Docket DOT-OST-2010-0124-

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

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 2

Proposal Overview

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 2010 Small Community Air Service Development Grant 

Program (Docket DOT-OST-2010-0124). 

Specifically, the airport and its partners have developed a plan to respond to perceptions of 

the impact of the oil spill by increasing air service marketing activities while simultaneously 

lowering airline operating costs at Sarasota Bradenton International Airport so as to 

encourage new or expanded service. To accomplish this, the airport community is requesting 

a SCASD grant in the amount of $300,000 to be matched with $292,000 for a total project 

cost of $592,000. The Airport believes this application meets the intent and spirit of the 

Small Community Air Service Development Program, and would greatly appreciate favorable 

consideration by the Department.

An Unprecedented Challenge: The BP Oil Spill

As a growing community and vacation destination, air service is a critical component in the 

overall health of the regional economy served by Sarasota Bradenton International Airport. 

The region, however, faces an unprecedented challenge in overcoming the perceptions held 

by both the public and airliner planners as it relates to the impact of the oil spill in the Gulf of 

Mexico.

While it is true that very little oil has washed ashore in the region served by Sarasota 

Bradenton International Airport, few in the world know this fact. What potential visitors to the 

Gulf Coast do know, however, is that over 100 million gallons (and potentially up to 184 

million gallons) of oil has leaked into the Gulf of Mexico since the Deepwater Horizon oil 

platform exploded on April 20, 2010. As will be outlined in this proposal, these perceptions 

threaten the ability of Sarasota Bradenton International Airport to retain existing air service 

and recruit new air service.
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 3

A Focused Solution: Increased Marketing and Lower Airline Costs to Retain and Build Air 

Service at Sarasota Bradenton International Airport

To address this challenge, Sarasota Bradenton International Airport is requesting a SCASD 

grant to implement an enhanced air service marketing and communication effort, utilizing 

trade shows to communicate with potential inbound visitors that the beaches in the region 

are clean and that Sarasota Bradenton International Airport represents a convenient, costcompetitive gateway to the Gulf Coast region.

Supplementing this marketing program, the airport proposes to use SCASD grant funds to 

acquire aircraft ground handling equipment so as to minimize the initial opening and ongoing 

operating costs for airlines initiating new service at Sarasota Bradenton International Airport. 

The airport and its community partners hope that by lowering such costs, airlines can be 

convinced to experiment with new service at SRQ even in light of the perceptions held about 

the region due to the oil spill.

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

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 4

Table of Contents

PROPOSAL OVERVIEW 2 

An Unprecedented Challenge: The BP Oil Spill 2

1. TECHNICAL DESCRIPTION OF PROPOSAL 5 

Community & Airport 5

Legal Sponsor 5

Public/Private Partners 5

Proposal Description 5

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

Principal Challenge Facing SRQ: Impact of Oil Spill in Gulf of Mexico 9

Secondary Challenge Facing SRQ: Cost per Passenger Enplanement (CPE) 11

3. SRQ AIR SERVICE 13 

Current Service Map 13

Further Detail: Declining Service Levels 15

Fares at Sarasota Bradenton International Airport Are Highest Among Gulf Coast Airports 16

SRQ Enplanement Trends: Mixed Results and Evidence of Vulnerability 16

An Aggressive Air Service Development Strategy Designed to Retain and Build Air Service 17

4. AIR SERVICE RETENTION & RECRUITMENT STRATEGY 19 

Component One: Enhanced Marketing & Communication Activity 19

Component Two: Lower Airport Costs For Incumbent Carriers and New Service 22

5. SCASD GRANT ADMINISTRATION PLAN 24 

Responsibility for SCASD Grant Funds 24

SRQ: A Proven Ability to Translate SCASD Grant Awards into New Service 24

Summary of Plan for Use of SCASD Grant Funds 24

Project Timeline 25

Plan to Monitor Funds and Project Effectiveness 26

Plan to Build on Success Facilitated by SCASD Funds 26
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 5

 

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 are will provide

matching funds, manpower, and contacts within the tourism community to aggressively 

promote Sarasota Bradenton International Airport as a convenient gateway to Florida’s Gulf 

Coast and change commonly held beliefs about the impact of the oil spill on the region’s 

beaches.

Proposal Description

The Sarasota Bradenton International Airport and its community partners are proposing to 

implement a dual component project to meet the challenges resulting from the oil spill in the 

Gulf of Mexico, requiring total project funding of $592,000.

