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Proposal Under the Small Community 

Air Service Development Program

Docket: DOT

DOT – OST – 2012 – 0069

Sponsoring Entity: Asheville Regional Airport

Submitted on behalf of the WNC Air Service Development Coalition

Dun & Bradstreet Number: 03-854-7154

EIN Number: 56-1270991

2-digit Congressional District Code: 11

June 8, 2012
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Contents:

Community’s air service needs & deficiencies..........................................3

Strategic plan ............................................................................................6

Long-term sustainability .........................................................................10

Plan implementation & funding..............................................................12 

Administration & measurement.............................................................18

Appendix A: Required Summary Information........................................19

Appendix B: Letters of Support......................... See separate attachment
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Summary & Background

Community’s air service needs / deficiencies

Overview

Asheville Regional Airport (AVL) is the primary airport that serves all of Western North Carolina, with an 

eleven-county core service area. The region is growing at a steady rate, and is home to a vibrant and 

diversified business community, including major manufacturers (such as Evergreen, Linamar, GE, 

Kimberly-Clark, Meritor, Continental Teves, Wilson Art, Borg Warner and Thermo Fisher Scientific), as 

well as a thriving tourism industry. The region is home to one of the largest concentration of summer 

residential camps in the nation, with campers from around the globe. Last, a large number of active 

retirees reside in the region and are big users of air service.

Air Service 

As the nation was experiencing an economic recession during the past few years, Asheville Regional 

Airport continued to serve large numbers of passengers – a record number were served in 2010. Air 

service options grew, and air fares declined.

However, Asheville was one of the few cities negatively impacted by Southwest’s acquisition of AirTran, 

and all AirTran service was pulled from AVL in late 2011 and early 2012, which accounted for ten percent 

of the total air service at AVL. 

Additionally, the legacy carriers’ national trend of reduced capacity and frequency has affected air 

service at AVL, and we are experiencing a 16 -20% decline (on average) in seats compared to last year. 

AVL worked with an air service consultant to conduct a leakage study, and to review data after 

Southwest entered the greater market to determine their impact on utilization at AVL. The good news is 

(5,000)

0

5,000

10,000

15,000

20,000

25,000

June July Aug Sept Oct Nov Dec

2012 8,523 18,474 16,924 7,852 8,238 8,388 7,788

2011 11,436 23,976 23,976 9,356 9,406 9,185 8,044

% Diff -25% -22.95 -29.41 -16% -12% -9% -3%

Seats

YoY Seat Capacity Comparisons

Source: Diio Mi Schedule Compare 
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that marketing efforts focusing on the competitive fares and air service offerings at AVL contributed to 

positive utilization trends – an expected and projected 10% decline in utilization was not realized

(showing that our marketing is effective and market travelers prefer to use AVL). Instead, one year after 

the entry of Southwest into the greater market, AVL has experienced relatively flat utilization year over 

year. However, some recent declines in utilization seem to correlate partially to increases in airfare.

AirTran exited the Western North Carolina market completely in January 2012. Since then, air fares 

have risen, with sharp increases noted recently. For the first time in many years, we have noted fares 

twice as high as identical offerings at competing airports. A large spike in fare differentials was noted in 

May 2012, and the trend line continues to move in the wrong direction for our community. 

Asheville Regional Airport has made great strides in its growth in the past few years, matching the 

growth of the region. The recent declines in service and increases in fares have definitely shifted the 

airport and community’s strategy regarding air service, and a plan is in place to: (a) stabilize existing 

service; (b) foster a competitive marketplace to improve fares; and (c) attract new air service that will 

support the direction of growth the region is experiencing.

