Docket DOT-OST-2011-0119

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 #13

Legal Sponsor: Sarasota Manatee Airport Authority
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 2

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 2011 Small Community Air Service Development Grant Program (Docket 

DOT-OST-2011-0119). 

Air Service Deficiency: Westbound Access 

Sarasota Bradenton International Airport (SRQ) today suffers significant loss of passenger traffic 

due to lack 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 application 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.Worth

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 of 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. 

As 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 application, the Airport and the Community are requesting a grant of $800,000, to be 

matched with $400,000 in local dollars, to provide a revenue guarantee and risk offset to 

incubate service to one of the two targeted airline hubs identified above.

Sarasota 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 both the Sarasota 

Convention and Visitors Bureau and the Bradenton Area Convention and Visitors Bureau. Both 
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 3

have committed $200,000 to the application. This will be in addition to extensive regional 

outreach efforts to assure the new service is successful.

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. Fredrick Piccolo

President & Chief Executive Officer

Sarasota Manatee Airport Authority

6000 Airport Circle

Sarasota, Florida 34243

Tel: (941) 359-5200

Email: Frederick.piccolo@srq-airport.com

 
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 4

Table of Contents

PROPOSAL SUMMARY 2

Air Service Deficiency: Westbound Access 2

The Solution Is Clear And Well Planned 2

The Grant 2

Community Support 2

Contact Information 3

1. TECHNICAL DESCRIPTION OF PROPOSAL 6

Community & Airport 6

Legal Sponsor 6

Public/Private Partners 6

Proposal Description 6

2. SRQ MARKET AREA 7

Geographic Location & Market Population 7

Tourism: Economic Engine of The Gulf Coast 8

Not Just Tourism: A Diverse Economic Base 8

3. CURRENT SRQ AIR SERVICE 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 16
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 5

GRANT APPLICATION 17

SRQ-IAH Is The Prime Objective, But Airline Uncertainties Are Present 17

Traffic & Revenue Projections 18

AIR SERVICE RETENTION & RECRUITMENT STRATEGY 19

Prior Small Community Air Service Grant 19

SCASD GRANT ADMINISTRATION PLAN 21

Responsibility for SCASD Grant Funds 21

Summary of Plan for Use of SCASD Grant Funds 21

Risk-Offset 21

Marketing Program 21

Plan to Monitor Funds and Project Effectiveness Subsequent To Grant 22
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 6

 

1. Technical Description of Proposal

Community & Airport

Sarasota and Bradenton, Florida served by Sarasota Bradenton International Airport that is 

owned and operated by the Sarasota Manatee Airport Authority.

Legal Sponsor

Sarasota Manatee Airport Authority 

DUNS #067207746

Florida Congressional District #13

Contact: Mr. Fredrick Piccolo

President & Chief Executive Officer

Sarasota-Manatee Airport Authority

6000 Airport Circle

Sarasota, Florida 34243

Tel: (941) 359-5200

Email: frederick.piccolo@srq-airport.com

Public/Private Partners

This proposal is supported by the Bradenton Area Convention and Visitors Bureau and 

Sarasota Convention and Visitors Bureau. These community partners 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 or United to provide service to one of these carriers’ 

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

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 7

2. SRQ Market Area

Geographic Location & Market Population

Sarasota Bradenton International 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 Catchment 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 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 8

The average household income within the primary service area of Sarasota Bradenton 

International Airport is approximately $59,000 annually.

Tourism: Economic Engine of The Gulf Coast

Tourism and second-home ownership are the primary driver of the economy of the Gulf Coast 

and the 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 drive of 

SRQ. This places Sarasota Bradenton International Airport closer to most 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;

 Baltimore 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 importantly, 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 area 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 Economic Base

The economy of 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 Fortune 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 Manufacturer 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 Manufacturing 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 430
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 9

JC Jones Chemicals Water treatment chemicals 400

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 Communications, 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 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 10

3. Current SRQ Air Service

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

strong north-south traffic flows from the Northeast and Upper Midwest. During the fourth quarter 

of 2011, 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 hubs at Atlanta and Chicago/O’Hare, the carriers focus on 

traffic capture on a north-south axis, reducing seat capacity for consumers to and from the West. 

