APPLICATION UNDER 

SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM

DOCKET DOT-OST-2013-0120

SUMMARY INFORMATION

(Note : Only blue shaded areas in Sections A-L can be edited)

All applicants must submit this Summary Information schedule, as the application 

coversheet, a completed form SF424 and the full application proposal on 

http://www.grants.gov

For your preparation convenience, this Summary Information Form is located at

http://www.dot.gov/policy/aviation-policy/small-community-rural-air-service/SCASDP

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: 

DUNS Number

EIN/TIN

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

1.

2.

3.

4.

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.

2.

3.

4.

Grand Junction Regional Airport Authority 156135394 84-6111114 Grand Junction, Colorado Grand Junction Regional Airport GJT
D. LIST THE 2-DIGIT CONGRESSIONAL DISTRICT CODE APPLICABLE TO THE SPONSORING 

ORGANIZATION, AND IF A CONSORTIUM, TO EACH PARTICIPATING COMMUNITY.

1.

2.

3.

4.

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 (SCASDP) Grant

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

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

PUBLIC PRIVATE

1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

G. PROJECT PROPOSAL: (CHECK ALL THAT APPLY)

 Marketing Upgrade Aircraft New Route

 Travel Bank Service Restoration Subsidy

 Surface Transportation Regional Service Revenue Guarantee

 Launch New Carrier Start-up Cost Offset First Service

 Study Secure Additional Service

 Other (describe)

H. EXISTING LANDING AIDS AT LOCAL AIRPORT: (CHECK ALL THAT APPLY)

 Full ILS Outer/Middle Marker Published Instrument Approach

 Localizer Other (specify) 

CO-3 Grand Junction Regional Airport Grand Junction VCB GPS Approach ✔

✔

✔

✔

✔

✔ ✔ ✔

✔

✔

✔

✔

✔

✔
I. PROJECT COST: (ONLY ENTER DATA IN BLUE SHADED AREAS)

LINE DESCRIPTION SUBTOTAL TOTAL AMOUNT

1. Federal amount requested

2. State cash financial contribution

Local cash financial contribution

3a Airport cash funds

3b Non-airport cash funds

3. Total local cash funds (3a + 3b)

4. TOTAL CASH FUNDING (1+2+3)

In-Kind contribution

5a Airport In-Kind contribution**

5b Other In-Kind contribution**

5. TOTAL IN-KIND CONTRIBUTION (5a+5b)

6. TOTAL PROJECT COST (4+5)

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 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 APPLICANT DELINQUENT ON ANY FEDERAL DEBT? (IF “YES”, PROVIDE 

EXPLANATION)

 No Yes (explain)

250,000.00 0.00 30,000.00 10,000.00 40 290 5,000.00 5,000.00 10 300

Item: Administration and Finacial Oversight Source: Grand Junction Regional Airport 

Amount: $5,000

Item: General Public Marketing Source: Grand Junction Visitor and Convention Bureau 

Amount: $5,000 ✔

✔
July 25, 2013

Legal Sponsor: Grand Junction Regional Airport Authority

DUNS: 15-615-5394

Docket Number: OST-2013-0120

Contact: Amy Jordan, C.M.

 Deputy Director: Administration

 Grand Junction Regional Airport

 800 Eagle Drive

 Grand Junction, Colorado 81506

 Phone: 970-248-8597

 Email: ajordan@gjairport.com

Grand JunctionRegional Airport

Proposal Under the 2013 

Small Community Air Service 

Development Program
ii

I Summary Information

II Proposal Highlights

III Air Service Background

IV Air Service Issues

V Action Plan

VI Schedule/Monitoring

TABLE OF CONTENTS
1

| Grand Junction Regional Airport

SUMMARY INFORMATION

APPLICATION UNDER 

SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM

DOCKET DOT-OST-2013-0120

SUMMARY INFORMATION

(Note : Only blue shaded areas in Sections A-L can be edited)

All applicants must submit this Summary Information schedule, as the application 

coversheet, a completed form SF424 and the full application proposal on 

http://www.grants.gov

For your preparation convenience, this Summary Information Form is located at

http://www.dot.gov/policy/aviation-policy/small-community-rural-air-service/SCASDP

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: 

DUNS Number

EIN/TIN

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

1.

2.

3.

4.

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.

2.

3.

4.

Grand Junction Regional Airport Authority

156135394

84-6111114

Grand Junction, Colorado

Grand Junction Regional Airport GJT
| Grand Junction Regional Airport

2

SUMMARY INFORMATION

D. LIST THE 2-DIGIT CONGRESSIONAL DISTRICT CODE APPLICABLE TO THE SPONSORING 

ORGANIZATION, AND IF A CONSORTIUM, TO EACH PARTICIPATING COMMUNITY.

