Docket OST-2010-0124

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Jackson-Evers International Airport 

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Jackson-Evers 

International Airport

Grant Application Under the 

Small Community Air Service 

Development Program

Docket OST-2010-0124

DUNS # 784425738
Docket OST-2010-0124

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Jackson-Evers International Airport 

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Summary of Proposal

The Jackson-Evers International Airport (JAN) herein respectfully submits its 

application for a grant under the 2010 Small Community Air Service Development 

Grant Program.

The objective of this application is a grant in the amount of $250,000, to be 

matched with $50,000 in local funding to implement an aggressive Air Service 

Restructuring & Marketing Plan to increase ridership generated within the 

14-county region served by the airport, as well as increasing inbound traffic, 

which today represents over 47% of all passengers using the Jackson-Evers 

International Airport.

In the current sluggish economy, air travel demand is not growing. The result is 

that ridership has tapered off, which can result in airlines reducing service and 

capacity at Jackson-Evers. The Airport and it community partners understand 

that maintaining existing air service access is as important as efforts to recruit 

new service. 

The entire airline industry is restructuring. It is now critical that airports such as 

Jackson-Evers International take steps to assure that local air service fits the 

new global airline environment.

To that end, the Airport has developed an aggressive program that is aimed at a 

total analysis of the current air service at JAN, and, working with the community 

and incumbent carriers, identify actions where service can be streamlined, 

improved, and enhanced. It is more than just a marketing campaign. Instead, it 

is a trend-setting reassessment of how Jackson will identify how it will fit into the 

global air service picture, and how it can work with airlines to enhance the value 

of Jackson to their route systems.

The Airport is joined in this application with the Greater Jackson Alliance, which 

is a consortium of 12 key civic organizations, including the City of Jackson and 

the State of Mississippi.
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Jackson-Evers International Airport 

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JAN believes that the use of funds outlined herein would have a significant 

beneficial economic impact on the region and, therefore, the community believes 

that it is a strong candidate for the Small Community Air Service Development 

Program.

Respectfully submitted,

Mr. Dirk Vanderleest, Executive Director

Jackson-Evers International Airport

100 International Dr. Suite 300

Jackson, MS 39298

(601) 664-3500
Docket OST-2010-0124

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Jackson-Evers International Airport 

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Contents of Proposal

SUMMARY OF PROPOSAL 2

I. OUTLINE OF APPLICATION 5

Local Traffic Shifts Illuminate The Need For This Project 5

Repositioning Jackson To Assure Maximum Air Service Access 6

Air Service Restructuring At Jackson Demands New Perspectives 7

Solution: Air Service Restructuring & Marketing Plan 7

THE AIR SERVICE PICTURE AT JACKSON 9

A Population of Over 625,000 Depend On Jackson-Evers 9

Enhanced Air Service Access Is Vital To The Regional Economy 9

Air Service Access 10

Capacity: Cuts Have Caused Declines In Passenger Traffic 11

Passenger Declines Match Capacity Cuts 12

Fares – Not The Issue. It’s Lost Demand That’s The Problem 13

It’s Not “Leakage” – It’s “Deterred Demand” 14

PROJECT ACCOMPLISHMENT 15

Air Service Restructuring & Marketing Plan 15

Stakeholders & Partnerships 15

Project Deliverables 16

Use of Funds 18

Past Air Service Development Activities 19
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Jackson-Evers International Airport 

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I. Outline of Application

Jackson-Evers International Airport has seen passenger traffic decline for the 

past several years. The local economy is sound, yet airlines have consistently cut 

capacity, with a resulting loss in enplanements.

The Airport believes that the reasons for these declines are rooted in factors not 

directly related to traffic demand, per se. Instead, they are due to shifts in the 

local and global economies that have created new demand patterns. There is a 

need to realign local air service to take advantage of these shifts. 

To accomplish this, the Airport and Community must clearly identify where these 

shifts in air service demand have taken place, quantify them, and assist 

incumbent (and, hopefully new) airlines in adjusting schedules, routes, capacity, 

hub-access and other factors to take advantage of them.

This will be accompanied by aggressive marketing efforts in cooperation with the 

incumbent carriers to assure that consumers and businesses in Jackson and 

elsewhere in the world understand the new air service structure that accesses 

the region. The Airport is designing this project as an Air Service 

Restructuring & Marketing Plan.

