# Proposal under the Small Community Air Service Development Program

Dubuque Regional Airport

Dubuque, Iowa

Legal sponsor: City of Dubuque, Iowa Dubuque Regional Airport Commission

DUNS: 093105302 Congressional District Code: IA-001

Contact: Todd Dalsing Acting Airport Manager 11000 Airport Drive Dubuque, IA 52003-9555

(563) 589-4128 tdalsing@cityofdubuque.org



## Docket #: DOT-OST-2010-0124

# T A B L E O F 

# C O N T E N T S

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM D UBUQUE R EGIONAL A IRPORT Prepared by 

### Summary Information ........................... 1 Proposal Highlights ............................... . 2 Higher than Average Airfares ...................... .......... 3 Community Cost Contribution ....................... ....... 3 Public-Private Partnership......................... ............. 3
Material Benefits ................................. ................. 3 Use of Funds in a Timely Fashion .................. ........ 3



### Air Service Environment ........................ 4

Catchment Area .................................... ............... 5 Business Community ................................ ............ 5
Educational Institutions .......................... .............. 6
Tourism ........................................... ..................... 6


### Air Service – Existing/Historical ............. 7
Existing Air Service .............................. ................. 8
Historical Air Service ............................ ................. 8 Past Air Service Development Efforts .............. ..... 10



### Air Service Needs and Deficiencies ..... 11
Major Origin/Destination Markets Not Served Adequately......................................... ................ 12 High Airfares ..................................... ................. 13 

### Strategic Plan – Air Service .................. 14
Project Goals ..................................... ................. 15 Proposed Air Service .............................. ............. 15 Airline Participation ............................. ............... 15 Detailed Market Analysis .......................... .......... 16
Alternate Plan .................................... ................ 16 Previous Grant Recipient - New Project and
Goals ............................................. .................... 16


### Strategic Plan – Implementation and Funding..................................... 18
Public-Private Partnership......................... ........... 19 Incentive and Support Plan ........................ ......... 19 Strategic Plan Funding ............................ ............ 21 Project Continuation and Sustainability ........... .... 21


### Schedule and Monitoring .................... 22

Critical Milestones ............................... ............... 23 Monitoring Program ................................ ........... 24


### Appendix A Letters of Support ........... 25
Appendix B Detailed Market Analysis .......................................... .. 84

# S E C T I O N 

# 1

S U M M A R Y 

# I N F O R M A T I O N

Proposal under the Small Community Air Service Development Program

# S E C T I O N 

# 1
S U M M A R Y 

# I N F O R M A T I O N

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 2 D UBUQUE R EGIONAL A IRPORT 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, date of grant: October 2003 Expiration date of grant: July 2005

B. Public/Private Partnerships: (List organization names)
Public Private 1. City of Dubuque/ Dubuque Regional Airport 1. Dubuque Area Chamber of Commerce

2. Dubuque County Board of Supervisors

C. Project Proposal: (Check all that apply)

X Marketing Regional Service Personnel Launch New Carrier Travel Bank First Service
Surface Transportation Secure Additional Carrier
X Revenue Guarantee X New Route
X Start Up Cost Offset Low Fare Service Study Subsidy Upgrade Aircraft Other (specify):

__________ Increase Frequency Service Restoration

D. Existing Landing Aids at Local Airport:

X Full ILS X Published Instrument Approach
X Localizer Outer/Middle Marker Other (specify): E. Project Cost: 1. Federal amount requested: $ 500,000
2. State cash financial contribution: $0 3. Local cash financial contribution... 3a. Airport cash funds: $ 0 3b. Non

- airport cash funds: $ 325 ,000 3c. Total local cash funds (3a.+3b.) $ 325 ,000 4. TOTAL CASH FUNDING (1.+2.+3c.) $ 825 ,000
5. Local funds contributed from already-existing programs or projects included in line 3c.
amount: $0 6. Local funds contributed from new commitments or new resources included in line 3c. amount: $325,000 7. Airport In

- Kind contribution: (amount & description)* $0 8. Other In

- Kind contribution: (marketing) $30,000
9. TOTAL IN

- KIND CONTRIBUTION (7.+8.): $30,000 10. TOTAL PROJECT COST (4.+9.): $ 855 ,0 00

F. Enplanements:
2000 58,326 2005 40,922
2001 56,353 2006 46,794
2002 51,590 2007 46,199
20 03 38,599 2008 42,925
2004 39,002 2009 39,662

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

H. Is the Applicant delinquent on any Federal debt? (if “yes”, provide explanation)
No Yes (explain X

X

# S E C T I O N 

# 2

P R O P O S A L 

# H I G H L I G H T S

Proposal under the Small Community Air Service Development ProgramP ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 3

D UBUQUE R EGIONAL A IRPORT his Small Community Air Service Development Program grant application for the Dubuque Regional Airport meets the criteria of Docket DOT-OST-2010-0124. The City of Dubuque/Dubuque Regional Airport is requesting $500,000 in federal assistance to implement an $855,000 air service initiative. The project is to increase connections to westbound destinations that are currently severely limited. This is a top priority. The Strategic Pl an, American Airlines Dallas/Ft. Worth service, will ac hieve the project goals.



### H IGHER THAN 

### A VERAGE 

### A IRFARES

The Dubuque Regional Airport catchment area is underserved and overpriced. The community is serve d by only one carrier, American Airlines, to one hub, Chicago O’Hare International Airport. Westbound connectivity is a top priority to the Dubuque commu nity with six of the top 10 destinations located to the west. Only 28 percent of greater Dubuque air travelers us e the local airport, with 72 percent of travelers mak ing the costly drive to an alternate surrounding airpor t. Dubuque Regional Airport’s airfares are higher than average as shown in Tables 5.2 and 5.3 on page 13. Often times, higher than average fares and the lack of available seats at the local airport create the nee d for travelers to use an alternate airport.



### C OMMUNITY 

### C OST 

### C ONTRIBUTION

To support this air service initiative, the Airport and community will fund 42 percent of the proposed $855,000 Strategic Plan. Non-airport revenue sourc es will fund 39 percent ($325,000) of the $825,000 cas h requirement. This is a strong commitment by the lo cal community to improve westbound service.



