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# Proposal under the Small Community Air Service Development Grant Program of



# Sarasota Bradenton International Airport

Under 49 U.S.C. 41743 et seg

DUNS # 067207746
Florida Congressional District #1 3 Legal Spons or: Sarasota Manatee Airport AuthorityProposal of Sarasota Bradenton International Airport
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# Proposal Summary

Sarasota Bradenton International Airport, in partnership with the Bradenton Area Convention & Visitors Bureau and the Sarasota Convention & Visitors Bureau , respectfully submits its proposal for a grant under the 20 1 1 Small Community Air Service Development Grant Program (Docket
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### Air Service Deficiency: Westbound Access

Sarasota Bradenton International Airport (SRQ) today suffers significant loss of passenger traffic due to l ack of service to a western hub gateway. This is a major deficiency that results in a loss of over 136,000 annual passengers to the community. For the economy of Sarasota Bradenton, an important vacation/leisure market dependent on air service access, this results in an annual loss of as much as $43 million in visitor dollars annually.



### The Solution Is Clear And Well Planned

The Airport and its community partners have a clear plan to address this deficiency. However, the funds requested in this applicatio n are critical to recruit the additional air service necessary.

The Airport has been in discussions with key airline systems that have connecting hubs that offer strong potential to re

- capture this lost traffic. Service to American’s hub at Dallas

- Ft.Wort h International can address the challenge. In addition, the United Airlines hub operations at Houston Intercontinental and Denver International both offer solutions to the lost traffic being experienced at SRQ

.

In this grant application, the volatility o f the airline industry dictates that the options be focused on more than just one carrier. American is in the midst of renewing its fleet and dealing with a redisposition of its American Eagle subsidiary. United is completing the merger with Continental.
A s a result, the planning and strategic directions of these airlines are at the moment quite fluid. However, analyses by SRQ indicate that either option is viable, and will result in very successful use of scarce SCASD program funds.



### The Grant

In this ap plication, the Airport and the Community are requ esting a grant of $800,000, to b e matched with $ 4 00,000 in local dollars, to provide a revenue guarantee and risk offset to incubate service to one of the two targeted airline hubs identified above.

Sarasot a Bradenton International Airport and the community wish to thank the Department for its time, and look forward to favorable consideration of this application.



### Community Support

Sarasota Bradenton International Airport is joined in this application by bo th the Sarasota Convention and Visitors Bureau and the Bradenton Area Convention and Visitors Bureau. BothProposal of Sarasota Bradenton International Airport
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### Contact Information

Sarasota

- Bradenton International Airport will serve as the legal sponsor and be responsible for administering the grant. All correspondence regarding this proposal should be referred to:



### Mr. Fred rick Piccolo
President & Chief Executi ve Officer
Sarasota Manatee Airport Authority 6000 Airport Circle Sarasota, Florida 34243 Tel: (941) 359

- 5200 Email: Frederick.piccolo@srq

- airport.comProposal of Sarasota Bradenton International Airport
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# Table of Contents

PROPOSAL SUMMARY 2

Air Service Defici ency: Westbound Access 2

The Solution Is Clear And Well Planned 2

The Grant 2

Community Support 2

Contact Information 3



## 1. TECHNICAL DESCRIP TION OF PROPOSAL 6

Community & Airport 6

Legal Sponsor 6

Public/Private Partners 6

Proposal Descriptio n 6



## 2. SRQ MARKET AREA 7

Geographic Location & Market Population 7

Tourism: Economic Engine of The Gulf Coast 8

Not Just Tourism: A Dive rse Economic Base 8



## 3. CURRENT SRQ AIR S ERVICE 10

Historical Enplanements & Capacity 11

Average Market Fares 12

Statement of Air Service Deficiency 13

Airline Connect Patterns Are Aimed North, Not West 15

SRQ Deficiency Is Clear 16Proposal of Sarasota Bradenton International Airport
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## GRANT APPLICATION 17

