1

Proposal

Ogden City Corporation, Utah

United States Department of Transportation

Office of Aviation Analysis

Small Community Air Service Development Program

Application under the:

 -Wendell H. Ford Aviation Investment and Reform Act for the 21st Century (AIR-21)

As Reauthorized by the:

 -Vision 100-Century of Aviation Reauthorization Act 

Proposal Sponsor: Ogden City Corporation

Contact: Mr. Royal Eccles

Airport Manager

Ogden-Hinckley Airport

3909 Airport Road

PO Box 1849

Ogden, Utah 84405

Docket: DOT-OST-2011-0119

Date: August 2, 2011
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SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM

DOCKET OST-2011-0119

SUMMARY INFORMATION FOR OGDEN CITY CORPORATION:

A. Applicant Information: 

 Not a consortium. No previous SCASDP grant.

B. Public/Private Partnership:

 Public: Private:

 1. Ogden City Corporation 1. Ogden Weber Chamber

2. Ogden Economic Development 2. Frontier Airlines

3. Ogden-Weber Convention/Visitors Bureau 

(Collectively the Ogden community)

C. Project Proposal:

__X__ Marketing ______ Upgrade Aircraft __X__ New Route

_____ Travel Bank __X__ Service Restoration __X__ Subsidy

_____ Surface Transportation _____ Regional Service __X__ Revenue Guarantee

__X__ Launch New Carrier __X__ Start-Up Offset Cost ______ First Service

_____ Study _____ Secure Addt’l Service ______ Other

D. Existing Landing Aids at Local Airport:

_X Full ILS _X _ Outer/Middle Marker ____ Other

_X _ Localizer _X _ Published Instrument Approach

E. Project Cost:

Description Sub-Total Total Amount

Federal Amount Requested $600,000

State cash financial contribution $0

Local cash financial contribution

Airport cash funds $0,000

Non-Airport cash funds $200,000

Total local cash funds $200,000

TOTAL CASH FUNDING $200,000

In-kind contribution

Airport In-kind contribution $100,000

Other In-kind contribution $100,000

TOTAL IN-KIND CONTRIBUTION $200,000

TOTAL PROJECT COST $1,000,000
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F. In-Kind Contributions: 

Airport In-Kind Contribution: Waiver of landing fees, terminal rents and other use fees

Other In-Kind Contribution: Marketing and Advertising support

G. Is this application subject to review by State under Executive Order 12372 

 Process?

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

12372 Process for review on (date) _________.

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

 review. 

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

H. Is the Applicant Delinquent on any Federal Debt?

_X_ No

___ Yes (explain)
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TABLE OF CONTENTS

Subject Page

Executive Summary 1

Introduction 5

Major Issues 7

Role of the Ogden Airport 7

Factors That Have Affected Air Service 8

Catchment and Community Profile 8

Market Analysis 11

Potential Passengers 13

Potential Air Service 14

Proposed Fares 15

Passenger and Revenue Forecast 15

Action Plan for the Ogden Airport 16

Public-Private Partnership 16

Project Goals 16

Action Plan Elements 16

Marketing Program 16

Target Audience 16

Marketing and Media Selection 17

Total Incentive Package 17

Sponsor Participation 17

Performance Measurement 18

Recruitment of Air Service 18

Marketing and Media Plan 18

Air Service Performance 18

Community Support 18

Assurances 19

Appendix A - Letters of Support
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

1

EXECUTIVE SUMMARY

For purposes of this executive summary, we have identified and summarized the 

bulleted and checked items directly from the 2011 Order to ensure a comprehensive, 

competitive response. The Order says our application should help communities secure 

air service enhancements that will be responsive to their air transportation/air fare 

needs on a long-term basis after the financial support of the grant has ended. 

Specifically, the Order identifies the following items and our response follows each. 

1. Promoting awareness among residents of locally available service. 

Government and business teaming for informal air service recruitment efforts were 

initiated some years ago and continue to today in the Ogden community. These ongoing air service and economic development efforts represent almost every local 

constituency, and fully meet the intent and spirit of a public-private partnership. 

2. Attracting a new carrier through revenue guarantees or operating cost 

offsets.

As you will read in this application, the Ogden community is supporting this air 

service effort by providing $400,000 worth of support. Ogden City Corporation has 

already spend in excess of $50,000 to obtain scheduled air service.

3. Attracting new forms of service, such as on-demand air taxi service.

While the Ogden community is herein intending to attract scheduled air carrier 

service and this application is written to seek support to make that happen, we 

believe non-scheduled charter activity will continue to be an important part of the 

airport’s suite of services. 

4. Offering an incumbent carrier financial or other incentives to lower its 

fares, increase its frequencies, add new routes, or deploy more suitable 

aircraft, including upgrading its equipment from turboprops to regional 

jets.

Although the Ogden-Hinckley Airport does not have an incumbent carrier, we 

propose to add a new route in cooperation with an existing carrier, Frontier Airlines. 

