Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010

BEFORE THE 

DEPARTMENT OF TRANSPORTATION 

WASHINGTON, D.C. 

Proposal under the Small Community Docket OST-2010-0124

Air Service Development Program 

SUBMITTED BY THE BRUNSWICK GOLDEN ISLES AIR SERVICE 

PARTNERSHIP 

SPONSORED BY 

The Glynn County Airport Commission 

Brunswick, Georgia 

DUNS Number: 052625662 

Congressional Code: GA1 

All communications with respect to this document should be sent to: 

August 26, 2010 

Steven V. Brian 

Executive Director 

Glynn County Airport Commission 

295 Aviation Parkway 

Suite 205 

Brunswick, GA 31525-6804 

(912) 265-2070 - Telephone 

(912) 264-0228 - Facsimile 
ii 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010

2010 Grant Description 

The Brunswick Golden Isles Air Service Partnership is proposing to implement a new program to 

"Retain Air Service at the Brunswick Golden Isles Airport (BQK),” with specific initiatives to 

support a new fare strategy by Delta Air Lines. The Partnership is applying for a grant in the amount 

of $360,000 and has identified $235,000 in local funding and in-kind services from members of the 

Partnership to augment the grant funds. The initiatives proposed are designed to support three specific 

actions taken by the incumbent carrier (Delta) that will provide competitive air fares to the Atlanta 

Hub, to beyond markets, and to support government travel from BQK. The support will take the 

shape of marketing programs that will have the objective of improving ridership on the existing 

frequency by 15%, or to reach an average load factor of 75% per month. This objective must be met 

or the community will be faced with the departure of Delta Air Lines service, which has been in this 

market for 37 years. The promotion of Delta’s new fare strategy is essential to the success of 

regaining passenger traffic, currently being lost to competing services at other airports (JAX and 

SAV). The Brunswick area is highly dependent on the tourism industry and has suffered due to 

economic conditions. Once economic conditions improve, normal market forces that have sustained 

service over the years will improve ridership without market intervention. The initiatives will include: 

market analyses, development of marketing plans, marketing to specific audiences to include inbound 

and outbound traffic to Atlanta (a strong market for BQK), changing the perception of the Federal 

Law Enforcement Training Center students and staff of high fares to BQK, and changing the general 

community’s perception of high fares. Delta Air Lines has made a commitment to maintain a 

consistent fare structure that competes with surrounding airports to allow passengers to see the value 

of traveling out of the Brunswick Golden Isles Airport. 

 
iii 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010

Table of Contents 

 Page 

1. Brunswick and the Golden Isles 1 

2. Air Service Trends and Issues at BQK 3 

3. Previous Small Community Air Service Improvement Grant Efforts 12 

4. Brunswick Golden Isles Air Service Retention Initiative 15 

5. The Brunswick Golden Isles Air Service Partnership 18 

6. Requested Funding for the Initiative 20 

7. Concluding Statement 21 
1. Brun

The Glyn

McKinno

Golden I

identifier

Brunswic

growing 

home to 

commun

growing 

quality o

location o

Training 

thousand

personne

The Brun

McIntosh

2000 leve

Area. BQ

the broad

The Brun

key air tr

- T

S

lo

- S

ar

nswick and t

nn County A

on St. Simon

sles Airport 

r of BQK. 

ck and the G

community 

a vibrant sea

ity, renowne

residential b

f life that pr

of the Feder

Center (FLE

ds of U.S. an

el. 

nswick Metr

h counties, h

el. More tha

QK serves an

der Coastal G

nswick area 

ravel generat

The Federal L

ecurity, the 

ocated imme

ea Island Co

reas in the G

the Golden 

Airport Comm

ns Island Air

is the comm

Golden Isles (

on the Geor

aport, a stron

ed tourist attr

base, and an 

omotes grow

ral Law Enfo

ETC), which

d internation

ropolitan Sta

had an estima

an 77,000 of

n estimated 

Georgia regi

generates m

tors that are 

Law Enforce

primary sou

ediately adja

ompany, a de

Golden Isles.

