APPLICATION UNDER THE SMALL COMMUNITY 

AIR SERVICE DEVELOPMENT PROGRAM

Docket DOT-OST-2012-0069

Arcata/Eureka Airport

Eureka, California

Legal sponsor:

Humboldt County

DUNS: 143535529

Tax ID: 94-60000513

Congressional District: 

CA-01

Contact: Emily Jacobs

Airport Director

3561 Boeing Avenue

McKinleyville, California 

95519-9358

Phone: (707) 839-5401

Fax: (707) 839-3596

EJacobs@co.humboldt.ca.us


APPLICATION 

UNDER THE 

SMALL 

COMMUNITY 

AIR 

SERVICE 

DEVELOPMENT 

PROGRAM

ARCATA/EUREKA 

AIRPORT

Prepared by

TABLE OF CONTENTS

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

Higher than Average Airfares.........................................................................1

Community Cost Contribution ........................................................................2

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

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

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

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

Remote Catchment Area................................................................................3

Strong and Diverse Economy ........................................................................4

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

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

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

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

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

Service Needs to a Second Hub....................................................................9

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

High Airfares ................................................................................................10

Strategic Plan – Air Service........................................................... 12

Project Goals ...............................................................................................12

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

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

Market Analysis............................................................................................13

Alternate Plan ..............................................................................................14

Previous Grant Recipient - New Project and Goals .....................................14

Strategic Plan – Implementation and Funding............................. 15

Public-Private Partnership............................................................................15

Incentive and Support Plan..........................................................................15

Strategic Plan Funding.................................................................................19

Project Continuation and Sustainability........................................................19

Schedule and Monitoring .............................................................. 20

Critical Milestones........................................................................................20

Monitoring Program .....................................................................................21

Appendix A. Letters of Support .................................................... 22
APPLICATION 

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APPLICATION HIGHLIGHTS

his Small Community Air Service Development Program (SCASDP) grant 

application for the Arcata/Eureka Airport (ACV) meets the criteria of Docket 

DOT-OST-2012-0069. Humboldt County, the legal sponsor and 

owner/operator of ACV, is requesting $750,000 in federal assistance to implement a 

$1.1 million air service initiative.

The project goal is to improve eastbound connections which is a top 

priority of the community. The Strategic Plan, nonstop United Express

service to Denver, will achieve the project goals. The proposed 

Strategic Plan will improve connectivity and increase competition at 

ACV which will reduce airfares and the need to drive long distances to 

alternate airports to access adequate air service and 

competitive fares.

HIGHER THAN AVERAGE AIRFARES

Since 2001, ACV’s airfares have risen dramatically, 58 percent 

compared to only 23 percent for the state of California and 18 percent 

nationally. ACV has a significant fare discrepancy with other 

surrounding California airports, the West region and the national 

average. In 2011, ACV’s one-way average fare was $36 higher than 

California, $39 higher than the West region and $38 higher than the 

US average. This is further supported by the Bureau of 

Transportation Statistics (BTS) report for calendar year 2011 that

shows ACV with an average roundtrip fare of $458, $94 or 26 percent 

higher than the national average of $364.

From 2004 to 2012, ACV’s air service declined significantly. Since the 

high in departures in 2005, departures have declined 29 percent. 

Seats peaked in 2008 and have since declined 47 percent. This capacity decline is 

much greater than the national average, underscoring the need for improved air 

service access to the region. 

Because of these high airfares and inadequate service levels, ACV is losing nearly 25 

percent of its traffic base to alternate airports. The diversion is likely higher following 

the loss of Alaska Airlines in April 2011. Excessive drive distances to San 

Francisco and Sacramento of five-plus hours, high airfares, and lack of 

competing service at ACV makes improving air service, specifically adding 

eastern connections, a top priority.

T This section addresses: 

• Project goals

• Description of the 

Strategic Plan

• Highlights of the grant 

application

New hub service 

that increases 

eastbound 

connecting 

opportunities is a 

top priority of the 

community. 
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COMMUNITY COST CONTRIBUTION

To support this air service initiative, ACV and the community will fund 

35 percent of the proposed $1.1 million Strategic Plan. Non-airport 

revenue sources will fund 25 percent ($259,420) of the $1,037,020

cash requirement. This is a very strong commitment by the local 

community to continue to be proactive to improve local air service.

PUBLIC-PRIVATE PARTNERSHIP

Local businesses and the public-private partnership have the ability 

to successfully implement this project. ACV has partnered with the Redwood Region 

Economic Development Commission (RREDC) for purposes of air service 

development. This is not a new partnership. This public-private partnership has 

worked successfully together for many years partnering on new air service initiatives.

ACV and the community are committed to the successful development of air service 

at ACV and have a vested interest in the successful outcome of this Strategic Plan.

MATERIAL BENEFITS

ACV’s isolated catchment area has a population that exceeds 140,000. 

Arcata/Eureka’s strength is through its diverse base of businesses and institutions all 

of which depend on the local airport. The Eureka-Arcata-Fortuna Micropolitan area is 

listed in the top 15 percent in the country for economic strength. Humboldt State 

University, located just minutes from ACV, is nationally known and has the largest 

proportion of out-of-state students of any of the California State Universities. Known 

as the “California’s Redwood Coast”, Humboldt County is home to the world's tallest 

trees and more than 100 miles of stunning Northern California coast bringing tourists 

from across the country. The air service improvement plan proposed in this grant 

application will benefit a broad segment of the traveling public, including business, 

educational institutions and tourism.

USE OF FUNDS IN A TIMELY FASHION

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

timely use of the funds. An initial meeting was held with the targeted airline in 

anticipation of this grant application, and the Strategic Plan proposal is 

under consideration.

Known as the 

“California’s 

Redwood Coast”, 

Humboldt County is 

home to numerous 

businesses, 

educational 

institutions and 

tourist destinations 

driving the need for 

improved air 

service. 
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AIR SERVICE ENVIRONMENT

CV is a non-hub, commercial service airport located in Humboldt County in 

northwestern California. ACV serves a remote catchment area that is relatively 

isolated and has a very prominent business, education and tourism economy. 