1.

2.

3.

4.

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 (SCASDP) Grant

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

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

PUBLIC PRIVATE

1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

G. PROJECT PROPOSAL: (CHECK ALL THAT APPLY)

 Marketing Upgrade Aircraft New Route

 Travel Bank Service Restoration Subsidy

 Surface Transportation Regional Service Revenue Guarantee

 Launch New Carrier Start-up Cost Offset First Service

 Study Secure Additional Service

 Other (describe)

H. EXISTING LANDING AIDS AT LOCAL AIRPORT: (CHECK ALL THAT APPLY)

Full ILS Outer/Middle Marker Published Instrument Approach

CO-3

Grand Junction Regional Airport

Grand Junction VCB

✔

✔

✔

✔

✔

✔ ✔ ✔

✔

✔

✔

✔
3

| Grand Junction Regional Airport

SUMMARY INFORMATION

I. PROJECT COST: (ONLY ENTER DATA IN BLUE SHADED AREAS)

LINE DESCRIPTION SUBTOTAL TOTAL AMOUNT

1. Federal amount requested

2. State cash financial contribution

Local cash financial contribution

3a Airport cash funds

3b Non-airport cash funds

3. Total local cash funds (3a + 3b)

4. TOTAL CASH FUNDING (1+2+3)

In-Kind contribution

5a Airport In-Kind contribution**

5b Other In-Kind contribution**

5. TOTAL IN-KIND CONTRIBUTION (5a+5b)

6. TOTAL PROJECT COST (4+5)

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 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 APPLICANT DELINQUENT ON ANY FEDERAL DEBT? (IF “YES”, PROVIDE 

EXPLANATION)

250,000.00

0.00

30,000.00

10,000.00

40

290

5,000.00

5,000.00

10

300

Item: Administration and Finacial Oversight Source: Grand Junction Regional Airport 

Amount: $5,000

Item: General Public Marketing Source: Grand Junction Visitor and Convention Bureau 

Amount: $5,000

✔
| Grand Junction Regional Airport

4

PROPOSAL HIGHLIGHTS

PROPOSAL HIGHLIGHTS

This Small Community Air Service Development Program grant application for the Grand Junction 

Regional Airport Authority/Grand Junction Regional Airport, in Grand Junction, Colorado meets the 

guidelines set out in Docket DOT-OST-2013-0120. The Grand Junction Regional Airport Authority, 

the Airport sponsor, is requesting $250,000.00 in federal assistance to facilitate the implementation 

of a $300,000.00 air service improvement initiative. The project’s goals are to improve air service to 

abroad section of Grand Junction’s community traveling to the western United States and international 

destinations, mitigate the need to drive long distances to access air service and competitive fares to these 

markets, and improve local access to the national air transportation systems for this isolated part of 

Colorado.

The plan to accomplish these goals are:

1. Secure additional seat service with an airline that has a hub located west of Grand 

Junction, Colorado. 

2. Support the long-term success of the initiative with a creative, three-part marketing program that 

specifically targets the market’s barrier to entry.

3. Support alternate airline initiatives at other hub airport that accomplish the goals of this application.

This plan will reduce local air travelers’ need to drive to Denver International Airport or Salt Lake City 

International Airport to access air service and competitive fares to destinations located in the western 

United States and beyond. Increasing the supply of seats will have the added benefit of decreasing 

airfares to destinations west of Grand Junction, Colorado.
5

| Grand Junction Regional Airport

PROPOSAL HIGHLIGHTS

AIR SERVICE ISSUES

Grand Junction is a relatively isolated community in west central Colorado approximately 250 miles 

from Denver, Colorado. It is the economic center of the regional and more importantly, is the epicenter 

of Colorado’ energy industry,, as well as the regional center for medical, business, and retail. This remote 

part of Colorado is highly dependent on air service for commerce and communication with the rest 

of the country. Currently, westbound air service does not provide the service needed to meet robust 

demand. Westbound service is focused on primarily the Salt Lake City hub and service is provided 

primarily by only one carrier year-round and by a second carrier seasonally. The net result is that the 

majority of travelers are driving four hours to Salt Lake City, Utah or five hours to Denver, Colorado to 

access service and competitive airfares. 

The net result is that passengers traveling to an of Grand Junction’s top westbound markets drives nearly 

five hours to either Denver, Colorado or Salt Lake City, UT. It is an understatement to say that Grand 

Junction is in need of additional westbound air service.