To be sure, the project that will be funded by this grant is unique, but it tackles a 

challenge that other communities will also need to address in the future: 

assisting airlines with hard local data to allow them to realign air service patterns 

to capture the new revenue flows generated by a new global economic and 

business environment.

Local Traffic Shifts Illuminate The Need For This Project

The imperatives for the community and of the Airport in filing this application are 

as follows:

1. Constrictions in the airline industry in general - and at specific carrier 

incumbents at Jackson – have manifested in a dangerous downward spiral 

in both departures and seat capacity. This has resulted in a corresponding 

decline in enplanements at Jackson-Evers International.

2. The two largest carriers at JAN, Delta and Southwest, have both 

materially reduced capacity over the past three years. More disturbingly, 

in the past two months, both have announced intentions to cut service 

further.
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3. The decline in passenger traffic over the past five years has been primarily 

due to reductions in air service capacity. Based on current forecasts for 

2010, the decline is almost one-for-one: the decline in enplanements 

matches the decline in seats offered.

4. The decline is not due to leakage to other cities. There are simply no 

other airports within reasonable driving distance where service levels 

could account for 300,000 annual lost O&D passengers in 2010 v 2005. 

The reason is that demand is being deterred due to a need to re-adjust air 

service to accommodate the new traffic demands created by the emerging 

global economy.

5. The challenge is clear: the levels and structure of air service at JAN have 

not adjusted to the new economic connectivity that Mississippi must have 

to the nation and the globe. This represents an opportunity for new traffic 

for incumbent carriers as well as new entrants.

6. Working jointly with the community and the airlines, the Airport will 

ascertain service shifts that are necessary to better provide access to JAN, 

and increase airline traffic.

Repositioning Jackson To Assure Maximum Air Service Access

These are not one-off events that are specific to Jackson-Evers International 

Airport. They are part of the outcome of the evolution of the airline industry’s 

basic business models. The airline industry is experiencing a business system 

that is shifting materially from the past.

 Mergers of mega US carrier systems are being accompanied by a shift in

consumer loyalty toward airline alliances, rather than the brands of the 

individual members. 

 Regional jets are being retired and not replaced, changing the traffic and 

revenue requirements for service.

 International connectivity is increasingly important to communities such as 

JAN. Today approximately one in four US passenger enplanements are 

directly or indirectly the result of travel decisions made outside of the 

United States.1

 

1 This includes the direct international boardings plus those that involve international travelers in getting to the gateway 

hub, and the additional flights taken within the country by foreign visitors. Analyses by Boyd group International indicate 

that by 2014, almost 30% of US airline traffic will be internationally-driven.
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 The costs of air service, and hence the fares paid by passengers, are 

going up. This will affect how airlines make market decisions, and the 

types of revenue streams they will seek to access at cities such as 

Jackson.

Air Service Restructuring At Jackson Demands New Perspectives

The situation that is unfolding at Jackson-Evers International is the clear result of 

these changes in the airline industry. 

 In fact, passenger traffic at JAN is now trending to be more than 12% 

down in 2010 compared to 2009.

 Airlines have substantially reduced capacity – between 2005 and 2010, 

the seats scheduled at JAN are down 14% - and can be expected to go 

lower by the end of the year.

These trends run counter to the fact that Jackson’s economy remains vibrant. 

The core reason for traffic declines is that the airline industry and the business 

dynamics that drive it have changed. 

The clear need is to review the current air service at JAN and ascertain where 

changes may be needed to adjust to both the new airline industry and the 

opportunities that the global economy represents for additional service at 

Jackson-Evers International.

Solution: Air Service Restructuring & Marketing Plan

Amid all these rapidly-accelerating trends, the basic structure of air service at 

JAN (as well as other cities its size) has not changed. 

Examples can be cited. Today, the industrial base of the state and of Jackson is 

very different than 15 years ago. Yet the basic air service patterns at JAN are the 

same. There are new demands for access to Southern California, for example, 

due to growth in the aerospace industry in Mississippi. There is increased 

demand for new and smoother access to key points in Asia, due to investment in 

the state from that region of the world.

The point is that a complete review of how current air service patterns are 

meeting or not meeting these new travel needs will identify changes that can 

grow passenger traffic at Jackson. 

This is what the Airport is describing as an Air Service Restructuring & 

Marketing Plan. The current and forecast core drivers of air travel demand in 
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the region need to be clearly re-defined and identified in regard to the 

opportunities they represent to incumbent (and new) airlines in the Jackson 

market. 

