APPLICATION UNDER THE SMALL COMMUNITY 

AIR SERVICE DEVELOPMENT PROGRAM

Docket DOT-OST-2012-0069

Magic Valley Regional Airport

Twin Falls, Idaho

Legal sponsor: 

City of Twin Falls, ID

DUNS: 156164758

Tax ID: 82-6000270

Congressional District: 

ID-02

Contact: Bill Carberry

Airport Manager

PO Box 1907

Twin Falls, ID 83303

Phone: 208-733-5215

Fax: 208-736-1505

bcarberry@tfid.org


APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Prepared by

TABLE OF CONTENTS

Application Highlights..................................................................... 1

Capacity Constrained Market.........................................................................1

Community Cost Contribution ........................................................................1

Public-Private Partnership..............................................................................2

Material Benefits ............................................................................................2

Use of Funds in a Timely Fashion..................................................................2

Air Service Environment ................................................................. 3

Growing Catchment Area...............................................................................3

Strong Economy ............................................................................................4

Air Service – Existing/Historical ..................................................... 6

Existing Air Service........................................................................................6

Historical Air Service......................................................................................6

Past Air Service Development Efforts ............................................................8

Air Service Needs and Deficiencies................................................ 9

Additional Capacity Needed...........................................................................9

Unmet Market Demand................................................................................10

Strategic Plan................................................................................. 11

Public-Private Partnership............................................................................11

Project Goals ...............................................................................................11

Proposed Air Service ...................................................................................12

Airline Participation ......................................................................................12

Market Analysis............................................................................................12

Alternate Plan ..............................................................................................13

Incentive and Support Plan..........................................................................13

Strategic Plan Funding.................................................................................16

Project Continuation and Sustainability........................................................17

Schedule and Monitoring .............................................................. 18

Critical Milestones........................................................................................18

Monitoring Program .....................................................................................19

Appendix A. Letters of Support .................................................... 20

Airline...........................................................................................................20

Government .................................................................................................20

Public-Private Partnership............................................................................20

Businesses and Organizations.....................................................................20
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

1

APPLICATION HIGHLIGHTS

his Small Community Air Service Development Program (SCASDP) grant 

application for the Magic Valley Regional Airport (TWF) meets the criteria of 

Docket DOT-OST-2012-0069. The City of Twin Falls, Idaho, the legal sponsor

and owner/operator of TWF, is requesting $500,000 in federal assistance to 

implement a $584,925 air service initiative. 

The project goal is to increase seat capacity in the TWF market. With 

the reduction in daily roundtrips to/from Salt Lake City from a high of 

six in recent years down to just three daily beginning in September 

2011, TWF’s primary air service need is additional seat capacity to 

Salt Lake City. The reinstatement of a fourth Embraer EMB-120 

Brasilia roundtrip or an aircraft upgrade on one or more of the existing 

flights to 50-seat regional jets would accomplish the goal.

CAPACITY CONSTRAINED MARKET

In September 2011, SkyWest Airlines reduced TWF’s daily roundtrips 

from four to three, largely due to the continuing impacts of the 

recession and high fuel costs which have made it very difficult for an 

airline to make a profit, particularly in short stage length markets like TWF-Salt Lake 

City. Since the reduction, the TWF market has had a 74 percent load factor average 

from September 2011 through May 2012. Due to this higher than average load factor 

on a 30-seat turboprop aircraft, rejected demand occurs on many flights. This is 

further exacerbated on TWF’s early morning departure which provides the maximum 

connecting opportunities at Salt Lake City. With an average load factor of 86 percent, 

as high as 89 percent for the month of November, there are no remaining seats

available since 100 percent load factors are unachievable. Due to weight and balance 

restrictions on the Embraer EMB-120 Brasilia in the TWF market, SkyWest sells only 

28 seats on each flight the majority of the time.

In a previous study, an estimated 61 percent of catchment area passengers diverted 

to alternate airports, primarily Boise or Salt Lake City. With the reduction in flights, 

diversion has increased to as much as 81 percent of air travelers. Over 110,000 

estimated air travelers annually are making the onerous drive to either Boise or Salt 

Lake City to find reasonable access to the national air transportation system. With a

population increase of approximately 21 percent since that time, it is very likely that 

the number of diverting passengers is even higher. 

COMMUNITY COST CONTRIBUTION

To support this air service initiative, TWF and the community will fund 15 percent of 

the proposed $584,925 Strategic Plan. Non-airport revenue sources will fund 10

T This section addresses: 

• Project goals

• Description of the 

Strategic Plan

• Highlights of the grant 

application

Additional capacity 

to Salt Lake City is a 

top priority of the 

community. 
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

2

percent ($55,000) of the cash requirement. This is a strong 

commitment by the local community to be proactive and improve 

local service.

PUBLIC-PRIVATE PARTNERSHIP

The City of Twin Falls/TWF has partnered with the Twin Falls Area 

Chamber of Commerce, Southern Idaho Economic Development 

Organization, and Business Plus, Inc. for purposes of air service 

development. It is anticipated that several other local businesses will 

also join in this effort. Local businesses and the public-private 

partnership have the ability to successfully implement this project.

The public-private partnership and the community are committed to 

the successful retention and improvement of air service at TWF and have a vested 

interest in the successful outcome of this Strategic Plan.

MATERIAL BENEFITS

Twin Falls is the hub of the eight-county south-central Idaho region known as the 

Magic Valley. From 2000 to 2010, the Magic Valley population grew by 21 percent

with additional growth of 17 percent forecasted by 2020. TWF serves a catchment 

area population estimated at over 168,000 residents. 

Many of the nation’s top food processors are located in the Twin Falls area. Twin 

Falls is a leader in the dairy industry, and while agribusiness remains the cornerstone 

of the Twin Falls economy, manufacturing is also on the rise. Twin Falls is home to 

the College of Southern Idaho, a large community college in the northwestern part of 

the city with a student population exceeding 9,700. The air service improvement plan 

proposed in this grant application will directly benefit a broad segment of the traveling 

public, including businesses, educational institutions and tourism.

USE OF FUNDS IN A TIMELY FASHION

The public-private partnership has a solid schedule and Strategic Plan to ensure 

timely use of the funds. A meeting with SkyWest Airlines was recently held to discuss 

adding capacity to the TWF market, and SkyWest supports this grant application (see 

letter of support in Appendix A). Directly following grant award, a meeting with 

SkyWest will be scheduled to discuss implementation of the Strategic Plan and begin 

revenue guarantee negotiations. 

A meeting with 

SkyWest Airlines 

was recently held to 

discuss adding 

capacity to the TWF 

market, and 

SkyWest supports 

this grant 

application.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

3

AIR SERVICE ENVIRONMENT

WF is a non-hub, commercial service airport located in Twin Falls in southern 

Idaho. As the largest city in a 100-mile radius, Twin Falls serves as a regional 

commercial center for both south-central Idaho and northeastern Nevada, known 

as the “Magic Valley”. This section provides an overview of the Twin Falls community 

and its need for additional air service through added seat capacity.

GROWING CATCHMENT AREA

TWF serves a catchment area population estimated at over 168,000 residents. The 

catchment area includes communities in Twin Falls, Gooding, Jerome, Lincoln, Minidoka, 

Cassia, Elmore and Owyhee counties. The catchment area covers 27 zip codes. The 

area displayed in Exhibit 2.1 in blue is the area that TWF should ideally serve given 

drive distances.