Consistent with the law of supply and demand, Grand Junction’s shortage of west bound service and 

limited competition have resulted in over priced airfares. Average airfares for the year ending July 2013 

were significantly higher than Denver and Salt Lake City in all of the top westbound markets. On a 

sample day in July 2013, published business airfares in Grand Junction’s top westbound markets ranged 

from $114.00 to $266.00 higher than comparable Denver and Salt Lake City fares. Given the service 

shortage, the fare comparisons are not surprising, but they are a handicap to market growth and evidence 

that the Grand Junction market is over priced. 

Grand Junction is an under served and overpriced market in terms of westbound service.

A WELL DEFINED PLAN

The proposed plan includes a creative and comprehensives three-part marketing campaign to support 

additional airlines service to a hub airport located either west of Grand Junction. Using the marketing 

program as an initiative, the plan is to add airline service and/or additional service to a western hub. 

With high demand and airlines seats in short supply, Grand Junction’s air travelers have been trained to 

drive to Denver or Salt Lake City to catch flights for western or international destinations. Strategically, 

the eight-month marketing plan underwrites the success of this initiative by focusing on breaking 

those travel habits and expanding our catchment area, with a heavy emphasis on capturing the business 

traveler. The marketing plan uses the power of a unique Mileage Award Bonus Program (frequent flyer) 

in concert with a Business Flyer Marketing Plan and traditional General Public Marketing Plan to 

promote service improvements, stem passenger diversions and increase our catchment area.
| Grand Junction Regional Airport

6

PROPOSAL HIGHLIGHTS

BROAD COMMUNITY SUPPORT

The Grand Junction Regional Airport Authority, the Grand Junction Visitor and Convention Bureau, 

and West Star Aviation, have formed a public-private partnership in support of this application. The 

strength of this public-private partnership comes from the cohesiveness of these groups and their 

ability to work collectively to market and promote air service opportunities. The partners have a broad 

knowledge and history of collaborating and developing marketing goals that support and benefit the 

overall community. The public-private partnership created for this grant application builds on the 

foundation of these relationships that span many years and numerous projects. 

Non-airport sources will fund 5 percent ($15,000.00) of the $300,000.00 proposed plan. Grand Junction 

Regional Airport Authority and the Grand Junction Visitor and Convention Bureau will provide an 

additional $35,000.00 in cash and in-kind contributions to support the project.

STRONG ABILITY TO IMPLEMENT THE PROJECT

Communications with the primary target airlines indicate an interest by the carriers in servicing markets 

to the west of Grand Junction. From the community’s perspective, the Grand Junction Regional Airport 

Authority and the Grand Junction Visitor and Convention Bureau are ready to launch the Air Service 

Support Program as soon as a grant is received and an agreement is reached with a carrier. 

MULTIPLE SECTORS OF THE COMMUNITY WILL BENEFIT

Grand Junction is the type of community/region that the United States Congress had in mind when 

it created the Small Community Air Service Development Program. Grand Junction MSA has a 

population of 143,848 and is over 250 miles form the larger metropolitan areas of Denver and Salt Lake 

City. By any measure, it is a remote location. Unlike other Colorado communities, Grand Junction’s 

economy is first business and second leisure. Grand Junction is the regional center for travel, retail, 

health care, construction and supplies, education, business and professional services, and more. Because 

of Grand Junction’s isolated location and its role as a regional center, air service is critical to all aspects of 

the community. The importance of air service to this region is compounded by its vast energy resources. 

It is not a stretch to mention that these resources are also important to our nation and that the proposed 

improvements support their development.
7

| Grand Junction Regional Airport

AIR SERVICE BACKGROUND 

AIR SERVICE BACKGROUND

The Air Service Background section provides a community overview including the airport catchment 

area and economic and demographic information. Information on existing and historical air service is 

also covered.

GRAND JUNCTION REGIONAL AIRPORT CATCHMENT AREA

To understand airport use, it is important to understand the relative size of the catchment area, current 

air service, and enplanement activity. Grand Junction Regional Airport’s use was determined using year 

ended March 31, 2010, MIDT data for the zip codes from the primary catchment area.

An airport catchment area, or service area, is a geographic area surrounding an airport where it can 

reasonably expect to draw passenger traffic and is representative of the local market. The primary 

catchment area contains the population of travelers who should use Grand Junction Regional Airport 

considering the drive time from the catchment area to competing airports. This population of travelers 

is Grand Junction Regional Airport’s focus market for air service improvements and represents the 

majority of travelers using the local airport. The secondary catchment area represents the broader area 

that Grand Junction Regional Airport draws from; however, these areas have alternate commercial 

service airports that are a closer drive distance. The focus of this report is the primary catchment area.