First, implementation of an expanded trade show marketing effort to ensure both potential 

passengers and planners within airline industry and tour operators are aware that Florida’s

Gulf Coast beaches and specifically those served by Sarasota Bradenton International 

Airport, remain untouched by oil and are open for business. This component of the project is 
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 6

expected to cost approximately $292,000 and is in addition to the airport’s regular 

marketing activities. 

Second, while recent reports from the airline industry indicate a firming of the revenue 

environment, history indicates that such recoveries are fragile at best. By offering lower 

airport costs, and specifically by reducing required investment in ground support equipment, 

SRQ can be better positioned with other airports along Florida’s Gulf Coast that compete to 

attract the same limited airline resources. This component of the project is expected to cost 

approximately $300,000.
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 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, and strategically positioned between the 

metropolitan areas of Tampa/St. Petersburg/Clearwater and Fort Myers. The airport’s 

location also provides easy access to Port Charlotte, Punta Gorda, Siesta Key, Lido Key, and 

Longboat Key.

Sarasota Bradenton International Airport

Primary Catchment Area


Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 8

Over 1.9 million people live within a one-hour drive of Sarasota Bradenton International 

Airport, representing an increase of 13% since the beginning of the decade. 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. 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.
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 9

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

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

Similar to the tourism industry, the industrial sector in the region is highly dependent on the 

availability of affordable and convenient air service at SRQ. The SCASD funds requested in 

this proposal are intended to ensure that these businesses continue to have access to such 

via Sarasota Bradenton International Airport by facilitating enhanced marketing activities 

that encourage use of the airport and lower costs incurred by airlines operating at SRQ, 

thereby encouraging retention of existing services or addition of new services.

Principal Challenge Facing SRQ: Impact of Oil Spill in Gulf of Mexico

As has been alluded to throughout this proposal the Sarasota Bradenton International Airport 

and its community partners are deeply concerned about the impacts that the oil spill in the 

Gulf of Mexico will have on demand for air travel at SRQ as well as the perceptions of the 

market area held by both the traveling public and airline planners. 

The concerns of the airport and community partners are grounded in merit, as was clearly 

illustrated in the Oxford Economics Report: Potential Impact of the Gulf Oil Spill on Tourism

that was prepared for the U.S. Travel Association in August 2010.1

 1 The complete study can be downloaded at: 

http://www.ustravel.org/sites/default/files/page/2009/11/Gulf_Oil_Spill_Analysis_Oxford_Economics_710.pdf

This report indicated that 

the “oil spill could cost the U.S. coastal economies $22.7 billion over a period of three years” 
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 10

and that a “review of disasters affecting tourism industries reveals that the impact endures 

beyond resolution of the crisis itself due to the brand damage and ongoing traveler 

misperceptions.” 

In this study, Oxford Economics determined that changes to visitor patterns would last a 

minimum of 15 months and possibly as long as 36 months. This is particularly true, Oxford 

Economics noted, among leisure travelers which “have ultimate discretion in their choice of 

destination and may avoid regions which have only slight contamination or perhaps even the 

risk of oil.” The potential impact on tourism spending as a result of these changed patterns is 

expected to be at least $7.6 billion and as high as $22.7 billion for the entire Gulf Coast 

region, with a minimum impact of $6.3 billion and maximum impact of $18.6 billion on 

Florida alone.

Total Impact on Gulf Region 

Low Impact High Impact 

Months 15 36

Impact on Tourism Revenues 

US$ Bn % 1 year 

outlook*

% 3 year 

outlook**

US$ Bn % 1 year 

outlook*

% 3 year 

outlook**

Total Region $7.6 12% 4% $22.7 25% 8% 

Florida $6.3 13% 5% $18.6 27% 14%

Louisiana $0.7 17% 6% $2.0 37% 18%

Mississippi $0.4 19% 7% $1.2 41% 20%

Alabama $0.3 19% 7% $0.8 41% 20%

Texas $0.0 0% 0% $0.1 1% 0%

SOURCE: Oxford Economics, Potential Impact of the Gulf Oil Spill on Tourism

* potential lost revenues in the first 12 months relative to business as usual for coast economies

** potential lost revenues over the next 36 months relative to business as usual for coast economies

In summary, there were three key findings in this report which underscore the need of 

Sarasota-Bradenton International Airport for SCASD funds to engage in counteracting 

activities:

• Travel intentions for the Gulf Coast are down significantly;

• Misperceptions abound regarding which areas of the Gulf Coast have been impacted; 

and

• Potential/likely travelers believe that impacts of the oil spill will be felt for a long time 

along the Gulf Coast.

