE DEVELOPMENT EFFORTS AND MARKETING 7

AIRFARES IN WATERTOWN REGION 8

PER CAPITA CAPACITY 11

MARKETING EFFORTS 12

STRATEGIC PLAN TO IMPROVE AIR SERVICE THROUGH MARKETING 14

PUBLIC/PRIVATE PARTNERSHIP 16

PREVIOUS SMALL COMMUNITY DEVELOPMENT GRANT 17

CONCLUSION 18

LEG

LEGAL SPONSOR

The Watertown International Airport is the legal sponsor responsible for administering the 

proposed air service development program. The Airport is a government agency, operated by 

Jefferson County, NY.

Watertown International Airport

22529 Airport Drive, Box 1

Dexter, NY 13634

Grant W. Sussey, Airport Manager

(315) 786-6002

gsussey@co.jefferson.ny.us
Proposal of Watertown International Airport • Dexter, NY • July 2014 2

INTRODUCTORY LETTER
Proposal of Watertown International Airport • Dexter, NY • July 2014 3

EXECUTIVE SUMMARY

The Watertown International Airport is seeking a federal Small Community Air Service 

Development (SCASD) Grant for the development of a strategic marketing plan to promote, 

market, and advertise the benefits of supporting the local community airport. The Airport is 

requesting $250,000 in federal funds matched with local funds of $75,000 to aid in this project. 

The Watertown International Airport currently has limited EAS air service through American/US 

Airways at this time. The primary goal is to expand their current customer base through an 

aggressive marketing and community outreach plan which showcases the benefits of the 

Airport. Watertown International Airport, up until this point, has not requested federal aid through 

the SCASD Grant. The air service climate has changed dramatically over the last several years

and the Airport finds itself in an environment where improving the marketing capability of the 

Airport is essential to long term growth and eventual 

exit from the EAS program. 

The Airport serves a large catchment area in New 

York State, including the Thousand Islands, and 

Ottawa, Ontario, Canada. The region is home to 

more than two million people within a 90 minute 

drive. Watertown International Airport currently has 

just one scheduled non-stop route to Philadelphia 

International Airport. For August 2014 the capacity has increased by 21%, and for the yearended 2013, passenger enplanements improved by 16% year-over-year. The 2013 load factor for 

Watertown International Airport ended the year at 70.7%. These metrics are new record highs for 

the Airport. Yet the high average fares and limited flight schedule has hampered Watertown’s 

ability to serve the region properly.

As previously mentioned, the Watertown International Airport has one carrier offering non-stop 

service to Philadelphia as of July 2014. Due to the lack of travel options, the majority of the 

Watertown catchment area passengers use alternate airports in the region. A meager 3.1% of 

area passengers currently use Watertown Regional Airport – based on the 2013 calendar year 

leakage analysis recently completed. 

“Of the two million people within a 

90 minute drive, the Airport only 

captures 3.1% of those potential 

passengers.”
Proposal of Watertown International Airport • Dexter, NY • July 2014 4

The Airport has assembled a coalition of local businesses to assist with the SCASD project by 

providing matching dollars and outreach assistance within the community to ensure that current 

air service is supported and the Airport’s attributes known. 

OVERVIEW OF THE WATERTOWN AIR SERVICE’

The Watertown International Airport (Map 1), serving Jefferson County, NY, the Thousand Islands

and the north country of NY State and parts of Ontario, Canada, is the main airport within the 

catchment area between Syracuse, NY and Ottawa, Ontario, Canada. Watertown 

International Airport currently has twice-daily nonstop service to Philadelphia via American 

Airlines / US Airways. As the only airport in its immediate region with regional jet service, the 

Airport plays a vital role in connecting dozens of communities to the national air transportation 

system via the Philadelphia International Airport.

The airport’s

catchment area, 

the area from which 

it draws passengers, 

extends from 

Ottawa, Ontario to 

the north and to the 

south towards 

Syracuse. The area

within the 90 minute 

dark-blue line is 

home to 2,185,394

people (Map 1). 

MAP 1: Watertown International Airport Catchment Area

Source: Sixel Consulting Group
Proposal of Watertown International Airport • Dexter, NY • July 2014 5

As of July 2014, the Airport is served solely by American/US Airways with twice-daily non-stop 

service to Philadelphia (PHL). The non-stop service to Philadelphia (Map 2) began May 8, 2014. 

