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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 05/24/2011 - UPDATE ON THE FORT COLLINS/LOVELAND (FNL) AIRPORT DATE: May 24, 2011 STAFF: Jason Licon (Fort WORK SESSION ITEM Collins/Loveland Airport Director) Mike Freeman FORT COLLINS CITY COUNCIL Pre-taped staff presentation: available L.at fcgov.com/clerk/agendas.php SUBJECT FOR DISCUSSION Update on the Fort Collins/Loveland (FNL) Airport Business Plan and Update on Noise Issues. EXECUTIVE SUMMARY On October 6, 2009, Council adopted the first FNL Business Plan. The Business Plan provides a framework to work in conjunction with the FNL Master Plan to provide a long-term plan for managing the Airport. A Master Plan is required of all public airports by the Federal Aviation Administration(FAA) while the business plan is optional and addresses items not contained in the . Master Plan such as a multi-year financial plan. In addition to the Business Plan discussion, FNL staff will also present a short update on efforts underway to monitor airplane noise and address concerns that have been raised by neighborhoods surrounding the Airport. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Does Council have any questions about the Fort Collins/Loveland Airport Business Plan? 2. Does Council have any questions about the ongoing efforts of the Fort Collins/Loveland Airport staff to address airplane noise concerns? BACKGROUND / DISCUSSION AIRPORT BUSINESS PLAN The Fort Collins-Loveland Airport's(FNL)revenue picture did not change much overtime until the Airport secured commercial air services through Allegiant Air. This new commercial service boosted operating Airport revenues and, more importantly, allowed the Airport to access more Federal Aviation Administration (FAA) funding for capital improvement projects. FNL has a detailed capital improvement plan or Master Plan,but it did not have an accompanying longer-term operating business plan. May 24, 2011 Page 2 Part of the rationale for developing the Business Plan was the need to develop a longer-term financial plan that projects revenue and expenditures for operating combined with the capital plan (which is contained within the Master Plan). The Business Plan outlines projected revenue and expenditures for the coming 10-year period. There were four specific revenue sources that are identified in the Business Plan that will help improve Airport finances, including: • New Fixed Base Operator Lease (currently under negotiation) • Triad Through the Fence Agreement (projected completion all 2011) • Rocky Mountain Through the Fence Agreement (recently re-authorized) • New lease revenue from hangar construction (not initiated) NOISE ISSUES 1 The Airport is located in a commercial and industrially zoned area along the I-25 corridor between the Cities of Loveland and Fort Collins. The main runway is oriented to face prevailing winds for the majority of the time. It is due to the runway orientation that many of the departures from the Airport travel directly over various parts of the two cities. It is important for aircraft to depart and land into the wind, as it reduces the amount of speed necessary to either stop or get the aircraft the critical altitude necessary in case of an emergency. Safety of the Airport and the aircraft operations is the primary mission for the Airport's sponsors. Even with the relatively sparse population around the Airport,there are individuals that have spoken out about how they are being affected by Airport noise. To help address the noise concern, the Airport has taken the initiative to try to be a good neighbor. This is being accomplished by helping to address some of these concerns by educating those affected by the noise, and attempting to change the standard departure procedure of the nosier aircraft flying from the Airport. The majority of the aircraft that produce the most noise are the passenger aircraft operated by Allegiant Airlines, and various air ambulance services transporting critical patients to the Medical Center of the Rockies. The Airport is currently conducting a noise study of the surrounding areas and will do what it can to help alleviate some of the noise issues being experienced by citizens. The results of the study will be tabulated within the next few months, and will be used to better guide pilots departing over noise sensitive areas. ATTACHMENTS 1. Airport Business Plan 2. Powerpoint presentation ATTACHMENT 1 Fort Collins • Loveland Airport Business Plan September 1, 2009 City of Fort Collins Elm City of Loveland FORT COLLINS • LOVELAND AIRPORT Table of Contents 1 - Executive Summary 2 - Introduction and Background 3 - Changes at the Airport and Aviation Statistics 4 - Fixed Base Operations Needs 5 - Land Use and Economic Development Opportunities 6 - Governance 7 - Ten Year Airport Finance Plan Fort Collins - Loveland Airport SWOT Analysis Strengths • Full service FBO • Land available for development of aviation businesses • 8,500 foot runway meets most general aviation needs • Excellent road access • Located in strong growth area • Good weather • High quality of life Weaknesses • Length of runway does not meet all corporate aircraft and commercial service needs • Age and appearance of facilities • Inadequate infrastructure for expansion • Two city governance L _ Opportunities • Funding from State and Federal Government • Through the Fence agreements to encourage strong public/private partnerships • On airport economic