The Oxford Economics study also stated that the solution to reversing these impacts lies in a 

“robust communications and marketing plan . . . to both inform and motivate travel . . .” For 

these reasons, Sarasota-Bradenton International Airport respectfully request that the 
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 11

Department give favorable consideration to this proposal so as to facilitate the 

implementation of enhanced airport marketing activities and lower operating costs to airlines 

at SRQ, thereby encouraging retention of existing service and the potential recruitment of 

new service.

Secondary Challenge Facing SRQ: Cost per Passenger Enplanement (CPE)

A secondary challenge facing Sarasota Bradenton International Airport is the cost per 

passenger enplanement (CPE) paid by airlines serving the airport relative to other airports in 

the region. The table below illustrates the estimated cost per passenger enplanement at the 

three primary commercial service airports serving Florida’s Gulf Coast for calendar year 

2010.2

CPE Comparison

Florida Gulf Coast Airports

Airport →

Cost Metric ↓

Sarasota Bradenton 

International Airport 

(SRQ)

Tampa 

International Airport 

(TPA)

Southwest Florida 

International Airport 

(RSW)

Cost per Passenger 

Enplanement (CPE)

$12.07 $4.75 $8.86

Avg. Terminal Rent $59.78 $106.24 $96.27

Landing Fee $0.84 $1.286 $2.98

Note that the cost per passenger enplanement at Sarasota Bradenton International is 36% 

higher than Southwest Florida International Airport and 154% higher than Tampa 

International Airport. Also note that among the three airports, SRQ has the lowest average 

terminal rental rate and landing fees despite the fact it lost two carriers during 2008 

(American and Continental). In this context, the higher cost per passenger at SRQ is not a 

factor of the airport being overbuilt or inefficient, but rather a result of fewer passengers 

being moved through the facility which, in turn, translates into higher unit costs. 

This differential in CPE places Sarasota Bradenton International Airport at a significant 

disadvantage when it comes to retention of existing service and recruitment of new service, 

particularly when airlines have the option of placing their limited resources at one of the 

other two airports in the region. This disadvantage runs the risk of becoming even more 

pronounced should passengers steer away from Sarasota Bradenton International Airport as 

 2 Estimated using airport budget information and passenger enplanement forecast for each respective airports.
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 12

a result of perceptions related to the oil spill or airlines further reduce capacity – either 

anticipating a decline in demand due oil spill related perceptions or due to the already higher 

costs at SRQ relative to the other regional airports.

The solution to this challenge is simple: Counteract the false impression that Sarasota and 

Bradenton beaches have oil on them through more intense marketing which will move more 

passengers through Sarasota Bradenton International Airport so that costs can be lowered 

both for incumbent carriers and recruitment of new service. The SCASD grant funds 

requested in this proposal are intended to achieve this objective.

 

 
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 13

3. SRQ Air Service

Current Service Map

During the fourth quarter of 2010, Sarasota Bradenton International Airport will have 

nonstop service to 11 destinations offered by five airline brands.

Sarasota Bradenton International Airport

Domestic Scheduled Service 4Q2010 – Includes Seasonal Service

SOURCE: Innovata, LLC via Aviation DataMinerTM

Seasonal service provided by Air Canada to Toronto not illustrated 

The service levels at Sarasota Bradenton International are significantly less than those at the 

other two primary Gulf Coast airports: Tampa International Airport and Southwest Florida

International Airport. This is illustrated on the map on the next page and contributes to 

significant amounts of traffic leakage from SRQ. Of particular note is the lack of westbound 

service from Sarasota Bradenton International Airport. In previous years, the airport had yearround and seasonal service to Memphis, St. Louis, and Houston Intercontinental Airport. 

Today it has no such service and this places the airport at a significant disadvantage which 

contributes to traffic leakage. Moreover, both Continental Airlines and American Airlines have 

both exited the SRQ market.
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 14

SOURCE: Innovata, LLC via Aviation DataMinerTM

Florida Gulf Coast Airports

Domestic Scheduled Service 4Q2010

(Includes Seasonal Service)

Sarasota Bradenton 

International Airport

Southwest Florida

International Airport

Tampa

International Airport
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 15

The requested SCASD grant funds for enhanced marketing activities and airline cost 

reductions in this proposal are intended to mitigate the risk of increased traffic leakage 

which in turn could result in further service reductions. 

