Proposal of Columbus Airport • Columbus, Georgia • July 2014

APPLICATION UNDER 

SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM

DOCKET DOT-OST-2014-0113

SUMMARY INFORMATION

A. PROVIDE THE LEGAL SPONSOR AND ITS DUN AND BRADSTREET (D&B) DATA UNIVERSAL NUMBERING SYSTEM (DUNS)

NUMBER, INCLUDING +4, EMPLOYEE IDENTIFICATION NUMBER (EIN) OR TAX ID.

Legal Sponsor Name: 

Columbus Airport

Name of Signatory Party for Legal Sponsor:

Richard Howell, Airport Director

DUNS Number:

10-753-2855

EIN/Tax ID:

58-1095402

B. LIST THE NAME OF THE COMMUNITY OR CONSORTIUM OF COMMUNITIES APPLYING:

1._COLUMBUS AIRPORT, COLUMBUS, GEORGIA_

C. PROVIDE THE FULL AIRPORT NAME AND 3-LETTER IATA AIRPORT CODE FOR THE APPLICANT(S) AIRPORT(S) (ONLY 

PROVIDE CODES FOR THE AIRPORT(S) THAT ARE ACTUALLY SEEKING SERVICE).

1. Columbus Airport (CSG)

DOES THE AIRPORT SEEKING SERVICE HOLD AN AIRPORT OPERATING CERTIFICATE ISSUED BY THE FEDERAL AVIATION 

ADMINISTRATION UNDER 14 CFR PART 139? (IF “NO,” PLEASE EXPLAIN WHETHER THE AIRPORT INTENDS TO APPLY FOR A 

CERTIFICATE OR WHETHER AN APPLICATION UNDER PART 139 IS PENDING.)

 Yes No (explain) X
Proposal of Columbus Airport • Columbus, Georgia • July 2014

D. LIST THE 2-DIGIT CONGRESSIONAL DISTRICT CODE APPLICABLE TO THE SPONSORING ORGANIZATION, AND IF A 

CONSORTIUM, TO EACH PARTICIPATING COMMUNITY.

1. GA-02

E. APPLICANT INFORMATION: (CHECK ALL THAT APPLY)

Not a Consortium Interstate Consortium Intrastate Consortium

Community now receives subsidized Essential Air Service

Community (or Consortium member) previously received a Small Community Air Service 

Development Program Grant

If previous recipient: Year of grant(s): ___________

and, the text of the Grant agreement section(s) setting forth the scope of the grant project:

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

PUBLIC PRIVATE

1. Columbus Airport 1. Greater Columbus Chamber of Commerce

2. City of Columbus 2. The Valley Partnership

G. PROJECT PROPOSAL:

1. GRANT GOALS: (CHECK ALL THAT APPLY)

Launch New Carrier Secure Additional Service Upgrade Aircraft

First Service New Route Service Restoration

Regional Service Surface Transportation Professional Services

Other (explain below)

X

X X

X

X
Proposal of Columbus Airport • Columbus, Georgia • July 2014

2. FINANCIAL TOOLS TO BE USED: (CHECK ALL THAT APPLY)

Marketing (including Advertising): promotion of the air service to the public

Start-Up Cost Offset: offsetting expenses to assist an air service provider in setting up a 

new station and starting new service (for example, ticket counter reconfiguration)

Revenue Guarantee: an agreement with an air service provider setting forth a minimum

guaranteed profit margin, a portion of which is eligible for reimbursement by the

community

Recruitment of Air Carrier: air service development activities to recruit new air service,

including expenses for airport marketers to meet with air service providers to make the

case for new air service

Fee Waivers: waiver of airport fees, such as landing fees, to encourage new air service;

counted as in-kind contributions only

Ground Handling Fee: reimbursement of expenses for passenger, cabin, and ramp 

(below wing) services provided by third party ground handlers

Travel Bank: travel pledges, or deposited monetary funds, from participating parties for

the purchase of air travel on an air carrier, with defined procedures for the subsequent 

use of the pledges or the deposited funds; counted as in-kind contributions only

Other (explain below)

H. EXISTING LANDING AIDS AT LOCAL AIRPORT:

Full ILS Outer/Middle Marker Published Instrument Approach

Localizer Other (specify)

X

X

X

X
Proposal of Columbus Airport • Columbus, Georgia • July 2014

I. PROJECT COST: DO NOT ENTER TEXT IN SHADED AREA

LINE DESCRIPTION SUB TOTAL TOTAL AMOUNT

1 Federal amount requested $750,000

2 State cash financial contribution $0

Local cash financial contribution

3a Airport cash funds $25,000

3b Non-airport cash funds $175,000

3 Total local cash funds (3a + 3b) $200,000

4 TOTAL CASH FUNDING (1+2+3) $950,000

In-Kind contribution

5a Airport In-Kind contribution** Various

5b Other In-Kind contribution** Various

5 TOTAL IN-KIND CONTRIBUTION 

(5a + 5b) Various

6 TOTAL PROJECT COST (4+5) $950,000

J. 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) and the value ($) of each.

Local media companies will offer discounts on advertising; partner airlines will offer free tickets 

for giveaways, etc.