### P UBLIC 

### -P RIVATE 

### P ARTNERSHIP

The City of Dubuque/Dubuque Regional Airport has partnered with the Dubuque Area Chamber of Commerce and the Dubuque County Board of Supervisors for purposes of air service development

. This is not a new partnership. This public-private partnership has worked successfully together for ma ny years partnering on new air service initiatives and the FlyDBQ program. The Airport and the community are committed to the successful development of air serv ice at Dubuque Regional Airport.



### M ATERIAL 

### B ENEFITS

A population of approximately 400,000 resides withi n a 60-minute drive of Dubuque Regional Airport touchin g 10 counties in three states. A significant number of large businesses are in the greater Dubuque area, including John Deere, IBM, Prudential, and McGraw-H ill Companies, Inc. to name few. Dubuque is home to eight colleges and universities with almost 17,000 students. The air service improvement proposed in this grant application will benefit a broad segment of t he traveling public, including business, education institutions and other enterprises.



### U SE OF 

### F UNDS IN A 

### T IMELY 

### F ASHION

The public-private partnership has a solid schedule and strategic plan to ensure timely use of the funds. This Strategic Plan has been discussed with the airlines in anticipation of this grant application, and the rou tes are under consideration. 

# T This section addresses:



### • Project goals



### • Description of the Strategic Plan



### • Highlights of the grant application

# S E C T I O N 

# 3

A I R 

# S E R V I C E 

# E N V I R O N M E N T

Proposal under the Small Community Air Service Development ProgramP ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 5

D UBUQUE R EGIONAL A IRPORT EXHIBIT 3.1 AIRPORT CATCHMENT AREA reater Dubuque is a vibrant and economically growing region located in northeast Iowa on the banks of the Mississippi River bordering
southwest Wisconsin and northwest Illinois. This section shows the broad segment of the traveling public, including businesses, educational instituti ons and other enterprises that will benefit from the proposed Strategic Plan.



### C ATCHMENT 

### A REA

Dubuque Regional Airport has an expansive catchment area covering over 100 zip codes and a population o f over 280,000 (identified in blue in Exhibit 3.1 ). The more expansive 60-minute drive area (identified in green in Exhibit 3.1 ) touches 10 counties in three states and contains roughly 400,000 people. Dubuqu e County’s population has grown almost five percent since 2000, and continued strong growth is projecte d.

The Dubuque Regional Airport is located near multip le competing airports. Since surrounding airports are significant drive distances the large population wa nts to use the local airport. However, only 28 percent of catchment area passengers use Dubuque Regional Airport due to limited air service options. The rem aining 72 percent use the following airports: Madison, Mol ine, Chicago O’Hare, Cedar Rapids and Milwaukee. Drive distances to alternate airports range from 70 to 19 0 miles making air service at Dubuque extremely valua ble. 

### B USINESS 

### C OMMUNITY

Agriculture and industrial manufacturing has underpinned the regional economy for decades, but within the last decade or so, industries such as technology, goods distribution, higher education an d tourism have grown to create a well diversified mar ket. Dubuque has been one of Iowa’s fastest growing citi es financially, bringing in seven new corporations and over 1,800 new jobs with businesses such as IBM and Hormel Foods. Dubuque has been recognized with 

# G This section addresses: Description of the greater Dubuque community in
relation to air service to demonstrate the benefit of the Strategic Plan to a broad segment of the traveling public.

# S E C T I O N 

# 3

A I R 

# S E R V I C E 

# E N V I R O N M E N T

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 6 D UBUQUE R EGIONAL A IRPORT several awards and honors within the last few years . In January 2010, MSN reported that Dubuque’s job growth ranked third in the nation.

The greater Dubuque region has a significant number of large businesses in the area, including: A.Y. McDonald Manufacturing, John Deere, McGraw-Hill Companies, Inc., Prudential Financial, Flexsteel Industries, Inc. and Eagle Windows and Doors (Andersen) to name a few.

The greater Dubuque region continues to grow with businesses expanding in the area. Some examples
include:

• Hormel Foods built an $89 million state-ofthe-art food processing facility in Dubuque’s
Industrial Center West.

• In January 2009 IBM announced its new Global Services Technology Delivery Center creating 1,300 jobs.

• Sedgwick CMS added 150 jobs in August

2010.



### E DUCATIONAL 

### I NSTITUTIONS

The greater Dubuque region is a seat of higher lear ning; being home to eight colleges and universities with almost 17,000 students ( Table 3.1 ). The students and faculty in the greater Dubuque area will benefit significantly from this air service initiative.

TABL E 3.1 UNIVERSITIES AND COLLEGES IN THE TRI

STATE REGION

INSTITUTION ENROLLMENT University of Wisconsin - Platteville 7,189 Northwest Iowa Community College 4,756

Loras College 1,589 University of Dubuque 1,584 Clarke College 1,156 Emmaus Bible College 230 Wartburg Theological Seminary 194 Divine Word Seminary 55 Total 16,753

Source: Iowa College Student Aid Commission, 2008; National Center for Education Statistics 

### T OURISM

The Tri-State Tourism Council actively promotes tou rism in northwest Illinois, southwest Wisconsin and
northeast Iowa. The Council meets once a month to utilize their resources and network. Dubuque Regio nal Airport has partnered with the Tri-State Tourism
Council.

Dubuque County had over 1.9 million visitors in 200 9. Tourism generates over $250 million annually and employs 2,600 people in Dubuque County. Visitors
have been documented from all 50 states and 53 foreign countries. 

### D UBUQUE 

### A CCOLADES 

### :

• Top Deal of 2009 (IBM’s selection of Dubuque for its new technology center), Site Selection Magazine

• 2010 #1 Best Smaller Metro for Projected Job Growth, Forbes

• 2009 Top Ten Most Affordable Places to Live and Work, Sperling’s Best
Places

• 2009 Excellence in Economic Development, US Commerce Secretary Gary Locke

• Best Business Retention and Expansion Program 2009, Business Retention & Expansion International

• 2008 Top Ten Metro, Site Selection Magazine

• 2008 100 Best Communities for Young People, America ’ s Promise
Alliance

# S E C T I O N 

# 4 A I R 

# S E R V I C E


# – E X I S T I N G 

# / H I S T O R I C A L

Proposal under the Small Community Air Service Development Program

# S E C T I O N 

# 4
A I R 

# S E R V I C E 

# – E X I S T I N G 

# / H I S T O R I C A L

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 8 D UBUQUE R EGIONAL A IRPORT his section provides an overview of existing air service. Carriers providing service, service frequency, nonstop destinations offered, fares, and equipment types are included in the discussion. A summary of historical air service is also included with destinations, traffic levels, service providers, an d an overview of extenuating factors that have affected air service. A description of air service development efforts
concludes the section.