Isles 

mission oper

rport and the

mercial servic

(Figure 1) is

rgia Coast th

ng business 

ractions, a 

exceptional 

wth. It is als

orcement 

h trains tens 

nal security 

atistical Area

ated populat

f these reside

air service c

on. 

much more air

located in th

ement Traini

urce of trainin

cent to the B

eveloper and

 Sea Island 

1 

Sm

rates two air

e Brunswick 

ce airport se

s a 

hat is 

so the 

of 

a (MSA), com

tion in 2009 

ents are in th

catchment ar

r travel than

he immediate

ing Center (F

ng for more 

Brunswick G

d operator of

was the ven

Bru

Brunswick G

mall Community

rports in the 

Golden Isle

erving the reg

mprised of G

of 103,841, 

he immediate

rea of approx

n its modest s

e area (Figu

FLETC) of t

than 88 fede

Golden Isles A

f world-class

nue for the G

Figure 1: 

unswick Ar

Golden Isles Air

U.S. Departm

y Air Service De

Coastal Geo

es Airport. T

gion, with an

Glynn, Brant

an 11.6% in

e Brunswick

ximately 220

size would s

ure 2). Amon

the Departm

eral agencie

Airport; 

s residential 

G8 Summit in

Brunswick

rea 

r Service Partn

ent of Transpo

evelopment Pr

August 26

orgia area: 

The Brunswi

n airport 

tley and 

ncrease over

k Metropolit

0,000 residen

suggest, due 

ng these are:

ment of Home

s. FLETC is

and tourism

n June 2004;

nership 

ortation 

rogram 

6, 2010 

ick 

r the 

an 

nts in 

to 

:

eland 

s

m

;
2 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

- Saint Simons Island, a premier tourism destination and year round residential area known 

for its beaches, golf, sports tournaments and other attractions; 

- Jekyll Island, operated by a state authority as a coastal park and convention resort 

destination for the southeast US. The Island has a rich heritage and restored historic 

cottages of the early 1900 century aristocrats who used the Island as a retreat. The Island 

now attracts visitors for year round conventions and sporting events on the pristine 

beaches and the many golf course, tennis facilities, soccer complex and biking paths 

located on the Island. 

- The Port of Brunswick, operated by the Georgia Ports Authority, a major point of entry 

for maritime cargo. International Auto Processing operates one of the largest imported 

vehicle receiving port facilities in the U.S. The capacity of the Port of Brunswick is now 

substantially enhanced with the completion of a recently completed high-clearance bridge 

over the main shipping channel; 

- The development of a regional medical center at the Southeast Georgia Health System 

campuses in all three counties making up the MSA with over 350 hospital beds serving 

this area. 

- Natural resource industries based in the Brunswick area, including fisheries, pulp and 

paper processors, and related industries. 

- The demographic profile for the Brunswick and Golden Isles area exhibits strong 

growth, high disposable income, excellent tourism infrastructure, and a solid business 

base. 
Air Serv

Air servi

1. Air 

Air s

Con

turb

frequ

1989

agai

aircr

pass

facto

(airl

atten

vice trends a

ce at BQK i

Service Tre

service at BQ

nnection, with

oprop aircra

uency was r

9 to 37,803 i

n to 37,990 

raft with reg

senger growt

ors that have

ine bankrup

ntion to the f

B

Fea

and Issues a

s currently l

ends and Iss

QK is curren

h non-stop s

aft on this rou

educed to fo

in 1996. Pas

in 2001. Aft

ional jet equ

th from 2002

e caused the 

tcy, econom

factors that a

F

Brunswick a

ature Key A

at BQK 

imited to on

sues at BQK

ntly limited t

service to an

ute, with as m

our and total 

ssenger leve

ter the event

uipment and 

2 to 2005. Si

market to de

my and fuel c

are longer-te

3 

Sm

Figure 2: 

and the Gol

Air Travel G

ne carrier 

K

to one carrie

d from Atlan

many as six 

passenger le

ls rebounded

ts of 9/11, De

the Brunswi

ince 2005, th

ecline, which

risis). The c

erm problem

Brunswick G

mall Community

den Isles 

Generators

er, Atlantic S

nta. Prior to

daily flights

evels at BQK

d to 50,524 b

elta Air Line

ick market r

here have be

h are not a d

community n

ms and have t

Federal La

(FLETC) 

FLETC is 

(area in blu

Sea Islan

hosted the 

June, 2004

Saint Simo

expanding

Fisheries p

resources i

economic ba

Port of Bru

Auto Proces

imported veh

Golden Isles Air

U.S. Departm

y Air Service De

Southeast Ai

o 2002, ASA

s. Over time

K declined f

by 1999, but

es replaced t

responded w

een a number

direct sympto

now needs to

the potential 

aw Enforceme

is a major 

next to the 

ue). 

nd, a world-

 G8 Summit o

4. 

ons Island an

g tourism locat

pulp/paper an

industries p

ase. 

unswick, incl

ssing, a maj

hicles and othe

r Service Partn

ent of Transpo

evelopment Pr

August 26

irlines-the D

A operated on

e, daily 

from 81,529 

t then declin

turbo-prop 

with significa

r of fundame

om of the tim

o turn its 

to reverse th

ent Training

 travel gen

Brunswick A

-class resort 

of World Lead

nd Jekyll Isla

tions. 

nd other na

provide a s

uding Intern

or entry poi

er maritime ca

nership 

ortation 

rogram 

6, 2010 

Delta 

nly 

in 

ned 

ant 

ental 

mes 

he 

Center 

erator. 