American Airlines prior to that date offered scheduled service via their Chicago O’Hare (ORD)

HUB complex.

 

As of August 2014, due to 

larger equipment this year, 

Watertown International

Airport (ART) will offer 30.8% 

additional seats than offered 

at the same time last year 

(Figure 1). American/US 

Airways total scheduled 

departures are up 15.1%

year-to-year. The Watertown 

International Airport 

scheduled air service has 

changed from Chicago 

O’Hare (ORD) last year to 

Philadelphia (PHL) this year. 

In an effort to maintain a position of strategic awareness with the airlines, and track seat 

availability in the market, the Watertown International Airport maintains an outstanding 

relationship with Sixel Consulting Group as their partner in air service development efforts. The 

Airport has retained Sixel Consulting Group and works with them to ensure the Philadelphia route 

continues to be viable as well as communicate with any other charter or potential low cost 

carrier option. Sixel Consulting Group did assist the Airport this year with a complete leakage 

study and analysis. 

DATE CARRIER DEPT ARR FREQUENCY CAPACITY

Aug-13 AA ART ORD 53 2,332

Aug-14 US ART PHL 61 3,050

Y/Y CHG (%) 15.1 30.8

FIGURE 1: Scheduled Service at Watertown International Airport, 8/13 

vs. 8/14

Source: Sixel Consulting Group; OAG Schedule Data, July 2014

MAP 2: Current Service at Watertown International Airport

Source: Sixel Consulting Group; OAG Schedule Data, July 2014
Proposal of Watertown International Airport • Dexter, NY • July 2014 6

Essential Air Service History 

Over the previous decade the Airport received several different air carrier variations serving the 

community to various non-stop destinations through the EAS program. However, the 2011 bid 

cycles saw American Airlines as the successful airline for the Watertown International Airport EAS 

program. In November 2011, American Airlines inaugurated regional jet non-stop service to 

Chicago O’Hare. The American Airlines twice daily service to Chicago O’Hare had been 

operated with a 44-seat regional jet. Since assuming the EAS program for Watertown 

International Airport, American has improved total enplanements and increased load factors. 

As of May 2014 the existing non-stop service was revamped. With the impending merger 

between American Airlines and US Airways the focus for Watertown International Airport 

scheduled service shifted from Chicago O’Hare (ORD) to Philadelphia (PHL). With the new 

Philadelphia service, the regional jet aircraft capacity increased from 44 to 50 seat capacity. 

Currently, the Airport is served by twice daily jet service to Philadelphia (PHL) on American 

Airlines/US Airways operated by their regional carrier, US Airways Express.

Total passenger enplanements improved considerably after American Airlines inaugurated nonstop Chicago O’Hare service in late 2011. This new service was the result of American Airlines’

successful bid with the EAS contract. The average fare has remained relatively consistent over 

the past three years (Figure 2). The passengers per day each day (PDEW) are up 725% since 

2010, boarding an average 56.1 PDEWs.
Proposal of Watertown International Airport • Dexter, NY • July 2014 7

AIR SERVICE DEVELOPMENT EFFORTS AND AIR SERVICE MARKETING

The majority of the top 25 origin and destination (O&D) markets for calendar year 2013 were

airports in the mid-west, mountain states and west coast (Figure 3). This is primarily due to the 

American Airlines network at Chicago O’Hare. The traffic generally flowed east/west for the 

Watertown International Airport passengers. With the recent schedule change, American

Airlines/US Airways now operates through their Philadelphia (PHL) HUB complex. Due to the high 

demand for east coast destinations the 2014 post-departure results for the top O&D destinations 

are expected to reflect mostly southeast and mid-Atlantic markets. 

FIGURE 2: O&D Passengers and Average One Way Fares, Watertown Airport

Source: US DOT OD1A, Calendar Year 2005 – Calendar Year 2013
Proposal of Watertown International Airport • Dexter, NY • July 2014 8

With just American/US Airways operating at 

Watertown International Airport, the average 

one-way fare for the top 25 markets was $234

during 2013 (Figure 4). Due to limited 

connecting opportunities through just one 

non-stop destination, low fares to leisure 

markets are limited. The Watertown 

International Airport travelers pay a high 

average price for access to the national air 

transportation system due to a lack of 

competition and frequency.