### E XISTING 

### A IR 

### S ERVICE

Dubuque Regional Airport’s existing air service is limited to nonstop Chicago O’Hare International Airport ser vice approximately three times per day with 50-seat regi onal jet aircraft provided by American Airlines ( Table 4.1 ).

TABLE 4.1 EXISTING AIR SERVICE

NONSTOP DESTINATION MARKETING

CARRIER AIRCRAFT WEEKLYDEPARTURES WEEKLY

SEATS Chicago, IL (ORD) American

Airlines ERJ

- 145

(50-seat jet) 20 1,000

Total 20 1,000 Source: apgDat, August 2010

Currently, the American Airlines’ service is operat ed by American Eagle. However, beginning in November 2010 Chautauqua Airlines will begin operating the flights with 44-seat regional jet aircraft. While frequency is expected to remain the same, this will result in a decrease in available seats of approxim ately 12 percent. For a market already underserved, this will further limit Dubuque Regional Airport’s ability to serve the local community.

Dubuque Regional Airport’s average airfare in 2009 exceeded the Central region average by 19 percent a nd the US average by 15 percent ( Table 4.2 ). A more detailed fare analysis is provided in the next sect ion demonstrating Dubuque’s higher than average fares.

TABLE 4.2 AVERAGE ONE-WAY FARE PAID AVERAGE FARE DBQ % HIGHER 2005 2006 2007 2008 2009 Dubuque $167 $170 $166 $184 $166 Central Region $140 $148 $147 $156 $140 19% U.S. $137 $149 $149 $160 $144 15% Source: Data Base Products, Inc. 

### H ISTORICAL 

### A IR 

### S ERVICE

Dubuque Regional Airport has suffered from a
substantial decline in air service over the last 10 years. This subsection summarizes Dubuque Regional Airport ’s air service history including: destinations, traffi c levels, and service providers. Extenuating factors that ha ve affected air service over time are also reviewed.



### Destinations, Service Providers and Traffic

Levels

Over the last 10 years Dubuque Regional Airport’s a ir service declined significantly. In only five of th e last 10 years has the greater Dubuque region enjoyed competitive air service with more than one air carr ier in the market serving multiple hubs. Since 2001, departures have declined 71 percent overall and available seats have declined 62 percent. The high est level of air service was provided in 2001 when Unit ed Airlines and Northwest Airlines also served Dubuque

. United has not served the market since 2001. However, Northwest has periodically provided servic e to their Minneapolis hub ceasing service in 2003 then reinstituting service in 2008 and 2009. Dubuque los t this service during the changes instituted from the Delta/Northwest merger. 

# T This section addresses:



### • Description of existing air service



### • Synopsis of historical air service



### • Description of air service development efforts

# S E C T I O N 

# 4
A I R 

# S E R V I C E 

# – E X I S T I N G 

# / H I S T O R I C A L

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 9 D UBUQUE R EGIONAL A IRPORT American has provided consistent air service to/fro m their Chicago O’Hare International Airport hub although frequency of service has fluctuated. Serv ice frequency has ranged from an average of three roundtrips per day to four roundtrips per day. Exhibit

4.1 provides a summary of annual departures and enplanements from 2000 through 2009. Table 4.3 provides average departures and seats by destinatio n and airline.

EXHIBIT 4.1 DEPARTURES AND ENPLANEMENTS

Source: apgDat; airport records

As shown in Exhibit 4.1 , the reduction in departures, lack of competitive service and high local fares re sulted in enplanements declining. In 2000, Dubuque Region al Airport experienced record enplanements of 58,326 when three carriers operated in the market: America n, Northwest, and United. The 10-year low for enplanements occurred in 2003 after Northwest and
United left the market with some rebound in enplanements through 2006. However, in 2007, enplanements began to decline again almost reaching
2003 levels in 2009.



### Extenuating Factors that have Affected Air

Service

Air service at Dubuque Regional Airport has been largely defined by its geographic location. Locate d on the Mississippi River, it is on the eastern edge of Iowa, western edge of Illinois and southwest corner of Wisconsin separated only by the river and is flanke d by multiple airports. Dubuque Regional Airport is loc ated:

• 73 miles from Moline’s Quad City International Airport

• 77 miles from Cedar Rapids’ The Eastern Iowa Airport

• 98 miles from Waterloo Regional Airport

• 103 miles from Chicago/Rockford International Airport

• 111 miles from Madison’s Dane County Regional Airport

• 142 miles from La Crosse Municipal Airport

• 171 miles to Rochester International Airport

• 172 miles from Chicago O’Hare International Airport

• 190 miles to Chicago Midway Airport 0 12,000 24,000 36,000 48,000 60,000 72,000

0 500 1,000 1,500 2,000 2,500 3,0002000200120022003200420052006200720082009EnplanementsDepartures

Calendar year

Departures Enplanements

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Dept 25 21 21 23 27 27 27 26 20 20 Seats 1,189 992 967 1,091 1,312 1,323 1,303 1,203 976 940 Dept 26 Seats 564 Dept 32 20 17 13 14 Seats 1,088 677 571 432 476
84 40 37 23 27 27 27 39 34 20 2,841 1,669 1,538 1,091 1,312 1,323 1,303 1,635 1,452 940 Source: apgDat; note - * Includes one-stop service over ALO Chicago, IL (ORD) American

United

Average weekly departures TABLE 4.3 HISTORICAL HUB DESTINATIONS AND SERVICE P ROVIDERS

AVERAGE SCHEDULED WEEKLY DEPARTURES/SEATS
HUB AIRLINE ITEM

Average weekly seats Minneapolis, MN* Delta/Northwest

# S E C T I O N 

# 4
A I R 

# S E R V I C E 

# – E X I S T I N G 

# / H I S T O R I C A L

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 10 D UBUQUE R EGIONAL A IRPORT Another extenuating factor is the well documented congestion problems at Chicago O’Hare International Airport, the logical eastbound hub, which has affec ted Dubuque’s service from time to time. Distances and appropriately sized aircraft have also complicated westbound service to the nearest hubs, Dallas, Denv er, Minneapolis and Milwaukee.