K. IS THIS APPLICATION SUBJECT TO REVIEW BY AN AFFECTED 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.

L. IS THE LEAD APPLICANT OR ANY CO-APPLICANTS DELINQUENT ON ANY FEDERAL DEBT? (IF “YES”, PROVIDE 

EXPLANATION)

No Yes (explain) 

_____________________________________________________________________________________________
Proposal of Columbus Airport • Columbus, Georgia • July 2014 1

TABLE OF CONTENTS

Legal Sponsor 1

Introduction 2

The Columbus Air Service Market 3

Passenger Heat Maps of the Catchment Area 3

Capacity Reductions 4

Passenger and Fare Trends 5

Economic Data 6

Air Service Needs and Deficiencies 8

Passenger Leakage 8

Catchment Area Fares by Airport 9

Southeast Region Fares 9

Air Service Development Plan: Columbus – Charlotte 10

Connectivity for Columbus Passengers 11

Funding Request and Timeline 13

Public/Private Partnership 15

Conclusion 16

LEGAL SPONSOR

The Columbus Airport is the legal sponsor responsible for administering the proposed air service 

development program. The Airport is a public agency, governed by the Columbus Airport 

Commission.

Columbus Airport

3250 West Britt David Road

Columbus, Georgia 31909

Richard Howell, Airport Director

(706) 324-2449

rhowell@flycolumbusga.com

Section Page Number
Proposal of Columbus Airport • Columbus, Georgia • July 2014 2

INTRODUCTION

Columbus Airport is seeking a federal Small Community Air Service Development (SCASD) Grant 

for a revenue guarantee for a second carrier to enter the market. The Airport has never before 

been awarded a Grant. The timing for this proposal comes on the heels of the cancellation of 

American Airlines’ service to Dallas/Ft. Worth, and the subsequent loss of 49% of the Airport’s 

airline capacity.

Columbus Airport provides a critical transportation link to Fort Benning, which, with more than 

42,000 Department of Defense stationed personnel, is the fourth largest US military installation in 

the world. The Fort generates tens of thousands of airline trips per year, but most of those 

travelers are unable to use Columbus Airport for two 

reasons: a general lack of available seats and 

exceptionally high fares.

The average one way fare at Columbus Airport in 2013 

was $333, which ranks as the highest average fare in 

the southeast region. Columbus’ fares have been 

high for the last decade, but 2013 fares were up by 4% over 2012. The Columbus average fare is 

a surprising $169 more each way than the average in the southeast.

High fares have made it difficult for the Airport to retain those in its immediate catchment area. 

In preparation for this Grant application, the Airport commissioned a True Market passenger 

leakage and retention study. The study shows Columbus Airport retains just 9% of the passengers 

generated in its catchment. 90% of passengers drive to Atlanta for flights.

The Columbus market needs additional capacity in order for the Airport to be more relevant. 

There is no incentive for Columbus’ sole airline, Delta, to offer more seats as it enjoys a healthy 

fare premium with relatively full planes. The best way to achieve additional capacity, and 

better connect the community to the world, is through the recruitment of a second airline. 

The Airport has developed a strategic plan for service on American, to the Charlotte hub it 

inherited in its merger with US Airways. The Airport has secured $200,000 in local cash to match 

its Grant request, in support of a revenue guarantee leading to competitive service.

“The average one way fare at 

Columbus Airport in 2013 was $333, 

which ranks as the highest average 

fare in the southeast region.”
Proposal of Columbus Airport • Columbus, Georgia • July 2014 3

THE COLUMBUS AIR SERVICE MARKET

Current and Historical Air Service

Columbus Airport serves a primary market of almost 500,000 people, with no alternate airport 

within 90 minutes’ drive time. The Airport is a 

gateway to the fourth largest Department of 

Defense facility in the world – Fort Benning. 

The market has some of the highest 

average fares in the country and is one of 

the most underserved, too. Columbus has 

just one carrier to one destination after the 

departure of American, which cancelled its 

Dallas/Ft. Worth service in the summer of 

2013.