Summary of air service activities employed during the past three years

Air service development highlights from the past three years (2009 – 2011): 

Air service gains 

 AirTran Airways – AVL’s first low fare carrier – implemented weekly (3-4 days/week) service to 

Orlando, year-round, followed by weekly (3-4 days/week) seasonal service to Tampa, all on 

($100)

($50)

$0

$50

$100

$150

$200

$250

6/1/20117/1/20118/1/20119/1/2011

10/1/201111/1/201112/1/2011

1/1/20122/1/20123/1/20124/1/20125/1/2012

Amount

Week

AVL Average Airfare Differences

21 Day Advance Purchase, 3 Day Stay

Source: FareAnalyzer / Black line = AVL fares

Trend lines = difference in average fares compared to AVL

ATL CLT GSP TRI

Linear (ATL) Linear (CLT) Linear (GSP) Linear (TRI)

Average 

difference of 

$45-$225 per 

ticket at AVL 

than at 

competing 

airports – a 

spike noted in 

the rising airfare 

differential 

trend
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Boeing 717s. Airport incentives were utilized to offset start-up costs and to market the service, 

which grew to represent 10% of total air service market in WNC.

 United – Implemented twice-daily service to Chicago on 50-seat CRJs. Airport incentives were 

utilized to offset start-up costs and to market the service. This service is still in place and heavily 

utilized by market travelers.

 American Airlines – implemented limited seasonal service (once daily in summer months) to 

Dallas/Ft. Worth. 

 US Airways – implemented daily service to LaGuardia, competing with Delta/LGA. Also, 

implemented once daily service to Philadelphia, and to Washington, D.C. (DCA). No incentives 

were requested.

 Vision Airlines – implemented twice weekly service to Ft. Walton Beach in the spring and 

summer of 2011. Partial incentives were utilized.

 Allegiant Travel Company – implemented twice weekly service to Orlando/Sanford on 150-seat 

MD 80s. Airport incentives were utilized to offset start-up costs and to market the service.

Air service losses:

 AirTran Airways – Orlando (MCO) and Tampa (TPA) pulled from the market in late 2011 and 

early 2012 due to the acquisition by Southwest Airlines, now located at a competing airport in 

South Carolina (GSP). 

 American Airlines – will not return for the 2012 summer season due to bankruptcy.

 US Airways – ceased LaGuardia service less than a year after implementation, due to 

oversaturation in the market. Delta already serves this market from AVL.

 Vision Airlines – served AVL for one season, and continues to find viable markets for its service.

Summary of current air service

AVL has service to nine cities, with the most frequency into 

three major hubs: Atlanta, Charlotte and Chicago. In addition, 

Allegiant Travel Company began service in mid-November 2011 

to Orlando/Sanford after AirTran ceased service to MCO.
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Challenges

After many years of building air service, attracting a low-cost carrier and advocating for competitive 

airfares, AVL is facing a back-slide in market perception and utilization. As noted previously, AVL and 

Western North Carolina have enjoyed strong air service, especially frequency to major hubs and 

competitive air fares until the last year, when cuts in frequency, capacity and loss of service (American 

Airlines/DFW – seasonal, US Airways/LGA, Vision/VPS, and AirTran Airways/MCO and TPA) have 

affected fares and ultimately utilization. 

Seat capacity has also declined compared to 2011 due to trends in the airline industry toward more 

stringent capacity management. 

The new reality

Adaptation to decreased seat capacity, less frequency and higher air fares is the new reality for AVL. 

However, just as real is the targeted business development and tourism growth that continues to occur 

in WNC, which helps shape a focus for air service development. With business and tourism growing in 

WNC, AVL is poised to continue to attract the air service needed by this region, so we have developed a 

strategic plan to tackle our air service challenges and spur a growth trend again.

The strategic plan

Asheville Regional Airport and WNC’s strategic plan to continue to provide needed air service to the 

region includes the following:

1. Attract non-stop service to Denver. Specifically, Frontier Airlines is targeted; also, AVL will 

present the case for Denver service to other interested airlines. While our preference is a lowcost air carrier (to help make fares more competitive in our market), service to Denver on any 

carrier will have a positive effect, as it will fill a hole in our route map that makes sense for our 

market area.

2. Market the new non-stop route to the primary market areas. Also, market the airport more 

aggressively to the region, focusing on the premise that “flying local” will strengthen the 

economic vitality of the region.

3. Strengthen the existing travel advisory group, and more fully engage businesses and tourism 

organizations with links to Denver and the west.