This section provides an overview of the Arcata/Eureka community and its need for 

additional air service and improved connectivity to the east.

REMOTE CATCHMENT AREA

The primary catchment area for ACV includes communities in Humboldt and Mendocino 

counties. The catchment area covers 40 zip codes, with a population of approximately 

140,220 residents. The area displayed in Exhibit 2.1 in blue is the area that ACV should

ideally serve given drive distances.

EXHIBIT 2.1 ACV CATCHMENT AREA

The Humboldt County population has grown steadily over the past decade as people 

continue to be drawn by the quality of life offered by the region. By 2020, the population 

of Humboldt County is expected to grow an additional four percent (source: Woods & 

Poole Economics, Inc.). Air service at ACV must expand to keep pace with this 

growing community.

While ACV serves the majority of their catchment area, 76 percent, 24 percent use 

alternate airports including San Francisco International Airport (14 percent) and 

Sacramento International Airport (six percent). Excessive drive distances of five hours or 

greater each way to San Francisco and Sacramento (Table 2.1, next page) along with

A This section addresses: 

Description of the 

Arcata/Eureka community 

in relation to air service to 

demonstrate the benefit of 

the Strategic Plan to a 

broad segment of the 

traveling public.
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high airfares and lack of competing service at ACV are the key 

determinates of the need for improved air service, specifically adding 

eastern connections.

STRONG AND DIVERSE ECONOMY

Voted as one of Sunset Magazine’s “Best Places to Live”, the 

Arcata/Eureka community is dynamic and growing. The EurekaArcata-Fortuna Micropolitan area is listed in the top 15 percent in the 

country for economic strength. Foreclosure rates have remained low,

and unemployment is in line with the California state average. All 

indicators show that due to its geographic isolation, Arcata/Eureka is 

not your typical small community and is in great need of 

improved air service access. The following subsections discuss 

local businesses in the community and their significant growth, higher 

education facilities and tourism.

Local Businesses

There are multiple large local employers in Humboldt County with 

high travel needs. Table 2.2 lists a sample of the companies and 

organizations in the Arcata/Eureka area that would benefit from new 

nonstop air service at ACV.

Top growth industries in Arcata/Eureka include Healthcare, Building 

and System Construction and Maintenance, Investment Support 

Services, Management and Innovation Services, Niche 

Manufacturing, and Tourism. Niche Manufacturing has 500 different companies in the 

five-county north coast region. Humboldt County has the highest concentration of these 

companies in the five counties. The north coast region sells 90 percent plus out of the 

region, into the US and Europe, and requires air service to the global marketplace to sell 

their products. The Management and Innovations Service Industry provide professional, 

business-to-business services with 90 percent plus export. The industry grew 85 percent

in the last 15 years and requires air service access to continue to grow.

There are multiple projects of statewide and national significance that require efficient air 

service access. Examples of these projects include:

• A $14 million fiber optic line was completed in December 2011 creating full 

telecommunications redundancy for the area. This will lead to greater service 

and attractiveness to growing sectors of the economy.

• New clean energy projects have received national attention. Projects include:

o Shell Wind Energy’s Bear River Project

o Schatz Energy Lab’s development of the hydrogen powered car

• St. Joseph Redwood Memorial Hospital completed a $140 million expansion 

that included adding additional staff. 

TABLE 2.1 DRIVE TIMES TO ALTERNATE 

AIRPORTS

AIRPORT MILEAGE

DRIVE 

TIME

Redding, CA (RDD) 155 2 hr, 57 min

Medford, OR (MFR) 177 3 hr, 12 min

Sacramento, CA (SMF) 299 4 hr, 54 min

San Francisco, CA 

(SFO) 303 5 hr, 36 min

TABLE 2.2 LOCAL COMPANIES WITH HIGH 

TRAVEL NEEDS

COMPANY/

ORGANIZATION

County of Humboldt

Humboldt State University

St. Joseph Health System

Redwoods Community College District

Mad River Community Hospital

Dell Arte International

Sun Valley Group

Pacific Gas & Electric

Blue Lake Casino and Hotel

Bear River Casino

Cypress Grove Chevre

Cher-Ae Heights Casino

Schmidbauer Lumber Company

Security National Servicing Corporation

GHD Engineering

Green Diamond/California Redwood

Kokatat

Lost Coast Brewery

Wing Inflatables

Tomas Jewelers
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Education

The Arcata/Eureka community is the home of Humboldt State University (HSU). HSU is 

nationally known and has the largest proportion of out-of-state students of any of the 

California State Universities. HSU’s annual contribution to the Humboldt County 

economy is estimated to be approximately $216 million annually. Their Small Business 

Development Center (SBDC) program directs the California SBDC program by the US 

Small Business Administration. There are over 100 SBDC locations in California with a 

total budget of $20 million with HSU at the center of the activity.

HSU is also a state-of-the-art research facility and the county’s second largest employer

with over 1,000 faculty and staff and annual payroll of over $92 million. Annual 

enrollment is approximately 7,700 students and grew nine percent from 2006 to 2011. 

HSU has expended over $41 million over the last three years on new construction. This 

growth and investment requires convenient access to the region via ACV to 

remain viable.

Another nearby educational institution is the College of the Redwoods. Annual student 

enrollment is approximately 9,100 with over 1,110 total personnel. Both University and 

College students will greatly benefit from improved eastbound connecting opportunities.

Tourism

Humboldt County, “California’s Redwood Coast”, is home of the world's tallest trees and 

more than 100 miles of stunning Northern California coast. Tourism provides substantial 

economic benefits to the Arcata/Eureka economy but cannot survive without sufficient air 

service access. The following provides just a few of the many tourist attractions in 

the area:

• 3,000 plus rooms

• 2.3 million acres – total land area in Humboldt County

• Redwood National Park – World Heritage Site 

• Arcata Marsh and Wildlife Sanctuary

• Avenue of the Giants

• World’s tallest trees – over 2,000 years old

• Madaket Cruise

• Humboldt Bay Maritime Museum
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AIR SERVICE –

EXISTING/HISTORICAL

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

service frequency, nonstop destinations offered, and equipment types are 

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

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

development efforts concludes the section.

