HomeMy WebLinkAboutRES-2022-100-Airport-Stratrgic-planBOARD OF COUNTY COMMISSIONERS
COUNTY OF KITTITAS
STATE OF WASHINGTON
RESOLUTION No.: 2022- I 0 0
Authorization to Execute and Adopt a Stratesic Plan for Bowers Field Airport.
WHEREAS' the Airport Department desires to provide a clear and effective vision to the
aviation community and the county's citizens; and,
WHEREAS, planning is an integral part of developing that vision; and,
WHEREAS, the airport stakeholders worked with a consultant to formulate the attached
Strategic Plan that will create a framework for that planning and vision which the aviation
community and countlr's citizens will benefit frorn.
NOWN THEREFORE BE IT RBSOLVED:
The Board of County Commissioners authorizes the adoption and implementation of the
attached Strategic Plan.
ADOPTED this @ day of rAtw^2022
U
BOARD OF' COUNTY COMMISSIONERS
KI
APPROVED AS TO FORM:
lie A. Kjorsvik
BOARD
D
Neil A. Caulkins, Deputy Prosecuting Attorney
Kittitas County
Bowers Field
205 W. 5th Avenue, Suite 105
Ellensburg, Washington 98926-9345
AIRPORT STRATEGIG
BUSINESS PLAN
Kittitas County
Kttitas County Airport (ELN)
Facilitated By:
-AMEG
Aviation Management
Consulting Group
July 26,2021
TABLE OF GONTENTS
Table of Contents
I. INTRODUCTION
II. MISSION, VISION, AND VALUE STATEMENTS
A. Mission Statement
B. Vision Statement
C. Value Statement
III. GOALS AND OBJECTIVES
IV. ACTION PLANS.
APPENDIX I: AIRPORT STRATEGIC BUSINESS PLAN OVERVIEW
APPEN DIX ll : PRELIM I NARY Al RPORT ASSESSMENT..........
APPENDIX lll: SWOT ANALYSIS
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13
66
Airport Strategic Business Plan, 0710112021
MISSION, VISION, AND VALUE STATEMENTS
I. INTRODUCTION
This Airport Strategic Business Plan (ASBP) uses a logical, disciplined, and collaborative
structure to set out the mission, vision, goals, objectives, and actions plans that will drive
the dayto-day management, and operation of Kittitas County Airport (Airport). ln
essence, this ASBP transforms the Airport's mission and vision into specific goals,
objectives, and actions.
II. MISSION, VISION, AND VALUE STATEMENTS
Following are the Airport's mission, vision, and value statements developed during the
strategic planning process and approved by the County.
The mission of the Kittitas County Airport (Bowers Field) is to operate and develop the
Airport and lndustrial Park in a safe and efficient manner to encourage the availability of
high-quality aviation and non-aviation products, services, and facilities; support
professional aviation education programs; enhance the economic benefit for the County;
and support local and regional emergency preparedness.
The vision of the Kittitas County Airport (Bowers Field) is to be the leading Central
Washington regional general aviation airport that is a vital and self-sufficient center of air
transportation and economic activity.
ln addition to the Airport's mission and vision, the following core values serve as a
compass for our actions.
Safety
Airport management will encourage and maintain a safe environment through proper
training, thoughtful actions, and adherence to safety regulations at all times.
People
Striving to meet the unique needs of our customers, community, and visitors, we commit to
their satisfaction and well-being by treating them with respect, dignity, and fairness.
Accountability
Taking responsibility for individual and team actions, decisions and results by establishing
clear plans and goals and measuring our progress against them.
lntegrity
Practicing highest standards of ethical behavior and maintaining credibility by ensuring
our actions match our words.
Performance Excel lence
Setting standards of high-quality performance through education and achieving
excellence by implementing best practices.
1
A. Mission Statement
B. Vision Statement
C. Value Statement
Airport Strategic Business Plan, 0712612021
GOALS AND OBJECTIVES
III. GOALS AND OBJECTIVES
The Airport's goals and objectives were developed to preserve, build on, and leverage the
Airpoft's strengths; address and remedy the Airport's weaknesses; seize and capitalize on
the Airport's opportunities; and manage or, if possible, eliminate the Airport's threats.
Based on the Airport's mission and vision and the Strength, Weakness, Opportunities and
Threats (SWOT) analysis, team members provided recommendations for goals to be
reached in order to realize the Airport's mission and vision. The SWOT analysis results are
found in Appendix lll SWOT ANALYSIS. The final goals and objectives are based on the
SMART modell.
1 A detailed explanation of the SMART model can be found in Appendix I Airport Strategic Business Plan
Overview
2
MrsstoN The Mission of Kittitas County Airport - Bowers Field is to operate and develop the
Airport and lndustrial Park in a safe and efficient manner to encourage the
availability of high-quality aviation and non-aviation products, services, and facilities;
support professional aviation education programs; enhance the economic benefit
for the County; and support local and regional emergency preparedness.
vtstoN The Vision for the Kittitas County Airport - Bowers Field is to be the leading Central
Washington regionalgeneralaviation airport that is a vital and self-sufficient center
of air transportation and economic activity.
GOAL 1 lncrease the capital investment in revenue generating assets at the Airport by forty
percent (40%lbV the end ot2O24
GOAL 2 Secure the development and/or operation of new aeronautical and aerospace
products, services, and facilities bV 2O24
GOAL 3 Increase the economic impact of the Airport on the community by twenty percent
(20%lbV the end ot 2024
GOAL 4 lmprove and enhance the safety, security, and efficiency of the Airport's airside
infrastructure by the end of 2023
Airport Strategic Business Plan, 07 12612021
GOALS AND OBJECTIVES
MtssloN The Mission of Kittitas County Airport - Bowers Field is to operate and develop the
Airport and lndustrial Park in a safe and efficient mannerto encourage the availability
of high-quality aviation and non-aviation products, services, and facilities; support
professional aviation education programs; enhance the economic benefit for the
County; and support local and regional emergency preparedness.
vtstoN The Vision for the Kittitas County Airport- Bowers Field is to be the leading Central
Washington regional general aviation airport that is a vital and self-sufficient center of
air transportation and economic activity.
GOAL 1 lncrease the capital investment in revenue generating assets at the Airport by forty
percent @O%lbV the end ot2024
OBJECTIVE
t-t [From Objective 1-2]
Finalize leasing, rents, and fees policies by the end of 202Lfor implementation in 2022
OBJECTIVE
t-2
IFrom Objective 1-3]
Propose capital investment in the Airport andlor industrial park by 2022 through
different funding mechanisms (e.g., loans, bonds, etc.)
OBJECTIVE
1-3
ldentify and apply for two (2) and secure one (1) non-aviation federal and/or state
grants annually
OBJECTIVE
L-4
[From Objective 1-4]
Develop a comprehensive Airport (including the industrial park) marketing and public
relations program by the end of 2O2tlor implementation in 2022
OBJECTIVE
1-5
Increase the total number of aeronautical and non-aeronautical land/improvement
leases by twenty-five percent (25%l bV 2O2A
OBJECTIVE
1-6
Design and develop (and provide infrastructure to) land parcels that can support the
development of aircraft storage facilities by the end of 2021
OBJECTIVE
t-7
fncrease total based aircraft at the Airport by fifteen (15) aircraft by the end of 2O24
Airport Strategic Business Plan, 07 12612021 3
GOALS AND OBJECTIVES
MrssroN The Mission of Kittitas County Airport - Bowers Field is to operate and develop the
Airport and lndustrial Park in a safe and efficient manner to encourage the availability
of high-quality aviation and non-aviation products, services, and facilities; support
professional aviation education programs; enhance the economic benefit for the
County; and support local and regional emergency preparedness.
vrsroN The Vision for the Kittitas County Airport - Bowers Field is to be the leading Central
Washington regional general aviation airport that is a vital and self-sufficient center of
air transportation and economic activity.
GOAL 2 Secure the development and/or operation of new aeronautical and aerospace
products, services, and facilities by 2024
OBJECTIVE
2-L
Finalize minimum standards for engaging in commercial aeronautical activities by the
end of 2O2t for implementation in 2O22
OBJECTIVE
2-2
Finalize leasing, rents, and fees policies by the end of 2O2Lfor implementation in 2022
OBJECTIVE
2-3
Propose capital investment in the Airport andlor industrial park by 2022 through
different funding mechanisms (e.g., loans, bonds, etc.)
OBJECTIVE
2-4
Develop a comprehensive Airport (including the industrial park) marketing and public
relations program by the end of 2O2L for implementationin 2022
OBJECTIVE
2-5
Solicit interest and proposals for improving/enhancing existing andlor developing
new specialized aeronautical products and services (e.9., flight training, aircraft rental,
aircraft maintenance, etc.) and associated facilities at the Airport by the end of 2023
for initiation in2O24
OBJECTIVE
2-6
Solicit interest and proposals for developing aerospace products and services and
associated facilities at the Airport by the end of 2024 for initiation in 2025
Airport Strategic Business Plan, 07 12612021 4
GOALS AND OBJECTIVES
MtsstoN The Mission of Kittitas County Airport - Bowers Field is to operate and develop the
Airport and lndustrial Park in a safe and efficient manner to encourage the
availability of high-quality aviation and non-aviation products, services, and
facilities; support professional aviation education programs; enhance the economic
benefit for the County; and support local and regional emergency preparedness.
vtstoN The Vision for the Kittitas County Airport - Bowers Field is to be the leading Central
Washington regional general aviation airport that is a vital and self-sufficient center
of air transportation and economic activity.
GOAL 3 lncrease the economic impact of the Airport on the community by twenty percent
(20%lbv the end of 2024
OBJECTIVE
3-1
IFrom Objective 1-4]
Develop a comprehensive Airport (including the industrial park) marketing and
public relations program by the end of 2O2ltor implementation in 2022
OBJECTIVE
3-2
Establish and host an annual aviation/community event by 2021
OBJECTIVE
3-3
Develop a marketing initiative to increase the use of the Airport and community by
aviation clubs, associations, and organizations (e.g., Experimental Aircraft Association,
aircraft owner clubs, etc.) by the end of 2022 for implementation in 2023
OBJECTIVE
3-4
lncrease the number of jobs based at the Airport by adding at least one (1) new
non-aeronautical commercial tenant with a substantial employment base by the
end of 2024
OBJECTIVE
3-5
[From Objective 1-5]
Solicit interest and proposals for improving/enhancing existing and/or developing
new specialized aeronautical products and services (e.g., flight training, aircraft
rental, aircraft maintenance, etc.) and associated facilities at the Airport by the
end of 2023 tor initiation in 2024
OBJECTIVE
3-6
IFrom Objective 1-6]
Solicit interest and proposals for developing aerospace products and services and
associated facilities at the Airport by the end of 2O24 for initiation in2O25
Airport Strategic Business Plan, 0712612021 5
GOALS AND OBJECTIVES
MrssroN The Mission of Kittitas County Airport - Bowers Field is to operate and develop the
Airport and lndustrial Park in a safe and efficient manner to encourage the availability
of high-quality aviation and non-aviation products, seryices, and facilities; support
professional aviation education programs; enhance the economic benefit for the
County; and support local and regional emergency preparedness.
vtstoN The Vision for the Kittitas County Airport - Bowers Field is to be the leading Central
Washington regional general aviation airport that is a vital and self-sufficient center of
air transportation and economic activity.
GOAI 4 lmprove and enhance the safety, security, and efficiency of the Airport's airside
infrastructure by the end of 2023
OBJECTIVE
4-t
Develop a comprehensive aeronautical land-use and development plan by the end of
CY 2O2t for implementation in2O22
OBJECTIVE
4-2
lmprove airside operations (e.g., mowing, snow removal, FOD management, etc.)
through the procurement of additional equipment and manpower and
implementation of best management practices by 2022
OBJECTIVE
4-3
Finalize rules and regulations by the end of 2O2Lfor implementation in 2022
OBJECTIVE
4-4
Develop a professional development program for airport administration and staff to
include industry certifications such as AAE (Accredited Airport Executivel, CM
(Certified Member), and ACE (Airport Certified Employee) by the end of 2022 for
implementation in 2023
Airport Strategic Business Plan, 07 12612021 6
ACTION PLANS
IV. ACTION PLANS
The Airport is currently in the process of drafting action plans worksheets developed
and provided by AMCG. These worksheets will assist the Airport in the development of
Action Plans associated with the goals and objectives developed during the strategic
planning process.
The action plan worksheets focus on the following:
budget).
7Airport Strategic Business Plan, 07 12612021
APPENDIX l: ASBP OVERVIEW
A. Reasons for an Airport Strategic Business Plan
According to the Transportation Research Board's Airport
Cooperative Research Program Report 77. Guidebook for
Developing GeneralAviation Airport Business Plans (Report 77),
there are several compelling reasons for a general aviation airport
to have an airport strategic business plan, as follows:
ACRP
Gd&br lrft61ryary
QFiC lY,rtd Alrps!uin6 Piffi
ntmm ,,
ffi
Another compelling reason discussed in Report 77 for a general aviation airport to
have an airport strategic business plan is that the FederalAviation Administration,
through the Airport Sponsor Assurances (specifically Assurance #24) requires that any
federally obligated airport be as financially self-sustaining as possible given the
circumstances that exist at the airport.
One of the best ways a federally obligated general aviation airport can comply with
Assurance #24 is to develop and implement an airport strategic business plan that, at
its core, demonstrates the ways airport management and policymakers are striving
toward achieving the goal of becoming (or continuing to be) financially self-sustaining.
