introduction | draft i-3dubuque.airportstudy.com/files/2019/11/dbq-intro-112719... · 2019. 11....
TRANSCRIPT
The Federal Aviation Administration (FAA) recommends
that airports update their long‐term planning documents every seven to 10 years, or as necessary to address local changes at the
airport. The last full master planning effort for Dubuque Regional Airport (DBQ) was completed in 2005. A minor planning update was completed in
2017. The City of Dubuque, the sponsor of the Dubuque Regional Airport, has received a grant from the FAA to again fully update the airport’s master plan. An FAA grant provides 90
percent of the project’s fixed fee cost, with the City of Dubuque providing a ten percent match. The airport master plan is being undertaken to re‐evaluate DBQ’s capabilities and role, to forecast future aviation demand, and to plan for the timely development of new or improved facilities that may be required to meet that demand. The ultimate goal of the master plan is to provide systematic guidelines for the airport’s overall maintenance, development, and operation. The study is designed to provide guidance for future development and provide updated justification for projects for which the airport may request funding participation through federal and state airport improvement pro‐grams.
Introduction | DRAFT i-1
The airport master plan is prepared in accordance with FAA requirements, including Advisory Circular (AC) 150/5300‐13A, Airport Design (as amended), and AC 150/5070‐6C, Airport Master Plans (as amended). It is intended to be a proactive document which identifies and then plans for future facility needs well in advance of actual need. This is done to ensure the City of Dubuque can coordinate project approvals, design, financing, and construction in a timely manner, prior to experiencing the detrimental effects of deteriorating or inadequate facilities. An important outcome of the master plan process is a recommended development plan which reserves sufficient areas for future facility needs. Such planning will protect development areas and ensure they will be readily available when required to meet future needs. The intended outcome of this study is a detailed on‐airport land use concept which outlines specific uses for all areas of airport property, includ‐ing strategies for increased revenue enhancement. The preparation of this master plan is evidence that the City of Dubuque recognizes the airport as an important transportation and economic asset for the city and the surrounding region as a whole. More‐over, the city understands the associated challenges inherent in providing for the airport’s unique oper‐ating and improvement needs. The cost of maintaining an airport is an investment which yields impres‐sive benefits to the local community. With a sound and realistic master plan, DBQ can maintain its role as an important link to the regional, state, and national air transportation systems. Moreover, the plan will aid in supporting decisions for directing limited and valuable city resources for future airport devel‐opment. Ultimately, the continued investments in DBQ will allow the City of Dubuque to reap the eco‐nomic benefits generated by the airport and previous investments in the facility.
MASTER PLAN GOALS AND OBJECTIVES The primary objective of the Dubuque Regional Airport Master Plan is to develop and maintain a finan‐cially feasible, long‐term development program which will satisfy aviation demand of the region; be com‐patible with community development, other transportation modes, and the environment; and enhance employment and revenue for the local area. The most recent planning effort for the airport was in 2017. DBQ’s Airport Layout Plan (ALP) has been updated or modified periodically based on capital and/or other improvement completions. This master plan is intended to provide guidance through an updated capital improvement and financial program to demonstrate the future capital investments that will be required by the City. It will also provide justification for new priorities at the airport. During the master plan process, other planning studies in the city and state, as well as aviation plans developed by the FAA, will be consulted to ensure compatibility.
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Specific objectives of this airport master planning effort will include, but are not limited to, the following: Research factors likely to affect all air transportation demand segments in the City of Dubuque
as well as the northeastern Iowa, western Wisconsin region over the next twenty years. The analysis will include the development of forecasts of airline passengers, air cargo shipments, gen‐eral aviation activity, University of Dubuque, and military demand elements;
Identify the facilities necessary to accommodate the demand, including the potential for ex‐panded apron areas, additional parking, and extensions to the runways;
Determine projected needs of airport users over the next 20 years, by which to support airport development alternatives;
Recommend improvements which enhance the airport’s safety, capacity, and revenue produc‐tion to the maximum extent possible, such as additional hangar space and improvements to the airport traffic control tower (ATCT);
Establish a schedule of development priorities and a program for the proposed improvements. Prioritize the Airport Capital Improvement Program (ACIP); Prepare a new Airport Layout Plan drawing set in accordance with FAA; Evaluate the airport’s sustainability efforts, including waste and energy reduction efforts as well
as recycling practices in accordance with FAA’s updated standards; and, Develop active and productive public involvement throughout the planning process.