EXHIBIT 2.1 TWF CATCHMENT AREA

From 2000 to 2010, the Magic Valley population grew by 21 percent. The area is 

forecasted to grow an additional 17 percent by 2020 (source: US Census Bureau). While 

the community has had significant growth, air service at TWF has not kept pace and has 

declined over the last 10 years. The service must expand to keep pace with this 

growing community.

The lack of air service at TWF has led to the majority of air travelers diverting to other 

airports. Based on a study completed in 2002, only 39 percent of catchment area 

travelers use the local airport. TWF’s retention is likely much less with the almost 50 

percent reduction in air service since that time. An estimated 38 percent of TWF 

catchment area travelers use Boise Airport, and 21 percent use Salt Lake City 

T This section addresses: 

Description of the Twin 

Falls community in relation 

to air service to 

demonstrate the benefit of 

the Strategic Plan to a 

broad segment of the 

traveling public.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

4

International Airport. The remaining TWF catchment area 

passengers use Sun Valley’s Friedman Memorial Airport, 

Pocatello Regional Airport or Idaho Falls Regional Airport.

Table 2.1 provides the estimated drive times to these alternate 

airports. Keep in mind that the drive times do not account for 

snow and mountainous terrain that can make driving hazardous

and more time consuming. While Salt Lake City is a large hub airport, the 222-mile drive 

makes it excessively time consuming and expensive to access. The alternative is Boise, 

a small hub airport 127 miles to the west of Twin Falls; the two-hour drive and somewhat 

limited air service create a viable need for air service locally.

STRONG ECONOMY

Twin Falls is the hub of the eight-county south-central Idaho region known as the Magic 

Valley. Since its founding in 1905, Twin Falls has steadily evolved from a largely 

agricultural and farming community to an urban, regional center. While a small city, Twin 

Falls leaves a big footprint. The city is a business, professional, retail and commercial 

hub drawing upon a much larger population for its customer base. Unlike many 

communities its size, Twin Falls offers amenities normally found in more 

metropolitan areas. 

Local Businesses

Many of the nation’s top food processors are located in the Twin Falls area. Twin Falls is 

also a leader in the dairy industry. While agribusiness remains the cornerstone of the 

Twin Falls economy, manufacturing is also on the rise.

There are multiple large local employers in the Twin Falls area. Table 2.2

lists a sample of the companies and organizations in the area that would 

benefit from expanded air service. In addition, the following provides some 

detail on award-winning, nationally successful businesses based in the Twin 

Falls area.

• Glanbia Foods, the largest American-style cheese manufacturer in 

the US 

• McCain Foods, the world’s largest processor of French fries

• Amalgamated Sugar Company, sugar refining with annual revenues 

topping $100 million 

• Con Agra/Lamb-Weston, food processing plant employing over 500 

residents with an annual revenue of about $100 million

• Jayco Manufacturing, recreational vehicle manufacturer

• Hilex Poly Co., manufactures plastic bags and agricultural films

• Dutchmen Manufacturing, primarily builds recreational vehicles with 

annual revenues surpassing $100 million

In spite of a troubled national economy Twin Falls has seen rapid development in recent 

years. Some examples include:

TABLE 2.1 DRIVE TIMES TO ALTERNATE AIRPORTS

AIRPORT MILEAGE

DRIVE 

TIME

Sun Valley (SUN) 70 1 hr, 24 min

Boise (BOI) 127 1 hr, 53 min

Idaho Falls (IDA) 161 2 hr, 22 min

Salt Lake City (SLC) 222 3 hr, 13 min

Source: Microsoft MapPoint

TABLE 2.2 MAJOR EMPLOYERS

COMPANY/

ORGANIZATION

Amalgamated Sugar Company

Clear Springs Foods

College of Southern Idaho

Con Agra/Lamb-Weston, Inc.

Glanbia, Inc.

Independent Meat

Intermountain Gas

K&T Steel Corporation

Loomix

Rangen, Inc.

Seastrom Manufacturing

Solo Cup

St. Luke’s Magic Valley 

Regional Medical Center 

The Times-News

Twin Falls is the hub 

of the eight-county 

south-central Idaho 

region known as the 

Magic Valley.
APPLICATION UNDER THE SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM

MAGIC VALLEY REGIONAL AIRPORT

Page 5

• Glanbia Foods plans to construct a new $15 million 

corporate headquarters and "cheese innovation center" in 

downtown Twin Falls.

•In October 2010, C3, a customer call center, opened 

providing close to 1,000 jobs. 

• In November 2011, Chobani Greek Yogurt announced that 

they will construct a processing facility in Twin Falls creating 

400 initial jobs and at least $100 million for constructing the 

processing facility. There is a possibility of close to $300 

million in additional revenue for southern Idaho dairymen on 

an annual basis.

• In spring 2011, the new 700,000 sq.ft., $250 million

hospital, St. Luke's Magic Valley, was opened. 

• A new 100-acre industrial park was built just two miles from 

I-84 and near TWF.

Education

Twin Falls is home to the College of Southern Idaho, a large 

community college in the northwestern part of the city with a student 

population exceeding 9,700. Several Idaho universities, including 

Boise State University, Idaho State University, and the University of 

Idaho, offer classes on the College of Southern Idaho campus. 

Tourism

Perched atop the Snake River Canyon, Twin Falls provides a wide 

variety of outdoor recreational opportunities. With over 200 clear days 

per year, activities include: • Shoshone Falls – The Falls are a popular and historic stop 

for visitors to southern Idaho, often referred to as the 

“Niagara of the West”, with waters of the Snake River 

cascading 212 feet down over the 900 foot wide canyon rim to the river below.

• BASE jumping– An extreme sport, BASE jumpers from around the world call 

the Perrine Bridge in Twin Falls one of their favorite spots. Perrine Bridge is the 

only place in the US where BASE Jumping is legally allowed at any time without 

a permit.

• City of Buhl, Idaho– The City lies upon the old Oregon trail, along the 

Thousand Springs Scenic Byway between Hagerman and Filer.

• City of Rocks–Near Almo, Idaho, the City of Rocks is a national reserve filled 

with granite rock formations shaped as monoliths and pinnacles that tower 

stories-high above the ground providing world-class rock climbing. It draws 

thousands of visitors each year from around the world.

As demonstrated above, improved air service at TWF would benefit a broad segment of 

the traveling public, including businesses, educational institutions, and other enterprises, 

whose access to the national air transportation system is limited.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

6

AIR SERVICE –

EXISTING/HISTORICAL

his section provides an overview of existing air service. Carriers providing service, 

service frequency, nonstop destinations offered, and equipment types are 

included in the discussion. A summary of historical air service is also included 

with destinations, traffic levels, and service providers. A description of air service 

development efforts concludes the section.

EXISTING AIR SERVICE

TWF has very limited commercial air service. As of June 2012 three daily flights to Salt 

Lake City International Airport are provided by SkyWest Airlines with a Delta Air Lines 

codeshare using the Embraer EMB-120 Brasilia. No jet service exists today. The market 

is served exclusively with 30-seat turboprop aircraft. There are an average of 21 weekly 

flights and an average weekly capacity of 630 seats (Table 3.1). Through April 2013

there are no indications of schedule changes by SkyWest at TWF.

TABLE 3.1 EXISTING AIR SERVICE

NONSTOP 

DESTINATION

MARKETING 

CARRIER AIRCRAFT

WEEKLY 

DEPARTURES

WEEKLY 

SEATS

Salt Lake City, UT SkyWest/

Delta

Embraer EMB120 Brasilia 21 630

Total 21 630

Source: Diio Mi, June 2012

HISTORICAL AIR SERVICE

This subsection summarizes TWF’s air service history including: destinations, traffic 

levels, and service providers. Extenuating factors that have affected air service over time 

are also reviewed.