SRQ

- IAH Is The Prim e Objective, But Airline Uncertainties Are Present 17

Traffic & Revenue Projections 18



## AIR SERVICE RETENTIO N & RECRUITMENT STRA TEGY 19

Prior Small Community Air Servi ce Grant 19



## SCASD GRANT ADMINIST RATION PLAN 21

Responsibility for SCASD Grant Funds 21

Summary of Plan for Use of SCASD Grant Funds 21
R isk

- Offset 21 Marketing Program 21

Plan to Monitor Funds and Project Effectiveness Subsequent To Grant 22Proposal of Sarasota Bradenton International Airport
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# 1 . Technical Description of Proposal

Community & Airp ort

Sarasota and Bradenton, Florida served by Sarasota Bradenton International Airport that is owned and operated by the Sarasota Manatee Airport Authority.



### Legal Sponsor

Sara sota Manatee Airport Authority
DUNS # 067207746 Florida Congressional District #1 3

Contact: Mr. Fred rick Piccolo President & Chief Executive Officer
Sarasota

- Manatee Airport Authority 6000 Airport Circle Sarasota, Florida 34243 Tel: ( 941) 359

- 5200 Email: f rederick.piccolo@srq

- airport.com



### Public/Private Partners

Th is proposal is s upported by the Bradenton Area Convention and Visitors Bureau and Sarasota Convention and Visitors Bureau . These community partner s will provide matching funds, manpower, and contacts within the tourism community to aggressively promote Sarasota Bradenton International Airport as a gateway to the western United States in support of the new service the grant will make possible.



### Proposal Description

The Sarasota Bradenton International Airport and its community partners are requesting a grant in the amount of $800,000, to be matched 25% with local funds, in order to provide a one

- year risk

- offset program to recruit American o r United to provide service to one of these carriers’

west

- oriented connecting hubs. Community sponsors have committed to this hard

- dol lar match.

The size of the identified traffic potential represented by the current westbound traffic loss at SRQ is sufficient to support nonstop service to DFW, IAH, or DEN. From that perspective, the proposed service represents a true opportunity for th e targeted carriers. Therefore, the revenue guarantee outlined in this proposal represents a high potential for success, with low risk to the Program’s funding.Proposal of Sarasota Bradenton International Airport
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# 2

. SRQ Market Area

Geographic Location & Market Population

Sarasota Bradenton Internatio nal Airport is located along Florida’s Gulf Coast, serving the communities of Sarasota and Bradenton, with just over 1.9 million population focused along the north

- south corridors of I

- 75 and US 41.



# Sarasota Bradenton International Airport Primary Catchme nt Area

The northern sector of the catchment area is effectively a “consumer DMZ ” where traffic demand, depending on consumer sector, destination, and travel intent, typically uses either SRQ or Tampa International Airport. Proposal of Sarasota Bradenton International Airport
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### Tourism : Economic Engine of The Gulf Coast

Tourism and second

- home ownership are the primary driver of the economy of the Gulf Coast and th e market area served by Sarasota Bradenton International Airport. To illustrate this point, there are over 20,000 hotel rooms, condominiums, and time

- shares within a 30

- minute dri ve of SRQ. This places Sarasota Bradenton International Airport closer to mos t of the hotel inventory than either Tampa/St. Petersburg International Airport or Fort Myers International Airport. Among the tourist activities and attractions in the region area:

 Ringling Estate & Museum;

 Mote Marine Laboratory;

 IMG Sports Academy;

 Ba ltimore Orioles and Pittsburgh Pirates spring training camps;

 Sarasota Classic Car Museum;

 Marie Selby Botanical Gardens;

 Parker Manatee Aquarium;

 Ca d’Zan Mansion;

 Saint Armands Circle (shopping); and

 Big Cat Habitat and Gulf Coast Sanctuary

.