Airport 

area, 

ders in 

and are 

atural 

stable 

national 

int for 

argo 
4 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

passenger decline. (See Figure 3 for a recent history of total passengers using the Brunswick 

Golden Isles Airport.) 

The decline in traffic has been the result of several factors: 

- The proximity of Jacksonville International Airport (JAX), one hour and 15 minute’s 

drive south of Brunswick on I-95, with its diversified services and the presence of 

Southwest Airlines and AirTran. Air fares offered by the incumbent carrier have not 

remained competitive with air fares offered by carriers at JAX, resulting in significant 

loss of passengers to JAX; 

- The proximity of Savannah International Airport (SAV), within one and half hour drive 

north of Brunswick on I-95, also with an excellent variety of services; 

- Higher fares generally at BQK than at JAX or SAV; 

- Lack of government fares by the incumbent carrier; 

- Reliability problems with the ASA service for substantial periods of time, and resulting 

reduced connectivity in Atlanta. 

The first two causes of traffic decline (the proximity of JAX and the proximity of SAV) cannot, 

in themselves, be remedied. However, the other three (fares, equipment and service reliability) 

can be remedied, and thus can mitigate the effect of the first two causes. 

Service reliability has been a problem for Brunswick for many years. As the EM2 Brasilia 

turboprop aircraft became less reliable prior to 2002 and congestion at ATL became worse, 

service reliability became a major reason for travelers to choose to fly from neighboring airports. 

Since the introduction of regional jet service after 2002, substantial progress has been made by 

ASA, the Delta Connection to improve reliability of the BQK – ATL service. However, 

inconsistent delivery of service (reliability and on-time performance) has been an issue for years, 
and cause

with subs

The Mar

In 2001, 

service to

introduce

CRJ-50 r

The equi

immediat

the mid a

The intro

boarded a

ed travelers 

stantially mo

rket Respon

intensive eff

o Atlanta. A

e, effective F

regional jet a

pment upgra

tely well rec

and upper-95

oduction of t

at BQK. 

to have less 

ore service. 

B

nse to Servic

fforts were m

A series of di

February 10,

aircraft. 

ade resulted 

ceived in the

5% range, su

the regional j

confidence 

F

Brunswick G

ce Improvem

made by the P

iscussions w

, 2002, three

in improved

e marketplac

ubstantially b

jets in the fir

5 

Sm

in BQK serv

Figure 3: 

Golden Isles

ments from

Partnership t

with Delta Ai

e daily round

d service reli

e. Flight com

better than d

rst quarter o

Brunswick G

mall Community

vices than fo

s Airport 

m 2002-2005

to improve th

ir Lines culm

d-trip non-sto

iability and r

mpletion of t

during the pe

f 2002 resul

Golden Isles Air

U.S. Departm

y Air Service De

or services at

he quality of

minated in its

op operation

reduced trip 

the ATL-BQ

eriods of turb

lted in an inc

r Service Partn

ent of Transpo

evelopment Pr

August 26

t other airpo

f the ASA 

s decision to

ns to Atlanta 

time and wa

QK service ra

boprop servi

crease in traf

nership 

ortation 

rogram 

6, 2010 

orts 

o

with 

as 

an in 

ices. 

ffic 
6 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

- Passenger traffic for the month of April 2002 was 32% higher than in April 2001 (the 

pre-September 11, 2001 peak); 

- The introduction by Delta of a fourth frequency to ATL resulted in a 41% increase in 

passenger traffic in 2003 over the 2002 level; 

- Total passenger traffic in 2003 reached 77,499, a 38% increase from 2002; 

- February of 2004 passenger traffic was 37% ahead of the same month the prior year, and 

March of 2004 was up 29% even though capacity remained at four daily 50-seat round 

trips. 

The availability of more reliable regional jet service enabled passenger levels at BQK to rebound 

strongly in 2004 to nearly all-time high levels. The responsiveness of the Brunswick and Golden 

Isles market to service improvement at BQK was clearly demonstrated. 

The Current Situation: Service Cutbacks, Higher Fares and Fewer Enplanements 

The Brunswick and Golden Isles community once again faces the deterioration of its air service 

at BQK. As the financial difficulties of Delta Air Lines become more severe, BQK experienced 

a reduction of seat capacity and rising fares on the ASA service from 2006 through 2008. When 

Delta filed for Chapter 11 reorganization, it pursued broader efforts to restructure its systemwide operations, resulting in a cut-back of daily frequency at BQK to three round trip flights 

(2006), and further increases in BQK fares. Seats available at affordable fares have been reduced 

at BQK; forcing the Brunswick and Golden Isles community to, once again, increase their usage 

of alternate airports. 

