August 27, 2010 

An Integrated Program of New Service Development via: 

Start-Up Cost Offsets, Advertising/Marketing, and Revenue Guarantees 

 In Support of New Scheduled Air Service to/from Baltimore/Washington 

Sponsor: Evansville Regional Airport 

 Evansville, Indiana 

 Douglas P. Joest, Interim Airport Manager 

 Congressional Code: IN-008 

 Dun & Bradstreet Number: 021734082 

EVANSVILLE REGIONAL AIRPORT, EVANSVILLE, INDIANA

Proposal Under the Small Community Air Service Development Program 

 

Docket: DOT-OST-2010-0124

Before the Office of the Secretary of Transportation 

US Department of Transportation
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 2

TABLE OF CONTENTS

Section Page 

Introductory Letters of Support 3 

Summary Information 6 

Introduction 9 

Primary Objectives of Proposal 10 

Executive Summary 11 

Detailed Explanation of Proposal 16 

Expected Results 20 

Letters of Support 24 

Current Air Service 32 

Air Service Deficiencies 37 

Extenuating Factors Affecting Air Service 40 

Availability of Alternate Airports 42 

Use of Local/Federal Funds 43 

Public/Private Partnerships 44 

Implementation Timeline 46 

Air Service Advisory Groups 47 

Local Air Service Development Efforts 48 

In-kind Services from the Community 49 

Performance Measures 50 

Legal Sponsor 51 

Financial Controls 52 

Return on Investment 53 

DOT Exit Strategy 54 

Alternate Plan 55 

Airport Information 56 

Community Profile 57 

Comparison to Other Communities in Region 66 

Conclusions 73 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 3

INTRODUCTORY LETTERS OF SUPPORT 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 4
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 5
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 6

SUMMARY INFORMATION 

Small Community Air Service Development Program 

Docket DOT-OST-2010-0124 

A. Applicant Information 

 Not a Consortium Community now receives EAS subsidy 

 Interstate Consortium Intrastate Consortium 

 Community previously received a Small Community Grant 

 If previous recipient, date of Grant: _________2004___________________ 

 expiration date of Grant: __December 31, 2008__ 

B. Public/Private Partnership

Public: 

1. Evansville Regional Airport 

2. City of Evansville 

3. Vanderburgh County 

Private: 

 

1. Chamber of Commerce of Southwest Indiana 

2. Economic Development Coalition of Southwest Indiana 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 7

C. Project Proposal 

 Marketing Upgrade Aircraft New Route 

 Personnel Increased Frequency Low Fare Service 

 Travel Bank Service Restoration Subsidy 

 Surface Transportation Regional Service Other (Specify) 

 Revenue Guarantee Launch New Carrier 

 Start Up Cost Offset First Competitive Service 

 Study Secure Additional Carrier 

D. Existing Landing Aids at Airport

 Full ILS Outer/Middle Marker Published Instrument Approach 

 Localizer Other:

E. Project Cost 

1. Federal amount requested: $ 500,000 

2. State cash financial contribution: $ 0

3. Local cash financial contribution: $ 50,000

 3a. Airport cash funds: $ 25,000

 3b. Non-Airport cash funds: $ 25,000 

 3c. Total local cash funds: $ 50,000

4. TOTAL CASH FUNDING: $ 550,000

5. Local funds contributed from already existing

Programs of projects included in line 3c: $ 0

6. Local funds contributed from new commitments 

Or new resources included in line 3c: $ 50,000

7. Airport In-Kind contribution: $ Various

Description: Fee waivers: Two years without landing and terminal fees

8. Other In-Kind contribution: $ Various

Description: Advertising and marketing match money

9. TOTAL IN-KIND CONTRIBUTION: $ Undetermined

10. TOTAL PROJECT COST: $ 550,000
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 8

F. Enplanements at Airport

 2000: 260,604 

2001: 226,077

 2002: 226,636

 2003: 217,704

 2004: 230,690

 2005: 247,375

 2006: 235,981

 2007: 225,358

 2008: 194,508 

2009: 155,963 

G. Is Application Subject to Review by State Under Executive Order 12372 Process?

 This application was made available to the State on ______. 

 Program is subject to review, but has not been selected by the State. 

 Program is not covered. 

H. Is Applicant Delinquent on any Federal Debt? 

 No 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 9

INTRODUCTION 

Of Great Lakes region catchment areas with populations of 500,000 or more, Evansville has the 

highest fares – averaging $226 each way as of the year ended first quarter 2010, or $452 

roundtrip. Evansville is the single most expensive medium-sized market in which to fly in or out in 

the entire Great Lakes region. 

The Evansville Regional Airport is an essential gateway to the national air transportation system 

for a large portion of Indiana, Kentucky, and Illinois. The Airport’s 60-minute catchment area is 

home to more than 550,000 people. Despite the large 

population, the Airport has long been underserved by 

its airlines when compared to other airports in the 

region. 

To better understand the market dynamics, the 

Evansville Regional Airport has just completed a wideranging leakage study and “true market” analysis. This study shows the lack of available seats, 

and the high local airfares, cause almost 45% of Evansville catchment area residents to fly from 

other airports in the region – with most using Louisville, even though it’s over two hours away by 

car. 

The situation will get worse in Evansville this fall. Delta Air Lines, following its merger with 

Northwest, has announced it will leave the Evansville-Memphis market – for the second time. 

The service had been flown twice daily. This loss of seats will exacerbate the fare pressure in the 

Evansville market – as Evansville continues to be one of the airports hardest hit by the DeltaNorthwest merger. 

The Airport must do something to bring lower fares to the region. Under this proposal, the 

Evansville Regional Airport seeks AirTran Airways low fare service to the Airline’s 

Baltimore/Washington hub. AirTran would provide low fare competition in nearly a dozen of 

Evansville’s largest passenger markets, providing an infusion of seats, and forcing other airlines to 

bring fares in line with other airports in the region. The average fare, right now, in markets AirTran 

would access over BWI is $400 roundtrip. These markets are mostly short haul, and have been 

identified as some of those that need the most fare relief. The Airport has developed a proven 

method of providing start-up cost offsets, revenue guarantees, and market support for AirTran’s 

entry into the Evansville market. AirTran has long been looking at Evansville – and it’s time for 

Evansville to step up with the right offer to bring the service to the Airport.

“Evansville is the single most 

expensive medium-sized market in 

which to fly in or out in the entire 

Great Lakes region.” 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 10

PRIMARY OBJECTIVES OF PROPOSAL 

Objectives for Program: 

 Add low fare service at the Evansville Regional Airport 

 Increase airline competition in the market, thus lowering fares 

 Create better low fare connectivity 

 Lower fares in the market through increased enplanements 

 Decrease leakage to Louisville and Indianapolis 

 Increase awareness in the region about low fare service in Evansville 

Means to Achieve Objectives: 

 Prove a market does exist for low fare network service in Evansville 

 Develop incentives to set Evansville apart from other airports 

 Recruit a low fare, network carrier to the Evansville Regional Airport 

Course of Action to Support Means: 

 Provide start-up cost offsets to reduce the cost of entry into the market 

 Provide revenue guarantees to ensure the success of the new service 

 Provide marketing support to increase awareness about lower fares 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 11

EXECUTIVE SUMMARY 

The Evansville Regional Airport is an essential connecting point to the national air transportation 

system for a large area of the Midwest, including parts of Indiana, Kentucky, and Illinois. The 

Airport provides the only commercial air service within a 125 mile radius, and yet it has been 

saddled by prohibitively high fares and a low number of available seats for more than a 

decade. This has the effect of suppressing passengers, and causing passengers to “leak” to 

other airports in the 

region. 

The Airport draws the 

majority of its 

passengers from a 

radius of 60 minutes, 

seen to the side in 

Figure 1 inside the solid 

black line. This 60 

minute catchment area 

is home to 557,000 

people as of the latest 

US Census estimates. 

The Evansville Regional 

Airport has been hard hit by the merger of Delta Air Lines and Northwest Airlines. This fall the 

Airport will lose a non-stop destination, as well as frequencies to other hubs, as Delta culls its 

route network. Delta will continue to serve the hubs at Atlanta, Detroit, and Cincinnati (see 

Figure 2), but will end service between Evansville and Memphis. This lost connectivity will hit 

businesses especially hard – as Memphis provided valuable connections to many cities in the 

south, including Toyota’s co-located plants in the Evansville region and in San Antonio. Toyota is 

now searching for a better way to move people between the two cities, without a Memphis 

option. Moreover, the Delta-Northwest merger left Evansville with just two mainline, legacy 

carriers, instead of three, which has resulted in fewer available seats and higher average fares. 

FIGURE 1: Evansville Regional Airport’s immediate

(30 minute) and extended (60 minute) catchment areas
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 12

In all, the Evansville Regional Airport will have non-stop service to five cities as of November 2010 

(see Figure 2). As of 

August 2010 the Airport 

averaged 14 

departures per day – 

but that number will fall 

to just 12 departures a 

day as of the fall of 

2010 – and just 600 

total departing seats 

per day. 

The number of 

domestic passengers 

using the Evansville 

Regional Airport has 

fallen precipitously 

since the year ended 

first quarter 2005. Total 

domestic passengers 

are down 37% since 

2005 in Evansville – a drop of more than 159,000 total domestic origin and destination travelers 

(see Figure 3). The reason for the passenger declines in Evansville is fairly clear – average fares 

have gone up considerably in the last four years in the market. 

The average Evansville domestic one way fare grew to $226 as of the year ended first quarter 

2010 – the highest point in the last decade (see Figure 3). Since 2005, average one way fares in 

Evansville are up 31%, or $53 each way. 

Memphis Service Ends Fall 2010

FIGURE 2: Current Air Service at the Evansville Regional Airport

August 2010
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 13

The average fare increase is, at least, partially responsible for the loss of passengers over the 

same time period. In just the last two years, average fares in Evansville have grown by 8%, or $16 

each way – easily outpacing inflation (see Figure 3). The average roundtrip fare in Evansville as 

of the year ended 

first quarter 2010 

was $452 – one of 

the highest 

average fares in 

the nation. 

With less air service 

than many other 

airports in the 

region, the 

Evansville Regional 

Airport is saddled 

with higher airfares 

than any of the 

airports 

surrounding its primary market area. In fact, of all Great Lakes region airports, as defined by the 

Federal Aviation Administration, with catchment areas of more than 500,000 people, Evansville 

has the highest current average one-way fare, at $226 each way, or an average of $452 

roundtrip (see Figure 4). The average one way fare at the Evansville Regional Airport is $75, or 

50%, higher than the Great Lakes Region average of $151 each way. 

428,130 429,990

400,150 387,800

309,730

268,720

$173 $187 $202 $210

$235 $226

0 $0.00

300,000

YE 1Q 05 YE 1Q 06 YE 1Q 07 YE 1Q 08 YE 1Q 09 YE 1Q 10

O&D Passengers Fared Average Fare

FIGURE 3: Domestic O&D Passengers and Domestic Average One Way Fares

At the Evansville Regional Airport, YE1Q10, Source: US DOT Table DB1A
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 14

Most challenging for the Evansville Regional Airport, in terms of retaining travelers who live in its 

immediate catchment area, is the lower fares found at the closest competing airports in 

Louisville and Indianapolis. The Evansville average fare is $68 more each way than the average 

fare at Louisville – 

or 41% higher. 

The Evansville 

fare is an 

average of $80 

more than the 

one way fare at 

Indianapolis – or 

53% higher (see 

Table 4). 

In many cases, 

fares to specific 

markets at the 

Evansville 

Regional Airport 

are more than 

double the fare 

found at 

competing 

airports within a 

two-and-a-half hour drive. And although there is no close alternate airport to Evansville, many 

people in the immediate catchment area are forced to drive to other airports for more 

affordable and rational airfare pricing. These drives are inefficient, time consuming, and a drain 

on the local economy. High airfares not only drain money away from the Evansville Regional 

Airport, but also force companies to look at other cities when considering where to base their 

most frequent travelers. If allowed to remain unchecked, it’s likely the high airfare environment 

in Evansville will lead to the loss of significant economic activity. 

$225

$217

$209

$186

$184

$178

$177

$174

$170

$162

$160

$160

$158

$158

$157

$155

$154

$154

$141

$141

$138

$137

$130

$125

$123

$121

$95

$0 $50 $100 $150 $200

Evansville, IN

Lansing, MI

Champaign, IL

Lexington, KY

Grand Rapids, MI

Springfield, IL

Fort Wayne, IN

Cincinnati, OH

Green Bay, WI

Madison, WI

South Bend, IN

Chicago ...

Louisville, KY

Peoria, IL

Detroit, MI

Cleveland, OH

Moline, IL

Toledo, OH

Dayton, OH

Indianapolis, IN

Bloomington/N...

Columbus, OH

Flint, MI

Akron/Canton, ...

Chicago...

Milwaukee, WI

Rockford, IL Great Lakes Average: $151

FIGURE 4: Great Lakes Region Domestic Average One Way Fares

YE1Q10, Source: US DOT Table DB1A
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 15

This drive diversion factor, often referred to as passenger “leakage,” diverts almost 45% of 

Evansville catchment area travelers to access air service at other airports, according to a new 

True Market Study just completed for the Evansville Regional Airport by air service development 

consulting firm Sixel Consulting 

Group. The study surveyed 

almost 6,000 actual tickets, 

along with an analysis of other 

airline data sources, and 

found that the Evansville 

Regional Airport retains just 

55.4% of its total passengers, 

while 36% use Louisville’s 

Standiford Field and 3.5% use 

Indianapolis International 

Airport (see Figure 5). It is 

interesting to note that there is 

no freeway or interstate 

highway between Evansville 

and Indianapolis, so 

passengers who “leak” to 

Indianapolis have to do so 

without interstate access. 

The leakage can be at least partially explained by the fare disparity between Evansville and 

both Indianapolis and Louisville. While the current average one way domestic fare at Evansville 

is $226, the average one way fare at Louisville is 30% lower at $158 and the average one way 

fare in Indianapolis is 38% lower at $141 (refer to Figure 4 on previous page). 

It has been difficult for the Evansville Regional Airport to recruit additional airlines to the market 

because of this leakage. The Airport’s poor retention of local passengers dilutes the Airport’s 

traffic data. Due to weaker traffic data, the Airport must be able to offer some kind of risk 

mitigation to get an airline to launch new service in the Evansville market. Airfares will only come 

down in Evansville once additional airlines have entered the market and provided competition. 

Evansville is stuck in a situation where it must recruit additional airlines in order to ensure the 

market’s continued viability, but it cannot recruit that competition without some kind of federal 

support to reduce a new airline’s barriers to entry into the market.

36.0%

55.4%

3.5%

FIGURE 5: Passenger Leakage from the Evansville Catchment Area

Source: Sixel Consulting Group True Market Study, 2010
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 16

DETAILED EXPLANATION OF PROPOSAL 

With local airfares so high and available seats on the decline, the Evansville Regional Airport 

must seek a third carrier to bring additional competition and pricing stability to the market. In 

conversations with several potential carriers over the past two years, Evansville has identified 

AirTran Airways as its best option for fare relief, and its most likely partner. AirTran can provide 

low cost/low fare service to the market, initially launching a route to Baltimore/Washington – in 

an unserved part of the country – with the possibility of later service to cities such as Orlando, 

Milwaukee and Ft. Lauderdale. AirTran has had success in communities of similar size, such as 

Akron/Canton, Bloomington/Normal, and Harrisburg. 

