Airport System Policy Plan Update Report July 31, 2006

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Airport System Policy PlanUpdate ReportJuly 31,
2006

• City of Albuquerque Aviation Department

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Update Report

• The Airport System Policy Plan (ASPP) is still in
  a preliminary state with only the broad scope of
  the plan having been defined (attached
  presentation).
• The estimated submittal date for the draft
  document is now December 2006 as outlined in the
  07 budget objectives.
• The Aviation Department is finalizing the hiring
  of a consultant to assist in preparation of the
  plan.

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Presentation Outline

• Definitions
• Goals and objectives
• Benefits
• Summary

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Airport System Planning vs. Master Planning -
Definitions

• System Planning
• Facility planning for multiple airports in a
  local or regional context
• Consider system-wide demand
• Generalized facilities to accommodate demand
• Establish big-picture capital requirements
• Master Planning
• Identifying future development at individual
  airport
• Vision and roadmap for Airport improvements
• Capitalize on near- and long-term opportunities

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Airport System Policy Planning Goals
Objectives

• Optimize decision making about airport system
  development
• Identify and establish
• Future roles (given practical, financial, and
  community realities)
• Target markets
• Specific policies to facilitate roles
• Recommendations intended to generate, not
  accommodate demand
• Basis for prioritizing investments

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Albuquerque - Specific Objectives

• Assess the market that can be accommodated at
  either Airport (GA, manufacturing, commercial and
  other revenue generating uses)
• Compare infrastructure, opportunities, and
  constraints
• Identify and establish internal consensus on
• Future airport roles
• Target markets
• Policies that foster roles
• Coordinate with users / stakeholders

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Policy Plans Facilitate Decision Making - Benefits

• Traditional approach
• Based on which airport demonstrates need first,
  and availability of financial resources
• Facilities developed in tandem based on
  individual master planning studies
• Contemporary approach
• Better match investments/development of
  facilities with airport strengths
• Minimize investments in airport weaknesses
• Use master plans as guides for development not a
  year-by-year plan of what to do and when to do it

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Potential Benefits

• Minimize long-term constraints to
  decision-making for both airports by aligning
  internal Department goals
• Provide framework for future decision making
  about the use of capital resources/new facility
  development
• Maximize outcome of Aviation Departments goals
  and vision
• Preserve resources for the highest yielding use
• Focus future planning efforts

Double Eagle II
Sunport
Target markets
General aviation Aircraft manufacturing Commercial
/industrial development
Commercial and air cargo High-end GA Commercial
development
FacilityConsiderations
Additional developable land Access/infrastructure
Airside / landside development
Benefits
Capitalize on new market opportunities
Preserve available land for airports primary
mission
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Why Does It Make Sense Now- Summary

• Potential that DEII subsidy will be eliminated in
  the future because of financial difficulties in
  the airline industry
• Current facility investment cycle
• Competing demands for high yield space at Sunport
• Recently completed planning studies and new
  development programs near completion
• Need to position for challenges and opportunities
  associated with aviation and non-aviation growth
• Keep momentum going on recent development
  successes at Sunport and DEII
• Sunport Eclipse, FTZ, etc,
• Double Eagle II Midfield growth, American
  Utilicraft Corp.