The increase in fares resulting from Delta’s actions under Chapter 11 and subsequent fuel 

escalation crisis caused historically high fares at BQK in 2005 through 2008. Average spot fares 

at BQK for all destinations experienced a 28% increase in 2005, compared to 2004. These fare 

differentials between BQK, JAX and SAV continue to be a major factor upon which air travelers 
7 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

base their choices. Average round trip spot fares at JAX for the month of July 2010 were 31.5% 

lower than average fares at BQK (Figure 4). 

Figure 4: 

BQK Fares Compared to Competition at JAX (Top 15 Markets) 

Fare Basis 

BQK DL 

(Round Trip) 

JAX DL 

(Round Trip) 

Southwest 

(Round Trip) 

All Other 

JAX 

Carriers 

(Round Trip) 

Diff. from 

BQK to 

Lowest Fare 

21 Day 

Advance 

Purchase $280 $221 $220 $212 $68 

7 Day 

Advance 

Purchase $374 $299 $293 $263 $111 

3 Day 

Advance 

Purchase $605 $510 $436 $385 $220 

Average $419 $343 $316 $287 $132 

The Brunswick market has always been very sensitive to the fare differentials between BQK and 

JAX or SAV. Even a small fare differential (more than $40 round trip or 10%) has been shown 

to severely aggravate traffic leakage from BQK. Evidence of this resurgence of traffic leakage is 

clear in the reductions in passenger boarding’s at BQK reported to the U.S. DOT (See figure 3). 

Figure 4 reflects an in-house survey by the Airport Commission using delta.com, southwest.com 

and expedia.com search engines for July 2010 round trip fares to the top 15 BQK markets. 

The current fare and capacity situation at BQK is inadequate to meet the community’s needs. 

The Brunswick and Golden Isles community has resolved that, with present economic 

conditions, an aggressive campaign to improve the incumbent airline boarding’s is essential to 

maintain the incumbent service. 

The True Size of the Brunswick Air Travel Market 

The Brunswick Golden Isles market has demonstrated that it responds very positively to 

improvements in air service. Unfortunately, the current levels of service are not reversing traffic 
8 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

leakage and the current fare structure is not stimulating the local market for air travel. In fact, 

current service levels are only meeting a small fraction of the air service needs of the Brunswick 

market. 

The decline in passenger boarding’s at BQK has been, and remains, the result of local market 

traffic “leaking” to alternative airports where jet service at lower fares to more airline networks 

is offered. Notwithstanding, the convenience of Brunswick Golden Isles Airport in the center of 

the Brunswick and Golden Isles market, inferior availability and higher fares at BQK simply 

cannot compete with the options available to travellers at JAX. 

In 2002, the Glynn County Airport Commission undertook an analysis to quantify the leakage 

from the Brunswick Golden Isles market to the competing airports and to determine the true size 

of the Brunswick Golden Isles market. A travel survey conducted by the Commission at that 

time, and analysed by PA Consulting Group, found that over 80% of the business travel 

generated to or from the Brunswick area enplaned or deplaned at JAX. In addition, over 70% of 

the leisure travel generated to or from the Brunswick area enplaned or deplaned at JAX. The 

leakage to SAV was significantly lower than to JAX. Subsequent informal surveys and inquiries 

conducted by the Airport Commission continue to validate this estimation of the size of traffic 

leakage from BQK to JAX and SAV. 

Travel information recently received from the Federal Law Enforcement Training Center (See 

figures 5 and 6) indicates a significant percentage of its student population and staff travel is 

conducted to and from competing airports. In 2009, FLETC reported that 9,961 of its 

Brunswick-based personnel and students from other agencies who were sent to Brunswick for 

training used JAX for their government-funded air travel in the year. To put this number in 

perspective, the FLETC leakage was equal to more than one third of the total O&D traffic 

reported to DOT for BQK at that time.
Compa

Co

Brunsw

1

3

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arison of Are

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Jackso

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omparison of

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wick, GA

,097

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July 20

Comm

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mercial Air

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FLET

f Transporta

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Figure 5: 

Figure 6: 

Jack

Savan

2

7

ommercia

Used for Trav

Georgia

009 ‐ June 20

mercial Air

runswick,

GA

1,139

5%

TC Stude

ation Modes

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July 2009 ‐ Ju

Brunswick G

mall Community

ksonville, FL

1,969

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nnah, GA

218

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al Air Tra

vel to and Fr

010

Personal

Vehicle

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ent Trav

for Travel to

gia

une 2010

Golden Isles Air

U.S. Departm

y Air Service De

L

avel

rom Brunswi

l

vel

o and From B

r Service Partn

ent of Transpo

evelopment Pr

August 26

ick,

Brunswick,

nership 

ortation 

rogram 

6, 2010 
10 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

Similarly, recent survey responses from the resort operators on Sea Island, St. Simons Island and 

Jekyll Island indicate that approximately 10,000 visitors to their facilities enplane and deplane at 

JAX. This number equates to over 20% of the O&D traffic reported to DOT for BQK at that 

time. 