The Airport proposes to offer the grant funding, 

in the form of start-up cost abatements, fee 

waivers, marketing support, and revenue 

guarantees to AirTran for at least one daily flight 

to Baltimore/Washington (BWI) (see Figure 6). 

The Baltimore/Washington hub would give 

Evansville area travelers adequate access to 

competitive connecting service, and provide 

strong fare competition in the market for 

incumbent carriers Delta Connection and 

American Eagle. The Airport believes the 

addition of AirTran will result in better east coast 

connectivity, vastly increased enplanements, significantly lower fares, and an additional viable 

link to the national air transportation system.

The route between Evansville and Baltimore/Washington (BWI) would cover 593 miles, and could 

be flown by an AirTran Boeing 717-200 aircraft with an average flying time of 1:17 minutes at an 

average groundspeed of 400 knots (see Figure 6). The average block time on the service would 

be 1:50, from gate to gate.

The Airport proposes at least one daily flight in each direction between Evansville and 

Baltimore/Washington, operated by B717 mainline jet aircraft, seating 117 total passengers, with 

12 business class seats and 105 economy class seats. The Airport proposes the flights be timed to 

meet the morning outbound bank at BWI, serving omni-directional destinations from the hub. 

FIGURE 6: Proposed Route,

Evansville – Baltimore/Washington
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 17

The Airport also proposes a late evening return, connecting those same cities back into 

Evansville during AirTran’s last bank (see Figure 7). 

Origin Destination Departs Arrives Block Time Equipment 

EVV BWI 5:20am 8:10am 1:50 717 

BWI EVV 9:30pm 10:20pm 1:50 717 

The proposed schedule assumes an average ground speed of 400 knots on the route, and does 

not take into account winds or weather conditions. That ground speed will result in an average 

flight time of 1:17 minutes on the Evansville – Baltimore/Washington route (see Figure 7). An 

additional 16.5 minutes has 

been added on each end for 

taxi time, resulting in a total 

block time of 1:50. 

AirTran service from Evansville 

to Baltimore/Washington 

would open ten one-stop 

destinations to new low fare 

service (see Figure 8). Many 

of these markets are currently 

dominated by the DeltaAmerican duopoly in 

Evansville. Flights timed on 

the proposed schedule would 

connect to destinations from 

Boston, in the northeast, to San Juan in the Caribbean. Connections through BWI would give 

Evansville travelers one-stop access to a number of markets in which there is little current 

competition. Moreover, the combined Baltimore/Washington, DC market currently ranks as 

Evansville’s 3rd largest origin and destination passenger market, averaging almost 11,600 annual 

FIGURE 7: Proposed Schedule,

Evansville – Baltimore/Washington

FIGURE 8: One‐Stop Connections on Proposed Route,

Evansville – Baltimore/Washington
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 18

passengers, or 15.8 passengers per day each way, despite limited high fare service and leakage 

to other airports.

There is no question the Evansville market lacks competitive air service. The way current service 

is structured, with high fares on Delta and American, and limited service, including the loss of 

one of the market’s major hub routes, there is little incentive for current carriers to keep fares inline with those found in other communities in the region. New flights, on a new low fare airline, 

would provide real competition in many of Evansville’s largest markets. The effect of this 

competition would be to bring fares down and increase enplanements. 

Service on AirTran has been chosen strategically by the Airport. AirTran continually prices its 

markets not for the highest profit margin, but for long term growth and sustainability. Moreover, 

the AirTran aircraft of choice – the Boeing 717 – has some of the lowest operating costs in the 

industry – and lower costs than any of the regional airliners currently serving Evansville. This helps 

AirTran fill large numbers of seats, while still 

offering low fares. 

The Evansville Regional Airport proposes 

that a relatively small portion of the cost of 

starting the new service be supported upfront with federal funds from the Small 

Community Air Service Development 

Program. Of the total project cost of 

$550,000, only $50,000 will be used for marketing and advertising projects. An undetermined 

amount of money will be used to cover AirTran’s start-up costs in the market. The federal share 

of this project will be $500,000, of which the vast majority will be used as a revenue guarantee. 

The Airport projects that the bulk of the grant money be available to provide insurance in case 

the new carrier loses money during the start-up phase of service in its first full year in Evansville. 

With demand for the service in the Evansville market, the Airport projects the new flights will be 

profitable in their second year of operation. However, the Airport expects the new carrier to 

incur some losses at the launch of service, as the market becomes more accustomed to having 

competitive air service, lower fares, and as leakage slowly decreases. 

The objective of the proposal is clear. Evansville Regional Airport seeks to bring a new 

competing carrier to the region, in order to provide additional connection opportunities, 

moderate airfares, stimulate demand, and quell the leakage the airport experiences today. The 

“New flights, on a new low fare airline, 

would provide real competition in 

many of Evansville’s largest markets... 

to bring fares down and increase 

enplanements.” 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 19

Airport is targeting this program to meet the goals of the Small Community Air Service 

Development Program through increased capacity, lowered average fares, and increased 

service by new carriers to additional markets. 

If, for some unforeseen reason, service is not commenced in a timely manner by AirTran Airways 

on the Baltimore/Washington route, the Airport proposes to use federal grant money awarded 

under the Small Community Air Service Development Program to help AirTran launch service on 

another route it deems more likely to see success. Among the alternate AirTran routes covered 

under this proposal would be Orlando, Milwaukee, Ft. Lauderdale, Tampa/St. Petersburg, and 

Atlanta. 

If AirTran declines to serve the Evansville market completely, the Airport will work to recruit 

another carrier interested in beginning service to the community that can provide access to a 

new hub. Among the additional target airlines would be United, with service to Chicago O’Hare 

and/or Washington Dulles; Continental, with service to Cleveland, Newark, and/or Houston; or 

US Airways with service to Charlotte. The Airport would also recruit other airlines, depending on 

their ability to compete and to lower local airfares. 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 20

EXPECTED RESULTS 

Route Specific Data: Evansville – Baltimore/Washington (BWI) 

The Evansville market currently produces 28,710 unstimulated origin and destination passengers 

destinations that naturally connect over the AirTran Baltimore/Washington hub as of the year 

ended first quarter 2010 (see Figure 9). In all, the Evansville – Baltimore/Washington route has the 

potential to capture 10% of the current passengers flying in and out of Evansville, itself, without 

taking into account any passenger leakage, which is quite high due to the oppressive fare 

environment. At the same time, the BWI hub could capture 7% of the current revenue 

generated in the Evansville market. 

Currently, AirTran markets from Evansville that flow over the Baltimore/Washington hub generate 

more than $5.7 million in annual airline revenue as of the year ended first quarter 2010 (see 

Figure 9). The AirTran hub at Baltimore/Washington has potential to capture large portions of 

traffic in 11 of Evansville’s largest origin and destination markets. The BWI hub is especially well 

positioned to capture traffic traveling to the southeast, the northeast, and DC – including large 

markets such as South Florida (which includes Ft. Lauderdale, Miami, and West Palm Beach), 

which produces 9.6 passengers per day each way (PDEW) to and from Evansville; Boston, which 

FIGURE 9: Connecting Passengers and Revenue, Evansville – Baltimore/Washington

Source: Sixel Consulting Group Hub Builder, YE1Q10

BWI 10%

Other 

Hubs 90%

BWI 7%

Other 

Hubs 93%

Evansville O&D Revenue $77,497,280 100%

Revenue Flowing Over BWI $5,735,760 7%

Evansville O&D Passengers 301,131 100%

Passengers Flowing Over BWI 28,710 10%
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 21

produces 6.5 PDEW; and Cancun, which produces 3.4 passengers per day each way as of the 

year ended first quarter 2010 (PDEW) (see Figure 10). 

It is likely AirTran would 

stimulate the 

passenger market 

significantly in 

Evansville, with a 

projected stimulation 

rate in its markets of, at 

least, 100%. AirTran’s 

low fare structure has 

been shown to have a 

similar impact in other markets in the Midwest. This gives the Airport reason to be optimistic that 

the service can be self-sustaining in as little as 12 months from the start of flights.

Evansville’s top three revenue markets that would flow over Baltimore/Washington on AirTran 

each produce more than $1,300 in revenue per day each way as of the year ended first quarter 

2010 (see Figure 11). The 

top potential Evansville 

revenue market over 

AirTran’s Atlanta hub is 

Washington-Baltimore, itself, 

which produces almost 

$2,800 in revenue per day 

each way (RDEW). South 

Florida ranks as Evansville’s 

second-largest revenue 

market that AirTran would 

access with service to the 

BWI hub, generating $3,001 

in RDEW as of the year ended first quarter 2010. 

11,540

7,020

4,720

2,460

1,040

680

440

420

390

15.8

9.6

6.5

3.4

1.4

0.9

0.6

0.6

0.5

0.00 2,000.00 4,000.00 6,000.00 8,000.00 10,000.00 12,000.00

Washington/Baltimore - 1

South Florida Area - 2

Boston - 3

Cancun - 4

Montego Bay - 5

San Juan - 6

Nassau - 7

Rochester- 8

Portland - 9

Annual Passengers 

PDEW

FIGURE 10: Top Passenger Markets, Evansville – Baltimore/Washington

Source: Sixel Consulting Group Hub Builder, YE1Q10

$2,027,120

$1,462,400

$955,850

$495,150

$282,970

$191,600

$126,630

$109,560

$84,480

$2,777

$2,003

$1,309

$678

$388

$262

$173

$150

$116

0.00 500,000.00 1,000,000.00 1,500,000.00 2,000,000.00

Washington/Baltimore - 1

South Florida Area - 2

Boston - 3

Cancun - 4

Montego Bay - 5

San Juan - 6

Nassau - 7

Rochester- 8

Portland - 9

Annual Revenue

RDEW

FIGURE 11: Top Revenue Markets, Evansville – Baltimore/Washington

Source: Sixel Consulting Group Hub Builder, YE1Q10
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 22

The AirTran hub at Baltimore/Washington is in a unique position to generate additional traffic 

and revenue to any number of Evansville’s top origin and destination markets. AirTran service 

from Evansville Regional Airport to Baltimore/Washington on AirTran has the potential to capture 

as much as $5.7 million in current annual airline revenue, not taking into account any revenue 

stimulation through lower fares 

and additional non-stop 

service. 

Should it launch service 

between Evansville and 

Baltimore/ Washington, 

AirTran would be competing 

in markets that have current 

fares well above the regional 

average. The average one 

way fare to Evansville 

markets that AirTran would 

connect with one-stop service over Baltimore/Washington was $200 as of the year ended first 

quarter 2010 – 33% higher than the current Great Lakes regional average of $151 each way as of 

the year ended first quarter 2010 (see Figure 12). AirTran would provide much-needed 

competition for Evansville catchment area residents traveling to many of the market’s top 

destinations, where fares top the regional average, such as Washington-Baltimore, where the 

average roundtrip fare was $352 as of the year ended first quarter 2010; South Florida, where the 

average roundtrip fare was $416 as of the year ended first quarter 2010; Boston, where the 

average roundtrip fare was $406 as of the year ended first quarter 2010; and Portland, Maine, 

where the average roundtrip fare was $432 as of the year ended first quarter 2010. 

Average fares in Evansville markets that would naturally flow over Baltimore/Washington on 

AirTran would likely be roughly 20% below the overall Evansville average. Still, specific 

Baltimore/Washington flow markets have some of the highest average fares of all Evansville 

markets, and must have relief in order for the number of local passengers to begin to rebound. 

The only real chance at fare relief in markets that flow over Baltimore/Washington on AirTran is 

for an additional airline to offer competing service. AirTran’s low fare service would go a long 

$176

$208

$203

$201

$272

$282

$288

$261

$217

$0 $50 $100 $150 $200 $250

Washington/Baltimore - 1

South Florida Area- 2

Boston - 3

Cancun - 4

Montego Bay - 5

San Juan - 6

Nassau- 7

Rochester - 8

Portland - 9

Average Over BWI: $200

FIGURE 12: Average One Way Fares, Evansville – Baltimore/Washington

Source: Sixel Consulting Group Hub Builder, YE1Q10
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 23

way towards providing enough competition to bring fares in-line with those found in other 

regional markets. 

The Airport believes there is sufficient passenger traffic and revenue that would flow over 

AirTran’s Baltimore/Washington hub to make the service profitable. AirTran would not be forced 

to offer rock-bottom fares in Evansville to be competitive – even fares slightly higher than those 

found in other Midwest markets would be considered low for local Evansville travelers. The 

Evansville Regional Airport believes in the Evansville – Baltimore/Washington market, and must 

develop a risk mitigation package to ensure AirTran can enter the market without major up-front 

investments. 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 24

LETTERS OF SUPPORT 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 25
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 26
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 27
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 28
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 29
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 30
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 31
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 32

CURRENT AIR SERVICE IN EVANSVILLE 

The Evansville Regional Airport is served by the regional affiliates of two network carriers with 

flights to five non-stop destinations. Delta Connection has service to its hubs at Atlanta, 

Cincinnati, and Detroit, while American Eagle has service to its hubs at Chicago O’Hare at 

Dallas/Ft. Worth. Evansville will lose its twice-daily service to the Delta hub at Memphis this fall. It 

has also lost frequency on flights to Atlanta and Cincinnati within the last two years. 

Despite the presence of two airlines in the market, of Great Lakes region catchment areas with 

populations of 500,000 or more, Evansville has the highest fares – averaging $226 each way as of 

the year ended first quarter 2010, or $452 roundtrip. Evansville is the single most expensive 

medium-sized market in which to fly in or out in the entire Great Lakes region. The Airport must 

have an additional competing carrier to truly realize the benefits of competition on average 

airfares. The best solution would include service on a low cost carrier, instead of service on 

another legacy carrier. 

Current Passenger Traffic the Evansville Market

The domestic travel downturn nationwide, and at the Evansville Regional Airport, coincides with 

the significant loss of available seats, including the loss of frequencies on each and every hub 

route served 

from the Airport. 

By the end of 

2008, Delta 

began to 

rationalize the 

new hub 

structure of the 

combined 

Delta-Northwest. 

In Evansville this 

will mean the 

loss of service to 

the former 

Northwest hub 

975 973 965

927

889 864 883 855

822 817

861 842

872

833 830

693

757

645 648

681 657

611 612 633

718

555

594

630

579

513

475

520

467 478

357

405 431 406

443

510

433 420 415

451 434

403

367 391

460 471

0

200

400

600

800

1,000

1,200

Available SDEW Onboard PDEW Flights Per DEW

24.0 23.5 23.5 22.8 22.0

17.5 17.7 17.3 16.7 17.0 17.8 17.3 17.6 17.1 17.2

14.4

15.5

13.1 13.6 14.1 13.5

12.3 12.3 12.8

14.8

FIGURE 13: Available Seats, Onboard Passengers, and Daily Departures

Source: T100 Reports, April 2008 – April 2010
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 33

at Memphis by fall of 2010. Other routes have lost frequencies and available seats. These losses 

in service have made connectivity beyond major hubs much more limited from Evansville, and 

have driven many people either to choose other airports in the region for their travel, or, in many 

cases, not to travel at all. 