Further Detail: Declining Service Levels

The graph below illustrates in more detail the monthly trend in departing seats at Sarasota 

Bradenton International between 2005 and 2010. As illustrated, except during the first 

quarter of 2008 when economic weakness was first beginning to become evident yet airlines 

had already published schedules for the winter travel season, capacity between 2008 and 

2010 has been consistently below levels earlier in the period.

Sarasota Bradenton International Airport

Monthly Departing Seats, Scheduled Service: 2005-2010

SOURCE: Innovata, LLC via Aviation DataMinerTM

40,000

50,000

60,000

70,000

80,000

90,000

100,000

110,000

120,000

130,000

140,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2005 2006 2007 2008 2009 2010

The Airport is deeply concerned that the perceptions of the impacts of the BP oil spill, held by 

both airline planners and the traveling public, will have further negative impacts on future 

capacity levels at Sarasota Bradenton International Airport. This further underscores the 

need for enhanced marketing activities and lower airline operating costs at SRQ, which can 

be meaningfully aided by granting the SCASD funds requested in this proposal.
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 16

Fares at Sarasota Bradenton International Airport Are Highest Among Gulf Coast Airports

Fares at Sarasota Bradenton International Airport are the highest among the primary airports 

serving Florida’s Gulf Coast. This fact is illustrated on the table below, which compares the 

average gross one-way fare paid by consumers flying to and from the Gulf Coast and 

contributes to traffic leakage at SRQ.

Average OW Gross Fare Compare: CY 2009

Florida Gulf Coast Airports

SOURCE: Aviation DataMinerTM

NOTE: Highest fare shown in red

SRQ Enplanement Trends: Mixed Results and Evidence of Vulnerability

Following the award of a SCASD grant in 2003 and successful recruitment of low-fare 

service, enplanements at Sarasota Bradenton International Airport experienced strong 

growth. Since 2007, however, when enplanements peaked at 783,964, traffic at SRQ has 

been on a downward slide effectively erasing any gains the airport achieved earlier. In fact, 

for the entirety of the decade, enplanements at SRQ have declined by 14.9 percent, equating 

to an average decline of 1.49% annually.

Rank Market Psgr Gross Fare Psgr Gross Fare Diff. w/ SRQ Psgr. Gross Fare Diff. w/ SRQ