5. Combining traffic support from surrounding communities with regionalized 

service through one airport; or providing local ground transportation service 

to improve access to air service to the community and the surrounding area. 

The Ogden-Hinckley Airport is increasingly becoming an important part of the ability 

of our business community to remain competitive and for the citizenry’s local 

access to the national air transportation system. The Ogden community believes 

that the airport, in this regard, will only increase in scope and role. There are 

several cities, towns, and counties within the catchment area and leakage from the 

northern Salt Lake metro area is expected. 

In addition, the Order notes these as important:

6. A description of the community's existing air service.

A detailed description may be found in the Proposal section of this application. 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

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7. A synopsis of the community's historical service.

A detailed description may be found in the Proposal section of this application.

8. A description of the community air service development efforts over the 

past five years and the results of those efforts. 

A detailed description may be found in the Proposal section of this application.

9. A description of the community air service needs or deficiencies.

A detailed description may be found in the Proposal section of this application.

10. A strategic plan for meeting those needs under the Small Community 

Program, including:

The Action Plan for the Ogden Airport contains the strategic plan.

(1) Clear identification of the target audience of each component of the 

proposed transportation initiative, including all advertising and promotional 

efforts. 

The target audience for this application is the Denver-bound/connecting traveler

based upon our recent air service market analysis. The primary reason for 

working through Denver, as proposed, is for its connecting ability. Advertising and 

marketing is contained in the Action Plan section. 

(2) A realistic timetable for implementation of the grant project. 

As outlined in the Action Plan section, initiation of the service would begin as soon 

as the service is funded with the SCASDP grant and coordinated with the airline. 

(3) An explanation of how the service will become self-sufficient. 

As outlined in the Action Plan section, self sufficiency is demonstrated with a 

market load factor and yield. Advertising, promotions, and a public relations 

program are all part of the marketing program to support the service. 

(4) A clear outline the goals and objectives sought to be achieved. 

The goal is to bring low-cost scheduled air service to the Ogden community from

Denver International Airport. 

11. A description of any public-private partnership that will participate in the 

project. 

Ogden City Corporation and the Ogden business community (the public-private 

partnership) represent public and private local interests in this regard. Other 

surrounding counties will also benefit and may be asked to participate in the future. 

12. A detailed description of the funding necessary for implementation of the 

service, including the federal and non-federal contributions. 

The grant amount requested is $600,000 while airport and community cash and inkind contributions total $400,000 for a total proposal amount of $1,000,000. More 

details are found in the Action Plan section.

13. An explanation of how the community will ensure that its own funding 

contribution is spent in the manner proposed.

Ogden City Corporation will ensure that funds are spent timely and wisely. 

Explanation is found in the Performance Measurement section. 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

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14. A description of how the community will monitor the progress of the grant 

project and the identity of critical milestones to be met during the life of the 

grant. 

A description of our responsiveness in this regard found in the Performance 

Measurement section. 

15. A description of how the community plans to continue with the project if it 

is not self-sustaining after the grant award expires. 

We believe that we have prepared a very strong proposal for DOT consideration. 

The Ogden community will commit to $400,000 in local funds, of which $200,000 is 

local cash. The Ogden Community is committed to the six-month start up period and 

our estimates of demand herein show potential for a substantial increase in demand 

as the market matures. 

16. Designation of a legal sponsor responsible for administering the program.

Ogden City Corporation with minimal assistance from the business community and 

substantial assistance from the Airport Manager and outside consultants will 

administer the grant and the activities outlined in the Action Plan section. 

Finally, the Order indicates that priority will be given to those applicants who

competitively answer these inquiries:

17. Air fares are higher than the national average air fares for all communities;

Given that no scheduled service exists, this question does not apply. 

18. The community or consortium will provide a portion of the cost of the 

activity from local sources other than airport revenue sources. 

The Ogden community proposes to provide $400,000 of cash and in-kind 

funding for the proposed service over a year’s period. 

19. The community or consortium has established or will establish a publicprivate partnership to facilitate air carrier service to the public. 

The Ogden community (the public-private partnership) is established and has 

engaged air service recruitment efforts and strategies. 

20. The assistance will provide material benefits to a broad segment of 

the traveling public, including business, educational institutions, and 

other enterprises, whose access to the air system is limited. 

We expect that the grant will be used to establish a new profitable route for a

air carrier, a new way for the residents of the Ogden, Weber County and the 

surrounding counties (catchment area) to connect to the world’s air 

transportation system and provide for a substantial economic benefit to 

residents and businesses. Several educational institutions exist within the 

catchment area, including as Weber State University with more than 24,000 

student population. Hill Air Force Base is within Weber County with more than 

22,000 military and civilian assignments. 

21. The assistance will be used in a timely manner.

The Ogden community anticipates that assistance will be drawn on a monthly 

basis until exhausted.
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

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22. The relative size of each applicant community.

