SAN BERNARDINO INTERNATIONAL AIRPORT AUTHORITY (SBIAA) Annual Evaluation and Review - Strategic Plan December 16, 2015 - December 21, 2016
Background Norton Air Force Base (Norton AFB) was originally constructed as the San Bernardino Air Depot. It is and always has been a national resource. Norton AFB s operational and aeronautical infrastructure has continually supported military, international, and aerospace missions throughout its operational activities (1939 1994). That spirit lives Norton AFB has an established record of military operations: serving every branch of our Country s forces across decades, through disaster, devastation, progress, and celebration of grand accomplishments on a global and universal scale. Norton AFB remains a foundational element of our region and strategic asset in the greater Inland Empire Valley and National Air Transportation system. Norton AFB its public: can continue to touch and affect the hearts and minds of the people, residents, families, businesses, companies, corporations, governments, health care, educational, faith-based, and community institutions that have and will progress Norton AFB traditions - onward. San Bernardino International Airport honor and tradition. Our Future: The flying public. The Industry. The Community. You. 2
What is the San Bernardino International Airport Authority? Formed in 1992, the San Bernardino International Airport Authority (SBIAA) is a regional joint powers authority created by and through State of California Legislation to serve as the owner, developer, and operator of the aeronautical portions of the former Norton Air Force Base, now known as the San Bernardino International Airport (KSBD). The SBIAA oversees a U.S. Department of Transportation, Federal Aviation Administration (FAA) Part-139 Certified Public Airport. The SBIAA is a regional governmental organization comprised of local member agencies: The County of San Bernardino, and the Cities of Colton, Highland, Loma Linda, and San Bernardino. The SBIAA has accepted specific obligations and responsibilities as the legal entity which received the 1999 Airport Deed (transferred by and through the Federal Government to the SBIAA). This action, inclusive of prior and subsequent receipts of FAA grant funds over many years, establishes the SBIAA as the official Airport Sponsor effectuating covenants and conditions on the airport lands, buildings, and facilities covered under the 1999 Airport Deed and its requisite and related responsibilities. As the operator of a public airport, SBIAA has an underlying responsibility to be a good steward of these public assets and to be a responsive agent with regard to community input, recommendations, and concerns over its operations and activities. SBIAA operates a public Airport, but SBIAA is a part of the local, national, and international communities it serves. 3
Governance Structure 4
Executive Summary Strategic Plan: 1. Purpose: Align Commission Priorities with Financial and Human Capital to Achieve Results Strategic Initiatives provided for review Review/evaluate proposed Strategic Initiatives, projects, and programs Consider changes to or elimination of incompatible programs Create new programs needed to carry out Plan Timetable to accomplish the Initial Annual Action Plan 2. Metrics & Measurement of performance ANNUAL REVIEW & EVALUATION SBD Marketing Plan with a distinct Luxivair SBD Marketing Strategy & Tactics 3. Communications Outreach/Media Results 5