opportunities are available and encouraged Threats • Economy • Competition from nearby surrounding airports 1 EXe c u t i ve S aIy Why prepare a business plan ? Every outstanding business needs a road map to success and the Fort Collins-Loveland Airport (FNL) is no exception. The goal of the business planning effort is to map current and future conditions and then apply strategic plans to accomplish the critical goals of the airport and the community owners. The Fort Collins-Loveland Airport has not previously developed or implemented a Business Plan. In 1993 and again in 2006/2007, the Federal Aviation Administration (FAA) and the two municipal owners completed an FAA Master Planning Project. The goal of the Master Planning Projects was " . . . prepared to assess and direct improvements that will likely be necessary to accommodate future aviation needs . . . a long-term plan for . . . potential future facilities. " The Master Plan does not identify critical components of a Business Plan, notably: • Business vision and goals; • Funding plans, revenue and expenditure goals; • Economic development principals; • Encourage private investment; • Operational success strategies; and • Opportunities, both short and long-term, Aw for improvement. This Business Plan document seeks to provide a strategic plan for the success of FNL . The Plan will be updated on a regular basis to support changes in the airport, community, and business environment seeking to be a living document guiding airport management g ■ t and leadership . FORT COLLINS • LOVELAND - - AIRPORT Q) Vision Statement The Fort Collins - Loveland ( FNL ) Airport will be Colorado ' s premier regional airport supporting general aviation , regional air carrier services , and business opportunities for both aviation and non - aviation uses . The Goals of the Fort Collins - Loveland Airport FNL will be a regional leader in providing competitive general aviation services to the public, including corporate flight activities, pilot training, and personal aviation. NV FNL will provide outstanding opportunities as an investment engine Wjaqk. ° for aeronautical related business, including FBO services, vertical 04 facility investment, hangar operations, aeronautical operations, andLI aircraft manufacturing and sales. Nip FNL will provide economic development opportunities, both on and off airport, through support of investment zones and appropriate corporate incentives that support the mission of the airport and community owners. The airport will seek to attract forward thinking investors with sound business models who will be industry leaders and attract investment and employment opportunities to the region. FNL will seek to work with existing businesses to retain, expand, !V w and attract opportunities for economic growth and vitality. �•� FORT COLLINSLOVEIAND FNL will strive to provide commercial airline services based on appropriate regional market models and embrace new air carrier market opportunities as the industry develops. u AIRPOIff FNL will seek to be a good neighbor with the surrounding community by working actively with regional jurisdictions to secure mill appropriate adjoining land uses and support public disclosure of _ aircraft activities in nearby residential development. The airport will seek to operate within all industry standard and FAA noise w abatement procedures and expect all operators to safely and a- �' ` - ' • ; ;.' " , . � '�?�` ; ';�1 responsibly operate within those parameters; including following 4 AOPA Noise Awareness Steps and manufacturer's abatement procedures whenever consistent with safety. FNL will invest all federal, state, and local monies in support of a long-term capital and financial plan to maintain the highest standards of airport infrastructure and in accordance with FAA Regulations and to grow the airport to a self-sustaining enterprise fund jointly owned by the City of Fort Collins and Loveland. FNL will work within FAA, the Department of Agriculture, and EPA regarding air and water quality �Z to promote an environmentally conscientious airport in support of greater community goals and to improve the safety of air travel. Fort Collins Loveland Airport Business Plan Proposed Actions Fixed Base Operator 1 . Renegotiate FBO lease to encourage investments and improve viability 2. Pursue significantly upgraded FBO facilities 3. Negotiate responsibility for new fuel farm (either Cities or FBO project) 4. Evaluate existing fuel surcharge — update if needed 5 . Negotiate with FBO to manage all on-airport leasing that the cities are currently performing Re - negotiate the Triad Agreement 1 . Apply new Through the Fence (TTF) policies 2. Clarify appropriate aeronautical uses/businesses 3. Address appropriate fees for airport services Economic Development 1 . Retain commercial broker to list on-airport properties 2. Develop marketing material on airport opportunities 3. Develop economic development focused web site for the airport 4. Implement a capital improvement plan (different than the Master Plan) to facilitate on-airport aviation related businesses/uses FNL Finances 1 . Adopt a goal of airport financial self-sufficiency by 2013 2. Adopt an enterprise fund model for the airport at a future time 3. Adopt 10-year financial plan for the airport by January 2011 4. Cities to continue to make appropriate financial contributions to support community goals hk ti r3 ton and Backgov N+ftlhb Z vc r hc�l tod Xr r How Does the Business Plan Compare to