The Columbus metro area, which includes 

only Columbus and immediately adjacent 

communities, is home to 491,852 people as 

of the latest Census estimates (see map 1). 

The Columbus Airport catchment area, 

which is seen in map 1 inside the yellow line, 

and includes all residents within an hour’s drive of the Airport, is home to 610,924 residents. The 

greater Columbus area, including all residents within 90 minute drive time of the Airport, is home 

to 1.2 million people.

The Airport commissioned a new True 

Market passenger leakage and 

retention study in anticipation of this 

Grant application. The study found 

that the majority of the passengers 

generated in the catchment area 

came from the immediate area 

surrounding the Airport and from the 

area around Auburn, Alabama, which 

is a 30 minute drive from the Airport 

MAP 1: Columbus Airport Catchment Area

Source: Sixel Consulting Group, 2013 US Census Estimates

MAP 2: Passengers Generated by Zip Code, CSG Catchment

Source: Columbus Airport True Market Study, YE3Q13
Proposal of Columbus Airport • Columbus, Georgia • July 2014 4

(see map 2). Specifically, the zip codes contained in the Columbus metro area generate 55% of 

all passengers from the catchment, or an average of 910 passengers per day each way (PDEW). 

The zip codes at Auburn, 

Alabama, generate 24% 

of all passengers from 

the catchment, or an 

average of 397 PDEW.

Despite the large 

population of the region, 

Columbus is only served 

by Delta, with four weekday flights on 50-seat regional jets to Atlanta (see figure 1). Capacity in 

the market is down 31% in the last two years with the loss of American service to its hub at 

Dallas/Ft. Worth. Columbus sees an average of just 187 departing seats per day, down from an 

average of 245 seats per day just two summers ago. This loss of capacity has caused an 

increase in passenger leakage, and caused fares to climb.

Looking back to the summer of 2012, Columbus saw an average of eight daily departures with 

an average of 383 daily departing seats (see figure 2). By March of 2014, Columbus capacity 

had dropped to an average of just 4.5 daily departures and 194 daily departing seats. 

Columbus has seen its overall capacity cut by an average of 189 daily departing seats since the 

summer of 2012 (see figure 2). This represents a loss of 49% of all the market’s available seats. 

Moreover, Columbus has been left with a single carrier who is also the dominant carrier at the 

airport most Columbus passengers leak to – Delta and Atlanta.

FIGURE 1: Columbus Airport Capacity

Source: OAG Flight Schedules, August 2012 vs. August 2014

Non-Stop Departures Seats Departures Seats Capacity

Carrier Destination Per Day Per Day Per Day Per Day Change

American DFW 1 50 0 0 -100.0%

American Total 1 50 0 0 -100.0%

Delta ATL 3.9 195 3.7 187 -4.3%

Delta Total 3.9 195 3.7 187 -4.3%

Columbus Total 4.9 245 3.7 187 -31.0%

Aug-12 Aug-14

FIGURE 2: Passengers, Available Seats, and Flights per Day Each Way, Columbus Airport

Source: US DOT T100, June 2011 – March 2014
Proposal of Columbus Airport • Columbus, Georgia • July 2014 5

For the last decade, despite capacity fluctuations, Columbus has supported some of the highest 

average fares in the country. Its 2013 average, including both domestic and international 

passengers, was $333 each way (see figure 3). This was up from an average of $321 one way in 

2012 – an increase of 4%.

American’s presence in the 

market stimulated passengers 

despite high fares. Between 

2009 and 2011 passengers grew 

from an average of 128 per day 

each way (PDEW) to almost 170 

PDEW (see figure 3). But with 

capacity cuts, and American’s 

departure from the market in the 

middle of 2013, passengers have 

fallen by 19% since the 2011 

peak, to just 137 PDEW. 

Passengers will fall farther in 2014, 

as capacity has been trimmed 

even further by Delta since 

American’s departure.

FIGURE 3: Origin and Destination Passengers and Average One Way Fare, Columbus Airport

Source: US DOT Table DB1A, Calendar Year 2004 – Calendar Year 2013

FIGURE 4: Top 25 True Passenger Markets

Source: Columbus Airport True Market Study, YE3Q13
Proposal of Columbus Airport • Columbus, Georgia • July 2014 6

High average fares and an overall lack of capacity cause Columbus to lose 91% of its 

passengers to other airports – with most using Atlanta. Leakage is evident in each of the 

market’s top 25 origin and destination passenger markets. Columbus Airport retains less than 

10% of passengers in each of the top 25 markets except for Dallas/Ft. Worth as of the year 

ended third quarter 2013 (see figure 4 on previous page). Dallas passenger retention was 

boosted by American’s non-stop, which was operated in nine of the 12 months studied. It is a 

certainty that this retention will decline now that American has ceased service.

