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Glendale Municipal Airport
Airport Strategic Plan 2022 - 2027
May 2021
Glendale Municipal Airport Strategic Plan
Final Report
May 2021
Prepared For:
City of Glendale
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Airport Strategic Plan
Table of Contents
I.
Airport Strategic Plan .......................................................................... 1
A. Introduction ......................................................................................................................... 1
B. Purpose ................................................................................................................................ 1
C. Methodology ........................................................................................................................ 1
D. Working Group – Airport Strategic Plan ............................................................................ 2
II.
Situational Analysis ............................................................................. 3
A. Introduction ........................................................................................................................ 3
B. Regional Overview .............................................................................................................. 3
C. Community Overview ......................................................................................................... 3
D. Transportation Corridors.................................................................................................... 4
E. Development Areas ............................................................................................................. 4
1. Historic Downtown Glendale........................................................................................ 4
2. Entertainment District .................................................................................................. 4
3. Loop 303 Industrial Area ............................................................................................... 5
F. City of Glendale Governance Structure ............................................................................... 5
G. Glendale Municipal Airport Background ........................................................................... 6
1. Aviation Products, Services, and Facilities .................................................................... 7
2. History and Development ............................................................................................. 8
III.
Stakeholder Surveys ......................................................................... 10
A. Introduction ....................................................................................................................... 10
B. Analysis of Interview Findings and Outcomes .................................................................. 11
1. Internal Glendale Municipal Airport Stakeholders ..................................................... 12
2. External Arizona and National Airport Stakeholders.................................................. 14
3. City of Glendale and Peoria Officials ........................................................................... 17
C. Strategic Initiatives ........................................................................................................... 20
D. Future Airport Role ............................................................................................................ 21
F. Stakeholder Analysis Conclusion ........................................................................................ 21
IV.
Glendale Municipal Airport Financial Analysis ......................................... 22
A. Introduction ...................................................................................................................... 22
B. Background ....................................................................................................................... 22
C. Financial Overview ........................................................................................................... 23
1. Historic and Current Airport Budgets ........................................................................ 23
2. Sources and Uses of Funds ..........................................................................................25
D. Projected Future Revenues ................................................................................................25
1. Fuel Sales .................................................................................................................... 26
2. Land Leases and Operating Fees ................................................................................ 26
3. General Services ........................................................................................................... 27
E. Projected Operating Costs ................................................................................................ 28
F. Projected Capital Costs ..................................................................................................... 28
G. Overview of Potential Funding Sources ............................................................................ 29
1. Introduction ................................................................................................................ 29
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2. Operational Funding Sources ..................................................................................... 29
3. Non-operational Funding Sources.............................................................................. 29
H. Funding Consideration Summary ..................................................................................... 31
V.
Airport Industry Trends ..................................................................... 33
A. Introduction ...................................................................................................................... 33
B. National Aviation Trends .................................................................................................. 33
C. General Aviation Trends ................................................................................................... 34
D. Other Aviation Industry Trends ....................................................................................... 34
E. Trends Analysis ................................................................................................................. 34
VI.
Mission, Vision, and Values Statements ................................................ 35
A. Introduction ....................................................................................................................... 35
B. Methodology ...................................................................................................................... 35
C. Mission Statement ............................................................................................................. 35
1. Working Group Collaboration (Mission Statement) .................................................. 36
2. Glendale Municipal Airport Mission Statement ......................................................... 36
D. Vision Statement ................................................................................................................ 37
1. Working Group Collaboration (Vision Statement) ...................................................... 37
2. Glendale Municipal Airport Vison Statement ............................................................ 38
E. Values Statement .............................................................................................................. 38
1. Working Group Collaboration (Values Statement) .................................................... 38
2. Glendale Municipal Airport Values Statement ........................................................... 38
F. Mission, Vison, and Values Summary .............................................................................. 39
VII.
Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis ....... 41
A. Introduction ....................................................................................................................... 41
B. SWOT Methodology ........................................................................................................... 41
C. Goal Preparation Using SWOT ......................................................................................... 42
D. SWOT Analysis and Goal Setting Summary ..................................................................... 43
VIII.
Critical Goals, Implementation, and Action Plans.................................. 44
A. Introduction ...................................................................................................................... 44
B. Methodology ..................................................................................................................... 44
C. Critical Goals and Action Plans ........................................................................................ 46
1. Goal 1 – Develop Airport Business Plan (ABP) .......................................................... 46
2. Goal 2 – Develop Airport Marketing Plan ................................................................... 47
3. Goal 3 – Develop Comprehensive East-side Plan....................................................... 49
4. Goal 4 – Assess Organization ..................................................................................... 50
5. Goal 5 – Develop Infrastructure Design Standards..................................................... 51
6. Goal 6 – Plan and Implement Facility Aesthetic Upgrades (Beautification Program)
52
D. Critical Goals Summary ..................................................................................................... 53
E. Implementation ................................................................................................................. 53
1. Proposed Division of Responsibilities .........................................................................54
F. Metrics for Measuring Success ..........................................................................................54
G. Conclusion ......................................................................................................................... 55
IX.
Strategic Plan Summary and the Airport’s Future Role ............................ 56
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List of Figures
Figure 1 - Airport Strategic Plan Methodology ............................................................................... 2
Figure 2 - City of Glendale Organizational Chart ........................................................................... 6
Figure 3 - Airport Location ..............................................................................................................7
Figure 4 - Content Analysis Procedure .......................................................................................... 11
Figure 5 - GEU Annual Revenues and Expenses (FY 2020) ........................................................ 24
Figure 6 - SWOT Analysis Outcome ............................................................................................. 42
List of Tables
Table 1 - Internal Glendale Municipal Airport Stakeholders ........................................................ 13
Table 2 - External Arizona and National Stakeholders ................................................................. 15
Table 3 - Elected Government Official Stakeholders ..................................................................... 18
Table 4 - Other Government Official Stakeholders ....................................................................... 19
Table 5 - Glendale Municipal Airport Historical Budget Summary ............................................. 23
Table 6 - Strategic Plan Goals ....................................................................................................... 43
Table 7 - Strategic Plan Critical Goals .......................................................................................... 45
Appendices
Appendix A – Airport Capital Improvement Program (ACIP) 2022-2026 ................ A
Appendix B – Mission, Vision, & Values Worksheets ....................................... B-1
Appendix C – Acronyms and Abbreviations ................................................... C-1
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Executive Summary
Grounded in the Past
If asked to describe some of the City of Glendale’s best attributes, what might come to one’s mind?
Some possibilities may include its thriving sports and entertainment district, its home base for
several large national and international companies, its historic downtown, or its diverse
population covering a vast cross-section of economic and cultural communities. As Arizona’s sixth
largest city, all of these attributes contribute to the City of Glendale’s local, regional, and national
presence.
The City has owned and maintained an airport since 1971, and the Glendale Municipal Airport
(GEU) has been in its current location near Glendale and 99th Avenues since 1987. Today the
Airport encompasses 477 acres of land, maintains a 7,150-foot-long runway, is one of the Phoenix-
area’s primary general aviation pilot training facilities, houses 474 aircraft, and provides a wide
variety of aviation services. The Airport is classified as a general aviation reliever airport for
Phoenix Sky Harbor International Airport and plays a vital role in the state’s aviation system. The
Airport has been a fixture in the general aviation community in the greater Phoenix area and has
grown organically through the years; however, the Airport has lacked clear direction and a concise
plan to help propel it into the future.
Planning to Take Flight
With the lack of any plan befitting a busy general aviation airport, the City of Glendale, under
Airport management direction and guidance, commissioned the development of an Airport
Strategic Plan in November 2020. The goal of the Airport Strategic Plan (ASP) is to enhance the
Airport’s ability to become an effective and relevant transportation resource for the long-term
benefit of the City of Glendale and surrounding communities. Furthermore, the ASP will be a
resource document for the Airport that will drive the day-to-day operation, management, and
economic development of the Airport. The Plan identifies a definitive role for the Airport within
the City and aviation community, in which all elements strive to support.
To assist with the development of the ASP, a Working Group comprised of a selected group of
interested stakeholders was commissioned to be part of this planning process. The involvement
of key department heads and leaders provides ownership and credibility for the plan and its
outcomes.
The first important step in the planning process included a situational analysis of the local and
regional interests that affect and influence the Airport’s planning and economic development
efforts. The Airport’s history and background, the City’s governance structure, existing and future
transportation, and entertainment development, as well as other community and regional aspects
were reviewed during this process. In addition to this research, structured interviews were held
with pre-identified stakeholders from Glendale Municipal Airport, the Airport’s municipal
governance, industry experts, and commercial entities adjacent to the Airport. Interviewees were
identified based on their unique perspectives and understanding of the Airport. In addition,
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Airport Strategic Plan
government and business entities were identified based on their relationships and interests in the
Airport’s future vision. These structured interviewees were separated into three groups:
•
Internal GEU stakeholders
•
External National and Arizona Airport stakeholders
•
City of Glendale and Peoria Officials stakeholders
All interview responses were correlated, and common themes and positive/negative attributes
about the Airport were identified. There were steps taken to bring a level of objectivity to
interviews, such as common theme inquiries and standardize questions; however, the process was
inherently subjective. These commonalities identified several key concepts that were critical to
the direction and development of other components of the ASP. These critical concepts became
the Plan’s Strategic Initiatives. Likewise, a clear consensus on the Airport’s future role was
recognized.
Glendale Municipal Airport Strategic Initiatives
Financial Sustainability
Infrastructure Improvements
Safety
Marketing and Business Development
Customer Satisfaction
GEU will continue its current GA role, while enhancing
and developing corporate aviation, heavy maintenance,
and support services on and near the airport.
Future Role of Glendale Municipal Airport
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The successful implementation of the Airport’s reimagined strategic initiatives and future role
needs a strong foundation. As such, the Working Group developed the following Mission, Vision,
and Value Statements to assist in providing clear outcomes for the ASP.
With a clear mission, vision, and values statements identified to help propel the Airport towards
its future role, the next integral component of the ASP included a thorough Strengths,
Weaknesses, Opportunities, and Threats (SWOT) analysis. Generally defined, a SWOT analysis is
a standard strategic planning tool used to identify the strengths, weaknesses, opportunities, and
threats associated with a particular action or area (in this case the Airport) and identify the
internal and external factors that are favorable and unfavorable for that object being successful in
a given environment. The Working Group preformed the analysis, and the findings served as the
basis for the development of the goals that will realize the mission and vision for the Airport.
Based on the SWOT analysis, twenty-four goals were identified by the Working Group. Those
goals were assessed based on the criteria of the Strategic Initiatives developed through the
Environmental and Situational Analysis conducted earlier in the planning process. After
discussion with the Airport management team, a total of six Critical Goals were established and
vetted through the Working Group using a high-level benefit analysis. The goals were also ranked
by the Working Group by order of priority.
Glendale
Municipal
Airport's
foundation
for future
success
begins with
the
mission,
vision, and
values
statements.
Mission Statement: Glendale Municipal Airport
connects Glendale to the region, state, and world, by
providing exemplary aviation services.
Vision Statement: Glendale Municipal aims to be
Arizona's premier general aviation airport.
Values Statement: Our foundation is built on
commitment to Integrity, Fairness, Collaboration,
and Continuous Improvement.
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Cleared for Takeoff
Each critical goal is assigned a specific purpose, schedule, key involvement, and implementation
plan. The Airport Administrator of the Glendale Municipal Airport will be the primary focal point
for implementing and following the direction of the Airport Strategic Plan; however, it is
anticipated that other key City of Glendale Departments will assist in several initiatives and plans.
The Glendale Municipal Airport will evaluate its progress in the future by measuring its
performance against several different types of metrics. Each year the critical goals should be
examined to determine if they were met, exceeded, or fell short. If those goals fell short of
expectations, then an analysis of why performance was short should occur, and a possible
modification in the Airport’s business direction may be in order. This is a process that should be
conducted annually to keep the airport on track towards accomplishing its goals and objectives
and keeping its overall business direction on course.