the Master Plan ? The approved 2006/2007 Airport Master Plan is an update to the 1993 Airport Master Plan Business Plan Plan. The FAA funded the Master Plan study to determine the existing and Formation of the long Establish strategies to future aviation needs to accommodate achieve goals objectives the anticipated development within term physical needs . the next 20-year time frame . The • 20 year time frame • Mission of the airport Master Plan addresses the long- . Determine aviation • Governance range physical needs of the airport. needs The primary goal is the continued • Funding improvement of the airport in a • Address concerns of a . Maximize development manner that is financially realistic and development plan and revenue potential appropriate in the consideration of its surroundings. The Business Plan goes beyond where the Master Plan stops. The Business Plan establishes the strategies necessary for the Cities to achieve the goals and objectives of the airport over the long-term. The Business Plan identifies the Vision and Goals of the Airport, evaluates governance options to operate the airport, maximize Federal and State funding to make improvements identified, identify methods to maximize the development and revenue potential of the airport property, and develop strategies to implement the plans necessary to accomplish the goals and objectives. Facilities Airport Statistics The airport is a general aviation and commercial service airport. The main airport facilities include a primary runway with high intensity runway lights, full length taxiway with medium intensity lighting system, an Instrument Landing System, and a cross wind runway. The airport also has an Automated Weather Observation System (AWOS); one size 1 , 100 Acres Fixed Base Operator; passenger Terminal Building; Fuel Storage facility; Aircraft Rescue and Fire Fighting Fire house Runway: and fire equipment; and 10 businesses offering aviation Main 8,500' X 100' related services from flight instruction to fuel sales, aircraft maintenance, food services, and scheduled commercial Runway . air service. Crosswind 21273' X 40' Based Aircraft 245 4 Hangars 210 Tenant Provided Aviation Services Fixed Based Operations Fuel Sales Flight • �1 . and Helicopters ) 1 - - _. AircraftAircraft Maintenance / Modifications / Upgrades • Overhaul Avionics • • • • • • Aviation Weather/ Camera Systems Sales and Maintenance Commercial Air Carrier Hangar Ren • Envir • completed AirportMaster The recently; h the FAA, j • • • • • • plan was Federal • ' 4:17ililil • the Airport Master • •abide L required to Vvildlife management Plan it' review and wildlife • . draft preparing Master . • 119 -planmanagement • Recent Capital Projects n � r � •. - - -- - Ji 1 � rrliroV _ rf s l:ndnerghcrr lit 55 New Private Hangars t. . • ' � C Al ETaxiway t • � � �� A`` Extension Runway 6j:4 `/ 4 r Rehabilitation �0/ New Passenger ' • 'xA Taxiway Alpha Rehabilitation g •Boarding Building NO. New Taxiway lighting System •'. I � x�uca y •S Ramp Area Reconstruction Runway t5)33 - - � Detention Pond Air Carrier Ramp � Partial Reconstruction Reconstruction Reconstruction > wow _ aJr , , . V, - MasterAirport . . - Improvements AirportThe • - - • approximately $141 million of . • improvements by 2026. Significant airport improvements identified in the Master Plan include: a 1,000 foot extension of the existing runway, construction of a air traffic control tower), construction of a parallel runway, development of additional hangars for aircraft storage and expansion of aviation related businesses, aircraft ramp repair and expansions, storm water drainage improvements, access road improvements, security fencing and Capacity Levels and Operational History 000 152,000 280 1109000 000 11y000 t 4 1 Passenger Emplanernents Airport Landings and Take Offs Total Based Aircraft Forecasts projected by Fort Collins Loveland Airport Master Plan • Future Capital Projects_ �'4 - ®� .�' - ■ .T S •� . New FBO Facility Construct New "P Entrance Road � - Construct toO.New Private Entrance Road �' ,a ' �. � Hangars and New Business Hangars • � Reconstruct Parking Lots ti -__ - � • � N.,•. Ramp Area ( -• -�__ ; /, �„s'cm t ,000 Foot � Construct New Terminal � � �' � _ � Runway Extension Building Facility and Offices for Tenants — — '—'- i Construct New Ramp Areas � - > �` ' Construct New � �' _ Storm Water f Detention Pond , � f' New Parallel Runway t5/39 'r — —� and Taxiways and Lights r ®� New Air Traffic I ` Reconstruct Runway t5/;; Control Tower <_•� .c and New Runway Lighting System � � ` ` Aviation and qler 3 port Tr ends Based on FAA's 2008 to 2025 Aviation Forecasts, the increasing high fuel prices and concerns about the economy are dampening the near-term prospects for the general aviation industry, but the long-term outlook remains favorable. There continues to be a strong growth in business aviation demand driven by a growing U.S. and world economy. The number of general aviation hours flown is projected to increase an average of 3.0 percent a year through 2025. The FAA continues to be optimistic about the future. Since 2000, U. S. airlines have dealt with the impacts of 9/11, heightened concerns about pandemics, the bankruptcy of four network carriers, and record high fuel prices. In spite of these challenges, the number of passengers traveling has grown, demonstrating the value of air transportation to the public. Last year, that number was a record 765 million and is on track to carry one billion passengers