The Columbus catchment area, which was depicted in map 2, generates 40 PDEW in each of its 

top seven markets, and at least 20 PDEW in each of its top 23 markets (see figure 4 on previous 

page). The military presence in the market is evident in the top market list, as WashingtonBaltimore is the top passenger market, and other large military markets such as Dallas/Ft Worth, 

Colorado Springs, Newport News, Fayetteville, and San Diego also rank highly.

Not only does the True 

Market data show that the 

Columbus catchment area 

can support additional air 

service, the improving 

regional economic profile 

indicates the market will be 

generating more airline 

passengers in the future. The two metropolitan statistical areas (MSAs) that are in the immediate 

Columbus Airport catchment area, Auburn-Opelika and Columbus, are among the fastest 

growing in the deep south, which includes Georgia, Alabama, Florida, Mississippi, South 

Carolina, and Tennessee (see figure 5). 

Auburn’s gross metropolitan product (GMP) has 

grown by almost 13% since 2009, while 

Columbus has seen GMP growth of 11% in the 

same period.

Auburn’s growth is tied to the increased 

enrollment at Auburn University. Meanwhile, a 

large part of Columbus’ growth has to do with 

FIGURE 5: Top 10 Deep South Metros, Ranked by GMP Growth

Source: US Council of Mayors, 2009 vs. 2012

FIGURE 6: Top 10 Department of Defense Installations

Source: US Department of Defense, 2012

AF MIL SUB MIL AR CIV N/M CIV AF CIV ODA CIV SUB CIV TOT DoD

345 54,309 5,755 0 3 242 6,000 60,309

22 46,242 25 2,663 0 184 2,872 49,114

4 40,789 4 2,866 0 627 3,497 44,286

61 34,156 3,250 0 0 5,162 8,412 42,568

14 36,198 14 3 3 5 25 36,223

164 32,220 2,856 0 4 170 3,030 35,250

150 32,799 824 0 6 342 1,172 33,971

124 23,796 2,812 0 1 150 2,963 26,759

4,295 9,305 4,810 2,058 2,349 7,813 17,030 26,335

317 15,580 7,032 14 9 1,208 8,263 23,843

41 21,738 194 720 14 102 1,030 22,768

55 20,065 2,038 1 0 164 2,203 22,268

17,071 17,258 56 22 4,090 144 4,312 21,570

94 18,549 2,611 0 0 375 2,986 21,535

103 18,099 2,888 0 0 130 3,018 21,117

5,551 5,835 16 44 12,851 1,194 14,105 19,940

4,384 4,477 17 1 13,811 790 14,619 19,096

775 11,123 4,586 1,300 68 308 6,262 17,385

4,969 5,024 65 23 11,741 476 12,305 17,329

57 10118 149 5748 35 613 6545 16663

Rank State Name INST./CITY AR MIL NV MIL MC MIL AF MIL SUB MIL AR CIV N/M CIV AF CIV ODA CIV SU

1 TEXAS Fort Hood 53,964 0 0 345 54,309 5,755 0 3 242 6

2 CALIFORNIA Camp Pendleton 0 1,675 44,545 22 46,242 25 2,663 0 184 2

3 NORTH CAROLINA Camp Lejeune 20 1,225 39,540 4 40,789 4 2,866 0 627 3

4 GEORGIA Fort Benning 27,436 6,639 20 61 34,156 3,250 0 0 5,162 8

5 NORTH CAROLINA Fayetteville 36,184 0 0 14 36,198 14 3 3 5 

6 WASHINGTON Fort Lewis 32,011 3 42 164 32,220 2,856 0 4 170 3

7 KENTUCKY Fort Campbell 32,649 0 0 150 32,799 824 0 6 342 1

8 COLORADO Fort Carson 23,672 0 0 124 23,796 2,812 0 1 150 2

9 VIRGINIA Arlington 1,746 1,894 1,370 4,295 9,305 4,810 2,058 2,349 7,813 17

10 NORTH CAROLINA Fort Bragg 15,225 38 0 317 15,580 7,032 14 9 1,208 8

11 HAWAII Honolulu 21,627 70 0 41 21,738 194 720 14 102 1

12 TEXAS Fort Bliss 19,981 0 29 55 20,065 2,038 1 0 164 2

13 TEXAS Lackland AFB 116 0 71 17,071 17,258 56 22 4,090 144 4

14 GEORGIA Fort Stewart 18,455 0 0 94 18,549 2,611 0 0 375 2

15 KANSAS Fort Riley 17,996 0 0 103 18,099 2,888 0 0 130 3

16 OKLAHOMA Tinker AFB 10 274 0 5,551 5,835 16 44 12,851 1,194 14

17 GEORGIA Robins AFB 93 0 0 4,384 4,477 17 1 13,811 790 14

18 DISTRICT OF COLUMBIA Washington 7,309 1,481 1,558 775 11,123 4,586 1,300 68 308 6

19 OHIO Wright Patterson AFB 43 12 0 4,969 5,024 65 23 11,741 476 12

20 CALIFORNIA San Diego 20 7813 2228 57 10118 149 5748 35 613 6
Proposal of Columbus Airport • Columbus, Georgia • July 2014 7

Fort Benning. With almost 43,000 total Department of Defense (DoD) personnel stationed at Fort 

Benning, it ranks as the fourth largest military installation in the world (see figure 6 on previous 