Destinations, Service Providers and Traffic Levels

TWF has had SkyWest service to Salt Lake City for many years. Since the peak in 

departures and seats in 2005, SkyWest’s service at TWF has been declining. From 2005 

to 2011, departures and seats declined 35 percent. This led to a 29 percent decline in 

TWF’s SkyWest passengers.

A bright light shone on TWF air service in 2010. In July 2010, Allegiant Air began twice 

weekly nonstop service to Las Vegas’ McCarran International Airport. During this time, 

total departures and seats increased surpassing 2008/2009 levels but still remaining 

below levels sustained from 2003 to 2007 (Table 3.2, next page). To the community’s 

dismay, Allegiant terminated service in early January 2012 ending their 19-month service 

in the Twin Falls market. 

T This section addresses: 

• Description of existing 

air service

• Synopsis of historical 

air service

• Description of air 

service development 

efforts

From 2005 to 2011, 

departures and 

seats declined 35 

percent.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

7

TABLE 3.2 HISTORICAL DESTINATIONS AND SERVICE PROVIDERS

DESTINATION AIRLINE ITEM

ANNUAL DEPARTURES/SEATS

2003 2004 2005 2006 2007 2008 2009 2010 2011

Las Vegas, NV Allegiant

Dept 0 0 0 0 0 0 0 57 82

Seats 0 0 0 0 0 0 0 8,530 12,316

Onboards 0 0 0 0 0 0 0 6,494 10,554

Salt Lake City, 

UT

SkyWest/

Delta

Dept 1,988 2,031 2,275 2,106 2,091 1,715 1,539 1,609 1,468

Seats 59,750 64,274 68,350 63,175 62,810 51,565 46,210 48,367 44,274

Onboards 32,825 38,096 39,272 35,474 32,974 28,401 27,103 28,342 27,821

Annual departures 2,146 2,275 2,532 2,268 2,155 1,782 1,562 1,666 1,550

Annual seats 66,434 74,176 78,821 70,196 64,730 53,590 46,900 56,897 56,590

Annual onboards 36,528 42,215 43,798 38,545 33,337 28,498 27,619 34,836 38,375

Source: Diio Mi; Note: Annual Totals include other misc. reported flights; Allegiant terminated TWF service in January 2012

While the Twin Falls market greatly appreciated and valued the point-to-point, leisure 

oriented service offered by Allegiant, SkyWest’s service connecting to Delta’s hub at Salt 

Lake City provides the primary access to the national air transportation system. For 

many years, TWF supported five to six daily flights to Salt Lake City. Table 3.3 provides 

a summary of average daily flights in July since 2000. 

TABLE 3.3 HISTORICAL DAILY TWF-SLC DEPARTURES IN JULY

YEAR

DAILY DEPARTURES - MONTH OF JULY DEPT/ 

WEEK

SEATS/ 

MON TUE WED THU FRI SAT SUN WEEK

2000 6 6 6 6 6 6 6 42 1,260

2001 5 5 5 5 5 5 5 35 1,050

2002 5 5 5 5 5 5 5 35 1,050

2003 5 5 5 5 5 5 5 35 1,050

2004 5 5 5 5 5 5 5 35 1,050

2005 6 6 6 6 6 6 6 42 1,260

2006 5 5 5 5 5 5 5 35 1,050

2007 6 6 6 6 6 6 5 41 1,230

2008 4 4 4 4 4 4 4 28 840

2009 4 4 4 4 4 4 4 28 840

2010 4 4 4 4 4 4 4 28 840

2011 4 4 4 4 4 4 4 28 840

2012 3 3 3 3 3 3 3 21 630

Source: Diio Mi

The goal of this application is to once again increase capacity to Salt Lake City via a 

fourth flight or an upgrade to 50-seat regional jet aircraft on one or more existing flights. 

Frequency and capacity are both major issues for air travelers in the Twin Falls market 

limiting reasonable access to the national air transportation system.

Extenuating Factors that have Affected Air Service

Like most communities across the US, the recession and high fuel prices have greatly 

impacted air service at TWF over the last several years. In small markets, the fuel costs 

have made it very difficult for an airline to make a profit, particularly in short stage length 

markets like TWF-Salt Lake City. SkyWest’s flight reduction from four flights to three in 

September 2011 was due to a need for the airline to garner higher load factors on 

existing service to offset escalating costs.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

8

In addition, TWF’s air service has been impacted by the catchment 

area’s market size and location. Due to the catchment area’s modest 

market size, it can only support service to a major hub offering 

connecting opportunities to a wide range of destinations. The Salt 

Lake City hub fulfills that requirement, but its close proximity is both a 

positive and a negative. The short TWF-Salt Lake City flight segment 

provides a relatively inexpensive entry to the national air 

transportation system. However, aircraft economics result in a high 

cost per mile flown. Thus, the convenience factor of TWF’s service 

must be a readily perceived, clear-cut advantage to dissuade 

catchment area passengers from seeking less convenient but more 

frequent and available travel options at surrounding airports. 

PAST AIR SERVICE DEVELOPMENT EFFORTS

In the last three years, TWF and the Twin Falls community have been actively involved in 

air service development and preserving current air service. TWF has maintained an open 

working relationship with SkyWest meeting regularly to discuss service performance. At 

a recent meeting in May 2012 with SkyWest, a fourth roundtrip or the possibility of a 

regional jet upgrade was discussed. SkyWest’s suggestion of submitting a SCASDP 

grant application to support the service improvement is the impetus behind 

this SCASDP. 

Other efforts included meetings with Allegiant prior to their departure from the TWF 

market as well as marketing programs to promote Salt Lake City service, free local 

parking, and the convenience of using the local airport. 

The recession and 

high fuel prices 

have greatly 

impacted air service 

at TWF over the last 

several years.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

9

AIR SERVICE NEEDS AND 

DEFICIENCIES

his section identifies TWF’s primary air service needs and deficiencies. A detailed 

analysis is provided to demonstrate that TWF is underserved and that more 

capacity to Salt Lake City is needed by the Twin Falls community. 

ADDITIONAL CAPACITY NEEDED

Currently all TWF catchment area air travelers are required to travel 

via Salt Lake City International Airport on turboprop aircraft. SkyWest 

Airlines with Delta Air Lines codeshare provides multiple connecting 

opportunities at Salt Lake City, including 78 domestic destinations 

and six international destinations in May 2012. However, with only 

three daily roundtrips, many of these connections are missed or 

excessively long connect times at the hub are required. An additional 

roundtrip would provide more connecting options and improve the 

Twin Falls community’s access to the national air 

transportation system.

Additionally, TWF is capacity constrained. Table 4.1 provides the 

average load factor by month at TWF since departures were reduced 

from four to three daily. While average load factors are not considered 

abnormally high, load factors on smaller, turboprop aircraft tend to be 

lower than average for the larger regional jets. On 30-seat turboprop 

aircraft, one no-show passenger or missed connection equates to a 

3.3 load factor loss compared to a 2.0 load factor loss on a 50-seat 

regional jet. Therefore, reasonably achievable load factors are lower 

on smaller aircraft.

