iii 

Table of Contents

I. Executive Summary 

Airport and Community Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 

Community and Region Served . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Participation Qualification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Project Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 

II. Air Service 

Description of Existing Air Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Air Fare Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5

Historic Air Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8

III. Community Air Service Needs & Deficiencies 

Meadows Field (BFL) Airport’s Top 10 Domestic O&D Markets . . . . . . . . . . . . 8-9

Meadows Field (BFL) Airports Top 20 Leakage Markets . . . . . . . . . . . . . . . . . 10

Similar Market Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-12

Competing Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 

IV. Strategic Plan 

Air Service Deficiencies to be Addressed Through this Project . . . . . . . . . . . 14

Project Goals . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Action Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-15

Marketing Plan: Community Awareness of Service Available . . . . . . . . . . . . . . . 15-16 

Revenue Guarantees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16-17

Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

V. Public and Private Partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

VI. Project Sponsor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

VII. Budget for Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-20 

VIII. Critical Milestones, Measures of Success, Monitoring, 

 Modification and Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

IX. Letters of Support 

Great Lakes Airlines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 

The Honorable Jean Fuller, California State Senator 18th District . . . . . . . . . . . . . . . . . 23

The Honorable Michael J. Rubio, California State Senator 16th District . . . . . . . . . . . . . 24 

Assemblywoman Shannon Grove, California Legislature 32nd Assembly District . . . . . 25 

Mike Maggard, Kern County Supervisor 3rd District . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 

Kern County Superintendent of Schools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 

Kern County Water Agency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 

Greater Bakersfield Chamber of Commerce (GBCC). . . . . . . . . . . . . . . . . . . . . . . . . . 29 

Bakersfield Convention & Visitors Bureau . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 

The Bakersfield Californian . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

KGET TV Ch 17 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

 KERO TV Ch 23, A division of the McGraw-Hill Companies. . . . . . . . . . . . . . . . . . . . . . 33

KBAK TV Ch 29/KBFX TV 58/THIS TV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Kern County Airports Department 1 

Executive Summary 

Airport and Community Name

Meadows Field (BFL) Airport 

3701 Wings Way, Suite 300 

Bakersfield, CA 93308-7026 

Contact: Jack Gotcher, Airports Director 

Community and Region Served 

Meadows Field (BFL) Airport, operated by 

the Kern County Department of Airports, 

currently serves Bakersfield, CA, greater 

Kern County, and Southern Tulare County. 

The 60-mile radius served by Meadows Field 

encompasses a population of more than 839,6001

 

and is the sixth largest airport service area in 

the state; growing at an annual rate of approximately 2.7%.2

Participation Qualifications

1. BFL enplaned 121,075 passengers in CY 1997. 

2. BFL is the highest fare market in our region. 

3. Fares paid by travelers out of BFL are more than 17% higher than the national average for 

the same approximate trip length. The ticket yield per passenger mile for BFL is 17.12 

compared to the national average of 14.62.3

4. There is a strong demand for travel to the Pacific Northwest with Sacramento as a key part of 

the segment. 

5. The Meadows Field (BFL) Airport service area is a significantly underserved market. 

6. Meadows Field (BFL) Airport has gained local contributions to assist in advertising new air 

service on Great Lakes Airlines to Sacramento. 

7. Meadows Field (BFL) Airport has established a public-private partnership with Great Lakes 

Airlines and our local business community to ensure the success of the new service. 

Project Goals

This proposal seeks to address the deficiencies listed above by requesting a grant to introduce 

two non-stop flights per day to Sacramento on an EMB 120 Brasilia by Great Lakes Airlines. In 

addition, funding will be used to develop a uniform and consistent identity to promote the airport to the 

general public in order to regain leakage passengers. 

 

1

 Source: US Census Bureau State and County QuickFacts 

2

 Source: US Census Bureau State and County QuickFacts 

3

 Source: Aviation DataMiner; Domestic National Bottom Line and Airport O&D Report -between 1st and 4th 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

 Q uarter 2010 
Kern County Airports Department 2 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Air Service 

Description of Existing Air Service

Two airlines serve Meadows Field (BFL) Airport; SkyWest Airlines performs ground-handling 

for United Continental Express and US Airways. In 2010, passengers in the market were divided 

almost evenly between the two airlines. Currently these carriers serve a total of five non-stop 

destinations; however only offer a total of 554 departure seats per day. 

US Airways operates three flights daily to PHX; two 

on 86-passenger CRJ’s and one daily flight on a 50-

passenger CRJ. United Continental Express operates 

one flight daily to DEN on a 50-passenger CRJ, two 

daily flights to IAH on a 66-passenger CRJ, three 

flights daily to SFO and two flights daily to LAX, all 

on 30-passenger EMB 120 Brasilia. United 

Continental Express has one hundred nineteen direct 

destinations available from its Denver hub, 157 

direct destinations available from its Houston hub, 

seventy-two direct destinations available from its 

Los Angeles hub, and eighty-four direct destinations 

from its San Francisco hub. US Airways has 

seventy-seven direct destinations available from its 

Phoenix hub. 

2010 Airline Market Share

US 

Airways, 

51.1%

United 

Continenal 

Express, 

48.9%

Current Air Service at Meadows Field (BFL) Airport 

 *Source: Meadows Field Website; One –stop connections information from Aviation DataMiner, Schedule Data Time 

Carrier Non-stop 

One-stop 

Connections Aircraft 

Weekly 

Frequency 

Weekly 

Capacity 

United Continental 

Express 

Denver 119 

connections from 

DEN

CRJ 200 – 

50 passenger 

7 350

United Continental 

Express 

Houston 157 

connections from IAH

CRJ 700 – 66 

passenger 

13 858

United Continental 

Express 

Los 

Angeles 

72 

Connections from 

LAX

Embraer 120- 

30 passenger 

14 420

United Continental 

Express 

San 

Francisco 

84 

Connections from 

SFO 

Embraer 120- 

30 passenger 

21 630

US Airways Phoenix 77 

Connections from 

PHX 

CRJ 900 – 

86 passenger 

CRJ 200 – 

50 passenger 

20 1504

75 3762

 Period (Departure) Report July 29, 2011 
Kern County Airports Department 3 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Air Fare Comparison 

The following fare comparison is based on average fares for BFL’s top ten domestic markets as 

reported in Aviation DataMiner Airport O&D report.4

 The average price for BFL’s top markets 

is the highest of the airports in our region of southern California and western Nevada, and BFL 

has the highest fares for five of our top markets. Pricing spiked during the end of 2008 when 

flight frequencies and available seats in the market were reduced almost in half, creating an 

artificial shortage in supply, directly resulting in continued high airfares. 