Total onboard passengers at the Evansville Regional Airport have dropped by 25% since April of 

2008 (see Figure 13). At the same time, the average one way fare in the market has risen by 

almost 45% - one of the largest such airfare increases in the Great Lakes region. 

The Airport has seen a precipitous decline in available seats in the last two years. Evansville has 

lost 26% of its average daily available seats since April of 2008, as the number of departing seats 

per day has declined from 975 in April of 2008 to 718 in April of 2010 (see Figure 13). At the same 

time, airlines have cut the average number of 

daily departing flights in the Evansville market 

from 24 in April of 2008 to 14.8 in April of 2010 – 

a loss of more than nine daily departures or a 

total departure decline of 38%. 

There is little doubt the lack of available seats is 

suppressing local passengers, as airlines are 

able to better control their open inventory with 

fewer seats in the market. The two airlines 

serving Evansville are able to charge a premium for local air service. Those airlines are 

unchecked, due to the lack of a low cost carrier within 125 miles of the Evansville market. 

Despite the lack of available seats, and the subsequent high average fares – higher than other 

airports in the region – the Evansville Regional Airport generated more than ten passengers per 

day each way (PDEW) to eight domestic markets, and more than five PDEW to all top 20 

domestic markets as of the year ended first quarter 2010 (see Figure 14). The number one 

market for Evansville travelers as of the year ended first quarter 2010 was Chicago, which saw a 

total of 19,800 origin and destination trips, or 27.1 passengers per day each way. New 

York/Newark ranked second, with 12,290 O&D trips, or 16.8 passengers per day each way. 

Other top markets include Dallas/Ft. Worth, with 10,960 O&D trips, or 15.0 passengers per day 

each way, Detroit with 10,020 O&D trips, or 13.7 passengers per day each way, and Las Vegas 

with 9,740 O&D trips, or 13.3 passengers per day each way.

“New flights, on a new low fare airline, 

would provide real competition in 

many of Evansville’s largest markets... 

to bring fares down and increase 

enplanements.” 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 34

If Baltimore/Washington, Washington National, and Washington Dulles are combined, the 

Washington-Baltimore market represents the third largest origin and destination passenger 

destination for Evansville travelers as of the year ended first quarter 2010 (see Figure 14). As of 

the year ended first quarter 2010, Evansville generated 11,540 total O&D passengers to and from 

Washington-Baltimore, or 15.8 passengers per day each way. 

It is highly likely that demand in the Evansville-Washington/Baltimore market is underrepresented 

by the Department of Transportation data due to the high average fares that cause many 

Evansville passengers to fly from other airports in the region. Non-stop service would likely lower 

19,800

12,290

10,960

10,020

9,740

8,500

8,340

7,890

6,760

6,580

6,500

5,160

5,120

4,960

4,740

4,720

4,650

4,240

4,200

4,190

27.1

16.8

15.0

13.7

13.3

11.6

11.4

10.8

9.3

9.0

8.9

7.1

7.0

6.8

6.5

6.5

6.4

5.8

5.8

5.7

0.00 2,000.00 4,000.00 6,000.00 8,000.00 10,000.00 12,000.00 14,000.00 16,000.00 18,000.00 20,000.00

Chicago, IL

New York/Newark, NY

Dallas/Ft Worth, TX

Detroit, MI

Las Vegas, NV

Orlando/Sanford, FL

Los Angeles, CA

Atlanta, GA

Phoenix/Mesa, AZ

Washington, DC

Tampa/St Petersburg, FL

Denver, CO

Cincinnati, OH

Baltimore, MD

Philadelphia, PA

Boston, MA

Seattle/Tacoma, WA

San Diego, CA

Raleigh/Durham, NC

Houston, TX

Annual Passengers 

PDEW

FIGURE 14: Evansville’s Top 20 O&D Domestic Passenger Markets

Source: US DOT Table DB1A, YE1Q10
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 35

the average fare, due to the low fare philosophy of AirTran, dramatically increasing 

enplanements. 

The AirTran hub at Baltimore-Washington has tremendous potential to connect the Airline with 

the majority of available Evansville revenue. The BWI hub could access seven of Evansville’s top 

20 year ended first quarter 2010 revenue markets. Moreover, the Airport believes non-stop 

service will dramatically increase non-stop revenue between Evansville and BWI. 

Air Carrier Market Share in Evansville 

For many years, Evansville was a market that was split into thirds – with American, Delta, and 

Northwest each carrying about a third of all origin and destination passengers. This status quo 

was overturned by the Delta-Northwest merger in 2008. Now the market is unevenly distributed 

both in terms of passengers and revenue, with Delta becoming the major market force. Since 

Delta took this position, it has cut frequency on several 

routes, and in the fall of 2010, it will end service between 

Evansville and the former Northwest hub in Memphis. 

As of the year ended first quarter 2010, the new Delta carried 

65.3% of Evansville’s passengers, while American carried 

34.7% (see Figure 15). With Delta and American capturing a 

combined 100% of Evansville passenger market, one can 

reasonably expect Evansville fares to increase even more 

substantially. With year ended first quarter 2010 fares ranking 

as the highest in the Great Lakes region, it is likely the trend 

will continue without a new competitor to add seats and force lower fares. The Airport must 

work now to bring low fare competition to Evansville, before the high fare fate of the market is 

sealed. 

American 

34.7%

Delta 

65.3%

FIGURE 15: Passenger Market Share at EVV  

Source: US DOT Table DB1A, YE1Q10
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 36

The same trend is apparent in Evansville’s revenue share by carrier. The new Delta captured 

66.1% of origin and destination revenue at the Evansville Regional Airport as of the year ended 

first quarter 2010, while American captured a 33.9% 

(see Figure 16). Much like the passenger market 

share of the carriers at the Evansville Regional Airport, 

the revenue split is far from achieving competitive 

balance. This creates a pricing environment that 

discourages local travel, and encourages passengers 

to use other carriers at other airports in the region.

 

American 

33.9%

Delta 

66.1%

FIGURE 16: Revenue Market Share at EVV  

Source: US DOT Table DB1A, YE1Q10
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 37

AIR SERVICE DEFICIENCIES IN EVANSVILLE 

Although the Evansville Regional Airport catchment area represents a large proportion of the 

population of the larger region, the Airport does not retain the number of passengers equal to its 

share of the regional population. In other words, the Airport is leaking a large percentage of its 

passengers to other airports – even though those airports are not particularly close. The Airport 

took the pro-active step of having Sixel Consulting Group prepare a leakage analysis and True 

Market Study in anticipation of this Grant application. That study found the Airport retains just 

55% of its catchment area’s passengers, with more than a third of those living nearest Evansville 

flying in and out of the airport in Louisville. Highlights of the True Market Study include the 

following: 

o Based on the analysis 561,018 enplaned and deplaned passengers – 769 

passengers per day each way - are produced in the Evansville catchment area. 

Evansville Regional Airport (EVV), Louisville International Airport (SDF) and 

Indianapolis International 

Airport (IND) are the primary 

airports used among area 

passengers (see Figure 17). 

o Slightly more than 5 in 10 – 

55.4% of Evansville Regional 

Airport area passengers – or 

426 area passengers per day each way, use Evansville Regional, while 277 

passengers per day each way drive in order to travel to/from Louisville 

International. The remaining 8.6% of passengers, or 66 per day each way, use 

Indianapolis International or other airports in the region (see Figure 17). 

o Based on the analysis, $124.5 million in domestic and international revenue – 

$170,570 per day each way - is 

generated in the Evansville 

Regional Airport catchment 

area (see Figure 18). 

o 63.7% of area revenue, or 

$79.3 million, is generated at 

Air port Passe nge rs PDEW Share

1 Evansville, IN 310,600 425.5 55.4% 

2 Louisville, KY 202,225 277.0 36.0% 

3 Indianapolis, IN 19,415 26.6 3.5% 

4 Other A irports 28,778 39.4 5.1% 

Total Evansville Are a Passe nge rs 561,018 769 100.0% 

Rank

FIGURE 17: Airports Used by EVV Catchment Area  

Passengers, CY2009; Source: EVV True Market Study, 2010

Airport Revenue RDEW Share

1 Evansville, IN $79,319,810 $108,657 63.7% 

2 Louisville, KY $37,923,969 $51,951 30.5% 

3 Indianapolis, IN $3,283,265 $4,498 2.6% 

4 Other Airports $3,989,235 $5,465 3.2% 

Total Evansville Area Revenue $124,516,278 $170,570 100.0% 

Rank

FIGURE 18: Airports Capturing EVV Catchment Area  

Revenue, CY2009; Source: EVV True Market Study, 2010
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 38

EVV while $38 million is generated at SDF. The remaining 5.8% of revenue is 

generated at IND and other area airports (see Figure 18). 

Evansville retains less than two-thirds of its catchment area’s passengers to 18 of its top 20 origin 

and destination passenger markets, according to the 2010 True Market Study. While the 

Evansville Regional Airport retains almost 80% of passengers to and from Chicago O’Hare – due 

to American Eagle’s non-stop service – it retains just 32% of passengers to Boston, just 25% of 

passengers to Miami, and just 31% of passengers to Hartford (see Figure 19). Most of these 

“leaking” passengers are flying from Louisville’s Standiford Field, which offers average fares 30% 

below the fares offered at Evansville. 

Total

Rank Airport Paxs Share Paxs Share Paxs Share Paxs Share Passengers

1 Chicago O'Hare, IL 21,300 79.6% 5,090 19.0% 0 0.0% 380 1.4% 26,766 

2 Las Vegas, NV 9,530 41.4% 13,070 56.7% 430 1.9% 0 0.0% 23,032 

3 Orlando, FL 9,160 44.3% 2,820 13.6% 8,300 40.1% 420 2.0% 20,687 

4 Detroit, MI 10,170 55.8% 7,690 42.2% 0 0.0% 370 2.0% 18,226 

5 Atlanta, GA 8,020 47.9% 7,130 42.5% 540 3.2% 1,070 6.4% 16,757 

6 Dallas/Fort Worth, TX 9,640 58.5% 6,830 41.5% 0 0.0% 0 0.0% 16,468 

7 New York La Guardia, NY 6,950 49.5% 6,510 46.4% 220 1.6% 350 2.5% 14,035 

8 Tampa, FL 7,510 60.5% 4,370 35.2% 130 1.0% 400 3.2% 12,411 

9 Boston, MA 3,920 32.5% 7,310 60.6% 210 1.7% 620 5.1% 12,068 

10 Phoenix, AZ 6,520 54.2% 5,370 44.6% 0 0.0% 150 1.2% 12,040 

11 Philadelphia, PA 4,960 43.7% 5,520 48.6% 550 4.8% 330 2.9% 11,358 

12 Miami, FL 2,690 24.7% 5,640 51.8% 0 0.0% 2,560 23.5% 10,888 

13 Los Angeles, CA 8,080 75.0% 1,770 16.4% 850 7.9% 70 0.7% 10,768 

14 Sanford, FL 0 0.0% 0 0.0% 0 0.0% 10,380 100.0% 10,380 

15 Baltimore, MD 6,530 63.8% 3,700 36.2% 0 0.0% 0 0.0% 10,228 

16 Providence, RI 1,690 18.2% 7,040 75.7% 560 6.0% 0 0.0% 9,298 

17 Minneapolis, MN 4,300 49.5% 3,760 43.3% 130 1.5% 490 5.6% 8,680 

18 Kansas City, MO 2,670 34.5% 5,060 65.5% 0 0.0% 0 0.0% 7,729 

19 Hartford, CT 2,380 31.1% 3,960 51.7% 0 0.0% 1,320 17.2% 7,658 

20 San Jose, CA 1,720 22.7% 5,870 77.3% 0 0.0% 0 0.0% 7,592 

21 New York New ark, NJ 4,410 59.3% 2,400 32.3% 550 7.4% 80 1.1% 7,440 

22 Houston Intercontinental, TX 4,510 61.8% 2,390 32.8% 400 5.5% 0 0.0% 7,296 

23 Denver, CO 5,010 68.7% 1,970 27.0% 0 0.0% 310 4.3% 7,287 

24 San Diego, CA 5,200 71.5% 1,500 20.6% 430 5.9% 140 1.9% 7,273 

25 Washington National, DC 4,550 63.9% 2,220 31.2% 180 2.5% 180 2.5% 7,125 

26 Seattle/Tacoma, WA 4,310 63.2% 1,490 21.9% 390 5.7% 630 9.2% 6,818 

27 San Francisco, CA 3,160 48.1% 3,230 49.1% 60 0.9% 120 1.8% 6,572 

28 Fort Lauderdale, FL 3,840 59.7% 2,430 37.8% 0 0.0% 170 2.6% 6,433 

29 Austin, TX 2,320 37.8% 3,660 59.6% 160 2.6% 0 0.0% 6,141 

30 Manchester, NH 950 15.7% 5,110 84.3% 0 0.0% 0 0.0% 6,061 

31 Raleigh/Durham, NC 5,100 93.2% 370 6.8% 0 0.0% 0 0.0% 5,473 

32 Fort Myers, FL 3,070 61.8% 1,210 24.4% 0 0.0% 680 13.7% 4,964 

33 New Orleans, LA 3,070 67.2% 1,130 24.7% 360 7.9% 0 0.0% 4,568 

34 Pittsburgh, PA 3,200 74.3% 1,110 25.8% 0 0.0% 0 0.0% 4,305 

35 Cancun, Mexico 2,670 64.4% 340 8.2% 570 13.7% 570 13.7% 4,149 

36 San Antonio, TX 2,960 71.8% 1,160 28.1% 0 0.0% 0 0.0% 4,123 

37 Cincinnati, OH 4,100 100.0% 0 0.0% 0 0.0% 0 0.0% 4,100 

38 Savannah, GA 1,560 38.5% 2,500 61.6% 0 0.0% 0 0.0% 4,056 

39 Norfolk, VA 2,300 58.8% 1,610 41.2% 0 0.0% 0 0.0% 3,910 

40 Oklahoma City, OK 1,510 43.8% 650 18.8% 0 0.0% 1,290 37.4% 3,451 

41 Orange County, CA 2,330 70.0% 1,000 30.0% 0 0.0% 0 0.0% 3,331 

42 Charlotte, NC 2,000 64.4% 980 31.5% 0 0.0% 130 4.2% 3,108 

43 Montego Bay, Jamaica 1,340 43.3% 20 0.6% 1,670 54.0% 60 1.9% 3,092 

44 Albany, NY 1,610 52.1% 1,480 47.9% 0 0.0% 0 0.0% 3,088 

45 West Palm Beach, FL 1,840 60.0% 1,230 40.1% 0 0.0% 0 0.0% 3,068 

46 Grand Rapids, MI 1,900 64.4% 1,050 35.6% 0 0.0% 0 0.0% 2,952 

47 Jacksonville, FL 2,120 71.9% 830 28.1% 0 0.0% 0 0.0% 2,949 

48 Cleveland, OH 1,930 66.2% 990 33.9% 0 0.0% 0 0.0% 2,917 

49 Salt Lake City, UT 2,330 80.3% 510 17.6% 0 0.0% 60 2.1% 2,903 

50 Portland, OR 2,270 78.6% 490 17.0% 0 0.0% 130 4.5% 2,886 

Total Evansville Area Passengers 310,600 55.4% 202,220 36.0% 19,410 3.5% 28,788 5.1% 561,018 

Evansville Louisville Other Airports Indianapolis

FIGURE 19: Passenger Retention in Evansville’s Top 50 True Passenger Markets

Source: EVV True Market Study, 2010; Sixel Consulting Group
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 39

Current air service in Evansville does a poor job connecting the catchment area’s passengers to 

destinations in the northeast and the southeast, with weak retention to Philadelphia, New York 

City, Boston, Providence, and even the Washington-Baltimore area (see map in Figure 20). 