The 74 percent load factor average for September 2011 through May

2012 suggests that rejected demand occurs on many flights. This is 

further compounded with SkyWest limiting the number of seats they 

sell on the majority of flights to 28 instead of 30 due to weight and 

balance restrictions on the Embraer EMB-120 Brasilia in the TWF market.

The convenience factor is not equal for every flight in the market. According to 

SkyWest’s data by flight, the TWF early morning departure averaged a load factor of 

86 percent from September 2011 to May 2012. As shown in Table 4.1, the early 

morning departure averaged as high as 89 percent for the month of November. Individual 

flights during this time period often exceeded 90 percent. This essentially means no 

seats are available on the morning departure since 100 percent load factors are 

T

TABLE 4.1 TWF-SLC LOAD FACTOR

MONTH

LOAD FACTOR

TOTAL

MORNING 

DEPT

September 2011 74% 86%

October 2011 77% 86%

November 2011 77% 89%

December 2011 75% 83%

January 2012 72% 84%

February 2012 70% 83%

March 2012 73% 88%

April 2012 72% 86%

May 2012 74% 84%

9-Month Total 74% 86%

Source: SkyWest Airlines

This section addresses: 

Description of the Twin 

Falls community’s air 

service needs and 

deficiencies.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

10

unachievable. With the next flight departing at 1:20 pm, the morning flight provides the 

highest number of connecting opportunities as well as the only option for business 

travelers to make it to their destination and complete business the same day. On the 

inbound TWF flights, the earliest flight for a traveler to get into town is on the noon time 

arrival. This creates a hardship for a visiting business traveler to get into and out of town 

on the same day.

Table 4.2 provides a comparison of other markets served by SkyWest with the 30-seat 

turboprop aircraft at Salt Lake City. As demonstrated in the table, TWF has the second 

highest average load factor for SkyWest at Salt Lake City with their Embraer EMB-120 

Brasilia aircraft.

TABLE 4.2 SKYWEST AIRLINES' SALT CITY MARKETS –

EMBRAER 120 LOAD FACTOR COMPARISON

SKYWEST-SLC 

AIRPORT

AVAILABLE 

SEAT MILES

REVENUE 

SEAT MILES

LOAD 

FACTOR

Casper, WY 2,870,400 2,183,360 76%

TWF 2,596,125 1,912,138 74%

Cody, WY 1,126,440 808,474 72%

Pocatello, ID 1,887,750 1,335,825 71%

Sun Valley, ID 3,947,100 2,559,594 65%

Elko, NV 2,994,000 1,882,000 63%

West Yellowstone, MT 556,920 336,609 60%

Rock Springs, WY 1,463,490 776,986 53%

St. George, UT 1,254,885 647,080 52%

Gillette, WY 1,888,050 872,070 46%

Cedar City, UT 1,869,660 840,463 45%

EMB-120 SLC Markets 22,454,820 14,154,598 63%

Source: Diio Mi; Sept 2011-Jan 2012

Additional capacity via a fourth early or mid-morning Embraer EMB-120 Brasilia flight or 

upgraded service to 50-seat regional jets on one or more existing flights, particularly on 

the 7:00 am flight, would alleviate the inability to buy a seat during peak demand periods 

and provide the convenience required in this underserved market.

UNMET MARKET DEMAND

In a study conducted in 2002, TWF catchment area air travelers were estimated at 

137,280 annually. At the time, TWF retained only 39 percent of total catchment area 

travelers with the majority of diverting passengers using Boise Airport or Salt Lake City 

International Airport. The estimate used data during a service period where SkyWest 

provided five daily departures. Departures are now almost half of what they were. 

Assuming that the total true market did not change and based on an annualized TWF 

passenger base from the September 2011 through January 2012 timeframe, TWF’s 

retention has declined to an estimated 19 percent. This indicates that over 110,000

air travelers annually are making the onerous drive to either Boise or Salt Lake City to 

find reasonable access to the national air transportation system. With a population 

increase of approximately 21 percent since that time, it is very likely that the number of 

diverting passengers is even higher. This combined with the high load factors on the 

desired morning departure amply demonstrates that the TWF catchment area market is 

underserved and in need of additional capacity.

TWF’s retention has 

declined to an 

estimated 19 

percent indicating 

that over 110,000 

air travelers 

annually are making 

the drive to either 

Boise or Salt 

Lake City.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

11

STRATEGIC PLAN 

he Strategic Plan proposed by TWF will achieve the community’s goals and help 

to alleviate the air service deficiencies of this community. This Strategic Plan

section provides a detailed description of the goals of the project and a primary 

and alternate plan for attaining those goals. This section also identifies a legal sponsor 

responsible for administering the program, the public-private partnership, and the 

detailed incentive and support plan required to implement the Strategic Plan. A detailed 

description of the funding necessary for implementation of the Strategic Plan, including 

federal and non-federal contributions, is included.

PUBLIC-PRIVATE PARTNERSHIP

The City of Twin Falls/TWF has been designated as the sponsor of 

this grant application. For the purpose of this application, the City of 

Twin Falls/TWF, the Twin Falls Area Chamber of Commerce, the 

Southern Idaho Economic Development Organization, and Business 

Plus, Inc. have formed a public-private partnership (refer to 

community support letters in Appendix A). Collectively, the 

partnership is committed to completing the Strategic Plan 

outlined herein.

All partners in the public-private partnership will be fully involved in 

the execution of the Strategic Plan (Table 5.1). The City of Twin 

Falls/TWF will execute all federal grant offers, process all associated 

reimbursement requests, oversee grant administration and administer 

the revenue guarantee. The Twin Falls Area Chamber of Commerce

(Chamber) will be responsible for the coordination, development and 

administration of the marketing campaign. The City of Twin 

Falls/TWF, Southern Idaho Economic Development Organization, and 

Business Plus, Inc. will assist as needed with the marketing 

campaign. Together these partners form a team committed to 

improving air service at TWF and seeing this Strategic Plan through 

to completion.

PROJECT GOALS

The project goal is to increase seat capacity at TWF, particularly in the morning. The 

market is currently capacity constrained and access to the national air transportation 

system is limited. Three daily roundtrips with 30-seat aircraft are not adequately serving 

the market. 

T

TABLE 5.1 PUBLIC-PRIVATE PARTNER ROLES

PUBLIC-PRIVATE 

PARTNER ROLE

City of Twin Falls/

TWF

Grant and revenue 

guarantee 

administration, 

assistance with the

marketing program

Twin Falls Area Chamber 

of Commerce

Coordination and 

development of the 

marketing program

Southern Idaho Economic 

Development Organization

Assist with the 

marketing program

Business Plus, Inc. Assist with the 

marketing program

This section addresses: 

• A Strategic Plan for 

meeting TWF’s air 

service needs and 

deficiencies

• Description of the 

public-private 

partnership

• Funding necessary for 

implementation of the 

Strategic Plan.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

12

PROPOSED AIR SERVICE

With the reduction in daily roundtrips from a high of six in recent years down to just three 

daily beginning in September 2011, TWF’s primary air service need is additional seat 

capacity to Salt Lake City. The reinstatement of a fourth Embraer EMB-120 Brasilia 

roundtrip in the morning or an aircraft upgrade to 50-seat regional jets on one or more of 

the existing flights would accomplish the goal. An additional roundtrip would increase 

daily seat capacity by 33 percent and restore the TWF catchment area air travelers’ 

ability to connect to more markets at Salt Lake City. While the regional jet upgrade would 

not improve connections, it would provide an increase in seat capacity of 22 percent with 

one roundtrip or 44 percent with a partial upgrade of two regional jets and one remaining 

Embraer EMB-120 Brasilia roundtrip. Either an additional roundtrip or a regional jet 

upgrade would achieve the project goals.

