Airport Master Plan 2012 - City of Waterville

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2) Airport FBO and Additional Airport Services. Securing a reputable FBO has the potential to significantly stabilize quantitative and qualitative aspects of the Airport. The Airport and the City should solicit the services of a Fixed Base Operator (FBO) for WVL through an Request for Proposal (RFP) process. This will help the following: Revenues and Expenses: From 2006 to 2010 positive cash flow to the City resulting from the operation of the FBO has varied. Operating the FBO resulted in its highest surplus of $36,681.14 in 2008 and largest deficit of $52,533.73 in 2007. Over the course of these five years, the FBO has averaged an annual profit of less than $600.00. However, losses have increased since 2008 with a significant deficit recorded in 2010. The average annual FBO expenses of approximately $285,000 will be substantially borne by the new FBO. Revenues from the lease of facilities, fuel flowage and/or percent of gross receipts will provide a steadier stream of revenue for the City. Recognizing that the Airport may need to offer incentives to attract an appropriate FBO that will provide competitive services, the ultimate amount of revenue derived from a lease with the FBO will be a function of procurement and contract negotiations between the FBO and the City. Transferring FBO services to a private entity will be a key component to providing the City a positive cash flow on a regular basis. Considerations should be made to the following: Fuel Flowage: Based on 2010 fuel volume and a fuel flowage fee of $0.05 per gallon the City could expect nearly $2,600 in annual revenue. However, the adoption of a brand name FBO required to provide a minimum level of services could result in much higher fuel volumes and revenues associated with fuel flowage fees. FBO Rent Incentives: Since FBO’s generally pay rent equal to less than 5% of gross annual sales, it is recommended that the Airport provide incentives to attract a well known FBO and examine FBO revenues after the first year of business to determine reasonable land and building rates. Typical of airports of similar size and function, the Airport should consider a scaled structure based on annual gross sales which would result in an increase of revenue to the City as FBO revenues grow. Land and Building Lease: While subject to negotiation and appraisal, the rental of the existing terminal, hangar and apron areas would net positive cash flow to the City on a regular basis. Should the City decide to rent the building and apron area on a square footage basis, an apron rent of $.25/S.F. would yield approximately $6,000 annually, and building rent of $5.00/S.F. would yield nearly $65,000 annually. However, as the previous bullet suggests, the City may choose to incentivize potential FBO operators by offering a segmented fee structure based on a percentage of annual gross FBO sales. Additional Airport Services: As part of the FBO selection process, the qualitative services of WVL can be improved by requiring the FBO to offer the full suite of FBO services to alleviate jet diversions to nearby airports that offer these services (based on anecdotal information gained throughout the Master Plan process). This will help to further attract and provide the potential for increased activity at WVL ultimately helping the FBO to succeed as well as WVL in general. The City of Waterville Maine Implementation and Financial Plan – Page 8-17 Airport Solutions Group, LLC & The Louis Berger Group, Inc. December 2011
Therefore, in order to optimize the benefits of the Airport to the customers and the general public, it is recommended that the Airport establish minimum standards for any future FBO doing business at WVL, prior to advertisement and selection of a new FBO. Based upon the characteristics of the Airport and the market area, mandatory products and services the City should consider requiring, include: Airframe and power plant (A&P) repair facilities. Flight training and aircraft rental. Air Charter Part 135 services. Delivering and dispensing of Jet fuel, Avgas, and aircraft lubricants into all general aviation aircraft normally frequenting the Airport. Provide, operate and maintain a UNICOM or ARINC Radio Service. Maintain an aircraft log. Collect landing fees. Additional activities and/or services as the City may approve or require, e.g., aircraft deicing, aircraft lavatory servicing, ground power service, etc. Disabled aircraft removal. It is recommended that the City allow the FBO to meet minimum standards for the provision of aircraft maintenance and flight training services through certified and authorized sublessee(s) who will perform their services from the FBO’s leased premises. Brand Recognized FBO: Soliciting for a FBO that is brand recognized is not a requirement, but should be considered by the City in making a selection. A recognized brand brings customer loyalty as well as a network of accounts and marketing throughout the FBO’s brand network. This can often lead to WVL being a destination because of the brand in addition to local destinations, etc. In addition, a brand recognized FBO is one with multiple locations and generally brings financial stability with their business model and economies of scale for marketing their services and locations. 3) Airport Rates and Charges. Providing competitive rates and charges is key to maximizing revenue, and helps maintain existing based aircraft owners while attracting new business in the form of transient users. Should the City continue to operate the FBO; it is recommended that rates and charges at surrounding airports be tracked by WVL on a monthly or at least quarterly basis (it is recommended that fuel rates be analyzed weekly). FBO Control: Should the City adopt an outside FBO, in order to ease the burden on airport management, it is recommended that the FBO be required to analyze the day-to-day rates and charges to ensure competitiveness with other market airports. This requirement can be incorporated into the FBO lease structure with the City and generally includes rates for, fuel, tie-downs, landing fees, apron parking, and transient hangar storage. As recommended earlier, an immediate increase in rates and charges by 20% could increase Airport revenues up to $11,500 annually. The City of Waterville Maine Implementation and Financial Plan – Page 8-18 Airport Solutions Group, LLC & The Louis Berger Group, Inc. December 2011
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Waterville Robert LaFleur Municipal