Report 77 also discusses that there is an expectation that a federally obligated airport
will be operated and managed as a public enterprise; having an airport strategic
business plan demonstrates good stewardship by establishing goals, developing
objectives, and formulating action plans, consistent with realizing the airport's mission
and vision statements.
8Airport Strategic Business Plan, 0712612021
B. Value of the Airport Strategic Business Plan
APPENDIX I: ASBP OVERVIEW
This ASBP is an important planning tool, a critical management tool, and a vital
communications tool.
As a planning tool, the ASBP;
realize the Airport's mission and vision.
As a management fool, the ASBP:
focus on achieving goals and realizing the Airport's mission and vision;
address weaknesses, capitalize on opportunities, and manage threats;
concerning the governance, management, and operation of the Airport; and
As a communications fool, the ASBP:
managemenUstaff communicate the role and value of the Airport;
F justifies investment in the Airport and Airport programs (or build support);
make informed, prudent, and defensible decisions concerning the governance,
management, and operation of the Airport;
IAirport Strategic Business Plan, 0712612021
APPENDIX l: ASBP OVERVIEW
C. Elements of the Airport's Strategic Plan
Mission Statement
The mission statement conveys the reason for the Airport's existence and identifies the
Airport's core competencies. The direction provided in the mission statement helps guide
the Airport's policymakers and managemenUstaff decision making, dictate conduct, and
shape performance on a dayto-day basis.
Vision Statement
The vision statement articulates the Airport's aspirations and is a picture of success.
Values Statement
The values statement outlines the collective beliefs held throughout the Airport. Values
are enduring and will not be compromised or abandoned.
Market Assessment
The purpose of a market assessment is to provide airport management, policymakers,
stakeholders, and the planning team an intimate understanding of the airport, the
community, the industry, and the market from both a macro and micro perspective
Strenqth, Weakness. Opportunities and Threat (SWOD Analvsis
The purpose of a SWOT analysis is to identify and categorize actual and perceived
strengths, weaknesses, opportunities, and threats associated with the Airport and the
organization. ln performing the SWOT analysis, strengths and weaknesses are internal
to the airport while opportunities and threats are external. The results of the SWOT
analysis serve to document the planning team's understanding of the Airport and the
organization
Goals
A goal is a statement of a desired result, outcome, or level of attainment that needs to be
reached to realize the mission and vision of the Airport. A goal should be positive and easily
understood by the Airport's policymakers, managemenUstaff, and stakeholders.
Obiectives
An objective is a significant step toward achieving a goal (i.e., it is a means to an end).
Action Plans
As the fundamental building blocks of the Airport's Strategic Business Plan, the action
plans answer the key questions of who is going to do what, when, where, why, and how
to accomplish the objectives.
Airport Strategic Business Plan, 0712612021 10
D. Airport's Strategic Business Planning Process
APPENDIX I: ASBP OVERVIEW
As one of the first steps in the Airport's strategic business planning process, the Airport
formed a planning team (Team) to gain valuable input and guidance during the process.
Team members were specifically selected based on each individual's diverse
background, experience, expertise, and interests, but with a vested interest in the success
of the Airport. The team members are as follows .
The Airport and the Team was assisted by Aviation Management Consulting Group, with
direct facilitation by Jeff Kohlman (Managing Principal), David Benner (Managing
Consultant) and Katie Gainer (Aviation Analyst).
o Mark Anderson, CEO / President
o Nancy Lilliquist. Airport Advisory Committee / City of Ellensburg
o Ken Grannan, Airport Director
o Keith Riexinger, Airport Advisory Committee
o Ron Mitchell, Airport Advisory Committee / Midstate Aviation
o Linda Schactler, Chief of Staff at Office of the President
o Samantha Peterson, Aviation Planner
o Tyler Glahn, President
o Matthew McGee, Facilities Services Coordinator
o Amy McGuffin, Chamber of Commerce
o Cory Wright, County Commissioner
o Mark Cook, Public Works Director
o Chris Collins, lnvestor
o Rob Hodgman, Senior Aviation Planner
The first major step in the strategic planning process was the development, review, and
discussion of the Preliminary Assessment (Assessment) The Assessment examined the
Airport, the County and the surrounding community, the local and regional maket, and the
nationalgeneral aviation industry. The Assessment is provided as Appendix ll-Preliminary
Airport Assessment.
Airport Strategic Business Plan, 07 12612021 11
APPENDIX l: ASBP OVERVIEW
Based on the results of the SWOT analysis the Team developed the Airport's mission,
vision, and values statements. After developing the Mission, Vision, and SWOT Analysis
the Team provided recommendations for goals to be reached to realize the Airport's
mission and vision. The goal recommendations were based on the SMART model.
truly be reached).
the tangible evidence that the goal has been reached).
Airport to reach beyond its true self, the goal will become burdensome and ultimately
detrimental to the process. However, the goal should be challenging enough to
cause the Airport to "rise up" to achieve it.
provides the "race-track" needed to keep the Airport on course with a clearfinish line
to pursue.
Finally, there are typically four different types of goals.
adv antag e of o p po rtu n it ies
advantage of opportu n ities
Airport Strategic Business Plan, 07 12612021 12
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
INTRODUCTION
I. INTRODUCTION
An Airport Strategic Business Plan (ASBP) for the Bowers Field Airport (ELN or
Airport) will serve as a planning tool and will use a logical and disciplined structure to
set out the mission, vision, values, goals, objectives, and action plans that drive day-
to-day management of the Airport. The ASBP will transform the mission and vision for
the Airport into specific goals, objectives, and actions plans for each functional area
of the Airport. An airport who has an ASBP is more likely to have a greater economic
impact on the community they serve and a stronger (more stable) platform for growth
and development.
Airport management and staff, allow for buy-in from policymakers, and determine the
best approach in the formation of a ASBP planning team.
includes conducting an airporUmarket assessment and a SWOT analysis. Within this
stage, the mission, vision, and values statement are developed. Within this stage
goals and objectives are established. After this, an action plan and budget are
formulated. The final step in phase two is to obtain approval of the plan.
Within this phase the ASBP is implemented. Throughout this phase adjustments
will be made based on reports and input from Airport management and staff;
policymakers; and stakeholders. Based on these reports and input the ASBP is
updated and reimplemented.
AMCG offers the following guiding principles for the development of the ASBP:
operationalefficiency, environmental stewardship, and social responsibility.
and local conditions warrant.
implementation when evaluating alternatives.
A. PURPOSE OF AIRPORT STRATEGIC BUSINESS PLAN
B. PROCESS OF AIRPORT STRATEGIC BUSINESS PLANNING
C. AIRPORT STRATEGIC BUSINESS PLANNING PRINCIPLES
Airport Strategic Business Plan, 0712612021 13
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
INTRODUCTION
Having a thorough understanding of the Airport, Kittitas County (County), the City of
Ellensburg (City), the surrounding community, and the market that the Airport operates
within is an important first step in the strategic airport business planning process.
This Preliminary Airport and Market Assessment (Assessment) will examine these areas
from both a macro (industry) and micro (market) perspective; evaluate the competition;
explore market and customer segments; and identify demand and capacity for the
Airport's infrastructure and aviation products, services, and facilities, as follows:
amenities, and attributes; discusses the Airport's ownership, governance, and
management structure and powers; presents key Airport management and staff;
discusses the funding mechanisms of the Airport; presents community and industry
association participation of the Airport; identifies the Airport's primary planning,
management, and compliance documents; identifies unique characteristics of the
Airport; examines some key Airport statistics and trends; and identifies the Airport's
primary aeronautical and non-aeronautical tenants and the associated products,
services, and facilities.
national, state, and local leveland examines key market statistics and trends including
the number of FAA registered aircraft and licensed pilots in the United States, the state
of Washington, and the surrounding counties. This section also identifies airports in
the market area that are competing for based and transient customers and the
associated assets, amenities, attributes, and activity levels of these airports (e.9.,
aircraft operations, based aircraft, and fuel volumes, etc.)
assets, amenities, and attributes; identifies unique characteristics of the community;
identifies the major public and private employers in the community; and examines key
community statistics and trends. Some of the key demographic, economic, and socio-
economic statistics and trends that are examined include population, household
income, employment, unemployment, and labor force.
perspective, identifies unique characteristics, and provides explanations on
industry terminology. ln addition, this section analyzes key industry statistics and
trends including new aircraft shipments, active aircraft, hours flown, active pilots,
and fuel consumption.
D. PURPOSE OF PRELIMINARY AIRPORT AND MARKET ASSESSMENT
Airport Strategic Business Plan, 07 12612021 14
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
II. AIRPORT OVERVIEW
A. AIRPORT PROFILE
Table 1: Bowers Field Airport Profile
Airport Name Bowers Field
FAA Airport ldentifier ELN
City and State El lensburg, Washi ngton
Di sta n ce /D i recti on from CB D 2 miles Northwest of the central business district
Airport Sponsor Kittitas County
Type of Airport Sponsor County
Airport Governinq Bodv Kittitas County Board of County Commissioners
Type of Airport Governing Body SElected nAppointed
Airport Advisory Body Yes
Airport Operotor Kittitas CountV
Tvpe of Airport Operator County
Airport Monagement EFull-Time nPart-Time nNone
Number of Employees 2 (full-time)and 1 (part-time)
Port of an Airport System2 No
Type of NPIAS Airport'IPrimary
nLarge Hub lMedium Hub nsmallHub !Non-Hub
n Non-Primary Com mercial Service
E General Aviation Reliever
X General Aviation
Airport Reference Code (ARC)a AAC: NA XB NC ND trE
ADG: !r xil flilr lrv nv
RVR: trVrS trs000 n4000 a24oo f11800 11200 xN/A
Market Segments Serveds lndustry
EAir Carrier nMilitary XGeneral Aviation
GeneralAviation
XPersonal XBusiness !Commercial nGovernment
Air Traffic Control Tower IFAA nContract XNone
Airport Economic tmpocf The estimated regional impact from airport businesses and visitors
includes an additional 214 jobs. The labor income has an impact of
511-,898,00 and the value added that airport business bring to the
community is 520,277,000 resulting in a total airport economic
impact of $39,554,000.
INFORMATIONITEM
2 An airport system includes multiple airports owned and/or operated by a single airport sponsor/operator
3 Background on the National Plan of lntegrated Airport Systems (NPIAS) can be found in Appendix A.
4 Additional information on Airport Reference Codes can be found in Appendix C
5 Additional information on lndustry and General Aviation Market Segments can be found in Appendix D.
6 2020 WSDOT Economic lmpact Study
Airport Strategic Business Plan, 0712612021 15
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
B. AIRPORT OWNERSHIP, GOVERNANCE, AND MANAGEMENT
Airport Ownership Structure and Powers
Does the airport sponsor (airport owner) have statutory powers?
Airport Governance Structure and Powers
Does the governing body have statutory powers?
ls the airport sponsor obligated by the Airport Sponsor Assurances?XYes nNo
Does the airport sponsor have operational control of the Airport?XYes trNo
Does the airport sponsor delegate powers to a separate governing body?!Yes XNo
ls the Airport operated as an enterprise fund of the airport sponsor?XYes ENo
Does the airport sponsor own the land on which the Airport is situated?XYes !No
Does the airport sponsor control land use on and adjacent to the Airport?XYes nNo
Can the airport sponsor use the power of condemnation or eminent domain?XYes nNo
Can the airport sponsor issue bonds and enter into debt instruments?XYes !No
Can the airport sponsor access capital markets for Airport development?XYes !No
Does the airport sponsor have freedom of information obligations?XYes ENo
XYes trNo
XYes !No
XYes trNo
Does the governing body have statutory immunities?trYes XNo
Does the governing body have operational control of the Airport?XYes []No
Does the governing body have by-laws outlining procedures of government?XYes nNo
Does the governing body have the ability to enter into agreements?XYes nNo
Does the governing body have purchasing authority?XYes !No
Does the governing body have requirements for public meeting notification?XYes nNo
Does the governing body have freedom of information obligations?XYes nNo
Airport Management Structure and Powers
Are airport management's roles and responsibilities clearly delineated?
Are there outside airport advisors?XYes !No
Are there airport volunteers (e.9., Airport Advisory Body)?XYes !No
Does airport management have community support?XYes INo
Airport Strategic Business Plan, 07 12612021 16
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
Ken Grannan, Airport Director
Ken has over three years of experience in management. Ken provides support services for
daily operations of the Airport and related facilities. Prior to working at the Airport, Ken held
the position of Executive Director for Hospice Friends (Ellensburg, Washington).
Ken holds an Associate of Business Administration in Aviation Administration and
Atmospheric Science from the University of North Dakota.
Figure 1 represents the organization structure of the airport management and staff at
Bowers Field
Figure 1: Organizational Structure
C. AIRPORT MANAGEMENT AND STAFF
Kittitas County
Board of County
Commissioners
Airport Director
Ken Grannan
Airport Ad ministration Assista
David Welz
Operations Technician
Alan Lindemoen
Airport Strategic Business Plan, 0712612021 17
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
Obtaining sufficient capital funds to maintain and improve the Airport is a central
challenge for airports. This section identifies aeronautical and non-aeronautical sources
of capitalfunds. Generally, only the aeronautical oriented grant programs will fund airfield
maintenance projects. However, several capital funding sources are available to
subsidize new improvements.