Evansville’s current air service does a much better job connecting its catchment area to the 

southwest, with strong retention to Denver, Phoenix, San Diego, and Los Angeles. 

The Airport’s glaring need for new service is to the east of the market, where its retention is 

poorest (see map in Figure 20). Passenger retention from Evansville to western markets tends to 

be better, as higher fares are not such a deterrent to local air travel over longer distances, 

where fares from other airports in the region are also higher. On short stage lengths to the east 

of the market, Evansville cannot compete on fare with either Louisville or Indianapolis, causing 

more significant passenger leakage to those destinations. It is clear that additional service to an 

eastern hub would best serve the Evansville market. 

FIGURE 20: Map of Passenger Retention in Evansville’s Top 20 True Passenger Markets

Source: EVV True Market Study, 2010; Sixel Consulting Group
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 40

EXTENUATING FACTORS AFFECTING AIR SERVICE 

The airfare disparity between the Evansville Regional Airport and other airports in the Great 

Lakes region is well documented. So is the fact that the Evansville market has fewer available 

seats than most other airports in the region. The proposal has also detailed the current market 

strength of the new Delta Air Lines in the Evansville market, with a virtual duopoly between Delta 

and American as of August 2010. 

It would stand to reason, then, that most of those passengers who live in the Evansville Regional 

Airport catchment area, but who fly from other airports in the region instead of Evansville due to 

the lack of local available seats and high average fares, would seek out the service of airlines 

other than Delta and American at other airports in the region. Somewhat surprisingly, the 

Airport’s 2010 True Market Study found the opposite to be true. 

Based on the analysis, it was determined that the new Delta is the Evansville catchment area’s 

largest passenger airline, carrying an average of 377 passengers per day each way – 49.1% of 

the area total (see Figure 21). Delta is followed by American at 22.3% of the passenger market 

share. Together, Delta and American capture 71.4% of all Evansville catchment area 

passengers, regardless of which airport in the region 

they use. In other words, most passengers in the 

Evansville catchment area “leak” to Louisville and 

Indianapolis for lower fares – created by competition 

– on the same airlines that provide direct service into 

the Evansville Regional Airport. 

Less than 30% of Evansville catchment area 

passengers use airlines other than Delta and 

American – even when they fly out of Louisville and Indianapolis. Southwest, with its low fares 

and frequent service at both Indianapolis and Louisville, captures just at 9.3% of Evansville 

catchment area travelers (see Figure 21). It should also be noted that AirTran currently has very 

little market presence in Evansville – capturing less than 1% of all Evansville catchment area 

passengers with its service at Indianapolis. 

Airline Passengers PDEW Share

1 Delta/Northw est 275,459 377.3 49.1% 

2 American 125,101 171.4 22.3% 

3 Southw est 52,244 71.6 9.3% 

4 US Airw ays 31,755 43.5 5.7% 

5 Continental 13,077 17.9 2.3% 

6 United 12,004 16.4 2.1% 

7 Allegiant 10,380 14.2 1.9% 

8 Airtran 4,907 6.7 0.9% 

Total Evansville Area Pass engers 561,018 769 100.0% 

Rank

FIGURE 21: Airlines Used by All EVV Catchment Area

Passengers; Source: EVV True Market Study, 2010
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 41

It is important to note, that even if additional airline service – including low cost service – is 

offered at the Evansville Regional Airport, airlines serving Evansville will not realize the full number 

of passengers and the full amount of revenue represented in this True Market Study. While these 

numbers represent what the Evansville market currently produces for airlines at EVV and other 

airports combined, it does not represent the eventual retention number of service in Evansville. 

Local air service, in regional markets like 

Evansville, retains only a percentage of the total 

market, as many travelers still choose to drive to 

other airports to access the national air 

transportation system. 

While this True Market Study indicates the 

Evansville local air service market is currently 

large enough to support additional local air 

service, local marketing and business support will 

be essential to ensuring any additional local service sees success. The next task will be for the 

Airport to develop financial support for any additional scheduled air service. The Airport and its 

community partners must meet with multiple local businesses and organizations to solicit local 

funding for a revenue guarantee to support an additional airline taking the risk of launching 

service in the Evansville market. 

There is a remedy for the current duopoly in the Evansville. It begins with the recruitment of a 

low cost carrier that can provide additional competition. The Airport believes increased 

competition will lead to lower fares, through the addition of more available seats, more flights, 

and service that is more likely to compete on price and convenience with that found at other 

regional airports. 

 

“...local marketing and business 

support will be essential to 

ensuring any local service sees 

success. The... Airport [must] 

develop financial support for any 

additional scheduled service.”” 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 42

AVAILABILITY OF ALTERNATE AIRPORTS 

The Evansville Regional Airport is relatively isolated as the only commercially-served airport within 

a two hour drive. The closest alternate airport with scheduled airline service from Evansville is 

Louisville, which is 99 miles away (see Figure 22). The drive time to Louisville is two hours and ten 

minutes, not taking into account traffic conditions. 

Lambert – St. Louis International Airport is the next closest to Evansville, at 162 miles away, or a 

drive of just over three hours (see Figure 22). While most leakage likely occurs to flights at 

Louisville and St. Louis, some Evansville travelers drive as far away as Indianapolis and Cincinnati 

to access the national air transportation system. The drive to each of those cities is long, 

arduous, and difficult in the frequent bad weather the region experiences. 

 

Adjacent Airports With Current Air Service

Evansville to Louisville (SDF) 99 2:10

Evansville to Indianapolis (IND) 174 3:13

Evansville to St. Louis (STL) 162 3:03

Evansville to Cincinnati (CVG) 172 3:18

Mileage Drive Time

EVV

IND

STL

SDF

CVG

FIGURE 22: Location of Evansville Regional Airport in relation to other airports in region
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 43

USE OF LOCAL FEDERAL FUNDS 

Marketing and Advertising 

The Evansville Regional Airport proposes to spend $50,000 in funds on marketing and advertising 

promotions in support of new service. The goal is to increase enplanements and usage through 

targeted regional campaigns. 

Revenue Guarantee 

The Airport proposes to make available at least $500,000 in funds for a revenue guarantee to the 

new carrier, to cover start-up losses that may occur during the first twelve months of service. 

Subject to negotiation, payments will be made to the new carrier quarterly, when income 

derived from passengers and cargo is less than agreed expenses on the route. Revenue 

generated that exceeds expenses will be carried forward and tapped before any grant funds 

are used. 

Startup Cost Offsets 

The Airport proposes to use a small portion of the funding provided under this proposal to pay for 

start-up costs in support of new service introductions. Money will be reimbursed to the new 

carrier, from the revenue guarantee portion of this proposal, as invoices are submitted detailing 

the work performed to offset the acquisition of necessary equipment to begin service (items 

include carts, tugs, power units, computer equipment, cabling, software, etc.). 

Additional Costs 

As part of this program, the Airport understands that additional expenses will be incurred, such 

as monitoring the results of the program and reporting those results back to the US DOT. In 

addition, the Evansville Regional Airport expects to incur some expenses in the recruitment of a 

new airline. These additional costs will come from the revenue guarantee portion of the funding. 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 44

PUBLIC/PRIVATE PARTNERSHIPS 

A number of local partners will be working with the Evansville Regional Airport to promote, 

support, and market the new service. Contacts will be made to all Evansville members of 

chambers of commerce and similar organizations, and those with an interest in growing the 

economic base of the community through local business growth, attraction of new businesses 

and the promotion of tourism and visitor traffic via the airport. 

Vanderburgh County 

Vanderburgh County and the City of Evansville are the major government entities overseeing 

the Evansville Regional Airport. The Airport is governed by the Evansville-Vanderburgh Airport 

Authority District, and its Board Members. This Board is made up of community leaders from 

major local business organizations. The Airport Board will oversee the development of this grant 

application, and administer the funds awarded. 

City of Evansville 

The City of Evansville is one of the biggest supporters of bringing additional air service to the 

local Airport, as they realize how vital the Airport is to the growth of the entire region that it 

serves. City leaders continually work with to develop and support new service initiatives. 

Chamber of Commerce of Southwest Indiana 

The Chamber of Commerce of Southwest Indiana is a totally independent non-profit 

corporation (not affiliated with government or any other agency) that is uniquely able to serve 

the needs of the business community in Evansville. The Chamber is dedicated to just one goal: 

the economic health of the area and the prosperity of its members. 

The Chamber’s philosophy is simple: more business is good for existing business and an attractive 

and viable city will attract more business activity. The Chamber also believes additional 

economic activity will benefit every business person and resident in the region. The Chamber’s 

work toward implementing this philosophy has been successful because of a powerful 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 45

combination of active, motivated volunteer business leaders supported by a highly regarded 

professional staff. Together, the volunteer leaders and the professional staff do what no service 

club, government agency nor individual business could do: enhance and promote Evansville as 

a place to do business and enjoy life. Moreover, the Chamber believes enhanced air service is 

essential to the interconnectivity of businesses, and is an essential part of any community’s plan 

for economic growth.

Economic Development Coalition of Southwest Indiana 

The Economic Development Coalition of Southwest Indiana is a private partner in this 

application. The Coalition provides a number of in-kind services. Coalition funding will commit 

to a program of viral marketing through e-mail blasts to all members and word-of-mouth 

advertising. The Coalition also contributes mailers to area businesses explaining the benefits of 

new and additional air service.

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 46

IMPLEMENTATION TIMELINE 

The proposed implementation timeline for the project assumes the Department of Transportation 

will award Small Community Grant Funding in December 2010. Once the award is announced, 

the Evansville Regional Airport will conduct additional airline meetings to secure a new service 

that is mutually beneficial. Based on airline planning lead times and the need for advance 

bookings, we assume the new carrier would not be able to begin service until at least March of 

2012. 

The first three milestones on the Airport's timeline are to execute the grant agreement with the 

Department of Transportation, meet with prospective airlines to negotiate for service, and sign 

the minimum revenue guarantee agreement with the appropriate airline partner. Once service 

is announced and schedules are published, the Airport would begin marketing the new route 

and working with the new carrier to monitor advance bookings. The Airport will continue its 

marketing program and continue to work with the new carrier to monitor the route once service 

begins. The Airport would submit grant status reports on a quarterly basis to the Department 

throughout the proposed two year term of the minimum revenue guarantee. 

While the estimated dates are targets, it is possible service could be secured and launched on a 

more aggressive timeline once Grant funding is awarded. It is also possible that new service 

could slip to 2013 should an airline require additional risk mitigation, beyond that included in this 

proposal, from the community. 

Activity/Project Milestone Estimated Date

SCASD Grant Award Announcement December 2010

Executive Grant Agreement with DOT January 2011

Meet With Prospective Airlines February - June 2011

Negotiate Minimum Revenue Guarantee (MRG) With Airline July/August 2011

Announce Service December 2011

Publish Schedule December 2011

Begin Marketing of New Route January 2012

Monitor Advance Bookings January - March 2012

Service Launch March 2012

MRG Available for Service March 2012 - March 2014

Monitor Route Performance March 2012 - March 2014

Submit Grant Status Reports to DOT Quarterly Q1 2011 - Q1 2014

Close Grant April 2014
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 47

AIR SERVICE ADVISORY GROUPS 

The Evansville-Vanderburgh Airport Authority District Board is made up of a number of 

community leaders from a variety of business organizations. These Board members oversaw the 

development of this grant application, and will oversee and administer the funds awarded. 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 48

LOCAL AIR SERVICE DEVELOPMENT EFFORTS 

The Evansville Regional Airport has been one of the more aggressive regional airports in the 

country in terms of its air service development efforts over the last decade. The Airport has had 

success in recruiting several new routes, including its route on American Eagle to Dallas/Ft. 

Worth, which is still in operation today. 

This Grant does not represent a new effort for the Evansville Regional Airport. It is the 

continuation of more than a decade of work to bring a low cost carrier to the community. The 

Airport has been in continual talks with AirTran for the last three years, meeting with leaders from 

the carrier at least annually. In 2010, the Airport has met with AirTran leaders and planners twice 

in formal settings, and several more times in informal settings. 

The Airport also meets with its incumbent and interested carriers on, at least, an annual basis. In 

2010, Evansville Regional Airport leaders have met with planners from United Airlines, American 

Eagle, Republic Airways, Frontier Airlines, Midwest Airlines, and Continental Airlines. 

The Airport realizes the importance of constant work to improve the air service offerings in the 

community and the region, and spends considerable time and money working to communicate 

with airlines and make the case for the market. 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 49

IN-KIND SERVICES FROM COMMUNITY 

The following organizations will help promote the new service through their various membership 

groups. There is no estimated value to these services. 

 Vanderburgh County 

 City of Evansville 

 Chamber of Commerce of Southwest Indiana 

 Economic Development Coalition of Southwest Indiana 

 Evansville Convention and Visitors Bureau 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 50

PERFORMANCE MEASURES 

The success of the program will be based on three variables. The first measure of success will be 

the recruitment and retention of a new airline to the Evansville market. When new service is 

initiated, the first measure of success will be met. The Airport will judge the second measure of 

success by the increased number of enplanements. Finally, the third measure of success will be 

based on how much average airfares charged in the community have gone down. The 

measurement of enplanements will include a monthly comparison, once the program begins, to 

past enplanements numbers. The measurement of airfares will be derived from US DOT OD1A 

reports. 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 51

LEGAL SPONSOR 

The Evansville-Vanderburgh Airport Authority District Board is the legal sponsor responsible for 

administering the program. The Board is a government entity. 

Evansville-Vanderburgh Airport Authority District Board 

7801 Bussing Drive 

Evansville, Indiana 47725 

Douglas P. Joest, Interim Airport Manager 

812.421.4401 

doug@evvairport.com 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 52

FINANCIAL CONTROLS 

As the sponsor, the Evansville – Vanderburgh Airport Authority District, will be the responsible 

parties for all fiscal matters and DOT reporting requirements. The Authority is established as a 

public governing body. As a public entity the DOT can be assured that proper financial controls 

are in place to guarantee that the DOT’s Grant will be used in accordance with any subsequent 

agreement. The Evansville Regional Airport understands that the Grant is a reimbursable grant, 

meaning the Airport is responsible for program expenditures and will submit invoices to the DOT 

for reimbursement, based on a percentage of the total grant request. 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 53

RETURN ON INVESTMENT 

The Airport has developed a cost effective and achievable strategy to add new service, 

increase enplanements, and lower airfares at the airport. The proposal uses proven methods of 

achieving air service improvements, allowing the DOT to be comfortable with choosing this 

proposal. The increased competition, and access to lower airfares with increased competition, 

by adding service on a new low fare airline, is in line with the major goals of the Small 

Community Air Service Development Program. 