FIGURE 3: Top 25 O&D Passenger Markets at Watertown 

Airport

Source: US DOT OD1A, Calendar Year 2012

FIGURE 4: Average One Way Fares at Top 25 Markets at ART

Source: US DOT OD1A, Calendar Year 2013
Proposal of Watertown International Airport • Dexter, NY • July 2014 9

With the 12 months ended in April 2014, the Watertown International Airport market filled an 

average of 73.7% of its available seats. Load factors in the market are continuing to improve 

and are now trending towards the mid to upper 70% range (Figure 5). This trend can continue 

upward if the Airport solidifies the marketing strategy it desires to implement in the marketplace.

Peak summer demand, winter holidays and spring break travel periods help boost the 

Watertown International Airport’s increased load factors during those strong travel times.

Although the passenger demand and improving load factors have been very positive for 

Watertown International Airport over the past two years, a meager 3.1% of the Watertown 

catchment area passengers currently use the Watertown International Airport for their travel 

needs. The recent improvements do indicate the opportunity to market and promote local 

community support of the Airport. Based on the 2013 calendar year leakage analysis, only 56 of 

the nearly 1,800 daily passengers that travel each way from the Watertown region actually use 

Watertown International Airport (Figure 6). The leakage study also indicated that the Watertown 

market is ready for additional passenger support, expanded air service and increased capacity.

None of that can be realized without additional marketing efforts to attract ridership to ART. 

FIGURE 5: Average Passengers and Seats per Day Each Way, and Load Factor at Watertown Airport

Source: US DOT T100; January 2012 – April 2014
Proposal of Watertown International Airport • Dexter, NY • July 2014 10

An analysis of the average one-way domestic fares in Upstate New York State markets indicates 

Watertown International Airport has the highest average fare throughout the region (Figure 7).

The one-way average for Watertown International Airport for calendar year 2013 was $253.

FIGURE 7: Average One Way Fare in Upstate New York Markets 

Source: US DOT OD1A, Calendar Year 2013

FIGURE 6: Leakage Analysis and True Market Study – Calendar Year 2013

Source: Sixel Consulting Group – July 2014

Rank Airport Passengers PDEW Avg Fare Share

1 Watertown International Airport 40,890 56 $266 3.1% 

2 Ottawa Macdonald–Cartier International Airport 705,962 967 $508 54.1% 

3 Syracuse Hancock International Airport 209,234 287 $201 16.0% 

4 Toronto Airports (YYZ/YTZ) 230,707 316 $364 17.7% 

5 Montréal–Pierre Elliott Trudeau International Airport 40,178 55 $377 3.1% 

6 Albany International Airport 27,346 37 $233 2.1% 

7 New York / Newark Airports (EWR/JFK/LGA) 24,640 34 $160 1.9% 

8 Greater Rochester International Airport 20,300 28 $194 1.6% 

9 Kingston / Norman Rogers Airport 6,351 9 $975 0.5% 

 Total Watertown Area Passengers 1,305,608 1,789 $407 100.0% 
Proposal of Watertown International Airport • Dexter, NY • July 2014 11

Watertown International Airport reported a load factor of 70.7% for calendar year 2013 (Figure 

8). The post-departure results are below the regional average within Upstate New York. 

For markets in Upstate New York, Watertown International Airport is one of the most underserved 

in terms of available airline seats. An analysis of the Upstate New York markets shows that 

Watertown International Airport is the second most underserved, with an average of just 0.2

airline seats per capita in 2013 (Figure 9). 