This data will be provided below.
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 11

Historical Enplanements & Capacity

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

enplanements 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% 

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Est

Enplanements 795,721 592,491 564,346 535,716 566,466 671,988 714,522 783,964 755,162 677,419 672,238 670,779

300,000

400,000

500,000

600,000

700,000

800,000

900,000

SRQ Has Yet To Recover To Pre-9/11 Levels Departures Seats

Carrier 2006 2011 Change % Change 2006 2011 Change % Change

AA 365 (365) -100.0% 18,250 -18,250 -100.0%

AC 150 150 17,373 17,373

B6 767 767 93,550 93,550

CO 2,104 (2,104) -100.0% 83,605 -83,605 -100.0%

DL 3,372 2,183 (1,189) -35.3% 404,252 333,818 -70,434 -17.4%

FL 2,650 1,933 (717) -27.1% 318,490 231,441 -87,049 -27.3%

NW 199 (199) -100.0% 24,532 -24,532 -100.0%

US 1,513 1,586 73 4.8% 133,712 121,880 -11,832 -8.8%

Total 10,203 6,619 (3,584) -35.1% 982,841 798,062 -184,779 -18.8%
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 12

Average Market 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 the 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.

Rank Market Avg 

Fare

AVG 

Fare

SRQ Pct 

Difference

1 MDW $137.63 $154.95 -11.2%

2 JFK $162.76 $149.24 9.1%

3 ATL $134.90 $149.22 -9.6%

4 BOS $171.85 $162.06 6.0%

5 BWI $133.12 $133.93 -0.6%

6 IND $143.29 $129.00 11.1%

7 DCA $167.51 $193.85 -13.6%

8 DTW $171.67 $129.06 33.0%

9 MSP $171.45 $181.94 -5.8%

10 BUF $164.19 $158.27 3.7%

Airport Average $171.84 $167.86 2.4%

SRQ TPA

M arket SR Q A vg T P A A vg P C T D iff

ABQ $358.84 $183.40 95.7%

GEG $285.52 $229.09 24.6%

LAS $232.03 $204.70 13.4%

LAX $249.52 $243.29 2.6%

PDX $308.83 $230.37 34.1%

PHX $236.34 $209.98 12.6%

SEA $246.36 $220.56 11.7%

SFO $263.15 $214.52 22.7%

TUS $309.34 $210.12 47.2%
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 13

Statement of Air Service Deficiency

The air service deficiency that the grant will 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 nonstop 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 compete 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 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 14

This disadvantage is clearly borne out by traffic data. As a gateway to a leisure market, 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 convenience 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. 

Rank Market Psgr % Originating 

At SRQ Efficiency

1 LAX 15,858 48.1% 88.7%

2 DFW 13,472 49.9% 77.8%

3 DEN 13,297 42.7% 90.5%

4 SFO 12,266 49.6% 90.4%

5 PHX 8,327 56.3% 84.9%

6 SAN 6,923 58.8% 87.9%

Totals 70,143 49.7% 87.5%

SRQ 1,286,709 36.5% 94.1%
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 15

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 compared 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 and 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 flows.

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 by Delta’s 16.9 PDEW to Los Angeles.2

 

1

Source: Airline schedules filed with Innovata, LLC and analyzed by Aviation DataMinerTM. The SRQ-DFW data include the 