Clear Skies Ahead
The ASP process and the input of the Working Group has formed a picture of what the future
Glendale Municipal Airport can become. With a clear focus on its mission and vision using strong
core values, the Glendale Municipal Airport Strategic Plan will be an important tool to accomplish
the strategic initiatives and critical goals. With these accomplishments, the picture of what the
Airport aspires to become in the future is clear: A premier General Aviation hub specializing in
corporate aviation, heavy maintenance, specialty services, and associated industries.
Develop Airport Business Plan
Develop Airport Marketing Plan
Develop Comprehensive Eastside Plan
Assess Organization
Develop Infrastructure Design Standards
Create and Implement Facility Aestheic Upgrades
Airport Strategic Plan Critical Goals
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I. Airport Strategic Plan
A. Introduction
The Glendale Municipal Airport (Airport) has developed an Airport Strategic Plan (ASP or Plan).
This is the first time such a plan has been prepared, and it is envisioned as a measured and
comprehensive approach to future development efforts. The goal of the ASP is to enhance the
Airport’s ability to become an effective and relevant transportation resource for the long-term
benefit of the City of Glendale and surrounding communities.
B. Purpose
The Airport Strategic Plan is a resource document for the Airport that uses a logical and
disciplined structure to meet the Airport’s goals, objectives, and action plans. This plan will drive
the day-to-day operation, management, and economic development of the Airport. The Plan
framework will include the following key elements:
•
Mission, Vision, and Values Statements that will identify the Airport’s purpose, goals, and
ideals
•
Identify the organization’s strengths, weaknesses, opportunities, and threats (S.W.O.T.)
•
Asses the environment that affects the Airport
•
Define the Strategic Initiatives that will drive the Plan
•
Develop a set of Critical Goals with action plans to move the airport forward in a five-year
•
planning time frame
C. Methodology
The methodology used in the creation of the Plan is illustrated in Figure 1.
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Figure 1 - Airport Strategic Plan Methodology
D. Working Group – Airport Strategic Plan
To assist with the development of this Strategic Plan, a Working Group, comprised of a selected
group of interested stakeholders was commissioned to be part of this planning process. Involving
key department heads and leaders provides ownership and credibility for the plan and its
outcomes. Consultant were engaged to facilitate development of the plan; however, all key input,
analysis, and decisions were made by the Working Group members.
Glendale Municipal Airport – Strategic Plan Working Group:
Terry Aramian, Aviation Advisory Commission,
Barrel District Commissioner
Michael Portik, Aviation Advisory Commission,
Mayoral District Commissioner
Trevor Ebersole, Transportation Director,
City of Glendale Transportation Department
Carl Newman, AAE – Airport Administrator,
Glendale Municipal Airport
Purab Adabala, Transportation Planning
Administrator, City of Glendale, Transportation
Department
Jim Gum, Airport Operations Supervisor,
Glendale Municipal Airport
Roxanne Alexander, Management Assistant,
Glendale Municipal Airport
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II. Situational Analysis
A. Introduction
A strategic plan requires a broad view of local and regional interests that affect and influence an
airport’s future planning and economic development efforts. Understanding the local, regional,
and national economic factors, both favorable and unfavorable, will be critical to the success of
the Airport’s future development programs. Stakeholders at the internal, local, regional, and
national level, underwent an extensive interview process. This chapter contains a summary and
commentary of the stakeholder interview findings, and the situational analysis drawn from those
interviews.
This section of the report provides one of two approaches taken by the planning team to
understand the arena in which the Airport exists in. One is the physical and dynamic nature of the
area in which the Airport exists, both physically and politically, while the other is the history,
perceptions, and understanding of the key stakeholders in the area with regards to the Airport.
This section will first discuss the governance of the Airport, and then provide a comprehensive
picture of the attitudes and environment surrounding the Glendale Municipal Airport.
B. Regional Overview
The greater Phoenix Metropolitan Area, known to most simply as “The Valley,” is a metropolitan
area centered around the city of Phoenix, that includes much of the central part of Arizona. The
United States Office of Management and Budget designates the area as the Phoenix-Mesa-
Scottsdale Metropolitan Statistical Area (MSA). The City of Glendale’s eastern boundary is
adjacent to the City of Phoenix and so is included in the MSA. As of the Census Bureau's 2017
population estimates, Metro Phoenix had 4,737,270 residents, making it the 10th largest
metropolitan area in the nation by population. The gross domestic product of the Phoenix
Metropolitan Area was $242 billion in 2017, the 16th largest amongst metro areas in the United
States.
It is also one of the fastest-growing major metropolitan areas, gaining nearly 800,000 residents
from 2010 to 2018, and nearly 1.6 million since 2000. The population of the Phoenix Metropolitan
Area increased by 45.3 percent from 1990 through 2000, compared to the average United States
rate of 13.2 percent, helping to make Arizona the second fastest growing state in the nation in the
1990s. The 2000 Census reported the population of the metropolitan area to be 3,251,876.
C. Community Overview
Glendale resides in the northwest section of the greater Phoenix MSA. With a population of
237,723 people, Glendale is Arizona’s sixth largest city, and is home to a diverse population
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covering a vast cross-section of economic and cultural communities. Glendale was established in
1892 and has transformed into a vibrant city on the move. Built on farming and irrigation,
Glendale’s forefathers laid the foundation for a city described as one with “small town character
and ambiance."
Principal Economic Activities associated with Glendale’s diverse economic base includes
advanced business services, aerospace and defense, education, health care, manufacturing, and
signature entertainment. Major employers including Honeywell, Bechtel, Delta Dental, AAA,
Coca-Cola, Conair, and Humana call Glendale home. Reflex (IT Solutions), Progressive Leasing,
and Lockheed Martin also have recently joined the ranks of notable employers.
D. Transportation Corridors
The City of Glendale is bisected by two major Arizona State Highways, Loop 101 and Loop 303. In
addition, U.S. Route 60 crosses through Glendale. All three provide access to Interstate 17 and
Interstate 10 to the east and south, respectively. When the Northern Parkway is complete, it will
further enhance transportation access through the city. Of note, Glendale in the Old Town area is
bisected by the Burlington Northern Santa Fe railroad which has a switching station along the US
60 and Glendale Avenue intersection.
E. Development Areas
1. Historic Downtown Glendale
Glendale boasts a historic downtown spanning 10 blocks with many specialty shops located
throughout the area. Founded in, 1892, when W.J. Murphy's New England Land Company, along
with Burgess Hasdell completed a survey and plat of Glendale's first residential area. This date is
celebrated as Glendale's official birthday. That same year, advertisements for all settlers were
produced in papers throughout the United States and the land rush began.
2. Entertainment District
Over the past 15 years, Glendale has invested more than $400 million in infrastructure
improvements to create a world-class sports and entertainment district. The NFL’s Arizona
Cardinals play at the 63,000-seat University of Phoenix Stadium and the NHL’s Arizona Coyotes
also call Glendale home, playing in the 17,000-seat Gila River Arena. The city hosts two Major
League Baseball teams, the Los Angeles Dodgers, and the Chicago White Sox, at Camelback Ranch
Glendale, during spring training. The district has become a regional employment center with
multiple Class A office buildings and outstanding amenities including Westgate Entertainment
District, Tanger Outlets, and Cabela’s. Glendale is also known for Sahuaro Ranch Park, listed on
the National Register of Historic Places.
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3. Loop 303 Industrial Area
When fully complete, the 35-mile Loop 303 will feature three lanes in each direction, from its
Interstate-10 interchange start to its Interstate-17 interchange conclusion. Users located along the
303 will benefit from access to the Southern California market, as well as the Interstate-40 and
Northern markets Via the Interstate-10 and Interstate-17, respectively. Because of this
interconnectivity, of the Loop 303 within newly annexed lands to the City of Glendale, this area is
experiencing explosive growth as developers build millions of square feet of industrial space.
Glendale officials expect development of the new district, which they call the “New Frontier,” to
bring more jobs to the area and generate millions in tax revenue for city coffers.
F. City of Glendale Governance Structure
The City of Glendale operates under a Mayor – Council – Manager form of governance. Elected
Mayor and City Councilmembers serve as the city's primary legislative body and appoint a chief
executive officer (City Manager) to oversee day-to-day municipal operations, draft budgets, and
to implement and enforce the council's policy and legislative initiatives. The Mayor is elected at-
large every four years. Councilmembers also are elected to four-year terms from one of six
electoral districts in Glendale. One of the highest priorities of the Mayor and Council is to involve
the public in their decision-making process through public participation. They regularly appoint
citizens to 17 advisory boards and commissions and often form public committees to address
specific citywide issues. As illustrated in Figure 2, the City of Glendale Organizational Chart,
Glendale Municipal Airport is a division within the Transportation Department, and the Airport
Administrator reports to the Director of Transportation.
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Figure 2 - City of Glendale Organizational Chart
Source: City of Glendale, February 2021
G. Glendale Municipal Airport Background
The Glendale Municipal Airport is located seven (7) miles west of the government center of the
City. The Airport is home to many businesses and more than 474 privately owned general aviation
aircraft. Meetings with economic development and planning officials from the City of Glendale
indicates that areas around the airport are currently planned to include industrial and commercial
uses that can take advantage of the airport facilities and help establish a major business and
employment center around the airport.
The Glendale Municipal Airport (GEU) is classified as a general aviation reliever facility by the
FAA. The Airport is a designated reliever for Phoenix Sky Harbor International Airport (PHX),
which is 18 miles east. The Airport site encompasses approximately 477 acres of land and resides
at an elevation of 1,071 feet mean sea level (MSL). The Airport's single runway is 7,150 feet in
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length and 100 feet wide. In 2019, the Glendale Municipal Airport reported a total of 90,144
aircraft operations. The existing runway (oriented at 10/190 degrees magnetic) has a 1,001-foot
displaced landing threshold on Runway 19, and a 701-foot displaced landing threshold on Runway
1. An aerial photograph of the Airport and its surroundings is depicted in Figure 3.
Figure 3 - Airport Location
Source: Google Earth imagery, 2021
1. Aviation Products, Services, and Facilities
a. Aviation Fueling Facilities
The City of Glendale owns the fuel farm and leases it to the fixed base operator (FBO). There are
three 20,000‐gallon above‐ground fuel storage tanks: two used for Jet‐A and one for 100LL. There
are three fuel delivery vehicles: two with 3,000‐gallon capacity for Jet‐A and one with 1,200‐
gallon capacity for 100LL. There is also a 3,600‐gallon self‐serve facility used for 100LL.
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b. Hangar Facilities
A variety of aircraft storage options are available at the Airport. There are 215 individual aircraft
storage positions in T‐hangar/shade facilities and approximately 10 conventional hangar
positions available in several separate buildings. Within box hangars, it is estimated there are 175
positions and 363,000 square feet of space. In total, there is approximately 661,000 square feet
of aircraft storage hangar space and 400 individual units. It is estimated that 20,000 square feet
of space is dedicated to various aircraft maintenance activities.
c. Terminal Building
Glendale Municipal Airport has a 22,000 square foot, two‐story terminal building located on Glen
Harbor Boulevard at midfield. The Airport administrative offices are located on the second floor.
In addition to the airport administrative offices, there are currently three businesses occupying
office space within the first and second floors of the building. Historically, there has also been an
active restaurant serve the airport community, however that facility is currently closed.
d. Aircraft Rescue and Fire Fighting (ARFF) Station
The Glendale Municipal Airport does not currently have an “on airport” ARFF facility. Fire
services are provided by the City of Glendale from local stations.
e. Support and Maintenance Facility
One Airport Fixed Base Operators provide fueling serves, major aircraft maintenance, and
associated aircraft services. In total, there are over twenty airport related businesses that service
the regional airport community with a variety of services, including, flight training, storage
services, aircraft repair, and maintenance.