MASTER PLAN ISSUES The master plan specifically addresses the following issues: Assist the city, through the Technical Advisory Committee (TAC), in determining a vision for the air‐
port; Based on the realistic evaluation of the facility in terms of configuration, condition, amenities, loca‐
tion, competition, and forecasted aviation demand, establish goals and priorities for the airport to meet that vision;
Conduct a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis identifying strengths, weaknesses, realistic markets, goals, resources and strategy to move forward. This analysis will factor the strengths and weaknesses of DBQ to include physical and operational features. The analysis will also present the same for competing airports in the region;
Prepare a detailed evaluation of existing and future commercial passenger and general aviation de‐mand for DBQ based on recent local, regional, and national trends;
Identify airfield alternatives based on goals and opportunities as well as FAA applicable design stand‐ards. The analysis will include an evaluation of the airfield geometry to address potential runway incursion hot spots and non‐standard conditions;
Provide a landside development plan that identifies areas for accommodating the forecasted growth of aviation and aviation‐related business and, if appropriate, areas for non‐aviation revenue‐produc‐ing opportunities.
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Assess compatible land use in the vicinity of DBQ with recommendations offered to the city which would further protect the airport’s long‐term safe and viable operation;
Prioritize preservation and rehabilitation recommendations in order of greatest overall positive im‐pact;
Identify elements of an ongoing maintenance plan; and, Evaluate the airport’s financial conditions including fees/rates, charges, leases, and contracts. BASELINE ASSUMPTIONS A study such as this typically requires several baseline assumptions to be used throughout this analysis. The baseline assumptions for this study are as follows: DBQ will continue to serve in the FAA role as a primary commercial service airport through the 20‐
year planning period; DBQ will continue to accommodate commercial passenger airline operator(s) and general aviation
tenants, and itinerant and/or local aircraft operations by commercial airlines, air taxi, general aviation and military operators;
The commercial passenger and general aviation industries will grow through the planning period as projected by the FAA. Specifics of projected growth in the national commercial airline and general aviation industries are contained in Chapter Two – Forecasts;
The socioeconomic characteristics of the region will generally grow as forecasted (see Chapter Two); and,
A federal grant program, either the existing Airport Improvement Program (AIP) or something similar, will be in place through the planning period to assist in funding the airport’s future capital develop‐ment needs.
MASTER PLAN ELEMENTS AND PROCESS The Dubuque Regional Airport Master Plan is prepared in a systematic fashion following FAA guidelines and industry‐accepted principles and practices, as presented on Exhibit iA. The master plan has six chap‐ters that are intended to assist in the evaluation of future facility needs and provide the supporting ra‐tionale for their implementation. Chapter One – Inventory summarizes the existing conditions at the airport. The inventory effort is fo‐cused on collecting and assembling relevant data pertaining to the airport and the area it serves. Infor‐mation is gathered on existing airport facilities and operations. Local economic and demographic data is collected to define the local growth trends, and environmental information is gathered to identify potential environmental sensitivities that might affect future improvements. Planning studies which may have relevance to the master plan are also collected.