AVL understands that a rebound from the slippery slope of lost utilization and reduced service is 

difficult, and a solid strategy is needed to stay on course. Looking to stabilize existing air service 

(through increased marketing to support continued utilization), as well as adding service to support 

regional air travel needs and a competitive fare environment, AVL is requesting a $300,000 Small 

Community Air Service Development grant. These funds would be used in addition to matched funds 

(cash and in-kind) from community sources, as well as cash from airport reserves. Specifically, $180,000 

Asheville identified by the Wall Street Journal... as a place where growth is happening.

* Bill Swelbar, Research Engineer, 

MIT International Center for Air Transportation 
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of cash from the WNC Air Service Development Coalition, $150,000 of airport marketing funds and 

$70,000 of in-kind commitments will be the baseline community support for the grant.

Key program objective #1: Securing an air carrier to implement a non-stop route to Denver

When analyzing top O&D markets from AVL, the expected markets rise to the top: Florida, New York, 

Chicago and Washington, D.C. What might not be expected is the consistent presence of Denver in the 

top ten markets from AVL.

Upon further evaluation, a link between WNC and Colorado is apparent:

1. Businesses located in WNC are either headquartered in Colorado, or travel regularly to DEN.

2. New business growth has occurred in WNC by Colorado-based businesses. Specifically, a 

defined cluster – the beer industry – has taken WNC by storm, and major east coast expansions 

are locating in our region from the west: New Belgium Brewing (third largest craft brewery in 

the U.S. and based in Colorado), Oskar Blues (also headquartered in Colorado), and Sierra 

Nevada (headquartered in California).

3. Existing businesses travel frequently between AVL, DEN and the west (National Climatic Data 

Center, Thermo Fisher Scientific, AVL Technologies, and many others).

4. A leisure link has been noted between AVL and DEN. According to passenger survey statistics, 

5% of inbound travelers reside in Colorado. Extrapolated data shows that visits by these 

passengers equates to $1.2 million of annual economic impact to the region. A non-stop route 

would stimulate the market further.

5. The closest non-stop route to DEN is more than 2 hours away (Charlotte, NC or Knoxville, TN.) 

AVL is the most centrally located airport to the greater region, is easily accessible and could fill 

an air service need for passengers in WNC, the fringe regions of upstate South Carolina, and 

eastern Tennessee.

6. There is significant connection traffic to cities west of Denver on a daily basis to and from AVL –

approximately 150 per day each way, or approximately one fifth of our total passenger traffic.
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While there is a strong case to be made for service to Orlando and Tampa (the AirTran routes that were 

proven over time at AVL), these routes are not the primary focus of this strategy and grant application. 

AVL believes that the Florida routes will be implemented by airlines with whom discussions are already 

taking place, most likely without the need for significant risk abatement funds. Denver is the focus – an 

unproven market, but one with significant promise and positive indicators in the WNC market.

Denver is a top O&D market from AVL – and would fill a “westbound” gap in our flight map

Top 10 O&D from AVL Pax/day based on 

7 days/week average

Orlando Area 77.96

New York (LGA/EWR) 72.51

Tampa 57.54

Chicago 41.41

Fort Lauderdale/Miami/Palm Beach 34.61

DC/Baltimore 33.96

San Francisco – WESTERN ROUTE 23.42

Denver – NO NON-STOP ROUTE 22.86

Los Angeles – WESTERN ROUTE 21.42

Dallas/Ft. Worth – WESTERN ROUTE 19.80

Natural path between WNC & 

Denver & the west
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Key elements of the plan:

1. Solidify agreement with an air carrier for DEN/AVL service. We have had initial conversations 

with Frontier and United about the service.

2. Provide risk abatement during the first 24 months of service, to include a revenue guarantee.

Key program objective #2: Market the new non-stop route to the O&D market areas, as well as focus 

on the premise that “flying local” will strengthen the economic vitality of the region. 

While AVL commits advertising funds to make its market travelers aware of services and offerings, the 

addition of a new non-stop route and a new carrier requires additional marketing efforts. Also, 

marketing in the DEN market would be part of the strategy to support a successful start-up to lead to 

long-term sustainability.