1 JFK 130,181 $156.94 319,369 $154.83 -1.3% 504,294 $143.24 -8.7% 953,844

2 DTW 49,674 $162.61 422,176 $135.54 -16.6% 438,319 $130.99 -19.4% 910,169

3 EWR 24,649 $151.65 351,831 $163.64 7.9% 528,928 $157.77 4.0% 905,408

4 BOS 57,295 $153.42 429,565 $176.72 15.2% 415,677 $158.56 3.4% 902,537

5 PHL 21,072 $158.44 283,291 $142.11 -10.3% 565,974 $131.53 -17.0% 870,337

6 BWI 65,096 $115.02 214,938 $119.24 3.7% 525,620 $107.71 -6.4% 805,653

7 MDW 144,721 $127.47 285,250 $142.68 11.9% 349,844 $139.09 9.1% 779,816

8 ORD 16,841 $154.52 379,977 $146.29 -5.3% 346,959 $153.26 -0.8% 743,777

9 ATL 97,308 $131.98 148,748 $144.19 9.3% 460,112 $143.51 8.7% 706,168

10 IND 53,972 $141.28 248,765 $129.13 -8.6% 302,226 $115.34 -18.4% 604,962

11 MSP 18,716 $182.32 306,529 $172.94 -5.1% 278,579 $155.78 -14.6% 603,825

12 PIT 23,768 $151.97 173,984 $130.27 -14.3% 287,065 $126.22 -16.9% 484,817

13 DCA 39,758 $154.57 127,604 $134.89 -12.7% 251,623 $185.60 20.1% 418,985

14 LGA 18,446 $155.19 77,294 $146.73 -5.4% 320,745 $149.19 -3.9% 416,484

15 BUF 26,038 $151.15 134,244 $137.72 -8.9% 224,383 $137.63 -9.0% 384,665

16 STL 13,880 $155.26 172,803 $139.91 -9.9% 189,144 $153.90 -0.9% 375,827

17 PVD 7,415 $180.02 102,493 $154.50 -14.2% 262,718 $146.30 -18.7% 372,626

18 CMH 20,141 $150.46 138,937 $135.32 -10.1% 212,559 $135.88 -9.7% 371,637

19 CLE 11,930 $162.38 200,887 $152.01 -6.4% 158,476 $155.00 -4.5% 371,292

20 DEN 15,214 $190.66 86,932 $174.44 -8.5% 265,574 $184.00 -3.5% 367,719

21 MKE 12,024 $152.18 152,979 $137.04 -9.9% 198,248 $119.86 -21.2% 363,251

22 BDL 11,962 $188.29 100,066 $179.94 -4.4% 241,762 $162.00 -14.0% 353,791

23 DFW 10,905 $178.57 78,367 $184.73 3.4% 259,358 $174.13 -2.5% 348,629

24 LAS 9,664 $230.61 50,443 $200.80 -12.9% 258,683 $182.40 -20.9% 318,789

25 CVG 33,223 $167.72 128,748 $158.58 -5.4% 122,549 $146.24 -12.8% 284,520

Total 1,318,392 $162.22 7,139,835 $158.54 -2.3% 14,502,508 $154.48 -4.8% 22,960,734

Gulf Coast 

Total O&D

Sarasota-Bradenton Fort Myers Tampa/St. Petersburg
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 17

Sarasota Bradenton International Airport

Annual Enplanement Trend: 2005-2010

SOURCE: Airport Enplanement Reports

795,721

592,491

564,346

535,716

566,466

671,988

714,522

783,964

755,162

677,419

500,000

550,000

600,000

650,000

700,000

750,000

800,000

850,000

900,000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

To this point in time, the decline in enplanements has been primarily due to macro-level 

factors such as increased fuel prices, airline fleet reductions, and the weak economic 

environment. Now, however, the risk of further declines in both air service and enplanement 

levels is localized due to perceptions surrounding the Gulf of Mexico oil spill. The SCASD 

grant funds requested in this proposal for enhanced marketing activities through trade show 

participation and lower airline costs at SRQ are intended to proactively mitigate the risk of 

such an occurrence.

An Aggressive Air Service Development Strategy Designed to Retain and Build Air Service

Sarasota Bradenton International Airport would like the Department to understand that the 

marketing and airline cost reduction planned outlined in this proposal do not represent a 

new direction for airport. To the contrary, the airport has been aggressively promoting itself 

for many years both to incumbent carriers and air service development targets. These 

activities are summarized on the following table.
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 18

Summary of Air Service Development & 

Retention Activities

Sarasota Bradenton International Airport: 2006-2010

2006 2007 2008 2009 2010 

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 2010

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

As evidenced by the activity above, the community’s interest in improving air service is not

new nor has it been lacking in commitment of time and resources. Through the application of 

grant funds as outlined in this proposal, the Sarasota Bradenton International Airport 

believes that it can build upon these efforts to retain current services and recruit additional 

air service. 

 
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 19

4. Air Service Retention & Recruitment Strategy

To this point in the proposal, Sarasota Bradenton International Airport has identified the 

challenge that it faces with respect to consumer and airline planning personnel perceptions 

related to the oil spill in the Gulf of Mexico, intense competition for discretionary vacation

spending, declining service levels, and higher average fares than neighboring airports. It is 

strongly believed that through implementation of a measurably more aggressive marketing 

campaign combined with a plan to reduce airport costs for both incumbent and new entrant 

carriers, that the decline in enplanement and service levels can be halted. 

To implement the program and meet the stated objective, Sarasota Bradenton International 

Airport and its community partners are seeking a SCASD grant in the sum of $300,000 that 

will be matched with $292,000 in community funds resulting in total project funding 

$592,000.

Component One: Enhanced Marketing & Communication Activity

Consumer perceptions, both domestically and internationally, of the Gulf Coast of Florida 

have been negatively impacted as a result of the oil spill. This places Sarasota-Bradenton 

International Airport at risk of losing existing air service and will inhibit the ability of the 

airport to recruit additional air service. 

To counter this, SRQ is proposing to supplement its regular advertising program with a major 

trade and consumer show campaign as an avenue to interact with its key publics and 

present a true picture of the situation. To execute this campaign that will target consumers, 

both domestic and international, as well as industry partners that influence travel decisions 

(i.e., tour operators, travel agents, etc.), SRQ in conjunction with its community partners has 

developed a realistic and comprehensive trade show plan that it is confident can have the 

desired impact. 