As can be seen in the Major Issues section of this application, we are a community

with a relatively moderate number (700,000) of citizens, fitting the spirit and intent of 

the Small Community Air Service Program. 

23. The geographic location of each applicant, including the community's 

proximity to larger centers of air service and low-fare service alternatives.

Ogden is approximately 38 miles north from Salt Lake City, separated by a 

congested Interstate 15 drive. 

24. Whether the community's proposal, if successfully implemented, could 

serve as a working model for other communities.

Not only do we believe that this model will be successful, but believe variants of 

this model have been successful elsewhere. We hope to refine and improve upon 

previous business models and share that information with those to follow.

25. Current demographic indicators for the community, such as population, 

income and business activity. 

The Major Issues section contains this information. 

26. The community's demonstrated commitment to and participation in 

the proposed grant project. 

The Ogden community is committed to attracting an air carrier and we believe the 

service will be sustainable given the market analysis conclusions reached in 

upcoming pages. 

27. The grant amount requested compared with total funds available for all 

communities.

The Ogden community believes that our proposed assistance figure is large enough 

to be effectual but small enough to make us competitive given the $15 million in 

available assistance this year. 

28. The proposed federal grant amount requested compared with the local 

share offered.

The Ogden community believes that our proposed share is comparable to what may 

be found in other competitive applications. 

Note: Page six of the Order specifies that communities without existing air service must 

be able to demonstrate the ability to meet certificate requirements. The Ogden 

community understands that certificate in this instance refers to: 

FAR Part 139. The Ogden-Hinckley Airport is currently certified pursuant to this 

regulation and for all practical purposes operates as a Class I commercial service 

airport. 

FAR Part 121/135. Our partner for purposes of this application, Frontier Airlines, is a 

certificated airline pursuant to Part 121. Given that the Ogden-Hinckley Airport 

received commercial service in its past, environmental issues are addressed.

TSA 1542. Although the Ogden-Hinckley Airport does not currently have an Airport 

Security Plan, in-house and consultant assistance is ready to prepare the plan in an 

expedited manner. Coordination with TSA has already been completed.
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

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PROPOSAL OF OGDEN CITY CORPORATION

Introduction

The Ogden community has for a number of years been preparing the Ogden-Hinckley

Airport (OGD) to be the commercial airport for the northern Utah, a market catchment 

area of approximately nearly 700,000 people. 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

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This catchment area includes Weber and Davis Counties and several smaller 

surrounding counties. The catchment area comprises approximately 33% of the 

economic base of the Wasatch Front. Sabre MIDT data indicate that 17% of the 

originating passengers from the Wasatch Front are from Weber and Davis counties

alone, with a population of 525,000. 

Community leaders believe that commercial service with jet equipment to key markets 

in the west will help to continue the development of area business. To add new air 

service at Ogden -Hinckley Airport, the airlines need to view Ogden-Hinckley Airport as 

being more beneficial to their long-term goals than other airports. Airlines are seeking 

route profitability, good facilities, community support, available resources for long-term 

improvements, and limited competition. Initial or short-term incentives such as reduced 

fees, free rents, and promotional funds will be necessary to attract new air service.

New commercial air service at the Ogden-Hinckley Airport will produce new jobs and 

bring revenue to the community. Revenue from new air service will create visitor 

expenditures at hotels, restaurants, car rentals, and local shops. The Airport will receive

new fees in the form of terminal rents, landing fees, fuel flowage fees, and passenger 

facility charges. The new airline will purchase fuel, supplies, and crew meals. All of 

these expenditures will translate into new jobs.

Eight other airports in the west, serving cities approximately the same size or smaller as 

the Ogden-Hinckley Airport market, average 28 jet flights and 17 commuter flights per 

day. The top twenty air markets for Salt Lake City International Airport (SLCIA) have 

historically accounted for approximately 60% of the total passengers for the Airport. 

Fourteen of these top 20 markets for SLCIA are located in the western states. It is 

expected the same trend will hold true for Ogden-Hinckley Airport as its market 

matures. 

The Ogden-Hinckley Airport market is a significant part of the total SLCIA market. The 

Ogden-Hinckley Airport market area has 29% of the population and 30% of the 

households for the entire region. A weighting of these economic indices gives the 

Ogden-Hinckley Airport market area a 29% share of the total air travel market. 

Based on Sabre MIDT data for the Ogden Airport market area, the current passenger 

potential to all points in the United States is nearly 1 million annual passengers. 

The passenger forecast for Ogden Airport indicates that there is a large enough 

demand to support daily jet flights to DEN, LAS, LAX, PHX, SFO and SEA. Utilizing 

fares comparable to the average fares at SLCIA, flights to Denver, Los Angeles, 

Phoenix, Portland/Seattle, and Las Vegas are projected to be profitable with standard 

twin jet aircraft. Service to and from Los Angeles will be very attractive for the 

international market and service to Denver will be very attractive for customers 

connecting to the midwest, east, or southeast.
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

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Today, catchment area passengers must drive to SLCIA on a congested Interstate 15,

and the drive can take as much as an hour or more depending on traffic conditions and 

the origin of the drive. 