Summary Date Focal Area Result August 22, 2014 SBIAAAction Plan Approved September 24, 2014 Draft Operation & Financial Plan Reviewed & Received October 22, 2014 Draft Organizational Plan Reviewed & Received November 19, 2014 Draft Business Plan Components Reviewed & Received December 17, 2014 Draft Business Plan Reviewed & Received March 25, 2015 Updated Action Plan Reviewed & Received May 27, 2015 Updated Action Plan Reviewed & Received June 5, 2015 Joint IVDA SBIAA Workshop Member Engagement & Feedback June 24, 2015 Updated Action Plan & Draft Strategic Plan Reviewed & Received July 22, 2015 Updated Strategic Plan Components Reviewed & Received July 23, 2015 Present One-on-One s with Members & Stakeholders Member Engagement & Feedback November 25, 2015 Goals & Objectives Direction Provided to Staff December 16, 2015 Plan Adoption Implementation December 17, 2015-Decenber 20, 2016 Strategic Plan Implementation Annual Evaluation & Review 8/22/14 9/24/14 10/22/14 11/19/14 12/17/14 3/25/15 5/27/15 6/5/15 6/24/15 7/22/15 7/23/15 11/25/15 12/16/15 December 21, 2016 6
What do we consider results? San Bernardino International Airport is a public airport. It operates under a public utility business model. It serves to ensure compliance with FAA, Military Base Reuse, and General Airport Obligations. It seeks to consistently increase Airport Business Activity, including aircraft operations, enplanements, fuel sales, and airport services, thus providing investment at the Airport. Airport activity should maximize opportunities for the flying public while achieving fair, non-discriminatory, and equitable revenue returns to support the airport utility over the long run. To accomplish this, SBIAA must create an Airport business environment which supports further investment and employment opportunities for the benefit of the airport, its customers, stakeholders, region, and the National Air Transportation System. SBIAA seeks to ensure that inter-governmental and community support to the San Bernardino International Airport is provided as appropriate. SBIAA should consistently deliver quality airport planning, infrastructure development, community development, and environmental programs, projects, and initiatives. SBIAA seeks to realize its potential to provide high quality, higher wage producing employment opportunities for its member agencies and the communities they serve. Overall business attraction and retention across market segments: MRO, GA, Corporate,Air Cargo, Commercial Air Passenger. Transforming the Airport into a best-in-class facility and operation. 7
Who are our Customers? As a regional joint powers airport authority, SBIAA is physically, fiscally, and governmentally responsible for the safe, effective, and compliant reuse of the aeronautical portions of the former Norton Air Force Base. SBIAA exists to establish and sustain the San Bernardino International Airport as an active and able component of the National Air Transportation System. As of 2015, the SBIAA has developed, managed, and implemented airport development programs and initiatives which have supported: SBIAA Member Agencies and their respective communities Governmental, General Aviation, and Corporate Aviation Users Federal Government Partners (DoD, U.S. DOT, FAA, OEA, USFS,DOC ) Military and Governmental Air Passenger Charter Operations Inland Valley Development Agency and Partners Domestic and International Air Cargo Charters Regional Inter-Governmental Partners and Stakeholders USFS, U.S. DoD, Commercial Operators Aircraft Painting and Completion Services Maintenance Repair and Overhaul (MRO) companies Airport and Aerospace Customers Small and Medium-sized businesses Educational and Community Organizations Workforce Development Organizations 8
Strategic Planning Process Envisioning the Future Evaluating and Adjusting Assessing Where you are Now Implementing the Plan REALIZING THE VISION Setting Priorities & Actions Developing an Action Plan 9
Near-term 2015 Issues Ever-changing business and regulatory environment Reliance on Intergovernmental Revenues for Operations Constrained resources Aging infrastructure U.S. Customs expansion of services Environmental issues Long-term Need to leverage Federal and State funding opportunities by working collaboratively and regionally with SBIAA members and stakeholders Programs must be self-funding and sustainable, promoting and advancing regional attributes, goals, and objectives 10