Key elements of the marketing portion of the plan:

Fund an enhanced marketing effort in both the AVL and DEN markets:

a. Targeted on-line advertising, including behaviorally-targeted interactive advertising, 

geographically-targeted advertising and social media advertising 

b. FAM tour in both markets, introducing travel agents and tourism professionals to the 

leisure offerings in both markets – capitalizing on an already-developed campaign about 

WNC in place in other areas of the country, and managed by the Asheville Convention 

and Visitors Bureau

c. Public relations campaign in the DEN market

d. Public relations campaign in the AVL market

e. Traditional advertising: primarily outdoor, print, television and radio

Key program objective #3: Strengthen the existing travel advisory group, and more fully engage 

businesses and tourism organizations with links to Denver and the west.

For the first time in AVL’s history, a formal travel advisory group exists (formed in 2011). The group 

consists of corporate leaders from key manufacturing companies, other large corporations, small 

businesses, the travel and tourism industry and economic development. The purpose of the group is to 

provide connection for the airport to regional air travel needs – current and future. This group also 

stays educated about air service trends, issues faced by WNC, and acts as liaisons to others in the region 

– a key strategic element to communicating the “fly local” message.

This group has the potential to grow and mature, and to continue to provide balanced information 

critical to air service development. A small portion of the grant funds would be used to strategically 

strengthen this group and its long-term impact on stable air service in Western North Carolina.
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Key elements of the travel advisory group plan:

1. Fund additional outreach and marketing – with a focus on engaging corporate or travel 

industry leaders with specific ties to Denver and the western United States;

2. Development of collateral to be used by the airport and the travel advisory group to educate 

others about air service development and the importance of AVL to the communities 

served.

Alternative plan

The airport reserves the right to alter the marketing plan as the needs of the market and/or new 

opportunities arise that would lead to a more efficient and effective use of funds to achieve the same 

result. The alternative plan will support the strategic objectives put forth in this application.

Long-term sustainability

There are numerous indicators already in place that suggest successful long-term sustainability of a 

Denver route:

1. DEN is in the top ten Origin and Destination markets from AVL – even without a non-stop in 

place;

2. There are significant business and leisure links between the two markets;

3. History of new service implementation at AVL shows that, in general, market traffic is stimulated

by 150% - 300% with the installation of a non-stop route;

4. Significant travel to western United States cities occurs each day from AVL;

5. WNC market travelers are loyal to AVL, and 85% prefer AVL to any other airport for their travels 

(passenger survey data, 2012);

6. Denver is a top requested route, as indicated by a 2012 corporate travel survey conducted in the 

WNC market.

Additionally, the marketing plan proposed in this application will support a strong start-up and longterm sustainability:

1. Marketing plan – implemented collaboratively by AVL and the Tourism and Development 

Authorities– will support a strong start-up.

2. On-going marketing by AVL will support sustainability.

3. Strengthening of the travel advisory group will keep the “fly local” and “Denver” messages 

strong in the region.

Market analyses show positive indicators for success

Western North Carolina market – WNC is centrally-located to a greater region that is without a nonstop to Denver within a 2-hour radius of AVL. The airport is conveniently located immediately after 
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exiting Interstate-26, which travels through upstate South Carolina, through Western North Carolina, 

where it merges with Interstate-40, a major East/West route. North/South traffic is easily connected 

with secondary highways that join Western North Carolina’s highway system.