2. History and Development
The Glendale Municipal Airport is operated daily by a full-time Airport Administrator who reports
to the City of Glendale Transportation Director and the City Manager, Mayor, and Council. There
are five additional full‐time employees including airfield operations and a management assistant.
A seven‐member Aviation Advisory Commission advise the City Council on maintenance and
operation of the Glendale Municipal Airport and its role in statewide air transportation. The
Commission meets once a month to discuss airport matters.
The first municipal airport was built in 1971 on a 27‐acre parcel of land obtained through a
bankruptcy sale. Rapid growth and restricted expansion possibilities resulted in the current
facility’s siting, construction, and opening in 1987. In 1983, John F. Long donated 122 acres of
land on the eastside of the existing Airport footprint with the stipulation that the city could have
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the land to build a second runway. In 1998, the airport master plan was completed. That master
plan recommended significant airfield design changes to accommodate a larger class of business
jet aircraft. To this end, Runway 1-19 was widened in 2003 from 75 feet to 100 feet and extended
from 5,350 feet to the current 7,150 feet. However, no new parallel runway was recommended.
In 2005 an agreement was made with John F. Long Properties to study whether a second runway
was needed at the Airport. However, with the economic crash of 2008, the study took a back seat
to other more pressing City of Glendale financial issues. In 2015, the study was finally completed,
and it showed the second runway was not needed, nor would it be needed for many years. This
allowed Glendale to start looking at the land for other airport related uses.
For many years after its opening in 1987, the airport continued to grow slowly and organically,
catering to aircraft storage and flight schools. With the construction of the Cardinals Stadium,
which has subsequently been renamed State Farm Stadium, the City of Glendale hosted the Super
Bowl in 2008 and 2015. With the proximity of the Airport to the stadium, the Airport had an influx
of corporate jet traffic during these events. Those events showed what the Airport’s future held,
as many corporate jets operators utilized the airport’s proximity to the field of play. In addition,
the development of the Westgate Entertainment District, which includes City Center, Jobing.com
Arena, and a 320-room Renaissance Hotel and Conference Center, has enabled the Airport to
provide flight access for the entertainment, sports, and business customers.
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III. Stakeholder Surveys
A. Introduction
During the months of December 2020 and January 2021, structured interviews were held with
pre-identified stakeholders from Glendale Municipal Airport, the Airport’s municipal governance,
industry experts, and commercial entities adjacent to the Airport. Interviewees were identified
based on their unique perspectives and understanding of the Airport. In addition, government
and businesses entities were identified based on their relationships and interests in the Airport’s
future vision. These structured interviewees were separated into three groups:
Internal Glendale Municipal Airport Stakeholders
•
Glendale Aero Service – Fixed Base Operator (FBO), Mike Laver, Owner
•
Fox Aviation, Steve Fox, Owner
•
FAA Contract Air Traffic Control Tower - Mr. Basil “Mike” Allen, Manager
•
Advance Real Estate Resources, Mike Ruiz, Owner
•
Glendale Airport Hangars, Scott Dalgleish, Manager
•
Aviation Advisory Commission, Yucca Commissioner, Larry Rovey, Chair
External Arizona and National Airport Stakeholders
•
Luke Air Force Base, John Padilla, Community Relations
•
Arizona Department of Transportation, Don Kriz, Aeronautics Group Manager
•
FAA, Phoenix Airports District Office, Kyler Erhard, Lead Program Manager
•
Arizona Airports Association, Ryan Reeves, President
•
Aircraft Owners & Pilots Association, Melissa McCaffrey, Western Pacific Region
Representative
City of Glendale and Peoria Officials
•
City of Glendale, The Honorable Jerry P. Weiers, Mayor
•
City of Glendale, Joyce Clark, City Council Member
•
City of Glendale, Kevin Phelps, City Manager
•
City of Glendale, Jack Friedline, Assistant City Manager
•
City of Glendale, Brian Friedman, Director Economic Development,
•
City of Glendale, Mr. Jamsheed Mehta, Director of Development Services
•
City of Peoria, The Honorable Cathy Carlat, Mayor
Interviews were held in-person or via teleconference with the Consulting team. All interviews
were documented via notes and minutes.
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B. Analysis of Interview Findings and Outcomes
All interview responses were correlated and common themes and positive/negative attributes
about the Airport were identified. There were steps taken to bring a level of objectivity to
interviews, such as common theme inquiries and standardize questions; however, the process was
inherently subjective. To provide content value, the procedures for documentation and analysis
included transcribing of interview notes, review of categories of discussion, notation of common
themes within each interviewee group, and documentation of conclusions and observations.
Figure 4 provides an image of the content analysis procedure.
Figure 4 - Content Analysis Procedure
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Each Stakeholder group’s responses and commonalities were found to be unique to the specific
interest group; therefore, each table and summary comments are specific to the group’s issues
and focus.
1. Internal Glendale Municipal Airport Stakeholders
Currently there are over sixteen private businesses at the Airport who are invested in the Airport’s
future development and success. The selected Stakeholders represent a wide spectrum of business
entities and their views. Table 1 summarizes each Internal Stakeholder’s feedback.
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Table 1 - Internal Glendale Municipal Airport Stakeholders
Stakeholder
Issues of
Importance
Themes
Positives
Negatives
Infrastructure
Needs
Future
Airport
Role
General
Comments
Interview 1
Leases
Corporate
Development Management
Government
Processes
No Issues
Corporate
Clean-up
stored planes
using
valuable real
estate
Interview 2
Leases
Building
Future
Training
Maintenance
Facility
Airport
Management
RFP Process
and General
Onerous
Development
process
Non-Standard
Runway
Intersection
Corporate
Current
Resistance to
Change
Interview 3
Future Lease
Discussions
Airport
needs more
Investment
Management
Apathy
Terminal
Building
Corporate
Airport
Needs
Upgrades
Interview 4
Future
Development
More Private
Development
Waiting List
for Hangar
Space
Non-optimal
Use of Apron
Space
Ramps Need
Maintenance
Small
Corporate
Hangars
Need more
Public
Awareness to
Airport
Interview 5
Need to copy
success of
other GA
Airports
Surrounding
Area not
Effective
Developed
Management
Lack of
Interest in
Airport
Connector Road
to Westgate
East Side
Development
No
Restaurant
Interview 6
Midfield
Taxiway
Connector
95% student
training
Good
Coordination
with ATC
Deferred
Maintenance
Contract Tower
Communication
service upgrades
Flight
Training
Restaurant is
needed
ATC
coordination
good
Source: Genesis Consulting Group analysis, December 2020
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a. Shared Internal Stakeholder Views and Assessments
Based on the Internal Stakeholder interviews, the following feedback was prominent among all
interviewees and categorized as follows:
Issues - At the current age of most land leases, building owners are looking to the airport
management to extend and/or revise their current contract agreements.
Themes – There was recurring comments from this group of interviewees that the Airport needs
more investment and corporate development.
Positive Aspects – The management of the Airport was overwhelmingly viewed with high levels
of confidence.
Negative Aspects –There is a history at the Airport of deferred maintenance, minimal support
for airport development, and onerous governmental processes.
Infrastructure Needs – The most prominent issue, that will appear again in other interviews,
is the idea of building a perimeter road to connect the Airport to current and future development
within the City of Glendale entertainment district.
Future Airport Role – All interviewees were unanimous in voicing the need for future
corporate business development and support services, such as heavy maintenance, avionics, and
contract fuel services.
b. Summary of Internal Stakeholder Feedback
There was support of airport growth across the spectrum of all interviewees. Growth is seen as
the mechanism that will propel the Airport into a more prominent and successful role. The tools
to achieve this future not only lie with individual owners of businesses, but with the investment
and active planning of the Airport.
2. External Arizona and National Airport Stakeholders
The organizations selected for this interview section were chosen primary to gain a perspective of
the general aviation industry and its relationship to GEU. These agencies and organizations are
not involved in the daily operation of an airport or its related businesses. Consequently, these
organizations tend to have more of a “high level” view of the Glendale Municipal Airport’s
operation and judge it on the perceived merits of its regulatory, financial, and market
performance. Table 2 summarizes this group’s feedback.
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Table 2 - External Arizona and National Stakeholders
Stakeholders
Mission to
GEU
Issues
Positives
Negatives
Infrastructure
Needs
Future
Airport
Role
Comments
Interview 7
Protecting
Mission and
Airspace of
Luke AFB
Airspace
Good
communication
and support
from/with
surrounding
jurisdictions
Increasing
traffic and
aircraft mix
between
airports.
No Issues
Supports
continuation
of current
role.
Addition jet
service could
complicate
ATC picture
Will continue
to support
Glendale if
AFB mission
not impacted
Interview 8
Financial
Responsibility
Smooth
running
facility
Positive
relationships
with
Federal/State
Surprise that
airport not
self-
sustaining
Some pavement
issues but none
that are not being
addressed
Continue
current role
Facility
appears to be
well run
Interview 9
Mission to
GEU -
Financial
Responsibility
Smooth
running
facility
Positive
relationships
with
Federal/State
Needs better
business
development
approach
Some pavement
issues but none
that are not being
addressed
Continue
current role
Facility
appears to be
well run
Interview 10
Support of GA
Facilities
Cooperation
with City for
developing
GA and
Corporate
Airport
Management
Need more
outreach and
public
relations
Routine
infrastructure
repairs and
upgrades needed
Continue
current role
and modest
corporate
development
Better City
support and
more Public
Awareness to
Airport
Interview 11
Protection for
GA Mission
and Tenants
GA
development
and
protection
Airport
Management
Government
Processes
No Issues
Continue
current role
GA Role
Important
Source: Genesis Consulting Group analysis, December 2020
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a. Shared External Stakeholder Views and Assessments
Based on the External Stakeholder interviews, the following feedback was prominent among all
interviewees and categorized as follows:
Issues – Operational airspace issues were identified between military and civil operators, while
most comments delt with funding and development opportunities and direction.
Positive Aspects – Most comments received indicated that there were few issues, and that the
facility was well run and managed. Management was credited with strong levels of confidence
and an improved cooperative and operating environment with the airport tenants.
Negative Aspects – Several negatives were identified including a lack of community
understanding of importance of airport development, onerous development processes, and the
need for a better planning and development approach.
Infrastructure Needs – The City should pay attention to the routine pavement and
infrastructure needs and repairs to keep the airport up, however, the new 2021 Capital Program
is starting to address those needs.
Future Airport Role – All interviewees supported continuation of the airport’s current role,
and for future modest corporate business development and support services, along with
protections for the GA community and its current mission.
b. Summary of External Stakeholder Feedback
All the interviewees agreed that airport management was perceived in a positive light by tenants
and community, and that the airport ran efficiently and smoothly. One member of the
interviewees was surprised to learn that the airport was not financially self-sustaining.
Regulatory agencies were primarily concerned with financial and grant performance and felt that
Glendale performed well in those areas. Only routine infrastructure issues were identified by these
agencies, and again they felt the airport was doing an appropriate job of managing them.
Pilot and industry organizations such as AOPA and AzAA urged general protections for the
existing GA community in the face of future development, and recognition of the contribution,
and needs of the pilots and tenants of the Airport. All interviewees felt that it was appropriate to
continue the Airport’s current role as a GA storage and training facility, with support for modest
future corporate development.
Several comments were received indicating the need to improve public perception of the Airport
and increase support from the City. Luke AFB indicated their willingness to continue supporting
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Glendale Municipal Airports operation and development as long as it did not interfere with the
critical mission of the Air Force Base.