EXISTING AIR SERVICE

ACV is served by United Express to two nonstop destinations, 

Sacramento and San Francisco. The Crescent City service is

provided by United under the Essential Air Service program to 

connect Crescent City to Sacramento and San Francisco. No jet 

service exists today as the market is served exclusively with 30-

seat turboprop aircraft. Eastern connectivity is heavily reliant on 

United’s San Francisco connections. There are an average of 66

weekly flights and 1,980 seats (Table 3.1). Turboprop service with 

limited connectivity to the east does not meet the needs of the region.

Through December 2012 there are no 

improvements anticipated in United’s service at 

ACV. United did, however, recently announce

their Denver hub service expansion to two new 

domestic markets, Shreveport, LA and Grand 

Forks, ND indicating current growth at that hub.

HISTORICAL AIR SERVICE

ACV has suffered from a significant decline in air 

service over the last five years. This subsection summarizes ACV’s air service history 

including: destinations, traffic levels, and service providers. Extenuating factors that have 

affected air service over time are also reviewed.

Destinations, Service Providers and Traffic Levels

From 2004 to 2012, ACV’s air service declined significantly (Table 3.2, next page). Since 

the high in departures in 2005, departures have declined 29 percent. Seats peaked in 

2008 and have since declined 47 percent. This capacity decline is much greater than 

the national average, underscoring the need for improved air service access to 

the region.

T

TABLE 3.1 EXISTING AIR SERVICE

NONSTOP

DESTINATION

MARKETING 

CARRIER AIRCRAFT

WEEKLY 

DEPT

WEEKLY 

SEATS

Crescent City, 

CA United Saab 340 (turboprop) 6 180

Sacramento, 

CA United Saab 340 (turboprop) 12 360

San Francisco, 

CA United Saab 340 (turboprop) 48 1,440

Total 66 1,980

Source: Diio Mi, May 2012

This section addresses: 

• Description of existing 

air service

• Synopsis of historical 

air service

• Description of air 

service development 

efforts
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ACV has lost not only frequency but also service to major hubs that provided substantial 

eastbound connections: 

• Alaska Airlines service to Los Angeles (with tag service over Redding)

• Alaska Airlines service to Portland

• Delta Air Lines service to Salt Lake City

At one time, ACV supported three carriers to four primary destinations (2008/2009). The 

loss of Portland, Los Angeles and Salt Lake City services has seriously deteriorated 

ACV’s ability to meet the air service needs of the community.

TABLE 3.2 HISTORICAL DESTINATIONS AND SERVICE PROVIDERS

DESTINATION AIRLINE ITEM CALENDAR YEAR

2004 2005 2006 2007 2008 2009 2010 2011 2012

Crescent City, CA United Dept 658 636 559 363 364 343 316 315 314

Seats 19,740 19,080 16,770 10,890 10,920 10,290 9,480 9,450 9,420

Los Angeles, CA Alaska Dept 238 334 343 483 324 239 106

Seats 16,660 24,716 25,504 35,742 24,182 18,164 8,056

Portland, OR Alaska Dept 366 115

Seats 23,244 7,852

Redding, CA Alaska Dept 366 613 728 728 577 728 691 106

Seats 24,696 42,910 53,872 54,120 42,698 54,358 52,516 8,056

Sacramento, CA United Dept 645 643 632 624 629 619 622 631 628

Seats 19,350 19,290 18,960 18,720 18,870 18,570 18,660 18,930 18,840

Salt Lake City, UT Delta Dept 390 438

Seats 19,500 21,900

San Francisco, 

CA United Dept 2,798 2,764 2,474 2,887 2,349 1,986 2,359 2,335 2,592

Seats 94,180 88,880 74,220 86,610 70,470 59,580 70,770 70,050 77,760

Scheduled departures 4,833 5,009 4,727 4,945 4,792 4,438 4,227 3,493 3,534

Scheduled seats 181,210 194,672 188,538 195,844 198,200 188,880 169,590 114,542 106,020

Source: Diio Mi

Extenuating Factors that have Affected Air Service

The primary factors that have impacted ACV’s air service are:

1) Its geographic location and available aircraft size and capabilities.

2) Its relatively isolated location in the northwest quadrant of California, removed 

from major population and commercial centers.

These unique circumstances have created ready-made air travel demand. With no major 

airports nearby and limited highway access, the dependence on air travel is unusually 

high. Accordingly, the need for quality air service is a necessity.

The high dependence on air service translates into a need for frequency of service and 

additional hub access, particularly hub connections to eastern destinations. The 

frequency needs combined with the geographic proximity to San Francisco International 

Airport has offered economic support only for smaller aircraft. This has translated to 

turboprop aircraft whose speed and range have rendered them appropriate only for 

markets of approximately 300 miles or less, such as San Francisco. The reduction of 

smaller jet turboprop aircraft in regional airline fleets will continue to impact ACV’s future 

air service making the implementation of this Strategic Plan of vital 

economic importance.
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PAST AIR SERVICE DEVELOPMENT EFFORTS 

ACV and its community supporters have been very proactive in 

attempts to maintain and improve air service (Table 3.3). Each year 

ACV staff makes numerous proposals to airlines who could 

successfully serve the ACV market. This strategy includes frequent 

follow-up and communication to keep potential air carriers informed 

on ACV’s market as well as provide continuous information that could 

affect their decision to begin service. ACV recently attended both the 

Network USA and ACI-NA JumpStart Air Service Development 

conferences where they met with multiple airlines. This grant 

application is one more example of a pro-active community fully 

engaged in its air service development efforts.

TABLE 3.3 PAST AIR SERVICE DEVELOPMENT EFFORTS

YEAR INITIATIVE RESULT

2009 Allegiant Air Conference/Brochure Completed

2010 Delta Air Lines’ Community Update Completed

2011

Passenger Demand Analysis - retention/diversion study Completed

Network USA 2011 - Airline Meetings Completed

ACI-NA JumpStart 2011 - Airline Meetings Completed

2012 Network USA 2012 - Airline Meetings Completed

ACI-NA JumpStart 2012 - Airline Meetings Completed

ACV and its 

community 

supporters have 

been very proactive 

in attempts to 

maintain and 

improve air service.
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AIR SERVICE NEEDS AND 

DEFICIENCIES

he Air Service Needs and Deficiencies section identifies the major 

origin/destination markets that are not served adequately and the high fare levels

in the ACV market. This section provides a detailed analysis to demonstrate that 

ACV is underserved and overpriced. 