Establishing Priorities Strategic Plan common themes from Members: 1. Priority Projects: SBD International Airport Luxivair SBD Airport Operations & Business Development Educational Alliances 2. Align with Resources 3. Regional Communications Plan 11
General Goals and Objectives 1. Complete an Organizational Analysis to Ensure Alignment of Resources with Commission Directives, Goals, Objectives and Opportunities 2. Diversify Revenue Streams and Sources (Aviation, Non-Aviation, Inter-Governmental) Increase Revenues by a minimum of 7% per year Add new Customers to Luxivair SBD by a minimum of 10% per year 3. Implement a Technical Advisory Committee 4. Maintain Infrastructure & Development Support 5. Increase application rate for Federal Grants (U.S. DOC, U.S. DOT) 10% per year 6. Implement new Airport Workforce Development Programs amongst SBIAA members 7. Implement a new Airport Capital Improvement Plan 8. Expand Private Investment and Employment in and at the Airport 9. Implement and Update a Multi-Year Communications Plan 12
General Goals and Objectives 1. Complete an Organizational Analysis to Ensure Alignment of Resources with Commission Directives, Goals, Objectives and Opportunities COMPLETION May, 2016 Results: o Organizational Analysis completed by Koff & Associates in March of 2016. o Distributed to and reviewed by Board in April and again on May 18, 2016. o Accepted by SBIAA Commission on 5/18/16 human capital to support Strategic Plan. 13
General Goals and Objectives 2. Diversify Revenue Streams and Sources (Aviation, Non-Aviation, Inter-Governmental) Increase Revenues by a minimum of 7% per year Add new Customers to Luxivair SBD by a minimum of 10% per year COMPLETION December, 2016 & Annually Thereafter Results: o Lease revenues increased 21%, from $3,018,900 to $3,652,922. o Luxivair SBD experienced an 18% increase in activity during the first 11-months of 2016 vs. full year 2015. 14
General Goals and Objectives 3. Implement a Technical Advisory Committee COMPLETION July, 2016 Results: o Technical Advisory Committee (TAC) report presented to Commission on February 24, 2016. o TAC Policy Approved by Commission on March, 23, 2016 o TAC Members confirmed on May 18, 2016 o TAC Meeting and Orientation held on June 1, 2016 o TAC report presented to Commission on June 22, 2016 o Additional TAC Meeting held on August 31, 2016 15
General Goals and Objectives 4. Maintain Infrastructure & Development Support COMPLETION December, 2016 & Annually Thereafter Results: o SBIAA has advanced over $13.7M in capital projects, including: o General Aviation Infrastructure o Sheriff s Hangar Facility o Airport Taxiway Rehabilitation Project o Building 339 Rehabilitation o Hangar 763 Improvements o Airport Parking Lot Improvements o FBO Acoustical and Lighting Upgrades 16
General Goals and Objectives 5. Increase application rate for Federal Grants (U.S. DOC, U.S. DOT) 10% per year 6. Implement new Airport Workforce Development Programs amongst SBIAA members 7. Implement a new Airport Capital Improvement Plan 8. Expand Private Investment and Employment in and at the Airport 9. Implement and Update a Multi-Year Communications Plan COMPLETION December, 2016 & Annually Thereafter Results: o SBIAA increased its grant rate by 50% - applications to FAA, Cal OES, and U.S. Department of Commerce o SBIAA expanded educational partnerships with San Bernardino Community College District, Crafton Hills, and Mt. San Jacinto College o SBIAA Airport Capital Improvement Plan implementation and update submitted to FAA o 15 New companies located to SBD in 2016 o SBIAA implemented new social media and web programs o SBD Fest 2016 held on September 10, 2016 17
Airport Layout Plan (ALP) Update Updated ALP submitted to FAA Luxiv air SBD Luxivair SBD 18
Operational Business Units: Alignment (2015 2020) 19
Market Opportunities Airport Growth is constrained by its Physical Capacity. SBD Performance Metrics: Airport Operations Lease Revenues Landing Fees & Airport Charges Airport Business/Tenancy Air Cargo Maintenance, Repair & Overhaul (MRO) Air Passenger Service Public Safety & General Aviation 20
