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Proposal under the Small Community
Air Service Development Program
Legal sponsor: City of Redding, California DUNS: 14-315-1335
Contact: Rod Dinger, AAE - Airport Manager
Redding Municipal Airport • 6751 Woodrum Circle #200 • Redding, CA 96049 (530) 224-4321 • rdinger@ci.redding.ca.us
Docket #: DOT-OST-2008-0100
Redding Municipal Airport Redding, California
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Prepared by
Table of Contents
Page
Summary Information............................................................. 1 Proposal Highlights ................................................................. 2
Redding is a SCASDP success story.......................................................... 2 Underserved to destinations east of Redding........................................... 2 High airfares overall and to eastern markets............................................ 3 Plan has widespread support and benefit................................................ 3 Well considered plan with airline support................................................ 3
Air Service Environment ......................................................... 4 Serving a large portion of northern California ......................................... 4 Business activity driving population growth and demand for air service... 4 Strong visitor traffic to the area............................................................... 5
Air Service – Existing and Historical....................................... 6 Existing air service ................................................................................... 6 Airfares are high ..................................................................................... 6 Historical air service................................................................................. 7 Past air service development efforts ........................................................ 8
Air Service Deficiencies and Needs ........................................ 9 Underserved market with high demand .................................................. 9 High traffic diversion to Sacramento and San Francisco........................... 9 Circuitous routings to top eastern markets............................................ 10 Unreliable service over San Francisco..................................................... 10 High airfares, overpriced market ........................................................... 10 Correcting eastbound service deficiency................................................ 11
Strategic Plan – Air Service ................................................... 12 Project goals ......................................................................................... 12 Proposed air service .............................................................................. 12 Market analysis ..................................................................................... 13 Peer market comparison ....................................................................... 14 Airline support ...................................................................................... 14 Alternate plan....................................................................................... 14 Prior grant award – compare and contrast ............................................ 15
Strategic Plan – Implementation and Funding.................... 16 Public-private partnership...................................................................... 16 Incentive and support plan.................................................................... 17 Strategic Plan funding........................................................................... 20 Project continuation and sustainability .................................................. 21
Schedule and Monitoring...................................................... 22 Schedule ............................................................................................... 22 Program monitoring.............................................................................. 22
Appendix A. Community Support ........................................ 24 Appendix B. Detailed Market Analysis ................................ 33
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Summary Information
A. Applicant Information: (Check all that apply)
X Not a Consortium
Interstate Consortium
Intrastate Consortium
Community now receives EAS subsidy Community (or Consortium member) previously received a Small Community Grant X If previous recipient, expiration date of grant: September 14, 2006
B. Public/Private Partnerships: (List organization names)
Public Private
1. City of Redding 1. Greater Redding Chamber of Commerce
2. 2. Economic Development Corporation of Shasta County
C. Project Proposal: (Check all that apply)
X Marketing Regional Service Personnel X Launch New Carrier X Travel Bank First Service
Surface Transportation X Secure Additional Carrier
X Revenue Guarantee X New Route Start Up Cost Offset Low Fare Service Study Subsidy Upgrade Aircraft Increase Frequency Service Restoration
Other (specify): __________
D. Existing Landing Aids at Local Airport:
X Full ILS X Published Instrument Approach X Localizer X Outer/Middle Marker X Other (specify): GPS
E. Project Cost:
Federal amount requested $500,000 Total local cash financial contribution $162,000 Airport funds $102,000 Non-Airport funds $60,000 State cash financial contribution $0 Existing funds $0 New funds $162,000 Airport in-kind contribution* $10,000 Other in-kind contribution** $607,500 Total cost of project $1,279,500 * Airline Travel Bank and program administration ** Airline Travel Bank commitments and administration
F. Enplanements:
2000 66,405 2004 61,113 2001 65,666 2005 62,085 2002 53,671 2006 66,390 2003 54,921 2007 64,478
G. Is this application subject to review by State
under Executive Order 12372 process?
a. This application was made available to the State
under the Executive Order 12372. Process for
review on (date) _____________.
b. Program is subject to E.O. 12372, but has not
been selected by the State for review.
c. Program is not covered by E.O. 12372.
H. Is the Applicant delinquent on any Federal
debt? (if “yes”, provide explanation)
No
Yes (explain)
X
X
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Proposal Highlights
his Small Community Air Service Development Program (SCASDP) grant
application submitted by the City of Redding meets the criteria of Docket
DOT-OST-2008-0100. The City of Redding, the Airport sponsor, is requesting
$500,000 in federal assistance to support the implementation of a $1,279,500 air
service initiative. The project goal is to secure service to a hub airport located east
of Redding that provides competitive airfares and connecting opportunities to
domestic and international destinations for Redding’s air travelers.
Redding is a SCASDP success story
Redding turned its 2004 SCASDP grant award into a small community air service
success story. From its beginning in April 2005, Horizon Air’s service between
Redding/Arcata and Los Angeles has been a great success for both communities,
Redding and Arcata. Since inception (including the ramp-up period), Redding’s load
factor through February 2008 averaged 76 percent. In 2007, 40,692 travelers used
the service and average airfares in the Redding-Los Angeles market were down 19
percent from the year prior to the start of service. The goals were met, and
Redding’s air travelers are happy with the outcome.
This 2008 application is different. Where the goal of the 2004 application was to
secure service between Redding/Arcata and Los Angeles, this application addresses
Redding’s need for service to a hub airport located east of Redding with Salt Lake
City the primary focus.
Underserved to destinations east of Redding
Travelers that are destined for cities located east of Redding make up over 35
percent of the total Redding market. Currently, all of Redding Municipal Airport’s
air service flows north to Portland or south to San Francisco and Los Angeles.
Eastbound travelers that use the local airport incur extra time and risk missing their
connections due to the infamous unreliability of San Francisco International Airport.
The situation is further compounded by high load factors on the Redding-San
Francisco service restricting the availability of seats for all travelers. Redding’s lack
of eastbound service, shortage in San Francisco capacity, and the inherent risk of
missing a connection in San Francisco influence air travelers to drive 165 miles to
Sacramento to access eastbound flights.