Most import antly, there are over 20 beaches including the only beach in Florida to be named to Dr. Beach (America’s Foremost Beach Expert) Top 100 for 2009

. Siesta Key Beach was rated #1
in 2010. These beaches are the primary reason that visitors come to the market a rea served by
Sarasota Bradenton International Airport however, as outlined, the local economy and air service is threatened by the unprecedented challenge in the form of public perceptions regarding oil washing ashore.



### Not Just Tourism: A Diverse Economi c Base

The economy o f the market served by Sarasota Bradenton International Airport is not strictly
tourism . As the table below illustrates, the region has a vibrant and diverse industrial base that includes the presence of a number of technology and Fort une 100 companies.

Company Industry/Description Approximate # of Employees Tropicana Products Fruit juice producer 2,200
PGT Industries Custom doors, windows, and patio rooms 1,400
Wellcraft Marine Fiberglass boats 1,050

Intertape Polymer Group Manuf acturer of specialized plastic and paper products for retail industry 850

American Marine Holdings Boat manufacturing 840

Invensys Sensor Systems Magnetic, ultrasonic and resistive speed, position and motion sensors and controls 700

Hi

- Stat Manufacturin g Sensors for automotive sector 575 Tropitone Furniture Manufacturer of casual furniture 550
Hoveround Powered wheelchairs and mobility scooters 480
IMG Academies Sports academies 460
RMC Concrete Ready

- mix concrete and pavers 430Proposal of Sarasota Bradenton International Airport
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Eaton Aerospace Electrical power and load management, systems for aerospace 400

Vengroff Williams & Associates Collection agency 300

Carter Grandle Manufacturer of casual furniture, umbrellas
and cushions 300

L

- 3 Communicat ions, Aviation Flight Data and Voice Recorders 200 Comdial Corporation Business communication hardware 150

Many of these industries have communities of business interest with points west of the Mississippi, and are forced to drive to Tampa International Airport for such destinations due to the extreme circuity of existing connecting flights and the high fares from SRQ.Proposal of Sarasota Bradenton International Airport
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# 3

. Current SRQ Air Service

Sarasota Bradenton currently has service from five airline systems. All are focused on tapping the
stron g north

- south traffic flows from the Northeast and Upper Midwest. During the f ourth quarter of 201 1 , Sarasota Bradenton International Airport will have nonstop service to 11 destinations offered by five airline brands.

Service Scheduled for 4Q 2011, not including seasonal Canadian flights

The map visually illustrates the gap in access to the West and the Southwestern US. While there is connectivity to these points from the hub s at Atlanta and Chicago/O’Hare, the carriers focus on traffic capture on a n orth

- south axis, reducing seat capacity for consumers to and from the West. This data will be provided below.Proposal of Sarasota Bradenton International Airport
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### Historical Enplanements & Capacity

Despite strong air service development efforts on the part of the Airport, SRQ has yet to see enplan ements rebound to pre

- 9/11 levels. In fact, since 9/11 SRQ has lost two major carriers that formerly provided access to the West

– American to STL, and Continental to IAH.



### In the last five years, seat capacity at SRQ has declined almost 19%Proposal of Sarasota Bradenton International Airport
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### Average M arket Fares

While it varies by market, the average fares paid by SRQ consumers are higher than at Tampa international Airport. But to western points, average fares are significantly higher.

Below are average fares in SRQ top 15 2010 O&D markets.

The average paid

- fare difference at SRQ is 2.4% higher than at TPA

. However, when fares to key points in the West are isolated, SRQ has an enormous fare premium to and from many destinations:

Fares shown are one way, including federal fees and taxes for th e full year 2010. These are strong evidence that the western access this grant will facilitate is today a major air service deficiency that inflicts high fares on the market.Proposal of Sarasota Bradenton International Airport
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### Statement of Air Service Deficiency

The air service deficiency that the grant w ill address is one that is becoming more severe as much larger Tampa to the north adds additional western spokes. For example, today, for a consumer in the DFW Metroplex, the air journey to SRQ represents at minimum a 5

- hour journey with a connection. A no nstop flight would be approximately 2.3 hours

– less than half of today’s trip time. The lack of a more direct connecting opportunity

– represented by the target hubs in this application

– is a major deficiency that severely diminishes SRQ’s ability to com pete for
western

- generated tourist dollars.