page).

Beyond Fort Benning, the Columbus catchment 

area has a number of large corporate headquarters 

generating significant air travel. The most 

recognizable company headquartered in Columbus 

is Aflac – the multi-national insurance company (see 

figure 7). It employs 3,700 people on its 

headquarters campus in Columbus. Beyond 

hospitals and school districts, Columbus is also home 

to headquarters for Pezold Management, a large 

restaurant franchise management company; Koch 

Foods, a large poultry processor; Synovus, a financial 

services company; and Carmike Cinemas, which 

has movie theatres across the country.

With so many diverse users, and so much air travel 

demand, Columbus Airport is able to support more 

air service than that currently provided. Employees 

of these companies, and many more, drive to 

Atlanta for most of their trips. Columbus Airport 

seeks federal assistance to help it develop a 

revenue guarantee package for additional airline service, so it can better serve its diverse 

community.

FIGURE 7: Columbus Area Top Employers, HQ in Bold

Source: Columbus Chamber of Commerce, 2013

Company/Organization Employees

Fort Benning 42,568

Muscogee County School District 6,000

TSYS 4,300

Columbus Regional Healthcare System 3,883

Aflac 3,700

Kia Motors Manufacturing Georgia 3,000

Columbus Consolidated Government 2,943

Pezold Management 2,200

BlueCross BlueShield of Georgia 1,650

St. Francis Hospital Inc. 1,445

Callaway Gardens 1,200

Columbus State University 1,010

Koch Foods 950

MeadWestvaco Mahrt Operations 950

Johnson Controls, Inc. 924

Synovus Financial Corp 880

Snyder's-Lance Inc 788

Heatcraft 786

Harris County School System 700

Columbus Bank and Trust Company 618

Pratt & Whitney 600

Carmike Cinemas 580

W.C Bradley Company 550

NCR 500

West Central Georgia Regional Hospital 457

Precision Components International, Inc. 425
Proposal of Columbus Airport • Columbus, Georgia • July 2014 8

AIR SERVICE NEEDS AND DEFICIENCIES IN COLUMBUS

As documented, Columbus has lost 49% of its available airline seats in the last two years. This has 

caused fares that were already high in comparison to the region to increase further. Columbus 

now has the highest average fare in the southeast. That has led to increased passenger 

leakage to other airports as Columbus 

catchment area passengers seek out 

affordable air service elsewhere.

Columbus Airport’s newly completed 

True Market Study shows that the Airport 

retains just 9% of the passengers 

generatated in its catchment area (see 

map 3). The vast majority drive to 

Atlanta, with 90% of the catchment’s 

passengers using Hartsfield Jackson 

Airport to access the national air 

transportation system. Only a very small 

percentage – less than 1% combined –

drive to Montgomery and Birmingham 

for service. If passengers are going to use an airport other than Columbus, they will tend to go 

to the airport with the most non-stop destinations. Atlanta has more non-stop cities served than 

any other airport in the United States thanks to its massive Delta hub.

The Columbus Airport immediate 

catchment area generates more than 

1.2 million passengers per year (see 

figure 8). An average of 1,654 

passengers per day each way (PDEW) 

fly in and out of the Columbus 

catchment area. But as of the year 

ended third quarter 2013, just 149 PDEW 

flew in and out of Columbus Airport, itself. Atlanta is able to capture the vast majority of those 

traveling to and from Columbus, with an average of 1,497 PDEW using service there. Only a 

MAP 3: Passenger Retention and Leakage in CSG Catchment

Source: Columbus Airport True Market Study, YE3Q13

FIGURE 8: Passenger Retention by Airport in CSG Catchment

Source: Columbus Airport True Market Study, YE3Q13
Proposal of Columbus Airport • Columbus, Georgia • July 2014 9

combined 13 PDEW use airports in Birmingham and Montgomery to fly to and from the 

Columbus catchment area.