It is also important to note that there are individuals and firms that specialize in identifying
and applying for aeronautical and non-aeronautical federal, state, and local grants on
behalf of airport sponsors. This can be effective for airport sponsors that either do not
have sufficient staff or institutional knowledge to effectively pursue these grant
opportunities
The County is able to accept grants, loans, or contributions from the United States, the
State of Washington, any agency, or instrumentality of either of them, or the County in
which such authority is established and to expend the proceeds thereof for any corporate
purposes. As is outlined by the County's financial statements, overall, the Airport's
financial outlook remains strong, primarily due to its strong general aviation community
and the relationship with CentralWashington University.
Under Airport Assurance #24,lhe FAA requires that any federally obligated airport be as
financially self-sustaining as possible given the circumstances that exist at the airport. An
Airport Strategic Business Plan is one of the best ways to demonstrate that an airport is
striving towards achieving the goal of becoming (or continuing to be) financially self-
sustaining (sustainable). The following is a brief overview of the County's funding sources
for the Airport:
KITTITAS COUNTY
develop, and maintain the Bowers Field Airport's Aeronautical & lndustrialAreas. The
Airport Fund receives revenues from lessees including Central Washington University,
Midstate Aviation and Carrera Hangars.
FEDERAL AVIATION ADMINISTRATION
For most public airports, the Airports lmprovement Program (AlP),
administered by the FAA, is the principal source of capital funds for airport
development projects. Airports must be listed in the NPIAS to be eligible
to receive AIP grants. Airports with no based aircraft or that are located
within 20 minutes driving time of a larger airport typically do not qualify
for being in NPIAS.
D. FUNDING MECHANISMS
Airport Strategic Business Plan, 0712612021 18
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
Most capital projects at general aviation airports are eligible for AIP funding. Common
projects are as follows:
electrical systems, and drainage systems.
Weather Observing Systems (AWOS), Precision Approach Path lndicators (PAPI),
and runway edge lights.
projects.
Airports must submit a flve-year airport capital improvement program (ACIP) to the FAA
annually. This submittal is used to define both the projects and the funding being sought,
along with the requested grant amounts. Annualdiscussions between the airport and FAA
staff are used to align airport requests with FAA priorities. AIP grant funds are distributed
in two ways, as described below. ln Washington, FAA grants require a 1oo/o match. This is
commonly met by a combination of local funds and a grant from the Washington AIP
Matching Grant program (discussed below).
allocated $150,000 in FAA grant funds. These funds can be aggregated for four years
before they expire. lt is possible to transfer these funds between airports operated by
the same agency or to transfer them to another agency that operates a NPIAS airport.
entitlement program, airports can compete for discretionary funds. The Airpoft will be
competing with grant requests from airports administered by the FAA's Seattle Airports
District Office. For large grant requests, there is normally a three-year lead time to get
the grant programmed.
the funds to purchase navigation aids for air safety-related technical equipment.
the planning and development of public-use airports that are included in the
NPIAS. For regional airports, the grant covers a range of 90 to 95 percent of
eligible costs, based on statutory requirements. AIP Grant Funds awarded in
2019 for aviation infrastructure improvements in the state of Washington was
$78,979,696.
Airport Strategic Business Plan, 0712612021 19
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
AERONAUTICAL FUNDING SOURCES FOR THE STATE OF WASHINGTON
Division (wSDoT Aviation): t;" i;$# :-
Aviation provides an aooitionarn"'JH"J, W WSDOT
funding for airport projects in the form of its
Airport Aid Grants program. This Aviation Division has established grant criteria
for airport sponsors who request aid for projects related to pavement, safety,
maintenance, security, or planning.
Office (ADO) worked with other state aviation agencies in Washington, Oregon,
and ldaho to develop a coordinated "state" capital investment program (SCIP). The
SCIP helps to prioritize funding. Airport sponsors are asked to provide annual
updates for short term projects to maintain a current system of defined
project needs. These short-term priorities are then identified in the master
CIP and will then be imported into the SCIP and are subject to additional
prioritization for funding in competitive statewide evaluations.z
Grant program derive from State aviation funds not allocated for the Annual Credit Grant
or AIP Matching Grant programs. State law indicates that these funds may be used for
acquisition and development of airports and ALUCPS. ln practice, most of the funds are
used for maintenance of airfield pavement or similar basic projects. Grants are limited
to $500,000 annually, with a 10% airport sponsor match required. For a project to be
eligible, it must be included in the State's Capital lmprovement Plan program.
is program that utilizes fund revenue-producing capital projects that assist public-use,
general aviation airports to become more self-sustainable. The program provides
loans up to $750,000 al 2o/o interest to airports with less than 75,000 annual
commercial enplanements, as reported to the FAA. Loans can have a maximum 20-
year loan period and recipients can opt to have up to a three-year loan repayment
grace period. Loan recipients must commit to providing public access to the airport for
a period equivalent to one and one-half times the term of the loan.
Airport Strategic Business Plan, 07 12612021 20
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
OTHER FEDERAL FUNDING SOURCES
Several federal agencies administer grant programs. The ones most likely to be
relevant to Bowers Field are described below.
number of grant programs (see https://www.transit.dot.gov/grants) 24,
related to various types of transit systems. Some programs are \y
directly administered by FTA and some are administered by states.
A few of these programs directly target rural areas and smatt cities. l?ff''f;ilfli[l
The potential value of these grants is to connect airports to adjacent communities.
Grants could be used to develop stops at airports or expand bus service to airports.
These are competitive grants.
The Economic Development Administration administers the Public
Works and Economic Adjustment Assistance Programs. These
competitive grants can be used for capital investments as well as
economic planning and revolving loan programs. Grants can be
awarded for amounts from $100,000 to $3 million. The principal limitation is that
construction grants must show how jobs will be directly created by the grant-funded
project. The potential value for the airports is in providing facilities for a prospective
tenant that have documentable jobs once constructed.
Administration - The U.S. Department of Commerce Economic
Development Administration provides grants that will promote
American business and trade.
Department of Agriculture's Rural Development office administers
several programs of potential relevance to airports across the
U.S. The programs most likely to be of value are:
Community Facilities Direct Loan and Grant Program: This program has the potential
to fund public-use facilities. Since a wide variety of projects could qualify for this grant,
there may be other ways that this source could be used.
Rural Energy for American Program; This program might fund the development of a
solar farm at any airports which have sufficient land.
Busrness and Cooperatives Program: This program could be used to support
development of a business, aviation-related or nonaviation, on airports with available land.
Rural Utilities Seryice.'This program could possibly be used to fund improvements to the
wastewater treatment at Bowers Field Airport. The challenge would be demonstrating job
creation.
USDA
a
a
a
O
ED-A
Airport Strategic Business Plan, 0712612021 21
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
PRIVATE CAPITAL FUNDING SOURCES
may also be a source of funding. Donations can be used as
matching funds to help secure a grant or as capital for projects,
vehicles, equipment, tools, and materials that may not be eligible G E R B
under federal and state grant programs. Wealthy families with ties to Bowers Field
are also a potential source of donations. For example, a local businesswoman
offered to donate $10,000 to the Nonvalk-Huron County Airport in Norwalk, Ohio,
to be used as matching funds to help secure an AIP grant. ln North Carolina,
businesses benefiting from the presence of the Raleigh Executive Jetport at
Sanford-Lee County donated money to furnish and decorate rooms in a new
general aviation terminal building. A plaque in each room acknowledges the
donation and recognizes each contributor. ln all cases, the challenge will be to
define an airport-related project that is meaningful to the company or family. These
sources, unlikely to be a sole source for major capital improvements, could,
however, support smaller projects.
involves a private operator bidding for control of certain assets of a public
enterprise. The bidder calculates a net present value for the assets to be acquired
and enters a long-term lease with the public enterprise (e.9., the airport sponsor).
The lease term must be sufficiently long to allow the bidder to amortize the upfront
payment in full and enjoy a reasonable rate of return. Due to the reliability of the
cash flow and the more favorable rates of return, P3s have become popular with
pension and insurance funds. Sponsor grants a private entity the right to design,
build, maintain, operate, or finance buildings or infrastructure. Many options exist
regarding division of responsibilities for construction, financing, management, and
payment to the sponsor who maintains ownership of the particular asset.
INDUSTRIAL PARK FUNDING SOURCES
ln addition to private capital and private funding sources the following funding sources
are specific to lndustrial Parks in Washington.
construction loans and other industrial real estate loans for
industrial parks, industrial buildings, industrial showrooms, data centers, R&D
buildings, cold-storage buildings, laboratories, warehouses, distribution centers,
plants, and other industrial properties.
a state capitalsour@ that provides funding to localgovernments and federally- recognized
tribes for public infrastructure which supports private business growth and expansion.
l,tssns Arurnri,,t
Airport Strategic Business Plan, 07 12612021 22
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
Table 2 provides a summary of each of the funding sources listed above and their
applicability to the Airport or the lndustrial Park.
Table 2: Funding Sources
Kittitas County Airport Fund Yes Yes
Non-Primary Entitlement Funds Yes
Discretionary Funds Yes
F & E Funds Yes
AIP Yes
WSDOT Aviation Yes
scrP Yes
Acquisition and Development Grant Yes
CARB Yes
FTA Yes
Public Works and Economic Adjustment
Assistance Programs Yes Yes
U.S. Department of Commerce Economic
Devel o p me nt Ad m i n i strati o n Yes
Community Facilities Direct Loan and Grant
Program Yes Yes
Rural Energy for American Program Yes
Business and Cooperatives Program Yes Yes
Rural Utilities Service Yes
Company Donations Yes Yes
Public Private Partnership Yes Yes
Asset America Yes
CERB Yes
Funding Source Airport lndustrial Park
Airport Strategic Business Plan, 0712612021 23
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
AERONAUTICAL REVENUE SOURCES
/ Aeronautical Land and lmprovement Rents: ln addition to the primary function of
operating and managing the airfield infrastructure of the airport (e.9., runways, taxiways,
and associated aprons), most airport sponsors can be, and should be, considered a real
estate management company The single greatest asset that an airport sponsor must
generate revenues is the land surrounding the airfield. The highest and best use of this
land is aeronautical activities. Therefore, the single greatest revenue funding sources for
an airport are typically the leasing of airport land and/or improvements for aeronautical
use. ln Figure 2, examples of aeronautical land and improvement uses are identified.
Figure 2: Airport Land and lmprovements
FAA lmprovements
and Facilities
FBO lmprovements
and Facilities
SASO lmprovements
and Facilities
Aircraft Storage
lmprovements and
Facilities
eControl tower
.Approach equipment
. Navigation
equipment
.General aviation
terminal building
. Offices
.Shops
.Storage
.Aircraft hangars
. Ramp
.Vehicle parking areas
. Fuel storage
.Aircraft maintenance
and repair
.Avionics and
instruments
.Aircraft rental
. Flight training
.Aircraft charter
oAircraft management
.Specialized services
r Ramp (including
tiedown spaces)
.Shadeports
.T-ha ngars
o Executive/box
ha ngars
.Community hangars
.Corporate hangars
oMaintenance hangars
Following are descriptions of the available models for airport sponsors to generate revenue
funding sources from the "leasing" of airport land.
traditional modelwhereby the airport sponsor enters a land lease for a set term and for
a market land rent. Although this approach offers the airport a steady and predictable
income stream, any opportunity to share in the more lucrative sublessee rent is left
exclusively for the developer. When an airport sponsor is taking no risk in a
development project, the traditional lessor/lessee model approach is appropriate.
position to make an investment or the opportunity does not return a sufficient return on
investment for the private enterprise, the airport sponsor could swap a portion of the
land rent in exchange for a share of future revenue streams. ln addition, when
entrepreneurial airport sponsors are willing to assume some development risk, they can
have the opportunity to enhance cash flow from development projects by contributing
the land in return for retaining an equity stake in the developed property. Contributing
an asset (such as land) in exchange for equity is referred to as equity participation.
Airport Strategic Business Plan, 0712612021 24
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
direct ownership model is a valid option for consideration. However, direct ownership
increases the airport sponsor's risk. Focusing on the development of land for
commercial real estate provides a good illustration of the factors that must be taken
with the direct ownership option. Direct ownership involves the airport sponsor
assuming the role of developer and, therefore, the obligations and risks inherent in
that role. The airport sponsor owns the entire project and receives all the profits.
Should the project fail to meet projections, the airport sponsor assumes the losses of
the failed project, as opposed to being a traditional lessor. Given that most airports
are not tax paying enterprises, such losses do not provide a tax incentive to them, as
they might to a tax paying private party. The second significant risk is the financing.
Should the project fail to generate sufficient cash flow to amortize debt, the airport
sponsor is responsible for all shortfalls. The reward for assumption of all these risks is
the receipt of 100% of the profits of successful developments. Accordingly, solid
financial forecasts are crucial to any analysis of the viability of a project to determine
whether such profits are likely to be sufficient to make the risk worthwhile.
NON.AERONAUTICAL REVENUE FUNDING SOURCES
certain restrictions related to non-aeronautical use, the FAA recognizes that in order for
certain airports to fulfill their obligation of making the airport as self-sustaining as
possible under the circumstances existing that it is sometimes necessary for the FAA
to release the airport sponsor of these restrictions when certain lands and
improvements are not needed in the near term for aeronautical use.