### P AST 

### A IR 

### S ERVICE 

### D EVELOPMENT 

### E FFORTS

The Dubuque Regional Airport and community partners have been very proactive over the last five years t o achieve additional air service. One example of the ir
success was initiation of Northwest Airlink service in June 2008. This was a community effort with severa l community business leaders participating in the negotiations with Northwest in Minneapolis. Busine sses represented in the process included: Flexsteel Indu stries, Prudential Financial, McGraw-Hill Publishing, John Deere, Eagle Window & Door/Andersen Windows and the City of Dubuque.

Within the last year, Dubuque Regional Airport and area partners have continued their successful FlyDB Q rewards program. It is a no cost “frequent flyer” rewards program that rewards passengers with offers from local businesses for choosing Dubuque Regional Airport. The purpose was to increase awareness of the Dubuque Regional Airport, get local businesses invo lved with local air service, increase enplanements and l oad factors and gain additional air service. The progr am has over 2,065 members, up nine percent since 2009.

In addition, Dubuque Regional Airport has been very active in 2009/2010 with industry airline conferenc es such as ACI-NA’s JumpStart 2010, airline meetings a t corporate headquarters, and keeping market analysis
and route forecasts current and relevant. 

### S IGNIFICANT 

### C OMMUNITY


### C ONTRIBUTIONS TO 

### A IR 

### S ERVICE 

### :

• City of Dubuque - Marketing funds of $100,000 for Northwest’s Minneapolis service. Also set aside $150,000 for air service recruitment.

• Dubuque County Board of Supervisors - $125,000 for additional air service
initiatives.

• Dubuque Area Chamber of Commerce - $50,000 in revenue guarantees for additional air service
initiatives.

• Dubuque Regional Airport – Worked with American Eagle on a discounted fuel rate through Dubuque Jet Center. Also purchased $980,000 of airline ground support equipment including: passenger jet bridge with GPU, mobile GPU, bag carts, belt loader, tractor (tug), ATV (Honda Mule), lavatory cart and deicing truck.

# S E C T I O N 

# 5 A I R 

# S E R V I C E 

# N E E D S A N D 

# D E F I C I E N C I E S

Proposal under the Small Community Air Service Development Program

# S E C T I O N 

# 5
A I R 

# S E R V I C E 

# N E E D S A N D 

# D E F I C I E N C I E S

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 12 D UBUQUE R EGIONAL A IRPORT he Air Service Needs and Deficiencies section identifies the major origin/destination markets that are not served adequately and fare levels. This section demonstrates that Dubuque Regional Airport is underserved and overpriced.



### M AJOR 

### O RIGIN 

### /D ESTINATION 

### M ARKETS 

### N OT



### S ERVED 

### A DEQUATELY

The greater Dubuque region’s primary need and deficiency is improved air service to western destinations. Currently the catchment area market is required to back haul to Chicago O’Hare Internation al Airport to connect to western destinations. These routings are costly and time consuming. The result is that many Dubuque westbound catchment area passengers elect to drive to surrounding airports h aving better westbound service. Only 28 percent of catchment area travelers use the local airport with 72 percent diverting to surrounding airports. Surround ing airports have continued stepping up marketing effor ts, dedicating both personnel and dollars to target Dubuque’s underserved air service needs.



### Deterioration in Westbound Service

The Dubuque Regional Airport catchment area has
benefitted from Delta Air Lines/Northwest Airlines’ service to Minneapolis in the past, but this servic e was discontinued in mid-2009 as a result of Delta’s fle et and Minneapolis hub restructuring. This resulted in
westbound catchment area air travelers who wished t o use the local airport being required to utilize bac k haul connections via Chicago O’Hare. Since Dubuque Regional Airport’s Chicago O’Hare schedules are intended to optimize schedules to eastern and southeastern points, westbound connections frequent ly involve longer connect times. In addition, a lot o f westbound connections include two-stops from Dubuque, particularly on the return.

Faced with this less convenient service, the majori ty of westbound travelers divert to Madison, Moline, Chic ago O’Hare, Cedar Rapids, and Milwaukee. Based on a

June 2010 Passenger Demand Analysis

, Table 5.1 demonstrates the differences in local airport reten tion in the top 10 westbound markets. Over 50,000 annua l passengers in the top 10 westbound markets alone fe el the need to drive to an alternate airport for air t ravel. 

# T This section addresses: Description of Dubuque’s air service needs and
deficiencies.

MSN MLI ORD CID MKE OTHER 2 Denver, CO 11 11,511 16 797 2,192 2,342 2,143 1,595 1,146 3 Las Vegas, NV 17 11,345 16 1,154 841 396 4,308 561 2,205 4 Phoenix, AZ (PHX) 40 10,320 14 1,866 1,458 991 700 787 437 8 Dallas, TX (DFW) 29 7,561 10 2,137 822 603 1,425 164 219
9 Salt Lake City, UT 7 6,523 9 1,909 159 1,114 796 1,750 318 10 Los Angeles, CA 43 6,032 8 825 698 889 95 762 190 12 Seattle, WA 44 5,433 7 891 127 1,210 255 233 340 15 San Diego, CA 36 4,972 7 1,768 464 331 110 420 66 20 San Francisco, CA 46 3,155 4 1,061 272 163 0 190 27 26 Houston, TX 50 2,863 4 61 244 1,056 20 20 20
28 69,716 96 12,470 7,278 9,095 9,851 6,483 4,969 28 262,161 359 44,589 42,030 40,660 25,759 17,432 14,871

PDEW DIVERSION

Top 10 westbound markets Total all markets TABLE 5.1 DIVERSION OF TOP WESTBOUND MARKETS

RANK WESTBOUND

DESTINATION RETENTION % TRUE

MARKET

# S E C T I O N 

# 5
A I R 

# S E R V I C E 

# N E E D S A N D 

# D E F I C I E N C I E S

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 13 D UBUQUE R EGIONAL A IRPORT 

### Improved Westbound Service Needed

Clearly, the Dubuque Regional Airport catchment are a’s major air service needs are improved westbound serv ice to better serve the market and improve airport economics. Six of the top 10 destinations for Dubu que Regional Airport are western destinations (refer to
Table 5.1 , previous page). The most desirable improvement is nonstop service to Dallas, Denver, o r Minneapolis. Milwaukee service would also increase westbound connecting opportunities. All of these h ubs will improve westbound connections and meet the goals of this grant application. Since American Ai rlines already serves Dubuque, service to Dallas is the mo st likely possibility. However, Delta could consider returning to the market now that restructuring of t he Minneapolis hub has been completed if financial
incentives minimize risk.