The map identifies 

the Grand Junction 

Regional Airport 

primary and secondary 

catchment areas. The 

primary catchment 

area is comprised of 

38 zip codes with an 

estimated population 

of almost 220,000. The 

secondary catchment 

area has 49 zip codes 

with an estimated 

population of 185,381.

Total catchment 

area population over 

405,000. 

Copyright © and (P) 1988–2009 Microsoft Corporation and/or its suppliers. All rights reserved. http://www.microsoft.com/mappoint/

Certain mapping and direction data © 2009 NAVTEQ. All rights reserved. The Data for areas of Canada includes information taken with permission from Canadian authorities, including: © Her Majesty the Queen in Right of Canada, © Queen's Printer for 

Ontario. NAVTEQ and NAVTEQ ON BOARD are trademarks of NAVTEQ. © 2009 Tele Atlas North America, Inc. All rights reserved. Tele Atlas and Tele Atlas North America are trademarks of Tele Atlas, Inc. © 2009 by Applied Geographic Systems. All 

rights reserved.

GJT Catchment Area

0 mi 50 100 150
| Grand Junction Regional Airport

8

AIR SERVICE BACKGROUND 

COMMUNITY ECONOMIC AND DEMOGRAPHICS

As our national economy slowly begins to rebound, the Grand Junction Metropolitan Statistical Area 

(MSA) continues to see some signs of recovery. 

The Business Confidence Index measures the confidence of Colorado business leaders in six categories: 

national economy, state economy, industry sales, industry profits, hiring plans, and capital expenditures. 

The LBCI fell slightly, from 51.6 in Q4 2012 to 51.3 in Q1 2013, yet remained positive. (neutral point of 

his scale is 50). 

“Expectations stayed positive for all metrics except the national economy and industry hiring plans. The 

ongoing differential between the state and the nation narrowed in Q1 indicating that Colorado business 

leaders still have greater confidence in the local economy than the national economy. Overall, businesses 

are proceeding cautiously in the face of macroeconomic uncertainty. Month over month employment 

figures and jobless claims are pointing to a consistently improving labor market. However, drags on the 

economy persist—the European debt crisis, the rate of employment growth, and the resolution of the 

federal debt crisis.“ (Source: LEEDS Business Confidence Index® (LBCI).

Colorado’s State Quarterly Personal Income increased from $234,223 in Q3 2012 to $239,306 in Q4 

2012. (Source: US Department of Commerce.)

The Colorado Office of State Planning and Budgeting had forecasted per person Per-Capita Income for 

March 2013 to be $46,326. This is slightly above the 2012 level of $45,393.

Jobs and Wages

(Sources: Colorado Department of Labor, US Department of Labor, Mesa County WFC.)

The unemployment rate in Grand Junction was 9.1% in February 2013.

As of February 2013, the total MSA labor force is reported at 78,351.

The average annual wage in Mesa County for the third quarter of 2012 is $42,271.

The ratio of applicants to every job order was 16:1 as of March, 2013. 

Tax Revenues

The City of Grand Junction collected $3,344,004 in Sales & Use Tax Revenue in March 2013. This 

represents an 6% decrease from March 2012.

Sales & Use Tax revenues comprise more than 40% of the City of Grand Junction’s total revenues.

The combined tax rate is 7.65%. This includes rates from the State of Colorado, Mesa County, and the 

City of Grand Junction.

In the first quarter of 2013, the Grand Junction VCB collected $173,554 in lodging tax. This represents a 

9% decrease from the first quarter of 2012.

Real Estate

(Source: City of Grand Junction, Mesa County and zillow.com)
9

| Grand Junction Regional Airport

58 New Development Applications were submitted for the first quarter of 2013.

The median home sale price has decreased again to $177,000. 

PROXIMITY TO A COMPETING AIRPORT

Grand Junction Regional Airport is approximately 265 miles west of Denver and 290 miles east of Salt 

Lake City. Although these airports have service to hundreds of destination and thousands of flights per 

week, the distance and complications associated with driving over high mountain passes makes driving 

to/from these airports impractical at best. Several non-hub airports such as Monstrose and Eagle/Vail 

are located within 100 miles of Grand Junction; however, their limited service that is geared toward ski 

traffic and offers little to no benefit to the residents of the Grand Valley.

AIR SERVICE BACKGROUND 
| Grand Junction Regional Airport

10

AIR SERVICE BACKGROUND 

FACTORS AFFECTING AIR SERVICE

Air service at the Grand Junction Regional Airport is primarily affected by three factors: geographic 

location, modest market size, and aircraft size/economic. The modest market size is insufficient to 

support additional point-to-point service to the Denver, Phoenix, and Salt Lake City hubs. Westbound 

travelers use existing Salt Lake City service, 215 miles to the west/northwest and Phoenix service, 440 

miles to the southwest. Both hubs provide connecting service to the west coast, but circuity limits the 

competitiveness of service to Southern California and the Pacific Northwest. The Denver hub, 210 miles 

to the east, is the gateway to the eastern two-thirds of the country. The nearest alternative is Dallas/Fort 

Worth, 770 miles tot he south/southeast and Houston, 980 miles south/southeast. 