5 Average Fares for Meadows Field (BFL) Airport’s Top Markets

$0.00

$50.00

$100.00

$150.00

$200.00

$250.00

$300.00

$350.00

$400.00

$450.00

BFL $156.01 $327.51 $252.30 $208.37 $328.69 $176.38 $303.41 $241.42 $279.60 $311.60 $258.53 

BUR 121.47 199.3 188.79 168.41 250.20 175.57 264.54 219.79 182.90 236.66 $200.76 

FAT 154.42 222.19 264.50 194.60 290.14 283.28 304.73 212.42 197.06 275.19 $239.85 

LAX 122.34 294.14 139.14 162.20 265.3 149.83 247.49 250.83 188.41 277.21 $209.69 

LAS 113.30 223.87 111.38 149.94 218.29 113.69 209.37 184.01 150.63 269.57 $174.41 

SAN 116.98 264.36 133.84 183.22 183.22 163.77 259.53 214.73 171.87 386.73 $207.83 

Phoenix Houston Denver Seattle Chicago Salt Lake 

City

Dallas Ft. 

Worth

Minneapolis Portland Washington, DC

Market 

Average

While Great Lakes Airlines is not a low fare carrier, they can provide additional service. 

Previous experience has shown additional competition in the BFL market will help bring pricing 

more in line with the rest of the region’s airports, and increase travel through this airport. The 

following chart quantifies the impact of lost competition on airfares and enplanements. 

 

4

 Source: Aviation DataMiner, Airport O&D Report, 3rd Quarter 2010 5

 Source: Aviation DataMiner, Airport O&D Report, 3rd Quarter 2010 
Kern County Airports Department 4 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

BFL Enplanements & Average Annual Air Fares 2006-20106 

The chart to the left shows the 

relationship between average fares 

and annual enplanements. Note that 

in 2009, although our enplanements 

declined due to loss of air service, 

our average one-way fare fell from 

$259.83 to $250.68. We conclude 

that one of the factors for the 

decline in average air fare was due 

to average fares stabilizing as fuel 

prices started to decrease. Even so, 

prices were higher than at the end 

of the 1st Quarter of 2008(average 

one-way fare was $246.63) when 

there was more air service options 

available and higher enplanements. 

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

2006 11,907 11,903 14,031 14,534 15,813 16,997 16,422 15,486 13,659 14,879 14,174 13,932 173,737

2007 11,683 11,662 14,489 14,053 13,356 15,521 14,632 14,423 13462 14455 14420 14,247 166,403

2008 11,586 11,977 13,520 13,807 13,888 14,154 15,031 12,223 9,271 9,854 8,601 8,927 142,839

2009 7,605 7,128 8,153 8,899 9,390 10,010 9,734 9,310 8,466 8,723 8,203 8,452 104,073

2010 7,164 7,094 8,304 8,313 9,045 9,600 9,099 9,174 9,377 9,563 9,712 10,039 106,484

Enplanements

*Source: Meadows Field Website, Airport Statistics, Passenger Enplanements & Deplanements Report 2006 through 2010 

The Primary impact from the events of the 2008 oil crisis that caused the price of a barrel of oil 

to spike to a historical high, and the resulting economic decline, was the loss of several airlines. 

Delta and Mexicana reduced system wide service and the bankruptcy of ExpressJet, caused them 

to withdraw service from BFL. These service changes eliminated five (5) daily departure flights 

and 269 daily departure seats from BFL’s flight schedule. Customer comments continually 

indicate the loss of traveling flexibility has motivated them to drive to LAX. Capacity reductions 

in the market have created an artificial reduction in enplanement levels. The shortage of seats in 

the market then, has directly led to higher airfares and greater fare disparities between Meadows 

Field (BFL) Airport and the other airports in our region. 

 

6

 Source: Aviation DataMiner, Airport O&D Report, 1st through 4th Quarter 2006, 2007, 2008, 2009, 2010; 

 Meadows Field Website, Airport Statistics, Passenger Enplanements & Deplanements Report 2006 through 2010 

0

25000

50000

75000

100000

125000

150000

175000

200000

2006 2007 2008 2009 2010

Enplanements

$210

$220

$230

$240

$250

$260

$270

$280

$290

Average Air Fares

Enplanements Average Air Fares

Increase in average fares as 

enplanements decline. 

 

BFL Annual Enplanements 2006-2010
Kern County Airports Department 5 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Average Fares for Competing Airports7

The BFL catchment 

area generates close to 

400,000 passengers annually, 

unfortunately the limited 

air service causes 

approximately 75% of our 

passengers to drive to other 

airports, primarily in the LA Basin.8

In addition to inadequate service, 

BFL has the highest average fare 

among all airports that were utilized by 

passengers booking from our 

air service market.9 

Historic Air Service

 

Annual enplanements at BFL Airport were 148,200 in 2000.10 Enplanements increased by 

almost 40% from 1996 to 2000, outstripping the area’s annual population growth rate, at that 

time of 2.2%. We believe that this can be attributed to the entrance of America West Express 

operated by Mesa into the market, and is an indication of the pent up demand for air travel from 

BFL. In 2001 prior to 9/11, enplanements were up over 2% despite the already weakening 

economy. After 9/11, air service levels dropped by almost half. 