by 2016. In addition, international traffic is growing at much faster rates than domestic traffic. These national and international trends will also impact operations at FNL. The following highlights some of the major trends: • Growth in Airport Building Square Footage and Uses : The airport currently has a waiting list of approximately 40 aircraft owners who want to lease one of the airport's 41 aircraft hangars. In addition, approximately 15 people are on a waiting list to lease ground to construct aircraft storage hangars for personal use. In 2007, the airport constructed a new taxiway that will provide access to a 20-acre parcel of land reserved for hangar development and the Cities will select a land developer to construct these improvements. Once the economy improves and the cost of oil stabilizes, business and personal investment in the airport will gain momentum. • New Pilots : The number of people starting to learn to fly has been on the decline. However, most new pilots are entering the field for career opportunities and not for personal enjoyment as in the past. This trend is being addressed by the pilot organizations and flight training businesses. • Very Light Jets: The Very Light Jet, VLJ, is a new category of business jet that some feel will provide less expensive and more convenient air travel for the business person. However, recent economic conditions are creating obstacles for implementation. The VLJ is a much smaller corporate jet capable of carrying up to 4 passengers at economical costs for flights generally less than 1,000 miles. The ability of the jet to land at small airports will increase the convenience and savings in cost compared to commercial flights. The high costs of fuel will, for the airline industry, reduce the frequency of flights to smaller communities and increase fares. This will improve the VLJ market. As traffic and congestion getting to DIA increases on the I-25, and with the flexibility VLJ has to serve smaller market airports, there is an opportunity to capitalize on this growing trend. • Commercial Air Service: Commercial air service to Las Vegas and other niche markets will continue to be an important service to our communities and a significant revenue stream for the airport. The addition of one or two other airlines serving similar destinations in the future will improve service to the business/ private communities and further enhance revenues to the airport. 7 Re 01 Fixed �h Estate Holdings , Fix ` Operations , and Thr °vg� Fen peratigce Lease Agreements 5 The Cities hired an aviation consultant, Airport Business Solutions, to evaluate the airport's real estate holdings, the FBO lease agreement, and the "Through the Fence' agreements. The data and recommendations from the report will assist the Cities in establishing policy to maximize development of airport property and encourage private investment on the airport and on adjacent properties that have access to the airport's facilities. Fixed Base Operation ( FBO ) Facility A Fixed Base Operation or FBO facility is the primary business on an airport that provides the basic services to - the flying community, such • • 41 ! j as fuel sales, aircraft tie- f down, hangar storage, aircraft maintenance, and flight _ instruction. The primary FBO - - revenue source is fuel sales. In 2007, 542,000 gallons of aviation fuel was sold; of this, 135,000 was 100LL/Avgas and 407,000 gallons of jet fuel. Of the 407,000 gallons of jet fuel, 88% or 358,000 gallons are sold to transient turbine aircraft flying through the area and making fuel stops. It is estimated that approximately 286,000 gallons of jet fuel is sold at true retail prices. At this level of fuel sales and volumes, the economic return is marginal at best. This situation is further exacerbated from the loss of fuel sales from self-fueling fuel farms that have been built on "Through the Fence" property. Recent record high prices of oil and retail aviation fuel prices have stifled the growth and sustainability of the general aviation and commercial aviation. This is undercutting the primary revenue source of the FBO industry, as well and further aggravates the financial viability of the airport's single FBO business. Furthermore, the existing FBO facilities at the airport are old, outdated, and present a poor visual image to the general public and air travelers. The airport consultant, Airport Business Solutions, recommends that improvements to the FBO facility be made to adequately compete within the regional marketplace. In order to create a viable investment opportunity for improvements, new lease terms and conditions will be required. The consultant further recommends that the new lease agreement with the FBO should be typical for the industry, and be structured in a manner that encourages capital investment in facility upgrades, which are commensurate with projected fuel sales and business activity. CS ) Existing Lease Terms, Conditions, and Rental Rates The airport's existing lease terms, conditions, and rental rates are consistent with industry standards . Discussions with airport tenants regarding the reversion of tenant improvements are ongoing. "Through the Fence" Agreements The report provided analysis of "Through the Fence' agreements and what terms and fees that should be included in Access Agreements. Generally, the Access — Agreements should contain provisions for compliance with FAA Grant Assurances, Airport Rules and Regulations, Airport Minimum Standards, Transportation