AIRLINE PARTICIPATION

Recently, TWF and Twin Falls community members met with SkyWest Airlines to discuss 

adding a fourth Embraer EMB-120 Brasilia roundtrip or upgrading aircraft to 50-seat 

regional jets. While SkyWest agreed that the Twin Falls community could be expected to 

support the additional seat capacity, SkyWest indicated that the community would need 

to share in the economic risk of the added flight or aircraft costs. This SCASDP grant 

application is submitted in an effort to do so and share in SkyWest’s risk. SkyWest has 

provided a letter of support for this air service initiative (included in Appendix A).

MARKET ANALYSIS

For SkyWest to add an additional Embraer 

EMB-120 Brasilia roundtrip or replace one or 

more of the existing Embraer EMB-120 

Brasilia roundtrips with Canadair Regional Jet 

200 aircraft, SkyWest will incur significant 

financial risk. Table 5.2 provides an analysis 

of SkyWest’s incremental cost for three 

different added capacity scenarios in the 

TWF market.

In the first scenario, with the addition of a 

fourth Embraer EMB-120 Brasilia roundtrip, 

the incremental cost is estimated at 

$1,434,450. The incremental cost goes down with the replacement of two Embraer EMB120 Brasilias with Canadair Regional Jet 200 aircraft. The lower cost reflects only three 

roundtrips instead of four and the higher cost per segment of operating the regional jet. 

The incremental cost for Scenario 2 is $1,382,620. The final scenario includes the 

replacement of just the morning Embraer EMB-120 Brasilia flight with a regional jet. This 

would still result in a seat capacity increase of 22 percent over the existing three 

turboprop roundtrips. The incremental cost on this scenario is $691,310.

TABLE 5.2 TWF-SALT LAKE CITY COST ESTIMATE

SCENARIO:

1 2 3

4 EMB-120 

RT

2 CRJ-200 

RT/1 EMB120 RT

1 CRJ-200 

RT/2 EMB120 RT

Cost per segment $1,965 $2,912 $2,912

EMB-120 segments per day 8 2 4

CRJ-200 segments per day 0 4 2

Additional seat capacity 21,900 29,200 14,600

Seat capacity increase 33% 44% 22%

EMB-120 annual cost $5,737,800 $1,434,450 $2,868,900

CRJ-200 annual cost $0 $4,251,520 $2,125,760

Total annual cost $5,737,800 $5,685,970 $4,994,660

Existing EMB-120 cost $4,303,350 $4,303,350 $4,303,350

Incremental cost $1,434,450 $1,382,620 $691,310

Source: Cost per segment = SkyWest Airlines' EAS Filings adjusted for mileage

SkyWest Airlines 

has expressed 

interest in adding 

seat capacity to Salt 

Lake City and 

supports this grant 

application.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

13

SkyWest is not looking to have the TWF community cover the entire incremental cost of 

the additional capacity. Rather SkyWest is looking for the community to share in the risk 

during the first year of service. Although it is estimated that SkyWest will earn a profit 

after the capacity addition matures, they will not generate this amount of revenue or 

margin at start-up. Airlines typically incur losses during the ramp-up period. Based on 

discussions with SkyWest, a $485,000 revenue guarantee would be an adequate 

contribution by the community to share in the risk. This would cover between 34 to 70 

percent of SkyWest’s incremental cost during the first year depending on the 

negotiated scenario.

ALTERNATE PLAN

While the public-private partnership was encouraged by discussions with SkyWest, if 

TWF fails to obtain added capacity through a fourth Embraer EMB-120 Brasilia roundtrip 

or regional jet upgrade to Salt Lake City in a reasonable time period, alternate carriers 

will be approached for service to TWF. Service by another carrier to a hub that provides 

reasonable connecting opportunities such as Denver would fulfill the goal of this 

SCASDP application for additional seat capacity at TWF. Consistent with the intent of the 

air service initiative proposed, obtaining alternate hub service is the best option for TWF

catchment area passengers if added seat capacity by SkyWest to Salt Lake City is 

not attainable.

INCENTIVE AND SUPPORT PLAN

With most communities still battling to emerge out of the recession combined 

with high fuel prices, new or additional service initiatives such as the one 

proposed in this Strategic Plan are risky, particularly in smaller communities 

like Twin Falls. Accordingly, airlines are cautious and highly risk adverse 

requiring communities to partner with them to reduce economic uncertainty. In 

today’s industry, community risk mitigation programs have become an 

expectation. To be effective, airline support packages must be structured to 

address the realities of today’s industry and ensure that investments made are 

quick to respond. This Strategic Plan is structured to address today’s 

industry realities.

The public-private partnership proposes an airline incentive program that has 

been tested and proved to be successful. To reduce SkyWest’s breakeven 

period and offset the economic risk during start-up, the public-private 

partnership proposes the following incentives (Exhibit 5.1):

• Revenue guarantee: reduce airline economic risk

• New service marketing campaign: create improved service awareness

Revenue Guarantee

To reduce SkyWest’s risk and provide incentive to add capacity in the TWF market, this 

Strategic Plan includes an airline revenue guarantee as part of the community support 

package. SkyWest’s annual cost of providing additional capacity ranges from almost 

$700,000 to $1.4 million annually. To share in the risk for the first year, the Twin Falls 

To reduce 

SkyWest’s risk in 

the TWF market, 

this Strategic Plan 

includes an airline 

revenue guarantee.

EXHIBIT 5.1 INCENTIVE AND 

SUPPORT PLAN

Additional 

capacity

Revenue 

guarantee

US DOT

Marketing 

program

Community/ 

Airport
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

14

community proposes up to a $485,000 airline revenue guarantee

depending on the level of capacity provided by SkyWest. Exact terms 

of the airline revenue guarantee agreement are subject to further 

discussions and negotiation.

Marketing Campaign

To maintain the existing average load factor of 74 percent in the TWF 

market required incremental passengers range from 10,800 to 16,200 

passengers annually or 15 to 22 passengers daily each way. The 

length of the ramp-up period for any type of new service, including 

additional capacity, is highly dependent on marketing efforts. A strong marketing 

program will be required to make local air travelers aware of the added seat capacity to 

attain 15 to 22 additional passengers daily each way.

A comprehensive marketing strategy will be fully developed and implemented to support

increased seat capacity to and from TWF and will be focused on supplying additional air 

travelers to fill the increased seat capacity. The Chamber will lead the marketing effort, in 

cooperation with the City of Twin Falls/TWF, Southern Idaho Economic Development 

Organization, and Business Plus, Inc., as well as other partners.

Valuable information on historical load factors and market demand has been compiled to 

show the need for additional capacity. This data will serve as a base-line from which to 

build marketing goals and strategies to meet those goals. In addition to the base-line 

data available to assist with goal setting, this marketing plan will also assess current 

market needs from the various customer sectors including business and leisure travelers.

MARKETING SCHEDULE

A complete marketing/advertising plan will be developed prior to any expenditure of 

marketing dollars. This plan will be specifically tailored to the needs and support of the 

Salt Lake City service. The marketing plan will be structured for a 14-month program. 

Marketing will begin at least 60 days prior to the initiation of service. The initial program 

will focus on the target audience, solidify travel agent interest, schedule meetings and 

presentations to advise local area businesses of the service and schedule

improvements, and begin the print and radio advertisements. 