While the sheer number of flights and 

non-stop destinations at Atlanta is one 

reason many Columbus catchment 

area passengers choose to drive to it for 

flights, another factor is the cost of 

travel. The average fare paid by 

Columbus catchment area passengers 

using Columbus Airport is $291 each 

way (see map 4), which differs from the 

2013 overall average of $333. 

Passengers can save an average of $88 

each way, or $176 on a roundtrip, by 

driving to Atlanta, where the average 

one way fare for Columbus passengers 

is $203. While Montgomery and Birmingham also have lower fares than Columbus, fewer 

passengers drive to those airports because they are farther away than Atlanta. High fares at 

Columbus Airport suppress local passengers. Moreover, there is little incentive for Columbus’ sole 

carrier, Delta, to lower fares, as it has a monopoly locally that 

can generate premium revenue.

As mentioned, in 2013 Columbus had the highest average 

fare in the southeast, at $333 each way (see figure 9). The 

southeast average fare for the period was $164, which was 

$169 less each way, or 51% less, than the fare in Columbus. 

Dothan, Alabama, has long been the high-fare leader in the 

region, but in 2013 Columbus surpassed it. 

High fares continue to push passengers away from Columbus 

Airport and to other airports in the region. The only sure way 

to achieve lower fares is to recruit additional service. More 

flights, on additional carriers, will not only add capacity to the 

market, but will also help lower fares through competition.

MAP 4: Average One Way Fares for CSG Catchment Passengers

Source: Columbus Airport True Market Study, YE3Q13

FIGURE 9: One Way Fares in Southeast Markets

Source: US DOT Table DB1A, CY 2013
Proposal of Columbus Airport • Columbus, Georgia • July 2014 10

AIR SERVICE DEVELOPMENT PLAN: COLUMBUS – CHARLOTTE 

Columbus Airport has already started the work of replacing airline seats lost over the last two 

years and providing competition in the market. Airport officials have met with several airlines in 

one-to-one meetings in 2014, including American Airlines, which is the target of service proposed 

in this Grant application.

The goal of the Airport is to recruit additional service that has wide-ranging connectivity, so as to 

provide competition in as many origin and destination markets as possible. A service with omnidirectional connectivity would be the Airport’s ideal. The ideal second hub for a southeast 

market with current 

service to Atlanta 

on Delta is 

Charlotte, which is 

now a hub 

operated by 

American following 

its merger with US 

Airways. Charlotte 

provides 

connectivity to 

many of the same 

cities as Atlanta, 

providing 

competition that 

should have the 

impact of lowering 

fares.

Service to the new 

American hub at Charlotte would provide Columbus catchment area passengers with 

connectivity to 66 one-stop cities in 12 countries on three continents (see map 5). While the 

connecting package at Charlotte is not as extensive as the connections available at Atlanta, it 

still provides easy one-stop options to most major cities, and to 19 of Columbus’ current top 25 

origin and destination passenger markets. Moreover, the route is relatively short, at 257 nautical 

MAP 5: Connectivity over Charlotte on American

Source: Sixel Consulting Group Hub Builder Software, CY2013
Proposal of Columbus Airport • Columbus, Georgia • July 2014 11

miles and a block time of just 1.1 hours. This means it will take little in the way of aircraft and 

crew resources and could be scheduled with minimal changes to the current Charlotte regional 

operation. The short distance of the route also means the cost will be relatively low, especially 

when considering fuel burn, which reduces the airline’s risk.

Altogether, Charlotte service on American would access an average of 1,095 passengers per 

day each way (PDEW) to and from the Columbus catchment area. Of those passengers, just 90 

PDEW, or 8%, are currently retained by Delta service at Columbus Airport. The other 1,005 PDEW 

currently drive to other airports – mostly Atlanta – to access air service. Columbus can be 

relatively certain that new 

service would not draw 

passengers away from its 

current service. The new 

service can merely capture a 

modest proportion of those 

currently using other airports 

and still be successful.

With the strong military 

presence in Columbus, and 

tens of thousands of annual 

passengers generated by Fort 

Benning, connectivity to 

Washington, DC, is a major 

component of a successful 

second service. The American 

hub at Charlotte would provide 

direct access to DC, with short 

connect times, accessing an average of 94 PDEW, of which only 10% are currently retained by 

Columbus Airport (see figure 10). Charlotte would also provide strong connectivity to other major 

markets such as New York/Newark, which generates 84 PDEW; the Los Angeles Basin, which 

generates 79 PDEW; Seattle/Tacoma, which generates 55 PDEW; and Philadelphia, which 

generates 50 PDEW.