The various surveys, analyses and estimations performed by the Airport Commission, FLETC 

and tourism interests in Brunswick and the Golden Isles clearly indicate that the true O&D travel 

market for the Brunswick Golden Isles area is at least double and more likely triple, that which 

was reported to DOT. 

The strong growth in passenger enplanements at BQK during 2003 and the early months of 2004, 

concurrent with the regional jet service and the marketing efforts of the Brunswick Golden Isles 

Partnership, have validated the 2002 assessment. 

Federal Law Enforcement Training Center (FLETC) 

A major driving force of BQK’s air travel market growth is the growing needs of the Federal 

Law Enforcement Training Center (FLETC), an agency of the U.S. Department of Homeland 

Security. Based upon summary information provided by FLETC to the Glynn County Airport 

Commission, its training activity is expanding dramatically. (See figure 7) Compared to the 

16,635 trainees for 2000 that were included in the 2002 leakage assessment, FLETC is projected 

to host 26,189 trainees for FY2011, a 57% increase. 
Historica

above, in

air used J

in figures

FLETC’s

by the lac

During C

enforcem

originatio

 - 

 - 

- 

 - 

 ‐

5,000

10,000

15,000

20,000

25,000

30,000

F

ally, the vast

n 2000, FLET

JAX. In 201

s 5 and 6. 

s training loa

ck of adequa

CY2009, 1,13

ment agencie

on areas for 

Texas

Califo

Wash

Florid

16,297 16,635

FY1999 FY2000

 majority of

TC estimate

10, 82% of F

ad is growin

ate seat capa

39 FLETC tr

s and organi

FLETC train

s 

ornia 

ington, DC 

da 

19,435

22,15

FY2001 FY200

FLET

F

f air travel to

d that over 8

FLETC trave

ng, and the us

acity during p

rainees used

izations thro

nees in CY2

 11.2%

10.5%

 8.9%

 5.3%

58

24,798

22

02 FY2003 FY2

TC‐Glynco: Nu

11 

Sm

Figure 7:

o FLETC has

80% of the a

el was out of

se of BQK b

peak times o

d BQK for ai

oughout the U

2009 were: 

,290

19,016

2004 FY2005 F

umber of Stud

Brunswick G

mall Community

s arrived via 

approximatel

f JAX accord

by FLETC tr

of the day an

ir travel. Tra

U.S., as well

21,657

24,900

FY2006 FY2007

dents Trained

Golden Isles Air

U.S. Departm

y Air Service De

a Jacksonvill

ly 8,000 train

ding to the s

rainees is be

nd week. 

ainees are ge

l as overseas

20,237

23,4

FY2008 FY20

d

*FY2010 and

r Service Partn

ent of Transpo

evelopment Pr

August 26

e. As noted

nees arriving

statistics prov

ing constrain

enerated by 

s. The larges

412 22,516

26

09 FY2010* FY

2011 are estimate

nership 

ortation 

rogram 

6, 2010 

d

g by 

vided 

ned 

law 

st 

6,189

Y2011*

ed
12 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

 - Georgia 5.2% 

- Arizona 4.9% 

 - Maryland 4.9% 

- New York 4.8% 

 - Virginia 3.8% 

It is notable that a majority of FLETC staff (who are based in Brunswick) traveling by air to or 

from Brunswick use JAX rather than BQK (See figure 5). FLETC staff members are aware of 

the convenience of using the airport located adjacent to the training facility but use JAX more 

often because of government fare issues (lack thereof) as well as reliability and frequency issues. 

 BQK JAX SAV 

 - FLETC staff travel by air 33% 60% 7% 

The single most important factor that is impeding the use of BQK by FLETC staff and student is 

the lack of competitive government fares. With the assistance of a previous grant under this 

program, the Partnership was able to conduct research and determine ways to improve the 

situation. The incumbent airline is now ready to institute changes in government fares, but has 

indicated that it is essential that FLETC and the community provide marketing support to this 

effort to ensure that the new fare initiatives are widely known and understood. 