Sarasota Bradenton International Airport proposes to participate in the following travel and 

trade shows to communicate that the beaches along the Gulf Coast of Florida are clean and 

open, and that SRQ represents a convenient gateway to this region:

Planned Trade Shows
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 20

• Vakantiebeurs Utrecht NL 

• Tur Sweden 

• PowWow - San Francisco 

• Addisson Canada Consumer Shows 4-Cities 

• Boston Globe Consumer Show 

• Chicago NBC Consumer Show 

• New York Times Consumer Show 

• Baltimore Fanfest 

• Pittsburgh Consumer Show 

Each of these shows is unique in that they have varying levels of participation and provide 

opportunities to target specific potential customer strata’s.

To maximize effectiveness for the campaign, Sarasota Bradenton International Airport has 

prepared a multi-dimensional strategy that will allow it to effectively cut through the clutter at 

each show and present the market in a way that positively affects consumers. These 

elements are listed on the table on the following page. In total, trade show activity is 

projected to cost approximately $292,000.

Trade Show Plan & Participation

Finally, it is important to reemphasize that the trade show strategy is an enhancement to the 

existing marketing activities which it undertakes on a regular basis, including local marketing 

and on-going communication with airline planning personnel, as outlined above.
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 21

Trade Show Strategy 

Sarasota Bradenton International Airport

Component Action Plan 

Collateral Materials 

(Estimated Cost: $97,000) 

• Printed Consumer brochure 

• Digital Consumer brochure

• Pre/Post show email templates

• Door drops for select shows

• Advertisements for trade show publications

• Booth imagery

• Press materials (press kit folders, disks, 

releases, photography, etc.)

Pre-show Activities 

(Estimated Cost: $84,000) 

• Show registration fees

• Printed Consumer brochure 

• Digital Consumer brochure

• Pre/Post show email templates

• Door drops for select shows

• Advertisements for trade show publications

• Booth imagery

• Press materials (press kit folders, disks, 

releases, photography, etc.)

• Direct mail/e-blast campaign to invite 

potential booth visitors

• Direct mail/e-blast campaign to invite media

• Pre-show publications (for editorial and 

advertising opportunities)

• Promotional activities

• Partnerships/Sponsorships

• Scripts for staff/positioning/duties

• Hosting Opportunities/events

• Door drops/newsletters

• Attractors

• Press kits/materials

• Show daily publications

At-show Activities 

(Estimated Cost: $79,000) 

• Travel to/from show and lodging

• Promotions

• Media targeting

• Attractors

• Booth activities 

• Networking and events

• Messaging

• Press room

• Speaking opportunities

Post-Show Activities/ 

Analysis and Evaluation 

(Estimated Cost: $32,000) 

 

• Follow up with media and booth visitors

• Accountability

• Issues/challenges

• Booth

• PR/Advertising

• Inquiry generation 

• Documentation (Qualitative/Quantitative 

Analysis)
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 22

Component Two: Lower Airport Costs For Incumbent Carriers and New Service

As outlined earlier in this proposal, Sarasota Bradenton International Airport is at a 

significant disadvantage relative to the other primary commercial service airports along 

Florida’s Gulf Coast with respect to cost per passenger enplanement (CPE). Long-term, the 

solution to this disadvantage is to move greater volumes of traffic through the facility thereby 

spreading total costs over more passengers. The airport’s current market activities as well as 

the trade show program to be funded with the SCASD grant requested herein will ensure the 

airport makes significant headway in achieving this objective. 

Those activities cannot, however, be viewed as a total solution and the Sarasota Bradenton 

International Airport is also seeking SCASD grant funds to lower the initial capital investment 

required of new airlines to enter the SRQ market and/or lowering recurring operating 

expenses by reducing (and in some cases eliminating) costs associated with ground support 

equipment (GSE). Costs associated with GSE are particularly relevant in a highly-seasonal 

and tourism driven market such as SRQ given that airlines tend to provide service patterns 

different from those at a “typical” small or mid-size airport. These can include the following:

• Seasonal service (i.e., winter months serving the “snowbird” market);

• Seasonal flex in capacity, either through increased frequency or larger aircraft;

• Less than daily service; and

• Ad hoc charter flights with aircraft that are unusual to SRQ (i.e., widebody 

equipment).