FIGURE 10: Top 25 Columbus True Markets over Charlotte on American

Source: Columbus Airport True Market Study, YE3Q13
Proposal of Columbus Airport • Columbus, Georgia • July 2014 12

Charlotte’s omni-directional connectivity is evident in the list of top markets that hub would 

access for American. The markets stretch from coast to coast with backtrack circuity limited to 

66% of the overall mileage of the itinerary. If the model allowed for greater circuity, which is 

often seen in passenger behavior in smaller markets with limited air service options, markets in 

Florida and Texas would become legal connections for Columbus passengers.

Columbus fares are the highest in the Southeast. Fares to cities that would connect over 

Charlotte on American average $188 each way, even though the average length of haul is less 

than 900 miles (see figure 11). For example, 

the distance, in statute miles, on a 

Columbus – Charlotte – New York 

LaGuardia routing is 839 miles. The average 

one way fare in the market is $181. That 

means the average passenger will spend 

21.6 cents per mile to fly to New York. The 

average fare in the United States is close to 

14 cents per mile. Columbus fares to New 

York are 54% more expensive per mile than 

the average market.

The data throughout this application is 

clear: Columbus needs fare relief. It is 

unlikely fare relief will be achieved as long 

as Columbus Airport is served by just one 

carrier. Fares did briefly dip when American 

served Dallas/Ft. Worth. But Dallas/Ft. Worth 

was a relatively long haul route for a 50-

seat regional jet. The Columbus – DFW 

route is 613 nautical miles. Anything longer 

than 500 miles is a difficult mission for a small 

regional jet as the fuel burn per seat 

increases. The Columbus – Charlotte route is just 257 miles – or 58% shorter than the route to 

DFW. The fuel burn will be much lower and multi-directional connections will lead to a better 

revenue mix on the aircraft. 

FIGURE 11: One Way Fares at Top 25 Columbus Markets over CLT

Source: Columbus Airport True Market Study, YE3Q13
Proposal of Columbus Airport • Columbus, Georgia • July 2014 13

Before its merger with US Airways, American could not consider Charlotte service, as it had no 

hub there. But now that American has the Charlotte hub, it makes much more sense for 

American’s re-entry into the Columbus market.

The Airport is developing a strong incentive package for its recruitment of American service to 

Charlotte. This Grant application is a major part of that package. In anticipation of applying for 

this Grant, the Airport developed a community cash match of $175,000 for the project. This cash 

will be used for both revenue guarantee funding, to guard against an airline’s losses in the startup phase of new service, and marketing money. In addition to the local community cash, the 

Airport is committing $25,000 in its own cash for start-up cost offsets and marketing. The total 

matching funds equal $200,000.

The Airport is requesting a Small Community Air Service 

Development (SCASD) Grant of $750,000 to be used as a 

revenue guarantee. The total project cost is $950,000. 

The local portion of the represents 21% of the total project 

cost, while the federal Department of Transportation 

portion represents the other 79% of the total project cost.

The Airport anticipates using 90% of the total funding as a revenue guarantee for the new route. 

The Airport has allocated $850,000 to the revenue guarantee pool (see figure 12). The Airport 

plans to use $90,000 in cash, along with significant in-kind donations, for marketing of the new 

service. The Airport will make $10,000 available to the carrier for start-up cost offsets. If the 

carrier does not require these offsets, the start-up pool of cash will be moved to the marketing 

portion of the project.

The anticipated timeline for the 

project assumes a Grant would be 

awarded in September of 2014 

(see Figure 13). If the Grant 

agreement with the DOT is finalized 

in October of 2014, the Airport will 

step up its recruitment efforts in the 

fall, endeavoring to meet with the targeted airlines through the winter. In a best-case scenario, 

the Airport would hope to target April of 2015 for a new service announcement, with creative 

FIGURE 12: SCASD Grant Funding Plan

Source: Columbus Airport

FIGURE 13: Project Timeline

Source: Columbus Airport

Activity/Project Milestone Estimated Date

SCASD Grant Award Announcement September 2014

Executive Grant Agreement with DOT October 2014

Meet with Airlines to Recruit Route Fall/Winter 2014 - 2015

Targeted Announcement Date for Service April 2015

Develop Creative/Launch Marketing April 2015

Targeted Start Date for Service June 2015

Submit Grant Status Reports to DOT Quarterly Q4 2014 - Q2 2017

Close Grant September 2017

Project Component Funding Amount

Revenue Guarantee $850,000

Marketing/Advertising $90,000

Start-Up Cost Offsets $10,000

Total Project Cost $950,000
Proposal of Columbus Airport • Columbus, Georgia • July 2014 14

materials ready for the marketing program shortly after a formal service announcement. The 

targeted start date for service would be June of 2015, with a two-year revenue guarantee 

period, allowing the Grant to be closed by September of 2017.