Matich Aeronautical Facilities SMBMI 5 th Street USFS 3 rd Street SMBMI SMBMI Tippecanoe Ave. 673 695 343 341 333 Alabama Ave. 1 2 763 4 3 795 Mill Street USFS Central Ave. SBD Target Market Segments: Maintenance, Repair & Overhaul (MRO) Public Safety & General Aviation Air Passenger Service Air Cargo 21
2016 Results (thru Nov.) SBD Performance for 2016: SBD ANNUAL AIR TRAFFIC Annual Operations 2009 Nov,2016 Airport Operations (see table) 2015 calendar yr. (40,217) 2016 yr. to date: (43,062) Lease Revenues $3,652,922 Up 21% (from $3,018,900) Landing, Fuel Fees & Airport Charges $292,060 (excl. filming) Up 120% (from $132,044) Airport Businesses/ Tenancy 55 Users Up 37% (2015 @ 40 Users) 44,000 42,000 40,000 38,000 36,000 34,000 32,000 30,000 28,000 26,000 24,000 22,000 20,000 2009 2010 2011 2012 2013 2014 2015 2016 Annual Ops 25,428 25,902 25,438 24,409 28,597 29,344 40,217 43,062 22
Intenerate vs Local Aircraft Activity 28,000 26,000 24,000 22,000 Annual Intenerate Aircraft Ops 2009-2016 Thru Nov, 2016 Itenerate Ops Local Ops 20,000 18,000 16,000 14,000 12,000 10,000 2009 2010 2011 2012 2013 2014 2015 2016 23
24 Annual Air Taxi Operations 2009-2016 Annual Air Taxi Operations 2009-2016 5,000 4,500 4,000 3,500 3,000 Thru Nov, 2016 Air Taxi Ops 2,500 2,000 1,500 1,000 500 0 2009 2010 2011 2012 2013 2014 2015 2016
Flights Clearing Customs 120 100 80 Private Military Chartered Total 60 40 Dec 2011 - Nov 2012 0 3 5 8 Dec 2012 - Nov 2013 0 3 21 24 Dec 2013 - Nov 2014 0 3 31 34 Dec 2014 - Nov 2015 43 9 43 95 Dec 2015 - Nov 2016 68 6 34 108 20 0 Dec 2011 - Nov 2012 Dec 2012 - Nov 2013 Dec 2013 - Nov 2014 Dec 2014 - Nov 2015 Dec 2015 - Nov 2016 Military Private Chartered Total Flights 25
Strategic Initiatives At a Glance Hangar 763 East Annex Fire Protection SBIAA Contract value: $105,500.00 EDA Grant No. 07-49-06454 Kincaid Industries, Inc. Status: Completed 26
Taxiway Repair and Shoulder Improvement Project SBIAA Contract value: $1,548,613.00 Pave-Tech, Inc. Status: Completed Strategic Initiatives At a Glance 27
Strategic Initiatives At a Glance Hangar 695 Truck Loading Bays SBIAA Contract value: $240,001.00 Los Angeles Engineering, Inc. Status: Completed 28
29 Strategic Initiatives At a Glance Sheriff s Aviation Facility SBIAA Contract value: $10,665,687.00 Erickson Hall Construction, Inc. Status: Substantially Complete
General Aviation Infrastructure Phase 3, Re-bid SBIAA Contract value: $2,957,442.24 Los Angeles Engineering, Inc. Status: Substantially Complete Strategic Initiatives At a Glance 30
Strategic Initiatives At a Glance 31
Market Opportunities Luxivair SBD Performance Metrics: Corporate Aviation Fuel Sales Other FBO Services Lease Revenues Ramp Activity Flight Operations New & Return Customers Corporate Flight Departments Domestic, International, and Military Charters General Aviation 32
Matich Aeronautical Facilities SMBMI 5 th Street USFS 3 rd Street SMBMI SMBMI Alabama Ave. Tippecanoe Ave. Mill Street USFS Central Ave. Luxivair Target Market Segments: Corporate Aviation 33
2016 Revenue Fuel Sales: $3,327,048 Up 42% (from $2,342,400) Other FBO Services: $360,282 Up 32% (from $273,441) FBO Lease Revenues: $379,711 Up 114% (from $177,364) 34
January, February March April May June July August September October November December January, February March April May June July August September October November December January, February March April May June July August September October November December January, February March April May June July August September October November Ramp Activity FBO RAMP ACTIVITY 2013 - PRESENT 325 +84% Thru Nov, 2016 275 +51% 225 Total Activity 175 Baseline Year +33% Linear (Total Activity) 125 75 2013 2014 2015 2016 35
Flight Operations 2016 Monthly Ramp Activity 220 170 120 Corporate Aviation General Aviation Linear (Corporate Aviation) Linear (General Aviation) 70 20 36
2015 2020 Project & Program Updates 2017 Appendix 1: Appendix 2: 37