107,632 121,075 128,390

147,142 148,200

128,842

96,549 90,634

119,147

146,786

0

50,000

100,000

150,000

200,000

1996199719981999200020012002200320042005

0

5

10

15

20

25

30

35

40

45

50

Daily Flights

9/8/2001

46 Daily 6/4/2002

Flights

24 Daily 

Flights

2001 2002

$280

$245

$217

$186 $178 $175 $174 $156

$139

$0

$50

$100

$150

$200

$250

$300

BFL FAT LAX SNA ONT SJC LAS BUR LGB

Average Fares 2010

34.9% Drop in enplanements from 2000 48% Decrease in Daily Flights 

In 2004, the granting of the SCASD Award allowed Meadows Field (BFL) to begin service in 

April to Houston in partnership with Continental Airlines. The grant also helped in successfully 

marketing Meadows Field (BFL), which brought additional air service. In 2005, America West 

added the Las Vegas route, and Delta began service to Salt Lake City. The additional air service 

increased enplanements from a low 90,634 in 2003, to 146,786 in 2005.11

 

7

 Source: Aviation DataMiner, Airport O&D Report, 1st through 4th Quarter 2010 8

 Source: 2002 Market Leakage Study conducted by Sabre, Inc. 

9

 Source: Aviation DataMiner, Airport O&D Report, 1st through 4th Quarter 2010 10 Source: Department of Transportation 

11 Source: Meadows Field Website, Airport Statistics, Passenger Enplanements & Deplanements 2003 & 2005 
Kern County Airports Department 6 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Unfortunately, the 2008 oil crisis and economic decline took a toll on our air service. Air service 

levels are now 35% less than what they were prior to May, 2008. On April 27, 2008, there were 

34 scheduled flights on five carriers, with 877 departure seats available.12 Today, there are 22 

scheduled flights on two carriers (US Air and United/Continental) with 554 departure seats 

available. The loss of three airline carriers and air service reductions, during the 2nd and 3rd

Quarter of 2008, has left an unfilled void in service. 

173,737 166,403

142,839

104,073 106,484

0

50,000

100,000

150,000

200,000

2006 2007 2008 2009 2010

The decrease in enplanements and increase in prices are directly related to the decrease in air 

service. The number of flights at BFL has decreased by 35% since 2008 while enplanements 

have dropped by 36% since 2007. The reduction in capacity has also led to higher fares. 

Air Service 2004-June 201113

 

12 Source: Aviation DataMiner, Service Pattern Trend, May 2008 and April 2008 

13 Source: Aviation DataMiner, Service Pattern Trend 2004 through 2011 

Airline 2004 2005 2006 2007 2008 2009 2010 2011

Allegiant 

Airlines 

 (Began service to LAS in Nov. 17, 2010; 

 discontinued service in June 26, 2011)

America West 

US Airways 

Service to PHX; added 

service to LAS April 2005; 

merged with US Airways at 

the end of 2006 

(US Airways merged with America West 

Airlines) Service to LAS and PHX; discontinued 

LAS service in August of 2008 

Continental Began service to IAH 

April 2004; discontinued in May 

2007

 (Restarted service in April 2011)

Delta Began service to SLC July 

2005; discontinued in August 

2008 

ExpressJet (Began service to SAN May 2007; added 

SMF Nov. 2007; discontinued in Aug. 

2008) 

 

Mexicana 

Airlines (Began Service to GDL March 2007; 

discontinued May 2008)

United Express Service to LAX and SFO; added service to DEN on September 2009 

The above chart shows the airlines and routes that have operated at BFL from 2004 through June 2011

Enplanements 2006-2010 

36% Drop in enplanements from 2007 

0

5

10

15

20

25

30

35

40

Daily Flights

4/27/2008

7/6/2011

22 Daily 

Flights

2008 2011

34 Daily 

Flights

35% Decrease in Daily Flights 
Kern County Airports Department 7 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

 

A past leakage study indicated that over 400,000 people fly from the BFL catchment area with 

over 300,000 driving or taking the bus to other airports for service, particularly due to high costs. 

This is 75% leakage! Whenever new service is added, the community has responded positively 

by flying from BFL in strong numbers. At the peak of service in 2007, over 170,000 passengers 

flew from BFL, however this is still a 58% leakage rate and aircraft were frequently full or over 

sold.14 

Inadequate service levels and significantly higher fares are the primary cause for leakage from 

the BFL market. Market capacity since 2008 has been reduced nearly 40%, while enplanements 

have dropped nearly 30%. This has led to higher prices in the BFL market. LAX, with the most 

service options in Southern California captures the majority of BFL’s market leakage. 

 Surprisingly, Burbank (BUR), which 

 is closer and also has low fare carrier 

 Southwest Airlines, captures only 

 5% of BFL’s market leakage. 

 Some other surprises in the Sabre data 

 were that, of the six percent of 

 passengers that leak to Fresno (FAT), the 

 majority of the leakage is from the 93257 

 (Porterville) and 93274 (Tulare) zip 

 codes, which are approximately halfway 

 between Bakersfield and Fresno.15 

SJ

1% BF

ON SN

1%

C

R

T

X S

L A T

25% 1%

BU

5%

FA

6%

LA LA

59% 2%

BFL Market Leakage

In addition, the destinations with the highest leakage of Porterville and Tulare residents are to 

Seattle and Las Vegas, which have direct service from Fresno. Interestingly, markets closer to 

Bakersfield than Fresno do not fly from Fresno with any degree of significance even when direct 

service is offered from Fresno. Although Horizon (now Alaska Airlines) offers direct service 

from Fresno to Seattle, the majority of Kern County passengers traveling to Seattle, not flying 

from BFL, drive to LAX for service. 

While the above study was conducted in 2002, demographics and suggested demand have not 

significantly changed, thus the above study can be considered as current actual data. Although 

BFL’s leakage is significant, local passengers respond overwhelmingly when new direct service 

is offered. 

14 Source: 2002 Market Leakage Study conducted by Sabre, Inc. 

15 Source: 2002 Market Leakage Study conducted by Sabre, Inc 
Kern County Airports Department 8 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Direct service on regional jets recaptured most of 

the passengers traveling from BFL’s service area 

to Phoenix. Please note that actual performance 

substantially outperformed estimates, suggesting 

greater than estimated leakage recovery and some 

market stimulation. Travel from Meadows Field 

(BFL) Airport to Phoenix increased more than 10 

times when direct service was available. Travel 

from Bakersfield to destinations with good 

connections from Phoenix have also increased 

substantially.16

Community Air Service Needs & Deficiencies 

 

 Meadows Field (BFL) Airport’s Top 10 Domestic O&D Market

Market Leakage Recapture: Phoenix 

Destinations 

1996 

Actual 

Annual 

PAX 

1996 

Estimated 

Annual 

PAX 

(with direct 

service to 

Phoenix) 

2000 

Actual 

Annual 

PAX 

(Direct 

service to 

Phoenix 

began in 

1998) 

PHX 3,190 18,887 35,580 

IAH 7,430 9,240 12,270 

ORD 4,360 9,055 7,570 

NYC 3,930 7,923 4,970 

WAS 4,035 7,092 7,390 

BOS 2,130 5,382 1,900 

ATL 2,320 5,336 3,740 

Total 27,395 45,915 73,420

Rank* Market* 

Daily 

Passengers 

One Way*

Average 

One-way 

Fare* 

Ticket Yield 

per 

passenger 

mile 

Avg. 