Security Administration rules for access control, and payment of access fees that are at parity with @ a g e @ — similar developments located on the airport property. The cities utilized data from the Airport Business Solutions report and input from stakeholders, including the FAA to negotiate new through the fence agreements, and will continue to pursue appropriate fee structures for through the fence access . Other Revenue Options The airport consultant also suggested ideas where other revenues could be generated, some of which are non-aviation. Suggestions include appropriate revenue leases, owning and operating the aviation fuel storage facility, operating the FBO facility, and utilization of a real estate broker to market the airport property more aggressively. i i i 9 ort E conomic 5 �r� P eve � opment Opportuniti Des Fort Collins - Loveland Airport (FNL) is one of only fourteen commercial , airports in the State of Colorado. A recent study completed by the State of tolten nts Colorado, which looked broadly at the economic impact of all airports in Sales Tax the state identified that FNL is accountable for creating and maintaining Excise Tax 750 jobs, with an annual 2008 payroll of $22 million. Total direct and indirect regional economic benefits created by the airport is $56 million Corporate Tax per year. FNL is already producing significant economic benefit to the region, but it can do a lot more in the future with a focused effort on L 17�A promoting aviation related businesses on and off-airport. Recent Development History ' loyeq Ai e Retail Sales Development over the past five years around FNLCO Income Tax has principally been focused off-airport, with the vast Lodging" majority of developments not having an aviation related Rental Cars use. The commercial brokers that market off-airport properties note that there is a strong industrial market in Northern Colorado and that most inquiries for property adjacent to FNL are focused on businesses that need warehouse/storage needs as well as access to I-25 . There has been little on-airport development in recent years. In 2008, FNL began working with private developers to construct two new on-airport hangar projects that will add over 50 individual aircraft storage units. A� Market Needs Impacts Impacts The cities recently approved a second "Through the Fence" agreement. FNL is in a unique position for a smaller commercial airport in that there are _rm.A L ample on-airport and off-airport properties that can be developed for aviation and non-aviation uses. Induced The State of Colorado's Economic Impact of Airports indicates that there has been Impactssignificant growth in aviation related businesses around the state. FNL has not significantly benefited from this growth in aviation related economic development, is poised to do so in the future with some changes in how FNL is marketed to the aviation related development community. Fir Total 11 Economic Impacts 10 Marketing Strategy Aviation Business Tax Credit Historically, the cities have not marketed development opportunities in and around The Fort Collins - Loveland Municipal Airport could see the airport. One of the key changes that increased business activity after receiving a shot in FNL has to make to become financially the arm from the state . Qualified employers on the self-sufficient is to improve its overall airportrevenue through increased on-airport now are eligible for $ 1 ,200 - per- employee leases, TTF revenues, and maximizing tax credit . Aviation businesses that locate at the other incomes streams like fuel sales and airport or expand must employ at least 10 people to parking. be eligible. The tax credits are good for five years, per employee . The businesses are eligible for the There are several significant strategies that need to be implemented to realize tax credit each additional year in which full -time new potential revenue to FNL and to employees are added . enhance aviation related businesses Fort Collins Coloradoan - Saturday, January 20, 2007 around the airport. These strategies includes, 1 . Develop marketing materials for on-airport properties 2. Engage a commercial broker to market on-airport properties 3. Aggressively pursue additional on-airport hangars 4. Develop a marketing section on the FNL web site 5 . Partner with off-airport developers to recruit aviation related businesses 6 . Attend aviation related economic development trade shows to market FNL 7. Benchmark aviation related development trends with regional commercial airports 8 . Encourage retention and expansion of existing businesses and new development ins • Expansion 00 100 JT a. : Future Buildings Future Paving 11 GoVernance TPOwnershipmom The Fort Collins — Loveland Municipal Airport is jointly owned and operated by City of Fort Collins and the cities of Loveland and Fort Collins. Full control and decision-making authority Loveland is placed with the City Councils of both cities. Under the current governance structure, an Airport Steering Committee is charged with facilitating communication between the cities and advising the Councils concerning Airport issues such as general policies, land use budget, capital improvements and strategic planning. ' ns g P � � g � p ' P g' P g• - - Since beginning with the 1963 agreement to construct an airport and commencing operations in 1965, the airport has tried a range of governance structures, including an Airport Board, Ad Hoc Committee, Airport Authority and Joint Steering r7eeling Co Committee . As one might expect, each governance model served its purpose at the 2 Mayors 7-tte time it was implemented. 