3. City of Glendale and Peoria Officials
The Glendale Municipal Airport is owned and operated by the City of Glendale. As such, the role
of the City in the planning and development of an Airport Strategic Plan is recognized as a multi-
layered interaction that the City plays in the role of the Airport’s activities and policies. Key policy
makers were included as a part of the Strategic Planning interview process to evaluate the broader
view of the Airport in the context of the overall City management. Tables 3 and 4 summarize
each of the City Official Stakeholders’ feedback, broken into elected and other government
officials.
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Table 3 - Elected Government Official Stakeholders
Stakeholder
Assessment
Issues
Positives
Negatives
Infrastructure
Needs
Future Role
Comments
Interview 12
Airport Totally
Underutilized
No Restaurant
Easy Access for
GA Flyers
Cost of Fuel
Need Champion
Expansion to
Accommodate
Corporate
Business
Airport Needs
Visual Updates
Interview 13
Airport Totally
Underutilized
Airport needs
more
Investment
Management
Airport is seen
as contributing
to the critical
mission of the
City
Future lies in the
East Development
Connector
Road to
Westgate and
Sports District
Airport needs a
champion
Interview 14
Not a magnet to
achieve the City’s
future goals
The current
complexion of
tenants tends
toward lower
yield customers
Management
Needs
Corporate
direction
High-cost
infrastructure needs,
like roadway
improvements
Amenity for the
City
population.
Attracting new
business
The Airport
should follow a
similar path as
the City has to
better its
operation
Interview 15
No specific
funding or plans in
place to
development
airport
Economic
downturn
constrained
City investment
in Airport
Prior
experience at
other city
airports gives
Administration
experience in
what is possible
City needs
better
understanding
of Airport
potential
No comment
Corporate
Growth
Need more
Public
Awareness and
Marketing Plan
Source: Genesis Consulting Group analysis, December 2020
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Table 4 - Other Government Official Stakeholders
Stakeholder
Assessment
Issues
Positives
Negatives
Infrastructure
Needs
Future Role
Comments
Interview 16
Need to copy
success of other
GA Airports
City does not
have experience
in Airport
Marketing
Management
Lack of Interest
in Airport
Not Attractive
East side
Development
Corporate
Econ Dev wants
to be part of the
marketing
solution focus.
Interview 17
Great Potential
No Overlay
Map exists for
the Airport.
Question of
existence of
Avigation
Easement
Future
potential of
East side
development
Airport equity
must be
insured with
fair market
value
Future infrastructure
needs to a major area
of concern
Airport needs
to be involved
in future City
planning efforts
to maximize its
potential
Airport is only
viable if the City
invested in its
future
Interview 18
Would like to see
more Airport
become a bigger
player in economic
development of
region
Would like to
see more
investment in
Airport
Noise issues
from have been
managed well
Needs
appropriate
design
standards
East side
development as an
Air Park attracting
Corporate Business
Would like to
see the Airport
become a
regional asset
Airport needs to
become
attractive to key
future
businesses
Source: Genesis Consulting Group analysis, December 2020
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a. Shared City Official Stakeholder Views and Assessments
Based on the municipal government stakeholder interviews, the following feedback was
prominent among all interviewees and categorized as follows:
Overall Airport Assessment – Several interviewees were frank in their assessment of knowing
that the Glendale Municipal Airport is underutilized and not high in their ranking of priorities,
although they understand it should be.
Issues – Lack of funding, investment priority, and lack of marketing/development experience
with airports, are major issues for future development.
Positive Aspects – The Management of the Airport is seen in a positive light and a number of
interviewees understood from previous experience, how a successful airport looks and operates.
Negative Aspects – Several negatives were identified, however, the aspect of the Airport as not
a critical contributor to the mission of the City is problematic.
Infrastructure Needs – The on-airport infrastructure was not directly addressed, instead, the
future Eastside Development parcel was the subject of much speculation of future development.
No one suggested there is a specific plan in place.
Future Airport Role – Future role of the Airport included corporate growth tied to the Airport’s
physical connection to the entertainment district and industrial areas.
b. Summary of City Official Stakeholder Feedback
In summary, interviewees represented the core of the City of Glendale’s management and
development team. Their views align with the history and development of the Airport. Most
interviewees understand that the airport should be priority. The highlight of these interviews
included a positive view of the Airport management and this strength will serve as the basis for
translating that sentiment into an actionable plan with commitments and champions. In addition,
there was a collective opinion that there was a need to focus on business development, better
public relations, and an improved focused growth plan.
C. Strategic Initiatives
Based on the compilation of all Stakeholder comments, several Strategic Initiatives were
identified as integral to the direction and development of the S.W.O.T and Critical Goals process.
Their importance required they be addressed as critical information for the inclusion in the
Strategic Plan:
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•
Develop additional revenue
•
Develop a business and marketing plan
•
Develop a comprehensive eastside plan
•
Develop infrastructure design standards
•
Create public relations program
•
Target compatible businesses
As the S.W.O.T. and Goals process develops each goal should be “tested” for its relationship and
compliance with one of the Strategic Initiatives.
D. Future Airport Role
In general, all Stakeholders contributed, that the future of the Airport lies in the development of
the east-side property, which would provide strategic solutions to issues such as financial
sustainability, business development, and infrastructure improvements. The Stakeholders
envisioned the future of the airport to include:
•
A mix of private and commercial aviation operations that financially support the airport
and its development into the future.
•
Presence of corporate aviation services, heavy aircraft maintenance facilities, and
associated businesses.
•
Attractive well used facility for the betterment of City and region.
F. Stakeholder Analysis Conclusion
This portion of the Strategic Plan preparation has been instrumental in gathering large amounts
of information from airport stakeholders. A history of the Airport and its operation has been
provided, issues have been identified, and an internal discussion of exactly why and how the
Airport, City, and community work together has provided insight to the many challenges and
benefits of the Glendale Municipal Airport that must be considered as it moves into the future.
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IV.
Glendale Municipal Airport Financial Analysis
A. Introduction
Proper execution of an airport’s fiduciary responsibilities is a key factor in the long-term success
of an airport and its operation. Additionally, under the Federal Aviation Administration’s Airport
Improvement Program (AIP) Grant assurances mandate (Assurance No.24) which states that any
AIP-funded airport be as financially self-sustaining as possible given the circumstances that exist
at the airport. The development and implementation of an airport strategic plan provides the
opportunity for airport directors and policymakers to demonstrate that fiduciary responsibilities
and FAA requirements are taken seriously. An airport’s financial statements, budgets, and other
performance measures are considered essential tools for achieving goals and realizing the mission
and vision for the airport.
B. Background
The Glendale Municipal Airport maintains a modest annual budget providing airport
management, operations, and basic maintenance services necessary to meet the facilities
obligations. The maintenance of the airside and landside facilities have historically been
underfunded because operating costs have taken precedence. Most capital projects are funded by
the FAA and the State of Arizona Department of Transportation’s (ADOT) grants and programs,
with required matching funds coming from the City of Glendale. Although, GEU has undertaken
Capital Programs in the past, even with state and federal assistance, the Airport has numerous
high-priority capital projects that will need to be addressed in the immediate future for the facility
to keep up with market demand.
Nationally, the composition of aviation services is changing. Traditional airport traffic at General
Aviation (GA) airports consists of small- to mid-sized single- and twin-engine aircraft. According
to FAA Aerospace Forecasts for FFY 2020 – FFY 2040, as this composition is beginning to
subside, activities from larger corporate jet traffic appears to be on the verge of an upswing of
approximately 6.9percent annually. Turbine helicopter traffic is also increasing at approximately
1.8 percent annually. These activities are expected to translate into demand for higher volumes of
fuel sales, maintenance services, and associated facilities within the next few years at GA airports.
This change to heavier aircraft traffic is expected to impact Airport’s runways, taxiways, and
parking facilities as aircraft that exceed the current load bearing capacity and/or the required
separation requirements of the pavements and airfield layout begin to utilize on a more regular
basis. This trend will serve as the basis for the need to upgrade and repair existing facilities at
GEU
All the factors described in the preceding paragraphs drive the need for essential capital projects
such as runway, taxiway, and parking apron rehabilitation and/or strengthening, additional fuel
facility development, and general infrastructure upgrades. Since many of these capital projects
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may be necessary to the Airport’s development sooner rather than later, the Airport will need to
work with the FAA, ADOT, and perhaps others, to evaluate sources of funds and priorities
necessary to accomplish critical work in time to meet the demands of new business. Additionally,
with direction from a new Airport Strategic Plan, City officials have begun evaluation of a
comprehensive financial program necessary to meet demands of future development and
operation.
C. Financial Overview
1. Historic and Current Airport Budgets
Since 2016, annual budget figures for the Glendale Municipal Airport covering airport operating
costs have increased approximately 34 percent over six years. During each of those years, although
annual revenues trended upwards, annual expenses did as well, requiring General Fund and GO
Fund (Transportation Sales Tax) monies from the City of Glendale to balance the budget. Table
5 depicts the historical budget summary for the Airport from 2016 – 2021 YTD.
Table 5 - Glendale Municipal Airport Historical Budget Summary
Federal Fiscal
Year (FFY)
Budget
Income:
Direct Airport
Revenue and
General Fund
Income:
Estimated GO
Funds and
Other Sources
Expenses
FY 2016
$638,647.00
$654,422.73
35,018.96
$689,441.69
FY 2017
$680,884.00
$749,769.34
0
$747,811.91
FY 2018
$692,826.00
$753,541.78
28,130.24
$781,672.02
FY 2019
$775,378.00
$832,540.86
16,067.76
$848,608.62
FY 2020
$854,916.00
$770,526.10
AR $623,479.10 /
GF 147,047.00
120,148.10
$890,674.20
FY 2021 - YTD
$972,322.00
$657,569.96
_
$497,529.48
Source: Administration – Glendale Municipal Airport, March 2021
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As illustrated in Table 5, in the FY 2020-line item, the airport generated $623,479.10 in direct
revenues against its annual expenses of $890,674.20, or approximately 70% of its total annual
operating costs. The remaining 30 percent, or $267,195.10, necessary to balance the budget was
supplied by the City General Fund ($147,047.00) and the “GO Fund - Transportation Sales Tax”
($120,148.10). This scenario appears to be typical of the Airport’s current financial picture and
illustrates the “gap” in revenues the Airport must strive to overcome in order to achieve self-
sufficiency without external subsidy. This scenario is summarized in Figure 5.
Figure 5 - GEU Annual Revenues and Expenses (FY 2020)
To move towards increased self-sufficiency, the Airport has reviewed its rates and charges
structure, and developed a Pro Forma projection indicating general financial changes the Airport
must make to approach “break even” status with their budget. A backlog of capital projects,
increasing costs of repairs and operations, and an urgent need to upgrade facilities to
accommodate new business will also translate into increased expenses for the Airport in the near
future.
Annual Airport
Expenses
Annual Airport
Revenue
GO Fund =
$120,148
City General
Fund = $147,047
Direct revenue =
$623,479
$890,674
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2. Sources and Uses of Funds
The Glendale Municipal Airport is a Division within the Transportation Department off the City
of Glendale. A major portion of revenues necessary to support its annual operations are generated
by airport services, rents, and other contractual revenue sources. The Airport also receives monies
from the City of Glendale General Fund as necessary to its operation, subject to the financial
processes and approvals of the City.
Major capital improvement or planning projects are traditionally funded by appropriate grant
programs from the Federal Aviation Administration (FAA) or the Arizona Department of
Transportation, Aeronautics Group, Aviation Fund. In the case of ADOT Aeronautics, project
assistance can come in the form of grants, or the State’s Airport Pavement Maintenance System
Program for specific runway, taxiway, or apron area pavement preservation projects.