Ticket 

Miles* 

1. Phoenix 28.8 $156.01 31.48 430 

2. Houston 20.2 $327.51 19.00 1,501 

3. Denver 17.4 $252.30 22.65 971 

4. Seattle 16.2 $208.37 18.37 948 

5. Chicago 11.0 $328.69 15.14 1,888 

6. Salt Lake City 9.5 $176.38 16.66 869 

7. Dallas 9.4 $303.41 19.30 1,361 

8. Minneapolis 7.5 $241.42 12.10 1,692 

9. Portland 6.3 $279.60 21.75 1,106 

10. Washington, DC 4.8 $311.60 10.66 2,523 

 *Source: Aviation DataMiner, Airport Top Markets O&D Report, 3rd Quarter 2010

Prior to direct service, Phoenix was BFL’s seventh largest origination and destination (O&D) 

market and had only 3,190 annual passengers, less than 10 daily passengers.17 Direct service to 

Phoenix reclaimed BFL’s Phoenix market leakage and is now BFL’s largest O&D market with 

over 22,000 annual passengers and 56+ daily passengers.18

 

16 Source:1996 Annual Passengers, Data Base Products, Inc. AIRS Market Averages Report 4th Quarter 1996; 1996 

Market Estimates, The Boyd Group, Inc; 2000 Passengers Data Base Products, Inc. AIRS Market Averages Report 

4th Quarter 17 Source: Data Base Products, Inc. AIRS Base Averages Report 2nd Quarter 1996 18 Source: Aviation DataMiner, Airport O&D Report 1st through 4th Quarter 2010 
Kern County Airports Department 9 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

y. 

BFL’s second largest domestic O&D market behind Phoenix is Houston with 14,578 annual 

passengers and 20 daily passengers each way.19 In 2004, BFL received a SCASD Grant to bring 

Continental Airlines between BFL and Houston (IAH). When Continental Airlines started 

providing direct service to Houston, it became our number one domestic O&D market with 

36,129 annual passengers and 50 daily passengers each way.20Continental provided service until 

ExpressJet began to “Fly at Risk” with the ERJ200’s; flying the route for Continental Express. 

The route was highly successful filling on average 143 seats out of 150 seats available. The loss 

of ExpressJet caused Continental Express to stop service, with 3 flights daily on 50 seat ERJ’s. 

The success of this route is reinforced by the return of Continental in April 2011 with the ER700 

66 seat aircraft to our proven market. 

Just as Continental Express proved successful with the BFL-IAH market, we believe this grant 

will enable Great Lakes Airlines to provide successful BFL-SMF service that will stimulate 

travel by air and move passengers from their auto and rail to air travel again. 

In 2007 before direct service to Sacramento was provided with ExpressJet Airlines, Sacramento 

was number fifty-seven (57) in our domestic O&D market.21 Direct service to Sacramento 

began in November 2007, and by the end of the 1st Quarter of 2008, Sacramento became number

three (3) in our domestic O&D market with 21+ daily passengers each wa 22

2008Q1 to 2008Q1

Rank Market Psgr PDEW 

(passengers daily each way)

1 PHX 6,750 37.1

2 IAH 4,571 25.1

3 SMF 3,891 21.4

4 SAN 3,290 18.1

5 DEN 2,959 16.3

6 DFW 2,828 15.5

7 SLC 1,997 11.0

8 SFO 1,811 10.0

9 0RD 1,729 9.5

10 SEA 1,710 9.4

Airport Market O&D

In and Outbound 2007Q2 to 2007Q2

Rank Market Psgr PDEW 

(passengers daily each way)

1 PHX 7,943 43.6

2 IAH 3,529 19.4

3 DFW 3,332 18.3

4 DEN 3,286 18.1

5 ORD 2,501 13.7

6 SAN 2,287 12.6

7 SEA 2,147 11.8

8 SFO 2,073 11.4

9 SLC 1,992 10.9

10 PDX 1,951 10.7

*57 SMF 357 2.0

Airport Market O&D

In and Outbound 

 ExpressJet regularly carried 19 to 24 passengers to Sacramento and our analysis, without 

including leakage passengers, indicates another 20 passengers from our catchment area currently 

fly to Seattle and Portland.23 This would provide 39 to 44 daily passengers, perfect for two 30 

seat Embraer aircraft if we include leakage passengers. Survey data from the Chamber of 

Commerce and County Departments indicate a strong demand for travel to Sacramento. The 

community can strongly support direct Sacramento air service, rather than the 6 hour drive or 

train ride. While these surface transportation routes are available, they spike trip costs with a 

need for an overnight stay for business travelers. We often have Water Agency travelers who 

spend $800 per seat to charter flights, while State, County and school districts must reduce trips 

or drive and remain overnight. 