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Table of Contents Chapter 1 - Intro
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Introduction to the Study Updating
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The Airport Master Plan Update is o
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1.0 Baseline Conditions This Chapte
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Runways The orientation, physical d
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Currently, the Airport pavement con
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VASI Visual Approach Slope Indicato
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1.4 Airfield Aprons There are two m
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This hangar was moved to its presen
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Weather and Related Air Traffic Ser
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1.6 Environmental Conditions and La
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than 20,000 s.f. Principal function
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Wildlife Habitat The Airport provid
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welfare is considered to include th
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1.7 Historical Based Aircraft and A
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Year Table 1.8 Historic Aircraft Op
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Table 1.11 WVL Revenues 2006-07 Cat
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Airport Leases / Rates and Charges
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The mission of the Central Maine Gr
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Baseline Drawings This Master Plan
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2.0 Airport Role and Forecasts Fore
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2.1.1 Airport Service Area The airp
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FAA 5010 data for WVL indicated 24
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classification was created in 2005
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off one passenger for business in W
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2.4 Airport Role The role of the ai
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Transport. This type of runway serv
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Forecast Scenario One (Baseline) As
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Figure 2.3 Graph of Forecasted Airc
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3.0 Facility Requirements The facil
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A full-length parallel taxiway to t
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Table 3.4 Pavement Conditions and R
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Runway Length The runway length req
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Table 3.8 Runway Length Requirement
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Due to poor maintenance or obsolesc
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Table 3.11 General Aviation Termina
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Based and Itinerant Aircraft Apron
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Fuel Storage Facility Chapter 1 ide
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The north hangar currently has over
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Wind Rose Graphics The City of Wate
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The City of Waterville Maine Facili
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4.0 Alternatives Analysis Chapter 1
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Runway 5-23 provides for over 94% w
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T1b: Construct New Taxiway “E”
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Aprons used for based aircraft shou
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Table 4.3 Apron Alternatives Analys
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F2: Upgrade and Utilize Old Telford
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must be given to the level of site
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H4: Expansion of Box Hangars on eac
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Hangar Alternatives Conclusion The
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Table 4.6 Snow Removal Equipment Bu
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The City of Waterville Maine Altern
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Waterville Robert LaFleur Municipal
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Section 5.11 - Coastal Zone Managem
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Obstruction removal could have pote
Page 131 and 132: 5.6 Historic, Architectural, Archae
Page 133 and 134: If it is determined that the propos
Page 135 and 136: These assumptions will be further c
Page 137 and 138: 6.0 Airport Layout Plan As part of
Page 139 and 140: Exhibit 6 - Plan and Profile - Runw
Page 141 and 142: 7.0 Airport Management Structure As
Page 143 and 144: Current Airport staffing is summari
Page 145 and 146: Circulars, maintaining financial re
Page 147 and 148: Airport Authority The Maine Legisla
Page 149 and 150: current Airport management structur
Page 151 and 152: 7.2 Research of Other Airport Autho
Page 153 and 154: Comparable Airports Overview When m
Page 155 and 156: Mandan Municipal Airport (North Dak
Page 157 and 158: 7.4 Comparable Airports: Lessons Le
Page 159 and 160: Private Ownership/Private Managemen
Page 161 and 162: Private Ownership/Private Managemen
Page 163 and 164: Obstruction remediation in the form
Page 165 and 166: Waterville Robert LaFleur Municipal
Page 167 and 168: Program (AIP). Therefore, projects
Page 169 and 170: Phase 2 Development (6 to 10 years)
Page 171 and 172: AIP monies are distributed to airpo
Page 173 and 174: Table 8.5 Comparative Airport Rates
Page 175 and 176: 3) Facility Maintenance Unlike othe
Page 177 and 178: Table 8.7 Historical FBO Expenses F
Page 179 and 180: Table 8.9 Historical Airport Revenu
Page 181: 8.7 Summary of Airport Financial As
Page 185 and 186: accurate inventory of airport maint
Page 187 and 188: Summary and Conclusion The total Ca
Page 189 and 190: APPENDIX A - GLOSSARY ADVISORY CIRC
Page 191 and 192: DISPLACED THRESHOLD - A displaced t
Page 193 and 194: NON PRECISION INSTRUMENT RUNWAY - A
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Airport Master Plan 2012 - City of Waterville

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