2 City Managers Over time, changes in the growing cities and the airport facility itself have necessitated reassessments and updates to the governance structure. Provide Direction to Airport Staff Refinements in the governance structure is ongoing. Several alternative structures were examined . However, both cities recognize the important asset of the airport and the opportunity for the airport to become an economic engine which will contribute to the vitality of the community. Alternative structures that were examined and subsequently dismissed include: Airport Authority: The Fort Collins-Loveland Airport was governed by an Airport Authority from 1983 — 2000, when it disbanded of its own volition. The Authority had a very serious and ultimately fatal flaw. It had the responsibility for operating One City Assumes Full Operational, Management the Airport but not the authority. and Financial Responsibility: This governance structure would have one of the two Cities assuming full responsibility for the Airport. For this to Privatization: In the United States, happen, the Cities would need to agree upon which General Aviation airports the size of City is best suited to manage the Airport and one Fort Collins—Loveland are generally City Council would need to turn over the majority either owned by a municipality or of decision-making responsibilities for the Airport to County. Privatization of airports may its peer City. preclude funding from the FAA and state. Airport District: State legislation does not exist, 12 thus the Airport District concept is not an option. Governance Recommendations Regardless as to which governance model is the best alternative, the current Joint Ownership/Steering Committee governance model will remain for the future and both cities desire to see the Fort Collins - Loveland Airport become a premier facility. Change is needed in order for the Airport to operate effectively into the future. The following are basic recommendations . • It is essential that the Cities engage in a straightforward review of the mission and vision of the Airport. A serious discussion about the purpose of this facility today and the vision for its future use is needed . This will provide a foundation for subsequent business plans and guide how the Airport can continue to best serve the Fort Collins and Loveland communities and surrounding region. • The Steering Committee has no voting authority; all decisions go to two sets of elected officials. Streamline the process by giving administrative and leasing authority to the Steering Committee. • Continue to support the FNL Pilots Association, which includes representatives of the FBO, businesses, and pilots and continue to provide the opportunity for the FNL Pilots Association to report at each Steering Committee's meeting. • Steering Committee and staff to continue to work pro-actively to mitigate redundancies in oversight such as attorney review, selection of a preferred staff, or alternating staff. l i I _ I V i Finance Pi 7 den Year Airport ah The Fort Collins-Loveland Airport's (FNL) revenue picture did not change much over time until the airport secured commercial air services through Allegiant Air. This new commercial service boosted operating airport revenues and more importantly allowed the airport to access more Federal Aviation Administration Funding for capital improvement projects . FNL has a detailed capital improvement plan or Master Plan, but it does not have an accompanying longer-term operating financial plan. Potential Revenue Sources: ff • New Fixed Base Operator Lease Part of the rationale for developing this business plan • Triad Through the Fence Agreement is the need to develop a longer-term financial plan • Rocky Mountain Through the Fence Agreement that projects revenue and expenditures for operating, • New Lease Revenue (South Hangars) combined with the capital plan. This section of the business plan outlines this financial plan, paying most attention to the options for enhancing revenue for FNL . These include leasing more ground, implementing through the fence access fees, and increasing commercial service while providing the services, facilities, and investment climate that satisfies the expectations of all users and customers of the airport, while meeting the needs of the airport owners. The financial plan outlines projected revenue and expenditures for the coming 10 year period . There are four specific revenue sources that were identified by staff and consultants that are addressed in the business plan. These projections were forecasted on the conservative side for planning purposes . Commercial Services Commercial service provides major financial benefits to the airport including airline landing fees, terminal use fees, passenger facility charges, automobile parking charges, and funding from the FAA Airport Improvement Program. In 2008, this equated to $1 .3 million directly toward airport operations . As we go forward the airport should continue efforts to support commercial service to assist in sustaining and developing revenue to support regional economic development. The long term benefit of commercial • service is critical to the airports self sufficiency and funding capital improvements . H q:4) New Fixed Base Operator ( FBO ) Lease Currently, the FBO lease produces $79,000 in revenue to the airport. The