FUNDING

This $84,925 campaign will be funded by non-airport sources ($55,000 cash and 

$19,925 in-kind) and TWF ($10,000 cash). Efforts to secure donations and other support 

for marketing will be ongoing. It is expected that a significant share of the budget will be 

expended in the first 60 days. However, the total advertising and promotion program is 

planned for 14 months.

The $84,925

marketing campaign 

will be funded by 

non-airport sources 

($55,000 cash and 

$19,925 in-kind) and 

TWF ($10,000 

cash).
APPLICATION UNDER THE SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM

MAGIC VALLEY REGIONAL AIRPORT

Page 

15

TARGET AUDIENCE: BUSINESS TRAVELERS

The Chamber will coordinate a targeted market survey of existing 

businesses within the catchment area. The goal of this survey will be 

to assess their current and future needs for air travel to and from 

TWF and to match that need with the additional capacity created by 

this Strategic Plan.

TARGET AUDIENCE: LEISURE TRAVELERS

Broader marketing to the general public within the catchment area 

will showcase the messages of convenience, affordability and 

availability of enhanced air service from TWF. Specific strategies to 

reach this market will be developed in the weeks immediately following successful 

negotiation with SkyWest for added seat capacity. This marketing will include an effective

mix of media outlets to including:

• Television • Print • Outdoor • Radio

• Social Media • Web • Direct Mail • Local Consumer Events

Southern Idaho Tourism is a regional organization based in Twin Falls which markets the 

Twin Falls area as a destination for travelers from outside the Twin Falls region. Their 

annual budget is approximately $250,000 and includes an effective mix of media outlets 

to share their message. A goal of this marketing plan will be to develop cooperative 

advertising to leverage a portion of their budget, where appropriate, to supplement their 

general tourism message with air service messaging to support this Strategic Plan. A 

significant portion of Southern Idaho Tourism’s budget is derived from the Idaho 

Regional Travel and Convention Grant Program. Funding for the upcoming cycle of this 

grant begins in September 2012. Once that grant is awarded, the Chamber will coordinate with Southern Idaho Tourism to develop specific messaging to support 

utilization of air service to TWF.

MARKETING RESOURCES

The Chamber staff members have extensive experience in developing and implementing 

marketing activities for a variety of community and business-oriented campaigns. This 

marketing plan will be coordinated by the Chamber staff. In addition, the Chamber will 

count on the expertise of partner organizations with marketing experience such as 

Southern Idaho Economic Development Organization, Southern Idaho Tourism, and the 

City of Twin Falls to jointly develop effective messages and strategies to promote use of 

air service. The Chamber will contract with a professional advertising and marketing firm 

for content development and creative design.

MEDIA PARTNERSHIP

A key component of the public-private partnership outlined in the Strategic Plan is 

participation by private business entities in achieving the goals of the initiative. The 

Chamber has built strong relationships with local media outlets and will pursue in-kind 
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

16

support from all when placing advertising for this campaign. Without a finalized budget, 

no media outlets are able to confirm an exact in-kind contribution amount at this time.

However, in preliminary discussion of this in-kind partnership concept, all have indicated 

a willingness to participate at some level, once specific placement budgets 

are confirmed.

Earned media will also be a key strategy with local media partners. News coverage of 

specific air service messages will be pursued through an active public relations 

campaign. This earned media strategy will also be applied to out-of-market cooperative 

initiatives with Southern Idaho Tourism.

MEASUREMENT

A key factor in the success of a marketing program is measurement through continuous 

tracking and evaluation. All aspects of this marketing plan will include metrics to measure 

the success of strategies and the achievement of goals of increasing load factors. The 

Chamber will coordinate this ongoing program monitoring and direct modifications to the 

strategies, as needed, to achieve success. Through consistent messaging, branding, and 

focus on key audiences, we will achieve the goals of the marketing plan and Strategic 

Plan for this initiative.

STRATEGIC PLAN FUNDING

The public-private partnership is requesting US Department of Transportation assistance 

in funding 85 percent, or $500,000, of the Strategic Plan. Specifically, US Department of 

Transportation funding will be used to fund the airline revenue guarantee and 

professional services. It is anticipated that the public-private partnership will need 

professional assistance with revenue guarantee negotiations and the monitoring 

program. The marketing campaign will be funded by the airport and the community.

Table 5.3 provides the Strategic Plan budget by element and sources of funding. TWF

and the community will fund 15 percent of the total proposed air service program. Nonairport funding sources will provide 10 percent of the cash requirement.

TABLE 5.3 STRATEGIC PLAN BUDGET

DESCRIPTION

FUNDING SOURCE

TOTAL

US DOT AIRPORT NON-AIRPORT

CASH CASH

INKIND CASHINKIND

Airline incentive program:

Revenue guarantee $485,000 $485,000 

Marketing campaign $10,000 $55,000 $19,925 $84,925 

Professional Services $15,000 $15,000 

Total $500,000 $10,000 $0 $55,000 $19,925 $584,925 

Percent of total project 85% 2% 0% 9% 3% 100%

Percent of cash contribution 88% 2% N/A 10% N/A 100%
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

17

PROJECT CONTINUATION AND SUSTAINABILITY

Based on a strong marketing campaign for promoting additional 

market capacity, it is anticipated that an additional flight or regional jet 

upgrade will be self-sustaining after the start-up period which can 

take up to a year. However, a leading cause of failure is lack of 

awareness in the community. With only three flights in the market 

since September 2011, it is possible that the lack of availability of 

flights is already ingrained in local catchment area traveler’s habits. 

Changing these habits is a top priority of the marketing campaign. 

If at the end of the first 12 months of additional capacity the load factor does not meet a 

level satisfactory to SkyWest, the public-private partnership will consider funding an 

additional marketing campaign. The public-private partnership and the Twin Falls 

community are committed to the success of this project, have a vested interest in the 

outcome of this Strategic Plan, and understand the difficulties associated with profitably 

operating air service.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

18

SCHEDULE AND MONITORING

he public-private partnership established for this Strategic Plan has developed 

a realistic timetable to achieve the goals of this application. This section

provides critical milestones to be achieved by the public-private partnership. A 

monitoring program is also provided to track the progress of the additional seat 

capacity in the TWF-Salt Lake City market.

CRITICAL MILESTONES

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

service initiative. The timeline is highly dependent on the date of the 

US Department of Transportation’s grant award and the date 

SkyWest Airlines provides additional seat capacity in the 

TWF market.

Airline Negotiations

October – December 2012: Immediately following award of this 

SCASDP application, the public-private partnership will meet with 

SkyWest to negotiate the terms of the airline incentive program 

including the revenue guarantee agreement. Successful airline negotiations are

critical to the timing of the rest of the Strategic Plan.

Marketing Campaign Development/Initiation

January 2013: Development of the marketing campaign will be completed 

immediately following successful SkyWest negotiations for added seat capacity. 

Development will be completed in time for the marketing campaign to be kicked off 30 

to 60 days prior to new service initiation. Development of the marketing campaign is 

dependent on air service announcement and the proposed start-up date. 

February 2013: It is anticipated that the marketing campaign will begin by February

1, 2013, two months prior to new service initiation, and continue throughout the first 

year of new service.

Service Improvement Initiation

April 2013: It is anticipated that SkyWest will add a fourth trip to Salt Lake City with 

the Embraer EMB-120 Brasilia or upgrade one or more of the existing flights to the 

50-seat regional jet in April 2013. Air service initiation is dependent on airline route 

planning and availability of aircraft.