Major Issues

Due to drastic shifts in the commercial aviation business model, the air traveler in the 

United States has had to endure a much longer transit time through airports, higher load 

factors and poorer service on the airlines. A reduction of flights and seats to many 

markets has occurred a capacity is managed and demand increases. Security 

measures implemented after 9/11 often require air travelers to arrive at an airport two 

hours in advance of departure for domestic flights and three hours in advance of 

departure for international flights. Travelers ticketed on commercial air carriers located 

at hub airports have increasingly endured longer lines for checking in, checking 

baggage and for passing through the security gates.

To remain competitive and profitable, airlines continue to cut costs through reducing 

employee wages/benefits, staffing levels and discontinuing non-performing routes. 

Morale issues with remaining airline staff have impacted customer service levels with 

the traveling public. Several carriers have exited the industry, while mergers and 

takeovers have affected other major service providers (i.e.-Delta/Northwest; 

Republic/Frontier, etc.). Industry consolidation has been expected for some time but

seems to be just now gaining momentum while increasing passenger loads continue to 

strain capacity and profitability even in the current economic uncertainty.

With new marketing strategies to retain market share, increase revenue and enhance 

brand recognition, commercial air service providers are opting to expand air service to 

smaller airports. This program makes it easier for the air traveler that lives or works near 

these smaller airports to more easily reach business or personal destinations and also 

reduces the congestion at the major airports by spreading out the passengers and 

flights to other airports. 

The Role of Ogden Airport

The Ogden-Hinckley Airport is currently a general aviation airport and a commercial

service alternate for SLCIA. The Ogden-Hinckley Airport fits the classic role of a satellite 

airport. The Ogden-Hinckley Airport is sponsored, owned and operated by Ogden City. 

The Airport's budget is approved by the City and any annual deficient is made up solely 

by the City. As such, any "In-kind" contributions made by the Airport toward this grant 

request are a subsidy of the City. Ogden-Hinckley Airport is managed by an Airport 

Manager that reports to the City Department of Public Works. 

The Ogden-Hinckley Airport is designated a Part 139, Class I facility. Ogden-Hinckley

Airport has completed major improvements to its runways and aprons. The OgdenHinckley Airport presently accommodates charter operations, small cargo, air taxi 

operations, general aviation, aircraft storage, and aircraft maintenance and repair. 

Ogden-Hinckley Airport abuts Interstate 15, giving it easy access to all communities in 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

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the catchment area. 

The primary runway is 8,103 feet long by 150 feet wide with high intensity lighting, a 

152,000 pavement strength rating, ILS and GPS approaches, along with an Air Traffic 

Control Tower and Radar coverage. These are the necessary aviation infrastructure 

items to safely accommodate airline traffic. Initially, passengers will utilize the existing 

terminal building; with check-in counters for airlines, a departure lounge with security 

and a common baggage claim area all exist within the building. Discussions with TSA 

regarding space, security equipment and personnel have already occurred and await a 

carrier. Parking and rental cars are currently available right in front of the current 

terminal. 

Factors That Have Affected Air Service

Ogden-Hinckley Airport does not have scheduled passenger air service. SLCIA, in the 

past, has been able to meet the air travel needs of the Northern Utah residents. In the 

past few years getting to and using SLCIA has become difficult and time consuming due 

to Interstate 15.

The development of an alternative commercial service airport north of the Salt Lake City 

metro market would help eliminate congestion and lost time for air travelers. OgdenHinckley Airport is the ideal location for such a facility. The Airport has infrastructure that 

can accommodate standard, scheduled service, twin jet aircraft. The Ogden-Hinckley

Airport has a publicly owned terminal building that can accommodate commercial air 

service with minor modifications, some of which have already been initiated. The 

Ogden-Hinckley Airport reserves land that can accommodate a new, multi-gate modern 

terminal when passenger demand is sufficient. The current Airport Master Plan 

anticipates, and focuses on this possibility. 

The Air Service Market Study indicates that the catchment area for Ogden-Hinckley

Airport is large enough to support passenger air service to major hub markets. Airport 

Management has upgraded the Ogden Airport to meet the operational requirements of 

the commercial airlines in anticipation of service. Based on other metro areas with 

multiple airports, the Ogden-Hinckley Airport is well located in the Salt Lake metro area 

and should be attractive to the travelers in its region and allow the airlines the ability to 

operate either regional jets or standard twin jets.