2. Previous Small Community Air Service Improvement Grant Efforts 

The Brunswick Partnership previously received a grant under the program, with a completely 

different set of economic circumstances, in 2006. At that time, the community was growing a 

rapid rate, and real estate in coastal Georgia was selling at an unprecedented rate. The market 

was under-served, and being held back by unreasonably high fares and poor service. Service 

reliability has markedly improved with the introduction of the regional jets, but fares have 

remained relatively high through the last decade. With the assistance of the prior DOT grant, an 

air service consultant was retained to provide advice, expertise and resources to continue to work 
13 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

on fare issues and met the objectives of the previous grant program. The key project goals of the 

previous grant were to: 

- To increase passenger use of BQK by travellers based in the region and by visitors to 

Brunswick and the Golden Isles; 

- To expand the level of regional jet service to Atlanta; and 

- To secure the introduction of service to a second non-stop destination by a new entrant 

carrier in 2007. 

The federal grant enabled the Partnership to aggressively pursue the following primary areas of 

activity under the Initiative. 

General Marketing 

The objective of this initiative was to design general marketing efforts that would inform 

travellers about air services available at BQK and promote the use of BQK. Information efforts 

were focused on the advantages in time, cost and convenience of using BQK when compared to 

driving to Jacksonville or Savannah. These efforts were multi-faceted, involving initiatives in 

the Brunswick region and in the travel trade press. 

The grant significantly assisted the efforts of the Partnership to inform the market of the services 

and conveniences offered at BQK. Research was conducted in the FLETC market to determine 

the needs of these travellers and an awareness campaign was executed using grant funds. 

Development of comprehensive marketing materials to promote the use of Brunswick Golden 

Isles Airport was also accomplished. Under the grant, the Partnership was able to hire a 

marketing consultant to plan and implement the overall marketing program. 
14 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

Market Research and Analysis 

Market research and analysis was completed by the air service consultant, which was essential in 

making a business case to carriers for additional service. The research and analysis included 

passenger leakage analysis, air service deficiency analyses, and business case development 

regarding the ability of the market to support additional service. 

Presentations were provided to US Airways and SkyWest under the grant using the information 

gathered under this initiative. As a result of the presentation and information provided, US 

Airways indicated that Brunswick was on its expansion list, with the understanding that 

economic conditions and equipment/facility constraints will need to be overcome before any new 

service would be initiated. Unfortunately, these conditions have prevented US Airway from 

initiating service to BQK. 

The presentation to SkyWest was conducted to provide background on a new market for them, 

and to inform them of the potential of the market for independent flying to another hub or major 

destination. 

Many other carriers were approached with the assistance of the consultant/grant resources, 

including American Airlines, United Airlines, Vision Air, Northwest Airlines and several other 

independent carriers. 

Marketing to Air Service Providers 

This Initiative included marketing efforts directed at specific air service providers, driven by the 

various analyses noted above. Those efforts included preparation of comprehensive 

presentations to airlines designed to present the market opportunity, make the business case, and 

address operational issues related to the proposed services. Those presentations were made as 

provided above to carriers who expressed interest. Again, this has not been an opportune time to 

attract new airline service due to the state of the industry and economy. 
15 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

Incentive Program 

An incentive program was established to help attract new and expanded service. Through risk 

and cost mitigation, the initiative was designed to assist air service providers in their brand 

penetration of the market, their service start-up needs, and other activities to ensure the viability 

of the service. These efforts involved airport facility and service arrangements, discounted 

airport rates and charges, marketing and advertising support, pre-launch promotional events, and 

co-op marketing activity. 

This initiative was presented to US Airways to start new service to the Charlotte Hub and to 

Delta to expand service to the Atlanta Hub. Unfortunately, both carriers were not prepared to 

either start service or expand the market due to the economic conditions at the time. The efforts 

funded by the grant, however, opened new dialogues with these carriers, and created continuous 

communication throughout the grant period. 

3. Brunswick Golden Isles Air Service Retention Initiative 

The Brunswick community has dedicated substantial effort to improving air service at BQK. It 

is now focused on retaining the incumbent carrier in this market. The economic downturn has 

significantly harmed the Brunswick market with tourism and business travellers reducing their 

overall flying by commercial airline and seeking the most cost effective way to their destination. 

The incumbent carrier, whose service decisions are determined by Delta Air Lines, has recently 

communicated to the Brunswick community its desire to improve ridership, and has requested 

the help of the “Partnership” to execute a plan for revitalizing the market. Delta has made it clear 

that, if the plan to improve ridership does not accomplish an increase in ridership 6 to 10 

passengers per flight, air service to Brunswick will be terminated within a 6 to 12 month 

window. The “Partnership” that was formed and energized by the previous DOT grant is now 

committed to a new set of goals and initiatives designed to retain the valued service being 

provided by the incumbent carriers. The community realizes that the region is at an all-time low 

in terms of economic activity, due the lingering economic recession. The Brunswick Golden 

Isles community was especially hard hit with the real estate collapse, as it is a destination market 

for people with second homes, and tourism is the number one industry. Many of the high- end 
16 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

resorts were also hit by the backlash of reduction in corporate flying for meetings and 

conventions. These economic conditions have created a perfect storm in a small community that 

has had commercial air service for 70 years and continuous service from Delta Air Lines or its 

affiliate for 37 years. 