Introduction | DRAFT i-4
PIW #1
WorkingPapers
WorkingPapers
WorkingPapers
TAC #1
TAC #2
TAC #3
PIW #2
WorkingPapers
WorkingPapers
TAC #4
PIW #3
INVENTORY• Area Socioeconomic Data• Local Planning and Land Use• AGIS Survey
• Airport Access andParking, Utilities, andAerial Photography
• Airport Facilities• Airspace and Air
Traffic Activity
• Based Aircraft and Fleet Mix• Annual Operations
• Peaking Characteristics• Critical Aircraft Analysis
• Commercial ServiceDemand
FORECASTS
• Goals and Objectives • Establish Technical Advisory Committee
INITIATION
• Support Facilities• Taxiways• Airfield Capacity
FACILITY REQUIREMENTS• Aprons• Navigational Aids
• Hangar Facilities• Terminal Building
• Design Categories• Runway Length
and Strength
• Evaluate Development Scenarios- Airside - Landside - Support
AIRPORT ALTERNATIVES
• Detailed Master Plan Facilityand Land Use Plans
• Noise Exposure
• Review/Evaluation of NEPAEnvironmental Categories
RECOMMENDED MASTER PLAN CONCEPT/ENVIRONMENTAL REVIEW
• Recycling Plan• Energy Assessment
• Cost Estimates• Funding Sources
FINANCIAL PLAN/CAPITAL IMPROVEMENTS• Airport Capital
Improvement Plan• Airport Development Schedule• Economic Benefit Analysis
• Airspace/Approach Drawings• On-Airport Land Use Plan
AIRPORT LAYOUT PLANS• Property Map• Land Use Plans
• Airport Layout Plan• Landside Drawing
WorkingPapers
TAC: Technical Advisory Committee
PIW: Public Information Workshop
FINALMaster Plan
FINALMaster Plan
DRAFTMaster Plan
DRAFTMaster Plan
Master Plan/ALP Approvals
Master Plan/ALP Approvals
Exhibit iAPROJECT WORK FLOW
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Chapter Two – Forecasts examines the potential aviation demand at the airport. The analysis utilizes local socioeconomic information, as well as national air transportation trends to quantify the levels of aviation activity which can reasonably be expected to occur at DBQ through the year 2039. The results of this effort are used to determine the types and sizes of facilities which will be required to meet the projected aviation demand at the airport through the planning period. A SWOT analysis will also be conducted and will include the input of the TAC. Chapter Three – Facility Requirements comprises the demand capacity and facility requirements anal‐yses. The intent of this analysis is to compare the existing facility capacities to forecast aviation demand and determine where deficiencies in capacities (as well as excess capacities) may exist. Where deficien‐cies are identified, the size and type of new facilities to accommodate the demand are evaluated. The airfield analysis focuses on improvements needed to safely serve the type of aircraft expected to operate at the airport in the future, as well as navigational aids to increase the safety and efficiency of operations. This element also examines the commercial passenger terminal, general aviation terminal services, hangar, apron, and support needs. Chapter Four – Airport Alternatives considers a variety of solutions to accommodate the projected fa‐cility needs. This element proposes various facility and site plan configurations which can meet those needs. An analysis is completed to identify the strengths and weaknesses of each proposed develop‐ment alternative, with the intention of leading the decision‐making process toward a single development concept. Chapter Five – Recommended Master Plan Concept provides both a graphic and narrative description of the recommended plan for the use, development, and operation of the airport. An environmental overview and recycling plan are provided at the end of this chapter. The overview is intended to analyze potential environmental impacts of proposed airport development projects. If any red flags are found, the plan will include recommendations to accommodate mitigation or other methods to meet federal environmental policies and regulations. Chapter Six – Capital Improvement Program provides a proposed capital needs program which defines the schedule, costs, and funding sources for the recommended development projects. The official ALP drawings that are produced as a result of the recommended master plan concept and used by the FAA in determining grant eligibility will be included as an appendix to the master plan. The planning process also includes capturing and utilizing very detailed survey data sets. Geographical Information Systems (GIS) Services included in the process involves the collection of data to comply with Table 2‐1 of Advisory Circular 150/5300‐18B, column Instrument Procedure Development. The dataset is a high‐precision, digital model of the safety critical features of the airport as defined in 18B, Table 4‐1. The process includes collection of high‐resolution aerial photography, high‐precision surveys of safety critical airport data (runway ends, NAVAIDS, airport elevation, airspace, obstructions and others), and compilation of collected data into a uniform GIS dataset. The deliverable is a GIS dataset that meets the airport’s needs and is acceptable to the FAA.