Catchment Area and Community Profile

The Ogden-Hinckley Airport is a convenient airport for the residents of northern Utah, 

Weber and Davis counties and five counties due north. The primary Ogden-Hinckley

Airport catchment area encompasses a population of approximately 700,000 in 218,000 

households. 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

9

County Population 2000 2009 Growth

Davis 238,994 300,827 25.9%

Morgan 7,129 9,908 25.0%

Weber 196,533 231,834 18.0%

Box Elder 42,751 49,902 16.7%

Cache 91,391 115,269 26.1%

Rich 1,691 2,160 10.1%

Summary 578,759 708,900 22.4%

Total retail sales in 2009 for the primary catchment area approximate $9.1 billion. 

County Households Sales($000) Buying Income ($)

Davis 91,932 3,803,453 5,856,600

Morgan 2,637 91,041 167,280

Weber 74,940 3,226,560 3,931,980

Box Elder 15,148 632,856 733,920

Cache 33,438 1,339,523 1,584,752

Rich 749 13,577 38,605

Summary 218,835 9,107,013 12,322,137

Weber State University is a strong source of air travel for the catchment area. The 

University currently enrolls of 24,000 students who come from all over the United States

and from foreign countries. The University has a large demand for business travel, 

sports charters, individual student travel, and visiting friends and relatives. Other major 

employers include: IRS, McKay-Dee Hospital, Weber County School District, Autoliv, 

Weber State University, Convergys, Fresenius, Ogden City School District, State of 

Utah and Weber County

Employment Sector Percent of Total

Mining 0.19%

Construction 8.00%

Manufacturing 12.86%

Trade, Transportation and Utilities 17.54%

Information 1.10%

Financial 4.80%

Professional and Business Services 11.38%

Education, Health and Social Services 11.39%

Leisure and Hospitality 8.53%

Other Services 2.99%

Government 21.21%

Summary 100%
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

10

The Ogden-Hinckley Airport is a tourism gateway. There are three ski areas, 

Snowbasin, Wolf Creek and Power Mountain that are within thirty minutes of the Ogden

-Hinckley Airport. When trying to plan the perfect Utah family vacation, there is no better 

destination than Ogden. With the beauty of the scenery, diversity of the activities, and 

abundance of family attractions including: skiing, hiking, horseback riding, fishing, 

rafting, and biking. Approximately 2,600 hotel rooms exist in the City with rates ranging 

from $59 to $325 per night. 

Ogden is home to Hill Air Force Base and the Ogden Air Logistics Center. The Air Force 

Base is a material command base and is the third largest employer in Utah, excluding 

State and Education employment. There are more than 22,000 military and civilian 

personnel assigned. The Logistics Center provides worldwide engineering and logistics 

management for the F-16 Fighting Falcon, A-10 Thunderbolt II, Minuteman III 

intercontinental ballistic missile platforms. Depot maintenance is performed for the F-16, 

A-10 and C-130 Hercules aircraft. 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

11

MARKET ANALYSIS

The Ogden-Hinckley Airport market area exhibits the characteristics of other successful 

satellite airports like Orange County and Burbank:

· The catchment area is experiencing positive economic growth, and citizens and 

businesses in the area are seeking a more convenient way to travel by commercial 

airline than the major airport.

· There is highway congestion from the market area to the major airport and this 

creates longer driving times, extra hassle and adds to area pollution. 

· The major airport suffers from long lines and long waits to process through the 

security area.

· Lower fares to regional markets can be obtained at the satellite airports.

Given a mature air service market along with the primary catchment area 

demographics, the Ogden-Hinckley Airport can effectively accommodate a substantial 

number of passengers and markets. Other mature market satellite airports, like 

Colorado Springs for example, have a number of daily non-stop departures. 

Community Population Non-Stop Markets

Ogden, UT 673,000 0

Colorado Springs, CO 608,510 9

Boise, ID 594,960 17

Eugene, OR 343,960 8

Grand Junction, CO 137,700 6

Idaho Falls, ID 166,070 5

Spokane, WA 468,000 14

Reno, NV 453,400 13

Almost all of the catchment area passengers (72%) are using SLCIA. Based upon 

Sabre MIDT data, the catchment area generates more than 2,100 daily passengers or 

nearly 770,000 annual passengers.

Given that Ogden-Hinckley Airport does not currently have scheduled air carrier service, 

SLCIA data from Sabre MIDT data were used to infer potential market share. The table 

on the following page shows 2118.9 average daily SLCIA enplanements originating 

within the Ogden catchment bound for all destinations. 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

12

Outbound Outbound

Rank Market Psgrs. Rank Market Psgrs.