On August 4, 2010, Delta met with community leaders and indicated its requirements for the 

retention of its service at BQK. A plan was developed by the community, and agreed to by Delta 

whereby certain changes in the fare structure at Brunswick would be instituted by September of 

2010. Once these changes were in place, the plan calls for an aggressive effort by the community 

to communicate the new fare programs to the travelling public. The primary objective is to 

change passenger perception in a timely manner, and thereby increase ridership on services at 

BQK. 

The community has agreed to provide a marketing effort that will support the initiatives each 

party believes will increase ridership to and from Brunswick. Both the community and Delta 

believe there are sufficient passengers in the Brunswick catchment area to support air service. 

The objective is to encourage these passengers to use the local airport with the right fare strategy 

to support Delta’s need to generate a profit. 

Delta has agreed to the following initiatives: 

• Introduce discount fares in the local Atlanta market. Delta will determine a fare 

strategy that will compete with surrounding airports and serve to reduce passenger 

motivation to drive the five hours to Atlanta. (BQK has very strong traffic to ATL for 

business and tourism reasons.) 

• Implement government fares usable for FLETC travel-Delta will install 

competitive government fares that can be accessed by students and staff at FLETC.

• Refine fare benchmarking related to Jacksonville fares-Delta will review the 

pricing environment and refine the fare premium that will be charged at BQK 
17 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

compared to fares at JAX. A reduction in the fare premium is needed as passengers 

have become more price-sensitive in the current recession. 

The Community has agreed to these initiatives: 

• Implement a new marketing effort to increase traffic to/from Atlanta-The 

community has important ties to ATL, and the drive distance (5 hours) tends to 

encourage use of air service if the air fare is competitive with the car travel option. 

The Partnership will provide a specific marketing effort to both inbound and 

outbound passengers to highlight fare improvements and educate passengers on the 

true cost of travel using air versus car. 

• Implement FLETC marketing program-The Partnership will implement a new 

FLETC marketing program designed to specifically highlight the range of 

government fares in the BQK market that compete with those offered at JAX. Very 

detailed travel information is available regarding FLETC travel, as a result of the 

work funded by the previous grant. This understanding of the FLETC situation can 

now be used to implement an effective marketing program, and to measure progress. 

The new program will illustrate how government employees travel to/from BQK can 

save money for the Federal Government. 

• Establish program to regain business and tourism usage of the service-The 

Partnership will develop a marketing plan specifically to publicize the new fare 

strategy that will maintain competitive fares verses JAX. This program will be 

targeted to business and tourism markets that have traditionally used other airports 

than BQK. Again, the previous grant was instrumental in enabling the Partnership to 

collect detailed travel information that can be used to measure progress in this area. 

• Secure an extension of the Partnership’s Small Community Air Service 

Improvement Grant or a new Grant-The community agreed to utilize any tools 

available to it that would help market the above initiatives, including the DOT grant 
18 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

process. The effectiveness of the Partnership is closely tied to its success in securing 

grant funds through this application. Delta has already sent a letter of support to DOT 

regarding the Partnership’s recent request for an extension of the previous grant. 

 

The community, through the Partnership, will need to support the Delta initiatives with a robust 

and timely marketing plan that focuses on the changes in fare strategy which have been agreed to 

by Delta. The marketing program will be measured by the key indicator of load factor on the 

three flights provided per day by Delta. The objective is to raise the load factor to an average of 

75% per month using the fare strategies listed above. 

4. The Brunswick Golden Isles Air Service Partnership 

The Brunswick Golden Isles Air Service Partnership was formed in the previous grant and will 

continue specifically formed to support air service initiatives and component activities. 

The Partnership is comprised of the following entities: 

♦ Glynn County Airport Commission (Sponsor) 

♦ Brunswick and Glynn County Development Authority 

♦ Brunswick Golden Isles Visitors and Convention Bureau 

♦ Brunswick Golden Isles Chamber of Commerce 

The sponsoring public member of the Partnership is the Glynn County Airport Commission. The 

Commission will execute the appropriate assurance documents with DOT and will incur and 

submit expenses of the Partnership, with appropriate supporting documentation, to DOT for 

reimbursement under the grant agreement. 