PAST AIR SERVICE DEVELOPMENT EFFORTS

Over the past several years Grand Junction Regional Airport has engaged in an aggressive air service 

development program that has included air service research and retainment.. The Airport has been 

successful at acquiring and maintaining additional service that includes:

2006 Allegiant Air Begins Twice Weekly Service to Las Vegas, NV 

•	 Marketing Program Implemented Successfully

•	 Service Remains Successful Today with High Load Factors

2008 American Eagle Begins Twice Daily Service to Dallas/Fort Worth, TX

•	 Marketing Program Implemented Successfully

•	 Service Remains Successful Today with High Load Factors

2009 Allegiant Air Begins Twice Weekly (Highly Seasonal) Service to Los Angeles, CA

•	 Marketing Program Implemented Successfully

•	 Service Remains Successful Today with High Load Factors

•	 This service is in jeopardy, due to Allegiant’s inability to reach favorable operating agreement 

with LAX Airport. 

•	 This service is highly seasonal and has become less frequent the last two years, with flights only a 

few months out of the year.

2011 United Begins Twice Daily Service to Houston, TX

•	 Marketing Program Implemented Successfully

•	 Service Remains Successful Today with High Load Factors
11

| Grand Junction Regional Airport

AIR SERVICE BACKGROUND

GJT Performance Report

Q4 2012 - By Airline and Destination

Airline Dest Miles AVG 

RT’s

AVG/Departure

LF Average 

Fare

Average 

Segment 

Fare Pax Seats

UA DEN 212 6.8 32 51 63% $364.02 $165.47 

US PHX 438 2.7 33 42 79% $162.32 $73.78 

AA DFW 772 2.5 39 50 78% $267.32 $121.51 

DL SLC 216 2.3 37 50 74% $259.36 $117.89 

CO IAH 978 1.1 38 50 76% $313.57 $142.53 

G4 LAS 420 0.3 133 150 89% $84.16 $84.16 

G4 LAX 656 0.2 140 150 93% $99.67 $99.67 

CURRENT AIR SERVICE

Grand Junction Regional Airport is served by five marketing carriers: Allegient, 

American Eagle, Delta Airlines, United Airlines, and US Airways. Non-stop commercial 

service is provided to seven cities: Dallas/Fort Worth, Denver, Houston, Las Vegas, Los 

Angeles (seasonal), Phoenix, and Salt Lake City. 
| Grand Junction Regional Airport