Columbus Airport has already started the recruitment process. Its representatives have met with 

several carriers, in person, so far in 2014, including American. It has completed its True Market 

Study and briefed potential carriers on the market data. It has developed community support 

for this Grant application and for additional service. It 

has a number of community partners who will be 

working to ensure the success of new service.

Columbus Airport has never received a Small 

Community Air Service Development Grant. It has 

applied twice, but once had to remove its 

application from consideration. The Airport should not be limited in alternate uses of Grant 

funding. Among alternate routes the Grant could be used for would be service to a 

Washington, DC, area airport, a Chicago area airport, or another hub that could provide equal 

or greater connectivity than Charlotte.

“Columbus Airport has already 

started the recruitment process. Its 

representatives have met with 

several carriers... so far in 2014...”
Proposal of Columbus Airport • Columbus, Georgia • July 2014 15

PUBLIC/PRIVATE PARTNERSHIP

This application for federal Small Community Air Service Development Grant funding is 

supported by a group of community partners which have pledged their support for the effort to 

bring network service to the Columbus – Charlotte route. The Airport has dozens of local 

partners represented by the local Chamber of Commerce and economic development 

organization.

Greater Columbus, Georgia, Chamber of Commerce

The Greater Columbus, Georgia, Chamber of Commerce is the voice of business in West 

Georgia. The chamber staff, working with strategic partners, serves the local community with 

programs, services and initiatives that address every aspect of business development. The 

Chamber is a strong supporter of additional air service at Columbus Airport. The Chamber 

administers local matching funds for projects like this Grant application.

The Valley Partnership

The Valley Partnership was founded to enhance commerce and trade opportunities within the 

Columbus, Georgia, region. It works diligently to create public/private partnerships that meet 

the needs of both businesses and communities and improve the quality of life at every level. The 

Partnership works to create and sustain opportunities for business success, optimize

public/private partnerships like this Grant application, develop and support industry growth, and 

improve employment opportunities.

Columbus Chamber Military Affairs Division

The Chamber’s Military Affairs Division has a two-fold mission. The first is to sustain and cultivate 

the long-standing tradition of supporting the local military community and their families. The 

second facet of this Division is to advocate and facilitate local defense industry growth and to 

help small businesses connect with Department of Defense (DoD) contractors. Fort Benning 

passengers are a key to the success of any service at Columbus Airport.
Proposal of Columbus Airport • Columbus, Georgia • July 2014 16

CONCLUSION

The goal of Columbus Airport is to recruit additional service that has wide-ranging connectivity, 

so as to provide competition in as many origin and destination markets as possible. The ideal 

second hub for a Southeast market with current service to Atlanta on Delta is Charlotte, which is 

now a hub operated by American following its merger with US Airways. 

High fares continue to push passengers away from Columbus and to other airports in the region. 

Columbus has the highest average fare in the Southeast, and one of the highest average fares 

in the country.

Fares have continued to climb as Columbus has seen its overall capacity cut by an average of 

189 daily departing seats since the summer of 2012. This represents a loss of 49% of all the 

market’s available seats. Moreover, Columbus has 

been left with a single carrier who is also the dominant 

carrier at the airport most Columbus passengers leak 

to – Delta and Atlanta.

Columbus Airport’s newly completed True Market 

Study shows that the Airport retains just 9% of the 

passengers generatated in its catchment area. The 

vast majority drive to Atlanta, with 90% of the catchment’s passengers using Hartsfield Jackson 

Airport to access the national air transportation system. 

Columbus Airport has already started the recruitment process for this service. Its representatives 

have met with several carriers, in person, so far in 2014, including American. It has developed 

community support for this Grant application and for additional service. It has a number of 

community partners who will be working to ensure the success of new service.

This Grant application represents the last piece of the puzzle in bringing additional service to 

Columbus. The community has put up $200,000 in local funding in support of this effort. 

Columbus’ request for $750,000 in SCASD Grant funding is consistent with the best proven uses of 

Grant funding in the past. Grant funding is the key in reducing some of the highest fares in the 

nation and increasing capacity for one of the South’s strongest economies.

“Grant funding is the key in 

reducing some of the highest fares 

in the nation and increasing 

capacity for one of the South’s 

fastest growing economies.”