Therefore, another excellent revenue funding source for airports can be the (1) leasing
of airport land for the development of lessee owned improvements for non-aeronautical
use and (2) leasing of land and improvements and facilities owned by the airport
sponsor for non-aeronautical use by lessees. lt is important to remember that,
generally, the FAA must approve any non-aeronautical use of airport land and
improvements designated for aeronautical use purposes. ln Figure 3, some examples
of non-aeronautical land and improvement uses are identified
Airport Strategic Business Plan, 0712612021 25
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
Figure 3: Non-Aeronautical Land and lmprovement Uses
Recreational Commercial Office and Storage Other
. Campground
. Entertainment center
.Golf course
. Hunting and fishing
. Hiking and biking
.Skate park
.Race (go-cart) track
.Gaming
.Convenience store
rHotel or motel
.Rental car facility
. Restau rant
.Shopping center
.Car dealership
.Gasoline station
.Car wash
. Educational
institution
.lndustrial park
.Office building
.Storage units
.Technology park
.Warehouse
.Vehicle Parking
.RV and boat storage
. Billboards
. Agricu ltu re/forestry
.Cellular towers
.Oil, gas, or mineral
exploration,
production, or
extraction
. Public safety or
emergency services
NON.AERONAUTICAL FEES
Based on AMCG's industry experience and supported by the information contained in the
firm's proprietary industry database (which is utilized to track, monitor, and analyze general
aviation non-aeronautical fee data and trends), AMCG has identified current industry
practices related to general aviation non-aeronautical fees. A summary of these findings
which, in AMCG's opinion, are representative of current industry practices for establishing
general aviation non-aeronautical fees follows.
general aviation users. However, more airports are implementing security measures
and beginning to charge access fees. Typically, access fees are charged in accordance
with an established schedule on a monthly or annual basis. Depending on the approach
and infrastructure, the access fee may be charged for individual access (for an airport
badge, gate card, keys, or other instrument) or for vehicle access (vehicle permit or
another instrument). Access fees are typically collected directly by the airport sponsor
upon issuance of the badge, gate card, keys, permit, and/or another instrument.
Additionally, access fees are typically collected on an annual basis.
been charged by airport sponsors. However, consistent with FAA requirements, more
airports are implementing a non-aeronautical activity fee program to charge for the non-
aeronautical use of airport property. Typically, non-aeronautical activity fees (e.9.,
special events fees, commercial fllming fees, use fees, etc.) are charged on a case-by-
case basis depending on the length of time, impact to airport operations, necessity of
additional staffing, and number of people accessing the airport. Non-aeronautical
activity fees are typically collected directly by the airport sponsor upon issuance of a
permit for the non-aeronautical use of airport property.
Airport Strategic Business Plan, 0712612021 26
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
E. COMMUNITY ASSOCIATION PARTICIPATION
Airport management participates in the following Community Association
Chamber is the largest business support and development
organization in Kittitas County, and one of the largest in Central
Washington. The Chamber of Commerce has over 500
members in a variety of business sectors.
Airport management participates in a wide range of industry associations and trade
organizations related to the operation, management, and support of aviation and airports
in the State of Washington and throughout the United States including:
the world's largest professional organization for airport
executives, representing thousands of airport management
personnel at public-use commercial and general aviation airports.
ArMErs members represent some 850 airports and hundreds of
companies and organizations that support airports.
AMEnICAI'I ASSOCIATION
OF AINPONT EXECUTIVET
Executives (NWAAAE): The Northwest Chapter is one of six
regional chapters of AAAE and is primarily comprised of
airport managers, directors, and airport professionals from the states of Alaska,
Washington, Oregon, ldaho, Montana, Wyoming, Colorado, Utah; the Canadian
provinces of British Columbia, Alberta, Saskatchewan, Yukon and Northwest
Territory, and the countries of Asia.
leading organization for companies that rely on general aviation
aircraft to help make their businesses more efficient, productive, and
successful. The NBAA represents more than 10,000 companies.
WAMA is a non-profit organization whose mission is to
strengthen airports and airport management in Washington
State by fostering professionalism among airport operators.
NE}FlFl
promote and encourage general aviation airport management, as well as cooperate
with and assist state agencies in developing programs related to aviation activities
and management of facilities for Washington State's community airports.
clllltlBER 0tJ0u[|tRStV
--
F. INDUSTRY ASSOCIATION PARTICIPATION
Airport Strategic Business Plan, 0712612021 27
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
G. PLANN|NG, MANAGEMENT, AND COMPLTANCE DOCUMENTS (PMCD)
Table 3: Bowers Field PMCDs
Airpoft Strategic
Business Plan
(ASBP)
Articulates the mission, vision, and goals for
the Airport; sets forth the objectives for
achieving goals; identifies the action plans for
accomplishing objectives; esfab/ishes the
parameters for checking progress; and
provides fhe basls for adiusting.
ELN currently does not
have an ASBP. This
project is for the purpose
of developing an ASBP
and will be completed in
2021.
Airport Master
Plan (AMP)
Assesses the current capacity of the Airport's
i nf ra stru ct u re, ev a I u ate s c u rre nt a n d p roj ecte d
demand, identifies existing and anticipated
deficiencies, and outlines fhe shoft, medium,
and long-term development goals for the
Airpoft. Typically, an airpoft master plan has a
time horizon of 20 vears.
ELN's AMP was updated
in2017. An Airport Layout
Plan (ALP) update was
completed in 2018.
LeasinglRents
and Fees Policy
(LRFC)
Sefs forfh the parameters for leasing Airport
land and improvements and outlines the
process for establishing and adjusting rents
and fees at the Airport.
ELN currently is in the
process of developing a
LRFC and it will be
completed in 2021.
Minimum
Standards (MS)
Esfab/lshes the minimum requirements that need
to be met by an entity as a condition for
conducting commercial general aviation
aeronautical activities at the Airport.
ELN is in the process of
updating the MS and it
will be completed in2021
Rules and
Regulations (RR)
Sefs forfh the rules and regulations for the
safe, orderly, and efficient operation and use
of the Airpoft.
ELN currently is in the
process of developing
the RR and it will be
completed in 2021.
Development
Standards (DS)
Sets forfh the parameters goveming the design,
development, and/or modification of Airport
imprcvements.
ELN currently is in the
process of developing
the DS and it will be
completed in 2021.
DESCRIPTIONS CURRENT DOCUMENTSPMCD
Airport Strategic Business Plan, 0712612021 28
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
H. AIRPORT LAND, INFRASTRUCTURE, AND IMPROVEMENTS
Table 4: Airport Land, lnfrastructure, and lmprovements
Airside Acres 246
Londside Acres 1055
Developable Acres
Aeronautical 296
Developed Aues
Non-Aeronautica I 1,005
Totol Acres 1,301.03
AIRPORT tAND DETAILS
Runway rl/29
Length/width 4,301' x I5O'
Weight Bearing Capociry SW:35K, DW:57K, DWT: 100K
Taxiwoys (WBC ond Width)WBC Unknown /75.9'Avg. Width
Precision Approoches None
Non-Precision Approoches 11 and 29: RNAV/GPS
Other Novigotion Aids 11: N/A 29: 4L-PAPI
Lighting Medium lntensity Runway Lights; Threshold
Liehtine
Transient Apron
Size 589,392 sq. ft.
AIRPORT I NFRASTRUCTURE DETAITS
Airside Roadwoys Extends around entire Airport Operations Area
(AOA)
SecuriW Perimeter fencing with controlled vehicle access
Fencing 8' chain link along south side and 8-10" field
fencing along entire AOA. The agriculture leased
area includes a 4' standard field fencing on the
north side of the runway-taxiway svstem
Ldndside Roodways Paved and properly marked
Vehicle Porking Gravel / paved and properly marked
Airport Morking Paved and properly marked
Airport Lighting Rotating Beacon ; Lighted Wind Cones
Airport Signage Non-illuminated, location, directional, and
destination signs; Distance remaining signs
Utilities Water service, sewer line, electrical service, and
natural gas
Other
Administrotion Building /
Facility
The ELN administration and operations offices
are currently located in the Kittitas County
Public Health Building
Airport lmprovements Details
Airport Strategic Business Plan, 0712612021 29
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
Figure 4 represents an aerial image of the Airport land and infrastructure
Figure 4: Airport Land and lnfrastructure
Annual Service Volume
Annual Service Volume (ASV) is used by the FAA as an indicator of relative operating
capacity for a given airport, considering differences in various conditions (i.e., airfield
layout, aircraft operations/mix, weather conditions and other factors). ASV assumes an
acceptable level of aircraft delay as determined by FAA protocols. During the 2018 Master
Plan, an analysis was conducted to determine airfield capacity. The analysis considered
runway configuration, runway use, exit taxiways, weather conditions, aircraft mix, percent
arrivals, touch-and-go activity, and peak period operations. According to the FAA, it is
estimated that the annual service volume for airports with a single runway with no air
carrier traffic is approximately 230,000 operations; hourly capacity is estimated to be 98
operations during visual flight rules conditions and 59 operations during instrument flight
rules conditions. The current aircraft operations for the Airport is estimated to be 47,950
annual operations with a 20.85o/o demand/capacity ratio. ln addition, the annual
operational demand has a long-term estimate of 73,577 operations with 32o/o
dema nd/capacity ratio.
Automated Surface Observing System (ASOS)
The Airport has a state-of-the-art ASOS east of Taxiway F. The primary function of the
ASOS is to provide pilots with automated minute-by-minute weather observations,
generate aviation weather reports and broadcast special weather observations. The
information is available via radio broadcast and telephone dial-in features. This critical
information is essential for safe and efficient aircraft operations at ELN. The ASOS program
is a joint effort of the National Weather Service, FAA, and the Department of Defense. The
ASOS system serves as the nation's primary surface weather observing network.
Airport Strategic Business Plan, 0712612021 30
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
I. VEHICLES AND EQUIPMENT
Table 5: Vehicles and Equipment
Operations Vehicle 7 2018
Troiler 1 2000
Dump Truck with 72' Plow I 2020
NUMBER OF UNITS AVERAGE AGETYPE
J. OPERATIONAL DATA
General Aviation Based Aircraft
Figure 5 illustrates the number of based aircraft at the Airport from 2015 to 2017, as
reported by the FAA.
Figure 5: General Aviation Based Aircraft
General Aviation Based Aircraft
I Is
6
E0
o6
o!
E
f,z
45
40
35
30
25
20
15
10
5
0 g F
2015 201.6 2017
Year
E Single engine I Multi-engine y Jet E Helicopter E Other
As shown in Table 6, 42 aircraft were based at the Airport as of 2017. From 2015 to 2017 ,
the number of total aircraft based at the Airport decreased a total of 8.7o/o, ot ?
compounded annual decrease of 4.45o/o.
Table 5: GeneralAviation Based Aircraft
Year SirBle-engine Multi-erpine Jet l"bli6pter Other Total 7o ClrarBe
2015 41 4 0 0 1 46 NUA
2016 40 4 0 0 I 45 -2.2o/o
2017 37 3 0 0 42 -6.7o/o
General Aviation Based Aircraft
Airport Strategic Business Plan, 0712612021 31
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
General Aviation Aircraft Operations
As reported by the Master Plan, the 2016 total GeneralAviation Aircraft Operations were
forecasted to be approximately 47,950 total operations. This consisted of 26,373 local
operations and 21,577 ilinerant operations. As reported by the FAA, the 2017 total
General Aviation Aircraft Operations were approximately 58,500. This consisted of
approximately 33,300 local operations and 25,200 itinerant operations.
General Aviation Fuel Volumes
Figure 6 depicts the general aviation aircraft fuel volumes at the Airport from 2015 to
2019, as reported by Airport Management.
Figure 6: General Aviation Fuel Volumes
General Aviation Fuel Volumes
!
\.1
t
:l
Z.
130.001r
160,000
140,000
.1.20,00fJ
1tr0.000
30,000
60.000
40,000
2ri,000
IJ tl h lt
2015 2C16 )-01/ 20_18
Ye;l r
ElAvgd! Eiet Fuel :: lotal
20 t9
As shown in Table 7, total general aviation fuel volumes inc.reased from 101,662 gallons
in 2015 to 1 54,266 gallons in 2019 which represents a total increase of 51.74o/o or a
compounded annual increase of 10.99%. Additionally, approximately 41.89% of general
aviation fuel volume is Jet Fuel.
Table 7: General Aviation Fuel Volumes
Year Aygas Jet Fuel Total o/o Change
2015 47,559 uJa3 101,662 N/A
2016 71,1U 51,454 122,558 20.6Y"
2017 76,552 68,31 3 144,865 18.2o/o
2018 97,583 66,188 163,n1 13 10
2019 1 13,089 41,177 154,266 -5.8o/o
General Aviation Fuel Volumes
Airport Strategic Business Plan, 07 12612021 32
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
K, COMMERCIAL AIRPORT TENANTS
Midstate Aviation
Midstate Aviation is located southeast of Runway 11129 and is the
Fixed Based Operator (FBO) for ELN and has been providing
services for over 50 year. The FBO provides Avgas, Jet Fuel and
[{ILU$I&IE.
ft4fiIffi -$q''fr
t
maintains Part 91 and a Part 135 aircraft to include annuals, 100-hour routine
maintenance, pre-purchase inspections and airframe repairs. Additionally, Midstate is a
Part 145 repair station for pitoUstatic and transponder checks that is required by CFR 91.
The maintenance staff includes an in-house Airframe & Powerplant Mechanic (A&P),
certified lnspection Authority (lA) and Piper fleet operator status.