 

19 Source: Aviation DataMiner, Airport O&D Report 1st through 4th Quarter 2010 20 Source: Aviation Dataminer, Airport O&D Report 1st through 4th Quarter 2006 21 Source: Aviation Dataminer, Airport O&D Report 2nd Quarter 2007 22 Source: Aviation Dataminer, Airport O&D Report 1st Quarter 2008 23 Source: Aviation Dataminer, Airport O&D Report 1st through 4th Quarter 2010 
Kern County Airports Department 10 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Meadows Field (BFL) Airports Top 20 Leakage Markets24

City 

Airport 

Code 

Annual 

Leakage 

Passengers

Daily 

Leakage 

Passengers

Guadalajara, Mexico GDL 37009 101.4 

Mexico City, Mexico MEX 12087 33.1 

Seattle, WA SEA 9194 25.2 

Leon-Guanajuato, Mexico BJX 8721 23.9 

Chicago, Il MDW,ORD 7722 21.2 

Dallas, TX DFW, DAL 6038 16.5 

New York City, NY JFK,LGA,EWR5860 16.1 

San Salvador, El SalvadorSAL 5828 16.0 

Honolulu, HI HNL 5555 15.2 

Morelia, Mexico MLM 4997 13.7 

Houston, TX IAH,HOU 4734 13.0 

Portland, OR PDX 4482 12.3 

Atlanta, GA ATL 4418 12.1 

Las Vegas, NV LAS 4376 12.0 

Maui, HI OGG 3797 10.4 

Orlando, FL MCO 3640 10.0 

Midland/Odessa, TX MAF 3587 9.8 

Baltimore,MD BWI 3240 8.9 

Puerto Vallarta, MX PVR 3030 8.3 

Salt Lake City, UT SLC 2935 8.0 

 

 

 

The chart above shows the top 20 leakage markets for BFL and the number of annual and daily 

passengers who book flights in the BFL service area, but fly from another airport. Accurate data 

is not available on those who drive or take Amtrak to Sacramento. If it were, these numbers 

could be significantly greater based on letters from the community. The direct flight to 

Sacramento can capture the Seattle and Portland leakage markets as well. 

 

24 Source: 2002 Market Leakage Study conducted by Sabre, Inc. 
Kern County Airports Department 11 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Similar Market Comparison

All of the markets selected for comparison, except for Santa Barbara, CA, were chosen because 

they are similar in population size to the Bakersfield (BFL) Metropolitan statistical area as 

reported by the US Census Bureau. However, population alone does not define a market as 

similar. This is why Santa Barbara, CA (SBA) was added as an airport for comparison because 

of its proximity from LAX. Santa Barbara is located 107 miles from LAX. Meadows Field 

(BFL) is located 123 miles from LAX. One of the biggest factors impacting service in small 

communities is the cost of service at the nearest hub versus the cost of service at the small 

community airport. 

Ranked by population, on the chart below the yield per Coupon Passenger Mile (CPM) premium 

is the difference between the yield per Coupon Passenger Mile (CPM) at the nearest large hub 

airport and the yield per Coupon Passenger Mile (CPM) at the small community airport. BFL 

Airport highlighted in yellow on the chart below is 123 miles from LAX and has the highest 

yield premiums Per Coupon Passenger Mile (CPM). More interesting, however, are the airports 

highlighted in green. Even though these airports are just as close or closer to large hub airports 

their enplanements are substantially higher. What makes the difference? It appears that the 

difference in yield per CPM plays an important role. What drives down the yield per CPM? 

Competition! 

The yield per CPM does not have to match the lower cost hub option; airlines can get a 

reasonable fare premium in smaller markets, and customers respond positively to lower rates 

with higher enplanements. 

Similar Markets Comparison25

MSA Airport Population

Annual 

Enplanements

Miles to 

a Large 

Hub

Closest 

Large 

Hub

Per 

Capita 

demand

Yield/C

PM 

Small 

Airport

Yield/C

PM at 

Hub 

Airport

CPM 

Premium

Albuquerque, NM ABQ 857,903 2,825,966 330 PHX 3.29 15.44 13.51 1.93

Albany, NY ALB 857,592 1,250,155 162 LGA 1.46 15.13 17.22 -2.09

Allentown, PA ABE 816,012 413,387 75 PHL 0.51 14.09 15.04 -0.95

Bakersfield, CA BFL 807,407 106,484 123 LAX 0.13 17.12 11.92 5.20

Baton Rouge BTR 786,947 381,508 79 MSY 0.48 18.34 16.11 2.23

Columbia, SC CAE 744,730 480,827 107 CLT 0.65 23.36 19.18 4.18

McAllen, TX MFE 741,152 344,288 247 SAT 0.46 16.96 14.78 2.18

Knoxville,TN TYS 699,247 804,469 188 ATL 1.15 21.80 18.13 3.67

Akron, OH CAK 699,935 771,047 54 CLE 1.10 14.28 18.41 -4.13

Little Rock, AR LIT 685,488 1,096,548 145 MEM 1.60 18.87 22.47 -3.60

Charleston, SC CHS 659,191 1,010,625 206 CLT 1.53 20.80 19.18 1.62

Witchita, KS ICT 612,683 751,107 216 MCI 1.23 15.19 15.72 -0.53

Santa Barbara, CA SBA 407,057 382,894 107 LAX 0.94 14.41 11.92 2.49

Net difference between Yield/CPM Small 

Airport and Yield/CPM at Hub Airport 

Santa Barbara, CA airport has a lower yield per Coupon Passenger Mile (CPM) than BFL, yet 

they do not have a true low cost carrier. They simply have more service per capita. Out of the 

highlighted airports, Akron, OH (CAK) has the highest service per capita and has the lowest 

yield per Coupon Passenger Mile (CPM). When supply is insufficient to meet market demand, 

prices will rise. 

 

25 Source: All Metropolitan Statistical Area information is from the US Census Bureau July, 1 2009; Annual Enplanements and 

Yield/CPM is from Aviation DataMiner, Directional Enplanement Trend Report 2010 and Airport O&D Report 1st through 4th 

Quarter 2010 
Kern County Airports Department 12 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

The chart below compares service levels at airports that have both similar service area 

populations and are also close to a major hub airport. The BFL market is severely underserved 

when compared to the majority of other markets that are located within a two-hour drive of a 

major hub airport and have similar sized populations. ABE, BTR, CAE, and SBA all have close 

to three times the air service that BFL has. BFL also has one weekly flight per 10,765 people, 

compared to SBA which has one weekly flight per 1,801 people; clearly a positive indication of 

pent up demand for service at BFL. 