In any of these variations, the ability of an air carrier or ground handling agent to amortize 

the capital cost of GSE over a limited number of operations contributes to higher operating 

costs. This, in turn, plays a role in the evaluation of SRQ relative to other commercial service 

airports serving the Florida Gulf Coast and places the airport at a significant disadvantage 

with respect to air service retention and recruitment. 

To address this challenge, Sarasota Bradenton International Airport is proposing to acquire 

specific pieces of GSE that will be loaned at no cost directly to airlines or ground handling 

provider operating at SRQ. The specific equipment to be added will be determined in 

consultation with airlines (both incumbents and potential new market entrants) as well as 

the ground handling provider, however it is anticipated that the equipment will be geared 

toward facilitating use of use of mainline aircraft by operators that are unlikely to have a 
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 23

regular, year-round presence at Sarasota Bradenton International Airport. Among the 

potential carriers are:

• Network Carriers: United (including Continental post-merger) and American

• LCC and/or Charter Operators: Allegiant Air, Vision Airlines, Sun Country Airlines, 

Direct Air, and/or Frontier Airlines

• Canadian Carriers: Sunwing, Air Canada, WestJet, CanJet, and/or Enerjet

• European Charter Carriers: Condor, Martinair Holland, etc.

This investment by the airport in GSE, aided by the SCASD funds requested herein, will have 

the effect of reducing operating costs at SRQ thereby encouraging airlines to add more 

seasonal service and/or increase the average size of aircraft in the market thereby offering 

more seats (and presumably lowering the cost per passenger enplanement). In total, 

acquisition of the ground support equipment is projected to total $300,000.

 
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 24

5. 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.

SRQ: A Proven Ability to Translate SCASD Grant Awards into New Service

Sarasota Bradenton International Airport is honored to have been previously awarded SCASD 

grant in 2003. This grant was successfully used to provide risk abatement funds for AirTran 

Airways, which launched service to Atlanta bringing with it pricing discipline and additional 

capacity to the Sarasota Bradenton International Airport. AirTran continues to serve the 

market to this day, and has increased its overall market presence with service to additional 

focus cities, including Baltimore, Milwaukee and Indianapolis on a seasonal basis.

It is important to emphasize that the previous grant award was not only successful but for a 

project with entirely different goals and objectives. The grant awarded in 2003 was for risk 

abatement funds to introduce low-fare service into the market. In contrast, this proposal is 

for marketing funds aimed at air service retention in light of public perceptions regarding the 

oil spill in the Gulf of Mexico, as well as ensuring that SRQ is in a position to offer airport 

costs that are, at the very least, competitive with those of other Gulf Coast airports.

Summary of Plan for Use of SCASD Grant Funds

As noted, the project outlined in this proposal to retain and build air service at Sarasota 

Bradenton International Airport requires total funding of $592,000, of which $300,000 is 

requested from the Small Community Air Service Development program. The remaining 

$292,000 of the total project cost will be provided by Sarasota-Bradenton International 

Airport and the community partners. 

The proposed allocation of funds between SCASD grant and matching community partner 

and airport dollars is summarized on the table on the next page:
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 25

Planned Used of SCASD and 

Matching Grant Funds

Sarasota Bradenton International Airport

Component 

SCASD 

Grant 

Funds 

% 

Share 

Airport 

Funds 

% 

Share 

Community 

Partner 

Funds 

% 

Share 

TOTAL 

PROJECT 

COST 

Trade Show 

Marketing & 

Communications

$200,000 69% $70,800 24% $21,200 7% $292,000 

Ground Support 

Equipment 

(GSE)

$100,000 33% $200,000 67% $0 0% $300,000 

TOTAL $300,000 51% $270,800 46% $21,200 4% $592,000 

The airport’s contribution to the total project cost will come from two sources: 

• The Trade Show and Marketing Communications activity by reallocating funds within 

the airports existing marketing and promotional activities budget; and

• Ground Support Equipment acquisition will be funded through the airport operating 

reserve account.

Sarasota Bradenton International Airport fully understands that SCSAD grant funds are in 

high demand but also limited. To that end, the airport is committed to returning to the 

Department any grant award allocation not spent on the specific activities outlined in this 

proposal.