1 LAX 142.6 26 ONT 22.3

2 LAS 133.2 27 BOS 21.7

3 PHX 128.9 28 BWI 21.4

4 SEA 85.4 29 GEG 20.8

5 BOI 55.4 30 COS 19.9

6 PDX 55.3 31 IAH 19.4

7 SNA 53.1 32 OKC 18.1

8 DCA 47.5 33 VPS 17.6

9 MCO 45.4 34 PHL 17.5

10 DFW 45.1 35 SFO 16.9

11 SAN 43.0 36 MCI 15.7

12 OAK 41.2 37 FLL 15.6

13 ATL 36.1 38 IAD 14.8

14 DEN 35.6 39 SJC 14.7

15 SLC 35.0 40 JFK 13.2

16 ABQ 31.4 41 MIA 12.9

17 SAT 31.0 42 MSY 12.8

18 RNO 29.7 43 MDW 12.6

19 ORD 29.0 44 CVG 12.0

20 DAY 26.9 45 TPA 11.8

21 TUS 26.2 46 SBA 11.2

22 DTW 26.1 47 CMH 11.1

23 MSP 25.3 48 HNL 10.6

24 SMF 25.1 49 ANC 10.2

25 STL 23.5 50 CUN 9.7

Sub-Total 1,641.5

Other 477.4

Total 2,118.9
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

13

Potential Passengers

An annual number of passengers for the potential Ogden market can then be calculated

from the select city-pair markets from the Sabre data. Both Denver and Los Angeles are 

summarized as they are the most desirable from the sponsor’s perspective. 

Because of either hub’s connection ability, additional city-pairs were included in the 

potential passenger counts. It is not reasonable to assume that the service will capture 

the entire market; an 80% share of the market is assumed for the Denver route and a 

10% share is assumed to connecting cities in most instances. 

Denver was analyzed because of its ability to connect points east. As can be seen 

below connecting passengers in Denver outnumber those bound for Los Angeles. 

Denver Outbound Passengers Load Total Pax

OGD-DEN 12,994 51,980 80% 41,584

OGD-WAS 17,338 69,350 10% 6,935

OGD-MCO 16,571 66,280 10% 6,630

OGD-DFW 16,462 65,850 10% 6,585

OGD-CHI 15,184 60,730 10% 6,075

OGD-ATL 13,177 52,700 10% 5,270

OGD-ABQ 11,461 45,840 10% 4,585

OGD-SAT 11,315 45,260 10% 4,525

OGD-DTW 9,527 38,110 10% 3,811

OGD-NYC 9,490 37,960 10% 3,795

OGD-STL 8,578 34,310 10% 3,430

OGD-PHL 6,388 25,550 10% 2,555

OGD-MCI 5,731 22,920 10% 2,290

OGD-FLL 5,694 22,770 10% 2,280

OGD-Other 174,000 696,000 5% 34,800

Total 711,100 135,150

Los Angeles Outbound Passengers Load Total Pax

OGD-LAX 52,050 208,200 80% 166,560

OGD-SNA 19,380 77,520 20% 15,500

OGD-SAN 15,695 62,780 10% 6,280

OGD-TUS 9,565 38,260 10% 3,820

OGD-ONT 8,140 32,560 20% 16,280

OGD-SBA 4,090 16,360 10% 1,630

OGD-HNL 3,870 15,480 10% 1,550

OGD-Other 11,300 45,200 5% 2,260

Total 496,360 213,880
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

14

Based on these potential passengers Denver and Los Angeles seem to present the best 

opportunity. Both of these markets are prime candidates for new air service and would 

need the incentive package to support the recruitment of air service. 

Potential airlines and markets are as follows:

DEN: Frontier, United DFW: American SFO: United, Southwest

LAX: Southwest, United OAK: Southwest SEA: Alaska

LAS: Allegiant; Southwest PHX: USAir, Sun Country, Allegiant

A decision was reached to solicit Frontier Airlines from their Denver hub. This route has 

a fantastic potential for success because it has more potential direct passengers than 

any other city. The community wishes a low-cost carrier and because Frontier’s 

operation at Denver offers easy, one-stop flights to the eastern, southern and northern 

US along with the potential for international flights.

Potential Air Service

Ogden City and Frontier representatives met at the recent Jumpstart Conference to 

discuss the proposal. Frontier route planning staff indicated a willingness to investigate 

the proposal and Ogden City representatives will again meet with Frontier Airlines staff 

to flesh out details. Ogden feels that Frontier is supportive of the proposal, but simply 

needs a bit more time to finalize market planning. Frontier Airlines has provided a 

support letter found in the Appendix following this narrative.

To determine the revenue guarantee that may be needed, the Ogden-Denver market 

was analyzed. It is estimated that it will take approximately 50,000 annual origin and 

destination passengers to support two daily round trip flights per day with E-190, 99

seat jet equipment. 

Both Frontier and Ogden agree that there will be a ramp-up period of passengers and 

revenue until Frontier reaches its full market share. In this instance, it is assumed that 

the ramp-up period will take approximately six months. 

Below is a sample schedule that will meet local needs as well as connecting needs.

POTENTIAL FLIGHT SCHEDULE

Non-Stop Market Depart Arrive Aircraft Frequency

Ogden - Denver 6:15 am 7:25 am E-190 Daily

Denver - Ogden 6:05 pm 7:15 pm E-190 Daily

Ogden - Denver 9:15 am 10:25 am E-190 Daily

Denver - Ogden 3:50 pm 5:00 pm E-190 Daily
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

15

Proposed Fares 

Because many of the passengers on this new route are expected to be connecting, 

special attention will be required to make sure that the fares are competitive and that 

times are coordinated with Denver banks. Fares to Denver will need to be competitive 

with SLCIA in order to attract passengers and develop the passenger base. 