Next, the Airport and incumbent carriers will work together to make the 

schedule, route, and hub-access shifts necessary. Finally, an aggressive 

marketing program will be crafted to assure that both the region and the globe 

can take advantage of the Jackson economy.
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Jackson-Evers International Airport 

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The Air Service Picture At Jackson

A Population of Over 625,000 Depend On Jackson-Evers

Approximately 625,000 residents live within a 60 minute drive of Jackson 

International Airport. This region includes most of Central Mississippi. 

Interstates 20 and 55, the two major interstate highways in the state, intersect 

within five miles of the airport.

Enhanced Air Service Access Is Vital To The Regional Economy

Jackson is the capital of the State of Mississippi and is the economic and 

governmental center of the state. The state government is a major employer in 

the region. However, as with other points in the South, high-tech and heavy 

industry are both growing.
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Jackson-Evers International Airport 

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Air Service Access

Jackson-Evers International is currently served by five major airline systems, with 

access to nine connecting hub gateways, plus nonstops to Orlando and 

Washington/Reagan.2

While this appears to be strong air service access, there are a number of clouds 

on the horizon:

 Delta has indicated it may delete the nonstop service to DCA due to low 

revenues;

 Southwest’s fall schedule represents a further reduction in capacity. In 

December, they will offer 6.4% fewer seats than the current JAN 

schedule.

 Year to date data indicate that passenger traffic may decline by almost 

12% in 2010

The Airport believes that these reductions and the corresponding decline in 

enplanements are due to shifts in the industry, and are clearly not the result of 

any fundamental weakness in local traffic demand. This project will identify 

 

2 These include HOU, MDW, and BWI – all operated by Southwest. While that carrier does not fully bank its flights they 

are increasingly moving toward more connecting activity at those airports.
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revisions in the service patterns that will engender additional inbound and 

outbound ridership.

Capacity: Cuts Have Caused Declines In Passenger Traffic

Over the last five years, there has been a 14% reduction in seats at JAN, which 

has contributed to the decline in enplanements.

System Dest 2005 2010 Change % Change 2005 2010 Change % Change

A A 2,289 2,929 640 28.0% 110,020 146,114 36,094 32.8%

DFW 2,289 2,929 640 28.0% 110,020 146,114 36,094 32.8%

CO 1,387 1,636 249 18.0% 66,659 81,800 15,141 22.7%

IAH 1,387 1,636 249 18.0% 66,659 81,800 15,141 22.7%

DL 5,988 5,106 (882) -14.7% 451,371 308,245 -143,126 -31.7%

ATL 2,433 3,164 731 30.0% 246,294 203,624 -42,670 -17.3%

CVG 1,296 (1,296) -100.0% 64,800 -64,800 -100.0%

DCA 335 307 (28) -8.4% 16,750 17,430 680 4.1%

DFW 89 (89) -100.0% 4,450 -4,450 -100.0%

DTW 693 572 (121) -17.5% 34,650 31,377 -3,273 -9.4%

MCO 62 (62) -100.0% 3,100 -3,100 -100.0%

MEM 1,080 1,063 (17) -1.6% 81,327 55,814 -25,513 -31.4%

US 975 1,184 209 21.4% 48,750 59,200 10,450 21.4%

CLT 975 1,184 209 21.4% 48,750 59,200 10,450 21.4%

WN 3,189 2,624 (565) -17.7% 430,818 357,508 -73,310 -17.0%

BWI 711 625 (86) -12.1% 97,092 85,415 -11,677 -12.0%

HOU 1,392 1,025 (367) -26.4% 189,099 139,975 -49,124 -26.0%

MCO 365 365 0 0.0% 49,810 49,780 -30 -0.1%

MDW 721 609 (112) -15.5% 94,817 82,338 -12,479 -13.2%

Total 13,828 13,479 (349) -2.5% 1,107,618 952,867 -154,751 -14.0%

Departures Seats

During this period, the Airport has lost access to two connecting hubs. One is the 

Delta operation at DFW, and the other is the Delta hub at Cincinnati/Northern 

Kentucky. These losses were the result of Delta eliminating its DFW hub, and 

severely reducing the size of the CVG operation.

These, plus major reductions in capacity by Southwest, have eliminated over 

300,000 seats, combining inbound and outbound flight reductions. 
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Passenger Declines Match Capacity Cuts

It is noted that passenger traffic year after year has followed the decline in 

airline seats offered.