D. Projected Future Revenues
Projection of future revenues for the Glendale Municipal Airport are based on several factors
including estimates of future aircraft activity, fuel sales, and associated revenues from services
and leases. While the latest forecasts contained in the 2018 ALP Narrative Report appear
relatively flat, indicating little change in future operations and related income, we believe a more
progressive path for the Airport may be obtained with direction from the new Airport Strategic
Plan. An aggressive marketing position by the Airport geared to attract more corporate customers
and related commercial businesses can increase revenues to the Airport beyond current
projections. Additionally, not all future revenues will go to the Airport. Most fuel sales and
associated services revenues will go to the Airport’s FBO and service providers. The Airport will
however collect additional fuel flowage fees because of increases in fuel sales, along with any
applicable percentages of gross sales and parking fees when aircraft utilize the public areas.
The current Glendale Municipal Airport FFY 2021 budget indicates approximately $972,000 in
annual revenue, excluding grant funds or other outside funding dedicated to specific capital
improvement plan (CIP) projects. The importance of a concerted effort at development of larger
aircraft traffic and related services, could produce airport revenue increases of approximately 20
percent, or $194,400, in the near-term to approximately $1,166,400 annually in today’s dollars;
this would bring the Airport very close to achieving self-sufficiency. To achieve this additional
revenue flow, several scenarios must be developed that could include:
•
The FBO will increase its fuel storage capacity and acquire a greater share of the corporate
aircraft fueling business, approximately tripling its fuel sales over the next five years. Many
corporate aircraft today “tanker” or carry extra fuel into and out of Glendale because fuel
is cheaper elsewhere. The recent addition of contract fuel should also prove to be a
substantial factor in attracting new corporate customers. Capture of the corporate or
larger aircraft market is important because those types of aircraft may typically purchase
hundreds of gallons of fuel as a time, as opposed to 50 or 75 gallons for smaller aircraft.
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The contribution larger aircraft may make to the Airport’s fuel sales or other technical
service revenues are orders of magnitude greater than smaller GA aircraft.
•
New businesses, such as flight schools and technical aircraft service companies, will locate
onto the Airport. Each of these will contribute to increased fuel demand, services revenue,
and airport lease revenue. It appears that new business opportunities in this area already
exist driven by a current pilot shortage and demand for pilots and services in both the air
carrier and corporate industries.
•
New hangar and land leases for businesses will be developed at fair market value
compared to other airports and similar lands in the region over the next five years to
become more competitive and desirable. It will be important that appropriate “escalation
clauses” throughout the duration of such leases are implemented to ensure that fair
market value revenue is maintained. The airport should strive to develop competitive and
fair market value agreements for all future land, hangar, and building contracts, and
renegotiate older agreements that do not represent such equitable arrangements wherever
possible.
If the development as described above occurs within the next five years, this will represent a
modest growth trend for the Glendale Municipal Airport. These key factors will also represent a
marked increase in corporate aircraft operations, higher fuel sales, and a small increase in airport
tenants and businesses. While the additional calculated revenue to the Airport sponsor might only
total approximately $194,400, or 20 percent of the current budget, total new revenues to airport
businesses will likely increase dramatically.
1. Fuel Sales
The current fuel flowage fee generates approximately $30,000 annually for the Airport. As the
corporate market grows and the FBO adapts to capture more of the available corporate fuel
market at Glendale, it is not unreasonable to project a tripling in annual fuel sales as corporate jet
traffic with its higher volume fuel demands replaces some of the smaller GA aircraft. That could
translate into $90,000 in annual fuel flowage to the Airport. Again, these figures would be
predicated on fuel pricing being competitive and attractive to larger corporate buyers who may
purchase hundreds or even thousands of gallons of fuel at a time.
2. Land Leases and Operating Fees
The Airport has a great deal of development potential in the long-term in the areas of hangar
development, terminal development, new business, and office development. Traditionally the
airport has not engaged in direct development and construction of these facilities. Most airports
tend to be in the “land business,” which encourages appropriate land leasing options for facility
developers and others wishing to locate on the airport. Lease rates should be tied to fair market
value, and duration of lease terms structured to allow recovery of investment and operation
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appropriate to each type of business. It is also important that such leasing arrangements contain
appropriate “escalation clauses” throughout the duration of the lease to ensure that fair market
value revenue is maintained.
However, if appropriate resources and development monies are available, the Airport may also
wish to invest directly in facility development, or a public/private partnership to attract a desired
tenant to locate at Glendale.
A fair number of older hangar or building space lease agreements appear to be tied to agreements
with little or no escalation during their term. Often ownership of the hangar or other property
reverts to the airport at the end of a long-term lease. One of the issues with this type of
arrangement is that the airport often ends up with an older facility in need of expensive
maintenance or repair requirements. Usually, the airport has no staff or additional budget to
support these new acquisitions without somehow increasing the budget.
However, these circumstances may present opportunities for renegotiation of older leases to
agreements with escalation and other factors that will better reflect fair market value revenue to
the airport. In exchange, the Lessee of the hangar or building property could retain ownership of
the facility and reap the dual benefits of having time to amortize their original purchase and
continue to profit from the eventual sale or value of the building.
All such agreements would have to be evaluated on a case-by-case basis to determine if such
renegotiations would be beneficial to both parties. However, such evaluations could provide a way
forward to improving the airports overall financial picture and developing contracts consistent
with fair market value returns to the airport.
3. General Services
The Glendale Municipal Airport provides several services directly to the flying public. For
example, aircraft parking fees, special event accommodations, long-term storage services, and a
variety of other call out services are charged as needed. The Airport updates its rates and charges
structure for its services on a regular basis to assure that Glendale remains competitive with other
similar facilities in the region. This was most recently done in January of 2019. In this fashion the
Glendale Municipal Airport can continue to generate as much internal revenue as possible to
offset its operating expenses.
According to FAA Aerospace Forecasts for FFY 2020 – FFY 2040, deliveries of larger corporate
jets appear to be on an upswing of approximately 6.9 percent annually. While there are no
corporate jets based at Glendale currently, the Airport does accommodate transient corporate jet
traffic, especially during time of special events and stadium games throughout the year. Therefore,
the forecast increase in corporate aircraft deliveries is a promising indicator for continued
development in that segment of the general aviation market. Additionally, contract fuel has
recently become available through the airport FBO, making it more attractive for major corporate
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customers to purchase fuel in Glendale over other competing airports. Other opportunities for
development are present as well, such as new flight school development and major tenant
developments, although circumstances may change rapidly, making it difficult to accurately
forecast new revenue in the short-term. However, as previously discussed, it is reasonable to
assume that if the demographics of the Glendale Municipal Airport can make the shift towards
heavier aircraft with higher fuel demands, it can likely raise its base annual revenues from an
average of $972,000 annually today to $1,166,400 or more within the next five years.
E. Projected Operating Costs
Operating costs are expected to continue to rise over the short-term as well. Inflation, employee
salaries and benefits, costs of utilities, insurance, and other routine costs have seen a five- to seven
percent increase annually in recent years. Fuel costs can be a lot more volatile but have remained
reasonably steady over the last few years. Maintenance costs tend to rise slowly each year as well,
as costs of materials and supplies grow.
There is major financial exposure for the Glendale Municipal Airport in the immediate need for
accomplishing certain capital programs in the near-term. Many taxiways and apron areas critical
to current airport operations need repair or upgrade. Additionally, the Airport Weather
Observation System, or AWOS, needs an upgrade and runway refurbishing are all on the Airport’s
CIP in the next five years. While most projects are eligible for FAA or State grants, the annual
availability of funds will dictate when they can be accomplished. These projects are all necessary
to ensure the safe operation of the Airport and attract future business development.
In general terms, most of the Airport’s projected operating costs have exhibited a tendency to
grow somewhere between five to seven percent annually over the last several years. However,
costs for the maintenance or rehabilitation of critical portions of the airfield and associated capital
costs could cause an unexpected spike in the Airport’s cost of doing business.
F. Projected Capital Costs
The current Glendale Municipal Airport Capital Improvement Program (ACIP) illustrates a
comprehensive capital program necessary to meet FAA standards and promote the safe and
efficient operation of the facility. The Program estimated at $23,200,000, will improve various
sections of the Airport over the next five years. These projects are phased annually and are
generally accomplished in order of priority as funding becomes available. See Appendix A for
the complete ACIP documents for federal fiscal years 2022 – 2026.
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G. Overview of Potential Funding Sources
1. Introduction
Airports traditionally collect revenues from a variety of operational and static revenue and service
sources. Income from building and hangar storage, office space, operating fees, and airport
services comprise a framework for an annual revenue stream to offset airport operating expenses.
A balanced budget approach should provide for sufficient revenue to meet or exceed annual
expenses, while maintaining a fee structure that is both competitive with other providers and
represents fair market value for services rendered.
2. Operational Funding Sources
The Glendale Municipal Airport collects fees for many direct services to its based and transient
customers, including parking, tie-down, or hangar fees, Special Aviation Service Organization
(SASO) and various commercial business fees, and fueling fees and permits. The compilation of
all such direct fees constitutes the Glendale Municipal Airport’s Rates and Charges Structure, as
updated, and amended to reflect current markets.
The current Glendale Municipal Airport Rates & Fees structure was updated January 1, 2019 and
appears to be reasonably consistent and competitive with other general aviation airports in the
region. However, it should be noted that the Airport’s overall revenue outlook may be impacted
by several long-term leases that retain a much lower fee structure than currently exists for the
duration of their agreement. These agreements should be restructured or renegotiated when
possible to reflect current market value with appropriate escalation clauses for the duration of any
new agreement.
The revenues derived from such direct airport charges are generally applied as an offset to its
expenses and costs of operation. If revenues are sufficient, they can also be applied against local
share requirements for state and FAA grants. The amount of revenue the Glendale Municipal
Airport receives from this category of funding varies from year to year depending on the amount
and type of aviation traffic that frequents the facility and the number and type of other special
events that may occur during that year.
3. Non-operational Funding Sources
In addition to operational revenue sources such as landing fees, parking fees, operating
agreements and leases, airports generally must look to non-operational funding sources to
support their capital improvement programs. Non-operating sources of funds typically come from
external sources, are not debt related, and are not directly related to the use of the airport or the
leasing of airport land, improvements, and facilities. Some specific examples of non-operating
sources of funds include the following:
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a. Federal Grants
Federal grant funding is available to support the purchase of land; the development, major
maintenance or repair, and replacement of airside infrastructure, improvements, and facilities;
the purchase of airside maintenance vehicles, equipment, and tools; and airside planning efforts.
The most common source of federal funding is provided through AIP. Any public-use general
aviation airport included in the NPIAS is eligible to obtain grant funding that can cover a
substantial portion of eligible costs. The FAA’s authorizing legislation delineates the total number
of funds available through the AIP, the classification and distribution of such funds (e.g.,
entitlement, set aside, or discretionary), and the extent of matching funds required.
b. State Grants
In the state of Arizona, ADOT has an intermodal transportation department dedicated to
overseeing the state’s transportation systems including airports. Such departments may have
funds that can be used as matching funds or supplements to AIP funds. The types of projects
eligible for state funding vary but may include landside roadways, vehicle parking lots, utility
infrastructure, street lighting, or general aviation terminal buildings. Furthermore, projects
focused on airport operations, such as the development of primary planning and guiding
documents, and revenue-generating improvements, such as hangars and fuel storage facilities,
may also be eligible.
c. Taxation and Government Subsides
In many cases, a general aviation airport can receive subsidies from the airport sponsor to cover
operating deficits or provide matching funds required to receive federal and state grants. Some
airports may also receive subsidies from other municipalities or counties that benefit from the
presence of the airport. The Glendale Municipal Airport receives support from the City of Glendale
for matching funds and other resources as appropriate.
Additionally, some general aviation airports receive funding through property taxes, both directly
and indirectly. An airport may be granted direct taxing authority through state legislation when a
stand-alone entity, such as an airport authority, is established to own and operate an airport. In
other situations, airports may indirectly benefit from the taxing authority of the airport sponsor,
such as a municipality or county, when a portion of the taxes collected by the airport sponsor are
designated for the airport.
d. Investment Income
Investment income is associated with interest or gains directly tied to the investment of airport
funds. Currently this study has not identified any direct airport resources available for outside
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investment. However, the City of Glendale may pursue such investments from time to time as
circumstances warrant.
e. Donations
While less common, private donations 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 under federal and state grant programs.
f.