Airport anticipates negotiating a new lease with the existing FBO for the construction of improvements to the existing facilities . The final lease rates and terms should reflect the airports current and future business environment and the FBO's revenue potential from fuel sales and other revenue sources. . O Lease Areas Hangar Leased Areas V.0.0 :: A. Triad Through the Fence Agreement A Through the Fence Agreement has been in place for many years which covers the "Triad" area. Many of these developments are not airport related, and some of the lots have lost access to the taxiways due to the manner in which the properties developed. Current Triad owners with fuel farms pay fuel flowage royalties. In 2008, Triad owners paid $276,000 for cross-wind runway maintenance. Triad owners do not pay access fees. The Airport seeks to re-negotiate the Triad Agreement for a win-win relationship between Triad and the airport, and ensure parity for FAA grant compliance . Rocky Mountain Airpark Through the Fence Agreement In 2008, the Airport entered in an agreement with Water Valley for the development of the Airpark of the Rockies development. This Through the Fence Agreement outlined the access fee charges and expectations. Per t e agreement with WaterValley or airport access, the following revenue will be generated: • 2011 - $50,000 (first year the project contributes revenue) • 2020 - $400,000 15 New Lease Revenue - South Hangar Development The Airport has had a steady backlog of demand for hangars The assumptions for this scenario are as follows: that has gone unmet over time due to the significant cost of providing . The gross for hangar development is 20 acres infrastructure to undeveloped • The leasable area is 15 Acres areas of the Airport for new • Begin leasing in 2014 hangar development. New • Assumption is 5 acres under lease at $.38/square foot = $83,000/annually hangar development has to be a • Additional Leasing in 2017 higher priority in the future - to • Assumption is 5 additional acres under lease at $.41/square foot = $89,000/annually facilitate the hangar development, • Additional Leasing in 2020 infrastructure has to be provided • Assumption is 5 additional acres under lease at $.45/square foot = $98,000/annually by the Airport and it will have • Revenue assumed to begin in 2014 to be debt financed. Over time, • 2014 - $83,000 the infrastructure investment • 2020 - $172,000 *Assumes debt issuance of $3.0 M in 2012 to 2013 for infrastructure development will provide a return to the . Debt service is $225,000/year airport. A most likely scenario . 20 year issue at 5.25% was development that outlines the costs to provide infrastructure to Note: Actual infrastructure investment and resulting revenues will depend on market conditions. the south of the existing hangar development as well as the costs to provide that infrastructure. Summary Through the implementation of the options to enhance revenues (leasing more ground, implementing through the fence access fees, and increasing commercial service), it is projected that over the ten year period from 2010 through 2020, the Airport will receive $3.0 million in new revenue (after debt service for the South Hangars has been accounted for, leasing more ground, implementing through the fence access fees, and increasing commercial service) . The Airport has options for enhancing revenue and becoming more self-sufficient - there are short and longer- term options that can be taken that will not only improve airport operations, but will also provide much needed funding for making improvements to the airport in general. .. , , . , 4 - maim ` y 16 Airport Financial Forecasts 2010 = 2020 Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 OPERATING FUNDS Beginning Balance 202,270 246,350 63,510 205,920 92,770 311,700 453,250 643,800 663,280 19048,090 967,930 REVENUES Operating Revenue 128, 100 131,900 135,900 1409000 W5200 1489500 153,000 1579600 162,300 167,200 1729200 Gas, Oil Commissions K676 96,570 98,501 100,471 104,490 108,670 113,017 117,537 122,239 1270128 132,213 State Aircmll Fuel Tax 41,616 42,448 43,297 44,163 45,930 47,767 49,678 51,665 53,731 55,881 589116 1--Hangar Rental 1019500 10495UU 1079635 11U1864 114, 190 1179616 121J44 124,778 1289522 128,522 1289522 Land Lease 649000 649000 649000 64,000 64,000 649000 64,000 649000 649000 64,000 649000 Landing Fees 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 Parking I80,000 220,000 225,000 240,000 248,000 256,000 263,000 271 ,000 279,000 279,000 279,000 Intrust 18,430 7.390 1 .910 62180 2. 780 9.350 13,600 19.310 191900 31 ,440 29.r40 Nen Revenue* 509000 1079421 146,860 1 225,800 371,302 421,879 550.425 6209993 662,606 7049242 "'Capital 0002 (3 , 1 (300,000) (500,000) (500,000) TOTALOPERA'11 \C KF;\' E\UE 696322 4929229 811 , 103 rdt9,998 !X,7,390 1 , IJ1 ,2n5 1 ,21 ',; I % I ,o?