Approximately $50,000 of the $550,000 in cash is committed to being spent. The remaining 

$500,000 in cash available for the revenue guarantee portion of the grant may never be 

expensed. 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 54

DOT EXIT STRATEGY 

The Evansville Regional Airport has developed this proposal as a one-time grant. While the initial 

startup costs will be paid for out of other airport funds, the advertising and marketing program 

will commence a few months before service starts and last for at least twelve months. The 

revenue guarantee program will also be in place for twelve months, with two additional twelvemonth periods available for negotiation. It is projected that the service will be financially selfsustaining within the second twelve months of service. 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 55

ALTERNATE PLAN 

If, for some unforeseen reason, service is not commenced in a timely manner by AirTran Airways 

on the Baltimore/Washington route, the Airport proposes to use federal grant money awarded 

under the Small Community Air Service Development Program to help AirTran launch service on 

another route it deems more likely to see success. Among the alternate AirTran routes covered 

under this proposal would be Orlando, Milwaukee, Ft. Lauderdale, Tampa/St. Petersburg, and 

Atlanta. 

If AirTran declines to enter the Evansville market, the Airport will work to recruit another carrier 

interested in beginning service to the community that can provide access to a new hub. 

Among the additional target airlines would be United, with service to Chicago O’Hare and/or 

Washington Dulles; Continental, with service to Cleveland, Newark, and/or Houston; or US 

Airways with service to Charlotte. The Airport’s alternate low cost carrier under this Grant 

proposal will be Frontier Airlines, with service to either the Milwaukee hub or the Denver hub. 

The Airport would also be open to recruiting other airlines, depending on their ability to compete 

and to lower local airfares. 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 56

AIRPORT INFORMATION 

Evansville Municipal Airport (Evansville Regional Airport) was originated and financed by a 

$190,000 Evansville city bond issued in 1928. The bond provided for the purchase of 260 acres of 

land along U.S. Highway 41 and funded the airport's initial development. Airport construction 

between the years 1928-1929 included a small terminal, weather bureau, hangar, transformer 

building with a light beacon, two 100 foot x 1,200 foot asphalt runways, boundary lights, grading, 

and drainage work. On October 1928, Interstate Airlines established Evansville as a stop for their 

Chicago-Atlanta and St. Louis-Louisville routes. Capital Air Corporation also initiated daily 

passenger service at Evansville Municipal 

Airport in 1928. In 1942, war leases at 

Evansville Municipal Airport began with 

Republic Aviation in May and the U.S. 

Government in August. During World War II, 

the airport was an operations base for ferrying 

aircraft detachments. In September 1942, 

Republic Aviation completed the first 

Thunderbolt (P-47) aircraft. Some 6,075 

Thunderbolt aircraft were manufactured in 

Evansville by Republic and delivered 

throughout the country and to overseas 

battlefront. 

The past eighty-one years at Evansville Regional Airport has provided Tri-State residents with a 

local airport that provides convenience and quality services. Today, Evansville Regional Airport 

is an important component in the nation’s aviation industry that offers more than 15 flights a day 

to destinations around the country. With a focus on innovation and customer service, Evansville 

Regional Airport will continue to provide services that meet the business and non-business air 

traveler needs and be an effective economic engine and job producing catalyst for the 

community. 

Aerial Photo of Evansville Regional Airport
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 57

COMMUNITY PROFILE 

Evansville is the third-largest city in the U.S. state of Indiana and the largest city in Southern 

Indiana. The Evansville Regional Airport service is home to almost 557,000 people, who all live 

within a one hour drive of the Airport. The city is the county seat of Vanderburgh County and the 

regional hub for the Illinois-Indiana-Kentucky Tri-State 

Area. Settled in 1812, the city is situated on a gentle 

horseshoe bend on the Ohio River and often referred 

to as "River City." One of the most popular attractions 

in the region is Casino Aztar, the first riverboat casino 

in the state of Indiana. Evansville is also home to both 

the University of Evansville and the University of 

Southern Indiana. 

What’s New in Evansville 

The broad economic base of the region has helped to 

build an economy, which is known for its stability, 

diversity, and vitality. In 2004, Evansville was named an 

"All-America City" by the National Civic League and in 

2008, it was voted one of the best cities in the country by 

the readers of Kiplinger. Evansville enters the 21st Century as a center for advanced 

manufacturing, warehousing and distribution, retail trade, health care, finance, and business 

services. The city is becoming known for its growing number of corporate headquarters and 

regional offices, with new investment from headquartered companies such as American 

General Finance, Atlas Van Lines, Shoe Carnival, Mead-Johnson Nutritionals, and the Vectren 

Corporation. 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 58

o Construction has begun on a new downtown multi-use arena, which will seat 12,000 

for concerts and 11,000 for sporting events. The $127 million project is being funded 

through bonds and a hotel tax however, it will not use local tax sources for 

construction or operation. Construction is scheduled to begin by the summer of 2009 

and the arena is slated to open in late 2011, helping to bring major concerts and 

sporting events to the community, and drawing thousands of visitors to the area each 

year. The arena will also be home to the University of Evansville basketball team. 

o The Long-awaited I-69 construction begins connecting Evansville. Attracting 

businesses that would bring jobs to Southwestern Indiana is a strong rationale for 

building Interstate 69. That is what some of the highway's supporters trumpeted at an 

I-69 groundbreaking ceremony. Others 

cited improvements in traffic safety and a 

decrease in travel times from having a 

direct link between Evansville and 

Indianapolis. "It's going to make Evansville 

part of Indiana now instead of part of 

Kentucky. I talk to companies from St. Louis 

or from Cincinnati or Louisville (Ky.), and 

they hesitate to build in this area because 

of the expense of transporting their 

materials and their product to and from this 

area.” 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 59

Evansville Economic Overview 

Evansville is the regional center for a large trade area in Indiana, Kentucky, and Illinois. The 

broad economic base of the region has helped to build an economy which is known for its 

stability, diversity, and vitality. Major industries today include manufacturing, warehousing and 

distribution, retailing, health care, and finance and business services. In 2007 the metropolitan 

area was ranked 88th in the nation in terms of growth and economic impact. Corporate 

headquarters include Accuride, Atlas Van Lines, Berry Plastics, Mead Johnson, Old National 

Bank, Shoe Carnival, and Vectren. The city is also home to American General Finance, a division 

of AIG. Major manufacturing operations in and around the city include AK Steel in Rockport, 

Alcoa in Newburgh, Toyota in Princeton, and Whirlpool Corporation in Evansville. The city's 

economy was expanded by Casino Aztar's entertainment facility in 1995. The main complex 

consists of a 2,700 passenger riverboat casino, a 250-room hotel, a 1,660 vehicle parking garage, 

and pavilion housing pre-boarding facilities, retail shops, restaurants, and lounge area. An 

adjacent entertainment district features a 100-room boutique hotel and additional restaurants. 

While Money Magazine reports the annual average family purchasing power for a family in 

Topeka in 2008 was $70,100, Evansville offers a much lower cost of living than most other cities of 

equal or greater size. In the same report, Money reports the 

national average cost of a home in 2006 was $260,000, while 

the average home in Evansville sold for just $99,000. Thus, 

the annual “family income” of $49,600 in Evansville goes 

much further in southwest Indiana than it would in most other 

comparable cities. 

The City’s location, near the geographic center of the US, 

makes it the perfect location for almost any industry. 

Evansville’s economy is home to a number of large 

manufacturing facilities of major corporations, such as 

Toyota, Whirlpool, ALCOA, AK Steel, GE Plastics, and BristolMyers Squibb, all of which produce significant business 

travel. 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 60

Higher Education in the Evansville Area 

The city is home to two major universities, the University of Evansville and the University of 

Southern Indiana (USI). The Indiana University School of Medicine also has a presence in the city 

with the Evansville Center for Medical Education on the campus of USI. Other campuses in the 

city include Ivy Tech Community College, ITT Tech, Harrison College, and Oakland City 

University's School of Adult and Extended Learning. The main campus of Oakland City University 

is located just north of the city in Oakland City, Indiana.    The Evansville Area is Home to Two 

Major Universities and Four Colleges and Technical Schools, With Current Enrollment Topping 

13,000 Students 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 61

University of Evansville 

The University of Evansville (UE) is a small, private university with approximately 3,050 students 

located in Evansville, Indiana. Founded in 1854 as Moores 

Hill College, it is located near the interchange of the Lloyd 

Expressway and U.S. Route 41. It is affiliated with the United 

Methodist Church. The University features liberal arts and 

sciences degrees, most with strong cooperative learning 

opportunities both on and off campus. In the 2008-2009 

Academic school years, the University of Evansville 

captured a title in the Concrete Canoe over perennial 

winners, The University of Wisconsin-Madison. The winning 

canoe, named Sauske, will compete at the national 

convention in Alabama. The American Society of 

Civil Engineers at UE also claimed top honors at the 

same conference competition. The ASCE chapter at 

UE has been increasing their placing in their region 

since 2004, steadily increasing in the ranks despite 

hard competition from renowned engineering 

schools like Purdue and University of WisconsinMadison. UE is a Division I NCAA athletic institution, 

and it has an overseas campus in Grantham, 

England. 

University of Southern Indiana 

The University of Southern Indiana (USI) is a public university in Evansville, Indiana. This publicly 

funded institution is rapidly growing and is the fastest growing comprehensive state university in 

Indiana. Current enrollment is 10,516. The University boasts a modern 300-acre suburban 

campus situated within wooded rolling hills. In October, 2006, the University completed a master 

plan that provides the framework to double the size of the school and support a campus of over 

20,000 students. A new building for the School of Business, opened in 1990, was named the Orr 

Center in honor of Governor Robert Orr, an Evansville native. Since then, four other large 

buildings have been built for the Liberal Arts, Nursing, and Education divisions, as well as a large 

fitness center for students and faculty. The number of classrooms has more than doubled since 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 62

the campus was first opened, but the University is still planning for continued growth. 

Construction is complete on the David L. Rice Library, which opened in the fall semester of 2006. 

The building is five stories and features computer access, study tables/rooms, and copy 

machines located on each floor. With the growth of extracurricular organizations, the 

administration chose to convert the old library building into an extension of the University Center 

and is connected by an elevated walkway. A new Business and Engineering Center is being built 

along with several other construction and renovation projects. 

Evansville Tourism 

Whatever your age or your definition of fun is, you are sure to have a great time while you are a 

guest in Evansville thanks to our exciting, eclectic mix of attractions. Take a spin with Lady Luck 

at Casino Aztar. Take a stroll along our lovely Riverfront. Take a step back in time at the Reitz 

Home Museum or Angel Mounds State Historic Site. From fine arts to go karts, from golf links to 

skatin g rinks, and from shopping malls to dance halls. 

New this year, the Mesker Park Zoo & Botanic Garden is pleased to 

present AMAZONIA, Forest of Riches, the largest and most 

spectacular exhibit to open in the Zoo’s 80 year history. As you 

journey through AMAZONIA, you will encounter dozens of rainforest 

residents from high in the canopy to the forest floor below. Tropical 

trees and palms soar to the 45-foot tall roof and create a 

breathtaking tropical setting. Monkeys and beautiful birds welcome 

you to their treetop homes. A waterfall roars and a suspension 

bridge beckons. Evidence of researchers are apparent through the 

clipboards (educational signage) and the research station 

(classroom with interactive activities) they have left behind. Tapirs 

and other odd creatures greet you around each bend in the trail. 

Be on the lookout for the elusive and majestic jaguar! AMAZONIA 

will have a strong conservation message throughout. 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 63

Performing Arts 

The Victory Theatre is a vintage 1,950-seat venue that is home to the Evansville Philharmonic 

Orchestra. Each year, the orchestra presents a seven-concert classics series, four double pops 

performances, and special event concerts, as well as numerous educational and outreach 

performances. The theater also hosts local ballet and 

modern dance companies, theater companies, and 

touring productions. 

A wide variety of concerts, plays, and other special events 

are held at the 2,500-seat auditorium at The Centre 

downtown. Outdoor concerts and special events are held 

at the 8,500-seat Mesker Amphitheatre on the city's west 

side. Larger concerts, sporting events, and special events 

are held at the 12,500-seat Roberts Municipal Stadium on the city's east side. 

The New Harmony Theatre is a professional theatre produced by the University of Southern 

Indiana and operating under an agreement with the Actors Equity Association. 

Evansville Civic Theatre is Southern Indiana's longest running community theater, dating from the 

1920s when the community theater movement swept across the country. From its humble 

beginnings at the old Central High School auditorium, Bosse High School, the Rose Room of the 

McCurdy Hotel, the Elks Ballroom, and the Evansville Museum of Arts and Sciences. 

Annual festivals 

The West Side Nut Club Fall Festival is a street fair held in the area west of downtown Evansville. It 

is held on the first full week of October and draws nearly 150,000 people. The main attraction of 

the festival is the food, with offerings of standards like elephant ears and corn dogs to the more 

unusual, such as chocolate-covered crickets, brain sandwiches, and alligator stew. Paul Harvey 

once remarked that only Mardi Gras in New Orleans is larger than the Fall Festival. The historic 

Reitz Home Museum plays host to the Evansville Freedom Festival each July. The United States 

Navy's Blue Angels have been an added attraction in recent years along with the Canadian 

Forces Snowbirds. On the last weekend of August, the popular Frog Follies takes place, when 

over 4,000 street rods converge on the Vanderburgh County 4-H fairgrounds north of the city. 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 64

Museums

Angel Mounds State Historic Site is nationally recognized as one of the best-preserved prehistoric 

Native American sites in the United States. From 1100 to 1450 A. D., a town near this site was 

home to people of the Middle Mississippian culture. Several thousand people lived in this town 

protected by a stockade made of wattle and daub. Because Angel Mounds was a chiefdom 

(the home of the chief), it was the regional center of a large community. 

The Evansville Museum of Arts, History and Science is home to one of southern Indiana's most 

established and significant cultural centers. It holds the Koch Planetarium, the oldest in Indiana. 

Also on the campus is the Evansville Museum Transportation Center, which 

features transportation in southern Indiana from the latter part of the 

Nineteenth Century through the mid-Twentieth Century. 

The Reitz Home Museum is Evansville's only Victorian House Museum. It is 

noted as one of the country's finest examples of Second French Empire 

architecture. It was placed on the National Register of Historic Places in 

1973. 

In October 2005, the USS LST 325 moored in Evansville and turned into a museum (USS LST Ship 

Memorial) in recognition of the city's war effort. During World War II, Evansville produced 167 LSTs 

(and 35 other craft), making it the largest inland producer of LSTs in the nation. The USS LST 325 is 

the last navigable tank landing ship in operation. 