SERVICE NEEDS TO A SECOND HUB

Currently virtually all ACV catchment area air travelers are required to travel via San 

Francisco International Airport on turboprop aircraft. While this can be a reasonable 

routing for southbound passengers, congestion and weather problems at San Francisco 

are well known with frequent reliability issues for connecting passengers. Additional 

operational delays are expected this year. The option of connecting via an additional 

hub for eastbound travel would greatly improve the quality of catchment area air service 

and aid economic and market development. 

The market served by ACV is in need of additional capacity as San Francisco flights 

averaged 76 percent for the year ended January 31, 2012. This is a very high load 

factor for flights with an average capacity of 30 seats suggesting that rejected demand 

occurs on many flights and is supported by a comparison to other turboprop markets 

from San Francisco, as Table 

4.1 shows. Service to a second 

hub would alleviate the inability 

to buy a seat during peak 

demand periods in this 

underserved market and 

provide the added value of 

routing options when 

operational problems exist at 

the San Francisco hub.

The ACV market responded 

strongly to Delta Air Lines’ Salt 

Lake City eastbound 

connecting service. Table 4.2

shows the load factor for the 15 months that Delta served the market. While load factors 

dipped during the low-season months, during the summer months the load factor 

exceeded 80 percent. June load factors were up nine percentage points year over 

year. Delta also operated at a time when both Alaska Airlines and United Airlines served

the market. In 2011, Alaska terminated all service at ACV. The only hub service available 

is now provided by United at San Francisco International Airport limiting competition to 

T

TABLE 4.1 SAN FRANCISCO TURBOPROP 

LOAD FACTOR COMPARISON

SFO MARKET

LOAD 

FACTOR %

SEATS/

OPERATION

ACV 76 30

Sacramento, CA 74 30

Santa Barbara, CA 77 30

Redding, CA 65 30

North Bend, OR 68 30

Monterey, CA 65 30

Crescent City, CA 64 30

San Luis Obispo, CA 69 30

Klamath Falls, OR 54 30

Bakersfield, CA 59 30

Chico, CA 52 30

Modesto, CA 44 30

Source: Diio Mi; Year Ended 1/31/12

TABLE 4.2 ACV-SLC LOAD 

FACTOR

MONTH

LOAD

FACTOR

Jun-08 70.4

Jul-08 83.1

Aug-08 83.8

Sep-08 61.5

Oct-08 64.4

Nov-08 70.1

Dec-08 66.7

Jan-09 54.7

Feb-09 48.5

Mar-09 61.4

Apr-09 63.0

May-09 71.4

Jun-09 79.2

Jul-09 85.0

Aug-09 81.1

Source: Diio Mi

This section addresses: 

Description of the 

Arcata/Eureka community’s

air service needs and 

deficiencies.
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the east. It is anticipated with current service levels limited to connections at San 

Francisco, the market will react even stronger to new hub service in the future.

UNMET MARKET DEMAND

The ACV catchment area has an estimated 

true market demand of 340 passengers daily 

each way. For the year ended June 30, 2012, 

approximately 198 seats daily each way were 

provided at ACV to San Francisco. This 

combined with the high load factors on the 

segment amply demonstrates that the ACV 

catchment area market is underserved and 

in need of service to a second hub that

provides eastbound connections.

Table 4.3 shows ACV’s top catchment area 

markets and ACV’s retention in these markets. 

ACV has relatively high retention to West Coast 

markets, particularly California markets with 

nonstop service. The retention study was 

conducted when ACV had nonstop Los 

Angeles service and retention is likely lower in 

many West Coast markets. Retention is much 

lower, however, in eastern markets and 

internationally. For example, ACV’s Dallas retention is only 49 percent while retention to 

Washington, DC is only 22 percent. The proposed service will drastically improve 

retention to these eastern markets and reduce the need to drive long distances. 

Improved retention of air travelers from ACV’s market area who currently use other 

airports is the key to improving existing air service and the foundation for future air 

service improvements.

HIGH AIRFARES

The Order Soliciting Community Proposals indicated that the US Department of 

Transportation (DOT) will compare the local community’s airfares to the national average 

airfares for all communities using the BTS database. The BTS report for calendar year 

2011 shows ACV with an average roundtrip fare of $458, $94 or 26 percent higher than 

the national average of $364.

Since 2001, ACV’s airfares have risen dramatically, 58 percent compared to only 23

percent for the state of California and 18 percent nationally. ACV has a significant fare 

discrepancy with other surrounding California airports, the West region and the national 

average as shown in Table 4.4, next page. In 2011, ACV’s one-way average fare was 

$30 higher than Redding, $48 higher than Sacramento, $15 higher than San Francisco, 

$36 higher than California, $39 higher than the West region and $38 higher than the 

US average. 

TABLE 4.3 ACV RETENTION/DIVERSION BY MARKET

MARKET

O&D PAX 

PDEW

RETENTION 

%

TRUE 

MARKET 

PDEW

Los Angeles, CA 44,306 91 66.7

San Diego, CA 9,926 79 17.2

San Francisco, CA 9,852 98 13.8

Seattle, WA 7,529 78 13.2

Denver, CO 6,363 77 11.3

Phoenix, AZ (PHX) 4,115 68 8.3

Las Vegas, NV 5,090 86 8.2

Chicago, IL (ORD) 3,818 76 6.9

Sacramento, CA 4,390 98 6.2

New York, NY (JFK) 2,227 60 5.1

Portland, OR 3,128 87 4.9

Dallas, TX (DFW) 1,718 49 4.8

Washington, DC (IAD) 2,513 80 4.3

Boston, MA 2,280 79 4.0

San Jose Cabo, Mexico 852 30 3.9

Honolulu, HI 2,004 73 3.8

Minneapolis, MN 1,972 74 3.7

Orange County, CA 2,301 89 3.6

Philadelphia, PA 1,803 71 3.5

Washington, DC (DCA) 509 22 3.2

Total all markets 187,855 76 339.5

Source: Mead & Hunt, Inc. Passenger Demand Analysis; Note: The retention study was 

conducted when ACV had nonstop Los Angeles service.
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TABLE 4.4 AVERAGE ONE-WAY FARE PAID