Bakersfield 

(BFL)

Allentown 

(ABE) 

Baton 

Rouge 

(BTR) 

Columbia 

(CAE) 

Akron 

(CAK)

Santa 

Barbara 

(SBA)

2009 MSA 

Population26

807,407 816,012 786,947 744,730 699,935 407,057

Enplanements27 106,484 413,387 381,508 480,827 771,047 382,894

Weekly 

Frequencies28

75 231 204 256 280 226

Number of 

Carriers29

2 9 4 5 5 5

Number of Nonstop Destinations305 14 5 10 14 5

One Weekly Flight 

per 

10,765 

People 

 3,533 

People

3,858 

People

2,909 

People

2,500 

People 

1,801 

People

Average fares for Similar Markets31

1% Difference 

$282 $280

$242

$227

$187

$163

$100

$120

$140

$160

$180

$200

$220

$240

$260

$280

$300

Columbia, SC (CAE) Bak ersfield, CA (BFL) S anta Barbara, CA

(SBA)

Baton Rouge, LA

(B TR)

Allentown, PA (A BE) Akron, OH (CA K)

14% Difference 42% 

Lower 

than 

BFL 

BFL has a high average fare when compared with similar markets. The most expensive markets 

within the group are within 1% of each other. The lowest cost market in the group, CAK’s 

average fare, is almost 42% lower than BFL’s. 

 

26 US Census Bureau Metropolitan Statistical Area information July 1, 2009 27 Aviation DataMiner, Directional Enplanement Trend Report 2010 

28 Source: Individual Airport Websites; Aviation DataMiner, Time Period Schedule (Departures) Report, 

 August 1-7, 2011 

29 Source: Individual Airport Websites 

30 Source: Individual Airport Websites 

31 Source: Aviation DataMiner, Airport O&D Report 1st through 4th Quarter 2010 
Kern County Airports Department 13 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Competing Markets

Fare Comparison of BFL’s Top Ten Markets32

Against BFL’s Three Top Leakage Airports 

$-

$50.00

$100.00

$150.00

$200.00

$250.00

$300.00

$350.00

BFL $156.01 $327.51 $252.30 $208.37 $328.69 $176.38 $303.41 $241.42 $279.60 $311.60 $258.53 

LAX $122.34 $294.14 $139.14 $162.20 $265.30 $149.83 $247.49 $250.83 $188.41 $277.21 $209.69 

FAT $154.42 $222.19 $264.50 $194.60 $290.14 $283.28 $304.73 $212.42 $197.06 $275.19 $239.85 

BUR $121.47 $199.30 $188.79 $168.41 $250.20 $175.57 $264.54 $219.79 $182.90 $236.66 $200.76 

Phoenix Houston Denver Seattle Chicago Salt Lake 

City

Dallas Ft. 

Worth

Minneapolis Portland Washington, DCMarket 

Average

The more important fare comparison is with those markets that compete for passengers with 

BFL. BFL has the highest overall average fare for its top ten markets compared with BFL’s top 

leakage airports. Often market pricing variances are attributed to equipment differences in large 

markets versus smaller markets. However, data proves this statement to be contrary in this 

instance. A flight from Los Angeles (LAX) to Phoenix (PHX) currently costs $372.00 round trip. 

From Santa Barbara (SBA) to Phoenix (PHX) the fare is $374.00 round trip. While from BFL the 

price is $491.00, with all itineraries being on the same CRJ model.33

 

32 Source: Aviation DataMiner, Airport O&D Report, 3rd Quarter 2010 33 Source: Orbitz, July 26, 2011 
Kern County Airports Department 14 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Strategic Plan 

Air service deficiencies to be addressed through this project:

1. BFL is an underserved airport with approximately 1/3 the air service of similar 

communities. 

2. Capacity reductions have caused fares at BFL to rise until we are currently the highest 

priced airport in Southern California. 

3. BFL serves the many schools, water agencies and companies who deal with the State 

government in Sacramento. Because of this, there is substantial business travel between 

BFL and SMF. When direct service to Sacramento was available, Sacramento quickly 

became part of our top ten largest markets, and yet at this time there is no direct service. 

4. Total market leakage of 75% from BFL is due to inadequate service. The addition of 

new service will again require that BFL develop a uniform and consistent identity to 

promote our airport to the general public and reduce auto travel to LAX. 

Strategic Plan to Address Air Service Deficiencies:

1. Project Goals 

Our primary project goal is to add another air carrier to our market in order to address the 

identified air service deficiencies. Our secondary project goal is to develop a uniform and 

consistent identity and to promote the airport to the general public in order to regain 

leakage passengers. 

2. Action Plan 

In order to meet our primary project goal, we have identified Great Lakes Airlines as the 

carrier that can meet a primary unmet air service deficiency that exists in the BFL market. 

The introduction of two flights per day by Great Lakes Airlines to Sacramento on the 

EMB-120 will add approximately 420 more weekly seats to the BFL market increasing 

capacity by close to 11%. In addition, Great Lakes Airlines serves the central western 

states and has code share with United Airlines in un-served Pacific Northwest. . While 

this will not cure all of our air service deficiencies, it will be a healthy start to providing 

the service that will fill the significant needs of our community. 

The first part of our action plan includes three elements in order to be successful. The 

first element is to offset the initial risk of entering our market by assisting with station 

start-up costs. Great Lakes will already have a substantial investment in the cost of the 

aircraft to operate the service between BFL and SMF. The second element involves 

marketing the new service to our community. The third element is to set aside funds for 

revenue guarantees in order to offset the ongoing risk of beginning service in a brand new 

market. 
Kern County Airports Department 15 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

We have begun the dialogue with Great Lakes Airlines to meet our primary objective. 

While our market looks promising, Great Lakes, as with most airlines, are not in a 

position to take risks on new and unproven markets. In order to be successful in gaining 

service to Sacramento we need to: 

 Modify ticket counters, lift stations and hold rooms 

 Equip back room offices (office furniture and equipment) 

 Obtain equipment to service aircraft 

 Equip the terminal with additional electronic monitors for the public 

 Waive landing fees 

 Advertise and promote the launch of service 

 Provide ongoing promotion 

 Provide revenue guarantees 

We, as an airport, can fund part of this and have gained some financial support from the 

community. However, we need the assistance from the grant in order to complete the 

financial package. 

 Station Start-up Costs 

The cost of an aircraft to begin service in a new market is a substantial 

investment; however it is not the only cost that a carrier must consider. 

Station start-up costs for new service at BFL are approximately at $408, 225. 