### H IGH 

### A IRFARES

High airfares are a contributing factor for Dubuque Regional Airport catchment area diversion of air travelers in major westbound markets. Along with s eat availability issues, airfares compound the leakage problem. Dubuque Regional Airport has higher than average airfares. These cost differentials cause b usiness travelers to utilize surrounding airports with driv es of up to three and one-half hours (Chicago).

According to an Iowa Air Service Study completed in February 2008 a Dubuque air traveler is willing to drive 135 additional minutes to an alternate airport to s ave $119 on a roundtrip fare. Surveyed travelers indic ated that airline fares were one of their top two factor s when determining which airport to depart from.

Table 5.2 provides a comparison of Dubuque’s airfares with the state of Iowa’s and the US average fares f or the top 10 westbound markets from Dubuque. While Dubuque’s airfares are higher than the state of Iow a average in six of the top 10 westbound markets, airfares are significantly higher than the US avera ge in nine of the top 10 markets. TABLE 5.2 AIRFARE COMPARISON (ONE-WAY)

TOP WESTBOUND MARKETS AVERAGE FARE

DUBUQUE STATE

OF IA U.S.

AVG Denver, CO $179 $191 $130 Las Vegas, NV $142 $114 $124 Phoenix, AZ (PHX) $151 $141 $133 Dallas, TX (DFW) $180 $191 $165 Salt Lake City, UT $207 $201 $140 Los Angeles, CA $201 $155 $160 Seattle, WA $182 $162 $146 San Diego, CA $175 $192 $138 San Francisco, CA $214 $171 $159 Houston, TX $139 $167 $167 All markets $166 $173 $144 Source: Data Base Products, Inc.; CY 2009

A comparison of published fares completed by the st ate of Iowa on a monthly basis further illustrates the fare disparity issues at Dubuque. Table 5.3 shows Dubuque’s published airfares in August 2010 at six top westbound destinations. Dubuque’s fares are higher in most categories than comparable airports.

TABLE 5.3 PUBLISHED AIRFARE COMPARISON

WESTERN DESTINATION Cedar

R a p id s C h ic a g o Dub

u que Moline

Denver Leisure 387 235 347 223

Business 689 361 524 633 Walk Up 851 419 598 789 Leisure 359 268 351 364 Business 462 496 497 431 Walk Up 776 645 521 483 Leisure 481 301 490 366 Business 663 509 568 495 Walk Up 1,111 617 594 744 Leisure 381 313 353 396 Business 467 557 481 405 Walk Up 1,014 679 630 741 Leisure 464 281 361 356 Business 762 493 511 538 Walk Up 1,064 684 576 759 Leisure 391 302 368 344 Business 761 529 645 536 Walk Up 991 751 793 781

Source: Iowa DOT - Office of Aviation; August 1, 2010 Denver

Las Vegas

Los Angeles

Phoenix

San Francisco

Seattle

# S E C T I O N 

# 6

S T R A T E G I C 

# P L A N


# – A I R 

# S E R V I C E

Proposal under the Small Community Air Service Development Program

# S E C T I O N 

# 6
S T R A T E G I C 

# P L A N 

# – A I R 

# S E R V I C E

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 15 D UBUQUE R EGIONAL A IRPORT he Strategic Plan proposed by the City of Dubuque will achieve the community’s goals and help to alleviate the air service needs and deficiencies of this community. This Strategic Pla n section provides a detailed description of the goal s of the project and a primary and alternate plan for attaining those goals. As a previous grant recipie nt, this application is a new project with different goals t han the previous project.



### P ROJECT 

### G OALS

The greater Dubuque region’s primary need and deficiency is improved air service to western destinations. The proposed Strategic Plan will mee t the project goal: improve connections to westbound destinations to address the significant shortage of capacity.



### P ROPOSED 

### A IR 

### S ERVICE

American Airlines currently provides Dubuque with three daily nonstop flights to Chicago O’Hare International Airport creating hub connecting opportunities for the community. Limited capacity to one hub and high average fares create extreme diversion of catchment area travelers and support t he
need for this air service initiative. Additional f requency on American Airlines to Dallas-Ft. Worth or Chicago

O’Hare, Frontier Airlines to Denver or Milwaukee or Delta Air Lines to Minneapolis would significantly improve Dubuque air service ( Exhibit 6.1 ). This plan will achieve the project goals by:

• Offering more hub service options creating additional single-connect opportunities for the community

• Offering additional capacity that will open more seats at discounted levels reducing average airfares

• Reducing the need for air travelers to drive to Madison, Moline, Chicago or Cedar Rapids for affordable and competitive airfares and to find available flights 

### A IRLINE 

### P ARTICIPATION

In recent months, representatives of the Dubuque Regional Airport or their consultants have held discussions with American and Frontier regarding additional frequency and nonstop service to new
destinations. Discussions with both carriers have been positive. Members of the Dubuque community have a meeting scheduled with American in Dallas at the en d of August to continue discussions regarding additio nal capacity opportunities. Based on preliminary discussions with American and other airlines, the community support package proposed in the Strategic
Plan is critical in airline decisions to increase o r initiate service in the Dubuque market. Any of the carrier options outlined would meet the goals of this Small Community Air Service Development Program grant application. 