The Airport Commission will serve as the executive of the Partnership and will perform all 

administrative, financial and implementation tasks of the Partnership. Decisions about the 

priorities and direction of the Initiative will be made by a Partnership Steering Group. Funds 

provided by the Partnership members will be pooled and expended by the Partnership for the 
19 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

implementation of the initiative activities. However, in the case of in-kind services, the provider 

of the in-kind services will implement those services on behalf of the Partnership. 

Cash funding for the initiative is committed by the Partnership as follows: 

♦ Glynn County Airport Commission $60,000 cash 

♦ Brunswick Golden Isles Visitors and Convention Bureau $10,000 cash 

♦ Brunswick and Glynn County Development Authority $10,000 cash 

♦ Brunswick Golden Isles Chamber of Commerce $ 5,000 cash 

In addition, the Brunswick Golden Isles Visitors and Convention Bureau are committing in-kind 

services with an estimated value of $150,000 for the Initiative. These services will be primarily 

in the form of advertising tie-ins with Bureau campaigns, literature and events. This cooperative 

effort is a major expansion and elaboration of current efforts, and will be critical to the effective 

marketing of services available at BQK in key markets outside the Brunswick area (particularly 

the Atlanta market). 

The Glynn County Airport Commission will continue the relationship formed in the last grant 

with a marketing consultant to assist with the implementation of the initiative and will perform 

other duties as well. The cost of this service is not part of the in-kind contribution, but 

demonstrates the commitment of the Glynn County Airport Commission to the initiative, and the 

air service development needs of the community. 

The committed funds and in-kind value from Partnership members for the two-year Initiative are 

comprised of the following types of support: 

Cash from non-airport revenues $ 25,000 

Cash from airport revenues $ 60,000 

In-kind contributions from the community $150,000 

TOTAL Partnership Participation Value $ 235,000 
20 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

5. Requested Funding for the Initiative 

The Partnership is requesting a grant of $360,000 from DOT to assist with the funding of the 

initiatives. The following budget, including both local and federal funds, has been developed. 

The initiatives are intended to encompass a two-year period. However, the spending rate may be 

accomplished in less time to improve ridership as soon as possible. 

Items 1 through 4 of the budget will be expended on a programmatic basis over the two-year 

period. The total budget levels shown indicate the maximum levels programmed over two years 

for each line item. The preliminary budget for the two-year initiatives (October 2010 – 

September 2012) is shown below. Actual programming of funds will be determined by the 

Partnership, in conformance with the level of funding provided by the grant and the 

commitments reflected in the DOT grant agreement. 

Total Value Partnership 

Share 

Federal Share 

1. Marketing to the ATL market $300,000 $ 150,000 $ 150,000 

2. Marketing to the business/ tourism 

community 

175,000 25,000 150,000 

3. Marketing to FLETC 20,000 10,000 10,000 

4. Marketing support and analysis 100,000 50,000 50,000 

TOTAL $595,000 $235,000 $360,000 

The $150,000 in in-kind services from the Brunswick Golden Isles Visitors and Convention 

Bureau will be applied to Line Item 1-Marketing to the ATL market. 
21 

Brunswick Golden Isles Air Service Partnership 

U.S. Department of Transportation 

Small Community Air Service Development Program 

August 26, 2010 

In summary, the initiative budget is comprised of: 

 Partnership Cash Commitments $ 85,000 

 Partnership In-kind Commitments $150,000 

 Federal grant funds $360,000 

 TOTAL THREE-YEAR BUDGET $595,000 

The time frame to executing the initiatives and expend the funds within the budget are as 

follows: 

• September-October 2010: Marketing analysis and plan formation 

• November 2010-April 2011: Execute marketing plan for Atlanta market 

• November 2010-April 2011: Execute marketing plan for business and tourism community 

beyond Atlanta hub 

• October 2010-March 2011: Develop new marketing effort aimed at attracting students and staff 

to use government fares and improve efficiency in their business travel. 

• May 2011-December 2011: Execute second marketing campaign for both Atlanta market and 

beyond to follow up on first campaign. 

6. Concluding Statement 

The Brunswick and Golden Isles Air Service Partnership has worked hard to maintain and try to 

build the air service market at BQK. However, the current economic conditions in the local 

community have caused a complete rethinking of the marketing efforts needed to maintain air 

service to Brunswick. Delta Air Lines has made it clear that progress must be made in the next 

several months to retain their company’s services. The Brunswick market must have new fare 

initiatives to regain traffic that is leaking mostly to JAX. Delta has agreed to install a new fare 

strategy and has asked the community to support this new strategy with a major marketing effort 

that will educate and change the perception of potential passengers in a timely manner. The 

Partnership, formed to improve air service at BQK, is prepared to execute a marketing plan that 

has measurable goals to retain the current service level at Brunswick. The success of this effort 

requires the support of Delta Air Lines, which we have secured. The success of this effort also 
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