Population and demographic highlights of Western North Carolina and Denver (2010 Census & Citydata.com) show that both areas have a high percentage of people who fit the “air traveler” targeted 

demographics of high income, the right age, and college education:

Western North Carolina Denver National

Median HH Income $58,182 - $60,334 $56,602 – $62,042 $55,970

Median Age 42.6 35.7 36.8

% College degree 38.4% 40.10% 30.4%

A note about collaboration:

This strategic plan to attract non-stop service to Denver is definitely a collaborative effort by the airport 

and region to grow air service in WNC in a meaningful direction. The most tangible evidence of the 

collaboration is the formation of the WNC Air Service Development Coalition, set up by a collaborative 

group of businesses, organizations and community leaders interested in strategically supporting air 

service development. Buncombe County, North Carolina has already committed $150,000 to the effort 

to attract Denver service. Also, because of the significant business and leisure link between WNC and 

Colorado, collaboration is being fostered by the Buncombe County Economic Development Coalition, 
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and other economic development agencies throughout the region. Simultaneously, the leisure link is 

also significant. All interested parties understand that the addition of a non-stop route to Denver would 

have far-reaching impact to travelers in the greater WNC region.

Plan Implementation and Funding

First, a note about fiscal responsibility at Asheville Regional Airport

Core to the management of AVL is a principle of fiscal responsibility. AVL understands that there must 

be a balance between the provision of quality facilities and services and the costs associated with 

providing services at the airport. For many years, AVL has managed to keep costs per enplanement low 

– benchmarking well compared to other airports in our region and airports our size. 

$5.40

$5.60

$5.80

$6.00

$6.20

$6.40

$6.60

$6.80

$7.00

FY07 FY08 FY09 FY10 FY11 FY12

CPE $5.95 $6.52 $6.83 $6.26 $6.15 $6.08

Cost Per Enplanement

CPE Trend is Positive at AVL
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AVL continually markets the airport and the services provided in meaningful and cost-effective ways. 

Some examples include:

 Art in the Airport

 Inaugural flight events

 Runway 5K + Healthy Fun Day

 Radio and social media promotions and contests

 Tenant appreciation events

 Advertising trades and sponsorships

 Free wifi

 Free business center for travelers

 Guest Services Center

$6.26 $6.27 

$12.63 

$9.50 $9.55 $9.52 

$7.32 

$9.62 

$3.33 

$8.19 

$9.66 

$4.09 

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

Cost per Enplaned passenger

Benchmark Airports

Airline Cost per Enplanement

CPEP

Avg=$7.99

CHA 1 = Current

CHA 2 = Cost 

Recovery
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Examples of recent advertising in the WNC market:

Even more important, we manage in a fiscally conservative manner, achieving growth without passing

huge costs along to our airport tenants. Examples include:

 Award-winning innovative fill project that utilizes coal combustion by-product from nearby 

Progress Energy – at no cost to the airport, and resulting in 20+ additional acres of buildable 

land for aeronautical use. 

 Utilizing grant funds to replace diesel-powered belt loaders with more efficient electric models.
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Funding Overview

The total budget for the proposed risk abatement and marketing program is $700,000. Of that, $180,000 

will be funded by community contributions, the majority from the WNC Air Service Development 

Coalition Fund managed by the Buncombe County Economic Development Coalition and $150,000 from 

airport operating funds earmarked for new air service marketing. Marketing will also be supported by 

$70,000 of in-kind contributions from WNC media sources in the form of value-added advertising. The 

addition of the requested $300,000 from the Small Community Air Service Development Grant program 

brings the total budget to $700,000. (*Of note: regional businesses have begun to express their 

intended travel, utilizing a non-stop to Denver. One in particular – New Belgium Brewing – has included 

a letter of support in this packet estimating 350 annual ticket purchases for non-stop flights on an 

AVL/DEN route. While this in-kind support is substantial, the budget below does not reflect this kind of 

contribution.)

Fund Uses Community 

CASH

Community 

In-kind

Airport

CASH

DOT

Grant 

Funds

TOTAL

Revenue 

Guarantee $150,000 $0 $200,000 $350,000

Marketing $30,000 $70,000 $150,000 $ 85,000 $335,000

Travel 

Advisory 

Group

$0 $0 $ 15,000 $ 15,000

GRAND 

TOTAL $180,000 $70,000 $150,000 $300,000 $700,000

Use of Funds / Timeline

AVL is ready to implement this plan immediately upon grant approval. Following is the general timeline 

for use of funds, partially contingent upon timing of secured air service to Denver. We would like the 

flexibility to offer differing levels of revenue guarantee and marketing support, depending on airline 

preference, but within total budget (and revenue guarantee not to exceed the amount indicated in this 

plan).