Sale of Surplus Assets
An airport’s vehicles, equipment, tools, and other capital assets should be evaluated periodically
to identify items that may no longer be needed, are beyond useful life, or have become obsolete.
Such assets should be sold in accordance with airport policies and procedures. The sale of surplus
assets may require the reimbursement or reinvestment of the federal or state share of grant
monies used for the initial acquisition.
g. Debt Financing
Long-term loans are typically used to finance the acquisition of land; the purchase of vehicles,
equipment, or tools; and the development of infrastructure, improvements, or facilities not
eligible for grant funding. Short-term loans or lines of credit are typically used to supplement
working capital to cover operating expenses during cash flow short falls. The Glendale Municipal
Airport has no capacity to incur debt directly, but the City of Glendale does in its capacity as the
airport sponsor.
h. Bonding
Various bonding mechanisms can be used to raise funds for projects not eligible for grants. A
general obligation bond is typically backed by the general tax revenues of the airport sponsor.
However, the airport’s revenue stream, not the tax revenues of the airport sponsor or revenues
specifically associated with the bonding project, is typically used to service the debt associated
with revenue bonds. Special facility bonds can be used to fund the development of a single or
multi-tenant facility and the revenue generated through leasing the facility can then be used to
service the debt.
H. Funding Consideration Summary
All the funding resources described in the preceding section may be available to the Glendale
Municipal Airport through its sponsor, the City of Glendale. Consequently, several considerations
are involved in making the proper selection of a funding mechanism for specific projects or
applications on the airport.
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The primary funding source for eligible airport projects are the FAA AIP and the Arizona ADOT-
Aeronautics grants-in-aid programs. These grants are specifically designed for airport planning,
design, and construction projects, and together they usually pay approximately 90-95 percent of
an eligible projects cost.
The sponsor is responsible for matching the remaining 5-10 percent of project costs. These
programs are limited by the fact that total grant monies available may be limited in any given year,
and grants are awarded on a priority basis. However, the FAA AIP and ADOT- Aeronautics grant
programs represent the best and most efficient use of the sponsors available money and should
be utilized first whenever possible. Matching funds may be drawn of any of the Airport’s
operational revenues as available, or otherwise provided by the City of Glendale.
Some special projects that may not be eligible for FAA or ADOT funding could be financed
utilizing debt financing, or medium- to long-term loans. In these circumstances the “cost of
money” including total interest and other related charges associated with a loan package is the
primary consideration. Municipalities may be eligible for low interest loans, and it is clearly in
the best interest of the City and Airport to “shop” such available loan programs to locate the best
deal.
Bonding is another vehicle that can be especially useful for medium- to long-term money. Often
the best deals in the current bond market are dependent on current interest rates, the available
bond rating that can be obtained for the project or program, and the current market interested in
purchasing such bonds. This is another area where the available market should be analyzed to
determine the “cost of money,” and the best bonding vehicle available for a particular program.
Other funding considerations including donations, and sales of surplus equipment are also
available to the Airport and City to fund future improvements. Usually, these sources are relatively
small in comparison to other funding sources. Anything that assists the airport with achieving its
matching fund requirements for grants, or otherwise contributes to the available money necessary
for projects should be considered.
The current identified CIP infrastructure and development projects needed for the Glendale
Municipal Airport total in the millions of dollars. The Glendale Municipal Airport should utilize
federal and state funding opportunities wherever possible. In some instances, certain
infrastructure projects both on and off the airport may not be eligible for grant funding, or such
funding may not be available on a timely basis. These cases may be addressed with longer term
bonding opportunities and satisfied with future revenues from the Airport and City.
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V. Airport Industry Trends
A. Introduction
Each year, the FAA updates and publishes a national aviation forecast. Included in this
publication are forecasts for the large air carriers, regional/commuter air carriers, general
aviation, and FAA workload measures. The forecasts are prepared to meet budget and planning
needs of the constituent units of the FAA and to provide information that can be used by state and
local authorities, the aviation industry, and the general public. The current edition, when this
Strategic Plan, was prepared was FAA Aerospace Forecasts – Fiscal Years 2020‐2040, published
in March 2020. The FAA primarily uses the economic performance of the United States as an
indicator of future aviation industry growth. Similar economic analyses are applied to the outlook
for aviation growth in international markets. The following discussion is summarized from the
FAA Aerospace Forecasts.
B. National Aviation Trends
Fundamentally, over the medium and long-term, aviation demand is driven by economic activity,
and a growing U.S. and world economy provides the basis for aviation to grow over the long run.
The 2020 FAA forecast calls for U.S. carrier domestic passenger growth over the next 20 years to
average 2.0 percent per year. The uptick in passenger growth since 2014 will continue into 2020
driven by positive economic conditions in the U.S. Oil prices averaged $60 per barrel in 2019 were
forecasted to fall to $53 in 2020, and our forecast assumes they will increase beginning in 2022
to reach $104 by the end of the forecast period. Global economic conditions weakened in 2019
although the experience was considerably different for the U.S. as compared to the rest of the
world. GDP growth in the U.S. slowed from the strong rate in 2018 but remained above its
estimated long-term trend, while in Europe, Germany and Italy flirted with recession and Asia
saw high-growth China and India slow markedly. Political instability and trade wars dampened
activity but by the end of the year, those headwinds appeared to be lessening. In their place,
however, the January 2020 coronavirus (COVID-19) outbreak in China gained the world's
attention and in February began appearing outside Asia. As of the preparation of this forecast, the
virus and its economic impacts were just emergent, and the range of possible outcomes too wide
to include meaningfully in the forecast. Regional and Local Trends
The FAA expects U.S. carrier profitability to remain steady as solid demand fed by a stable
economy offsets rising labor costs. Over the long-term, we see a competitive and profitable
aviation industry characterized by increasing demand for air travel and airfares growing more
slowly than overall inflation, reflecting growing U.S. and global economies. The State of Arizona
is well served both from an air carrier perspective and a General Aviation perspective hosting
many commercial service and general aviation facilities within its system. Given the diverse and
high-volume nature of aviation activities within the State, it is safe to say that “as the nation goes,
so goes Arizona.”
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C. General Aviation Trends
The long-term outlook for general aviation is relatively stable, as growth at the high-end offsets
continuing retirements at the traditional low end of the segment. The active general aviation fleet
is forecast to decline slightly by 0.9 percent between 2020 and 2040 (rounding up to an average
of 0 percent change annually). While steady growth in both GDP and corporate profits results in
continued growth of the turbine and rotorcraft fleets, the largest segment of the fleet – fixed wing
piston aircraft continues to shrink over the forecast. Against the marginally declining fleet, the
number of general aviation hours flown is projected to increase by 16 percent (an average of 0.7
percent per year) during the same period, as growth in turbine, rotorcraft, and experimental hours
more than offset a decline in fixed wing piston hours. With increasing numbers of regional and
business jets in the nation’s skies, fleet mix changes, and carriers consolidating operations in their
large hubs, we expect increased activity growth that has the potential to increase controller
workload.
D. Other Aviation Industry Trends
While it is true that the worldwide pandemic of Covid-19 caused major havoc with the world’s
airlines in 2020, the General Aviation realm was far less affected. In fact, General Aviation became
a preferred alternative for many business travelers seeking to avoid the impacts and exposure of
commercial air travel. Additionally, recent studies have determined that local factors have limited
flight activity at the Glendale Municipal Airport far more than any current national or regional
impacts. It appears that Glendale may be poised to take advantage of previously untapped markets
of flight training and corporate aviation, both of which are experiencing increased demand today.
E. Trends Analysis
Even with the worldwide impacts of Covid-19, the FAA continues to forecast a recovery and
continued growth of the nation’s aviation system. The General Aviation community remains
stable with growth in the areas of corporate and rotorcraft activities, and the general economy of
the nation continues to support a growing utilization of air travel. The Glendale Municipal Airport
is well situated to take advantage of these trends with room to expand, and services to offer to a
growing GA and Corporate aviation presence.
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VI.
Mission, Vision, and Values Statements
A. Introduction
Airports are dynamic organizations, each with their own unique mission, environment, and
circumstances that shape their daily operational requirements. No two facilities are exactly the
same. A successful Strategic Plan, therefore, must recognize a facility’s unique character and
specific circumstances. It must also be able to correlate broad spectrum data from participating
stakeholders, and the input of users, interest groups, owners, and external organizations, to
obtain the desired direction for the airport's future. In the final stages, this plan provides the tools
and direction for accomplishing the Airport’s identified goals – a road map for success.
B. Methodology
Defining and articulating the Glendale Municipal Airport’s Mission, Vision, and Values started
with establishment of a Working Group and an initial workshop, held on October 25, 2020. The
intent of the Workshop was to merge a diverse cross section of stakeholders for collaboration and
seek input into the development of purpose statements for the Glendale Municipal Airport.
The Workshop included presentations and brainstorming exercises to identify the group’s
thoughts and views on the Airport’s critical Mission, what the future Vision should look like, and
what the critical stakeholders believe the key Values for the Airport are.
C. Mission Statement
An understanding of the local government and airport environment and the unique perspective
of the Working Group is essential to the development of a viable Glendale Municipal Airport
Strategic Plan. Such understanding constitutes the basis for formulating a mission, direction, and
concise vision that creates the framework for an appropriate Airport Strategic Plan study.
The purpose of the Glendale Municipal Airport Mission Statement is to define the organization’s
purpose and primary objectives. These statements define the basis of the Strategic Plan and give
direction for its development. The basis for the Mission Statement was drawn from several
sources including input from the Strategic Plan’s first working group meeting. Individual
comments and input from members of this group were instrumental in the formulation of a draft
Mission Statement for the Glendale Municipal Airport. From this initial work, a final statement
was developed that clearly defines the input of all the working group members, airport
management, and stakeholders.
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1. Working Group Collaboration (Mission Statement)
The Working Group addressed a series of detailed questions and documented their thoughts in
specially prepared worksheets. Their subsequent input was further analyzed in group discussions.
A summary of the stakeholder worksheets and brainstorming outputs are provided in Appendix
B.
The following identified areas represent a compilation of the workshop input by those members:
Why does Glendale Municipal Airport exist?
•
West Valley access for aviation community
•
Access for economic development
•
Part of intermodal system for Glendale and surrounding communities
•
Serving the flying public
•
Accommodating small business
•
Flight Training and Storage
Glendale Municipal Airport excels at:
•
Proximity to Entertainment Corridor
•
National Exposure through major league sports
•
FAA towered airport
•
Accommodating to business
Glendale Municipal Airport wants customers to know:
•
They are accommodating to business
•
Open for business – legal, safe, secure
•
No operational wait times
•
Have capacity for growth
•
Excellent customer contacts – staff and FBO
•
Competitive rates and charges
2. Glendale Municipal Airport Mission Statement
The Mission Statement captures the intent of the Glendale Municipal Airport to grow into the
future as a safe, secure, and responsible facility that serves as an economic engine to achieve its
desired growth and reach goals. To fulfill the intent of its Mission Statement, the Glendale
Municipal Airport must build on its current foundation and improve its capabilities into the future
to accommodate those goals for growth and economic opportunities.
Glendale Municipal Airport connects Glendale to the region, state, and world by
providing exemplary aviation services.
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The Mission Statement provides a general description of what the Glendale Municipal Airport will
become in future years. Maintaining the community core values, establishing an appropriate
vision for the future, and developing practical and obtainable objectives provides a road map for
accomplishing that mission.