724,934 729,303

717,070

680,719

633,021

574,648

525,000

575,000

625,000

675,000

725,000

775,000

2005 2006 2007 2008 2009 2010

Note that between 2005 and 2009, available departure seats have declined by at 

least 155,000 (not including the impending reductions by Southwest), while 2010 

enplanements (based on current forecasts) will decline by 150,000 – almost 

exactly matching the reduced seat availability.

This again illuminates the fact that there are untapped passenger revenue 

opportunities at Jackson for incumbent carriers. The need, however, is to 

determine where, in the new business environment, the Airport can assist these 

carriers in adjusting current service patterns to re-capture this demand.
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Fares – Not The Issue. It’s Lost Demand That’s The Problem 

Average fares at Jackson are actually lower than at several other communities in 

the region. This is due to the presence of Southwest in the market.

Rank Market Gross Fare

1 HOU $112.73 $0.00 $220.88 $343.09

2 BWI $160.50 $175.40 $236.45 $206.97

3 MCO $140.25 $218.32 $218.51 $224.75

4 DFW $161.97 $154.85 $190.19 $217.73

5 MDW $180.02 $210.59 $213.20 $207.59

6 IAH $127.17 $171.52 $242.86 $200.41

7 LAX $242.65 $275.43 $255.81 $296.23

8 ATL $321.95 $221.00 $242.80 $256.86

9 LGA $188.63 $231.17 $244.71 $207.46

10 DCA $288.35 $275.17 $330.73 $263.05

11 LAS $234.49 $221.95 $266.75 $262.27

12 DEN $209.80 $233.39 $281.81 $209.79

13 DTW $232.18 $213.61 $261.60 $234.01

14 FLL $170.65 $186.75 $224.81 $287.23

15 SAT $167.24 $208.44 $267.14 $273.62

16 CLT $229.73 $222.83 $151.20 $230.18

17 PHX $243.91 $208.46 $244.74 $229.47

18 PHL $202.67 $203.67 $291.77 $236.43

19 BOS $205.60 $225.15 $296.46 $239.08

20 AUS $165.35 $212.33 $211.97 $299.24

21 SEA $253.88 $230.59 $303.09 $293.37

22 TPA $189.64 $201.85 $285.82 $270.15

23 RDU $191.51 $167.94 $189.07 $221.37

24 SLC $197.28 $228.79 $358.57 $345.62

25 SFO $268.34 $248.16 $280.66 $331.84

Total $208.29 $222.33 $272.75 $260.79

JAN BTR MGM MOB

But, even when fares are low, traffic at JAN continues to decline. 

Again, this is a clear demonstration that the loss in passengers is not due to 

factors inherent in the community or region. 
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It’s Not “Leakage” – It’s “Deterred Demand”

Because of the geographic location of JAN and the presence of Southwest 

Airlines in the market, it is clear that this reduction in passengers is not “leakage” 

to other airports – there are none within reasonable driving distance that could 

accommodate such leakage. 

Instead, this loss is due to dampened demand, both inbound and outbound, i.e., 

consumers simply deterred from traveling. This affects both Jackson and the 

Airport negatively. It is obvious that major changes in the global, national, and 

Mississippi economies are not in alignment with the current air service.

This is an exciting opportunity to rebuild this lost traffic base. This project will 

review all aspects of the passenger flows and connectivity that are represented 

by the current service levels, and outline actions that carriers and the Airport can 

pursue to again accommodate this latent demand.
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Project Accomplishment

Air Service Restructuring & Marketing Plan 

In this project, the grant funds will be applied to achieve the following:

1. A complete analysis of the current air service access at Jackson. The key 

inbound markets – both domestic and international – will be identified, 

including those that are expected to expand in the future. These would 

entail issues such as the needs of key industries in the region, the range 

of business connections domestically and internationally, and reviews of 

flight timing.

2. A review of options to address opportunities and challenges that are 

illuminated in the analysis. The Airport will work closely with all airline 

partners and particularly Delta and Southwest to identify where shifts in 

service patterns, flight timing, aircraft gauge, and hub access can 

capitalize on market opportunities for the carriers.

3. A focused marketing program aimed at not only local businesses, but also 

national and global businesses with ties to industries in the Jackson area.

4. A program to monitor improvements in air service traffic levels at Jackson 

as a result of the project.