Introduction | DRAFT i-6
STUDY PARTICIPATION The Dubuque Regional Airport Master Plan is of interest to many within the local community and region. This includes citizens, businesses, community organizations, City officials, airport users, airport tenants, and aviation organizations. As a component of the regional, state, and national aviation systems, DBQ is of importance to both state and federal agencies responsible for overseeing the air transportation system. To assist in the development of the master plan, DBQ management has identified a group of key stake‐holders including government representatives, airport users and tenants, and local community leaders to act in an advisory role in the development of the master plan. Members of this Technical Advisory Committee will meet at designated points during the study to review study materials and provide com‐ments to help ensure that a realistic, viable plan is developed. Draft working paper materials are pre‐pared at various milestones in the planning process. The working paper process allows for timely input and review during each step within the master plan to ensure all issues are fully addressed as the rec‐ommended program develops. A series of open house public workshops are also conducted as part of the study coordination effort. These workshops are designed to allow any and all interested parties to become involved and provide input regarding the master plan process. Notices of meeting times and locations are advertised through local media outlets. All draft reports and meeting materials are also made available to the public on the master plan specific website: www.dubuque.airportstudy.com.
SWOT ANALYSIS A SWOT analysis is a strategic business planning technique used to identify Strengths, Weaknesses, Op‐portunities, and Threats associated with an action or plan. The SWOT analysis involves identifying an action, objective, or element and then identifying the internal and external forces that are positively and negatively impacting that action, objective, or element in a given environment. For this study, the SWOT analysis factors are being applied to DBQ within the confines of the master plan. As a result, it provides a continuous vision and direction for the development of the master plan. SWOT DEFINITIONS As previously discussed, this particular SWOT analysis groups information into two categories: Internal – attributes of the airport and market area that may be considered strengths or weak‐
nesses to the action, objective, or element. External – attributes of the industry that may pose as opportunities or threats to the action, ob‐
jective, or element.
Introduction | DRAFT i-7
The SWOT further categorizes information into one of the following: Strengths – internal attributes of the airport that are helpful to achieving the action, objective,
or element. Weaknesses – internal attributes of the airport that are harmful to achieving the action, objec‐
tive, or element. Opportunities – external attributes of the industry that are helpful to achieving the action, objec‐
tive, or element. Threats – external attributes of the industry that are harmful to achieving the action, objective,
or element. SWOT ANALYSIS The SWOT analysis for DBQ is based upon information gathered during a kick‐off TAC meeting that was conducted in September 2019. As previously discussed, the TAC is a diversified group of airport stake‐holders that represent several interests in the airport. A SWOT analysis was conducted with this group to identify key factors that might be addressed in the master plan. A summary of the results from the SWOT analysis exercise is included in Table iA. These results were utilized as a means to frame the subjective or judgmental processing of the data presented in the master plan. TABLE iA SWOT Analysis Results Dubuque Regional Airport
STRENGTHS WEAKNESSES
INTERNAL (attributes of the airport market
area)
New, modern facility with room for growth Strong leadership/staff; partnerships within
community Good highway access Strong local economy Competitive pricing Free parking Quick security Great customer service from airport/airline Variety of tenants/interests on airfield (GA,
commercial, FBO, UD flight school) Good safety record; no Part 139 deficiencies 24/7 ARFF and snow removal Not classified as an Essential Air Service
(EAS) facility Easy TSA experience
Signage can be difficult to see at times Good highway system and proximity to
other airports can contribute to leakage All flights go through ORD (some travel‐
ers see this as a negative, especially dur‐ing winter months)
International travel is difficult due to long wait times between flights at ORD
Lack of avionics Lack of bulk storage/heated hangars Poor corporate growth (revenue) Runway length can be limiting to some
aircraft Served by just one airline (American) No shuttle service to/from airport Lack of awareness of airport within com‐
munity Cost to expand utilities Public perception of high‐ticket costs
without factoring in free parking, con‐venience, etc.
Marketing budget
Introduction | DRAFT i-8
OPPORTUNITIES THREATS
EXTERNAL (attributes
of the industry)
Marketing outreach by airport/airlines to counter leakage
Additional market/airline Accessibility/shuttle service Improved awareness of airport Growing segment with business jets/direct
flights Flight school outreach through airline Community hangars Educational programs at the high school and
college levels
Public perception based on a few bad ex‐periences
Highway access contributes to leakage Proximity to other airports Aging pilots/aircraft Expense increases with number of trav‐
elers (i.e., families)
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