The Children's Museum of Evansville opened its doors to the public in September 2006. The 

museum is the result of two years of planning and constructed in the historic Central Library 

downtown. The Art Deco building is listed on the National Register of Historic Places. The 

museum offers visitors three floors of interactive exhibits and galleries. 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 65

Sports 

Evansville offers modern sports facilities for both soccer and ice skating events. The Goebel 

Soccer Complex is a $3.4 million project that opened in the spring of 2004 on 70 acres (280,000 

m2) of land and features nine Olympic-size irrigated Bermuda grass fields and one Olympic-size 

AstroPlay turf field. Additionally, the EVSC Double Cola Fields provides twin soccer fields and 

stadium seating for high school regular season and postseason 

matches. Swonder Ice Arena is a $12.5 million double-rink facility that 

opened in the fall of 2002 and features a fitness center, a skate park, 

and party rooms. 

The Evansville Otters minor league professional baseball team has 

played at historic Bosse Field in the Frontier League since 1995. Bosse 

Field opened in 1915 and is the third oldest baseball stadium still in use in 

the United States and was the principal filming location for the movie A League of Their Own. 

The Evansville IceMen minor league professional ice hockey team has played at Swonder Ice 

Arena in the All American Hockey League since 2008. 

The City of Evansville also plans to build a major softball complex. It would include an eight-plex 

of fields, allowing large tournaments to come to the area – and driving a significant amount of 

travel. The project could be started by the beginning of 2011. 

 
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 66

COMPARISON TO OTHER COMMUNITIES IN REGION 

Itinerary Average

Airport YE 1Q 08 YE 1Q 09 YE 1Q 10 Mileage Yield 08-10 09-10

1 Alpena, MI $275.51 $321.80 $277.10 1,177 23.55¢ 0.3% -13.9% 

2 La Crosse, WI $242.16 $295.12 $276.25 1,143 24.16¢ 6.8% -6.4% 

3 Sault Sainte Marie, MI $260.26 $294.90 $271.17 1,292 20.99¢ 2.1% -8.0% 

4 Pellston, MI $260.66 $309.38 $258.46 1,163 22.22¢ -0.4% -16.5% 

5 Kalamazoo, MI $219.77 $242.13 $239.05 1,019 23.45¢ 4.3% -1.3% 

6 Traverse City, MI $224.89 $252.67 $227.19 1,126 20.17¢ 0.5% -10.1% 

7 Evansville, IN $208.94 $233.55 $225.25 1,019 22.10¢ 3.8% -3.6% 

8 Hancock, MI $220.95 $246.89 $222.83 1,338 16.66¢ 0.4% -9.7% 

9 Lansing, MI $180.83 $197.79 $216.77 990 21.90¢ 9.5% 9.6% 

10 Champaign, IL $198.92 $218.69 $209.22 1,118 18.71¢ 2.6% -4.3% 

11 Midland/Saginaw , MI $206.37 $221.26 $209.08 1,122 18.63¢ 0.7% -5.5% 

12 Eau Claire, WI $213.84 $252.73 $204.01 1,131 18.04¢ -2.3% -19.3% 

13 Muskegon, MI $184.88 $221.69 $203.82 1,108 18.40¢ 5.0% -8.1% 

14 Iron Mountain, MI $170.53 $231.83 $202.63 1,230 16.47¢ 9.0% -12.6% 

15 Paducah, KY $211.56 $233.54 $199.41 941 21.19¢ -2.9% -14.6% 

16 Marquette, MI $199.38 $228.40 $198.71 1,206 16.48¢ -0.2% -13.0% 

17 Rhinelander, WI $208.58 $232.13 $198.32 1,269 15.63¢ -2.5% -14.6% 

18 Escanaba, MI $189.97 $235.56 $192.59 1,224 15.74¢ 0.7% -18.2% 

19 Lexington, KY $201.46 $205.99 $185.99 985 18.88¢ -3.9% -9.7% 

20 Grand Rapids, MI $192.07 $211.51 $183.84 1,139 16.14¢ -2.2% -13.1% 

21 Springfield, IL $190.81 $196.25 $178.00 1,111 16.02¢ -3.4% -9.3% 

22 Fort Wayne, IN $200.93 $204.07 $176.56 1,061 16.64¢ -6.3% -13.5% 

23 Cincinnati, OH $242.62 $243.82 $174.49 933 18.70¢ -15.2% -28.4% 

24 Green Bay, WI $189.95 $204.82 $169.59 1,081 15.69¢ -5.5% -17.2% 

25 Appleton, WI $203.78 $205.86 $166.40 1,115 14.92¢ -9.6% -19.2% 

26 Wausau, WI $208.48 $213.47 $166.24 1,157 14.37¢ -10.7% -22.1% 

27 Madison, WI $194.39 $197.17 $161.87 1,098 14.74¢ -8.7% -17.9% 

28 South Bend, IN $164.89 $170.29 $160.09 1,059 15.11¢ -1.5% -6.0% 

29 Chicago O'Hare, IL $161.84 $174.18 $159.58 1,016 15.70¢ -0.7% -8.4% 

30 Louisville, KY $153.73 $163.91 $158.45 948 16.72¢ 1.5% -3.3% 

31 Peoria, IL $168.34 $174.87 $158.03 1,172 13.48¢ -3.1% -9.6% 

32 Detroit, MI $150.09 $160.73 $157.45 1,057 14.89¢ 2.4% -2.0% 

33 Cleveland, OH $153.89 $164.74 $154.60 938 16.48¢ 0.2% -6.2% 

34 Moline, IL $155.83 $165.95 $154.01 1,082 14.24¢ -0.6% -7.2% 

35 Toledo, OH $165.32 $172.76 $153.84 920 16.72¢ -3.5% -11.0% 

36 Dayton, OH $154.75 $155.90 $141.30 1,011 13.98¢ -4.4% -9.4% 

37 Indianapolis, IN $148.85 $149.74 $140.73 1,032 13.64¢ -2.8% -6.0% 

38 Bloomington/Normal, IL $142.37 $146.78 $137.65 1,017 13.53¢ -1.7% -6.2% 

39 Columbus, OH $139.16 $152.35 $137.41 978 14.05¢ -0.6% -9.8% 

40 Flint, MI $135.95 $143.08 $129.78 1,059 12.26¢ -2.3% -9.3% 

41 Ironw ood, MI $142.47 $135.16 $128.96 411 31.34¢ -4.9% -4.6% 

42 Marion, IL $110.67 $136.37 $125.42 475 26.40¢ 6.5% -8.0% 

43 Akron/Canton, OH $134.03 $133.88 $125.29 987 12.70¢ -3.3% -6.4% 

44 Chicago Midw ay, IL $111.88 $131.59 $122.87 922 13.33¢ 4.8% -6.6% 

45 Milw aukee, WI $159.10 $154.79 $121.43 1,032 11.77¢ -12.6% -21.6% 

46 Quincy, IL $111.42 $115.16 $117.63 399 29.51¢ 2.7% 2.1% 

47 Manistee, MI $124.22 $107.85 $99.78 460 21.68¢ -10.4% -7.5% 

48 Rockford, IL $116.60 $105.83 $94.93 1,217 7.80¢ -9.8% -10.3% 

49 Youngstow n, OH $78.33 $72.42 $61.85 863 7.17¢ -11.1% -14.6% 

50 Ow ensboro, KY $159.30 $56.60 $57.07 684 8.34¢ -40.1% 0.8% 

Average Regional Fare $155.96 $166.08 $150.63 1,007 14.96¢ -1.7% -9.3% 

Avg. Ann. Change

Rank

FIGURE 23: Top 50 Great Lakes Region Airports Ranked by Average Domestic Fare

Year Ended First Quarter 2010; Source: US DOT Table DB1A
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 67

Itinerary Average

Airport YE 1Q 08 YE 1Q 09 YE 1Q 10 Mileage Fare 08-10 09-10

1 Ironw ood, MI 20.61¢ 27.69¢ 31.34¢ 411 $128.96 23.3% 13.2% 

2 Quincy, IL 30.50¢ 33.33¢ 29.51¢ 399 $117.63 -1.6% -11.5% 

3 Marion, IL 33.94¢ 27.70¢ 26.40¢ 475 $125.42 -11.8% -4.7% 

4 La Crosse, WI 20.77¢ 24.69¢ 24.16¢ 1,143 $276.25 7.9% -2.1% 

5 Alpena, MI 25.14¢ 28.51¢ 23.55¢ 1,177 $277.10 -3.2% -17.4% 

6 Kalamazoo, MI 21.33¢ 23.12¢ 23.45¢ 1,019 $239.05 4.9% 1.4% 

7 Pellston, MI 25.09¢ 28.04¢ 22.22¢ 1,163 $258.46 -5.9% -20.8% 

8 Evansville, IN 21.38¢ 23.14¢ 22.10¢ 1,019 $225.25 1.7% -4.5% 

9 Lansing, MI 17.08¢ 19.86¢ 21.90¢ 990 $216.77 13.2% 10.3% 

10 Manistee, MI 18.40¢ 24.71¢ 21.68¢ 460 $99.78 8.5% -12.3% 

11 Paducah, KY 23.86¢ 25.82¢ 21.19¢ 941 $199.41 -5.8% -17.9% 

12 Sault Sainte Marie, MI 21.28¢ 23.26¢ 20.99¢ 1,292 $271.17 -0.7% -9.8% 

13 Traverse City, MI 20.07¢ 22.39¢ 20.17¢ 1,126 $227.19 0.2% -9.9% 

14 Lexington, KY 20.78¢ 21.13¢ 18.88¢ 985 $185.99 -4.7% -10.6% 

15 Champaign, IL 18.21¢ 20.12¢ 18.71¢ 1,118 $209.22 1.4% -7.0% 

16 Cincinnati, OH 26.97¢ 26.97¢ 18.70¢ 933 $174.49 -16.7% -30.7% 

17 Midland/Saginaw , MI 19.42¢ 20.35¢ 18.63¢ 1,122 $209.08 -2.1% -8.5% 

18 Muskegon, MI 19.99¢ 21.87¢ 18.40¢ 1,108 $203.82 -4.1% -15.9% 

19 Eau Claire, WI 19.06¢ 22.00¢ 18.04¢ 1,131 $204.01 -2.7% -18.0% 

20 Louisville, KY 16.77¢ 17.30¢ 16.72¢ 948 $158.45 -0.1% -3.4% 

21 Toledo, OH 17.97¢ 18.96¢ 16.72¢ 920 $153.84 -3.5% -11.8% 

22 Hancock, MI 17.36¢ 18.90¢ 16.66¢ 1,338 $222.83 -2.0% -11.9% 

23 Fort Wayne, IN 18.77¢ 19.16¢ 16.64¢ 1,061 $176.56 -5.8% -13.2% 

24 Marquette, MI 18.31¢ 20.33¢ 16.48¢ 1,206 $198.71 -5.1% -18.9% 

25 Cleveland, OH 16.38¢ 17.69¢ 16.48¢ 938 $154.60 0.3% -6.8% 

26 Iron Mountain, MI 18.23¢ 19.59¢ 16.47¢ 1,230 $202.63 -4.9% -15.9% 

27 Grand Rapids, MI 17.49¢ 18.67¢ 16.14¢ 1,139 $183.84 -3.9% -13.6% 

28 Springfield, IL 18.04¢ 18.68¢ 16.02¢ 1,111 $178.00 -5.8% -14.2% 

29 Escanaba, MI 18.60¢ 20.37¢ 15.74¢ 1,224 $192.59 -8.0% -22.7% 

30 Chicago O'Hare, IL 16.06¢ 17.19¢ 15.70¢ 1,016 $159.58 -1.1% -8.7% 

31 Green Bay, WI 16.87¢ 18.57¢ 15.69¢ 1,081 $169.59 -3.6% -15.5% 

32 Rhinelander, WI 17.94¢ 18.68¢ 15.63¢ 1,269 $198.32 -6.7% -16.3% 

33 South Bend, IN 15.65¢ 16.13¢ 15.11¢ 1,059 $160.09 -1.7% -6.3% 

34 Appleton, WI 18.90¢ 18.47¢ 14.92¢ 1,115 $166.40 -11.2% -19.2% 

35 Detroit, MI 14.87¢ 15.53¢ 14.89¢ 1,057 $157.45 0.1% -4.1% 

36 Madison, WI 17.98¢ 17.95¢ 14.74¢ 1,098 $161.87 -9.5% -17.9% 

37 Wausau, WI 18.49¢ 19.10¢ 14.37¢ 1,157 $166.24 -11.8% -24.8% 

38 Moline, IL 14.59¢ 15.25¢ 14.24¢ 1,082 $154.01 -1.2% -6.6% 

39 Columbus, OH 14.37¢ 15.44¢ 14.05¢ 978 $137.41 -1.1% -9.0% 

40 Dayton, OH 16.26¢ 15.75¢ 13.98¢ 1,011 $141.30 -7.3% -11.2% 

41 Indianapolis, IN 14.58¢ 14.46¢ 13.64¢ 1,032 $140.73 -3.3% -5.7% 

42 Bloomington/Normal, IL 14.12¢ 14.63¢ 13.53¢ 1,017 $137.65 -2.1% -7.5% 

43 Peoria, IL 14.56¢ 15.13¢ 13.48¢ 1,172 $158.03 -3.8% -10.9% 

44 Chicago Midw ay, IL 12.24¢ 14.22¢ 13.33¢ 922 $122.87 4.4% -6.3% 

45 Akron/Canton, OH 13.69¢ 13.65¢ 12.70¢ 987 $125.29 -3.7% -7.0% 

46 Flint, MI 13.13¢ 13.66¢ 12.26¢ 1,059 $129.78 -3.4% -10.2% 

47 Milw aukee, WI 15.39¢ 14.73¢ 11.77¢ 1,032 $121.43 -12.5% -20.1% 

48 Ow ensboro, KY 12.87¢ 8.02¢ 8.34¢ 684 $57.07 -19.5% 4.0% 

49 Rockford, IL 9.63¢ 8.78¢ 7.80¢ 1,217 $94.93 -10.0% -11.2% 

50 Youngstow n, OH 9.10¢ 8.42¢ 7.17¢ 863 $61.85 -11.2% -14.8% 

Average Regional Yield 15.75¢ 16.55¢ 14.96¢ 1,007 $150.63 -2.5% -9.6% 

Avg. Ann. Change

Rank

FIGURE 24: Top 50 Great Lakes Region Airports Ranked by Average Domestic Yield

Year Ended First Quarter 2010; Source: US DOT Table DB1A
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 68