Gentral Washington University (CWU)
fi:Hi H:'Js? l] I #:,"^", ;'.I ;',i ; :"1':$,1 ;?: ;ffiJ'; jJ C tftt LJ I l#*:u "
established in 1975 and is the onlyfully accredited public university aviation program in
the Pacific Northwest. CWU currently has 16 training aircraft.
The program offers students the ability to obtain a B.S. Professional Pilot - Flight Officer,
a B.S. Professional Pilot - Commercial Pilot or a B.S.in Aviation Management.
Carrera T- Hangars
Carrera T-Hangars provides superior accommodations for light aircraft in hangars that
have concrete floors with a vapor barrier, multi panel rolling steel doors, ample electrical
power, and compressed air. Each of the Carrera T-Hangars are customizable. The
Carrera T-Hangars building contains 20 purpose-built T-Hangars and one larger end unit.
Figure 7 represents the CommercialAirport Tenants.
Figure 7: Commercial Airport Tenants
Airport Strategic Business Plan, 0712612021 33
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
Precision AG Repair
Precision AG Repairwas established in 1991 and provides lawn mower
and farm equipment sales and repair services for residents throughout
Kittitas County and the surrounding region. ?F-f!?117
Blackbird Wraps and Vinyl
Blackbird Wraps and Vinyl is located in the Centerfuse Building. They
offer full color change vehicle vinyl's wraps and full print wraps and BIeOKFlgg
decals for automobiles, boats, and trailers in addition to paint protection
film and window tints.
Gentral Washington Property Restoration
CentralWashington Propefi Restoration is located in the Centeduse Building and provides
complete property repair solutions including handyman services, total renovations, general
carpentry, painting, and drywall services in addition to flooring installation
1201 Bagels
1201 Bagels is located in the Centerfuse Building and is the bagel bakery and coffee
roaster for the 1201 Bagels storefront location in Ellensburg.
KITTCOM
KITTCOM is a civilian staffed 9-1-1 center that serves 17 public safety
agencies in Kittitas County. They provide customers with professional,
courteous, and reliable emergency communications.
Friends in Service to Humanity (FISH) Community Food Bank
FISH Food Bank has been serving Kittitas County since 1971. They are a
nonprofit organization who acts as a resource for food and help to anyone
in need of assistance.
Airport Safe Storage
Airport Safe Storge is a self-storage facility that provides customers with ,Ft$ A1RpORT
a high quality safe, convenient, and secure option in Ellensburg, WA. 3ffii6FiEE
Airport Safe Storage has 24-hour video surveillance, and fully automated, electronically
activated gates that will ensure the customers items are safe and secure.
CWU Aviation Training Genter
The CWU Aviation Training Center has classrooms and $1.5
million worth of flight training equipment that complement the
CWU Professional Pilot Program.
Emery Construction LLC - Emery LLC is a maintenance facility.
Ellensburg Pallet - Ellensburg Pallet is a pallet manufacturer for Kittitas County
nfr
I(rllgg$ru
XqSH>
Ctntl.!1ff#i;u"
Airport Strategic Business Plan, 0712612021 34
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
Figure 8 represents the location of each lndustrial Park Tenant.
Figure 8 lndustrial Park Tenants Park Airport Tenants
Figure 9 represents the vacant land at the industrial park.
Figure 9: lndustrial Park Vacant Land
It is significant to note that the lndustrial Park brings economic and job growth to the
community. Currently, the Airport has approximately 60 acres of land available at the
lndustrial Park.
Airport Strategic Business Plan, 0712612021 35
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
M. GENERAL AVIATION PRODUCTS, SERVICES, AND FACILITES
Table 8: General Aviation Products, Services, and Facilities
Apron(s)Yes Yes Yes
Tiedown(sJ Yes Yes Yes
Shade Hangar(s)
T-Hangar(s)Yes (Carrera)
Executive Hangar(s)Yes
Corporate Hongar(s)
Community Hongar(s)Yes
Olfice (rentobleJ Yes
Shop (rentdbleJ
AIRCRAFT STORAGE FACITITIES Midstate Aviation CWU County
Piston MRO Yes
Turboprop MRO Yes
Turhojet MRO Yes
lnstrument MRO Yes
Accessories MRO Yes
Paint and lnterior
TECHNICAL SERVICES Midstate Aviation CWU
G en e ra I Av i ati on (fu I I -se rv ice )
Generdl Avidtion (self-serue)Yes
Militory
Fuel Storaqe Capacitv 2 - L2,000
Refueling Vehicle Copocity 1 - 2,000
Marshallinq
Towinq
Di sobled Ai ruaft Recove ry Yes
AC or DC Ground Power
Lovatory
Potable Water
Pre-Hedt
Deicing
Oxygen/Nitrogen
Compressed Air
Cleonins/Detailins
AIRCRAFT FUELING PRODUCTS AND
SERVICES
Midstate Aviation CWU
AI RCRAFT GROUND HAN DLI NG
SERVICES
Midstate Aviation CWU
Airport Strateg ic Business Plan, 07 12612021 36
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
AIRPORT OVERVIEW
Boqqage Handlinq
Co u rte sy Tra n spo rtd t i o n
Pilot Supplies Yes Yes
Cotering Arrangements
Ground Trons. Arrongements
Lodqinq Arronqements
Wireless Internet Yes Yes Yes
Concierqe
Passenger Lounge(s)Yes
Crew Lounge(s)Yes
Crew Showers
Conference Room(s)Yes
Fliqht Planninq Center Yes
OfIice/Workspoce Yes Yes
Food Service Area
Covered Vehicle Porking
Uncovered Vehicle Parking Yes
PASSENGER AND CREW PRODUCTS
AND SERVICES
Midstate Aviation CWU County
Aircraft Rental
Sinsle-Ensine Piston
Multi-Enqine Piston
FlightTralning
Ground School Yes
Primary Yes
Advdnced Yes
Aircroft Mandgement
Piston
Turboprop
Turbojet
Aircrafi Chorter
Piston
Turboprop
Turboiet
FTIGHT SERVICES Midstate Aviation CWU
Airport Strategic Business Plan, 07 12612021 37
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
MARKET OVERVIEW
III. MARKET OVERVIEW
A. AIRPORTS
Table 9: Airport Classification
NPIAS Airports
Pri mary Co mmercia I Se rvice 389 10 7 7
N o n - P ri mo ry Com m e rci a I Se rvice 122 1 0 0
General Aviation Reliever 250 5 0 0
General Aviation 2530 48 3 2
TOTAL 3290 10 4 3
ASSET Study Airports
Notional 92 1.0 0
Regional 481 13 0 0
Locol 7273 79 2 7
Basic 889 16 1 0
Unclassified 228 5 2 2
TOTAL 2,908 54 4 3
Airportswith
Col lege F light Troi ning Prog ra m 160 6 L7 1
United States Washington Market Area Competitive
B. GENERAL AVIATION SERVICE PROVIDERS
Table 10: General Aviation Service Providers
Flxed Base Opemtions (FBQs)g
Airports with 0 FBos 558 18 0 2
Airports with 7 FBO 2,691 32 2 t
Airports with 2 or more FBOs 280 t2 2 0
Airports with Airport Owned FBOs 1.,340 17 0 0
Airports with Avgos only FBOs 186 t4 1 0
United States Washington Market Area Competitive
7 Big Bend Community College
8 At airports with a minimum of a 3,000-foot paved runway
Airport Strategic Business Plan, 0712612021 38
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
MARKET OVERVIEW
C. GENERAL AVIATION ACTIVITY
Table 11: Number of Registered Aircraft
United Stqtes 320,860,0r4 290,087 0.9
State of Washington 7,61.4,893 10,040 1.3 0.80%
Kittitos County 47,935 135 2.82 1,6%
Chelon County 77,200 203 2.63 25%
Grunt County 255 2.6r 31o/o97,733
Yqkimq County 250,873 23r 0.92 28Yo
Totol Region 473,741 824 L.7 8.2L%
Registered
Aircraft
Average
per 1,000
Persons
Market
ShareLocationPopulation
Table 12: Number of Licensed Pilots
United Stotes 320,860,014 664,s6s 2.r
State of Woshington 7,6t4,893 34,224 4.5 5.70%
Kittitos County 47,935 561 77.7 43%
Chelon County 77,200 397 5.1 30%
Grant County 97,733 348 3.6 27%
64%Yakima County 250,873 832 3.3
Total Region 473,741 1,306 2.76 4%
Average
Population Licensed Pilots per 1,000
Persons
Market
ShareLocat ion
Airport Strategic Business Plan, 0712612021 39
A/k*F#\APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENTMARKET OVERVIEWD. COMPETITIVE AIRPORT PROFTable 13: Competitive Airport Profiles10 Listed as Nautical Miles12 Background on the National Plan oflntegrated Airport Systems (NPIAS) can befound in AppendixA.13 Background on the General Aviation Airports: A National Asset (Asset Study) €n be found in Appendix B.1e Additional information on Airport Referen@ Codes €n be found in Appendix C.20 Additional information on lndustry and General Aviation Market Segments cn be found in Appendix D.RNAV {GPS] / RNPYKMYakima, WA3 Miles South27.9 Miles southCity of YakimaCityAirport DepartmentAoDointedYes10YesPrimary Commercial SeruicePrimary non-hubYesc-iltPrimary Commercial Service82517,6o4',/7s0',SW:95 DW: 150 DTW: 220tLsYesYesCashmere-Dryden Airport8S2Cashmere, WA2 Miles Southwest29 Miles NorthChelan CountyCounWAirportAdvisory BoardAppointedAiroort StaffYes1YesGeneral Aviat;onBasicNoA-lGeneral Aviation24\1,800' x 50'sw 8.0NoneNoneNoNoRNAV {GPS) / VORPangborn MemorialEATWenatchee, WA4 Miles East25.6 Miles EastPort of Chelan & DouglasCounWPort Authorityloint Airport GoverningEoardElectedAirport DepartmentYesAirport Manager +Supoortins StaffYesPrimarV Commercial ServicePrimaru non-hubYesc-iltPrimary Commercial Serulce55557,000'x 150'SW:75 DW:100 DTW:250tLsYesGeneral AviationNoneCle Elum Municipals93Cle Elum, WAl Mile East17.3 Miles NorthwestCity of Cle ElumciwAirport Advisory BoardAppointedN/ANoCity ManagedYesUnclassifiedNoB-tGeneral Aviation15012,379'x60'lJnknownNoneNoNoRNAV IGPS) / VORElected;ir";,t sbff -Bowers FieldEtNEllensbure. WA2 Miles NorthKittitas CountyCountyBoard of countyCommissionersYes2YesGeneral AviationResionalNoB-ilGeneral Aviation1.301.0314,300 x 150'SW:35 DW:57 DTW:100NoneNoNoAitport NameFM Airport ldentifietCitv dnd StoteDistone/ Dircdion lrom CBdoDistqnce/Ditedion from Subied Airporf 'Airpoft SponsorType of Ahport sponsotAiryort Goveming BodyType d Aitpott Goveninq BodyfvDe of Airoott OoqotilAirDort AdtifrN BodvNumbet of EmployeesPqft of an Ahpott Svstffifvoe of NPIAS AitDorezfype ol Asset Study Aitporl3Pqft 739 Airoott ClossificotionAirpott Reference Code lARCltaMotket Seomqts seMdtsAitaott Size lores)Number of RUilMBLondest RunwdvWeidht Bedrind CdbdcituN on -Prec isi on AoD todch 6Ait ftoffic Contrcl TowetAitoott R6cue dnd Fite FidhtindAirport 2Airport 1Airport 4Airport Strategic Business Plan, 07 1261202140
,A/tr-?F*ra\16 Background on Fixed Base Operators (FBOs) and Specialized Aviation Service Operators (SASOs) can be found in Appendix FAPPENDIX ll: PRELIMINARY AIRPORT ASSESSMENTMARKET OVERVIEWYKM2,0264,03413,82671,765r,47739,4687021363172579,209384,80012s4.27 FS s4.00 SSS4.oo ss Ss.11 FsN/AYesYesYesYesNoNoNoNoCashme.e - Drvden AirDort8S20751,7507,25003,O7540000343N/AN/AN/AN/A00N/AN/AYesYesYesNoNoNoEAT2,O722.42428,38011,000500M,176a272572108-100,000"40.000-140,00017s3.92 FSs4.7s SSN/AYesYesYesYesYesNoYesYesYesCle Elum Municipals93002.0003,50005.500200002N/AN/AN/AN/A00N/ANoNoNoNoNoBower( Fi.ldELN01.84S33,30025,20010060,445504!.777N/A113,089N/AN/A154.26617s3.s5 SSSs.21 ssYesYesYesYesNoNoNoAirtroft Fuetlna Preducts atd SeruiffiAitbort NomeFAA Aitpott ldentifietNrcruft ODdrtto6Air CoftietAit ToxiGenercl Aviation LocqlGe nerc I Av iatio n ltine ro ntMiliIoNTOTALBdftd AirodftSinale-EnoineMulti-EnsineJetHelicopterOthetTOTALFuet volum6 12il8tlet Fuel (Genercl AviotiontJet Fuel lAir cdrriet)tet Fuel [Militorv)AvddsMoedsOthetTOTALPRODUCTS, SERV'C€'. AN D FACIL'I IESNumbet of FBOsl5Numbet of SAs(xlet Fuel PriceAvods PriceMoqos PriceAircraft Grcund Hondlina SeNicesPqssenq{ and Crew ServicesPd$ender dnd Crew FdcilitisTechnicot SeilicaAitfrome MROPowerclant MROPropellet MRORodio ond lnstrument MROPointlnteriorAirport ProfilesAirport4Airport 21Airport Strategic Business Plan, 071261202141
,&L#lAPPENDIX ll: PRELIMINARY AIRPORT ASSESSMENTMARKET OVERVIEWYakima Air TerminalleYl(MYesYesNoNoNoYesYesYesNoYesNoNoYesCashmere-Dryden Airport852NoNoNoNoNoNoNoNoYesNoNoNoEATYesYesNoYesNoYesYesYesYesYesNoNoNoCle Elum Municipall3s93NoNoYesNoNoNoNoNoYesYesNoNoNoBowers FielduELNNoYesNoNoNoNoYesNoNoYesNoNoYeslw a, FdctlklaAirpott NomeFAA Airpott tdentifierFlialnsf,'ruircAhcrcft RentolFliohtTrdininoAircrdft MdnooerentAitctoft choftetAitctoft SolesGe n era I Av i ation f e minqlCommuniv HanqorsCorpo.qte HonqarsEx%utive HdnEa6f-HdnddBGovernmentMilitdtvNon-Aeronouticol17 Bowers Field has privately owned T-Hangars and Executive Hangars18 Cle Elum Municipal has privately T-Hangars1e Yakima Air Terminal has privately owned T-HangarsAirport Strategic Business Plan, 071261202142
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
COMMUNITY OVERVIEW
E. COMMUNITY OVERVIEW
Table 14: Kittitas County Community Overview
Subiect Community Kittitas County
County Demographics
Population 47,935
Median Ase 33.3
M ed ia n Househol d I ncome Sss,193
Per Copita lncome s27,948
Unemployment 123%
Housing Units 24,784 (575% are owner occupied)
Housins Median Value (S)s275,000
Ed ucatl o no I Cho racte ristics
High School (or higher)92.1.%
Bachelor's degree (or hiqherJ 34.8o/o
Educational I nstitutions
Community College No
State College / University Yes - Central Washington University
Privote Collese / University No
Tra n sp o rt ati o n I nl ra st ru ctu r e
Highway sR 82L, l-82 , US 97, l-g0
Roilroad BNSF Railway
Other N/A
Tourism
Major Tourist Attractions in Kittitos
County
Alpine Lakes Wilderness, Kittitas County Historical
Museum, Wild Horse Renewable Energv Center
Number of Visitors 587,562
Number of Lodging Rooms t,170
Average Occupancy Rote Unknown
Weather / Climote
Weather / Climate Mean annual temperature: 60.2"F; Mean max temp 84'F;
Avera ge a n n ua I preci pitation : 9.2" r ainf all; 2 L" snowfa ll
ITEM INFORMATION
Airport Strategic Business Plan, 0712612021 43
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
COMMUNITY OVERVIEW
Table 15: Ellensburg Community Overview
Subject Community Ellensburg, Washington
Citv Demosraphics
Population 2'J.,'J.1.'J.