Today, Sarasota Bradenton International Airport has a major shortfall in air service access and much higher fares to and from the US West. The expansion of such service at Tampa International over the past five years has resulted in much of this traffic demand shifting to TPA. Simple visual comparisons between the service access at SRQ and TPA are illustrative of this point:Proposal of Sarasota Bradenton International Airport
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- 0119 Page 14 This disadvantage is clearly borne out by traffic data. As a gateway to a leisure mark et, it is logical that the traffic base is mostly in

- bound originated. This is true of the SRQ market as a whole, but not it is not the case with O&D from western metropolitan areas.

At SRQ, the traffic base in total is only 36.5% locally

- generated. That means that, overall, over 63% of passengers using Sarasota Bradenton International are visitors. However, when the current O&D from five typical western destinations is reviewed, the inbound originations are just over 50% , much below the airport’s average of 63.5%

.

It is also of note that the routing efficiency

– the average miles of consumer itineraries compared to nonstop flying

– is only 87.5%, pointing to high routing circuity.

These issues are not inconsequential: as a leisure destination, the co nvenience of access to SRQ is a critical factor in attracting tourist dollars. Not having access to a western hub gateway, which would reduce trip time and help level the competitive playing field with Tampa, is a significant air service deficiency. It is one that is demonstrably affecting the local economy of Sarasota Bradenton.Proposal of Sarasota Bradenton International Airport
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### Airline Connect Patterns Are Aimed North, Not West

While there is theoretical connectivity to and from points in the West, this is countered by:

 Much increased circuity compa red to having access to a west

- oriented connecting hub. For example: The flight time between TPA and DFW is two hours and fifteen minutes. The combined flight times and connecting requirements between SRQ and DFW, over Atlanta is, at minimum, four hours an d fifty minutes. 1 In fact, SRQ

- region consumers can actually save considerable total travel time using Tampa, even including the 60

- minute (or less) drive time to TPA.

 The current air service at SRQ is oriented and timed to capture north

- south traffic flo ws. The connect patterns of the top three carriers at SRQ are clearly aimed at maximizing this traffic:

These top ten hub connect points represent almost 350 passengers

– 700 total O&D each day. Less than five percent are West

- oriented , represented b y Delta’s 16.9 PDEW to Los Angeles. 2

1 Source: Airline schedules filed with Innovat a, LLC and analyzed by Aviation DataMinerTM. The SRQ

- DFW data include the

2 Source: Full year 2010 O&D analyzed by Aviation DataMinerTM. 

## Of the top ten connect markets, at each of the three larg est carriers at SRQ, all but one are north

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### SRQ Deficiency Is Clear

An analysis of the population to passenger ratio to/from the US West from the Florida west coast underscores the strong deficiency at SRQ.

Note that this analysis does not consider t he traffic losses to secondary cities in the West, such as Colorado Springs, Fresno, Spokane, and dozens of other points. Only 39% of the potential

west

- oriented traffic generated at SRQ is being captured on local flights.Proposal of Sarasota Bradenton International Airport
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# Grant Application

The Airpor t has identified three westbound airline gateways that can materially address this damaging service shortfall.

They are United to IAH, American to DFW, and United to Denver.



### SRQ

- IAH Is The Prime Objective, But Airline Uncertainties Are Present

While the option to the United IAH hub is the most obvious, it is noted that strategic planning at United is still in flux due to the merger with Continental. Based on that, the carrier might prefer to pursue the much longer Denver option, which would provide s trong feed to compete with Southwest, the #2 carrier at Denver International.