The second part of our action plan involves hiring a consultant to run a new leakage study 

for the BFL catchment area. The Leakage Study will help us market to new carriers by: 

 Evaluating the impact of new service on leakage from our market. 

 Identifying the current top leakage markets for the BFL catchment area. 

 Examining any changes in travel patterns from the leakage study we 

performed in 2002. 

3. Marketing Plan: Community Awareness of Service Available 

Our marketing plan encompasses a broad range of media and collateral materials in order 

to saturate the market. Marketing will include not only marketing new service to 

Sacramento on Great Lakes Airlines, but will also include marketing the airport as well. 

Marketing the new Great Lakes Airlines service to Sacramento will begin approximately 

six weeks prior to the start of service. The first part of the marketing effort will be a press 

release to local media announcing the new service. It has been our past experience that 

new service will be covered by all of our local news media. Two weeks later we will start 

our saturation campaign, which will last until one week after service is initiated. The 

saturation campaign will include television spots, radio spots, newspaper ads and 

billboards. We will also place newspaper ads and billboards in the Valencia/Castaic area 

and Southern Tulare County. Valencia/Castaic is halfway between BFL and LAX and is 

one of the fastest growing areas in California and can commute more easily north to BFL 

than south to LAX. 
Kern County Airports Department 16 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

rports for service. 

 

After the saturation campaign is complete, we will run maintenance advertising for the 

next two months. Then we will run another one-month saturation campaign prior to the 

start of summer that will mirror the initial kick-off campaign. We have partnered with 

local television and press in order to maximize our marketing efforts. They have agreed 

to provide 30% to 50% in additional advertising for every dollar we spend. We will also 

provide collateral materials to local travel agents to give to their clients who book flights 

from BFL. 

In addition to traditional advertising, we will run a marketing effort with our local travel 

agencies called “Think Meadows Field First.” As a part of our promotion of Great Lakes 

Airline service, we will meet with Great Lakes Airline sales representatives and local 

travel agencies to promote their new service from BFL. We will also put together various 

travel related promotional items for the travel agencies to give to clients who book their 

air travel from BFL during the saturation campaigns. 

The marketing program will not only focus on the new service but will also include 

marketing of the airport to enhance ridership on existing carriers at BFL. The airport 

marketing will require emphasis of the airport logo, graphics and copy layout for ads and 

promotional items, publication and widespread distribution of an electronic newsletter, 

updating the airport website, and the creation of brochures to promote the airport to the 

airlines and the general public. 

 4. Revenue Guarantees 

The final element in our plan involves setting aside $225,000 in funding to offset 

operating losses that may occur during the first eighteen months of operation. Because of 

the extensive traffic analysis that we have done and the tremendous support for service to 

Houston from our community, we believe that the service will very quickly reach 

profitability. However, these are very uncertain times that we live in and the first eighteen 

months of service will be critical. The terms and conditions surrounding the revenue 

guarantees will be negotiated with Great Lakes Airlines should we be successful in our 

grant application. The negotiation process will include setting traffic and revenue targets 

and will contain performance and reliability requirements for Great Lakes Airlines 

service in the BFL market such as mutually agreed upon completion rates and on time 

performance requirements. 

5. Sustainability 

The BFL catchment area generates close to 400,000 passengers annually.34 

Unfortunately, due to limited air service from BFL, approximately 75% of these 

passengers drive to other ai

34 Source: 2002 Market Leakage Study conducted by Sabre, Inc. 
Kern County Airports Department 17 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

When analyzing BFL’s top ten markets during the time frame that direct service to 

Sacramento was available, Sacramento became BFL’s third (3rd) largest O&D market and 

generated approximately 23 daily passengers with 28+ daily passengers going further north.35

Kern County has significant business links with the state capital, Sacramento, generating 

substantial business travel between BFL and SMF. Passengers book air travel from BFL’s 

service area to domestic destinations served through Sacramento, but because of the current 

air service inadequacies at BFL, these passengers drive or take AMTRAK to Sacramento. 

In addition, a route to the Pacific Northwest could capture all of the local market, providing 

the following passengers daily each way (PDEW): 36 

BFL-SMF: 23 

BFL-SEA: 14 

BFL-PDX: 6 

BFL-GEG: 3 

BFL-ANC: 1 

The total passengers for these core routes are 47 passengers per day each way. If we add 40% 

of the leakage passengers from the Sabre Study, there would be an additional 19 passengers 

for a total of 66 PDEW.37 

The bottom line sustainability is based on population and demographics. Is there a passenger 

base capable of sustaining the service? A small community cannot afford to continue to 

subsidize service that is underutilized forever. As an airport, we can subsidize service for a 

short period of time; however, the service must make sense and offer real value to the 

community. We feel that service on Great Lakes Airlines through Sacramento meets this 

criterion. 

 BFL has the passenger base to sustain service on Great Lakes Airlines to Sacramento. With 

adequate marketing, BFL to SMF should be a very profitable route for Great Lakes Airlines. 

Population Growth 2000-2010

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

California Bakersfield Santa Clarita Fresno Stockton Modesto

 *Source: U.S. Census Bureau State & County Quick Facts, Census 2010 

For the past decade Bakersfield has been one of the fastest growing communities in 

California. 

 

35 Source: Aviation DataMiner, Airport O&D Report, 2nd Quarter 2008 36 Source: Aviation DataMiner, Airport O&D Report, 1st through 4th Quarter 2010; SMF number based on the time 

 period when ExpressJet was offering the service – Aviation DataMiner, Airport O&D Report, 2nd Quarter 2008 37 Source: 2002 Market Leakage Study conducted by Sabre, Inc.: SEA 10, PDX 5, GEG 2, ANC 2 
1.)

Project Timeline: Great Lakes Airlines: 2 Daily Flights to Sacramento on Brasilia EMB 120

Activity

Receipt of 

Grant J-12 F-12 M-12 A-12 M-12 J-12 J-12 A-12 S-12 O-12 N-12 D-12 J-13 F-13 M-13 A-13 M-13 J-13 J-13 A-13

Negotiate Agreement with Great Lakes

2.)

Purchase and Install Equipment for Station Start-up 

3.)

Great Lakes service between BFL and SMF 

4.) Funding for Operations

Revenue Guarantees (up to 18 Months)Waive landing fees: ( 3 months)

5.)