AVERAGE FARE ACV $ 

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 DIFF

ACV $132 $142 $115 $126 $131 $156 $157 $165 $158 $170 $209

Redding, CA $136 $148 $126 $130 $134 $153 $153 $165 $151 $153 $179 $30 

Sacramento, CA $110 $108 $108 $109 $117 $128 $127 $137 $132 $145 $161 $48 

San Francisco, CA $194 $182 $170 $161 $174 $190 $187 $184 $155 $176 $194 $15

California $141 $135 $128 $126 $135 $148 $148 $156 $141 $158 $173 $36 

West Region $130 $126 $123 $123 $132 $143 $142 $153 $139 $156 $170 $39 

US $145 $140 $134 $131 $135 $147 $147 $157 $143 $157 $171 $38 

Source: Diio Mi

Table 4.5 further demonstrates ACV’s higher than average fares, particularly to 

eastern markets. When compared to San Francisco and Sacramento, the catchment 

area’s top two diversionary airports, ACV’s fares are high. To Denver, ACV’s fares 

exceed Sacramento by $46 one-way and San Francisco by $35 one-way. In the Dallas 

market, ACV exceeds Sacramento by $106 and San Francisco by $148. These are just a

few examples of the excessively high fares caused by the limited air service offerings 

and lack of eastbound connection opportunities in the ACV market.

TABLE 4.5 AIRFARE COMPARISON BY MARKET

RANK DESTINATION

ACV 

FARE

SFO 

FARE

SMF 

FARE

ACV 

DIFF.

1 Los Angeles, CA $152 $94 $117 $58

2 San Diego, CA $189 $98 $117 $91

3 San Francisco, CA $157 N/A $103 $54

4 Seattle, WA $243 $118 $131 $125

5 Denver, CO $175 $140 $129 $46

6 Phoenix, AZ (PHX) $214 $130 $137 $83

7 Las Vegas, NV $191 $102 $112 $89

8 Chicago, IL (ORD) $261 $208 $232 $54

9 Sacramento, CA $91 $103 N/A ($12)

10 New York, NY (JFK) $348 $282 $213 $136

11 Portland, OR $250 $154 $110 $140

12 Dallas, TX (DFW) $313 $165 $207 $148

13 Washington, DC (IAD) $243 $266 $258 ($15)

14 Boston, MA $269 $256 $220 $49

15 Honolulu, HI $300 $247 $259 $53

16 Minneapolis, MN $293 $222 $211 $82

17 Orange County, CA $198 $116 $121 $82

18 Philadelphia, PA $341 $288 $228 $113

19 Washington, DC (DCA) $343 $203 $231 $140

20 Anchorage, AK $361 $245 $233 $128

All domestic markets $209 $194 $161 $48 

Source: Mead & Hunt Passenger Demand Analysis; Diio Mi.; CY 2011
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STRATEGIC PLAN – AIR SERVICE

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

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

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

and alternate plan for attaining those goals. As a previous grant recipient, this application 

is a new project with different goals than the previous project.

PROJECT GOALS

The project goal is to significantly improve eastbound connections to adequately serve 

the Arcata/Eureka area. By improving eastbound connections, which is ACV’s top air 

service deficiency, the following will be achieved:

• High airfares will be reduced and more in line with other markets with additional 

capacity and competition in the marketplace.

• The need to drive excessively long distances to use alternate airports to access 

adequate air service and competitive fares will be mitigated.

• Seat availability will be opened up on high load factor San Francisco flights for 

additional passengers in high demand markets.

PROPOSED AIR SERVICE

With existing service limited to San 

Francisco, ACV’s primary air service need 

is to a hub offering significant eastern 

connecting opportunities, specifically 

Denver International Airport (Exhibit 5.1).

High average fares and diversion of 

catchment area travelers support the need 

for this air service initiative. United Airlines’ 

Denver service would provide ACV with 

optimal air service access and new unique 

one-stop connections. This plan will 

achieve the project goals by offering more 

service options and providing a more 

reliable hub airport compared to San 

Francisco, which is plagued with delays 

and cancellations.

AIRLINE PARTICIPATION

Recently, members of the public-private partnership (Table 6.1, page 15) met with

United Airlines regarding nonstop eastbound service. Discussions with United have been 

positive. However, based on preliminary discussions, the community support package 

proposed in the Strategic Plan is critical in the airline’s decision to serve the Denver 

T This section addresses: 

• A Strategic Plan for 

meeting ACV’s air 

service needs and 

deficiencies

• Alternate plan to meet 

the goals

United Airlines’ Denver:

405 daily departures

124 nonstop destinations

11 international destinations

63 unique one-stop destinations

ACV

DEN

EXHIBIT 5.1 PROPOSED AIR SERVICE
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market. United to Denver would meet the goals of this SCASDP grant 

application and is the highest priority of the community.

MARKET ANALYSIS

A financial analysis and forecast has been developed for United 

service to Denver International Airport. A summary of the results of 

the analysis is provided below.

Mature Market Results

Projections were completed for a one roundtrip schedule on a 50-seat Canadair Regional 

Jet. Table 5.1 provides a summary of the detailed market analysis completed.

Passenger projections were based on a mature market (i.e., passenger projections 

would be at 100 percent on the first day of service) and prior to fuel cost increases. It is 

estimated that one roundtrip per day will generate at least $6.7 million in system revenue 

for United. Projected system profit is estimated at over $1.5 million. The estimated profit 

margins suggest that after the initial service ramp-up that the service would be selfsustaining and profitable for United. Previous eastbound connecting service via Salt Lake 

City was reaching maturity when pulled due to fuel cost increases.