# T
This section addresses:



### • A Strategic Plan for meeting Dubuque’s air
service needs and deficiencies



### • Alternate plan to meet the goals



### • Previous grant recipient with new project and goals

ORD MKE MSP

DEN DBQ EXHIBIT 6.1 PROPOSED AIR SERVICE OPTIONS

DFW

# S E C T I O N 

# 6
S T R A T E G I C 

# P L A N 

# – A I R 

# S E R V I C E

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 16 D UBUQUE R EGIONAL A IRPORT 

### D ETAILED 

### M ARKET 

### A NALYSIS

A financial analysis and forecast has been develope d for American service to Dallas/Ft. Worth to exemplify Dubuque’s ability to support additional air service with improved westbound connections. Results of the analysis are summarized below. The detailed analys is is
included as Appendix B, Detailed Market Analysis

.

Projections were completed for a single roundtrip schedule on a 50-seat Embraer 145 Regional Jet for
American Airlines to Dallas. Table 6.1 provides a summary of the completed pro forma analysis. Passenger projections were based on a mature market (i.e., passenger projections would be at 100 percen t on the first day of service). It is estimated that on e daily roundtrip will generate at least $5.3 million in additional system revenue for the carrier. The est imated system profit margin suggests that after the initia lservice ramp-up that the service would be selfsustaining and profitable for the airline.

TABLE 6.1 DUBUQUE

- DALLAS/FT. WORTH MARKET ANALYSIS EXAMPLE

ITEM STATISTICAL CATEGORY 1 Available seats per departure 50

2 Segments per day 2

3 Onboard passengers 27,578

4 Load factor 76%

5 Average far e all markets $210

6 System revenue $5.3 million

Although it is estimated that American service will be profitable, they will not generate this amount of revenue or margin at start-up. 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 and the community reaction to the new service. Based on previous discussions with th e airlines, it is estimated that a revenue guarantee in the range of $760,000 will be required to begin service

. For success, the new service will also require a st rong marketing program. 

### A LTERNATE 

### P LAN

In recent discussions with the Airport and consulta nts representing Dubuque Regional Airport, American has confirmed that the performance of the current Chicago-O’Hare service has improved and additional capacity may be warranted. Additional service on American to a western hub continues to be the prior ity, but if Dubuque Regional Airport fails to obtain Dal las/Ft. Worth service, alternate carriers will be approache d for westbound service or to increase overall capacity t o alternate hubs that would create additional westbou nd opportunities. Alternate hub service that would fu lfill the goals of this grant application include: Denver

, Minneapolis and Milwaukee. Consistent with the int ent of the proposed air service initiative, obtaining additional flight frequency to a major hub airport with numerous westbound connecting opportunities and competitive airfares is the best option for Dubuque Regional Airport catchment area passengers.



### P REVIOUS 

### G RANT 

### R ECIPIENT



### - N EW 

### P ROJECT

AND 

### G OALS

In 2003, the US Department of Transportation awarde d the City of Dubuque a Small Community Air Service Development Program grant. The 2003 grant included the following project goals:

• Maintain current service to the tri-state region wi th American Eagle.

# S E C T I O N 

# 6
S T R A T E G I C 

# P L A N 

# – A I R 

# S E R V I C E

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 17 D UBUQUE R EGIONAL A IRPORT • Expand service through additional frequencies
and/or hub access.

The US Department of Transportation’s portion of th e project budget, $610,000, included partial funding of a strategic marketing initiative, ground support equipment, purchase of jet fuel and a fund to help defray the start-up costs on initiating service for a new carrier.

The prior application’s goals were broad in nature and designed to promote awareness of Dubuque Regional Airport, increase passenger usage of air service to Chicago-O’Hare and increase carrier attractiveness of the airport with airport purchased ground service equipment.

The goal of this application is specific and design ed to address the priorities of the regional community:

• Improve connections to westbound destinations

• Increase overall capacity

• Recapture diverting traffic

• Reduce the need to drive to multiple surroundingairports including Madison, Moline, ChicagoO’Hare and Cedar Rapids just to access the national air system due to the lack of local option s

As demonstrated, this application qualifies as a ne w project and meets the requirements of the Small Community Air Service Development Program.

# S E C T I O N 

# 7 S T R A T E G I C 

# P L A N


# – I M P L E M E N T A T I O N

A N D 

# F U N D I N G

Proposal under the Small Community Air Service Development Program

# S E C T I O N 

# 7
S T R A T E G I C 

# P L A N 

# – I M P L E M E N T A T I O N A N D 

# F U N D I N G

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 19 D UBUQUE R EGIONAL A IRPORT 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 administerin g the program has been designated, and a public-private partnership has been formed to actively participate in implementing the proposed project. In addition, th is 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 wit h the project if it is not self-sustaining after the grant award expires. A detailed description of the fundi ng necessary for implementation of the Strategic Plan, including federal and non-federal contributions, is
included.



### P UBLIC 

### -P RIVATE 

### P ARTNERSHIP

Dubuque Regional Airport is a department of the Cit y of Dubuque and has been designated as the sponsor o f this grant application. For the purpose of this application, the City of Dubuque/Dubuque Regional Airport, the Dubuque Area Chamber of Commerce, and Dubuque County Board of Supervisors have formed a public-private partnership (refer to community supp ort
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

7.1 ).

TABLE 7.1 PUBLIC-PRIVATE PARTNER ROLES PUBLIC

- PRIVATE PARTNER ROLE City of Dubuque/Dubuque Regional Airport Grant and revenue guarantee administration; coordination of the marketing campaign

Dubuque Area Chamber of Commerce Assisting with air service issues and negotiations; assistance with the marketing

program Dubuque County Board of Supervisors Assistance with the marketing campaign

The City of Dubuque/Dubuque Regional Airport will execute all federal grant offers, process all assoc iated reimbursement requests, oversee grant administratio n, and administer the revenue guarantee. The City of Dubuque/Dubuque Regional Airport will also coordina te the marketing campaign. The Dubuque Area Chamber of Commerce and the Dubuque County Board of Supervisors will assist with the marketing campaign

. Together these partners are a formidable team with a track record of success who are committed to improving air service at Dubuque Regional Airport.



### I NCENTIVE AND 

### S UPPORT 

### P LAN

While the airline industry is beginning to see at l east a short term return to profitability, they are focuse d on keeping costs low and constraining growth. In this environment, carriers are highly risk averse and ex pect communities to partner with them to share risk and frequently require communities to fund losses associated with startup costs for new services. To be effective, support packages must be structured to
address the issues of additional air service in the community and ensure that the market responds quickly. 