Stakeholders & Partnerships

The Airport will build this program with structured input from the following 

constituencies:

 Regional: The local consumers and businesses in the Jackson air traffic 

catchment area;

 National & International: Targeted companies and firms in other parts 

of the nation who do business in the Jackson area. This includes entities 

such telecommunications firms, medical & healthcare companies, and 

first, second, and third-tier suppliers to the Nissan factory in Canton, MS.

 Incumbent Airlines: In particular, Delta and Southwest, are 

enthusiastically in support of this application, and intend to work directly 

with the Airport in identifying new and emerging traffic flows, both locally 

and nationally, for Jackson
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Project Deliverables

The Airport believes that this Air Service Restructuring & Marketing Plan will be 

an example for other communities to consider. Over a 24-month period, the Plan 

is intended to deliver a range of deliverables. The cost figures are not-to-exceed 

estimates, but there may be some shifting of marketing dollars between 

applications depending on market changes.

Air Service Restructuring Review

This will be accomplished with the cooperation of all stakeholders, and will be 

the product of extensive regional research, focus meetings, and data collection 

from businesses and industries in the region.

The review will provide a clear outline of where air service is not aligned with 

current and emerging demand (both inbound and outbound) that is being 

generated in the Jackson region.

A clear set of air service restructuring objectives will be identified and matrixed. 

Working with incumbent carriers, the Airport will review where adjustment to 

current service will take advantage of the unmet demand. In particular, the 

access of JAN to the three emerging global airline alliances will be quantified and 

options to strengthen them will be illuminated.3

This project will also provide the Airport with powerful data to use in recruiting 

new airline service.

The Review will be the foundation for the subsequent marketing efforts, and will

allow the Airport and Community to laser-focus such activities.

Estimated Program Cost: $65,000

Multi-Dimensional Marketing Campaign

The data will be used to develop four separate but related marketing programs.

Regional. A consistent marketing message in the Jackson service are will 

be developed and implemented via newspaper, electronic media, the 

Internet, and by direct and consistent contact with key businesses and 

industries in the region. The intent is to make Jackson-Evers International 

a high-profile part of the regional infrastructure, and to assure complete 

 

3 The three Alliances are oneworld, Star, and SkyTeam. These are evolving into the airline “brand” and the levels of 

access to them will be very important to Jackson.
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information regarding improvements and changes in air service access to 

the rest of the world.

A budget for this program will be developed including all media spending, 

and it is envisioned that it would be “steady-state” expenditures over the 

24-month period, with weekly and monthly insertions at an average cost 

of $2,600 per month.

Estimated Program Not-To-Exceed Cost: $62,400

National. Key business targets that have communities of travel 

generation with industries in the Jackson region will be identified. One 

example of this is Nissan, which has major offices and facilities both in the 

Jackson region as well as in New York, the Los Angeles Basin, and 

Nashville. Direct liaison with the decision-makers at these facilities can 

both inform about travel options to and from JAN. as well as generate 

new travel as well.

As envisioned, this spending would be specific and targeted, estimated at 

$4,750 per quarter over the 24-month period

Estimated Program Cost: $38,000

International. This is a focus that is often overlooked by mid-size 

communities. However, contact and liaison with key industries in the EU 

and Asia which have business connections at Jackson can induce 

additional travel.

The cost will depend upon the outcome of the Restructuring study. 

However, the Airport estimates an allocation of $30,000 over the 24-

month period.

Airline. Separate from the air service development activities undertaken 

by Jackson, outright marketing to and through incumbent carriers can 

produce additional travel demand. Advertising in the in-flight magazines, 

for example, not only assist the airline in selling Jackson, but also inform 

passengers (literally around the world on airline flights) about Jackson.

This will depend upon ad rates and other factors. The estimate is for 

$2,750 per month for the final 18 months of the program. Total: $49,500.
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Airline Liaison

Over the 24-month period, there will be a need to meet with airlines to discuss 

and analyze air service restructuring. It is estimated that 15 meetings would be 

held, at an average cost of approximately $3,673 each, including travel.

Estimated Program Cost: $55,100.

Use of Funds

The proposed funding would be as follows:

Restructuring 

Study

Marketing 

Program Airline Meetings Total

Community $10,833 $29,983 $9,183 $50,000

US DOT $54,167 $149,917 $45,917 $250,000

TOTAL $65,000 $179,900 $55,100 $300,000

24 - Month Spending Projection

The plan, and the actual funding program would be subject to prior approval by 

the Department.
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Past Air Service Development Activities

Jackson has an on-going air service development program.