2

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

Top 10 Delta SRQ Connect Destinations Top 10 US SRQ Connect Destinations

Rank Dest Pax PDEW Rank Dest Pax PDEW

1 MSP 14,662 20.1 1 BOS 11,041 15.1

2 BOS 14,406 19.7 2 PHL 7,494 10.3

3 DTW 13,287 18.2 3 BUF 7,318 10.0

4 CVG 12,816 17.6 4 PIT 6,427 8.8

5 LAX 12,321 16.9 5 MDT 5,579 7.6

6 EWR 11,283 15.5 6 EWR 4,862 6.7

7 LGA 10,233 14.0 7 RDU 4,609 6.3

8 CMH 10,157 13.9 8 PVD 4,092 5.6

9 IND 9,658 13.2 9 CMH 4,007 5.5

10 DAY 9,169 12.6 10 CLE 3,712 5.1

Top 10 FL SRQ Connect Destinations

Rank Dest Pax PDEW

1 MDW 9,566 13.1

2 IND 8,949 12.3

3 FNT 8,356 11.4

4 BOS 7,768 10.6

5 BWI 8,012 11.0

6 BMI 7,878 10.8

7 MSP 7,337 10.1

8 CAK 7,561 10.4

9 MLI 5,498 7.5

10 BUF 5,421 7.4

Of the top ten connect 

markets, at each of the 

three largest carriers 

at SRQ, all but one are 

north-south oriented.
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 16

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 the 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.

Albuquerque

SNA

Las Vegas

Los Angeles

Phoenix

Portland

Sacramento

Salt Lake City

San Diego

Sarasota Bradenton

Seattle

The Westbound Air Service Deficiency 

Represents over 117,000 Lost SRQ 

Passengers to/from These Ten Cities, alone.
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 17

Grant Application

The Airport 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 strong 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.

Denv er - United

Houston/Intercontinental

Dallas/Ft.Worth - American

Sarasota Bardenton
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 18

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.

Market Distance 795

Aircraft CRJ-700

Service Pattern 2 Roundtrips

Annual Seats 82,431

Annual Flights 1,249

Completion Factor 96.0%

Block Time 2.4

Annual Block Hours 2,998

Cost Per Hour $4,045

CASM $0.1850

Annual Segment Operating Cost $12,123,592

Local Traffic

IAH Local O&D 9,024

IAH Local PDEW 12.4

Average Fare $147.47

Local Revenue $1,330,758

Local Yield $0.1242

Connecting Traffic

Connecting Traffic 64,351

Connecting PDEW 88.2

Connecting Revenue $13,144,225

Totals

Onboard Passengers 73,375

Total PDEW 100.5

Pro-Rated Revenue $14,474,983

Less Displacement (10%) $1,447,498

Net System Revenue $13,027,485

Net Average Revenue per Passenger $197.27

Average Market Yield $0.2233

Market RASM $0.1988

Annual ASMs 65,532,931

Annual RPMs 58,333,025

Segment Load Factor 89.0%

Projected Segment Operating Profit $903,893

Operating Margin 7.5%

Projected Operating Metrics - SRQ -IAH

Revenue & Traffic Projections

Load Factor Projections
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 19

Air Service Retention & Recruitment 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 service to IAH.

The airport nurtures this by frequent outreach to key civic groups and organizations. By mail, email, one-on-one meetings, and via website promotions, SRQ keeps the service at the airport in 

front of the public.

Industry Meetings

The Airport 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 meets 

the intent of Congress in implementing this program.
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 20

Summary of Air Service Development & Retention Activities

2007 2008 2009 2010 2011 

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

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 

Conference 

(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 

Conference (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 

United, 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 

travelers

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 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 21

SCASD Grant Administration Plan

Responsibility for SCASD Grant Funds

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

sponsor. The 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 for Use of SCASD Grant Funds

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 agreement 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 to 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 agreement 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 reasonable 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 

new service. It is noted that both of the target carriers will be new to the SRQ market, and 

therefore the Airport is planning the following efforts:

Revenue 

Guarantee

Marketing 

Program Total

Community $314,286 $85,714 $400,000

US DOT $785,714 $214,286 $1,000,000

TOTAL $1,100,000 $300,000 $1,400,000

24 - Month Spending Projection
Proposal of Sarasota Bradenton International Airport 

2011 Small Community Air Service Development Grant

Docket DOT-OST-2011-0119 Page 22

Pre-Start-Up Activities

There will be a focused public awareness campaign in the SRQ service area, starting 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 to 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 Activities

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 failures 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 will 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 summarized 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 Airport 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.