T This section contains:
• Project goals
• Description of the
Strategic Plan
• Highlights of the grant
application
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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High airfares overall and to eastern markets
Redding has the highest overall average airfare compared to its peer markets in the
region. Its average fares to key destinations located east of Redding top its peers.
Likewise, Redding’s average airfares are high compared to California, the West
region, and the nation. Indirect routing for connecting passengers and high load
factors on 30-seat aircraft are the culprits. With no direct connecting service to a
hub airport located east of Redding, eastbound travelers are especially affected.
The improved efficiency of directional routings to a hub east of Redding will reduce
airfares to eastern destinations. Moreover, the proposed service will provide
competitive pricing in markets that overlap, and, by increasing overall capacity, will
have a downward influence on overall average airfares.
Plan has widespread support and benefit
Based on an analysis of the Redding market, the proposed service has the potential
to affect almost 54,000 annual origin and destination passengers. Because it will
affect such a large share of Redding’s citizens, the popularity of the proposed
service is widespread. For example, as part of the responsibilities of the public-
private partnership, the Economic Development Corporation of Shasta County will
create an Airline Travel Bank® that includes a minimum of 100 participating
companies contributing at least $600,000 cash to support service during its first
year.
Well considered plan with airline support
Discussions between Redding’s community leaders and multiple airlines began in
2005 and have continued through the preparation of this application. During this
period, the community continued to research its market, refine its forecasts for
changing conditions in the industry, and meet periodically with airline planners. In
fact, the structure of this application is a reflection of the most recent direct airline
input.
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Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Air Service Environment
edding Municipal Airport has the ability to serve a large portion of northern California; however, much of the catchment area is driving to Sacramento or
San Francisco to access air service. This section includes an overview of the
catchment area and the community served by Redding Municipal Airport.
Serving a large portion of
northern California
The Redding Municipal Airport
catchment area, located in the northern tip of California’s Central
Valley, encompasses Shasta County
and portions of Siskiyou, Trinity, Tehama, and Plumas Counties. The
proposed air service at Redding
Municipal Airport would benefit a population in the airport catchment
area exceeding 250,000. The
catchment area includes Red Bluff,
Anderson, Cottonwood, Redding, and rural communities in the
mountainous areas to the north, east,
and west. It is estimated that the catchment area generates 342,000
origin and destination passengers per year.
Exhibit 3.1 shows a map of the Airport’s catchment area.
Business activity driving
population growth and demand
for air service
Fueled by business in-migration from southern
California, jobs in the region have grown 22
percent from 1997 to 2006. For the same 10-year period the population grew 15 percent
and is forecast to jump another 53 percent by
2030.
R This section contains:
• An overview of the
Redding community and
the current air service
environment
Exhibit 3.1 Airport catchment area and proximity to competing airports
Exhibit 3.2 Redding’s employment base
Manu-facturing
4%
Construction7%
Retail/ Wholesale
Trade21%
Services36%
Finance, Ins., & Real Estate
7%
Government16%
Transport, Comm., & Public Util.
5%
Other3%
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Reference the pie chart in Exhibit 3.2, previous page, Redding has a
diverse economic base. The service sector is the largest employer in
Shasta County with retail/wholesale trade and government close
behind. Manufacturing is increasing as the community continues to
recruit manufacturing companies. As more companies have located in
the region the demand for air service that provides a more direct route
to destinations east of Redding has increased.
An air service survey completed in 2006 highlighted this need and
identified the companies in Table 3.1 as having high demand for
eastbound service from Redding. One example, CH2M Hill is a large
architectural and engineering firm that
has approximately 240 employees in
their Redding office and 14,500
employees and 200 offices worldwide.
Its headquarters are in Denver, and the
Redding office has projects in
communities throughout the Southwest
and Central U.S. CH2M Hill is just one
example of the many companies in the
area that need eastbound service.
Strong visitor traffic to the
area
In addition to the diverse and growing
business community, the Redding
region is a magnet for tourists seeking
an outdoor experience. Local
attractions include: Lake Shasta, Mt.
Shasta, Lassen National Park,
Whiskeytown National Recreation Area,
and other outdoor attractions that are
nearby.
Table 3.1 Top employers with eastern travel needs
Employer
Barr Brothers Company Mercy Medical Center
Baskins Forest Products Morpheus Lights
Blue Shield of California Newport Biosystems
Butte Community Bank Premiere Brand Meats
CH2M Hill Record Searchlight
Coca Cola Bottling Co. Risse Racing Technology
Comptech Marine SECO Manufacturing Global Flex
Manufacturing Shasta College
Knauf Insulation Shasta Regional Medical
Lehigh Southwest Cement
Sierra Pacific Industries
Les Schwab Tire Recap Simpson University
Macy’s Skyway Recreation
MariTech Industries Universal Medical Design
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Air Service – Existing and Historical
his section presents information on current and historical air service for
Redding Municipal Airport. The current air service section highlights: service
frequency, direct and connecting destinations offered, available fares, and
equipment types. The historical air service section includes a description of historical
destinations, traffic levels, service providers, and any extenuating factors that might
have affected traffic in the past or that can be expected to influence service needs
in the near to intermediate term. Redding Municipal Airport’s past air service
development efforts are also covered in this section.
Existing air service
Horizon Air and United Express serve Redding
Municipal Airport (Table 4.1). Horizon
operates turboprop aircraft to Los Angeles and
Portland. Fifty percent of the Los Angeles-
bound flights are one-stop over Eureka/Arcata
Airport, and the Portland service originates in
Eureka/Arcata. United operates turboprop
service to San Francisco offering the most
connecting options. The Los Angeles service is
the most limited from a connection standpoint.
Airfares are high
Table 4.2 provides a comparison of average airfares paid to/from
Redding Municipal Airport for the past five years. Redding
Municipal Airport’s average fares were greater than the state,
region, and national averages in each of the five years. The
difference between Redding and the total U.S. grew from $16 in
2003 to $40 in 2007. Redding is an overpriced market relative to
the average U.S. market based on average fare. New eastbound
service will increase capacity, add connecting destinations, and likely
lead to decreases in the average fare.