Medion Aqe 23.9
M e d ia n Household I ncome S36,016
Per Capita lncome 519,770
Unemployment 9.4%
Housing Units 8,494 (31.6% owner occupied)
Housing Median Value ($)5224,100
E d u c oti o n a I C h a r a cte ri st ics
High School (or higher)92.2%
Bachelor's degree (or higher)40.6%
Educationol I nstituti ons
Communitv Colleqe No
Stote College / University Yes - Central Washington University
Private College / University No
T ra n spo rtati on I nf ro st ru ctu re
Highway sR 821, r-82, US 9t, t-90
Railrood BNSF Railway
Other N/A
Tourism
M dj o r To u ri st Att ra cti o n s Historic Downtown, Kittitas County Historical Museum,
Wild Horse Renewable Center
Number of Visitors 385,377
Number of Lodsins Rooms 747
Average Occupdncy Rate Unknown
Weqther / Climate
Weather / Climate Mean annual temperature:60.2"F; Mean max temp 84'F;
Average annual precipitation: 9.2" rainfall; 21" snowfall
ITEM INFORMATION
Airport Strategic Business Plan, 0712612021 44
hF#\APPENDIX ll: PRELIMINARY AIRPORT ASSESI
COMMUNITY OVE
i: Major Private Employers
Compony Nome
kor Estdblished in
Products
Totol
Total
Distance to Airport
Connection to
t: Major Public Employers
Anderson Hay and
Grain
Elmview Armstrong's All
Seasons
Washington State
Employees Credit
Union
1960 1965 1994 1957
Agricultural Service Health Care Facility Health Spas Financial Service
Worldwide) | Unknown 200 Unknown 501-1,000
'Communitil 1240 200 Unknown Unknown
4.5 Miles North 0.5 Miles West 3.4 Miles North 2.1 Miles North
Unknown Unknown Unknown Unknown
ate Employers Company 1 Company 2 Company 3 Company 4 Comp
Fo
1943
Procesr
Plant
600
Unknown
3.5 Miles No
Unknown
ington
University
Ce Kittitas Valley
Community
Hospital
Ellensburg School
District
Kittitas County
1891 L964 Unknown 1883
E ucationa
lnstitution
Health Care Facility Educational
lnstitution
Government
Worldwide) | Unknown Unknown Unknown 363
Community) I f,+SS 470 380 363
rport I 1.7 Miles south 3.8 Miles South 4 Miles South 9 Miles South
University offers
flight training at
ELN
Unknown Unknown Airport Sponsor
blic Employers Company 1 Company 2 Company 3 Company 4 Com
Name
ledr Estqblished in
Totol
Total
Distonce to
Connection to Airport
Loomis
Unknown
Cas Di
Network
9,000
Unknown
3.3 Miles Wr
Unknown
t Strategic Business Plan, 07 12612021
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
APPENDIX
The Federal Aviation Administration (FAA) prepares and submits the National Plan of
lntegrated Airport Systems (NPIAS) report to Congress every two years in order to
maintain a plan for developing "a safe, efficient, and integrated system of public use
airports adequate to anticipate and meet the needs of civil aeronautics, to meet the
national defense requirements of the Secretary of Defense, and to meet identified needs
of the United States Postal Seryice." The following guiding principles and attributes are
followed by the FAA and other Federal agencies in developing the national airport system
and the associated public-use airports in order to meet the demand for air transportation.
developed and maintained to appropriate standards.
on producing self-sustaining revenue and placing minimal burden on the general
revenues of the local, State, and Federal governments.
and accommodate new aircraft types.
aeronautical use over the long term.
balance between the needs of aviation, the environment, and the requirements
of residents.
system and technological advancement.
such as defense, emergency readiness, law enforcement, and postal delivery.
possible with convenient access to air transportation, typically by having most of
the population within 20 miles of a NPIAS airport.
Of the 5,080 public-use airports, the NPIAS classifies 3,310 NPIAS airports by their
service levels and the roles they play in the national airport system. The service level of
an airport reflects the type of public service the airport provides to the local
community/region and the nation. lt is important to note that the term "airport" includes
landing areas developed for conventional fixed-wing aircraft, helicopters, seaplanes, and
balloons (e.9., airports, heliports, seaplane bases, ultralight ports, glider ports, and
balloon ports).
A. NATIONAL PLANS INTEGRATED AIRPORT SYSTEMS (NPIAS)
Airport Strategic Business Plan, 0712612021 46
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
The NPIAS airport service level categories are as follows:
scheduled air carrier service for at least 10,000 enplaned passengers per year.
scheduled air carrier service for 2,500 to 9,999 enplaned passengers per year.
scheduled air carrier service or scheduled air carrier service for less than 2,500
enplaned passengers per year.
designated Primary Service Airports by redirecting general aviation aircraft
operations from the Primary Service Airports.
While 75o/o of major airline flights operate out of less than 65 major metropolitan airports
and 99.83% of total commercial service passenger enplanements occur at 380 airports
(out of 506 US airports certified for scheduled airline service) - these airports are also
used by General Aviation. ln contrast, there are 19,627 public and private use landing
facilities in the US that are used by General Aviation of which about 5,080 airports are
available for public use. Of the 5,080 public-use airports2o, the FAA's most recent NPIAS
identifies 3,310 existing airports (and 6 additional proposed airports) that are important to
national air transportation and therefore eligible to receive grants under the FAA Airport
lmprovement Program (AlP).
Figurel0: N PIAS Overview
3,304 Existing
3,244 Public Owned
60 Private Owned
6 Proposed
3,310
NPIAS Airports
396 Primary
Commercial Service 250 GA Relievers
123 Nonprimary CS
5 Nonprimary
3 General Aviation
2 Commercial Service
5 General Aviatio l Primary
20 The word "airport" includes landing areas developed for conventional fixed-wing aircraft, helicopters,
and seaplanes. CS = Commercial Service GA = General Aviation
Airport Strategic Business Plan, 0712612021 47
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
Perhaps the most important roles of a General Aviation airport are to provide access to
the community and generate economic benefit (directly and indirectly). When combined
with good labor availability and relatively affordable land a General Aviation airport can
dramatically increase the business development and investment attractiveness of the
local community, the region, and the state.
The studies aligned all NPIAS general aviation airports into four categories based on their
existing activity levels, diverse functions, and economic contributions to their communities
and the Nation, as follows:
major business centers, serves national and global markets, have very high levels
of activity with many jets and multi-engine propeller aircraft, and averages about
249 total based aircraft (including 30 jets)
near major business centers, serves regional and national markets, have high
levels of activity with some jets and multi-engine propeller aircraft, and averages
about 92 total based aircraft (including 3 jets)
population centers (but not necessarily in metropolitan areas), serves local and
regional markets, have moderate levels of activity with some multi-engine
propeller aircraft, and averages about 34 total based propeller-driven aircraft
and no jets
often serve critical aeronautical functions within local and regional markets, have
moderate to low levels of activity, and averages about 10 total based propeller-
driven aircraft and no jets
NPIAS general aviation airports that do not fall in the above four categories remain as
Unclassified Airports (228 atports as of 2020). These airports tend to have limited activity
and have either no based aircraft or no more than 8 based aircraft.
ln 2012 (and 2014), the FAA studied the role lhal General Aviation airports play in the
national air transportation system - General Aviation Airports: A National Asset.
Communities across the US depend on General Aviation airports to facilitate air
transportation, which builds and sustains local economies.
Airport Strategic Business Plan, 0712612021 48
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
General Aviation airports support a full range of aviation related activities including:
Aviation Specific Activities
Manufacturing/Maintenance >
Ma n ufactu ri n g/Ma i nten a nce
Commercial, lndustrial, and Economic Activities
lnspection >
Em e rg en cy P re p aredness and Response
Security
Airport Strategic Business Plan, 0712612021 49
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
WASHINGTON AVIAT|ON SYSTEM PLAN (WASP)
JHy"f i'ff 'il;F'"",o?ff T",l' ;J, Iff''#f ffi l[' 331] Wr€ PAeronautics Act; identifying the Division's role in the State'S wasnrrut;roruAvrnrrorusvsrpr,rpLa'
multimodal, interregional, transportation system; and continuous aviation system planning.
The WASP also provides an opportunity to educate users of the WASP on the following
key points related to airport system planning:
access is a complex issue that needs to be acknowledged in larger multi-modal
transportation system access studies. These studies need to include inter-and intra-
model connectivity to airports.
that connect communities in ways traditional surface transportation cannot.
them into land use and transportation system planning and modeling efforts is
important.
form of goods movement is necessary to dispel the misconception that airports are
simply a place for commercial passenger arrivals and departures.
proposed development and road improvement projects are reviewed and evaluated
regarding their impacts on health, safety, and the environment.
The WASP classifies Washington airports in separate primary and subcategories
based on the communities served by the airport, access the airport provides,
population size or geographic location of region the airport serves, types of flying activities
that occur, types and quantities of aircraft accommodated, and services provided. The
WASP primary categories are as follows:
million enplanements per year.
and business travel or commuter passenger service and have 990,000
enplanements per year
activities for business and personal transportation, recreation, and pilot training.
personal transportation, recreation, pilot training and agricultural uses.
primarily for personal transportation and backcountry activities
B. WASHINGTON AIRPORT SYSTEM
Airport Strategic Business Plan, 0712612021 50
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
NPIAS airports are expected to adhere to current federal aviation standards for airport
design. Furthermore, any grant by the FAA to a NPIAS airport for new or improved airside
infrastructure must adhere to current standards, except as approved by the FAA. The ARC
is an airport designation that signifies an airport's highest Runway Design Code. The ARC is
used for planning and design only and does not limit the aircraft that may be able to operate
safely on an airport. The first component of the ARC, depicted by a letter, is the Aircraft
Approach Category (AAC) and relates to an aircraft's approach speed. Table 18 represents
the various Aircraft Approach categories.
Table 18: Aircraft Approach Categories (AAC)
The second component of the ARC, depicted by a Roman numeral, is the Aircraft Design
Group (ADG) and relates to either the aircraft wingspan or tail height (physical
characteristics); whichever is most restrictive, of the largest aircraft expected to operate
on the airport's runway and taxiways adjacent to the runway. Table 19 represents the
various Aircraft Design Group categories.