D. Vision Statement
A vision statement for the Glendale Municipal Airport is an assertion or image of the ideals of the
airport in the future that helps to inspire and empower the organization’s stakeholders. The vision
statement is used to project the airport into the future and to visualize its ideal state.
1. Working Group Collaboration (Vision Statement)
The following identified areas are a compilation of the workshop input by the working group
members of elements important to the Vision Statement:
What is the vision for the development of the Glendale Municipal Airport? What
can we become?
•
A place where people choose to be
•
An airport involved in the community
•
A destination for airport enthusiasts
•
Recognition by the community of the value of the airport
•
A center for corporate and community business travel
What is most valued about Glendale Municipal Airport by its customers and other
stakeholders in the most about the organization:
•
Support City Council Goals
•
Supporting partner for coordination with Luke Air Force Base
•
Airport’s ease of access
•
The Airport’s proximity to the other travel modes (intermodal)
•
Excellent and experienced staff and business partners
What does success look like?
•
More business to the airport
•
A clear concise vision for the Airport
•
Economic magnet
•
Develop a top-notch airport facility
•
Sustainability
•
Fully realized east-side development
•
Become the premier GA airport in the state of Arizona
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2. Glendale Municipal Airport Vison Statement
The vision statement are the organizational tenets upon which the vision for the future of the
Glendale Municipal Airport is predicated. Ideally, the Glendale Municipal Airport of the future
will be an integral part of the City of Glendale, with a focus on public safety and consistent, high
aesthetic standards for buildings, landscaping, and signage with superior services.
Glendale Municipal aims to be Arizona’s premier general aviation airport.
E. Values Statement
A values proposition statement communicates to the community, airport users, and all others, the
values of the airport.
1. Working Group Collaboration (Values Statement)
Based on the workshop committee input and the outcomes of the Mission and Vision Statements,
the following Values Statements were discussed:
What is the value of development of the Glendale Airport?
•
Financial Stability
•
Innovative business enterprises
•
Strive to always provide professional and courteous service
•
Continuous improvement
•
Value our environment and strive to maintain sustainable growth
What organizational strengths does the Airport honor?
•
Courteous customer service
•
Communication
What is the vision for responsible sustainability (fiscal and environmental
sustainability)?
•
Premier customer service based on the values of communication, collaboration, and
commitment to the public and community.
•
Solid business practices based on honesty, Integrity, Fairness, Transparency, and
Innovation
2. Glendale Municipal Airport Values Statement
An organization’s value proposition is, after in-depth analysis, its proclamation of the benefits,
costs, and value it believes it can deliver to its customers, prospective customers, and stakeholders
within and outside the organization. The value proposition for Glendale Municipal Airport is to
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exemplify the general aviation industry’s “best business practices,” while maintaining consistency
with the City’s own “best product” value proposition emphasizing innovation and creativity. The
Glendale Municipal Airport will provide services to its customers, prospective customers, and
stakeholders that will be clearly recognized as of such quality that they will be willing to pay a
premium for those services, if necessary. Glendale Municipal Airport will not always be the
lowest-price service provider, but it will provide services of such quality that customers will ask
for it by name. Thus, the City’s value proposition directive for the Glendale Municipal Airport is:
Our foundation is built on commitment to Integrity, Fairness, Collaboration, and
Continuous Improvement.
F. Mission, Vison, and Values Summary
The Glendale Municipal Airport of the future ideally would have an area designed to support and
grow a community of aviation enthusiasts and aircraft owners. This area would feature new T-
hangars and a host of amenities including a self-service fueling installation, an aircraft washing
facility, public tie-down spaces for visiting aircraft, an executive terminal with pilot weather and
flight planning facilities, maintenance facilities, and perhaps aircraft viewing and special event
areas for the public.
The Glendale Municipal Airport of the future would have a “front door” facility serving as the
gateway from the airport to the community and from the community to the airport. This “front
door” facility would be distinct, uniquely recognizable, emblematic of the Glendale Municipal
Airport and reflective of the Airport’s unique culture of creativity, leading-edge innovation, and
outright fun. Additional branding elements to help define the Glendale Municipal Airport of the
future would include way-finding signage and iconic structures that are distinct and instantly
recognizable as “Glendale.” The airport would also have elements that are attractive and
accessible to the public as well, such as art, an aviation vintage aircraft museum, aircraft viewing
areas with air traffic control radio feeds, and hospitality features such as an airport restaurant.
The Glendale Municipal Airport of the future may acquire adjacent properties to protect the
airport, preserve or improve upon existing aeronautical uses, or to re-purpose underutilized
and/or non-aviation use properties to productive aeronautical uses. The runway and existing
taxiways will be maintained or improved to meet applicable safety standards and accommodate
more frequent use of larger aircraft.
The Glendale Municipal Airport of the future will have a strong business presence. It will be an
engine for economic development of the area. Glendale Municipal Airport will partner with the
Economic Development Department to attract aviation-related businesses.
The Glendale Municipal Airports Mission, Vision, and Values statements, along with the
previously discussed Strategic Initiatives form the basis for its S.W.O.T. process and subsequent
Goals development. This follow on S.W.O.T. and Goals process will identify the strengths,
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weaknesses, opportunities, and threats associated with a particular action at the Glendale
Municipal Airport, by identifying the internal and external factors that are favorable and
unfavorable for that action being successful in each environment. The culmination of that process
will produce the airports future goals, and correlate them with its Strategic Initiatives, and Action
Plans.
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VII. Strengths, Weaknesses, Opportunities, and Threats (SWOT)
Analysis
A. Introduction
Generally defined, a SWOT analysis is a standard strategic planning tool used to identify the
strengths, weaknesses, opportunities, and threats associated with a particular action or area. The
SWOT analysis involves specifying an objective or an object (in this case the Airport) and
identifying the internal and external factors that are favorable and unfavorable for that object
being successful in a given environment. For this planning study, the following sections
summarize the SWOT analysis factors related to the Glendale Municipal Airport that provide the
greatest indicators of the Airport’s current condition.
B. SWOT Methodology
On February 22, 2021, the SWOT process was initiated by gathering the Glendale Municipal
Airport Working Group together to conduct one of the most important elements of the building
of an Airport Strategic Plan – the SWOT workshop. This workshop provided a venue for the
diverse committee to input their perspectives on the unique elements of the Airport and the future
development of the Strategic Plan.
The SWOT analysis workshop isolated and categorized actual and perceived strengths and
weaknesses of the Airport and its organization from an internal perspective and opportunities and
threats from an external perspective. As noted in the workshop:
•
Strengths – internal items accomplished particularly well or unique assets of the Airport
or the organization, especially in comparison to competitive and comparable airports or
organizations.
Strengths need to be preserved, built on, and leveraged.
•
Weaknesses – internal items that: (1) are not 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.
•
Opportunities – external items that could help realize the mission and vision for the
Airport. Opportunities may be identified by studying changes or trends within the
industry, the marketplace, or the community.
Opportunities need to be seized or capitalized on.
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•
Threats – external items that could threaten the realization of the Airport’s mission and
vision. Threats are typically identified by studying changes or trends within the industry
and the local marketplace.
Threats need to be managed or, if possible, eliminated.
The collaborative elements and comments produced in the SWOT workshop that was held
virtually with the Working Group are illustrated in Figure 6. The input of all attendees was vital
to the successful outcome of the session.
Figure 6 - SWOT Analysis Outcome
Source: Genesis Consulting Group analysis, February 2021
C. Goal Preparation Using SWOT
The findings of the SWOT analysis served as the basis for the development of goals that will realize
the mission and vision for the Airport. Based on the Working Group’s input, and with the Strategic
Initiatives developed through the Situational Analysis in mind, several goals were developed for
the Strategic Plan. Table 6 summaries the goals.
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Table 6 - Strategic Plan Goals
SO Goals - That leverage strengths to
take advantage of opportunities
WO Goals – That address weaknesses to
take advantage of opportunities.
1. Develop additional revenue
1. Perform an infrastructure assessment /safety
2. Develop a business and marketing plan
2. Renegotiate land lease rates when applicable
3 Develop a comprehensive east side plan
3. Identify additional funding opportunities
4. Develop infrastructure design standards
4. Develop future long-term financial forecast
5. Create Public relations program
5. Develop airport beautification plan
6. Target compatible businesses
6. Forecast staffing levels required skill sets
ST Goals – That leverage strengths to
manage or avoid threats.
WT Goals – That address weakness to
manage or avoid threats
1. Develop an overlay district
1. Develop airport beautification plan
2. Utilize the strong admin create opportunity
to
educate/internal marketing
2. Develop a Business and Marketing Plan
3. Connect Glen Harbor Blvd to Ball Park
Blvd
3. Determine net promoter index score
4. Develop a business and marketing plan
4. A marketing plan
5. Identify additional funding opportunities 5. Develop future long-term financial forecast
6. Develop airport beautification plan
6. Assess appropriate staffing levels
Note: SO=Strengths & Opportunities; WO=Weaknesses & Opportunities; ST=Strengths & Threats; and
WT=Weaknesses & Threats
Source: Genesis Consulting Group analysis, March 2021
D. SWOT Analysis and Goal Setting Summary
The SWOT matrix was a tool used to identiy both internal and external isssues that impact the
Ariport’s organization. The exercise was an intensive look at factors, both favorable and
unfavorable, within the Airport’s environement. Based on the SWOT exercise, the Working Group
then utilized a goal setting process that would identify a wide range of goals that would move the
Airport forward in its Strategic Initiatives.
The subsequent Chapter, Critical Goals, Implementation and Action Plans, will further detail the
development of Primary and Sub-Primary Goals, the general implementation requirements, and
associated action plans for each.
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VIII. Critical Goals, Implementation, and Action Plans
A. Introduction
Previous chapters have explored the Airport’s organizational and operating environment,
financial status, current business services, and state of the general aviation industry at the
national, regional, and local levels. In addition, Mission, Vision, and Values Statements have been
developed, the future role of the Airport role has been developed, and an extensive SWOT analysis
and collaboration with stakeholders has occurred. The culmination of the previous steps in the
process are the identification of the Critical Goals, Implementation, and Action Plans developed
in collaboration with the Working Group.
B. Methodology
As a part of that process, goals and objectives were developed and prioritized to meet the criteria
of the Strategic Initiatives (see Chapter II). Logical next steps call for the development and
execution of specific action plans for each of the stated goals to move the Airport forward on its
infrastructure and business development track. Responsibility for execution of specific action
plans will also be assigned and coordinated. A SMART Model concept was utilized to develop
consistent matrices for each Critical Goal action plan.
Based on the SWOT analysis, twenty-four goals were identified by the Working Group. Those
goals were assessed based on the criteria of the Strategic Initiatives developed through the
Environmental and Situational Analysis conducted earlier in the planning process. After
discussion with the Airport management team, a total of six Critical Goals were established and
vetted through the Working Group using a high-level benefit analysis. The Critical Goals
determined by the Working Group are summarized in Table 7.
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Table 7 - Strategic Plan Critical Goals
Rank
by
WG
Critical Goal
Secondary Related
Goal
Strategic Initiative
Alignment
Low
Benefit
High
Benefit
Low
Cost
High
Cost
Short
Term
1-2
yrs.
Long
Term
3-5
yrs.