T
Table 4.1 Current air service
Destination Carrier Aircraft Weekly
departures Weekly Seats
Connecting destinations
LAX Horizon Dash 8 Q400 14* 1,064 22
SFO United EMB 120
34 1,020 67
PDX Horizon Dash 8 Q400
7 532 34
Total 55 2,616 N/A
* Seven of the weekly LAX departures one-stop over Eureka/Arcata
Table 4.2 Average airfares
Average fare paid
Market 2003 2004 2005 2006 2007
Redding $165 $166 $176 $198 $199
California $144 $138 $147 $162 $163
West region $137 $135 $144 $156 $155
Total U.S. $149 $143 $146 $159 $159
This section contains:
• Description of existing air
service
• Synopsis of historical air
service
• Description of air service
development efforts
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Historical air service
Since 2003, Redding Municipal Airport has seen some
improvement in air service. This section discusses historical
air service including destinations, traffic levels, and service
providers and extenuating factors that have affected air
service over time.
Destinations, service providers, and traffic levels
Historically, Redding Municipal Airport offered service to
Portland, San Francisco, Los Angeles, and Las Vegas. The
duration of these services can be seen in Table 4.3. The Las
Vegas twice weekly service was short lived, operating for
about five months. However, the Los Angeles service which
was supported by a 2004 SCASDP grant award has been
successful and continues.
Exhibit 4.1 shows the trend in departures and outbound
seats by year, and Exhibit 4.2 shows the trend in
enplanements and load factor over the five-year period from
2003 through 2007. Overall, departures increased from
2,930 in 2003 to 3,196 in 2007, over 35 percent.
Outbound seats increased by 37 percent for the same
period. This increase in activity has been met with positive
response by air travelers. Enplanements grew from 54,921
in 2003 to 64,478 in 2007, an increase of 17 percent. Load
factors also increased as travelers changed their habits and
used the new air service options increasing from 53 percent
to 71 percent through the period, a very high level
considering that the service offering has predominantly been
operated with turboprop aircraft.
Extenuating factors that have affected air service
Two primary factors have affected air service at Redding
Municipal Airport with the net result being that only 36
percent of catchment area passengers use the local airport.
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Sacramento International Airport is approximately a 150-mile
drive. Oakland International Airport is approximately a 235-
mile drive. Though either airport requires a reasonably large
Exhibit 4.1 Departures and seats
1,500
1,900
2,300
2,700
3,100
3,500
2003 2004 2005 2006 2007
Calendar year
Dep
artu
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66,000
88,000
110,000
132,000
154,000
176,000
Seat
s
Departures Seats
Exhibit 4.2 Enplanements and load factor
40
45
50
55
60
65
70
75
2003 2004 2005 2006 2007
Calendar year
Load
fact
or (%
)
36,000
41,000
46,000
51,000
56,000
61,000
66,000
71,000
Enpl
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Load factor Enplanements
Destination Airline 2003 2004 2005 2006 2007 2008
Los Angeles Horizon Apr
Las Vegas AllegiantAug-Dec
Portland Horizon
San Francisco United
Table 4.3 Historical destinations and service providers
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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drive-time investment, they offer a broad selection of nonstop destinations and low-
fare carriers in many markets, especially in short-haul southern California, Arizona,
and Nevada markets where service frequency is high. This scenario and the
accompanying high diversion have made attracting new service at Redding
Municipal Airport difficult.
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190-mile San Francisco flight segment is not economically conducive to regional jet
operations. The largest turboprops in the United fleet have a 30-seat capacity. The
end result is limited capacity and relatively high per seat operating costs.
Unfavorable weather conditions and airport congestion cause dependability issues
that induce some catchment area passengers to avoid the service and exacerbates
diversion problems. Eastbound service that bypasses San Francisco connections
would significantly improve local airport catchment area retention.
Past air service development efforts
Reference Table 4.4, over the past five years the Redding community has
aggressively pursued air service improvements with any and all carriers that fit
Redding’s air service needs. In 2005, after several meetings with Horizon and with
the assistance of a SCASDP grant, Redding secured Horizon service to Los Angeles.
The service was an immediate success, and Horizon continues to enjoy high load
factors on the route.
With Los Angeles service under its belt, Redding changed its focus to air service that
could efficiently move travelers to and from destinations located east of Redding.
To this end, Airport and community leaders met with three carriers, US Airways,
United Airlines, and Delta Air Lines that had the right-sized aircraft and route system
to provide service to the east.
Between 2005 and 2008, community leaders had multiple
meetings with Delta. In early 2008, Redding was on Delta’s
short-list for service when the price of fuel skyrocketed and the
airlines shelved expansion plans. In spite of high fuel cost, Delta
has maintained an interest in the Redding market. This grant
application is a direct result of that interest.
Redding has taken a business approach to recruiting air service
by periodically researching its air travel market and preparing
detailed market analyses for all airline proposals. Also, Redding
continues to support an active air service marketing program
targeting incumbent airline service as well as new service.
Redding’s formula of persistence, analysis, and marketing is the
core of its air service development program.
Table 4.4 Past air service development efforts
Year Initiative Result
2003 Passenger Demand Analysis Completed Air Service Report - market
incentive analysis Completed
America West Airlines RDD-PHX service proposal Unproductive 2004
SCASDP application - ACV/RDD-LAX service Awarded
Horizon Air RDD-LAX service proposal
Successful 2005
Delta Air Lines' RDD-SLC service proposal
Pending
Delta Air Lines' RDD-SLC service proposal
Pending 2007
United Airlines RDD-DEN service proposal
Unproductive
2008 Delta Air Lines' RDD-SLC service proposal
Pending
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Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Air Service Deficiencies and Needs
n 2004 with the help of a SCASDP grant, Redding tackled what was then its
number one air service issue, the need for Los Angeles service. Now that the Los
Angeles service has been successfully absorbed by the community, Redding is
ready to take on its next air service deficiency, service to a hub airport located east
of Redding. Why Redding needs this service is the topic of this section. It is a
simple case of high demand, indirect routings, too little capacity, and high ticket
prices. The shortcomings in Redding’s eastbound service are well documented in
the periodic market studies conducted by the Redding Municipal Airport.
Underserved market with high demand
With a true market of approximately 470 passengers per
day each way, Redding is an underserved market.