American’s hub at DFW is a strong option as well. American also is in strategic flux, and may spin off its American Eagle subsidiary. It also has less than 50 66

- seat CRJ

- 700s, which would be the design aircraft for the SRQ

- DFW market.

Because of these uncertainties, the Airport and the Community would ask the Department’s flexibility in the exact west

- oriented connecting hub ultimately pursued. By the time the grant is awarded, there could be substantial changes at these carriers that would alter the exact gateway possibility.

In this application, specific projections are made for SRQ

- IAH. Similar projections can be made for AA/DFW and for UA/DEN. The grant amount requested is the same, but the Airport would be appreciative of the Department’s understanding of the uncertain airline industry context that may
evolve in the next several months.Proposal of Sarasota Bradenton International Airport
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### Traffic & Revenue Projections

The airport has accomplished detailed forecasts for each of the target carriers. These include market capture and share projections, the latest data regarding aircraft fleets and operational expenses, and extensive analysis of attainable capture on a market

- by

- market basis.

For the proposed SRQ

- IAH service, two daily nonstop flights are forecast.Proposal of Sarasota Bradenton International Airport
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# Air Service Re tention & Re cruitment Strategy

As noted above, the Airport has an aggressive air service development program, focused on both domestic and international traffic demand.

In this case, the Airport has clearly identified a market need, target carriers that can benefit from the opportunity it represents, and has a clear plan to assure that the service is successful. We would point to the Airport’s nurturing of the service facilitated by the first grant, and has assisted the carrier (AirTran) in expanding its market reach at SRQ beyond the initial route. (SRQ

- ATL).

To that end, the Airport and its community partners will assure that the service is strongly supported, both during and after the grant period by the following:

Community Outreach

The service shortfall to the US West now loses over 60% of the traffic generated to that region. The community is eager for new service, and has been seen with AirTran, and later jetBlue, will support the proposed se rvice to IAH.

The airport nurtures this by frequent outreach to key civic groups and organizations. By mail, e

mail, one

- on

- one meetings, and via website promotions, SRQ keeps the service at the airport in front of the public.

Industry Meetings

The Airp ort participates in all major airline recruitment events, including Routes and JumpStart. In addition, the airport management is heavily involved in industry organizations such as Airports Council International. This provides excellent exposure for SRQ at several levels.

Airline Outreach

The Airport is in regular, organized, and focused contact with all incumbent and target carriers. Where appropriate, direct meetings are held with airline planners to keep them aware of events and traffic issues at SRQ.



### Prior Small Community Air Service Grant

The Community was honored by being made the recipient of a 2003 Small Community Air Service Development Grant. Proudly, the grant was a success in attracting the airport’s first low

- fare carrier (AirTran) and has been the foundation for additional new north

- south service.

Just as in 2003, the need and the traffic opportunity in this current application are such as to point to a high potential for success. As with the earlier grant, this 2011 application fully meet s the intent of Congress in implementing this program.Proposal of Sarasota Bradenton International Airport
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# Summary of Air Service Development & Retention Activities

2007 2008 2 009 2 010 201 1 Regular phone
and email
contacts with
incumbent carriers,
discussion of
service levels
and market performance Reg ular phone

and email
contacts with
incumbent carriers,
discussion of
service levels and
market performance Regular phone

and email
contacts with
incumbent carriers,
discussion of
service levels and
market performance Regular phone

and email
contacts with
incumbent carriers,
discussion of
service levels
and market performance Regular phone

and email
contacts with
incumbent carriers,
discussion of
service levels and
market performance

Attendance at
Networks 2010
Conference (March), ACI Jumpstart
Conferen ce (June), and
Routes
Conference (September) Attendance at ACI

Jumpstart Conference (June),
and Routes
Conference (September) Attendance at
Networks Latin
America
Conference (November) Attendance at

Networks 2011
Conference (February), ACI Jumpstart
Conf erence (June),
and Routes
Conference (September)