T This section addresses: 

• How the community will 

monitor the progress of 

the project

• The plan/schedule for 

timely completion of 

the project

It is anticipated that 

SkyWest Airlines 

will add capacity 

between TWF and 

Salt Lake City in 

April 2013.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

19

Alternate Plan

April 2013: If SkyWest has not committed to adding seat capacity to 

the TWF market by April 1, 2013, TWF will contact alternate carriers 

that would meet the goals of this grant application. The primary goal 

is to add capacity to the TWF market which can be achieved by 

nonstop service to a hub by a carrier other than SkyWest.

End of First Year of Service

March 2014: At the end of the first year of service, the revenue guarantee will be 

calculated based on the terms of the agreement. If the service start date changes due 

to airline circumstances and/or equipment availability, the revenue guarantee contract 

term will change accordingly.

March 2014: If the load factor for the first 12 months of service does not reach a level 

satisfactory to SkyWest, TWF will consider investing in supplementary marketing for 

an additional 12 months to help the service reach the potential passenger levels 

required for SkyWest success.

MONITORING PROGRAM

To ensure the success of SkyWest’s added capacity, the monitoring program will 

include: service performance tracking, assessing the effectiveness of the marketing 

campaign, and determining the impact of the additional capacity on retention of 

catchment area passengers at TWF.

The following will be completed:

• Review aircraft departures, enplaned passengers and load factors on a monthly 

basis. Airport data, US Department of Transportation airline reported data and 

data obtained directly from the airline will be used.

• Average airfares will be reviewed on a quarterly basis and compared and 

evaluated to prior quarters.

The monitoring 

program will track 

the success of 

SkyWest Airlines 

added service 

at TWF.
APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

MAGIC 

VALLEY 

REGIONAL 

AIRPORT

Page 

20

APPENDIX A. LETTERS OF

SUPPORT

ppendix A includes letters of support for TWF’s application to the US

Department of Transportation to increase seat capacity in the Twin Falls 

market. Support letters were submitted by SkyWest Airlines, participants in

the public-private partnership, government officials and members of the Twin Falls

area. The letters of support are included on the following pages of this Appendix A

and are listed below.

AIRLINE

SkyWest Airlines

GOVERNMENT

United States Senate, Senator Mike Crapo and Senator James Risch

State of Idaho Department of Commerce

Twin Falls County, Board of County Commissioners

City of Twin Falls, ID, Mayor Greg Lanting

PUBLIC-PRIVATE PARTNERSHIP

Business Plus

City of Twin Falls/Magic Valley Regional Airport (see cover letter)

Southern Idaho Economic Development Organization

Twin Falls Area Chamber of Commerce

BUSINESSES AND ORGANIZATIONS

Chobani Idaho, Inc.

Clear Springs Foods

College of Southern Idaho

Glanbia Foods

Southern Idaho Tourism

Twin Falls School District

Watkins Distributing

A This section addresses: 

Letters of support from 

SkyWest Airlines, members 

of the public-private 

partnership, the local 

business community and 

state government. 


June 1, 2012 

Ms. Aloha Ley 

Associate Director, Small Community Program 

Office of Aviation Analysis 

US Department of Transportation 

1200 New Jersey Ave, SE W86-310 

Washington, DC 20590 

 

Subject: Small Community Air Service Development Program 

 Docket DOT-OST-2012-0069 

 City of Twin Falls, ID – Magic Valley Regional Airport 

Dear Ms. Ley, 

As you are aware, quality passenger air service is a key component of our transportation infrastructure. In 

particular, business and commerce customers need the ability to effectively, efficiently, and affordably 

travel to and from market. Twin Falls, Idaho is a market that currently has insufficient air service to meet 

community and business demands and, as a result, I encourage you to consider funding the City of Twin 

Falls’ Small Community Air Service Development Program grant application to obtain additional 

capacity to Salt Lake City. 

The Twin Falls region has experienced significant population growth in the past decade. Recent business 

expansions have increased the number of jobs available, and the economy is rebounding from the 

recession. Many of the companies that have expanded to Twin Falls or who already operate here have ties 

to other parts of the nation; thus, the ability to travel between these distant locations in a timely fashion is 

important to their continued viability and economic success. 

Impacts of the recession and high fuel prices have caused SkyWest Airlines to reduce service in Twin 

Falls in recent months. However, the demands of a growing economy demonstrate a need for additional 

service in this market. Through public-private partnership and with support of the Small Community Air 

Service Development Program, there is a strong need for expanded capacity from SkyWest in the Twin 

Falls region. 

The Idaho Department of Commerce has maintained tremendous partnerships the Twin Falls region in the 

past and we look forward to working with them in the future. I am confident you will experience this 

same level of collaboration should you award this grant to the City of Twin Falls. Thank you in advance 

for your consideration. 

Sincerely, 

 

Jeffery Sayer 

Director 





June 6, 2012 

Aloha Ley 

Associate Director, Small Community Program 

Office of Aviation Analysis 

US Department of Transportation 

1200 New Jersey Ave, SE W86-310 

Washington, DC 20590 

Subject: Small Community Air Service Development Program 

 Docket DOT-OST-2012-0069 

 City of Twin Falls, ID – Magic Valley Regional Airport 

Dear Ms. Ley: 

The Southern Idaho Economic Development Organization (SIEDO) strongly supports the air service 

proposal detailed in the City of Twin Falls’ Small Community Air Service Development Program grant 

application to obtain additional capacity to SkyWest’s hub-city in Salt Lake City, Utah. Like many 

businesses in Idaho and across the nation, our business and continued growth depends on access to 

reliable air service to continue to prosper. 

As the regional economic development organization for southern Idaho, strong reliable air service is 

crucial to retaining and recruiting new business to the region. The southern Idaho region is rapidly 

emerging from the recession with the recruitment of a new Chobani manufacturing facility and the 

expansion of Glanbia Cheese headquarters just this year. We will not be able to continue this type of 

growth without adequate air service. 

For many years, Twin Falls supported four to six roundtrips to Salt Lake City with the 30-seat Embraer 

120. In September 2011, SkyWest Airlines reduced our service to three roundtrips as a result of the 

continued impact of the recession and high fuel prices. Since the reduction in air service to Magic Valley 

Regional Airport, there have been four occasions that people from our organization were unable to leave 

from Twin Falls and had to book out of Boise or Salt Lake. This has put a costly and time intensive 

burden on the organization. 

We strongly believe that our community can support additional service through another roundtrip or a 

regional jet upgrade. SIEDO will partner with the Twin Falls Area Chamber of Commerce and Business 

Plus, Inc. to develop private investment in the overall strategic plan and marketing implementation. 

As you evaluate the merits of this application, I encourage you to consider how critically important air 

service is to the Twin Falls community. The Airport has forged strong ties with the business community to 

support air service. We appreciate the opportunity to expand that partnership to include the US 

Department of Transportation through the Small Community Air Service Development Program. We are 

pleased to have the opportunity to support this grant application. 

Sincerely, 

Jan W. Rogers 

Executive Director 


May 30, 2012 

Aloha Ley

Associate Director, Small Community Program

Office of Aviation Analysis

US Department of Transportation 

1200 New Jersey Ave, SE W86-310 

Washington, DC 20590 

Subject: Small Community Air Service Development Program

Docket DOT-OST-2012-0069 

 City of Twin Falls, ID – Magic Valley Regional Airport 

Dear Ms. Ley:

Clear Springs Foods, Inc. strongly supports the air service proposal detailed in the City of Twin 

Falls’ Small Community Air Service Development Program grant application to obtain 

additional capacity to Salt Lake City. Like many businesses in Idaho and across the nation, our 

business depends on access to air service to continue to prosper. 