Marketing and Promotion of Service

Saturation Campaigns Provide ongoing promotionTravel agency meetingPromotional items

6.) Airport Marketing

BrochuresPromotional ItemsWebsite UpdateMedia Advertising for AirportQuarterly Electronic Newsletter

Kern County Airports Department 18 Small Community Air Service Development Program Proposal

Docket DOT-OST-2011-0119

8/2/2011
Kern County Airports Department 19 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Public and Private Partnership

The Kern County Department of airports has partnered with the local community to 

ensure the success of Great Lakes Airlines service to Sacramento. The Department of 

Airports has been in constant contact with organizations that travel frequently to 

Sacramento. Many of these companies have written letters of support (attached) for the 

new service: 

 Kern County Superintendent of Schools 

 Kern County Water Agency 

 Greater Bakersfield Chamber of Commerce (GBCC) 

 Bakersfield Convention & Visitors Bureau

 

In addition to the support from our local schools, water agencies and government offices, 

local media have pledged matching funds to market Great Lakes Airlines service to 

Sacramento. 

 The Bakersfield Californian 

 KGET TV Ch17 (affiliated with CW and Telemundo television stations)

 KERO TV Ch 23, A division of the McGraw-Hill Companies

 KBAK TV Ch 29/KBFX TV Ch 58 /THIS TV 

Project Sponsor 

The sponsor and fiscally responsible party for this project is: 

The Kern County Airports Department 

3701 Wings Way, Suite 300 

Bakersfield, CA 93308-7026 

 

Budget for Program 

The Airports Chief Financial Officer manages contracts and grants for the organization. 

She and her staff have 35 years combined experience managing large state and federal 

grants. Staff utilizes a modern computerized accounting system designed for contract 

management. Legal counsel, engineering, and purchasing staff are available to assist as 

required. 

This organization receives annual entitlement grant funds and periodic discretionary grant 

funds from the Federal Aviation Administration Airport Improvement Program. The 

funds are managed through a regimented process of project engineering and proposal, 

project approval, grant fund acceptance, project implementation and execution, project 

completion and acceptance, and expenditure reimbursement. The mechanics of the 

process are well established and efficient. Projects completed with FAA AIP funds over 

the last ten years have ranged from $65,000 to $33,000,000. 
Kern County Airports Department 20 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Program Budget

Activity

Airport 

Cash

Airport InKind Community Grant Total

1.) Equipment for Station Start-up 

GSE $150,000.00 $150,000.00

Radio $10,000.00 $10,000.00

Telephones and Data $160,000.00 $160,000.00

Electronic Service Center $10,000.00 $10,000.00

ATO, Bag Belts, Security $60,000.00 $60,000.00

Furniture Fixtures and Equipment $18,255.00 $18,255.00

Total for Equipment $0.00 $0.00 $0.00 $408,255.00 $408,255.00

2.) Funding for Operations

Provide Revenue Guarantees $225,000.00 $225,000.00

Airline Rent abatement (3 months) $18,450.00 $18,450.00

Waive landing fees: ( 3 months) $3,933.00 $3,933.00

Total for Operations $0.00 $22,383.00 $0.00 $225,000.00 $247,383.00

3.) Marketing and Promotion of Service

Leakage Study and Market Analysis $20,000.00 $20,000.00

Saturation Campaigns $52,580.00 $120,600.00 $173,180.00

Provide ongoing promotion $39,000.00 $91,000.00 $130,000.00

Promotional items $15,000.00 $15,000.00

Total for Marketing and Promotion $0.00 $0.00 $91,580.00 $246,600.00 $338,180.00

4.) Airport Marketing

Board of Trade $1,500.00 $1,500.00

Brochures $2,500.00 $2,500.00

Promotional Items $2,000.00 $2,000.00

Website Update $2,500.00 $2,500.00

Quarterly Electronic Newsletter $5,200.00 $5,200.00

Total for Airport Promotion $8,500.00 $5,200.00 $0.00 $0.00 $13,700.00

Project Totals $8,500.00 $27,583.00 $91,580.00 $879,855.00 $1,007,518.00

Great Lake Airlines: 2 Daily Flights to Sacramento on Embraer's
Kern County Airports Department 21 

Small Community Air Service Development Program Proposal 8/2/2011 

Docket DOT-OST-2011-0119 

Critical Milestones, measures of success, monitoring, 

modification and termination 

Critical milestones for the project will be: 

1. Execution of an agreement between Great Lakes Airlines and BFL to 

begin service to SMF 

2. The start of BFL-SMF service by Great Lakes Airlines 

The success of the program will be evaluated based on several performance criteria 

including: 

 Initiation of BFL-SMF service two flights daily on Embraer Brasilia 

EMB-120 by Great Lakes Airlines 

 Overall traffic generated by BFL-SMF on Great Lakes Airlines 

 A decrease in average fares at BFL 

 An increase in overall enplanements at BFL 

What we will use to monitor results: 

 Monthly airline traffic statistics 

 Aviation DataMiner: Quarterly Report of Airline Statistics 

 The Department of Transportation’s: The Domestic Airline Fares 

Consumer Report 

If an agreement is not reached with Great Lakes Airlines or for some reason scheduled 

service is not started by September of 2012 then we would look at the need to modify the 

project to meet our objectives. If it is not possible to modify the project in order to meet 

our goals then we would terminate the project and return the grant funding. 

Letters of Support

 Great Lakes Airlines 

 The Honorable Jean Fuller, California State Senator 18th District 

 The Honorable Michael J. Rubio, California State Senator 16th District 

 Assemblywoman Shannon Grove, California Legislature 32nd Assembly District 

 Mike Maggard, Kern County Supervisor 3rd District 

 Kern County Superintendent of Schools 

 Kern County Water Agency 

 Greater Bakersfield Chamber of Commerce (GBCC) 

 Bakersfield Convention & Visitors Bureau

 The Bakersfield Californian 

 KGET TV Ch 17 (affiliated with CW and Telemundo television stations) 

 KERO TV Ch 23, A Division of the McGraw-Hill Companies 

 KBAK TV Ch 29/KBFX TV Ch 58/THIS TV 

 

Kern County Airports Department 23
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Kern County Airports Department 34