Project Timeline

Given the immediate and unprecedented challenges resulting from the oil spill, and taking 

into consideration the statue’s preference for communities that can demonstrate their ability 

to use grant awards “in a timely fashion,” Sarasota Bradenton International Airport and its 

community partners are prepared to implement the trade show activities immediately.

That being said, SRQ understands that timing of the announcement of SCASD grant awards 

is uncertain and therefore proposes to provide the Department with a detailed schedule of 

events upon receipt of grant award and taking into consideration timing of the specific trade 

shows that are planned. Nonetheless, SRQ intends that the trade show activities will be 

completed within 12 months of receipt of the grant award. 
Proposal of Sarasota Bradenton International Airport

for a 2010 Small Community Air Service Development Grant

Docket DOT-OST-2010-0124 Page 26

With respect to GSE acquisition aimed at lowering airport costs, the airport respectfully 

requests a maximum of 24 months to complete this component of the project. This will allow 

staff adequate time to consult with airlines (both incumbent and potential new market 

entrants) and/or ground handling company on the specific pieces of equipment that need to 

be purchased and most effective in reducing airline operating costs, and allow sufficient time 

for the equipment to sourced, purchased, and delivered to SRQ.

Plan to Monitor Funds and Project Effectiveness

The Director, Development and Community Relations for Sarasota Bradenton International 

Airport will be responsible for monitoring the traffic and revenue performance of incumbent 

carriers in the market on a quarterly 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. 

Plan to Build on Success Facilitated by SCASD Funds

While the Sarasota Bradenton International Airport and its community partners believe that 

they have set forth a comprehensive and aggressive response to an unprecedented 

challenge, it also recognized that airlines and airports operate in an industry that is 

inherently dynamic and, as illustrated by the BP oil spill, subject to factors outside their direct 

control. This has the potential for the marketing and cost reduction project outlined in this 

proposal being unable to meet specific goals within the timeframe that grant funds are 

intended to be utilized. 

We would like to assure the Department, however, that the Sarasota Bradenton International 

Airport and its community partners recognize the important role of air service to the tourism 

industry. This is why, as outlined in this proposal, the Authority has a long standing 

commitment to marketing and promotion that remains unchanged but requires 

supplemental efforts with SCASD funds as a result of the BP oil spill. Upon completion of the 

project outlined herein, the Sarasota Bradenton International Airport will continue with its 

existing air service and marketing efforts, with modifications and adjustments to those 

programs as may be necessary to meet conditions at that point in time and after evaluating 

the effectiveness of each component in this grant proposal. 
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)

⁭ 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: ___Sept 24, 2004_____________________

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

Public Private

1. ___________________________________ 1._Sarasota Convention & Visitor Bureau ___

 2.____________________________________ 2._Bradenton Area Convention & Visitor Bureau 

 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)

⁭ Revenue Guarantee ⁭ Launch New Carrier Ground Support____

Equipment________

⁭ Start Up Cost Offset ⁭ First Service _________________

_________________

⁭ Study ⁭ Secure Additional Carrier

D. EXISTING LANDING AIDS AT LOCAL AIRPORT:

X Full ILS X Outer/Middle Marker X Published Instrument Approach

X Localizer ⁭ Other (specify)

E. PROJECT COSTS:

1. Federal Amount Requested: _$ 300,000____________________

2. State cash financial contribution: __nil_________________________

3. Local cash financial contribution...

3a. Airport cash funds: _$ 270,800____________________

3b. Non-Airport cash funds: _$ 21,200_____________________

3c. Total local cash funds (3a. + 3b.): _$ 292,000____________________

4. TOTAL CASH FUNDING (1. +2.+3.) _$592,000_____________________

5. Local funds contributed from already-existing

 programs or projects included in line3c. amount: _Nil_________________________

6. Local funds contributed from new commitments

 or new resources included in line 3c. amount: _$21,200_____________________

7. Airport In-Kind contribution: _Nil____________________________

 (amount & description)

8. Other In-Kind contribution: _Nil____________________________

 (amount & description)

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

 10. TOTAL PROJECT COST (4.+9.) _$592,000_______________________
APPENDIX B

Page 3 of 3

F. ENPLANEMENTS:

2000___746,401 _______ 2004____566,466 _________ 2008___755,162 __________

2001___592,491 _______ 2005____671,988 _________ 2009 677,419 

 2002___564,516 _______ 2006____715,137 _________

2003___535,716 _______ 2007____783,964 _________

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) _______________________________________________________________