FIGURE 9: Seats per Capita in Upstate New York 

Markets; Sources: US DOT T100, Calendar Year 2013 

2011 US Census

FIGURE 8: Upstate New York Markets Ranked by Load Factor

Source: US DOT T100, Calendar Year 2013

Code City Passengers Available Seats Load Factor

IAG Niagara Falls 98,630 115,260 85.6%

SYR Syracuse 993,121 1,211,820 82.0%

ROC Rochester 1,212,979 1,485,901 81.6%

PBG Plattsburg 151,474 188,368 80.4%

BUF Buffalo 2,578,585 3,223,671 80.0%

ALB Albany 1,201,846 1,530,578 78.5%

BGM Binghamton/Endct/Jhnsn Cty95,185 130,053 73.2%

ITH Ithaca/Cortland 103,161 143,858 71.7%

ART Watertown 18,684 26,423 70.7%

ELM Elmira/Corning 129,632 189,697 68.3%

OGS Ogdensburg 5,379 8,946 60.1%

SLK Saranac Lake/Lake Placid 5,389 9,558 56.4%

MSS Massena 4,784 8,856 54.0%

JHW Jamestown 5,664 24,684 22.9%
Proposal of Watertown International Airport • Dexter, NY • July 2014 12

Subsequently, the Watertown

market generates the fourth lowest 

number of passengers per capita in 

the Upstate New York region, at an 

average of just 0.2 passengers in 

2013 (Figure 10). This figure, while 

disappointing is an entirely fixable 

problem; additional marketing and 

community outreach activities 

would enhance the airport’s brand 

and ultimately passenger 

enplanements. 

 

Marketing Efforts

The Watertown International Airport has made a concerted effort to engage in marketing 

activities since the acquisition of the Airport by Jefferson County in 2006. Leaders are consistently 

looking for ways for the Airport to act as a catalyst for economic development in the region. The 

Airport has worked closely over the years with Thousand Islands Tourism Council (TITC) to develop 

a reasonable marketing program in conjunction with budgetary constraints. TITC has gone so far 

as to suggest marketing campaigns for implementation as they recognize not only the current 

economic value of the Airport, but the economic potential. However, quantifiable metrics to 

track the effectiveness of the ads were never developed. Ads were placed in various forms of 

media without a full plan in place. An example of one of the ads is included. 

FIGURE 10: Passengers per Capita Upstate New York Markets

Sources: US DOT T100, Calendar Year 2014
Proposal of Watertown International Airport • Dexter, NY • July 2014 13

This constraint, as with other small communities, always bottlenecks at funding and having 

personnel available to administer any program. The grant would seek to solve both constraints 

by providing funding for a strategic plan and the ability to utilize an outside firm to implement it.

The average marketing budget at the Airport for the last three years ranged from $8,000 to 

$15,000. The 2013 Marketing expenses are listed in the table below. They do not account for 

partnership marketing with TITC which provided additional marketing exposure. In addition, the 

airport has also worked closely with the American Airlines sales and government affairs 

departments to enhance corporate support and local awareness of air service in Watertown. 

2013 LOCAL MARKETING EXPENSES

ORGANIZATIONS

Thousand Island Privateers Poster Ad - Ice Arena - 2013 Season $750.00

SPECIALTY

GWCC 2013 Membership Guide - 1/2 Page Color $850.00

2013 Visitors Guide /Map - 2"x3" Ad $215.00

Thousand Islands Tourism Council 2013 Travel Guide $1,040.00

BUSINESS PRINT

NNY Business Magazine 1/2 page color - May Issue - Business $498.75

1/3 page color - June Issue - Tourism $380.00

1/6 page color - November/Dec/January $825.00

NNY Living Magazine 1/3 Horizontal Ad-Color $275.00

ONLINE ADS

Watertown Daily Times Internet Holiday Ad - 3 banner rotation $300.00

Television

WWNY TV 7 43:15 Sec Spots - Holiday Ad $1,480.00

Promotional Items

Mugs $300.00

Activity Pads $340.50

Crayons $223.00

Notepads $680.00

TOTAL $8,157.25
Proposal of Watertown International Airport • Dexter, NY • July 2014 14

STRATEGIC PLAN TO IMPROVE AIR SERVICE THROUGH MARKETING

Watertown International Airport’s leakage, to the other major metropolitan airports such as 

Syracuse and Rochester, is primarily due to competitive advantages by presenting additional 

airline choices and frequency to the customer. However, a concentrated marketing effort could 

help educate the passengers of the added costs they incur with utilizing an alternate airport 

including fuel, drive time, and parking fees; all contributing to the overall expense of any flight.