Outbound Percent of

Airport YE 1Q 08 YE 1Q 09 YE 1Q 10 Flights / Day YE 1Q 10 08-10 09-10

1 Chicago O'Hare, IL 389,530 368,296 353,598 968.8 28.8% -4.7% -4.0% 

2 Detroit, MI 205,452 201,594 195,120 534.6 15.9% -2.5% -3.2% 

3 Chicago Midw ay, IL 103,594 90,893 90,507 248.0 7.4% -6.5% -0.4% 

4 Cincinnati, OH 141,950 120,918 90,079 246.8 7.3% -20.3% -25.5% 

5 Cleveland, OH 102,260 98,806 88,091 241.3 7.2% -7.2% -10.8% 

6 Milw aukee, WI 75,210 65,677 75,390 206.5 6.1% 0.1% 14.8% 

7 Indianapolis, IN 61,769 60,902 55,664 152.5 4.5% -5.1% -8.6% 

8 Columbus, OH 60,816 51,881 49,695 136.2 4.1% -9.6% -4.2% 

9 Louisville, KY 34,763 31,030 29,349 80.4 2.4% -8.1% -5.4% 

10 Dayton, OH 27,230 26,060 22,450 61.5 1.8% -9.2% -13.9% 

11 Grand Rapids, MI 19,060 17,874 17,934 49.1 1.5% -3.0% 0.3% 

12 Madison, WI 16,945 16,368 14,784 40.5 1.2% -6.6% -9.7% 

13 Lexington, KY 14,054 13,875 12,056 33.0 1.0% -7.4% -13.1% 

14 Akron/Canton, OH 12,275 11,705 11,552 31.6 0.9% -3.0% -1.3% 

15 Moline, IL 10,939 10,828 10,199 27.9 0.8% -3.4% -5.8% 

16 Flint, MI 10,458 9,579 9,649 26.4 0.8% -3.9% 0.7% 

17 Green Bay, WI 9,958 8,754 8,039 22.0 0.7% -10.2% -8.2% 

18 South Bend, IN 9,834 9,456 7,669 21.0 0.6% -11.7% -18.9% 

19 Fort Wayne, IN 9,439 8,745 6,978 19.1 0.6% -14.0% -20.2% 

20 Appleton, WI 8,844 7,673 6,799 18.6 0.6% -12.3% -11.4% 

21 Peoria, IL 6,910 6,794 6,235 17.1 0.5% -5.0% -8.2% 

22 Wausau, WI 5,287 5,573 5,319 14.6 0.4% 0.3% -4.6% 

23 Evansville, IN 7,558 7,182 5,245 14.4 0.4% -16.7% -27.0% 

24 Bloomington/Normal, IL 5,874 5,330 4,826 13.2 0.4% -9.4% -9.5% 

25 Traverse City, MI 4,417 4,627 4,695 12.9 0.4% 3.1% 1.5% 

26 Kalamazoo, MI 5,715 5,051 4,461 12.2 0.4% -11.6% -11.7% 

27 Midland/Saginaw , MI 3,919 3,935 4,108 11.3 0.3% 2.4% 4.4% 

28 Lansing, MI 4,991 4,148 3,826 10.5 0.3% -12.4% -7.8% 

29 La Crosse, WI 3,358 3,595 3,591 9.8 0.3% 3.4% -0.1% 

30 Toledo, OH 5,829 4,039 3,038 8.3 0.2% -27.8% -24.8% 

31 Champaign, IL 3,517 3,294 2,974 8.1 0.2% -8.0% -9.7% 

32 Marquette, MI 3,293 2,621 2,322 6.4 0.2% -16.0% -11.4% 

33 Rhinelander, WI 2,883 2,240 2,252 6.2 0.2% -11.6% 0.5% 

34 Springfield, IL 2,162 2,140 2,068 5.7 0.2% -2.2% -3.4% 

35 Eau Claire, WI 1,867 1,865 1,459 4.0 0.1% -11.6% -21.8% 

36 Marion, IL 675 1,007 1,258 3.4 0.1% 36.5% 24.9% 

37 Quincy, IL 872 1,036 1,233 3.4 0.1% 18.9% 19.0% 

38 Escanaba, MI 971 881 1,073 2.9 0.1% 5.1% 21.8% 

39 Iron Mountain, MI 1,115 864 1,057 2.9 0.1% -2.6% 22.3% 

40 Alpena, MI 1,078 1,033 1,056 2.9 0.1% -1.0% 2.2% 

41 Hancock, MI 1,005 1,034 1,009 2.8 0.1% 0.2% -2.4% 

42 Pellston, MI 1,187 1,241 998 2.7 0.1% -8.3% -19.6% 

43 Muskegon, MI 2,296 1,462 841 2.3 0.1% -39.5% -42.5% 

44 Paducah, KY 1,071 1,055 831 2.3 0.1% -11.9% -21.2% 

45 Decatur, IL 1,010 789 821 2.2 0.1% -9.8% 4.1% 

46 Rockford, IL 1,594 977 787 2.2 0.1% -29.7% -19.4% 

47 Sault Sainte Marie, MI 704 700 719 2.0 0.1% 1.1% 2.7% 

48 Manistee, MI 634 534 660 1.8 0.1% 2.0% 23.6% 

49 Ironw ood, MI 665 526 628 1.7 0.1% -2.8% 19.4% 

50 Ow ensboro, KY 52 12 572 1.6 0.0% 231.7% 4666.7% 

Total of Above 1,406,889 1,306,499 1,225,564 3,357.7 99.9% -6.7% -6.2% 

Total Flights Completed 1,409,098 1,308,407 1,226,398 3,360.0 100.0% -6.7% -6.3% 

Rank

Avg. Ann. Change

FIGURE 25: Top 50 Great Lakes Region Airports Ranked by Domestic Flights Completed

Year Ended First Quarter 2010; Source: US DOT Table DB1A
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 69

Outbound Percent of

Airport YE 1Q 08 YE 1Q 09 YE 1Q 10 Seats / Day YE 1Q 10 08-10 09-10

1 Chicago O'Hare, IL 38,535,761 36,179,004 34,070,667 93,344 32.5% -6.0% -5.8% 

2 Detroit, MI 20,250,096 19,147,722 17,720,596 48,550 16.9% -6.5% -7.5% 

3 Chicago Midw ay, IL 13,458,441 11,813,673 11,766,193 32,236 11.2% -6.5% -0.4% 

4 Cleveland, OH 7,232,204 7,023,862 6,165,028 16,890 5.9% -7.7% -12.2% 

5 Cincinnati, OH 9,477,859 8,107,643 6,062,210 16,609 5.8% -20.0% -25.2% 

6 Milw aukee, WI 5,228,194 5,125,901 6,027,418 16,513 5.8% 7.4% 17.6% 

7 Indianapolis, IN 5,451,926 5,434,678 4,868,275 13,338 4.6% -5.5% -10.4% 

8 Columbus, OH 5,228,298 4,375,283 4,151,920 11,375 4.0% -10.9% -5.1% 

9 Louisville, KY 2,670,853 2,446,607 2,221,159 6,085 2.1% -8.8% -9.2% 

10 Dayton, OH 1,870,559 1,877,113 1,610,197 4,411 1.5% -7.2% -14.2% 

11 Grand Rapids, MI 1,277,097 1,263,015 1,200,067 3,288 1.1% -3.1% -5.0% 

12 Madison, WI 1,073,328 1,041,958 944,156 2,587 0.9% -6.2% -9.4% 

13 Akron/Canton, OH 951,758 942,172 937,615 2,569 0.9% -0.7% -0.5% 

14 Flint, MI 760,811 699,524 649,930 1,781 0.6% -7.6% -7.1% 

15 Moline, IL 654,223 645,278 640,916 1,756 0.6% -1.0% -0.7% 

16 Lexington, KY 707,818 726,624 626,455 1,716 0.6% -5.9% -13.8% 

17 Green Bay, WI 642,348 597,585 492,621 1,350 0.5% -12.4% -17.6% 

18 South Bend, IN 495,039 483,454 419,135 1,148 0.4% -8.0% -13.3% 

19 Fort Wayne, IN 457,175 437,064 364,361 998 0.3% -10.7% -16.6% 

20 Appleton, WI 394,102 387,301 364,162 998 0.3% -3.9% -6.0% 

21 Peoria, IL 389,625 375,068 348,137 954 0.3% -5.5% -7.2% 

22 Bloomington/Normal, IL 376,694 346,666 346,431 949 0.3% -4.1% -0.1% 

23 Traverse City, MI 269,905 275,325 263,591 722 0.3% -1.2% -4.3% 

24 Evansville, IN 335,152 323,862 257,368 705 0.2% -12.4% -20.5% 

25 Midland/Saginaw , MI 283,861 287,258 243,241 666 0.2% -7.4% -15.3% 

26 Wausau, WI 212,561 247,398 237,180 650 0.2% 5.6% -4.1% 

27 Kalamazoo, MI 291,518 273,047 225,507 618 0.2% -12.0% -17.4% 

28 Lansing, MI 351,610 292,494 216,730 594 0.2% -21.5% -25.9% 

29 La Crosse, WI 191,542 193,740 185,398 508 0.2% -1.6% -4.3% 

30 Toledo, OH 253,273 195,786 158,782 435 0.2% -20.8% -18.9% 

31 Champaign, IL 169,337 153,615 139,780 383 0.1% -9.1% -9.0% 

32 Rockford, IL 161,878 126,563 120,093 329 0.1% -13.9% -5.1% 

33 Springfield, IL 106,920 106,536 108,455 297 0.1% 0.7% 1.8% 

34 Marquette, MI 120,434 102,367 92,762 254 0.1% -12.2% -9.4% 

35 Rhinelander, WI 79,385 67,223 63,863 175 0.1% -10.3% -5.0% 

36 Eau Claire, WI 66,126 67,015 53,444 146 0.1% -10.1% -20.3% 

37 Pellston, MI 47,900 46,077 40,494 111 0.0% -8.1% -12.1% 

38 Hancock, MI 39,450 42,202 39,343 108 0.0% -0.1% -6.8% 

39 Escanaba, MI 18,479 29,826 36,482 100 0.0% 40.5% 22.3% 

40 Alpena, MI 36,652 35,122 35,968 99 0.0% -0.9% 2.4% 

41 Iron Mountain, MI 21,185 29,205 35,938 98 0.0% 30.2% 23.1% 

42 Muskegon, MI 59,612 55,817 30,178 83 0.0% -28.8% -45.9% 

43 Paducah, KY 36,721 36,050 29,882 82 0.0% -9.8% -17.1% 

44 Sault Sainte Marie, MI 23,936 23,800 24,446 67 0.0% 1.1% 2.7% 

45 Youngstow n, OH 27,117 25,223 22,045 60 0.0% -9.8% -12.6% 

46 Ow ensboro, KY 986 1,800 18,402 50 0.0% 332.0% 922.3% 

47 Marion, IL 14,687 20,608 18,181 50 0.0% 11.3% -11.8% 

48 Quincy, IL 16,473 19,864 16,297 45 0.0% -0.5% -18.0% 

49 Manistee, MI 12,046 10,146 12,540 34 0.0% 2.0% 23.6% 

50 Detroit Willow Run, MI 19,343 14,934 12,138 33 0.0% -20.8% -18.7% 

Total of Above 120,852,298 112,580,098 104,736,177 286,948 99.9% -6.9% -7.0% 

Total Seats Available 120,984,893 112,687,644 104,801,756 287,128 100.0% -6.9% -7.0% 

Rank

Avg. Ann. Change

FIGURE 26: Top 50 Great Lakes Region Airports Ranked by Domestic Seats Available

Year Ended First Quarter 2010; Source: US DOT Table DB1A
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 70

Outbound Percent of

Airport YE 1Q 08 YE 1Q 09 YE 1Q 10 Paxs / Day YE 1Q 10 08-10 09-10

1 Chicago O'Hare, IL 30,464,106 27,705,230 26,486,070 72,565 33.1% -6.8% -4.4% 

2 Detroit, MI 15,775,620 14,761,499 13,881,432 38,031 17.3% -6.2% -6.0% 

3 Chicago Midw ay, IL 9,613,880 8,415,658 8,950,346 24,521 11.2% -3.5% 6.4% 

4 Cincinnati, OH 7,175,351 5,980,438 4,796,531 13,141 6.0% -18.2% -19.8% 

5 Cleveland, OH 5,418,772 5,051,045 4,606,166 12,620 5.8% -7.8% -8.8% 

6 Milw aukee, WI 3,812,972 3,692,574 4,487,721 12,295 5.6% 8.5% 21.5% 

7 Indianapolis, IN 4,135,106 4,038,009 3,725,918 10,208 4.7% -5.1% -7.7% 

8 Columbus, OH 3,835,291 3,220,252 3,133,412 8,585 3.9% -9.6% -2.7% 

9 Louisville, KY 1,985,473 1,814,405 1,653,088 4,529 2.1% -8.8% -8.9% 

10 Dayton, OH 1,419,698 1,431,827 1,193,968 3,271 1.5% -8.3% -16.6% 

11 Grand Rapids, MI 991,225 878,236 911,368 2,497 1.1% -4.1% 3.8% 

12 Madison, WI 776,823 734,641 755,809 2,071 0.9% -1.4% 2.9% 

13 Akron/Canton, OH 702,108 729,924 731,423 2,004 0.9% 2.1% 0.2% 

14 Flint, MI 548,058 496,443 498,171 1,365 0.6% -4.7% 0.3% 

15 Moline, IL 484,765 470,556 467,286 1,280 0.6% -1.8% -0.7% 

16 Lexington, KY 515,341 487,034 456,341 1,250 0.6% -5.9% -6.3% 

17 Green Bay, WI 453,765 381,831 350,252 960 0.4% -12.1% -8.3% 

18 South Bend, IN 381,916 346,640 311,690 854 0.4% -9.7% -10.1% 

19 Appleton, WI 284,667 260,626 270,210 740 0.3% -2.6% 3.7% 

20 Fort Wayne, IN 298,210 270,676 262,603 719 0.3% -6.2% -3.0% 

21 Bloomington/Normal, IL 266,822 255,238 246,251 675 0.3% -3.9% -3.5% 

22 Peoria, IL 284,710 267,086 245,175 672 0.3% -7.2% -8.2% 

23 Traverse City, MI 199,989 178,299 173,104 474 0.2% -7.0% -2.9% 

24 Evansville, IN 214,996 181,394 155,807 427 0.2% -14.9% -14.1% 

25 Wausau, WI 156,746 150,264 150,826 413 0.2% -1.9% 0.4% 

26 Midland/Saginaw , MI 184,285 154,907 144,604 396 0.2% -11.4% -6.7% 

27 Kalamazoo, MI 179,726 161,982 134,979 370 0.2% -13.3% -16.7% 

28 Lansing, MI 247,697 196,047 133,245 365 0.2% -26.7% -32.0% 

29 La Crosse, WI 123,184 107,785 106,412 292 0.1% -7.1% -1.3% 

30 Rockford, IL 124,181 103,583 97,300 267 0.1% -11.5% -6.1% 

31 Toledo, OH 163,716 116,497 94,101 258 0.1% -24.2% -19.2% 

32 Champaign, IL 113,734 94,117 87,505 240 0.1% -12.3% -7.0% 

33 Springfield, IL 63,374 54,258 62,549 171 0.1% -0.7% 15.3% 

34 Marquette, MI 66,960 54,222 52,896 145 0.1% -11.1% -2.4% 

35 Rhinelander, WI 38,990 27,096 26,984 74 0.0% -16.8% -0.4% 

36 Eau Claire, WI 33,486 28,297 24,362 67 0.0% -14.7% -13.9% 

37 Hancock, MI 26,866 25,099 23,685 65 0.0% -6.1% -5.6% 

38 Pellston, MI 29,327 25,288 22,846 63 0.0% -11.7% -9.7% 

39 Paducah, KY 24,130 20,505 18,476 51 0.0% -12.5% -9.9% 

40 Youngstow n, OH 17,425 17,033 17,008 47 0.0% -1.2% -0.1% 

41 Alpena, MI 20,429 16,174 16,989 47 0.0% -8.8% 5.0% 

42 Muskegon, MI 35,616 28,777 14,501 40 0.0% -36.2% -49.6% 

43 Sault Sainte Marie, MI 14,392 12,635 13,371 37 0.0% -3.6% 5.8% 

44 Ow ensboro, KY 212 1,594 13,066 36 0.0% 685.1% 719.7% 

45 Escanaba, MI 10,456 8,012 12,490 34 0.0% 9.3% 55.9% 

46 Iron Mountain, MI 10,341 5,463 10,076 28 0.0% -1.3% 84.4% 

47 Columbus Rickenbacker, OH 3,484 6,022 4,751 13 0.0% 16.8% -21.1% 

48 Marion, IL 4,490 3,227 4,449 12 0.0% -0.5% 37.9% 

49 Manistee, MI 4,420 1,846 2,941 8 0.0% -18.4% 59.3% 

50 Quincy, IL 1,910 2,259 2,876 8 0.0% 22.7% 27.3% 

Total of Above 91,739,241 83,472,550 80,043,430 219,297 100.0% -6.6% -4.1% 

Total Onboard Passengers 91,801,309 83,512,828 80,062,378 219,349 100.0% -6.6% -4.1% 