Table 19: Aircraft Design Group (ADG)
c. ATRPORT REFERENCE CODE (ARC)
A Approach speed less than 91 knots
B Approach speed 91 knots or more but less than 121 knots
c Aooroach soeed 121 knots or more but less than 141 knots
D Approach speed 141 knots or more but less than 166 knots
E Approach speed 166 knots or more
Approach SpeedAAC
I < 20'< 49'
il 20'to <30'49'lo <79'
ilt 30'to <45'79' to <1 18'
IV 45'to <60'118'lo <171'
V 60'to <66'171'lo <214'
VI 66'to <80'214'lo <262'
Tail Height (feet)Wingspan (feet)ADG
The third component of the ARC relates to the visibility minimums expressed by Runway
Visual Range (RVR)values in feet. Table 20 represents the various Aircraft Design Group
categories.
Table 20: Runway Visual Range (RBR)
vrs Visual aooroach use onlv
5000 Not lower than 1 mile
4000 Lower than 1 mile, but not lower than "/n mile
2400 Lower than Yomile, but not lowerthan Trmile
1600 Lower than /, mile, but not lower than To mile
1200 Lowerthan %mile
lnstrument F ht Visibility Gategory (statute mile)RVR
Airport Strategic Business Plan, 0712612021 51
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
The design aircraft sets the airport's design criteria. As approach speed increases,
runway length must be longer, and taxiways must likewise be longer. As wingspan
increases, taxiways must have greater separation. Similarly, the loaded weight of the
design aircraft determines the criterion for runway strength (weight bearing capacity
I nd ustry Market Segmenfs
The aviation industry can be segmented into three primary areas:
Military segments of the aviation industry.
General Aviation Market Segmenfs
The products, services, and facilities that are offered in the General Aviation marketplace
have been predicated primarily on the demand created by four distinctly separate operating
classifications within the marketplace - personal, business, and corporate, commercial,
and government. These segments are defined and briefly examined, as follows:
and financial resources to this segment of the industry have done so because of a
sheer love of aviation. The "romance factor", which has enthralled both young and old
alike, is an important element in understanding the relationship between people and
flying machines.
The aircraft utilized for personal (and recreational) flying are typically based at public-
use and private-use General Aviation airports. For the most part, the aircraft used for
personal flying are single-engine and light multi-engine piston-powered aircraft,
although some larger aircraft, including turbine-powered aircraft, are also used for this
purpose. This segment of the market is typically price oriented, seeking the best price
for the commercial aeronautical products, services, and/or facilities. According to 2018
FAA data, approximately 68% of active GeneralAviation aircraft are utilized for personal
use, yet approximately 30% of GeneralAviation hours flown are personal use hours.
viewed as an integral part to the long-term growth and development of the General
Aviation industry. The business segment is made up of aircraft owners flying their own
aircraft and the corporate segments includes aircraft owners that hire professionalflight
crews to fly the aircraft for business purposes.
As of 2018, this segment was comprised of more than 26,000 active aircraft
(approximately 13% of active GeneralAviation aircraft), including over 12,000 turboprop
and turbojet aircraft, in the US. ln 2018, business flights are estimated to make up over
17o/o of the 26 million hours flown by active General Aviation aircraft.
D. MARKET SEGMENTS
Airport Strategic Business Plan, 0712612021 52
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
One of General Aviation's most important roles in the economy of the US is enhancing
the profitability and competitive strength of US companies and industries. Companies
that take advantage of General Aviation routinely outperform businesses relying solely
on the airlines for travel. Studies have shown that, on average, Standard & Poor's 500
firms that use General Aviation to transport management teams, employees, business
partners, and customers increased revenues by a factor of 3.34 more than those that
do not utilize General Aviation (NexaAdvisors). This analysis revealed a correlation
between flrms utilizing General Aviation aircraft and revenues. lt did not conclude that
the use of General Aviation aircraft increased financial performance.
While approximately 3% of GeneralAviation aircraft are registered to Standard & Poor's
500 firms, the majority of business aircraft are operated by smaller companies. ln the
Business Aviation Factbook, National Business Aviation Association indicates that 59%
of companies operating business aircraft employ fewer than 500 employees and 7Oo/o
have fewer than 1,000 employees.
it represents companies that use General Aviation aircraft for commercial purposes
including flight instruction, air taxi (non-scheduled, on-demand), medical
transportation (air ambulance), sightseeing, aerial observation (e.9., pipeline/power-
line patrol/inspection), aerial application (e.9., agriculture, photography, firefighting,
etc.), cargo, and much more. This segment is comprised of more than 42,000 active
aircraft.
It is estimated that general aviation aircraft used for commercial purposes make up
approximately 53% of the 26 million hours flown by General Aviation aircraft each
year. The commercial segment of the market is typically value oriented, seeking the
best combination of service and price.
Aviation. There are only approximately 2,000 government aircraft (excluding military
aircraft) that are operated by federal, state, county, and municipal government
agencies. Government use of General Aviation aircraft include transportation of
government personnel, non-government personnel, prisoners, and cargo; supporting
law enforcement, emergency preparedness, disaster relief, wildlife, and forest
management, fighting forest fires, border patrol, surveillance, and counterterrorism;
and a host of other applications.
Airport Strategic Business Plan, 07 12612021 53
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APPENDIX
The rights and responsibilities of airport sponsors of federally obligated airports are based
on Federal law and are codified at49 U.S.C. Section 47107.|n exchange for Federal
airport development assistance (including the transfer of Federal property for airport
purposes), airport sponsors make binding commitments to assure that the public's
interest in civil aviation will be served. An airport sponsor's responsibilities are commonly
referred to as the Airport Sponsor Assurances (Assurances). \Mile the language of certain
Assurances may be identical to or closely track the language of the statute, the Assurances
are more expansive and reflect the FAA's interpretation and application of the statute. The
Assurances have the following general features:
regulations, policies, and guidance. For example, Assurance 1 requires compliance
with 26 distinct laws, including 49 U.S.C., Subtitle Vll (Aviation Programs). Assurance
34 requires that any AIP project conform to current FAA policies, standards, and
specifications, including current FAA Advisory Circulars.
in perpetuity as a result of separate statutory requirements. These include the
prohibition on granting an exclusive right and the requirement to use airport revenue
only for airport purposes. Additionally, the Assurances associated with the use and
disposal or real property apply in perpetuity when the airport sponsor has received
AIP funds in connection with the acquisition of property.
of a grant and may withhold payment under an existing grant agreement. The FAA
also may seek injunctive relief in U.S. District Court.
The following will serve as a guide to current FAA policy interpretation of the Assurances
which are commonly at issue for airport sponsors at federally obligated airports.
Airport Sponsor Rights and Powers: Assurance 5 (Preserving Rights and Powers)
requires that the airport sponsor of a federally obligated airport:
....will not take or permit any action which would operate to deprive it of any of the
rights and powers necessary to perform any or all of the terms conditions, and
assurances in the grant agreement without the written approval of the Secretary,
and will act promptly to acquire, extinguish or modify any outstanding rights or claims
of right of others which would interfere with such performance by the sponsor."
Put simply, an airport sponsor is prohibited from taking any action which could preclude
it from complying with the Assurances. For example, an airport sponsor may not enter
into a management agreement which would result in exclusive use or discrimination at
the airport. Airport sponsors are strongly encouraged to use strong subordination clauses
to ensure the ability to comply with Assurance 5 is not impacted.
E. AIRPORT SPONSOR ASSURANCES
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APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
ln addition to obligating the airport sponsor to preserve its rights and powers to carry out
all grant agreement requirements, this assurance also places certain limitations on the
airport sponsor's use of airport land. Most real estate transactions require prior FAA
approval, and airport sponsors are prohibited from encumbering airport property.
Use on Reasonable and Not Unjustly DiscriminatoryTerms: Assurance 22 (Economic
Nondiscrimination) requires that the airport sponsor of a federally obligated airport:
"...will make its airport available as an airport for public use on reasonable terms,
and without unjust discrimination, to all types, kinds, and c/asses of aeronautical
uses." Assurance 22(a)
"...may establish such equal and not unjustly discriminatory conditions to be met by
all users of the airport as may be necessary for the safe and efficient operation of
the airport." Assurance 22(h)
"...may...limit any given type, kind, or c/ass of aeronautical use of the airport if such
action is necessa ry for the safe operation of the airport or...to serue the civil aviation
needs of the public." AssLtrance 22(i)
The Assurance does permit the airport sponsor to exercise control of the airport to preclude
unsafe and efficient use of navigable airspace which would be detrimental to the civil aviation
needs of the public. However, any airport sponsor restrictions on aeronautical activities based
on safety and efficiency must be adequately justified and supported, and they must be approved
in advance by the FAA. ln allcases, the FAA is the final arbiter regarding aviation safety and will
make the determination regarding the reasonableness of any proposed measure to restrict, limit,
or deny aeronautical access to the airport. The FAA considers it inappropriate to provide federal
assistance for improvements to airports where the benefits of such improvements will not be fully
realized due to inherent restrictions on aeronautical activities.
Airport sponsors are required to operate federally obligated airports for the use and benefit
of aeronautical users and to make those airports available to all types, kinds, and classes
of aeronautical activities on fair and reasonable terms, and without unjust discrimination.
However, airport sponsors may adopt reasonable leasing/rents and fees policies,
commercial minimum standards, and airport rules and regulations Airport sponsors have
an obligation to treat in a uniform manner those users making the same or similar use of
the airport. However, an airport sponsor may treat similarly situated airport users differently,
including rental rates, lease terms, etc., as long as those differences are not unjust.
Restrictions on Self-servicing of Aircraft Grant Assurance: Assurance 22(t) provides
that an airport sponsor:
" ...will not exercise or grant any right or privilege which operates to prevent any
person, firm, or corporation operating aircraft on the airport from performing any
services on its own aircraft with its own employees (including, but not limited to,
maintenance, repair, and fueling) that it may choose to perform."
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APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
The FAA considers the right to self-service as prohibiting the establishment of any
unreasonable restriction on aircraft owners or operators regarding the servicing of their
own aircraft and equipment. When airpoft users and airport sponsors disagree about
whether or not a restriction is reasonable and a formal complaint is filed, the FAA
becomes the final arbiter in the matter. Aircraft owners must be permitted to fuel, wash,
repair, and othenivise take care of their own aircraft with their own personnel, equipment,
and supplies. The airport sponsor, however, is obligated to operate the airport in a safe
and efficient manner. The establishment of fair and reasonable rules, applied in a not
unjustly discriminatory manner, governing the introduction of equipment, personnel, or
practices which would be unsafe, unsightly, detrimental to the public welfare, or which
would affect the efficient use of airport facilities by others, is not unreasonable.
The Prohibition Against Exclusive Rights Grant Assurance: Assurance 23 (Exclusive
Rights) provides that the sponsor of a federally obligated airport:
'...will permit no exclusive right for the use of the airport by any persons providing,
or intending to provide, aeronautical services to the public..."
The fact that an aeronautical activity is provided by only one entity does not necessarily
establish an exclusive rights violation. An exclusive rights violation is the denial by an airport
sponsor to afford other qualified parties an opportunity to be an on-airport aeronautical
service provider. Although federally obligated airports may impose qualifications and
minimum standards upon those who engage in aeronautical activities, the FAA has taken the
position that the application of any unreasonable requirement or standard that is applied in
an unjustly discriminatory manner may constitute a constructive grant of an exclusive right.
\Mren airport users and airport sponsors disagree about whether or not a requirement is
reasonable and a formal complaint is filed, the FM becomes the final arbiter in the matter.
Assurance 23 provides for two limited exceptions. An airport sponsor may choose to offer
some or all aeronautical services itself and exclude other entities from competing with
these services. This is referred to as the airport sponsor's proprietary exclusive right. lf
an airport sponsor chooses to exercise its proprietary exclusive right to offer aeronautical
services, it must do so with its own resources and its own employees; airport sponsors
may not contract out their proprietary exclusive right. The second exception applies when
the airport sponsor faces unreasonably costly, burdensome, or impractical challenges in
accommodating more than one FBO (or SASO) to provide a service and adding a second
FBO would result in a reduction in space leased to and actively used by the existing FBO.
Airport Rates and Charges: Assurance 24 (Fee and Rental Structure) provides that the
sponsor of a federally obligated airport.
" ...maintain a fee and rental structure for the facilities and seruices af the airport
which will make the airport as se/f-sustaining as possib/e under the circumsfances
existing at that particular airport, taking into account such factors as fhe volume of
traffic and economy of collection."
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APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
The airport sponsor's obligation to make an airport available for public use does not
preclude the airport sponsor from recovering the cost of providing the facility. The airport
sponsor is expected to recover its costs through the establishment of fair and reasonable
rents, fees, or other user charges that will make the airport as self-sustaining as possible
under the circumstances existing at the particular airport.
The FAA's Policy Regarding Airport Rates and Charges (61 Fed. Reg. 31994; June 21,1996
as amended) provides comprehensive guidance on the legal requirement that airport rents,
fees, and charges be fair, reasonable, and not unjustly discriminatory. Federal law does not
prescribe a single approach to rate-setting; airport sponsors may utilize a preferred
methodology as long as that methodology is applied consistently to similarly situated
aeronautical users and conforms to other requirements outlined in the Policy. Ordinarily, the
FAA will not investigate the reasonableness of a general aviation airport's rents, fees, or
charges absent evidence of a progressive accumulation of surplus aeronautical revenues.