# T 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

# S E C T I O N 

# 7
S T R A T E G I C 

# P L A N 

# – I M P L E M E N T A T I O N A N D 

# F U N D I N G

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 20 D UBUQUE R EGIONAL A IRPORT The public-private partnership proposes a community support package that has been tested and proved to be
successful. To reduce American Airlines’ breakeven period and offset the risk during start-up, the pub licprivate partnership proposes the following incentiv es:

• Marketing campaign: create awareness

• Revenue guarantee: reduce airline risk



### Marketing Campaign

Service failure and continued drive diversion often result
from a lack of awareness of available air service a t the local airport. The public-private partnership understands and agrees with the US Department of Transportation that a thorough understanding of the target market is essential for the success of new a ir service. Dubuque Regional Airport has studied reg ional
air service needs and hosted a series of Air Servic e Forums with community and business leaders to keep them aware of regional air service issues. The prob lem is continually identified as a lack of overall capa city and westbound options in particular.

New air service supported by a well-designed market ing campaign increases community awareness and the chances of the service becoming self-sustaining. T his aggressive and comprehensive air service marketing campaign is designed to minimize the costly ramp-up period and to ensure long-term continuation of this air
service initiative.

The purpose of this marketing campaign is to create “Top of Mind” awareness for travelers to choose Dubuque Regional Airport for their travel needs. T his marketing campaign has four primary marketing goals : • Reach specified demographics (Ages 25 to 60) • Strong focus on business travel • Increase current air service levels and passenger s • Regain travelers diverting to alternate airports

The marketing campaign will include:

• Press conference

• Articles and news releases to local media

• Personal outreach marketing efforts to tri-state
businesses • Direct mail promotional flyer to the tri-state business community

• Introductory and testimonial advertisements on television, radio and billboards

• Print ads

• Social media

• Community involvement

The target audience will be business and leisure travelers from the tri-state area who currently dri ve to alternative airports due to limited capacity out of Dubuque Regional Airport, particularly to westbound
destinations. Table 7.2 provides the marketing budget.

TABLE 7.2 MARKETING BUDGET

DESCRIPTION CASH IN

KIND TOTAL Television:
KWWL

- TV, local NBC affiliate television station $10,000 $10,000 $20,000

Radio: Queen B Radio, locally owned radio stations $10,000 $10,000 $20,000

Cumulus Broadcasting, local radio stations $10,000 $5,000 $15,000

Outdoor: Lamar Advertising, local billboard $10,000 $5,000 $15,000
Total $40,000 $30,000 $70,000

The Airport has established an extensive partnershi p agreement with several media outlets. This $70,000 Ribbon Cutting for new Northwest Airlines service t o MSP

# S E C T I O N 

# 7
S T R A T E G I C 

# P L A N 

# – I M P L E M E N T A T I O N A N D 

# F U N D I N G

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 21 D UBUQUE R EGIONAL A IRPORT campaign will be funded by non-airport sources ($40,000 cash) and local media ($30,000 in-kind).



### Revenue Guarantee

To reduce airline risk and provide incentive to Ame rican Airlines to provide nonstop service to Dallas/Ft. W orth, this Strategic Plan includes a revenue guarantee as part of the community support package. Although pro forma projections for Dallas/Ft. Worth service are positive ( Appendix B ), service ramp-up and breakeven can take up to 12 months. It is anticipated that American would require a revenue guarantee to initi ate service to Dallas/Ft. Worth. Exact terms of the re venue guarantee agreement are subject to further discussi ons and negotiation; however, projections suggest that $760,000 will be sufficient to mitigate the carrier ’s
short-term losses. 

### S TRATEGIC 

### P LAN 

### F UNDING

The public-private partnership is requesting US Department of Transportation assistance in funding 58 percent, or $500,000, of the Strategic Plan. Specif ically, US Department of Transportation funding will be use d to fund 66 percent of the revenue guarantee. All o ther elements including a portion of the revenue guarant ee, the marketing campaign and consultant fees associat ed with implementation of the Strategic Plan will be funded by the community. Table 7.3 provides the Strategic Plan budget by element and sources of funding. T h e A i r p o r t a n d c o m m u n i t y w i l l f u n d 4 2

p e r c e n t o f t h e t o t a l p r o p o s e d a i r s e r v i c e p r o g r a m

. Non-airport funding sources will provide 39 percent of the cash requirement and 42 percent of the funding for the total program including in-kind services.



### P ROJECT 

### C ONTINUATION AND 

### S USTAINABILITY

Based on positive pro forma projections for America n Airlines’ service to Dallas/Ft. Worth the service w ill be self-sustaining after the start-up period which can take up to 12 months. At the end of the first year of s ervice, the Dubuque community will fund an additional $50,000 marketing campaign if the service does not perform at an average load factor of 70 percent (includes ramp-up period). The public-private partnership and the Dubuque business community understand the importance of this project and the difficulties associated with profitably operating a ir
service and will
continue to work to
ensure its success. TABLE 7.3 STRATEGIC PLAN BUDGET

DESCRIPTION FUNDING SOURCE

TOTAL US DOT AIRPORT NON-AIRPORT

CASH CASH IN

KIND CASH IN

KIND Airline incent ive program: Marketing campaign $40,000 $30,000 $70,000 Revenue guarantee $500,000 $260,000 $760,000 Consultant fees $25,000 $25,000

Total $500,000 $0 $0 $325,000 $30,000 $855,000 Percent of total pro ject 58% 0% 0% 38% 4% 100% Percent of cash contribution 61% 0% N/A 39% N/A 100%

# S E C T I O N 

# 8

S C H E D U L E A N D 

# M O N I T O R I N G

Proposal under the Small Community Air Service Development Program

# S E C T I O N 

# 8
S C H E D U L E A N D 

# M O N I T O R I N G

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 23 D UBUQUE R EGIONAL A IRPORT he public-private partnership has developed a realistic timetable to achieve the goals of this proposal. This section provides critical milestone s to be achieved by the public-private partnership. A monitoring program is also provided to track the progress of the project.