Clear Springs is the world’s largest producer of aquacultured Rainbow Trout. Clear Springs is a 

vertically integrated company from brood stock through egg production, feed manufacturing, 

farm operations, processing, and primary distribution in its own fleet of refrigerated trucks. Clear 

Springs products can be found, fresh or frozen, on the menus of many fine restaurants and in the 

seafood sections of major supermarkets throughout the United States and Canada. 

Clear Springs personnel utilize air services into and out of Twin Falls on a regular basis. We 

have customers that fly into the area for tours and visits. We have job candidates utilizing the 

flight services into and out of Twin Falls. Partners, suppliers and others also utilize the Twin 

Falls air services to provide our Company with vital information. 

For many years, Twin Falls supported four to six roundtrips to Salt Lake City with the 30-seat 

Embraer 120. In September 2011, SkyWest Airlines reduced our service to three roundtrips as a 

result of the continued impact of the recession and high fuel prices. We have been challenged 

because of the availability of flights into and out of Twin Falls over the course of the last several 

months. We overcome the challenges by driving to Boise which adds additional time and 

Cally Parrott, VP Corporate Relations/ 

Organizational Development

Clear Springs Foods, Inc.

General Office P. O. Box 712, Buhl, Idaho 83316

Phone 208-543-4316

Sales 800 635-8211

Fax 208-543-5608

E-mail: cally@clearsprings.com

June 5, 2012 

Aloha Ley 

Associate Director, Small Community Program 

Office of Aviation Analysis 

US Department of Transportation 

1200 New Jersey Ave, SE W86-310 

Washington, DC 20590 

Subject: Small Community Air Service Development Program 

 Docket DOT-OST-2012-0069

 City of Twin Falls, ID – Magic Valley Regional Airport 

Dear Ms. Ley: 

The College of Southern Idaho would like to see continued and viable air service to and 

from the Twin Falls airport. We support the air service proposal detailed in the City of Twin 

Falls’ Small Community Air Service Development Program grant application to obtain 

additional capacity to Salt Lake City. Like many businesses in Idaho and across the nation, CSI 

depends on access to local air service for economic development, student recruitment, and staff 

training. Reliable daily connections out of Twin Falls are vital to the southern Idaho business 

economy. 

For many years, Twin Falls supported four to six roundtrips to Salt Lake City with the 

30-seat Embraer 120. In September 2011, SkyWest Airlines reduced our service to three 

roundtrips as a result of the continued impact of the recession and high fuel prices. We highly 

valued the additional capacity in the market when it was provided. We strongly believe that our 

community can support additional service through another roundtrip or a regional jet upgrade. 

As you evaluate the merits of this application, I encourage you to consider how critically 

important air service is to us in Twin Falls. The Airport has forged strong ties with the business 

community to support air service. We appreciate the opportunity to expand that partnership to 

include the US Department of Transportation through the Small Community Air Service 

Development Program. We are pleased to have the opportunity to support this grant application. 

Sincerely, 

 

Dr. Gerald Beck, President 

College of Southern Idaho
June 5, 2012 

Aloha Ley 

Associate Director, Small Community Program 

Office of Aviation Analysis 

US Department of Transportation 

1200 New Jersey Ave, SE W86-310 

Washington, DC 20590 

Subject: Small Community Air Service Development Program 

 Docket DOT-OST-2012-0069 

 City of Twin Falls, ID – Magic Valley Regional Airport 

Dear Ms. Ley: 

Glanbia Foods strongly supports the air service proposal detailed in the City of Twin Falls’ Small 

Community Air Service Development Program grant application to obtain additional capacity to 

Salt Lake City. Like many businesses in Idaho and across the nation, our business depends on 

access to air service to continue to prosper. 

Glanbia Foods is the largest American-style cheese manufacturer in the United States and one of 

the largest whey ingredient producers. Our business is based upon creating quality in every 

product and delivering excellent service to every customer. In order to achieve these objectives, 

air travel is a necessity. 

For many years, Twin Falls supported four to six roundtrips to Salt Lake City with the 30-seat 

Embraer 120. In September 2011, SkyWest Airlines reduced its Twin Falls service to three 

roundtrips. 

Our travel agency pulled reports for Glanbia Foods air travel. There were nearly 800 flights – with 

over 700 of them originating in Twin Falls on SkyWest aircraft and the rest were out of Boise or 

Salt Lake City due to availability and schedules. When you reduced the number of flights, it 

impacted the way we do business and travel. 

Our 2012 numbers to date show an increase by about 30% for airline travel. With increased use, 

additional businesses coming to town and projected business growth, we strongly believe our 

community can support additional service through another roundtrip or a regional jet upgrade. 

As you evaluate the merits of this application, I encourage you to consider how critically important 

air service is to the Twin Falls community. The airport has forged strong ties with the business 

community to support air service. We appreciate the opportunity to expand that partnership to 

include the US Department of Transportation through the Small Community Air Service 

Development Program. We are pleased to have the opportunity to support this grant application. 

Sincerely, 

Jeff Williams 

President/CEO 

Glanbia Foods 

Twin Falls School District #411 P 208.733.6900

201 Main Ave. W F 208.733.2895

Tw in Falls, ID 83301 w w w .t f sd.k12.id.us

WILEY J. DOBBS, PH.D. SUPERINTENDENT OF SCHOOLS 

Wiley J. Dobbs, Ph.D. Pat t i O’Dell, Ed.S.

Superint endent of 

Schools

Associat e 

Superint endent

May 30, 2012 

Aloha Ley 

Associate Director, Small Community Program 

Office of Aviation Analysis 

US Department of Transportation 

1200 New Jersey Ave, SE W86-310 

Washington, DC 20590 

Subject: Small Community Air Service Development Program 

 Docket DOT-OST-2012-0069 

City of Twin Falls, ID – Magic Valley Regional Airport 

Dear Ms. Ley: 

As Superintendent of the Twin Falls School District #411 I can say we strongly support the air service 

proposal detailed in the City of Twin Falls’ Small Community Air Service Development Program grant 

application to obtain additional capacity to Salt Lake City. Like many businesses in Idaho and across the 

nation, our school district relies on the convenience of air service locally to help us with time management 

which in turn reduces costs to the district. 

For many years, Twin Falls supported four to six roundtrips to Salt Lake City with the 30-seat Embraer 120. 

In September 2011, SkyWest Airlines reduced our service to three roundtrips as a result of the continued 

impact of the recession and high fuel prices. We highly valued the additional capacity in the market when it 

was provided. We strongly believe that our community can support additional service through another 

roundtrip or a regional jet upgrade. 

Twin Falls School District #411 employs over 1,000 employees and has a current enrollment of 7,899 

students. Employees, parents, and community members are currently forced to use other markets for travel 

due to limited service from the Magic Valley on a more frequent basis with the loss of the 4th daily flight. 
As you evaluate the merits of this application, I encourage you to consider how critically important air 

service is to the Twin Falls community. The Airport has forged strong ties with the community to support air 

service. We appreciate the opportunity to expand that partnership to include the US Department of 

Transportation through the Small Community Air Service Development Program. We are pleased to have the 

opportunity to support this grant application. 

Sincerely, 

Wiley J. Dobbs 

Superintendent of Schools