The Use of Airport Revenue. Assurance 25 (Airport Revenues) provides that:
"All revenLtes generated by the airport and any local taxes on aviation fuel
established after December 30, 1987, will be expended by it for the capital or
operating cosfs of the airport; the local airport sysfem; or other local facilities which
are owned or operated by the owner or operator of the airport and which are directly
and substantially related to the actual air transportation of passengers or property;
or for noise mitigation purposes on or off the airport..." AssLtrance 25(a)
Airport revenue (aeronautical and nonaeronautical rents, fees, and charges) must be used
for the operational and capital costs of the airport, the local airport system, or other airport
sponsor facilities that are directly and substantially related to the air transportation of
passengers or property. Certain airports are exempted from this requirement because the
law grandfathers' certain arrangements that existed prior to September 3, 1982. The FAA's
Policy and Procedures Concerning the Use of Airport Revenue (64 Fed. Reg. 7696;
February 16, 1999) provides several examples of unlawful revenue diversion, as follows:
airport sponsor itself;
Airport Strategic Business Plan, 0712612021 57
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
Fixed Base Operators (FBOs)
From a practical standpoint, the term "FBO" is defined within the context of the
marketplace. Accordingly, Aviation Management Consulting Group utilizes the following
definition for an FBO, "An FBO is an airport-based aircraft service organization which
operates under a lease, use, or operating agreement with an airport owner or operator
for the specific purpose of providing aircraft fueling and engaging in a minimum of one of
six of the remaining primary product, service, and facilities areas". lt is important to note
that the products, services, and facilities provided by FBOs are not limited to the General
Aviation segment of the market (products and services are provided to air carriers and
the government as well).
FBOs who provide aircraft fueling and engage in multiple primary products, services, and
facilities areas are commonly known as "full service" FBOs. FBOs who provide aircraft
fueling, aircraft ground handling seryices, and passenger/crew services and facilities only
are known as "limited" FBOs. lt is estimated that there are approximately 3,400 FBOs in
operation in the United States at airports having a paved runway of 3,000 feet or more.
Specialized Aviation Service Operators (SASOS)
While FBOs are more rigidly defined, a specialized aircraft service operator (SASO)
typically provides products and/or services in only one of the following primary product,
service, or facilities categories: aircraft storage, technical services, flight services, or
aircraft sales. Accordingly, SASOs provide products and services within a very narrow
segment of the General Aviation marketplace.
ln addition, SASOs do not necessarily operate under a lease with an airport and in many
cases, SASOs are subtenants of an FBO or may even be located off-airport. Most
importantly, SASOs do not provide aircraft fueling products and services. At this time, it
is estimated that there are approximately 3,400 FBOs and in excess of 20,000 SASOs in
operation in the United States at airports having a paved runway of 3,000 feet or more.
There are several SASO services that are governed by the FAA through regulations and
require FAA certification, as follows:
certificated aircraft charter operators providing passenger transportation services
(1,100), air ambulance transportation services (81), and air cargo transportation
services (158) operating over 1 1,000 aircraft.
schools providing flight training services. However, it is important to note that there
are thousands more pilot schools and flight instructors providing flight training under
Part 61 (versus ParI 141). Regardless of how flight training is provided, the FAA
regulates the minimum requirements for pilot training and certification.
F. FBO AND SASO BACKGROUND
Ai rport Strategic Business Plan, 07 12612021 58
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
repair stations that are rated to provide airframe, powerplant, instrument, radio,
propeller, or accessory repair and maintenance. lt is important to note that some of
these repair stations may be dedicated to the Air Carrier segment of the industry. lt is
also important to note that there are over 300,000 Airframe and/or Powerplant
Mechanics that either individually or through a technical service company (not certified
as an aircraft repair station) that also provides technical services.
companies (NetJets and Flight Options), down from approximately six major
companies. ln addition, there are several smaller fractional aircraft companies that
operate either specific airframes or in specific regions of the country. Combined, these
companies operate approximately 800 aircraft that have approximately 4,000 aircraft
owners.
General Aviation New Aircraft Deliveries
General Aviation new aircraft deliveries by US manufacturers reached a high of 17,811
in 1978 and then experienced a significant decline until bottoming out in 1994 at an
industry low of 929 units. The significant decline during this period can be attributed to a
number of factors including:
with product liability insurance)
Following this decline, General Aviation aircraft deliveries increased from 929 annual
shipments in 1994 to 1,771 annual shipments in2019 which represents an increase of
90.6% or a compounded annual increase of 7.4o/o over the period. Figure 11 represents
new aircraft deliveries through 2019.
G. GENERAL AVIATION INDUSTRY TRENDS
Airport Strategic Business Plan, 0712612021 59
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
Figure 11: General Aviation Aircraft Deliveries
General Aviation New Aircraft Deliveries
DotConr Bust of
1 999
Recessron of 2007-2009
Recession of 2001 \.
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GARA Passage Economic
Recovery of 201 0
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Total
This significant increase was attributed to several factors, as follows:
the liability of aircraft and aircraft parts manufacturers to 18 years
Subsequently, annual General Aviation new aircraft deliveries decreased sharply from
3,279 in 2007 to 1,334 in 2010 due to the economic recession. Over the last 5 years,
annual deliveries increased 11.2o/o lo 1,771 or a compounded annual increase of 1.2o/o.
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Airport Strategic Business Plan, 0712612021 60
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
General Aviation Active Aircraft
As with new General Aviation aircraft deliveries, the number of active General Aviation
aircraft hit a low in 1994 of 172,936. Since that time, the number of active aircraft
increased to a high of 231,607 in 2OO7. This increase was attributed to the growth of
experimental and turbine aircraft, the resurgence of new aircraft manufacturing (i.e., the
growth of new aircraft deliveries and the number of companies developing Supplemental
Type Certificate programs to modify and keep the aging aircraft fleet active). However,
since the peak in 2007 , active aircraft has dropped year after year. Over the last 5 years,
active aircraft increased 3.2o/o lo 215,329 or a compounded annual increase of 0.3%.
Figure 10 represents general aviation active aircraft through 2018.
Figure 10: General Aviation Active Aircraft
250,000
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200.000
175.000
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125 000
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Airport Strategic Business Plan, 0712612021 61
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
Active Pilots
The number of active pilots in the United States decreased throughout the 1980s and
1990s. Since peaking at827,071 in 1980, the number of active pilots has declined 19.6%
to 664,565 active pilots in 2019. During this overall decrease, the number of active pilots
increased slightly in the late 1990s and early 2000s which can be attributed to pilot
development programs. Over the last 5 years, active pilots increased 12.60/o to 664,565
or a compounded annual decrease of 3.0%. Out of the 664,565 active pilots in 2019,
113,445 orapproximately 17o/ohold a Certified Flight lnstructorcertificate and 314,168 or
47o/o hold instrument ratings. Figure 1 1 represents active pilots through 2019.
Figure 11: Active Pilots
Active Pilots
700,000
600,000
500,000
400,000
300,000
200,000
100,000
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Airport Strategic Business Plan, 07 12612021 62
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
General Aviation Hours Flown
The total number of General Aviation hours flown in the United States reached a low in
1994 of 26,472,000 hours, which represents a decrease of 40.60/o and a compounded
annual decrease of 3.7% over the period from the high of 44,589,000 hours achieved in
1980 (which corresponds with the first-year data was available). While this downward
trend reversed for a period of time (General Aviation hours flown increased 30.1% or a
compounded annual increase of 3.3% from 1994 to a peak of 34,450,000 hours in 2007).
Over the last 5 years, General Aviation hours flown increased 9.5% to 25,629,000 hours
or a compounded annual decrease of 1.1%. Figure 12 represents the number of general
aviation hours flown through 2018.
Figure 12: General Aviation Hours Flown
General Aviation Hours Flown
35 000
GARA Passage
DotConr Bust of 1999
30 000 Recession ot2007-2049
Recession of 2041
9/1 1/2041
Economic Recovery
of 201 0
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While the number of hours flown by piston-powered aircraft have fluctuated (declining for
the most part) since the 1994, the number of turboprop and turbojet aircraft hours flown
have been cyclical (increasing for the most part) over this same 2}-year period. These
fluctuations can be attributed, in large part, to changes in the economy.
At first glance, the increase in the number of active general aviation aircraft since 1994
and the decline in general aviation hours flown since 1999 appearto be contradictory.
However, these divergent trends are supported by the decline in the average number of
hours flown per aircraft which has decreased from a high of 139.3 hours per aircraft in
1994 to 1 19 hours per aircraft in 2018.
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Airport Strategic Business Plan, 0712612021 63
APPENDIX II: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
General Aviation Fuel Consumption
Total general aviation fuel consumption increased steadily from 1993 (702.8 million
gallons) through 2008 (1,953.8 million gallons), which represented a total increase of
178o/o or a compounded annual increase of 13.6%. This trend can be attributed to an
increase in aircraft manufacturing, expansion of fractional aircraft ownership, and a robust
economy (particularly in the late 1990s). While general aviation fuel consumption declined
slightly from 2000 through 2003 (due to the effect from the attacks of 9111 and the
economic recession that followed), general aviation fuel volumes rebounded to well past
2000 levels reaching 1,821.4 million gallons in 2018.
Aviation gasoline volumes experienced reasonable growth in the late 1990s only to be hit
hard by the attacks of 9l11and the subsequent recession. Wth the continued high oilcosts
this cost sensitive segment of the market continues to lose ground. FBO revenues and
profits are typically driven by the turbine-powered segment of the market. As such, the
recovery of jet volumes has been warmly received throughout the aviation service industry.
Figure 13 represents fuel consumption through 2018.
Figure 13: General Aviation Fuel Consumption
2500
2000
General Aviation Fuel Consumption
Recession oI20A7-2009
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Airport Strategic Business Plan, 0712612021 64
APPENDIX ll: PRELIMINARY AIRPORT ASSESSMENT
APPENDIX
General Avi ation I n d ustry Forecasfs
The following are based on forecasts developed by the FAA and respected industry
forecasters.
through 2039
annually through 2039
Airport Strategic Business Plan, 0712612021 65
A. SWOT Analysis Survey
APPENDIX lll: SWOT ANALYSIS
As part of the development of the Airport Strategic Business Plan (ASBP) for the Bowers
Field Airport (ELN), an ELN SWOT Analysis Survey was sent out to the ELN Strategic
Plan Steering Committee Members (Steering Committee) on Friday, November 20,2020.
There was a total of 11 survey responses received from the following stakeholder groups:
The purpose of the SWOT Analysis is to identify the "actual" and "perceived" Airport
(including the business park) strengths and weaknesses (from an "internal" perspective)
and opportunities and threats (from an "external" perspective). The results of the SWOT
Analysis serve to compile the Steering Committee's perception of the Airport and set the
stage for developing the Airport's mission, vision, and goals.
well or unique assets of the Airport, especially in comparison to competitive and
comparable airports. Strengths need to be preserved, built on, and leveraged.
accomplished particularly well; (2) hinder or prevent desired performance; or (3)
are acutely lacking or need to be improved. Weaknesses need to be addressed
and remedied.
the mission and vision for the Airport. Opportunities are typically identified by
studying changes or trends in the industry, the marketplace, and the community (or
at the Airport). Opportunities need to be seized or capitalized on.
realization of the Airport's mission and vision. Threats are typically identified by
studying changes or trends within the industry, the community, and the market (or
at the Airport). Threats need to be managed or, if possible, eliminate
B. SWOT Analysis Purpose
G. Strengths, Weaknesses, Opportunities, and Threats
Airport Strategic Business Plan, 07 12612021 66
APPENDIX lll: SWOT ANALYSIS
STRENGTHS AND WEAKNESS (INTERNAL)
A. Airport Sponsor Organization (Kittitas Gounty, Washington)
The two greatest strengths in the Airport Sponsor Organization
The greatest weakness in the Airport Sponsor Organization:
B. Airport Organization
The two greatest strengths in the Airport Organization
The two greatest weaknesses in Airport Organization:
The greatest strength in Airport Primary Management and Compliance Documents.
The greatest weaknesses Airport Primary Management and Compliance Documents:
No strength identified
The two greatest weaknesses in Airport Operations:
C. Airport Planning, Management and Compliance Documents
D. Airport Operations
E. Airport Airside Land and lnfrastructure
The two greatest strengths in Airport Airside Land and lnfrastructure:
The two greatest weaknesses in Airport Airside Land and lnfrastructure
Airport Strategic Business Plan, 0712612021 67
APPENDIX lll: SWOT ANALYSIS
F. Airport Landside Land and lnfrastructure
The two greatest strengths in Airport Landside Land and lnfrastructure,
The two greatest weakness in Airport Landside Land and lnfrastructure
G. Aviation Products, Services, and Facilities
The two greatest strengths in Aviation Products, Services, and Facilities:
The two greatest weakness in Aviation Products, Services, and Facilities:
H. Airport Facilities
No strength identified
The two greatest weakness in Airport Facilities
l. lndustrial Park Environment
The two greatest strengths in the lndustrial Park Environment:
The two greatest weakness in the lndustrial Park Environment:
Airport Strategic Business Plan, 0712612021 68
APPENDIX lll: SWOT ANALYSIS
Opportunities and Threat (External)
A. Airport Environment
The two greatest opportunity in the Airport Environment:
The two greatest threats in the Airport Environment
B. Community Environment
The two greatest opportunities in the Community Environment:
The greatest threats in the Community Environment:
C. Local, State and Federal Environment
The greatest opportunities in the Local, State and Federal Environment:
The greatest threats in the Local, State and Federal Environment:
Airport Strategic Business Plan, 0712612021 69