12

AIR SERVICE BACKGROUND 

GJT Leakage - Top 10 Markets by Passenger 

Q4 2011

Rank Code Destination Reported 

pax

Retention Diversion True 

Market DEN MTJ ASE SLC EGE HDN

1 LAS Las Vegas, 

NV 37,577 95.1% 1,948 39,525 1,593 0 284 35 35 0

2 DEN Denver, CO 32,014 95.7% 1,426 33,440 0 389 907 0 0 0

3 LAX Los Angeles, CA 26,481 89.2% 3,219 29,700 2,288 124 621 186 0 0

4 DFW Dallas, TX 

(DFW) 22,409 88.3% 2,966 25,374 494 1,153 494 824 0 0

5 PHX Phoenix, 

AZ 18,861 78.3% 5,229 24,090 4,640 236 236 118 0 0

6 IAH Houston, 

TX (IAH) 12,803 77.3% 3,766 16,569 2,259 452 603 0 452 0

GJT Passenger Origin and Destination Data 

2012 and 2013

Average passengers/day (PDEW) % orig

ORIG DEST Total GJT

2012 1Q 304 214 518 59%

2Q 317 301 617 51%

3Q 303 323 625 48%

4Q 318 258 576 55%

2013 1Q 280 278 557 50%

2Q 313 321 634 49%

3Q 315 317 633 50%

4Q 278 277 555 50%
13

| Grand Junction Regional Airport

Average Fare Grand Junction versus National 

2010-2012

AIR SERVICE BACKGROUND 

 $300

 $320

 $340

 $360

 $380

 $400

 $420

 $440

 $460

 $480

 $500

Q1 10 Q2 10 Q3 10 Q4 10 Q1 11 Q2 11 Q3 11 Q4 11 Q1 12 Q2 12 Q3 12 Q4 12

GJT Average Fare

Domestic O&D

National Average Fare

Domestic O&D
| Grand Junction Regional Airport

14

2010 GJT Origin & Destination Traffic

By Airline and Destination

Passenger 

Rank Destination PDEW Average Fare Passenger Revenue

1 LAX Los Angeles CA 48.0 69 2,432,237

2 LAS Las Vegas NV 44.4 65 2,108,918

3 PHX Phoenix AZ 29.7 146 3,167,506

4 DEN Denver CO 25.0 149 2,709,857

5 DFW Dallas/Fort Worth TX 20.0 204 2,984,265

6 IAH Houston-Intercontinental TX 18.4 222 2,977,128

7 ORD Chicago-O'Hare IL 13.9 165 1,680,772

8 SEA Seattle/Tacoma WA 11.6 183 1,548,370

9 SFO San Francisco CA 10.5 156 1,202,234

10 ATL Atlanta GA 10.1 160 1,183,660

11 SAN San Diego CA 9.8 162 1,163,463

12 PDX Portland OR 9.3 184 1,251,481

13 MSP Minneapolis/St. Paul MN 8.8 168 1,076,471

14 MCO Orlando FL 8.1 183 1,079,081

15 SMF Sacramento CA 7.9 178 1,028,958

16 SLC Salt Lake City UT 7.7 175 987,144

17 BOS Boston MA 7.2 199 1,046,107

18 LGA New York-La Guardia NY 6.9 221 1,109,868

19 IAD Washington-Dulles VA 6.5 186 879,443

20 PIT Pittsburgh PA 6.4 238 1,106,344

21 SNA Orange County CA 6.2 147 665,301

22 MCI Kansas City MO 6.1 158 707,133

23 SAT San Antonio TX 6.0 155 684,422

24 AUS Austin TX 5.5 157 633,563

25 PHL Philadelphia PA 5.5 208 832,688

Total All Markets 581.8 188 79,988,861

AIR SERVICE BACKGROUND 
15

| Grand Junction Regional Airport

AIR SERVICE ISSUES

AIR SERVICE ISSUES

Currently, the demand situation west bound is such that limited service can be purchased at very high 

fares and/or reasonable fare service is only available for al limited number of months per year. Additional 

service is needed to a hub west to better align westbound traffic demand. Additional service will address 

the under served situation while creating an environment whereby fares westbound will moderate to 

lower more reasonable and competitive fare levels. The additional service resulting in more competitive 

fares will create a situation conducive to more passengers electing to use Grand Junction Regional 

Airport’s air service rather than driving to Denver or Salt Lake City.
| Grand Junction Regional Airport

16

ACTION PLAN

ACTION PLAN

The Action Plan proposed by the Grand Junction Regional Airport’s public-private partnership will 

achieve the goals described in this application by increasing airline service and lowering ticket prices to 

markets located west of Grand Junction. This Action Plan section provides a detailed description of the 

project goals and a plan for attaining those goals. In addition to the Action Plan, this section identifies 

self-sufficiency of the service as an integral part of the community’s goals and provides a descriptions 

of how the community plans to continue with the project if it is not self-sustaining after the grant 

award expires. A detailed description of the funding necessary for implementation for the Action Plan, 

including federal and non-federal contributions, is included.

COMMUNITY PARTNERSHIP

The Grand Junction Regional Airport Authority is the owner/sponsor of the Grand Junction Regional 

Airport. The organizations and companies listed below have formed a public-private partnership. 

Collectively, this partnership is committed to completing the outline Action Plan. 

Partnership Members:

Grand Junction Regional Airport Authority (Public)

Grand Junction Visitor and Convention Bureau (Public)

The Grand Junction Regional Airport Authority will execute all federal grant offers, process all 

associated reimbursement requests, and oversee grant administration. The Grand Junction Visitor and 

Convention Bureau will contribute non-airport cash and in-kind marketing and promotional services 

to support the additional air service. This small, but effective partnership has collaborated numerous 

times in the past to develop and promote travel. The strength of this partnership is that is builds on the 

foundation of relationship that span many years and numerous past projects. 

PROJECT GOALS

The Project Goals are to:

1. Improve air service to all sectors of the population served by the Grand Junction Regional Airport 

that travel to the western United States.

2. Mitigate the need to drive long distances to access air service and competitive fares to destinations in 

these regions.

3. Improve regional access to the national air transportation system.
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ACTION PLAN

The Action Plan outlined herein will support a burgeoning energy industry, local business, universities, 

and government employees. Improved access to the national air transportation system and, specifically, 

improved access to either the northeast or the west United States, is vital to businesses and importantly 

to the development of the energy resources in Western Colorado.