Fund Uses Cash In-Kind 1Q YR1 

(dependent 

upon start 

date of 

service –

Spring 2013 

targeted)

2Q YR1 3Q YR1 4Q YR 1 YEAR 2

Revenue Guarantee

$350,000 $60,000* $60,000* $50,000* $50,000* $130,000* 

(if 

needed)

Marketing $265,000 $70,000 $125,000 $100,000 $60,000 $50,000 $0**
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Travel Advisory Group $ 15,000 $ 5,000 $ 5,000 $ 5,000 $0 $0

GRAND TOTAL

$630,000 $70,000 $190,000 $165,000 $115,000 $100,000 $130,000

*Estimates. Revenue guarantee will be contingent upon restrictions in place based on utilization and agreed upon 

thresholds prior to implementation with an airline, and will not exceed the total amount identified.

**Year One start-up will be supported with additional marketing for successful start-up; Year Two will be supported 

by routine marketing, as part of airport operations.

Specific use of funds – a note about marketing

It is important to note that the WNC market will be easier to penetrate with messaging, yet it is also 

important to stimulate 2-way traffic for the long-term sustainability of the new route. The marketing 

plan for the start-up of new Denver service, as well as the “fly local” message in the WNC market, will 

follow the following general guideline for use of funds:

1. On-line advertising – behaviorally, geographically and demographically targeted ads (Yahoo 

behaviorally targeted ads, The Asheville Citizen-Times and Blue Ridge Now in the WNC market, 

and The Denver Post in the DEN market) will be purchased in the originating AVL market, as well 

as in the destination market of DEN. Approximately $100,000 will be used for this strategy, as it 

is the most targeted and cost effective means of reaching a large percentage of the targeted 

audience in both markets, and we have experienced excellent results from its use in other 

marketing strategies.

2. Outdoor – Outdoor advertising is widely effective in the WNC market, and approximately 

$50,000 of the marketing dollars will be utilized in the WNC market for outdoor – including 

$40,000 of the in-kind marketing contribution. Lamar Advertising will provide value-added 

exposure on billboards throughout the WNC region in the form of “bonused” billboards. A 6-

month outdoor campaign will canvas the region and increase awareness of the new Denver 

route and the “fly local” message.

3. Print – The Asheville CVB has developed, with their agency Lucky and Company, a campaign that 

markets Western North Carolina to leisure travelers. We plan to work with the CVB to place key 

print ads co-branded with tourism and air carrier information in the DEN market, most likely 

regional magazine exposure. Approximately $50,000 will be used for this effort, timed to occur 

during the start-up year, but also to capture leisure travelers in summer and fall.

4. Television – We plan to purchase interview segments in the WNC ABC news programming titled 

“Carolina Spotlight.” We will also plan to purchase short, targeted flights of introductory ads in 

the DEN market – and will utilize existing creative materials provided by the new carrier’s 

marketing department, edited to include the new AVL destination. A targeted and condensed 

flight of advertising will provide an infusion of awareness into a dense population of potential 

travelers. Approximately $65,000 will be used for this effort.
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5. Radio – We plan to utilize a portion of the funds to provide travel vouchers in exchange for 

sweepstakes and contesting in both markets. We will designate approximately $15,000 of the 

cash budget, and approximately $30,000 is estimated in donated promotional value for this 

effort. We will utilize Clear Channel Radio outlets in both markets, as we have an established 

relationship and reach to our targeted markets is positive.

6. PR Campaign – The remaining $25,000 will be used to conduct a targeted PR campaign in both 

markets, to include key travel leader and media visits to both markets. The goal of the 

campaign will be to infuse publicity about both markets for an on-going period of time through 

traditional media and social media.

Specific use of funds – a note about the travel advisory group

The existing travel advisory group will be strengthened through targeted group meetings, development 

of collateral that explains the importance of a community coalition focused on long-term air service 

development as it pertains to the region served, and targeted travel to network with and learn from 

other successful community coalitions. A small portion of the grant funding will support this effort 

($15,000).