One huge advantage ART has over other airports is the ease of access to a major interstate (IH81) allowing for a free flow of potential Canadian passengers to utilize the airport for their travel 

needs without the complications others have via the roadway. Another strong point is the 

designation of ART as a “Port of Entry” for international travelers. There are strong competitive 

advantages with choosing to fly ART, and the strategic plan which would be developed using 

the grant funds if awarded, would seek to showcase these and many other traits. 

One fundamental key to any strategic marketing and community engagement program is the 

ongoing measurement of success or failure, which allows for course adjustments toward 

successful program elements and away from unsuccessful program elements. The core 

elements to the Watertown International Airport are listed below. They are not meant to be all 

inclusive but define realistic goals for the Airport under the grant award. 

 Developing a strategic marketing and media campaign plan 

 Developing new creative ads for TV/radio/print/outdoor/transit/web 

 Developing an Air Service Community video as testimonial about the airport attributes for 

use in community/corporate outreach events

 Community Outreach (engaging the consumer via social media and public events to 

discuss and promote ART)

 Public Relations and Earned Media outreach

 Corporate Travel Outreach (including meetings with top companies in the region) to discuss 

airport air service offerings and identify opportunities for traffic retention 

 Work with marketing/sales teams at Airline partners to ensure cross-promotional efforts

 Identifying unique marketing and partnership opportunities 

 Conduct second-home research to better understand where area residents vacation
Proposal of Watertown International Airport • Dexter, NY • July 2014 15

Components of the Proposed Watertown International Airport Marketing Strategy Plan 

and Advertising Program

Traditional Advertising and Marketing Methods: The strategic marketing and advertising plan will 

utilize a combination of traditional advertising and public relations methods paired with 

targeting online and new media methods. The goal of the program will be to connect and reconnect with potential travelers while also increasing brand awareness within the region. 

Components of the traditional advertising portion of the plan will include: Radio Advertising, TV 

Advertising, Out-of-Home (billboard advertising), and Local Online Advertising (local online news 

banner advertising). On-air/TV spend may be focused on premium placement such as weather 

and traffic sponsorships to ensure maximum value and the largest audience reach available.

The airport will also work to develop brand specific television commercials which will be 

incorporated into the on-air placements and also used in on-line pre-roll elements of the media 

plan. The inclusion of traditional media placement will allow the airport to support local media 

outlets while enhancing relationships with local media partners. The described traditional 

advertising elements will be timed around specific program objectives including the 

incorporation of airline fare sales and specific efforts around Airport brand building and local 

awareness. Recommended media outlets will be determined once the advertising program is 

finalized. 

New Media and Targeting Online Advertising Methods: The plan will also include targeting online 

and new media advertising methods. These efforts will incorporate a combination of: Advanced 

Keyword Targeting, Flight Path Advertising (targeted advertising on Online Travel Agencies), 

Search Engine Marketing and Social Media. These advertising methods will be aimed at 

targeting the potential passenger when they are in the mindset to travel. Targeting online 

advertising will help the airport to reach travelers by incorporating airport / travel related 

keywords paired with geographical and behavioral targeting. When a geo-targeted traveler 

searches for specific airport defined words they will be redirected to an airport related ad while 

surfing on common news sites. Recommended media outlets will be determined once the 

advertising program is finalized. 

Community Outreach and Corporate Support Program: An important component of the 

marketing plan will be a community outreach and corporate support program. The Airport 

would like to move forward on developing a full plan to identify major corporate travel patterns. 
Proposal of Watertown International Airport • Dexter, NY • July 2014 16

The program will work on developing a corporate travel program and reaching out to travel 

planners of corporations to get more employees to fly from ART. The proposed program will 

attempt to identify the needs of corporate travelers and allow the airport, in conjunction with 

airline partners, increase offerings to better accommodate high paying business customers. The 

program will start with the identification of Travel Managers/Travel Contacts within top 50 

corporations in the region. The next step in the program will be to use relationship building 

tactics and identify ways to encourage travel managers to modify travel policies so that all 

travelers check ART first before booking from another airport. 

Funding Plan – The Airport and its community partners propose a total Grant funding level of 

$325,000. The DOT contribution would be $250,000 matched by $50,000 in local, non-airport cash 

funds from Thousand Islands Tourism Council. The remaining $25,000 is coming from the Airport 

itself. The Airport is committing cash funds available for yearly marketing to assist in this endeavor 

enlarging the pool from which to draw. 