Passenger and Revenue Forecast

Prudent planning for this proposal suggests that Ogden will have a conservative 

penetration rate for the planned four daily flights. It is estimated that Frontier will achieve 

a 50% load factor in the first month and increase five percentage points until it reaches 

a 75% load factor in month six. This assumption is based on experience at other 

markets in the west which have introduced new service to an airport that did not 

previously or recently have air service. Based on these ramp-up assumptions and small

increases in fares through the start up period, it is estimated that the airline will achieve 

80% market penetration in the Ogden-Denver route following month nine and reach a 

near break-even point. 

SUBSIDY REQUIRED FOR NINE MONTHS OF OPERATIONS

Month Load Fare Pax. Revenue Expense Profit(Loss) Cumulative

1 35 $69 2,079 $143,451 $396,000 ($252,549) ($252,549)

2 40 $69 2,376 $163,944 $396,000 ($232,056) ($484,605)

3 50 $79 2,970 $234,630 $396,000 ($161,370) ($645,975)

4 50 $89 2,970 $264,330 $396,000 ($131,670) ($777,645)

5 55 $89 3,267 $290,763 $396,000 ($105,237) ($882,882)

6 55 $109 3,267 $356,103 $396,000 ($39,897) ($922,779)

7 60 $119 2,640 $314,160 $396,000 ($81,840) ($1,004,619)

8 65 $129 2,860 $368,940 $396,000 ($27,060) ($1,031,679)

9 70 $139 3,080 $428,120 $396,000 $32,120 ($999,559)

During the start up phase, it is estimated that the Ogden Community will need a 

revenue guarantee of $999,559 to cover initial nine-month operating losses. On an 

annualized basis, the new route is projected to produce $4,767,000 in passenger 

revenue. Operating costs are estimated to be $4,752,000, resulting in an operating 

profit for service. Note that the 38,049 passengers generated under this scenario are 

substantially less than the 135,140 potential passengers noted on the previous page

and about equal to the potential passenger count just to Denver. 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

16

ACTION PLAN FOR OGDEN AIRPORT

Public-Private Partnership 

The Ogden -Hinckley Airport is administered by the Ogden City Corporation through its 

Airport Manager, Mr. Ed Rich. The Ogden-Weber Chamber and its members constitute 

the private portion of the Partnership. Members of the Chamber are key leaders from 

the major businesses in the Ogden area. Both the City and the Partnership know that 

continued economic development depends on scheduled air service with connecting 

flights.

The Partnership is committed to completing the following Action. The Airport Manager 

will administer this program under the direction of the Partnership. The Airport Manager 

and staff of the Ogden-Hinckley Airport will execute all federal grant offers and process 

all associated reimbursement requests. 

Project Goals

The goal of the Partnership is to establish scheduled air service with Frontier Airlines to 

the Ogden-Hinckley Airport. Scheduled air service will allow the community to better 

compete for new business and allow the businesses, industry, government 

organizations and the community as a whole to significantly reduce the amount of travel 

time and hassle required. 

Action Plan Elements

The goal of the Action Plan is to address issues associated with the proposed air 

service that are critical to the long-term success of that service. In this regard, this 

Action Plan will address these elements for the Ogden-Hinckley Airport:

1. Recruit new air service for Ogden from Frontier Airlines. 

2. Market, promote, and support new air service; spread the word around the 

catchment area.

3. Secure additional revenue to support airline service.

Marketing Program

The advertising, promotions, public relations program are all part of the marketing 

program to support new air service. The target market for the Ogden-Denver service is 

the business and leisure traveler. New marketing dollars will be spent in the Salt Lake 

and Ogden areas. The marketing in the Ogden area will include advertising, promotions, 

and public relations in the local community. These mediums will be combined in a 

campaign to introduce the new air service.

Target Audience

The target audience for the new air service is the business and leisure traveler. The 

most effective way to contact this customer is by targeting the consumer at a critical 

time. All of these targets can be approached utilizing the same advertising media. For a 

market like Ogden and the Salt Lake City metro area, the use of television, radio, 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

17

newspaper, and outdoor are the best media. Even though television is the best media 

for reaching the leisure market, the small amount of air service that will be offered 

makes television not a sub-optimally cost effective media. The Ogden Community will 

find that a combination of local radio, newspaper, and outdoor billboards will be the 

most cost effective approach to an advertising program. This should also be 

supplemented with a direct mail program and a series of press releases. 

Marketing and Media Selection

The Ogden-Hinckley Airport market area can best be reached by using local radio, local 

newspaper, outdoor, direct mail, trade publications, and the internet. Upon review of the 

local medium for the Ogden market, the following is proposed. Run advertisements in 

the Salt Lake Tribune, Deseret News, the Standard-Examiner and on various local radio 

stations along with the network affiliate television stations. 