TABLE 5.1 ACV-DENVER SUMMARY 

DETAILED MARKET ANALYSIS

ITEM STATISTICAL CATEGORY

1 Available seats per departure 50

2 Segments per day 2

3 Onboard passengers 27,836

4 Load factor 76.3%

5 Segment 1 fare $147 

6 Segment 1 revenue $4,305,847 

7 Segment 1 cost $4,269,186 

8 Segment 1 profit margin $ $36,661 

9 Segment 1 profit margin % 1%

10 Average fare all markets $228 

11 System revenue $6,705,976 

12 System cost $5,155,812 

13 System profit/loss $1,550,164 

14 System margin 23%

Source: Mead & Hunt, Inc.

Airline Risk During Ramp-Up

Although it is estimated that United will earn a profit on both a segment and a system 

basis, they will not generate this amount of revenue or margin at start-up, particularly on 

the first segment (ACV-Denver). Airlines typically incur losses in new markets during the 

ramp-up period. The length of the ramp-up period is highly dependent on marketing 

efforts. In the case of the proposed service to Denver, a ramp-up period was created 

(Table 5.2, next page). The ramp-up period assumes that 60 percent of the mature 

market traffic will fly in the first month, April 2013. The market will then mature over the 

first 12 months until 100 percent by the twelfth month, March 2014. Based on the rampup forecast, it is estimated that United will require a revenue guarantee of at least $1 

Carriers have

expressed interest 

in serving ACV to a 

hub with eastbound 

connecting 

opportunities and 

support this grant 

application.
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million to cover segment losses in the first 12 months. For success, the new service will 

also require a strong marketing program.

TABLE 5.2 ACV-DENVER SEGMENT RAMP-UP AND SHORTFALL

MONTH

SEASONALITYONBOARD 

PAX

RAMPUP %RAMP-UP 

PAX

LOAD 

FACTOR REVENUE

COST 

PER 

MONTH

SEGMENT 

SURPLUS/ 

SHORTFALL

Apr-13 8.4% 2,338 65.0% 1,520 50.7% $222,688 $350,892 ($128,204)

May-13 9.3% 2,589 67.9% 1,758 56.7% $257,610 $362,588 ($104,978)

Jun-13 9.8% 2,728 70.8% 1,932 64.4% $283,118 $350,892 ($67,774)

Jul-13 9.2% 2,561 73.8% 1,889 60.9% $276,728 $362,588 ($85,860)

Aug-13 9.6% 2,672 76.7% 2,049 66.1% $300,180 $362,588 ($62,409)

Sep-13 5.9% 1,642 79.6% 1,307 43.6% $191,504 $350,892 ($159,388)

Oct-13 8.4% 2,338 82.5% 1,929 62.2% $282,642 $362,588 ($79,946)

Nov-13 7.8% 2,171 85.4% 1,855 61.8% $271,732 $350,892 ($79,160)

Dec-13 9.3% 2,589 88.3% 2,287 73.8% $335,051 $362,588 ($27,537)

Jan-14 7.6% 2,116 91.3% 1,930 62.3% $282,846 $362,588 ($79,742)

Feb-14 6.6% 1,837 94.2% 1,730 61.8% $253,481 $327,499 ($74,019)

Mar-14 8.1% 2,255 97.1% 2,189 70.6% $320,725 $362,588 ($41,863)

Total 100.0% 27,836 100.0% 22,374 61.3% $3,278,306 $4,269,186 ($990,880)

Source: Mead & Hunt, Inc.

ALTERNATE PLAN

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

fails to obtain Denver service in a reasonable time period, alternate carriers will be 

approached for eastbound connecting service. Alternate hub service that would fulfill the 

goals of this grant application include: Salt Lake City, Phoenix, Dallas/Ft. Worth, or Los 

Angeles. Consistent with the intent of the air service initiative proposed, obtaining 

nonstop service to an alternate hub airport with numerous eastbound connecting 

opportunities and competitive airfares is the best option for ACV catchment 

area passengers.

PREVIOUS GRANT RECIPIENT - NEW PROJECT AND GOALS

In 2004, the US DOT awarded Redding Municipal Airport and ACV (as a consortium 

member) a SCASDP grant. The 2004 grant included the following project goals:

• Introduce service to Los Angeles to meet the needs of the Los Angeles 

basin travelers

• Reduce fares by adding a second carrier to the airport

The US DOT’s portion of the project budget, $500,000, included partial funding of a 

revenue guarantee and marketing support. Where the previous application’s goals were 

specific in nature by concentrating on the Los Angeles Basin destined traveler, this 

application’s goals focus specifically on eastbound connection needs: obtain 

competitive eastbound service with concentration on Denver International Airport. As 

demonstrated, this application qualifies as a new project and meets the requirements of 

the SCASDP.
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STRATEGIC PLAN –

IMPLEMENTATION AND FUNDING

his section, Strategic Plan - Implementation and Funding, provides the detailed 

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

sponsor responsible for administering the program has been designated, and a 

public-private partnership has been formed to actively participate in implementing the 

proposed project. In addition, this section identifies self-sufficiency of the service as an 

integral part of the community’s goals and provides a description of the community’s plan 

to continue with the project if it is not self-sustaining after the grant award expires. A 

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

including federal and non-federal contributions, is included.

PUBLIC-PRIVATE PARTNERSHIP

Humboldt County/ACV has been designated as the sponsor of 

this grant application. For the purpose of this application, 

Humboldt County/ACV and RREDC have formed a public-private 

partnership (refer to community support letters in Appendix A).

Collectively, the partnership is committed to completing the 

Strategic Plan outlined herein.

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

Strategic Plan (Table 6.1). Humboldt County/ACV will execute all federal grant offers, 

process all associated reimbursement requests, oversee grant administration and 

administer the revenue guarantee. RREDC will be responsible for administering the 

marketing campaign. Together these partners form a team committed to improving air 

service at ACV and seeing this Strategic Plan through to completion.

INCENTIVE AND SUPPORT PLAN

The current industry status filled with recent and ongoing airline mergers and buyouts, 

limited fleet availability, volatile fuel prices and an uncertain economy is challenging for 

many communities like Arcata/Eureka. These obstacles work against new service and 

extend the time it takes for new or increased service to gain profitability. Accordingly, 

airlines are cautious and highly risk adverse requiring communities to partner with them 

to reduce economic uncertainty. In today’s industry, community risk mitigation programs 

have become an expectation. To be effective, airline support packages must be 

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

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

industry realities.