This proposed project differs from a previous SCASDP funded project in the 

WNC region

AVL was awarded a SCASDP grant in the amount of $500,000 in September, 2002, to be used within 

three years. The purpose of the funds was to:

1. Retain Continental service to Newark via marketing efforts;

2. Increase ridership from AVL overall; and

3. Recruit new jet service to a major airline hub not served from Asheville.

At the time of this grant award, AVL had no low-fare carrier, and competition was needed in the market 

to increase connectivity. $105,000 in matching community funds was obtained, and airport revenue 

was utilized for marketing initiatives. This grant cycle helped AVL take steps to stabilize and grow its air 

service, and was successful. AVL is still served by the Newark route (now United), and non-stop to 

LaGuardia (Delta) and Houston (Continental – now United) were both implemented during the grant 

period, and are still in place today. Now, a decade later, the region has grown and developed in new

ways, and different challenges are being faced. Current funding assistance is needed to grow air service 

in a strategic direction for WNC, and to foster a competitive fare environment that is eroding due to the 

extraction of AirTran from the market.
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Administration of the program

AVL will be the legal sponsor and coordinator of the grant application. The public/private partnership 

cash funds will be held in escrow by the Buncombe County Economic Development Coalition, and will be 

titled the WNC Air Service Development fund. Revenue guarantee funds will be distributed directly to 

the airline when appropriate, and per stringent contractual thresholds. AVL will assist in successful 

coordination. 

Measure of Success

The program’s success will be measured in the following manner:

1. Successful implementation of a non-stop route to Denver 

2. Positive load factors within the first year of operation

3. Growth of community participation in the travel advisory group 
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APPENDIX A

SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM

DOCKET DOT-0ST-2012-0069

SUMMARY INFORMATION

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: 09/20/2002 Expiration date of grant: 09/2005

Federal Funds Requested: $500,000

Carrier(s) Service Obtained: Goals included increased enplanements as a result of marketing ridership, 

retaining Continental Newark service, and recruitment of new jet service to a major hub not served. 

Destination(s) Served: A decade later, Continental/Newark (now United) still operates at AVL; 

enplanements increased and the trend has moved up in the past decade; at the time, jet service 

increased (now RJ’s used more often, due to industry trends), and the route map grew during the grant 

period to include non-stop service on Continental (now United) to IAH, and Delta non-stop service to 

LGA. These routes are still in service at AVL.

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

Public:

1. Asheville Regional Airport

Private:

1. WNC Air Service Development Coalition (comprised of members of the travel advisory group, 

regional economic development agencies and government entities, such as the County of 

Buncombe, North Carolina, private businesses)

C. PROJECT PROPOSAL

 X Marketing ___ Upgrade Aircraft X New Route

___ Travel Bank ___ Service Restoration ___ Subsidy
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___ Surface Transportation ___ Regional Service X Revenue Guarantee

 X Launch New Carrier ___ Start-up Cost Offset ___ First Service

___ Study ___ Secure Added Serv ___ Other (explain below)

D. EXISTING LANDING AIDS AT LOCAL AIRPORT

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

 X Localizer ___ Other (specify)

E. PROJECT COST

Line Description Sub Total Total Amount

1 Federal Amount Requested $300,000

2 State cash financial contribution $0

Local cash financial contribution

3a Airport Cash Funds $150,000

3b Non-airport Cash Funds $180,000

3 Total local cash funds $330,000

4 TOTAL CASH FUNDING (1+2+3) $630,000

In-Kind contribution

5a Airport in-kind contribution** $0

5b Other in-kind contribution $70,000

5 TOTAL IN-KIND CONTRIBUTION $ 70,000

6 TOTAL PROJECT COST (4+5) $700,000

F. IN-KIND CONTRIBUTIONS**

For funds in lines 5a (Airport In-Kind contribution) and 5b (Other in-Kind contribution), please describe 

the source(s) of fund(s) for each.

Media promotion – value added to media buys for outdoor advertising and radio promotions.

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.
2

1

 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)