The Ogden-Weber Chamber will coordinate a direct mail program to its constituencies

and to other businesses in the surrounding areas. The development of a promotion with 

area businesses with promotional material at the airport will also be undertaken. A 

public relations specialist will be retained to issue press releases and handle press 

relations. 

Total Incentive Package

In order to attract the air service from Frontier Airlines between Denver and Ogden an 

incentive package has been established which would be supportive of their new air 

service and reduce the risk of this new air service. The total incentive package 

developed herein includes: flight guarantees to off-set initial operating losses, funds for 

marketing and advertising, and waiver of certain airport fees. 

TOTAL INCENTIVE PACKAGE FOR NEW AIR SERVICE

Category Estimated Cost

SCASDP Grant $600,000

Cash Contribution $200,000

In-kind Contribution $200,000 

Total Package Costs $1,000,000

Sponsors Participation

Ogden agrees to manage the In-kind program and obtain at least $100,000 in trade. 

The Small Community Air Service Development grant is proposed to cover $600,000 of 

the total proposed and the remaining $300,000 in cash shall be used for either further 

subsidy or other expenses.

 
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

18

Upon the award of this requested grant, the Partnership is prepared to launch a drive to 

sell tickets in advance under a “travel bank” program and develop a barter program from 

local businesses to fund the marketing, advertising, and public relations for the new air 

service. The Airport will offer an attractive fee program for the first six months of service. 

PERFORMANCE MEASUREMENT

Recruitment of Air Service

Ogden City and Frontier representatives met at the recent Jumpstart Conference to 

discuss the proposal. Frontier planning staff indicated a willingness to investigate the 

proposal and Ogden City representatives will again meet with Frontier Airlines staff to 

flesh out details. Ogden feels that Frontier is supportive of the proposal, but simply 

needs a bit more time to finalize market planning. Frontier Airlines has provided a 

support letter found in the Appendix following this narrative.

Marketing and Media Plan

The Partnership will work within the community and with a marketing firm to develop a 

marketing and media plan to support this new air service. This plan will be shared and 

coordinated through Frontier. 

Air Service Performance

The City will need Frontier to provide monthly reports listing the number of passengers 

carried in both directions, the number of flights flown, the passenger revenue for the 

month, other revenue for the month, and the cost of the operation. The Partnership will 

cover the shortfall of any monthly loss until the grant money has been exhausted. If the 

airline achieves profitability earlier than projected, then the cost offset funds will be 

either be transferred to supplement marketing and advertising for the air service or be 

refunded to the US DOT. If Frontier continues to need some form of incentive after the 

grant funds have been expended, the Partnership will continue to provide marketing and 

advertising for Frontier and the Ogden Airport will continue to offer lower fees. 

COMMUNITY SUPPORT

Resolutions supporting the proposal of Ogden-Hinckley Airport and letters of support 

from Utah’s key congressional delegation and state and local lawmakers are included in 

the Appendices. Various civic and business organizations in the area have also 

submitted letters and resolutions supporting this proposal and scheduled air service for 

Ogden-Hinckley Airport and these are included in the Appendices.
Ogden Airport (OGD), Ogden City Corporation, Utah

2011 Small Community Air Service Development Program

Application Narrative 

19

ASSURANCES

Ogden City Corporation hereby provides the U.S. Department of Transportation with the 

following assurances:

1. It will comply with all of the applicable Federal laws, regulations, executive 

orders, policies, guidelines, and requirements as they relate to the application, 

acceptance, and use of the Federal funds for this project.

2. It has legal authority to apply for the grant, and to finance and carry out the 

proposed project; that a resolution, motion, or similar action has been duly 

adopted or passed as an official act of the applicant’s governing body authorizing 

the filing of the application, including all understanding and assurances contained 

herein, and directing and authorizing the person identified as the official 

representative of the applicant to act in connection with the application and to 

provide such additional information as may be required.

3. It has access to the funds available for that portion of the project costs, which are 

not to be paid by the United States government. It has sufficient funds to assure 

operating and maintenance of items funded under the grant agreement, which it 

will own or control.

4. It shall keep all project accounts and records which fully disclose the amount and 

disposition by the recipient of the proceeds of the grant, the total cost of the 

project in connection with which the grant is given or used, and the amount or 

nature of that portion of the cost of the project supplied by other sources, and 

such other financial records pertinent to the project. The accounts and records 

shall be kept in accordance with an accounting system that will facilitate an 

effective audit in accordance with the Single Audit Act of 1984.

5. It shall make available for the purpose of audit and examination, any books, 

documents, papers, and records of the recipient that are pertinent to the grant.

6. It will execute the project in accordance with the approved program narrative 

contained in the project application or with the modifications similarly approved.

7. It will furnish quarterly reports as required pertaining to the project and activities.