T

TABLE 6.1 PUBLIC-PRIVATE PARTNER ROLES

PUBLIC-PRIVATE 

PARTNER ROLE

Humboldt County/ACV

Grant and revenue 

guarantee administration, 

marketing program

RREDC Assist with the marketing 

program

This section addresses: 

• Description of the 

public-private 

partnership

• Designation of a legal 

sponsor

• Funding necessary for 

implementation of the 

Strategic Plan

• Sustainability of the 

project

Humboldt 

County/ACV and 

RREDC have 

formed a publicprivate partnership.
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The public-private partnership proposes an 

airline incentive program that has been tested 

and proved to be successful. To reduce United 

Express’ breakeven period and offset the 

economic risk during start-up, the public-private 

partnership proposes the following incentives 

(Exhibit 6.1):

• Revenue guarantee: reduce airline 

economic risk

• New service marketing campaign: create 

improved service awareness

• Landing fee waivers: reduce start-up costs

Revenue Guarantee

ACV is competing with other markets across the 

country for a very limited resource. Without a 

revenue guarantee, ACV has little chance of 

becoming one of United’s priority Denver 

markets. To reduce airline risk and provide 

incentive to United to initiate nonstop service to 

Denver, this Strategic Plan includes an airline revenue guarantee as part of the 

community support package. United’s annual cost of providing daily service to Denver

with the Canadair Regional Jet 200 is estimated at $5.2 million. It is anticipated that 

United would require at least a $1 million airline revenue guarantee to consider ACVDenver service. Exact terms of the airline revenue guarantee agreement are subject to 

further discussions and negotiation.

Marketing Campaign

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

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

service with improved eastern connectivity.

Extensive efforts have been underway for years. Currently, there is a community-wide 

effort to garner support for new and existing service. This effort has involved the use of 

social media, traditional media, electronic newsletters, and the gathering of information 

and pledges from the public. All of these efforts provide a strong base from which to 

support new service supported by this grant. Implementation of marketing and 

advertising can be immediate and effective with minimal effort or resources needing to 

be spent on planning beyond the tailoring and delivery of specific messaging towards

building the new service.

The marketing plan will be structured for an 18-month program and will focus on public 

awareness of the new service. However, a permanent marketing program will be in 

place, meaning that existing efforts will continue in an expanded and enhanced manner 

past the grant period.

To reduce airline 

risk and provide 

incentive to United 

Express to provide 

new nonstop, highpriority hub service, 

this Strategic Plan 

includes an airline 

revenue guarantee.

EXHIBIT 6.1 INCENTIVE AND 

SUPPORT PLAN

New hub service

Revenue 

guarantee

US DOT

Marketing 

program/

Landing fee 

waiver

Community/ 

Airport
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Marketing service ramp-up will emphasize how the new service will

make air travel more convenient, less time-consuming, and less 

costly, while providing more direct access to primary destinations. In 

addition, there will be a more general awareness campaign on the 

issues of supporting local air service, already underway. This 

campaign will become a permanent part of the operation of ACV and 

will include the entire marketing mix discussed below.

In addition, there will be extensive “free media” via commentaries and 

news stories. For example, the executive director of RREDC, who will 

be coordinating marketing for this project, has a twice per month 

radio commentary which can be used to promote service.

MARKETING MESSAGES:

Key marketing messages that will be directed to the new service supported by this grant 

will emphasize the features and benefits of the proposed service to the identified 

audiences. Messages will focus on the following:

• Convenience: The new service will get passengers to key eastern destinations 

with more convenience.

• Cost effective: The new service will reduce the cost of travel to key 

eastern destinations.

• Airline name and aircraft type: The new service is provided by a name brand 

airline and larger aircraft.

TARGET AUDIENCE

The target audience for the new air service is a combination of business travel and 

leisure travel. For the business market, the target audience can best be identified as 

follows: direct to consumer; corporate/government account; and travel agency. For the 

leisure market, the target audience is: direct to consumer; tour operator/consolidator; and 

travel agency.

MEDIA MIX

• Print: Discounted advertising will be provided by the local daily paper. 

• Television: Advertising and messaging will be televised on local broadcast 

stations and the cable provider. Local broadcasters are offering free and 

reduced marketing exposure. In addition, news coverage of the efforts to date 

has been extensive. A news conference will be held upon the announcement of 

new service. 

• Radio: Commitments for free and reduced advertising have been secured from 

local radio stations. 

• Websites: Websites promoting the service will include, but not be limited to:

o www.FlyHumboldt.org

o www.Humboldtmade.com

o www.NorthcoastProsperity.com

o www.Rredc.com

Marketing service 

ramp-up will 

emphasize how the 

new service will 

make air travel more 

convenient, less 

time-consuming, 

and less costly.
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o www.Humboldt.edu

o www.co.humboldt.ca.us/aviation

• Social Media: The social media effort will include the already 

existing @FlyHumboldt (Twitter), 

www.facebook.com/flyhumboldt and 

www.facebook.com/lovehumboldtmade.

• Direct email contact: Over 1,000 recipients targeted for 

direct email from airline surveys and pledges will be 

contacted. Constant Contact is currently being used for 

this effort.

• Other print and e-newsletters: This will include print and enewsletters from the local Chambers of Commerce, Main 

Street organizations and others.

• Speaking engagements: A detailed presentation will be created and delivered to 

local service clubs and business organizations. A sample presentation is 

embedded on flyhumboldt.org.

MARKETING SCHEDULE

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

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

presentations to advise local area businesses of service and schedule, and begin the 

print and radio advertisements. In addition, a welcoming celebration will be held at ACV

to herald the arrival of the first aircraft of the new service. This will be a heavily publicized 

public event that will draw significant local coverage. 

It is expected that a significant share of the budget will be expended in the first 60 days. 

However, the total advertising and promotion program is planned for 18 months. Efforts 

to secure donations and other support for marketing will be ongoing.

FUNDING

A partnership agreement with local media outlets has been established. This $78,800

campaign will be funded by non-airport sources ($68,800 in-kind) and ACV 

($10,000 cash).