Current service which involves shared turboprop aircraft
with Eureka/Arcata to Portland and Los Angeles and
150 daily seats each way to San Francisco is inadequate
for potential market demand. Table 5.1 reflects 2006
and 2007 capacity use and load factors in Redding
markets. The bulk of the eastbound traffic travels via
San Francisco since this is the least circuitous routing,
and service to Los Angeles and Portland is limited. With
a 2007 load factor of approximately 70 percent, San
Francisco flights are near maximum achievable load
factors on 30-seat aircraft since each additional
passenger represents over three points of load factor.
Additional eastbound capacity is required to meet the
needs of the market and be spared the time consuming,
expensive drive to Sacramento.
High traffic diversion to Sacramento and
San Francisco
Although there are 342,000 origin and destination
passengers per year in the Redding Municipal Airport
catchment area, the Redding Municipal Airport only
serves 36 percent of those passengers. Catchment area
passengers generally use Sacramento International
I
Table 5.1 Redding Municipal Airport airline performance
Segment Year Trips Passengers Seats Load
Factor 2006 1,385 51,858 102,445 50.6
RDD-ACV 2007 1,400 50,908 104,045 48.9
2006 681 37,549 50,394 74.5 RDD-LAX
2007 696 40,692 57,908 78.4
2006 729 41,896 53,813 77.9 RDD-PDX
2007 721 39,543 53,695 73.6
2006 3,969 79,673 119,047 66.9 RDD-SFO
2007 3,565 74,128 106,950 69.3
This section contains:
• Description of Redding’s
air service needs and
deficiencies
Exhibit 5.1 Catchment area airport use
RNO8%
OAK1%
MFR4%
ACV1%
SFO12%
SMF38%
RDD36%
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Airport and San Francisco International Airport,
38 percent and 12 percent, respectively (Exhibit
5.1, previous page). From Redding, traveling to
Sacramento requires a 153-mile drive and takes
approximately two-and-a-half hours; driving to
San Francisco requires a 225-mile drive and
approximately four hours and five minutes (refer
to Exhibit 3.1, page 4). Both drive times ignore
the impact of major traffic congestion which can
increase the drive times significantly.
Circuitous routings to top eastern
markets
Over 35 percent (127 passengers per day each
way) of the catchment area’s top 50 true
markets are eastbound markets. Travelers using
the local airport and destined for eastern points
must connect via Los Angeles, Portland, or San Francisco and travel a minimum of
190 miles south to go east. The bulk of these passengers travel via San Francisco
due to the higher schedule frequency and the lesser circuity involved. However, the
circuity involved is costly in terms of time and results in higher Redding airfares to
the east. Nonstop eastbound service would alleviate this air service deficiency.
Exhibit 5.2 provides a depiction of the circuitous routings required over existing
hubs and the direct service to eastern destinations that would be available with
nonstop Salt Lake City service.
Unreliable service over San Francisco
Well known air traffic and airport congestion combined with weather conditions at
San Francisco International Airport result in above normal irregular operations and
cancellations. For Redding’s air travelers the unreliability of making connections at
San Francisco acts as a disincentive to use connecting routings via San Francisco. As
a result, more people opt to use their car and drive to Sacramento to catch flights.
It is imperative for Redding Municipal Airport to be able to offer competitive hub
service, particularly to the underserved eastbound markets.
High airfares, overpriced market
While many California communities tend to benefit from low fares, this is not the
case with Redding fares. Table 5.2 compares Redding Municipal Airport’s average
fare with those of other northern California and Oregon cities. It is apparent from
this comparison that Redding is overpriced. Further reference Table 4.2 (page 6),
Table 5.2 Average airfare comparison
Airport Average airfare
Redding $199
Eureka $193
Eugene $193
Medford $192
San Jose $139
Reno $138
Sacramento $137
Chico $130
Oakland $124
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Exhibit 5.2 Circuitous routings over existing hubs
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Redding’s average airfares top the list when
compared to California, the West region, and the
total U.S.
When the focus is narrowed to 10 sample
eastbound markets and the Reno, Sacramento,
and larger San Francisco Bay Area markets are
excluded, Redding remains a high average airfare
market to top, high demand eastern destinations
as depicted in Table 5.3. Additional air service at
Redding Municipal Airport would help alleviate
the high airfares in the market by providing more
competition and more direct routings.
Correcting eastbound service deficiency
All of these air service deficiencies in the Redding market point in one direction:
Redding Municipal Airport and its catchment area are in dire need of eastbound
service to a major hub. With San Francisco load factors over 69 percent, capacity
relief for eastbound air travelers is most fuel efficiently achieved by nonstop service
to an eastbound hub such as Salt Lake City or Denver. Such service would use
larger regional jet aircraft over a longer flight segment which is more fuel efficient
than adding more turboprop service over the short San Francisco segment. It would
represent a quantum service improvement for eastbound Redding air travelers by
avoiding double connections in many instances, improve passenger retention at
Redding Municipal Airport, open up San Francisco capacity currently occupied by
eastbound travelers, and avoid the San Francisco connecting reliability problems.
Table 5.3 Market by market average airfare comparison
Market Redding Eureka/ Arcata Medford Eugene Chico
Salt Lake City $239 $219 $237 $213 $115
Denver $239 $209 $188 $176 $142
Omaha $232 $290 $200 $208 $144
Dallas (DFW) $300 $293 $259 $242 $130
Chicago (ORD) $302 $281 $238 $217 $178
Detroit $402 $265 $276 $272 $160
Orlando $237 $274 $229 $232 $187
Atlanta $337 $296 $251 $317 $215
Philadelphia $317 $317 $266 $254 $194
Boston $407 $287 $251 $237 $163 Average 10
markets $279 $261 $231 $222 $162
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Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Strategic Plan – Air Service
he Air Service Deficiencies and Needs section described in detail the
shortcomings in Redding’s air service. Because there is no eastbound air
service, the Redding market is underserved and overpriced to eastern
destinations. The Strategic Plan – Air Service includes the project goals and plan to
remedy its eastbound service and pricing issues. The plan is supported by solid
research and analysis. Moreover, an alternate plan is identified and a forecast
completed to determine its viability. The plan has the support of Delta Air Lines.
Project goals
The goal of this initiative is to secure service to a hub airport located east of Redding
that provides competitive airfares and connecting opportunities to domestic and
international destinations for Redding’s air travelers.