 The Airport is in routine contact with the planning departments of all 

incumbent and target expansion airlines.

 The Airport has worked with American and Delta in moderating fares to 

key business destinations.

 The Airport was successful in recruiting Southwest Airlines, and maintains 

contact with that carrier.

 The Airport has worked with other low-fare airlines in regard to 

implementing service.

 Jackson-Evers International was honored to be awarded and earlier grant 

under the Small Community Air Service Development Grant Program. 

Furthermore, the community was successful in using the grant to attract 

nonstop flights to New York/Newark.4

 

4 The service was discontinued, however, mainly due to congestion issues at Newark that made on-time performance 

difficult.
APPENDIX B 

 Page 1 of 3 

SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM 

DOCKET OST-2010-0124 

SUMMARY INFORMATION

All applicants must submit this information with their proposal, along with a completed form SF424 on 

http:// www.grants.gov. 

A. APPLICANT INFORMATION: (CHECK ALL THAT APPLY) 

x Not a Consortium ⁭ Interstate Consortium ⁭ Intrastate Consortium 

⁭ Community now receives EAS subsidy 

x Community (or Consortium member) previously received a Small Community Grant 

 If previous recipient, expiration date of grant: _September 5, 2008________________ 

B. PUBLIC/PRIVATE PARTNERSHIPS: (LIST ORGANIZATION NAMES) 

Public Private

1. Jackson Municipal Airport Authority____ 1._Greater Jackson Alliance_______________ 

 2.____________________________________ 2.______________________________________ 

 3.____________________________________ 3.______________________________________ 

 4.____________________________________ 4.______________________________________ 

 5.____________________________________ 5.______________________________________ 

C. PROJECT PROPOSAL: (CHECK ALL THAT APPLY)

x Marketing ⁭ Upgrade Aircraft ⁭ New Route 

⁭ Personnel ⁭ Increase Frequency ⁭ Low Fare Service 

⁭ Travel Bank ⁭ Service Restoration ⁭ Subsidy 

 

 
 APPENDIX B 

 Page 2 of 3 

⁭ Surface Transportation ⁭ Regional Service x Other (specify) 

 Air Service Restructuring

⁭ Revenue Guarantee ⁭ Launch New Carrier and Marketing Plan

 _________________ 

⁭ Start Up Cost Offset ⁭ First Service _________________ 

 _________________ 

x Study ⁭ Secure Additional Carrier 

D. EXISTING LANDING AIDS AT LOCAL AIRPORT:

x Full ILS ⁭ Outer/Middle Marker ⁭ Published Instrument Approach 

⁭ Localizer ⁭ Other (specify) 

E. PROJECT COSTS: 

1. Federal Amount Requested: _$250,000____________________________ 

2. State cash financial contribution: _____________________________ 

3. Local cash financial contribution... 

3a. Airport cash funds: _____________________________ 

3b. Non-Airport cash funds: _$50,000___________________________ 

3c. Total local cash funds (3a. + 3b.): _$50,000___________________________ 

4. TOTAL CASH FUNDING (1. +2.+3.) _$300,000___________________________ 

5. Local funds contributed from already-existing

 programs or projects included in line3c. amount: _____________________________ 

6. Local funds contributed from new commitments 

 or new resources included in line 3c. amount: _$50,000___________________________ 

7. Airport In-Kind contribution: _____________________________ 

 (amount & description) 

8. Other In-Kind contribution: _____________________________ 

 (amount & description) 

9. TOTAL IN-KIND CONTRIBUTION (7.+8.): _____________________________ 

 10. TOTAL PROJECT COST (4.+9.) __$300,000___________________________ 
APPENDIX B 

 Page 3 of 3 

F. ENPLANEMENTS: 

2000__683,249 ________ 2004__639,015 ___________ 2008__677,510___________ 

2001__645,821_ _______ 2005__724,946____________ 2009 633,021 

 2002__614,878_________ 2006__729,303____________ 

2003__609,660_________ 2007__717,122____________ 

 

G. IS THIS APPLICATION SUBJECT TO REVIEW BY STATE UNDER EXECUTIVE ORDER 12372 

PROCESS?

⁭ a. This application was made available to the State under the Executive Order 12372 Process for review on 

 (date)___________________. 

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

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

H. IS THE APPLICANT DELINQUENT ON ANY FEDERAL DEBT? (IF “YES”, PROVIDE EXPLANATION) 

x No ⁭ Yes (explain) _______________________________________________________________