Grant Implementation Timeline – The Airport and its community partners anticipate prompt 

implementation upon Grant award. We anticipate full use of the Grant within an eighteen (18) 

month timeframe beginning first quarter of 2015 and completing the Grant funding program by 

the end of third quarter 2016. We believe this Program will measurably increase Airport 

enplanements and contribute to the eventual exit of ART from the EAS program in the future. 

Activity/Project Milestone Estimated Date

Grant Award Late September 2014

Documents Fully Executed November 2014

Detailed Marketing Plan Development 1st Quarter 2015

Creative for Marketing Campaigns Developed Late 1st Qtr. /Early 2nd Qtr. 2015 

Execution of Marketing Plan 2nd Quarter 2015 thru 3rd Quarter 2016

Grant Close out Submitted to DOT 4th Quarter 2016

PUBLIC PRIVATE PARTNERSHIPS

Watertown International Airport has a number of entities that support the goal of improving air 

service through increased marketing activities. The Thousand Islands Regional Tourism 

Development Corporation is an advocate for additional marketing as evidenced by their 

contribution towards matching funds for the grant. For the past several years they have taken an 

active role in assisting the Airport with marketing items including drafting sample campaigns to 

work from. 
Proposal of Watertown International Airport • Dexter, NY • July 2014 17

Another staunch supporter of the application is the Greater Watertown, North Country 

Chamber. They too are financially contributing to the local match as a means of showing 

support. With 1,000 members, the Chamber represents the business interests of over 22,000 

employees throughout Jefferson County and the region, and has representation from every 

business sector as well as government within its membership base. The Greater Watertown

Chamber maintains a Visitor’s Center, and provides local and travel information to visitors, 

members, and the general public. Their support is a natural fit for the Airport. 

Lastly, Jefferson County, as the owner, operator of the Airport, has a vested interest in the 

continuation of marketing. The correlation between marketing and increasing enplanements 

thereby increasing potential revenue is strong. They too desire an increase in economic growth 

and one way to accomplish this is to strengthen the Airport’s image within the public and private 

sectors. 

PREVIOUS SMALL COMMUNITY AIR SERVICE GRANT

The Watertown International Airport has never received a Small Community Air Service 

Development grant. This 2014 Grant request is for marketing funding to promote the airport and 

the air service it contains within the scope of allowable Grant fund usage for EAS cities. As 

previously mentioned, the grant would be utilized for promotion and strategic planning as it 

relates to advertising.
Proposal of Watertown International Airport • Dexter, NY • July 2014 18

CONCLUSION

The Watertown International Airport boasts a catchment area of over two million passengers 

within a 90 minute drive of the Airport, yet only retains 3% of the catchment passengers. The 

remaining 97% of the potential passengers utilize alternate airports in the region for a variety of 

reasons. Currently Watertown International Airport offers daily nonstop flights to only Philadelphia 

via American/US Airways; a strong network partner. The existing service is limited with just two 

frequencies per day. Although load factors are continuing to improve the high local fares have 

limited the total passenger enplanements at Watertown. As potential customers look to 

alternate airports for their travel needs there is an excellent opportunity to market, advertise and 

expand the knowledge of what Watertown International Airport has to offer. 

At an average of $254 one-way, Watertown International Airport has the highest one-way fares 

within the Upstate New York airports. Coupled with limited frequency and few travel options

means the Airport has been unable to reach its full potential. To help improve the viability of 

Watertown International Airport to the customer base, Airport marketing and advertising are the 

main targets for increased passenger improvements.

Watertown International Airport’s application for the grant is supported by a group of 

community partners which have pledged their financial support and assistance. These partners 

include tourism groups and the area chamber of commerce together with Jefferson County. 

The Watertown International Airport has never been a recipient of a Small Community Air Service 

Development Grant, but believes the award of the grant can change the environment in the 

region; it would allow the Airport to begin an aggressive, multi-layered campaign to retain and 

grow their passenger base. An aggressive campaign would benefit the DOT by increasing 

enplanements and ultimately reducing any future subsidy necessary in the market. It would be 

the intent for the grant to aid the Airport in the eventual exiting of the EAS program. The Airport 

and the community partners urge the DOT to look upon their application favorably.