Proposed air service
There are three hub airports, Salt Lake City, Denver, and Phoenix, that have the
potential to serve Redding’s air service needs to the east. However, considering
stage length, routing, connecting opportunities, and pricing, Delta’s Salt Lake City
hub is the best option to accomplish Redding’s goals. Delta service will meet
Redding’s need for connections to the east (Exhibit 6.1) and provide competitive
pricing. Delta’s 50-seat Canadair Regional Jet 200 aircraft are the right size for the
Redding market. The proposed service plan is for Delta to operate two daily,
Canadair Regional Jet 200 roundtrips between Redding and Salt Lake City.
T This section contains:
• Project goals
• A Strategic Plan for
meeting Redding’s air
service needs and
deficiencies
• Alternate plan to meet
the goals
• Previous grant recipient
with new project and
goals
Redding
318 daily departures104 nonstop destinations10 international destinations
Exhibit 6.1 Proposed air service
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Market analysis
A complete copy of the market analysis and associated
assumptions are included in Appendix B. Reference the forecast
summary shown in Table 6.1, Redding-Salt Lake City service is
forecast to produce a segment profit of $54,617 and a system
profit of $4,941,089 in a mature market. Without question, this is
a very favorable forecast. Importantly, because it is so strong, it
may be a market that can continue to turn a profit in spite of
future increases in fuel costs.
The forecast is for a mature market. However, in new markets it
usually takes several months for the passenger traffic to grow to
the point that the associated revenue equals or exceeds the cost of
operating the service. Table 6.2 assumes Delta will realize 40
percent of the passenger forecast for the first month of service
and that passenger traffic will ramp-up at five percent per month
reaching maturity at the end of the first year of service.
Table 6.3 provides a month by month estimate of the net surplus/loss for the first
year of service. Assuming a 12-month ramp-up, it is estimated that Delta will lose
$520,960 in the first 12 months of service. However, with an Airline Travel Bank®
and marketing campaign, the ramp-up period may be shorter which would reduce
the amount of the revenue guarantee required at the end of the contract period.
Table 6.1 Delta Air Lines' Salt Lake City market analysis
Item Statistical category Mature market 1 Seats per departure 50
2 Segments per day 4
3 Annual segments 1,460
4 Annual available seats 73,000
5 Onboard passengers 53,498
6 Load factor 73%
7 Average fares $273
8 Segment 1 revenue $6,602,980
9 Segment 1 cost $6,548,363
10 Segment 1 profit/loss $54,617
11 Segment margin 1%
12 System revenue $14,613,589
13 System cost $9,672,500
14 System profit/loss $4,941,089
15 System margin 34%
Table 6.2 Service ramp-up/start-up period
Month Seasonality Onboard
pax Ramp-
up
Ramp-up adj.
pax Load factor
May 9.5% 5,078 40.0% 2,031 32.8%
June 9.5% 5,072 45.0% 2,282 38.0%
July 9.6% 5,143 50.0% 2,571 41.5%
August 9.8% 5,222 55.0% 2,872 46.3%
September 8.6% 4,621 60.0% 2,773 46.2%
October 9.0% 4,836 65.0% 3,143 50.7%
November 8.5% 4,551 70.0% 3,186 53.1%
December 8.5% 4,561 75.0% 3,420 55.2%
January 6.3% 3,388 80.0% 2,710 43.7%
February 5.8% 3,104 85.0% 2,638 47.1%
March 7.0% 3,770 90.0% 3,393 54.7%
April 7.8% 4,154 95.0% 3,947 65.8%
Total 100.0% 53,498 N/A 34,967 47.9%
Note: Ramp-up = 40 percent first month increasing 5.0 percent per month
Table 6.3 Net surplus/shortfall
Month Revenue Cost
Net surplus/ shortfall
May $416,111 $821,500 -$405,389
June $467,606 $795,000 -$327,394
July $597,027 $821,500 -$224,473
August $784,543 $821,500 -$36,957
September $757,355 $795,000 -$37,645
October $858,639 $821,500 $37,139
November $870,210 $795,000 $75,210
December $934,314 $821,500 $112,814
January $740,310 $821,500 -$81,190
February $720,611 $742,000 -$21,389
March $926,788 $821,500 $105,288
April $1,078,028 $795,000 $283,028
Total $9,151,540 $9,672,500 -$520,960 Note: Includes introductory sale fares for the first three months of service - 75 percent of full fare first two months; 85 percent third month
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Peer market comparison
To further test the viability of Redding-Salt Lake
City service, Redding was compared to other
similar markets in the region that have Delta
Salt Lake City service. Economic and
demographic indicators and other factors
important to air service initiatives are
compared. Redmond, Medford, Yakima, and
Eugene, all successful Delta-Salt Lake City
markets, were compared with Redding (Table
6.4). Redding’s indicators compare well to
these successful Delta markets, and its average
airfares topped the other four markets. Based
on this, Redding-Salt Lake City service fits the
profile of other successful markets in the
region. This supports the favorable output of
the Redding-Salt Lake City forecast.
Airline support
This application and the proposed air service have been reviewed with Delta’s
planning staff. Delta supports this application and reserves its final service decision
pending the outcome of this application and subject to conditions in the airline
industry.
Alternate plan
In the event that the proposed service is not realized, the alternate plan is to solicit
service from a carrier that has a hub at either Denver or Phoenix. The next-best
option for successfully accomplishing the goals of this grant application is to secure
United Airlines’ service to Denver. On the up-side, Denver has more connecting
opportunities than Salt Lake City, but its longer stage-length adds to the segment
operating cost. To evaluate the viability of using Denver as an alternate, Redding
completed the following preliminary forecast:
The alternate service plan includes:
Service provider: United Airlines
Route: Redding-Denver
Frequency: Two daily roundtrips
Aircraft: Canadair Regional Jet 200 (50 seats)
Table 6.4 Delta Air Lines' market comparisons
Factor RDD RDM MFR YKM EUG
Employment 100,219 93,488 121,427 128,635 201,068 Population (MSA/DMA) 191,908 153,961 210,054 239,892 347,308
Mean income $78,291 $80,257 $78,608 $83,368 $74,624
Income per capita $24,594 $25,317 $25,032 $22,192 $24,547
Distance to SLC
543 526 574 586 618
Alternate airport
SMF PDX PDX SEA PDX
Mileage to alternate airport
147 142 282 152 127
Average fare (YE1Q04)
$170 $165 $171 $156 $169
Average fare (CY07)
$199 $177 $192 $188 $193
Note: Economic/demographic information estimated 2008
TThhiiss aapppplliiccaattiioonn aanndd tthhee pprrooppoosseedd aaiirr sseerrvviiccee hhaavvee
bbeeeenn rreevviieewweedd wwiitthh DDeellttaa’’ss ppllaannnniinngg ssttaaffff,, aanndd DDeellttaa
ssuuppppoorrttss tthhiiss aapppplliiccaattiioonn..