�; t5 I ,d68,685 I ,n331 P 1 ,0%5,333 TOTAL REVENUES AND SOURCES 898„92 738,579 9049613 814;)18 1 ,060,160 1,152,905 1 ,070,5604 1,718,115 2,131,96.4 2,081 ,867 2,053,263 OPERATING EXPENSES Aimort ODerritinst 652,241 675,070 698,697 723, 152 748,462 774,658 901,771 82%833 8589877 888,938 920,051 TOTALOPERATING EXPENSES 6.52,241 6759070 698,697 7231152 7499462 9991658 11026*771 19054A33 1 ,0839877 19113,938 1 /1459051 ENDING BALANCE OPERATING 246,35I 63,509 20i9916 92,767 3119698 1539247 643*796 663a82 1 ,048,088 967,929 908112 CAPITAL FUNDS Beginning balance 3719580 370, 130 366,320 367,040 253,810 146,040 42,850 (534640) (144,710) (229,150) (3089380) Passenger Facility Charges 126,000 152,000 156,000 161 ,500 166,400 170,400 176*500 181,300 187*300 191 ,857 196,986 FAA Grants - Entitlement I ,000,000 1,000,000 IV000,000 I ,000,000 11000,000 1 ,000,000 1,000,000 1,0001000 1,0009000 I ,000,000 I ,000,000 FAA Grants - Discresionary 4,000,000 3,000,000 3,000,000 State Grants 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 Cities Contribution 120,000 12000 120,000 Interest 17,170 17,690 18,220 18,770 1 %330 19,910 20,510 21 , 130 21 ,760 22,410 23,080 NINE 300, , TOTALRE\' ENI ESANDSOURCES 558949750 21209,820 4v910,51() 21097,310 11699440 19586,350 1,489,80 1 ,698,790 1 ,314,350 41735*117 11661 ,686 Capital Funded by FAA and State Grants 5,250,000 1,250,000 4,250,000 1,2509000 11250,000 1 ,250,000 1,250,000 L 50,000 11250,000 4,250,000 I ,25%000 Passenger Facility Charge Projects 144,616 173,500 173,500 173,500 173,500 173,500 173,500 173,500 173,500 173,500 173,500 Capital Projects from Airport funding 120,000 120,000 120,000 120*000 120,000 1209000 120,000 120,000 120,000 1209000 120,000 Capital Projects funded by Private Contributions TOTAL CAPITAL 5,5141616 1,8431500 4,543,500 11843,500 11543,500 1,5431500 11543,500 198439500 115431500 5,0431500 2,043,500 CAPITAL ENDING BALANCE 370,134 366,320 367,040 2539810 146v04O 421850 (53,640) (144,710) (229,150) (308,383) (381,814) TOTAL FUNDS AVAILABLE 616,485 4299829 5721956 346,577 4.979738 496,097 590,156 518,572 8189938 6591546 526,398 New revenues include new land leases and through the once fees Assumptions: Operating revcrreus increased 30u each year. Operating expenses inflate 3.5"o pet year. Interest is 3% of beginning balance in each year Note: Depreciation Expense is noted here In order to maintain a real operating cash balance Resources Used in the Development of the Fort Collins-Loveland Airport Business Plan 1 . Airport Master Plan Update Study 2 . Airport Minimum Standards for Commercial Aeronautical Services 3 . Capital Improvement Plan 4. Intergovernmental Agreement between the Cities of Fort Collins and Loveland 1 c _ V FORT COLLINS • , AIRPORT 1. 1 ATTACHMENT 2 Update on the Fort Collins — Loveland Airport Business Plan and Noise Issues May 24 , 2011 City Council Worksession : K I I (M I AN GOAL OF FORT COLLINS - LOVELAND AIRPORT BUSINESS PLAN needsProvide a strategic plan -for the successful development of the airport that meets the existing and future - - - residents of - - and the local business 2 AIRPORT 1 Master Plan v . Business Plan Airport Master Formation of the long term Establish strategies to physical needs . achieve goals objectives • zo year time frame • Mission of the airport • Determine aviation needs • Governance • Address concerns of a • Funding development plan • Maximize development and revenue potential 3 BUSINESS PLAN PROCESS BEGAN IN EARLY 2008 MEETINGS WITH STAKEHOLDERS - PILOTS /PLANE OWNERS , AIRPORT BUSINESSES , CORPORATE COMMUNITY. COMMENTS HAVE BEEN CATALOGUED . COMMENTS/IDEASDEVELOPED SEVERAL DRAFTS INCORPORATING GOOD COMMITTEEPRESENTED DRAFTS TO AIRPORT STEERING • OF COUNCILS • 2 BUSINESS PLAN - KEY ELEMENTS CREATED VISION AND GOALS OF THE AIRPORT • THE FORT COLLINS-LOVELAND AIRPORT WILL BE COLORADO'S PERMIER REGIONAL AIRPORT SUPPORTING GENERAL AVIATION, REGIONAL AIR CARRIER SERVICES, AND BUSINESS OPPORTUNITIES FOR BOTH AVIATION AND NON AVIATION USES. ESTALISHED STRENGTH AND WEAKNESSES ADDRESSED GOALS ECONOMIC DEVELOPMENT or LENCOURAGE PRIVATEDEVELOPMENT OPPORTUNITIES • • LONG AND • ' T TERM GOALS s BUSINESS PLAN - NEAR -TERM GOALS I\ E- NEGOTIATE FIXED • ENCOURAGE PRIVATE DEVELOPMENT EASE OPERATOR LEASE • LONG-TERM INCREASE IN REVENUES RE- NEGOTIATE TRIAD IMPLEMENT ACCESS FEES • BECOME COMPLIANT WITH FAA ASSURANCES AGREEMENT • ENCOURAGE PRIVATE DEVELOPMENT ECONOMIC RETAIN BROKER TO LIST AIRPORT PROPERTY DEVELOPMENT • MARKETING MATERIALS FOR AIRPORT OPPORTUNITIES • ENHANCE AIRPORT WEB SITE FOR DEVELOPMENT • ADOPT GOAL OF FINANCIAL SELF-SUFFICIENCY BY 2013 FINANCIAL PLANNING • ADOPT 10-YEAR FINANCIAL PLAN BY JANUARY 2011 • CITIES CONTINUE MAKING APPROPRIATE FINANCIAL CONTRIBUTIONS TO SUPPORT COMMUNITY GOALS ENCOURAGE • INSTALL INFRASTRUCTURE • MARKET PROPERTY DEVELOPMENTRETAIN BROKER SERVICES 6 3 Financial Impact • Bottom line is that action items identified should improve overall airport finances — Renewal/renegotiation of Fixed Base Operator lease • $57 , 000 growing to $82 , 000 in five years — Approval of the Through the Fence Agreement • $56 , 000 growing to $400 , 000 in 20 years — Updating the Triad Through the Fence Agreement • $40 , 000 annual new revenue growing as aircraft use increases _r V I k I , ( ) IL I 4000 Update on Fort Collins = Loveland Airport Noise Related Issues 4 Airport Noise Discussion • Context . The airport is located in a commercial and industrially zoned area along the Interstate 25 corridor between the Cities of Loveland and Fort Collins . The main runway is oriented in a way to face the prevailing winds the majority of the time • This results in the majority of departures going to the north of the airport — over neighborhoods in south Fort Collins Airport Noise Discussion • Context , continued . Aircraft that produce the most noise are the passenger aircraft . Due to neighborhood concerns , airport staff are currently conducting a noise study of the surrounding areas . The study will be finalized within the next few months , and will be used to better guide pilots departing over noise sensitive areas 5 Closing AIRPORT 6