### C RITICAL 

### M ILESTONES

The following milestones are proposed to track the progress of this air service initiative. The timel ine ( Exhibit 8.1 ) is highly dependent on the date of the US Department of Transportation’s grant award and the
service start date.

F e b r u a r y 2 0 1 1 : Development of the marketing campaign will be completed in February 2011 in orde r to begin the marketing campaign 60 days prior to ne w service initiation estimated to be June 1, 2011. Development of the marketing campaign is dependent on air service announcement and start-up. It is anticipated that the marketing campaign will begin by April 2011 and continue throughout the first year o f
new service.

M a y 2 0 1 1 : If American Airlines has not committed to nonstop Dallas/Ft. Worth service by May 1, 2011, th e public-private partnership will contact alternate c arriers that would meet the goals of this grant application

. There are many obstacles to air service startup and
efforts to secure Dallas/Ft. Worth service will con tinue as discussions begin with other carriers. Considering the changes that may develop in the nex t year with other carriers and other potential hubs, Dubuque will monitor the air carrier environment an d pursue any new opportunities that may satisfy this service deficiency.

J u n e 2 0 1 1 : The service start date is the critical date for the rest of the Strategic Plan. It is anticipated that American will initiate nonstop Dallas/Ft. Worth ser vice in June 2011. Air service initiation is dependent on airline route planning and availability of right-sized airc raft for the Dubuque market.

M a y 2 0 1 2 : At the end of the first year of service, the revenue guarantee will be
calculated based on the terms of the agreement. However, frequency of
revenue guarantee payments will be negotiated
with the carrier. Some carriers prefer more frequent payments, such as quarterly. 

# T This section addresses:



### • How the community will monitor the progress of the project



### • The plan/schedule for timely completion of the project

Development of marketing campaign

FEB 2011

APR

2011 Marketing campaign

Alternate plan if
necessary

MAY 2011

JUN 2011

Service initiation MAY 2012
End of

revenue guarantee period Monitoring/reporting: • Quarterly reporting to U.S. DOT • Monthly passengers and revenue monitoring EXHIBIT 8.1 TIMELINE

# S E C T I O N 

# 8
S C H E D U L E A N D 

# M O N I T O R I N G

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 24 D UBUQUE R EGIONAL A IRPORT 

### M ONITORING 

### P ROGRAM

The monitoring program includes service performance tracking, assessing the effectiveness of the market ing campaign, impact on airfares, and determining the influence of improved westbound connections on retention at Dubuque Regional Airport. Monitoring of the performance of the service and marketing progra m will be handled by the City of Dubuque and Airport administration. Monitoring will consist of the following:

M o n t h l y : Aircraft departures, enplanements, load factors and other revenue guarantee indicators will be monitored monthly. Published airfares will also be tracked monthly (or quarterly depending on the stab ility of the fares).

Q u a r t e r l y : US Department of Transportation reported airfares will be monitored on a quarterly basis and compared to prior quarters. With the lag of approximately six months in reported airfares, the first quarterly report on the impact of the new service w ill likely occur at the beginning of calendar year 2012

. Dubuque Regional Airport will report the effectiven ess of the program on a quarterly basis to the US Department of Transportation.

A n n u a l l y : A follow-up true market estimate will be conducted to determine changes in passenger diversi on after the first 12 months of service.

# A P P E N D I X 

# A L E T T E R S O F 

# S U P P O R T

Proposal under the Small Community Air Service Development ProgramP ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 26

D UBUQUE R EGIONAL A IRPORT ppendix A includes letters of support for the City of Dubuque’s application to the US Department of Transportation for improved westbound connections. Support letters were submitted by participants in the public-private partnership and members of the greater Dubuque region. The letters of support are included on the following pages of this Appendix A and are listed
below.



### Government

United States Senate – Senator Tom Harkin Iowa Department of Transportation



### Public-private partnership
City of Dubuque (refer to cover letter) Dubuque Area Chamber of Commerce



### Businesses and Organizations
A.Y. McDonald Mfg. Co.
AAA Minnesota/Iowa
American Trust
Avantium Cartegraph Clarke College – President Clarke College – Provost & Vice President for Acade mic
Affairs Clarke College – Vice President for Business & Fina nce Clarke College – Vice President for Enrollment Management Cottingham & Butler Crescent Electric Supply Company Cumulus Broadcasting Inc Dairy Lab Services, Inc.
DDI, Inc. Dubuque Mercy Health Foundation Dupaco
Durrant – President/CEO
Durrant – Retired CEO DuTrac Community Credit Union Dyersville Area Chamber of Commerce 

### Businesses and Organizations (continued) Eagle Window and Door, Inc. East Central Intergovernmental Association Flexsteel Industries Incorporated – President & CEO Flexsteel Industries Incorporated – Senior Vice Pre sident
Galena Area Chamber of Commerce Greater Dubuque Development Corporation Hajoca Corporation Happee Smith Productions Heartland Financial USA, Inc. Honkamp Krueger & Co., P.C.
House of Travel IBM Corp
John Deere Kendall Hunt Publishing Company

KWWL Lamar Advertising of Dubuque Liberty Bank Loras College McCoy Group, Inc. McGladrey & Pullen, LLP McGraw-Hill Higher Education
Mediacom Northeast Iowa Community College
OnMedia Peninsula Gaming, LLC
Premier Bank Progressive Processing, LLC
Prudential QueenB Media Steele Capital Management, Inc. University of Dubuque
US Bank Wagner Accounting & Tax Service, Inc. 

# A

This section addresses:Letters of support from members of the publicprivate partnership the local business community, and state government.

# A P P E N D I X 

# B D E T A I L E D 

# M A R K E T 

# A N A L Y S I S

Proposal under the Small Community Air Service Development Program

# A P P E N D I X 

# B
D E T A I L E D 

# M A R K E T 

# A N A L Y S I S

P ROPOSAL UNDER THE S MALL C OMMUNITY A IR S ERVICE D EVELOPMENT P ROGRAM Page 84 D UBUQUE R EGIONAL A IRPORT onfidential submission of the City of Dubuque/Dubuque Regional Airport. 

# C
This section addresses: An in-depth analysis evidencing familiarity with th e target markets and ultimate success of the proposed Strategic Plan.