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Reference the United-Denver forecast shown in Table 6.5, Redding-
Denver service is projected to produce a system profit of $3,559,640
in a mature market. This forecast indicates that Denver service is a
viable alternative to Salt Lake City. In the event that Redding has to
fall back on their alternate plan, the forecast will be updated and
further analysis completed to evaluate the ramp-up and related
support plan.
Prior grant award – compare and contrast
In 2004, the City of Redding was awarded a SCASDP grant. The
2004 application and grant award had two goals:
• Improve air service to a broad section of air travelers at both
the Redding and Arcata/Eureka airports by adding nonstop
service to a new destination, Los Angeles International
Airport
• Provide better access to the national transportation system
To achieve the 2004 goals, the grant award included a marketing
program and an airline revenue guarantee. Although the methods
used to achieve the goals in the current Strategic Plan are similar to
the 2004 project, the goals are clearly different. First, the goals of
this application directly benefit Redding Municipal Airport versus the
prior combined approach which benefited both Arcata/Eureka and
Redding in the 2004 grant. Second and most important, the 2004
grant targeted air service to Los Angeles. The focus of this
application is service to the east with Salt Lake City as the primary
objective.
Table 6.5 United Airlines' Denver market analysis
Item Statistical category Full year 1 Seats per departure 50
2 Segments per day 4
3 Annual segments 1,460
4 Annual available seats 73,000
5 Onboard passengers 56,968
6 Load factor 78%
7 UA diverted passengers 2,259
8 Incremental passengers 54,709
9 Average fare $241
10 Segment 1 revenue $7,932,183
11 Segment 1 cost $7,892,176
12 Segment 1 profit/loss $40,007
13 Segment margin 1%
14 System incremental revenue
$13,702,072
15 System cost $10,142,433
16 System profit/loss $3,559,640
17 System margin 26%
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Strategic Plan – Implementation and Funding
he purpose of this section is to describe Redding’s plan for organizing,
executing, funding, and monitoring its plan for supporting the proposed air
service. As a previous SCASDP grant recipient, Redding’s plan is based on the
shared understanding of the members of the public-private partnership that
commercial air service is vitally important to the community, inherently risky, and
dependent on hands-on community involvement for continued viability. Redding’s
Strategic Plan - Implementation and Funding is aggressive, strategic, and focused on
the long-term success of the proposed Salt Lake City service.
Public-private partnership
The City of Redding, CA is the sponsor of the Redding Municipal Airport and this
grant application. In support of the proposed service and this application, the City
of Redding has formed a public-private partnership with the
organizations shown in Table 7.1. Each of the partners is
committed to and has an active role in the public-private
partnership.
SSttrraatteeggiicc PPllaann: The City of Redding/Redding Municipal
Airport will execute, manage, and administer grants
associated with this application.
AAiirrlliinnee TTrraavveell BBaannkk®® ((AATTBB)): The Economic Development
Corporation of Shasta County will organize and manage an
ATB that includes 100 participating businesses that
contribute a minimum of $600,000 in cash to support the
proposed service. It will handle all aspects of the ATB
including execution of ATB contracts, banking, and the
issuance of atbCARDS.
MMaarrkkeettiinngg pprrooggrraamm: The Greater Redding Chamber of
Commerce with the assistance of the Economic
Development Corporation of Shasta County will plan,
manage, and execute the marketing program contemplated
for the proposed air service.
T
Table 7.1 Roles of public-private partners
Public-private partner Role
Public:
City of Redding Grant administration;
Strategic Plan monitoring and performance tracking
Private:
Economic Development Corporation of Shasta County
Airline Travel Bank: Lead fund drive, manage program,
execute contracts, coordinate deposits and issuance of
atbCARDS
City of Andersen City of Shasta Shasta County
EDC members; Assist in the execution of marketing plan
Greater Redding Chamber of Commerce
Manage and execute the marketing plan
This section contains:
• Description of the
public-private
partnership
• Designation of a legal
sponsor
• Funding necessary for
implementation of the
Strategic Plan
• Sustainability of the
project
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Incentive and support plan
The forecast and analysis presented in the Strategic Plan – Air Service section makes
the case that the proposed service has a high probability of success. However, air
service initiatives in small markets are never a “sure thing”, and the proposed
Redding-Salt Lake City service is no different. The intent of this Incentive and
Support Plan is to first identify the liabilities associated with the proposed service
and, second, craft a plan to offset that risk. In this regard, the success of the
Redding-Salt Lake City service depends
on effectively addressing four risk
factors:
1. PPaasssseennggeerr rraammpp--uupp: Reference
Table 6.3, page 13, during the
12-month passenger ramp-up
period, the airline shortfall in
ticket revenue is estimated to
produce a loss of $520,960.
Delta Air Lines’ expectation is that
Redding will cover the majority of
this potential shortfall.
2. RReeddddiinngg’’ss ““ddrriivvee ttoo ffllyy”” hhaabbiitt: At present, 40 percent of Redding’s air
travelers drive 165 miles to Sacramento to take advantage of its many service
options and cheaper airfares. Because of Southwest Airlines’ presence at
Sacramento, Redding Municipal Airport will always lose a share of its leisure
market to this larger airport. However, the success of Redding-Salt Lake City
service depends on use by its business flyers.