Meetings with US Airways, jetBlue, and
American Meetings with

Southwest, Martinair, SkyBus, US Airways, and
USA 3000 Meetings with

Northwest Airlines, Continental, Southwest, and jetBlue Meetings with

Unit ed, KLM, Condor, Ryanair, US Airways, and
AirTran Meetings with

ArkeFly, Condor, KLM, and United

Airport advertising campaign targeting local
travelers Airport advertising

campaign targeting local
travelers Airport advertising

campaign targeting local

tra velers Airport

advertising campaign targeting local
travelers Airport advertising

campaign targeting local
travelers

The Sarasota Bradenton International Airport has one of the most aggressive air service development programs in the nation. This will be a key factor in the success of the service the grant will make possible.Proposal of Sarasota Bradenton International Airport
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# SCASD Grant Administration Plan

Responsibility for SCASD Grant Funds

Sarasota Manatee Airport Authority will administer SCASD grant funds as this application’s legal

sponsor. Th e Bradenton Area Convention and Visitors Bureau and the Sarasota Convention and
Visitors Bureau will support the efforts of the Authority in the implementation of the marketing program outlined in this proposal

. 

### Summary of Plan f

or Use of SCASD Grant Fund s

Risk

- Offset

The main focus of the program is to provide a risk

- offset to the target carrier to incubate initial start of service. Because of strong traffic potential, the risk

- offset will be for one year only, and is based on a strictly

- constructed agr eement that will apply the local revenues, and the net system contribution of the new service, against the actual costs of operation.

The agreement will mirror other similar and successful programs supported by SCASD grants. The airline will be required t o operate a minimum of two daily round trip flights, with a reduced week

- end schedule allowed. Fares must be commensurate with those at other airports in the region

– in this case, Tampa. Schedule reliability must be 98% for controllable events.

The ag reement will be for a one

- year period. However, it is envisioned that “triggers” be contained in the agreement, allowing both the airline and the community to cease the operation before 12 months should traffic and revenues materially fail to reach reasona ble levels.

In addition to the above, the Airport has a substantial marketing and in

- kind support program. This is outlined on Appendix C.



### Marketing Program

The Airport has a plan to specifically focus marketing and community awareness efforts on the

n ew service. It is noted that both of the target carriers will be new to the SRQ market, and therefore the Airp ort is planning the following efforts:Proposal of Sarasota Bradenton International Airport
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- Start

- Up Activities

There will be a focused public awareness campaign in the SRQ service area, sta rting 90 days prior to service start. These will include print and radio media to introduce the new airline to the public, outlining the ease of access to points west with the service.

Within 30 days of service initiation, the Airport and Community plan t o have an array of civic meetings and presentations to assure brand identity for the carrier and the service it will be offering. It is expected that the airline will actively participate

– functionally and financially

– in these efforts.

Post Start

- Up Ac tivities

The booking curve on the flights will be monitored in conjunction with the airline. Any perceived weaknesses in demand will be defined based on local traffic generation, and inbound

- generated (visitor) traffic. Appropriate marketing dollars will be applied as necessary.

Reliability and customer service will be critical. The Airport will monitor for feedback from consumers using the new service, and respond appropriately and vigorously with the carrier in the event that any systemic service failur es occur. These would include delays, misconnects, baggage problems, and one

- on

- one interface between the airline staff and the consumer.



### Plan to Monitor Funds and Project Effectiveness Subsequent To Grant

The Sarasota Bradenton International Airport w ill be responsible for monitoring the traffic and revenue performance of the new airline on a monthly basis focused on key metrics such as onboard passengers, frequency levels, overall capacity, load factors, average fares paid, etc. This data will be sum marized in reports outlining grant progress and expenses to be filed with the Department.

The Airport fully believes that its track record in incubating and developing AirTran subsequent to the earlier grant will continue with this application. The Airpo rt monitors the traffic trends of all incumbents and has a rapid response to address any booking, traffic, or service weaknesses that arise. The new service made possible by this grant will be no different.