PROPOSED AIR SERVICE

As detailed in the Air Service Issues section, Grand Junction’s core problem is that airline service is 

dramatically lower that local demand, and high ticket prices are an associated result. To accomplish the 

goals of this application, the plan is to add airline service to a connecting hub located west of Grand 

Junction. 

AIR SERVICE SUPPORT PLAN

The shortage of airline seats and the high airfares is not a new problem in Grand Junction. Grand 

Junction has been an under served and overpriced market for most of its history, and not surprisingly, 

local air travelers have developed a habit of driving to Denver or Salt Lake City for air service. An 

indicator of the magnitude of the problem is that the drive to both Denver and Salt Lake City require 

the traveler to drive over mountain passes and the trip can be especially dangerous in the winter.

For the airlines that adds service in Grand Junction, the number one barrier to entry is the existing 

travel habits; people driving to access better air service and fares. The carrier is at risk during the startup period, and the rate of absorption of the added service by the market will depend on breaking those 

habits and making the current market aware of the new service, as well as expanding the catchment are 

and making that area aware of the new service. Business flyers are less price sensitive, more accepting of 

smaller aircraft, and fly locally for convenient. Accordingly, efforts to change existing travel habits must 

target the areas business flyer’s. Likewise, efforts to increase the catchment area are best made to the out 

lying business communities. 

Without community involvement and support, considering the hurdles discussed above, the carrier that 

adds service in the Grand Junction market will have a protracted ramp-up period that translates to added 

risk. However, the carrier will not spend the dollars or effort to address the basic barriers to entry. Grand 

Junction’s partnership has conceived a creative, integrated Air Service Support Plan. Its focus is two-fold; 

engage Grand Junction’s business community in reducing the ramp-up period for the improved service 

and alter the air travel habits in the market. The three elements of this plan, include:

1. Mileage Award Bonus Program

2. Business Flyer Marketing

3. General Public Marketing
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ACTION PLAN

MILEAGE AWARD BONUS PROGRAM

The Airport will purchase an undetermined number of award miles/frequent flyer miles from the airline 

that adds additional service/service (no less than 50-seats per day) to a hub west of Grand Junction. The 

partnership would work together to award these frequent flyer miles to travelers. To be eligible for the 

award, each person will: 

1. Need to provide proof of purchase of travel on the target airlines within he first four months of 

improved service.

2. Be a member (existing or new) of the target airline’s mileage reward program. 

Use of the Mileage Reward Program has the following strategic benefit:

•	 Promotes use of the service improvements during the start-up period

•	 Provides an incentive to break the habit of driving to Denver or Slat Lake City for air service

•	 Provides a mechanism to reach the high-value business flyer

•	 Vests travelers in the airlines mileage award program

•	 Provides a marketing hook

•	 Provides the airlines with up-front cash that is not a subsidy

GENERAL PUBLIC MARKETING

Successfully countering the propensity of Grand Junction’s travelers to drive to Denver or Salt Lake City 

to catch flights requires a well coordinated and aggressive marketing plan. It has to break existing travel 

habits. Also, enlarging the Airport’s catchment area is not small feat. This will require extensive research 

and outreach to outlying communities. This plan proposes to use paid advertising and promotion linked 

with Mileage Award Bonus Program to inform Grand Junction and surrounding areas of air service 

improvements. The Mileage Award Bonus Program will add an element of excitement to the marketing 

message that will stimulate interested and the community involvement. Nothing creates more interest 

like giveaway programs, and airlines miles are a tried and true marketing tool that is used by a wide array 

of vendors to promote sales.

Managed by the partnership, the $200,000.00 marketing budget will fund a six month, multi-media 

program. Promotion will begin 60 to 90-days prior to the service improvement date and continue for six 

months. A significant portion of the budget will be expended during the first 120-days of the campaign; 

however, the total advertising promotion is planned for six months. The marketing message will be 

developed jointly by the partnership and the carrier and will focus on the features and benefits of the 

new service. The use of this message along with the promotion of the Mileage Bonus Award Program 

will effectively reach the general public and specifically, the business traveler. 
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ACTION PLAN

BUSINESS FLYER MARKETING

The partnership will work to promote the air service improvements extensively to the business 

communities within the current Airport catchment area as well as the business communities that are 

just outside the catchment area. The partnership will work with area Chambers to participate in events, 

newsletters, e-mails, and mail-outs to promote the air service improvements and the Mileage Award 

Bonus Program. Working with the Chambers assures that the message and program targets the highvalue airline customer, the business traveler. 

Administration and financial oversight of the Air Service Support Plan will be the responsibility of the 

Grand Junction Regional Airport Authority. The partnership members will oversee the planning and 

execution of the marketing program. 