3. IInnccuummbbeenntt aaiirrlliinnee’’ss ffrreeqquueenntt ffllyyeerr pprrooggrraammss: The majority of the business
flyers in the Redding market are members of United Airlines’ mileage award
program. Frequent flyer programs have been called “the most powerful loyalty
tool ever created”. The success of the Redding-Salt Lake City service depends
on getting long-time United frequent flyers to use the Delta service.
4. PPuubblliicc aawwaarreenneessss ooff sseerrvviiccee: Getting the word out! In markets like Redding,
airlines spend little time and often no money on the promotion of new service.
By default, the responsibility for marketing new service falls on the shoulders of
the community. Without a community driven marketing program, Redding-
Salt Lake City service will be short lived.
Each of the four Risk Factors is addressed with the Support Plan elements shown in
Exhibit 7.1.
Airline Financial Exposure
Business Community Support
Public Awareness
Existing Travel Habits
Revenue guarantee
Airline Travel Bank®
Marketing program
Redding Risk Factors: Support Plan Elements:
Exhibit 7.1 Support plan elements
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Revenue guarantee (DOT funded)
Redding will target the airline’s financial liability associated with the 12-month
ramp-up period, Exhibit 7.1, previous page, by providing a 12-month, $500,000
revenue guarantee. Each month the Redding-Salt Lake City ticket revenue will be
compared with operating costs and the resulting shortfall/surplus calculated. If at
the end of the 12-month revenue guarantee period there is a net shortfall, Delta
will be reimbursed. Airline reimbursement will be capped at $500,000.
Airline Travel Bank® (business community funded)
Success of the Redding-Salt Lake City service depends, in large part, on the support
of the local business community. The challenge is two-fold. First, business flyers
that now use Sacramento International Airport for flights to destinations located
east of Redding must be influenced to use the new local Salt Lake City service.
Second, business travelers that are United frequent flyer members need to change
their habits and purchase tickets on Delta.
Reference Exhibit 7.2, to lock in the commitment and ensure the support of
business flyers, the Economic Development Corporation of Shasta County will
create an ATB that will include a minimum of 100 participating companies/ATB
Partners that contribute/deposit no less than $600,000 in total cash. ATB Partners
will be issued atbCards/VISA that can only be used to purchase tickets on Delta. It is
a “use it or lose it” program, and ATB participants will have 12 months to use their
ATB dollars to purchase airline tickets or the funds transfer to Delta.
The “use it or lose it” feature of the program guarantees the commitment
of the ATB Partners. Because the ATB Partners have “skin in the game”,
they will limit their use of Sacramento International Airport and instead
use Redding Municipal Airport to support the Redding-Salt Lake City
service. Likewise, the ATB Partners will make ticket purchase decisions in
favor of Delta’s new service in spite of their frequent flyer membership.
Marketing campaign (community and airport funded
Promotion of the proposed service will begin 60 days prior to the service
start date and continue for an additional 12 months. The budget is
$120,000. Since Redding has managed two previous marketing
campaigns, Horizon Air to Los Angeles in 2005 and Allegiant Air to Las
Vegas in 2004, the Economic Development Corporation of Shasta County
and the Greater Redding Chamber of Commerce are experienced at
planning and executing successful promotion programs for new air
service. Redding will partner with the air carrier to create the necessary
artwork for distribution in the media outlets.
TThhee AAiirrlliinnee TTrraavveell BBaannkk®® wwiillll
iinncclluuddee aa mmiinniimmuumm ooff 110000
ppaarrttiicciippaattiinngg ccoommppaanniieess//
ppaarrttnneerrss wwiitthh ccoonnttrriibbuuttiioonnss// ddeeppoossiittss nnoo lleessss tthhaann $$660000,,000000..
Airline Travel Bank®EDC of Shasta CountyAirline Travel Bank®EDC of Shasta County
100 companies $600,000
100 companies $600,000
BankBank
Exhibit 7.2 Airline Travel Bank® process
$$$$
$$$$
$$$$
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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TARGET AUDIENCE
The cost of operating regional jets is higher than that of larger commercial aircraft.
Accordingly, the airfares associated with the proposed service will be competitive
but not cheap. The success of the proposed service hinges on the support of the air
traveler that is flying for a business/job related purpose. These are the air travelers
that are not as price sensitive and more inclined to pay a small fare premium for the
convenience of flying locally. Cost conscious leisure flyers tend to drive to distant
airports to take advantage of low-fare carrier service especially if there are multiple
people traveling together.
The primary target audience is the outbound Redding business flyer that is headed
for a destination located east of Redding. Also, companies in the Redding area that
have regular inbound visitors (e.g. branch offices, vendors) from communities
located east of Redding are considered part of the primary target audience. The
secondary target audience is the convenience oriented, time sensitive, leisure
traveler. High income travelers, some retirees, and people traveling on short notice
fall into this category.
MARKETING MESSAGE
The following are the key messages for marketing of eastbound service:
1. Destinations offered
2. Convenience of new service
3. Name-brand airline with jet service
4. Competitive airfares
MEDIA MIX/BUDGET
The media mix and budget is provided in Exhibit 7.3
and detailed below:
PPrriinntteedd AAddvveerrttiissiinngg – Once the new routes are
loaded into the airline’s computer system (which is
typically 90 days in advance of the start date), new
service marketing will begin by purchasing ad space
in the following newspapers:
• Redding Record Searchlight
• Red Bluff Daily News
• Chico Enterprise Record
• Chico News and Review
• Siskiyou Daily News
Estimated cost: $30,000
Exhibit 7.3 Media mix/budget
Printed advertising,
$30,000
Billboards, $40,000
Radio, $20,000
Television, $30,000
TThhee pprriimmaarryy ttaarrggeett aauuddiieennccee iiss
tthhee oouuttbboouunndd RReeddddiinngg bbuussiinneessss
ffllyyeerr tthhaatt iiss hheeaaddeedd ffoorr aa
ddeessttiinnaattiioonn llooccaatteedd eeaasstt ooff RReeddddiinngg..
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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BBiillllbbooaarrddss – Redding will contract with regional/national billboard firms for prime
billboard locations throughout the catchment area. The billboards will go up in
advance of the start date of the new service and would remain for one year.
• Viacom
• Others
Estimated cost: $40,000
RRaaddiioo – Redding will buy airtime on popular radio stations that broadcast within
the catchment area.