Fee Waivers

The air service support program includes a landing fee waiver. As part of ACV’s standard 

rates and charges, in 2012, signatory airlines will be charged a landing fee assessed at 

$1.70 per 1,000 pounds of gross landed weight. ACV will waive landing fees for the first 

12 months for new hub service. Landing fees for the first 12 months are estimated at 

$31,645 with the use of the Canadair Regional Jet 200 with one daily roundtrip. The 

landing fee waiver may vary depending on aircraft type used, the number of roundtrips 

offered and final negotiations with the airline.

The $78,800 

marketing campaign 

will be funded by 

non-airport sources 

($68,800 in-kind) 

and ACV ($10,000 

cash).
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STRATEGIC PLAN FUNDING

The public-private partnership is requesting US DOT assistance in funding 65 percent, or 

$750,000, of the Strategic Plan. Specifically, US DOT funding will be used to fund a 

portion of the airline revenue guarantee. All other elements including the marketing 

campaign, fee waivers, Strategic Plan monitoring and airline meetings will be funded by 

the community.

Table 6.2 provides the Strategic Plan budget by element and sources of funding. ACV

and the community will fund 35 percent of the total proposed air service program. Nonairport funding sources will provide 25 percent of the cash requirement and 29 percent of 

the funding for the total program including in-kind services.

TABLE 6.2 STRATEGIC PLAN BUDGET

DESCRIPTION

FUNDING SOURCE

TOTAL

US DOT AIRPORT NON-AIRPORT

CASH CASH IN-KIND CASH IN-KIND

Airline incentive program:

Revenue guarantee $750,000 $250,000 $1,000,000 

Marketing campaign $10,000 $68,800 $78,800 

Fee waivers $31,645 $31,645 

Strategic Plan monitoring $17,600 $17,600 

Airline meeting/negotiations $9,420 $9,420 

Program administration $5,900 $5,000 $10,900 

Total $750,000 $27,600 $37,545 $259,420 $73,800 $1,148,365 

Percent of total project 65% 2% 3% 23% 6% 100%

Percent of cash contribution 72% 3% N/A 25% N/A 100%

PROJECT CONTINUATION AND SUSTAINABILITY

Based on a strong marketing campaign for promoting United Express Denver hub 

service, it is anticipated that the new service will be self-sustaining after the start-up 

period which can take up to a year. However, a leading cause of service failure is lack of 

awareness in the community. The public-private partnership will fund an additional 

$50,000 marketing campaign if at the end of the first year of service the market average 

load factor for the 12-month period averaged less than 65 percent. The public-private 

partnership and the Arcata/Eureka business community are committed to the success of 

this project, have a vested interest in the outcome of this Strategic Plan, and understand 

the difficulties associated with profitably operating air service.
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SCHEDULE AND MONITORING

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

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

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

monitoring program is also provided to track the progress of the project.

CRITICAL MILESTONES

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

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

US DOT’s grant award and the service start date.

Marketing Campaign Development/Initiation

January 2013: Development of the marketing campaign will be 

completed in January 2013 in order to begin the marketing campaign 

30 to 60 days prior to new service initiation. Development of the 

marketing campaign is dependent on air service announcement and 

start-up. It is anticipated that the marketing campaign will begin by 

February 1, 2013, and continue throughout the first year of new service.

Service Improvement Initiation

April 2013: The service start date is the critical date for the rest of the Strategic Plan.

It is anticipated that United Express will begin nonstop Denver service in April 2013.

Air service initiation is dependent on airline route planning and availability of aircraft.

Alternate Plan

April 2013: If United has not committed to nonstop Denver service by April 1, 2013, 

ACV will contact alternate carriers that would meet the goals of this grant application.

Nonstop Salt Lake City, Phoenix, Dallas/Ft. Worth or Los Angeles service are the top 

priorities following nonstop Denver service to provide the eastbound connections 

needed by the community.

End of First Year of Service

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

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

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

term will change accordingly.

T This section addresses: 

• How the community will 

monitor the progress of 

the project

• The plan/schedule for 

timely completion of 

the project

It is anticipated that 

United Express will 

begin Denver 

service in April 

2013.
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March 2014: If the load factor for the first 12 months of service does 

not reach an average of 65 percent, ACV will invest $50,000 in 

supplementary marketing for an additional 12 months to help the 

service reach the potential passenger levels required for 

carrier success.

MONITORING PROGRAM

The monitoring program proposed is aggressive and comprehensive. 

The monitoring program includes: service performance tracking, 

assessing the effectiveness of the marketing campaign, and 

determining the impact of the service on retention of catchment area 

passengers at ACV.

The following will be completed:

• Review aircraft departures, enplaned passengers and load 

factors on a monthly basis. Airport data, US DOT airline reported 

data and data obtained directly from the airline will be used.

• Average airfares will be reviewed on a quarterly basis and 

compared and evaluated to prior quarters. Published airfares will 

also be tracked via one of the Global Distribution/Computer 

Reservations Systems (GDS/CRS) or through airline web sites.

• A follow-up retention/diversion study will be performed to determine changes in 

passenger retention/diversion after the first 12 months of service. By comparing 

post-service improvement retention levels to pre-service retention levels, the 

study will determine the impact of the air service improvements on 

retention/diversion at ACV.
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APPENDIX A. LETTERS OF

SUPPORT

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

to increase eastbound connecting opportunities. Support letters were 

submitted by participants in the public-private partnership, government 

officials and members of the Arcata/Eureka area. The letters of support are included 

on the following pages of this Appendix A and are listed below.

Public-private partnership

Humboldt County/ACV (refer to cover letter)

Redwood Region Economic Development Commission

Government

County of Humboldt , Treasurer-Tax Collector John Bartholomew

City of Eureka, Mayor Frank Jager

City of Fortuna, Mayor Douglas Strehl

Businesses and Organizations

Danco

Greater Eureka Chamber of Commerce

Humboldt State University

North Coast Small Business Development Center

Northern California Community Blood Bank

OrderWithin

Redwood Region Entertainment & Education Liaisons, Inc.

Republic Parking System

Wallace & Hinz

A This section addresses: 

Letters of support from 

members of the publicprivate partnership, the 

local business community 

and city/county

government.