PROJECT CONTINUATION AND SUSTAINABILITY

If at the end of the first six months of service the airlines has not achieved a minimum of 60 percent 

average load factor, the Grand Junction Regional Airport Authority will extend the air service 

improvement marketing campaign for an additional three months. The Grand Junction Regional Airport 

Authority will commit additional funds, up to $30,000.00 for this purpose.

Grand Junction’s business community and the Grand Junction Regional Airport Authority understand 

the difficulties associated with profitability operating air service to the Grand Junction market and the 

importance of making new service ventures successful. In the event adjustments are needed, this groups 

is committed to doing whatever it takes.

ALTERNATE PLAN - 

If the Grand Junction Regional Airport Authority fails to secure airline service to a westbound 

destination, an alternate plan will be pursued to achieve the community’s goals. 
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FUNDING

Grand Junction Regional Airport is seeking $250,000.00 in United States Department of Transportation 

funding to be used for an air service improvement program to mitigate a portion of the participating 

airlines risk associated with improving air service. The community intends to participate in the funding 

of the program by contributing a portion of the air service marketing budget, in-kind marketing and 

promotional services, and program administration. The Grand Junction Regional Airport is familiar with 

the grant application guidelines and understands that grant funds are provided on a reimbursement basis. 

The table below provide the Action Plan budget broken down by element and sources of funding. 

DESCRIPTION

FUNDING SOURCE

US DOT AIRPORT NON-AIRPORT TOTAL

CASH CASH IN-KIND CASH IN-KIND

Airline Incentive Program:

Mileage Award Program $70,000 $20,000 $10,000 $100,000

General Public Marketing $180,000 $10,000 $5,000 $195,000

Program Administration $5,000 $5,000

TOTAL $250,000 $30,000 $5,000 $10,000 $5,000 $300,000

Percent of Total Project 83.3% 10% 1.6% 3.3% 1.6% 100.0%

ACTION PLAN
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SCHEDULE & MONITORING

Considering the ever changing nature of the airlines industry, it is difficult to precisely identify when the 

goals of the Action Plan will be realized. Accordingly, the partnership has developed a realistic schedule 

to achieve the goals of this proposal. Admittedly, there is extra time built into the schedule, but the 

intent is to aggressively execute the Action Plan. This section identifies critical milestones to be achieves 

by the public-private partnership. A monitoring program is also provided to track the performance of the 

service improvements and progress of the project.

MILESTONES

The following milestones are proposed to track the progress of this air service initiative:

Service Start-Up

By July 2014, the public-private partnership will negotiate with a carrier for planned service. The 

schedule is to reach an agreement and begin service with a carrier prior to July 2014.

General Public Marketing 

Implement 60 to 90-days prior to service star date: Completion of the marketing plan associated with 

all the elements of the marketing program will be completed at least 90 days prior to the start of service. 

The plan will use the Mileage Award Bonus Program as a means to stimulate interest in the service. This 

timing of the marketing effort will, to a large degree, depend on how much lead time the airlines gives 

the community on the service announcement. 

Business Flyer Marketing

Implement 60 to 90-days prior to the start of service: The partnership will coordinate with business 

organizations (Chambers of Commerce, Corporate Organizations and Clubs, etc...) to plan and execute 

a coordinated promotion program to their respective members. The Mileage Award Bonus Program will 

be a key element of this program.

Mileage Award Bonus Program

Service start date plus 120 days (or sooner): Award miles will be distributed to the travelers who fly 

on the airline that provides the new service within the first 120 days of service. Distribution of award 

miles will be on a first-come-first-serve basis, and the program will end when all bonus miles have been 

distributed.
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SCHEDULE & MONITORING

MONITORING PROGRAM

The performance of the air service initiatives, project budget, and effectiveness of the marketing 

campaign will be tracked. Timely tracking of some performance indicators will require the cooperation 

of the partner airline. The following service performance indicators will be tracked by the Grand 

Junction Regional Airport Authority:

•	 Monthly - Aircraft departures, cancellations, seats/service, passenger per flight, load factors by 

flight.

•	 Monthly for the first six months of service - Monitor published fares by category (walk-up, 

business, leisure) for the top 20 westbound destinations.

•	 Quarterly for the first two-years of service - Monitor average airfares for the top 20 west bound 

destinations and compare with the previous two years on a quarter by quarter basis.

•	 After the first 12 months of service, the Airport will complete a passenger diversion study to 

measure the diversion of travelers to Denver and Salt Lake City.

•	 At the end of the first year of service, compare origin and destination passengers for the top 20 

westbound destinations with the previous two years.