• Redding
• Red Bluff
• Chico
• Siskiyou County
Estimated cost: $20,000
TTeelleevviissiioonn – Redding will buy commercial slots on local programming as well as
local access channels.
• Redding
• Chico
Estimated cost: $30,000
PPuubblliicc OOuuttrreeaacchh – The Economic Development Corporation of Shasta County and
the Greater Redding Chamber of Commerce will use their internal communication
vehicles and events to inform and solicit the support of the business community
• Airport, Economic Development Corporation, and Chamber speaking
engagements and local service organizations (e.g. Rotary Club)
• Website additions
• Community activities (e.g. Air Show, Energy Fair)
• Interviews on TV, in local newspapers, and local radio stations
Estimated cost: $10,000 (in-kind)
Strategic Plan funding
The City of Redding is seeking $500,000 in U.S. Department of Transportation
funding to be used as part of a comprehensive support program to offset a portion
of airline risk associated with starting nonstop service to Salt Lake City. SCASDP
grant funds will be used for a revenue guarantee, and the Economic Development
Corporation of Shasta County will fund one-half of the $120,000 marketing
program, provide in-kind services associated with marketing, the Airline Travel
Bank®, and grant administration. The Airport will fund a portion of the marketing
program ($60,000), consulting fees ($32,000) associated with organization of the
Airline Travel Bank®, and airline negotiations ($10,000). Table 7.2, next page,
provides the Strategic Plan budget broken down by element and sources of
funding.
TThhee CCiittyy ooff RReeddddiinngg iiss sseeeekkiinngg $$550000,,000000 iinn UU..SS.. DDeeppaarrttmmeenntt ooff TTrraannssppoorrttaattiioonn
ffuunnddiinngg ttoo bbee uusseedd aass ppaarrtt ooff aa
ccoommpprreehheennssiivvee ssuuppppoorrtt pprrooggrraamm..
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Table 7.2 Strategic Plan budget Funding source
U.S. DOT Airport Non-airport Description Cash Cash In-Kind Cash In-Kind
Total
Airline support program: Revenue guarantee $500,000 $500,000 Marketing campaign $60,000 $60,000 $120,000 Airline Travel Bank® $32,000 $5,000 $607,500 $644,500 Plan staffing/monitoring: Airline meetings/negotiations $10,000 $10,000 Program administration $5,000 $5,000 Total $500,000 $102,000 $10,000 $60,000 $607,500 $1,279,500 Percent of total project 39% 8% 1% 5% 47% 100% Percent of cash contribution 76% 15% N/A 9% N/A N/A
The community will fund 61 percent of the total program. Non-airport funding
sources, the Economic Development Corporation of Shasta County, will provide
nine percent ($60,000) of the cash requirement and 52 percent ($667,500) of the
funding for the total program including in-kind services.
Project continuation and sustainability
Prior to the end of the first year of service, members of Redding’s public-private
partnership will evaluate the status of the program and determine if and what
needs to be done to continue to support air service. The evaluation will include
load factors, ticket price, passenger ramp-up, service issues, airline input, and other
factors that may be relevant to the continuation of service. The specifics of
extending support for an additional term cannot be determined without knowing
more about the issues; however, at a minimum the public-private partnership is
committed to the program referenced in Table 7.3.
Table 7.3 Project continuation budget
Source Period Rev.
Guarantee Marketing
Fee waivers
Redding Municipal Airport
6 months $0 $60,000 $0
Total $0 $60,000 $0
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Schedule and Monitoring
his section lays out the project schedule, milestones, and monitoring program
for the air service plan. Along the way, some of the dates will change.
However, each of the milestones will most likely maintain its relative
position/date in the overall schedule. The Redding Municipal Airport has
responsibility for monitoring all elements of the program.
Schedule
The schedule shown in Table 8.1 identifies key dates for implementation of the
contemplated air service and associated support plan. Understand that the service
start date is the date that sets the overall schedule, and, if that date changes, other
dates will adjust accordingly.
Table 8.1 Strategic Plan schedule and milestones
Milestone O-08
N-08
D-08
J-09
F-09
M-09
A-09
M-09
J-09
J-09
A-09
S-09
O-09
N-09
D-09
J-10
F-10
M-10
Airline contract, final X ATB fund drive X X X
ATB deposits in bank X atbCARDS issued X
Marketing X X X X X X X X X X X X X X
Service start-up X Marketing survey X Passenger survey X
Rev. guarantee end X
ATB program end X
Eval. further support X
Program monitoring
During the first year of service there are several areas of the program that need
tracking and tending: airline performance, ATB, revenue guarantee, market
performance, airfares, and marketing.
Monthly:
• Airline performance – load factors by flight, enplanements, flight
cancellations
• Revenue guarantee indicators – ticket revenue, cost, drawdown
T This section contains:
• Schedule and
milestones for timely
completion of the
project
• How the community
will monitor the
progress of the project
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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• Market performance – passenger ramp-up
• Airfares –track walk-up, business, and leisure published fares for top 25
markets to ensure that fares to destinations in the east are competitive
with Sacramento and San Francisco. Fare issues will be communicated to
Delta Air Lines.
• ATB - track fund use and compare with monthly load factors to evaluate
the use of ATB funds relative to passenger loads
• Marketing – monitor schedule and budget
6-months:
• Complete an in-terminal survey to collect customer opinion information
and evaluate the marketing program
9-months:
• Complete an overall assessment of the program to determine if
community support is needed beyond the first year of service
12-months:
• Complete a 12-month passenger retention study to evaluate the use of
Redding Municipal Airport by local travelers compared to their use of
competing airports
• Analyze output and communicate with airlines regarding market issues
““WWhhaatt ggeettss mmeeaassuurreedd ggeettss
mmaannaaggeedd..””
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Appendix A. Community Support
ppendix A includes letters of support for City of Redding’s application to
the U.S. Department of Transportation for eastbound air service.
Support letters were submitted by participants in the public-private
partnership and members of the Redding community. The letters of support are
included on the following pages of this Appendix A.
A
Proposal under the Small Community Air Service Development Program City of Redding/Redding Municipal Airport
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Appendix B. Detailed Market Analysis
Confidential submission of the City of Redding, California.
top related