Avg. Ann. Change

Rank

FIGURE 27: Top 50 Great Lakes Region Airports Ranked by Domestic Onboard Passengers

Year Ended First Quarter 2010; Source: US DOT Table DB1A
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 71

PDEW Percent of

Airport YE 1Q 08 YE 1Q 09 YE 1Q 10 YE 1Q 10 YE 1Q 10 08-10 09-10

1 Chicago O'Hare, IL 14,459,240 12,957,880 12,050,030 33,014 25.4% -8.7% -7.0% 

2 Detroit, MI 8,039,100 7,055,850 6,506,560 17,826 13.7% -10.0% -7.8% 

3 Chicago Midw ay, IL 6,414,060 5,457,120 5,591,860 15,320 11.8% -6.6% 2.5% 

4 Indianapolis, IN 3,623,940 3,499,090 3,275,640 8,974 6.9% -4.9% -6.4% 

5 Cleveland, OH 3,966,160 3,449,810 3,239,570 8,876 6.8% -9.6% -6.1% 

6 Milw aukee, WI 2,796,680 2,729,320 3,088,160 8,461 6.5% 5.1% 13.1% 

7 Columbus, OH 3,401,050 2,880,630 2,800,910 7,674 5.9% -9.3% -2.8% 

8 Cincinnati, OH 2,050,210 1,733,160 2,093,880 5,737 4.4% 1.1% 20.8% 

9 Louisville, KY 1,770,390 1,607,350 1,454,900 3,986 3.1% -9.3% -9.5% 

10 Dayton, OH 1,314,320 1,332,190 1,101,200 3,017 2.3% -8.5% -17.3% 

11 Grand Rapids, MI 860,790 756,950 793,650 2,174 1.7% -4.0% 4.8% 

12 Akron/Canton, OH 654,100 689,050 687,670 1,884 1.4% 2.5% -0.2% 

13 Madison, WI 658,370 637,670 664,770 1,821 1.4% 0.5% 4.2% 

14 Flint, MI 525,720 480,270 472,650 1,295 1.0% -5.2% -1.6% 

15 Moline, IL 440,870 428,800 420,900 1,153 0.9% -2.3% -1.8% 

16 Lexington, KY 435,470 411,540 388,590 1,065 0.8% -5.5% -5.6% 

17 Green Bay, WI 412,690 337,010 306,040 838 0.6% -13.9% -9.2% 

18 South Bend, IN 360,270 313,560 282,380 774 0.6% -11.5% -9.9% 

19 Appleton, WI 258,220 235,760 243,730 668 0.5% -2.8% 3.4% 

20 Fort Wayne, IN 270,560 237,510 232,700 638 0.5% -7.3% -2.0% 

21 Bloomington/Normal, IL 253,120 247,120 230,320 631 0.5% -4.6% -6.8% 

22 Peoria, IL 251,800 233,330 218,780 599 0.5% -6.8% -6.2% 

23 Traverse City, MI 180,690 159,540 154,870 424 0.3% -7.4% -2.9% 

24 Wausau, WI 140,380 133,410 136,310 373 0.3% -1.5% 2.2% 

25 Evansville, IN 193,740 154,040 134,040 367 0.3% -16.8% -13.0% 

26 Midland/Saginaw , MI 152,270 126,610 110,990 304 0.2% -14.6% -12.3% 

27 Lansing, MI 218,500 171,830 107,390 294 0.2% -29.9% -37.5% 

28 Kalamazoo, MI 162,270 133,980 99,270 272 0.2% -21.8% -25.9% 

29 La Crosse, WI 109,720 94,030 89,820 246 0.2% -9.5% -4.5% 

30 Toledo, OH 152,420 100,300 77,690 213 0.2% -28.6% -22.5% 

31 Rockford, IL 109,680 78,260 76,010 208 0.2% -16.8% -2.9% 

32 Champaign, IL 93,530 75,850 70,160 192 0.1% -13.4% -7.5% 

33 Springfield, IL 57,560 48,820 50,460 138 0.1% -6.4% 3.4% 

34 Marquette, MI 61,140 48,980 47,680 131 0.1% -11.7% -2.7% 

35 Rhinelander, WI 33,300 23,770 24,410 67 0.1% -14.4% 2.7% 

36 Hancock, MI 25,390 23,300 22,180 61 0.0% -6.5% -4.8% 

37 Pellston, MI 27,410 22,700 21,290 58 0.0% -11.9% -6.2% 

38 Paducah, KY 21,890 19,530 17,440 48 0.0% -10.7% -10.7% 

39 Muskegon, MI 30,470 22,140 13,900 38 0.0% -32.5% -37.2% 

40 Youngstow n, OH 10,440 11,130 13,040 36 0.0% 11.8% 17.2% 

41 Ow ensboro, KY 140 1,610 12,890 35 0.0% 859.5% 700.6% 

42 Sault Sainte Marie, MI 13,470 11,580 12,440 34 0.0% -3.9% 7.4% 

43 Eau Claire, WI 19,410 15,110 11,100 30 0.0% -24.4% -26.5% 

44 Alpena, MI 7,880 6,720 6,740 18 0.0% -7.5% 0.3% 

45 Escanaba, MI 8,770 4,260 6,570 18 0.0% -13.4% 54.2% 

46 Iron Mountain, MI 6,810 2,920 4,930 14 0.0% -14.9% 68.8% 

47 Marion, IL 3,460 2,340 3,200 9 0.0% -3.8% 36.8% 

48 Manistee, MI 3,830 1,820 2,860 8 0.0% -13.6% 57.1% 

49 Quincy, IL 1,540 1,960 2,710 7 0.0% 32.7% 38.3% 

50 Ironw ood, MI 3,600 1,070 1,030 3 0.0% -46.5% -3.7% 

Top 50 Airports 55,066,840 49,208,580 47,476,310 130,072 100.0% -7.1% -3.5% 

Total Regional Passengers 55,094,300 49,226,850 47,477,010 130,074 100.0% -7.2% -3.6% 

Avg. Ann. Change

Rank

FIGURE 28: Top 50 Great Lakes Region Airports Ranked by Domestic O&D Passengers

Year Ended First Quarter 2010; Source: US DOT Table DB1A
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 72

 

RDEW Percent of

Airport YE 1Q 08 YE 1Q 09 YE 1Q 10 YE 1Q 10 YE 1Q 10 08-10 09-10

1 Chicago O'Hare, IL $2,196,844 $2,101,917 $1,794,811 $4,917 26.6% -9.6% -14.6% 

2 Detroit, MI $1,142,087 $1,070,810 $966,010 $2,647 14.3% -8.0% -9.8% 

3 Chicago Midw ay, IL $681,093 $673,374 $645,490 $1,768 9.5% -2.6% -4.1% 

4 Cleveland, OH $581,648 $540,024 $476,682 $1,306 7.1% -9.5% -11.7% 

5 Indianapolis, IN $517,998 $504,172 $443,881 $1,216 6.6% -7.4% -12.0% 

6 Columbus, OH $454,516 $419,149 $368,325 $1,009 5.4% -10.0% -12.1% 

7 Milw aukee, WI $422,987 $403,924 $362,290 $993 5.4% -7.5% -10.3% 

8 Cincinnati, OH $447,329 $385,088 $342,676 $939 5.1% -12.5% -11.0% 

9 Louisville, KY $258,600 $249,986 $218,254 $598 3.2% -8.1% -12.7% 

10 Dayton, OH $195,645 $201,736 $151,144 $414 2.2% -12.1% -25.1% 

11 Grand Rapids, MI $153,834 $147,725 $135,263 $371 2.0% -6.2% -8.4% 

12 Madison, WI $118,812 $117,212 $101,840 $279 1.5% -7.4% -13.1% 

13 Akron/Canton, OH $84,305 $90,261 $84,289 $231 1.2% 0.0% -6.6% 

14 Lexington, KY $81,615 $79,672 $67,538 $185 1.0% -9.0% -15.2% 

15 Moline, IL $65,805 $68,607 $62,336 $171 0.9% -2.7% -9.1% 

16 Flint, MI $68,348 $66,577 $59,519 $163 0.9% -6.7% -10.6% 

17 Green Bay, WI $73,512 $64,622 $48,734 $134 0.7% -18.6% -24.6% 

18 South Bend, IN $56,986 $51,045 $43,036 $118 0.6% -13.1% -15.7% 

19 Fort Wayne, IN $51,119 $45,537 $38,563 $106 0.6% -13.1% -15.3% 

20 Appleton, WI $49,310 $45,574 $38,517 $106 0.6% -11.6% -15.5% 

21 Peoria, IL $40,527 $38,742 $32,746 $90 0.5% -10.1% -15.5% 

22 Bloomington/Normal, IL $34,456 $35,352 $30,920 $85 0.5% -5.3% -12.5% 

23 Traverse City, MI $36,334 $35,159 $30,596 $84 0.5% -8.2% -13.0% 

24 Evansville, IN $38,115 $33,814 $28,175 $77 0.4% -14.0% -16.7% 

25 La Crosse, WI $24,848 $25,843 $23,147 $63 0.3% -3.5% -10.4% 

26 Lansing, MI $37,177 $32,105 $21,389 $59 0.3% -24.1% -33.4% 

27 Kalamazoo, MI $32,679 $29,707 $21,380 $59 0.3% -19.1% -28.0% 

28 Wausau, WI $27,435 $26,620 $21,145 $58 0.3% -12.2% -20.6% 

29 Midland/Saginaw , MI $28,385 $25,327 $20,707 $57 0.3% -14.6% -18.2% 

30 Champaign, IL $17,304 $15,188 $13,342 $37 0.2% -12.2% -12.2% 

31 Toledo, OH $24,046 $16,689 $11,453 $31 0.2% -31.0% -31.4% 

32 Marquette, MI $11,363 $10,386 $8,807 $24 0.1% -12.0% -15.2% 

33 Springfield, IL $10,546 $9,035 $8,500 $23 0.1% -10.2% -5.9% 

34 Rockford, IL $12,478 $8,222 $7,170 $20 0.1% -24.2% -12.8% 

35 Pellston, MI $6,415 $6,042 $4,776 $13 0.1% -13.7% -21.0% 

36 Hancock, MI $5,051 $5,244 $4,463 $12 0.1% -6.0% -14.9% 

37 Rhinelander, WI $6,437 $5,077 $4,450 $12 0.1% -16.9% -12.3% 

38 Paducah, KY $4,460 $4,398 $3,350 $9 0.0% -13.3% -23.8% 

39 Sault Sainte Marie, MI $3,324 $3,267 $3,170 $9 0.0% -2.3% -3.0% 

40 Muskegon, MI $5,295 $4,574 $2,599 $7 0.0% -29.9% -43.2% 

41 Eau Claire, WI $3,738 $3,361 $2,046 $6 0.0% -26.0% -39.1% 

42 Alpena, MI $1,978 $1,998 $1,646 $5 0.0% -8.8% -17.6% 

43 Escanaba, MI $1,603 $935 $1,200 $3 0.0% -13.5% 28.3% 

44 Iron Mountain, MI $1,090 $644 $944 $3 0.0% -6.9% 46.5% 

45 Youngstow n, OH $817 $804 $802 $2 0.0% -0.9% -0.2% 

46 Ow ensboro, KY $22 $91 $734 $2 0.0% 473.9% 705.9% 

47 Marion, IL $383 $319 $400 $1 0.0% 2.2% 25.4% 

48 Quincy, IL $172 $226 $319 $1 0.0% 36.3% 41.2% 

49 Manistee, MI $461 $196 $285 $1 0.0% -21.3% 45.4% 

50 Ironw ood, MI $503 $142 $133 $0 0.0% -48.6% -6.4% 

Top 50 Airports $8,119,832 $7,706,519 $6,759,994 $9,260 100.0% -8.8% -12.3% 

Total Regional Revenue $8,122,502 $7,708,453 $6,760,069 $9,260 100.0% -8.8% -12.3% 

Avg. Ann. Change

Rank

FIGURE 29: Top 50 Great Lakes Region Airports Ranked by Domestic O&D Revenue

Year Ended First Quarter 2010; Source: US DOT Table DB1A
Evansville Regional Airport – Small Community Air Service Development Grant – August 2010 73

CONCLUSIONS 

The Evansville Regional Airport must have assistance to recruit an additional competing carrier in 

order to grow available seats, curb leakage, and lower fares. Evansville travelers are faced with 

some of the highest average fares in the country – 50% higher, or $75 each way higher, than the 

Great Lakes regional average. Average fares in the Evansville market have jumped by 31% 

since 2005. Today, Evansville boasts the highest average airfare in the Great Lakes region of all 

airports serving catchment areas of 500,000 people or more. 

The Evansville Regional Airport has just completed a wide-ranging leakage study and “true 

market” analysis. This study shows the lack of available seats, and the high local airfares, cause 

almost 45% of Evansville catchment area residents to fly from other airports in the region – with 

most using Louisville, even though it’s over two 

hours away by car. The average fare at 

Louisville is 30% below the average fare at 

Evansville. The average fare at Indianapolis is 

38% below the average fare at Evansville. 

The situation will get worse this fall. Delta Air Lines 

has announced it will leave the EvansvilleMemphis market. The service had been flown 

twice daily. This loss of seats with exacerbate the fare pressure in the Evansville market – as 

Evansville continues to be one of the airports hardest hit by that Delta-Northwest merger. 

Evansville’s passengers continued to be suppressed, with total available seats down by a quarter 

in just the last two years. Evansville used to be served by 24 departures per day. In the summer 

of 2010 that number is down to 15 departures per day. Total passengers have been suppressed 

by 37% since 2005. 

The only real chance at fare relief and passenger growth in Evansville is for an additional airline 

to offer competing service. The Airport believes there is sufficient passenger traffic and revenue 

that would flow over AirTran’s Baltimore/Washington hub to make the service profitable. The 

Evansville Regional must develop a risk mitigation package to ensure AirTran can enter the 

market without major up-front investments. This risk mitigation package will include marketing 

support, revenue guarantees, and start-up cost offsets, backed by the Department of 

Transportation. 

“Evansville boasts the highest 

average airfare in the Great Lakes 

region of all airports serving 

catchment areas of 500,000 

people or more.”