1
Airport
Business Plan
Financial Assessment & Plan
Corporate & Facilities
development
Lease Rates
• Marketing & Business
• Financial
Sustainability
X
X
X
2
Airport
Marketing Plan
External & Internal
Marketing
Public Relations
• Marketing & Business
• Financial
Sustainability
X
X
X
3
Develop
comprehensive
Eastside/Airport
development
plan
Infrastructure development
• Infrastructure
• Financial
Sustainability
X
X
X
4
Assess
organization
Staffing Levels
Skill Set Requirements
Benchmarking
• Customer Satisfaction
• Safety
X
X
X
5
Develop
architectural
design
standards
Infrastructure Assessment
• Infrastructure
• Customer Satisfaction
X
X
X
6
Facility
aesthetic
updates
Beautification Plan
Roadway Improvements
• Infrastructure
• Customer Satisfaction
X
X
X
Source: Genesis Consulting Group analysis, March 2021
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C. Critical Goals and Action Plans
The Critical Goals developed for the Glendale Municipal Airport also include several
encompassing sub-elements necessary to its successful execution. However, it is important to
note that the current position of the Airport will require that many of these goals be pursued
simultaneously to meet future market demand. Responsibility for the required actions to meet
these future goals will be divided among numerous individuals and departments within the City
and must be coordinated with each other to effectively address market demands. A summary of
each goal and associated action plan follows.
1. Goal 1 – Develop Airport Business Plan (ABP)
To ensure the Airport’s future strategically aligned growth and to maximize its full potential, the
Working Group elected to recommend that the first and second Critical Goals, should be the
completion of an Airport Business Plan, and a follow-on Airport Marketing Plan. These two Plans
are designed to operate in conjunction with one another to providing a pathway to an expand, the
Airports business base, optimizing revenues, and targeting commercial aviation and related
businesses.
a. Airport Business Plan Purpose
The Airport Business Plan (ABP) will be a specific resource document for the Airport, which
utilizes a logical and disciplined structure to accomplish the goals, objectives, and action plans
that will drive the day-to-day operation, management, and economic development of the Airport.
The plan needs to address questions such as:
•
Identify categories of business products and services that could serve the Airport
•
Analyze the Glendale regional business market and the adjacent outside the fence
industrial development
•
Investigate “new technologies” that could provide a business niche for the Airport
•
Develop long term revenue sustainable practices
•
Develop strategy to attract, corporate and heavy aircraft maintenance industries
The critical elements necessary to address these and other questions should be identified and
developed as part of this process. The goal of an Airport Business Plan is to produce a viable plan,
or roadmap, to necessary actions that will improve the business and operational standing of the
Airport as it grows in the future.
b. Goal Schedule
Immediately after completion of the Airport Strategic Plan, which identifies the Airports Strategic
Initiatives, its future identity, and Mission, Vision, and Values; an Airport Business Plan should
be funded. The scope of the new Business Plan needs to contain all the relevant analysis, and
direction identified in the Strategic Plan, and plot a course that the Airport can implement to
achieve its future goals and objectives.
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Within the City of Glendale Fiscal Year (FY) 2022, this project should be funded, a scope
developed, and a schedule prepared, with time bound deliverables (measurable). Airport
Management will initiate the project based on their policies and requirements. Project delivery
should occur within the same fiscal year. A measurable completion date, of the project, should
be six months from start of work. The Project requires the resources and commitment of time,
funds, and a clear and realistic scope of services, if the work is done by outside consultants.
c. Involvement (Key People)
Development of a relevant Business Plan requires active coordination/collaboration between
Airport Management, City Management, specifically the Economic Development, Transportation,
Finance, and Planning Departments. Early coordination with those involved in accomplishing
this Goal, will assist in obtaining the resources, collaboration, and resources to achieve successful
outcomes.
d. Plan Accomplishments
The primary deliverable will be the Business Plan itself, which will contain detailed analysis and
recommendations for achieving the Airport’s future role, the direction to achieve that role, and a
path to realize its financial, facility, operational, and developmental goals.
2. Goal 2 – Develop Airport Marketing Plan
An effective marketing program will develop the message that the Airport and City wishes to
convey to prospective clients and establish cost effective methods to communicate that message.
The working groups of the Airport Strategic Plan felt that the immediate development of a new
Airport Marketing Plan was required to the identify and recruit future business and operators’
opportunities for the Airport. Such a Plan would work from the Strategic and Business Plans to
identify critical aviation businesses and trends that can be accommodated on the Glendale
Municipal Airport.
a. Airport Marketing Plan Purpose
After the development and acceptance of an Airport Strategic Plan and Airport Business Plan, the
next logical step is to develop an Airport Marketing Plan. Utilizing the guidance and goals
identified in the Strategic and Business Plans, the Marketing Plan will target those new specialty
business and service opportunities that can be accommodated by the Airport, and further its
stated agenda and development goals. At a minimum, a new marketing plan should address the
following points:
•
Develop a communication plan
•
Develop staffing and financial resources plan to execute marketing goals
•
A timeline of when tasks within the strategy will be completed
•
Key performance indicators (KPIs)
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b. Goal Schedule
To initiate a successful Airport Marketing Plan, a detailed scope and funding source must be
identified, and a structure for cooperation and implementation between the required Airport and
City Departments established. Initiation of this Plan should commence within 30 days of final
acceptance of the Business Plan, in FY 2022 Timing of this Plan is critical since the business forces
and markets can change quickly with economic conditions. This Marketing Plan should be current
and flexible, able to change with the outlooks of the area.
c. Involvement (Key People)
Development of a relevant Marketing Plan requires active coordination between Airport
management and staff, City management, especially Economic Development, local Chamber of
Commerce, and key area businesses essential to the Airport’s future development.
d. Plan Accomplishments
The primary deliverable will be the Marketing Plan itself, which will contain detailed analysis and
recommendations for identifying and achieving the Airport’s future marketing and development
goals. The marketing plan should target those specific portions of the aviation market that are
considered a “good fit” for Glendale, represent the “highest and best” use of available property on
the Airport, have shown potential for growth and require the services and capabilities that
Glendale has to offer. Specifically, a new Airport Marketing Plan should include several objectives:
•
The marketing plan should include recognition that airport business is closely tied to other
general businesses, opportunities, and attractions within the City of Glendale and the
surrounding region.
•
The marketing plan should target specific portions of the aviation market that have shown
potential for growth and require the services and capabilities that Glendale has to offer.
•
A firm familiar with the economic conditions and drivers of the City of Glendale, and the
aviation operational requirements of the Glendale Municipal Airport should be contracted
to develop the new marketing plan. More than a standard community marketing
approach, it will entail a thorough understanding of the City’s economy, opportunities,
and direction, and an understanding of the Glendale Municipal Airport’s operational
capabilities and development potential.
•
Upon receipt of the completed marketing plan, airport management and economic
development must coordinate and divide implementation responsibilities and execute the
plan immediately.
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3. Goal 3 – Develop Comprehensive East-side Plan
The Glendale Municipal Airport has developed airport businesses along its westside properties,
including the Airport Terminal Building, general aviation aircraft hangars, storage facilities, and
support infrastructure. In addition, the Control Tower and the FBO reside in the south and north
alignment of the airport, adjacent to Glen Harbor Blvd. Some smaller areas on the south and
west sides of the airport are still available for future development. The Goal, to develop a
Comprehensive East-side Development Plan, will focus on the 122-acre parcel (Long Foundation
Parcel) that is currently raw and undeveloped land. This parcel represents the fruition of many of
the goals of the Strategic Plan including, financial sustainability, business/ market development,
and a new phase of the Airport corporate related growth.
a. East-side Development Plan Purpose
The East Side Development Plan will be a specific resource for the Airport, which utilizes a logical
and disciplined structure to accomplish the goals and objectives of future development. The plan
needs to address such issues as:
•
How to ascertain the best future development potential for the 122 acre east-side airport
parcel.
•
Develop a complete package of alternative development scenarios consistent with the
visions of the existing Airport Strategic, Business, and Marketing Plans.
•
Study should involve both planning and engineering segments as necessary to forge a
complete picture of future development opportunities, costs, and possibilities.
The critical elements necessary to address these and other issues should be identified and
developed as part of this process. The goal of an East-side Development Plan is to produce a viable
plan, or roadmap, to necessary actions that will drive appropriate development of the airports
remaining developable areas as it grows in the future.
b. Goal Schedule
Within the City of Glendale Fiscal Year 2022, this project should be funded, a scope developed,
and a schedule prepared, with time bound deliverables (measurable). Airport Management will
initiate the project based on their policies and requirements. Depending on the complexity of the
final scope of services, project deliverables would most likely be available in Fiscal Year 2023. A
measurable completion of the project should be twelve to fifteen months from start of work. The
Project requires the resources and commitment of time, funds, and a clear and realistic scope of
services, if the work is done by outside consultants.
Potential markets and customers would include those targeted by the Airport Marketing Plan
including corporate and general aviation aircraft operators, charter organizations, specialty air
service operators, associated industrial users, and MRO and storage facilities for larger or more
complex airfields.
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c. Involvement (Key People)
Development of a relevant East Side Development Plan requires active coordination between
Airport Management and Staff, and City Management. Related Transportation Planning,
Development Services, and Engineering Departments expertise will be critical to a well-developed
Plan. Early coordination with those involved in accomplishing this Goal and Plan will assist in
obtaining the resources and capabilities to achieve successful outcomes.
d. Plan Accomplishments
The final East Side Development Plan would be a holistic plan for development that includes a
graphic growth plan with alternatives for target businesses, related infrastructure improvements,
and highest and best use of available properties. The primary deliverable will be the East Side
Development Plan itself, which will contain detailed analysis and recommendations for achieving
the Airport’s future zoning and development direction to achieve an appropriate development mix
necessary to a profitable and effective future Glendale Municipal Airport.
4. Goal 4 – Assess Organization
It is difficult to effectively operate any organization or project without the correct number of staff
with appropriate skills to handle routine responsibilities and operations of your facility. This Goal
will evaluate the current Airport organization and the future organizational and staffing needs of
a fully developed Airport.
a. Assess Organization Purpose
To determine what an effective organizational baseline looks like for the Glendale Municipal
Airport, in the present, and ascertain the future requirements and staffing needs of a more fully
developed airport in the future. Future facilities for corporate and general aviation aircraft
operators, charter organizations, specialty air service operators, and general airport tenants are
all affected by appropriate staffing levels and efficiency.
b. Goal Schedule
This Goal is a long-term goal within the Strategic Plan. In year three of the Plan, FY 2025 Airport
Management and the City Human Resources Department should initiate a personnel study of
similar airports in the region to gather benchmarking data and ascertain appropriate staffing and
compensation levels necessary to adequately accommodate both current and forecast airport
function and operations levels. Current gaps in staffing will require the Airport Administrator to
work with the Transportation Director to made individual critical placements in the interim. Long
term goals for this Plan should include consideration of service levels and customer satisfaction
needs.
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c. Involvement (Key People)
This is largely an internal goal for the City of Glendale and should include the Airport
Administrator and the City of Glendale Human Resources Department.
d. Plan Accomplishments
An organizational study that assesses the Needs and Skill sets necessary for future growth staffing
requirements. Development of staffing level and skill set requirements.
5. Goal 5 – Develop Infrastructure Design Standards
One of the most effective tools an airport must promote uniformity and standardize adherence to
required Federal, State, local and airport requirements are Infrastructure Design Standards that
are applied consistently across all new development. This Goal and Plan will be directly applicable
to new development within the Airport environment.
a. Infrastructure Design Standards Purpose
To develop a consolidated set of standards and guidance for consistent visual development across
the airport (architectural, landscape, signing, parking, etc.). These standards would refer to, and
coordinate with, all applicable Federal, State, and City standards for new buildings or
development that occurs on the airport. Any entity with a need to develop new structures or
improvements on the airport to support its operations would be subject to the City and Airport’s
design standards, including corporate and general aviation aircraft operators, charter
organizations, specialty air service operators, and other developers on the airport.
b. Goal Schedule
The scope and structure of the new Airport Infrastructure Design Standards program should be
developed in coordination with the Airport’s goals and objectives, and direction given in the
Airport Business Plan. This Goal is considered a short-term activity. In Fiscal Year, 2022, a project
should be initiated that would set the framework for development of Design Standards:
•
The initial scope will include a description of applicable project applications and
requirements. It should also reference the division of standards from their applicable
source such as Federal, State, and local regulations, in addition to development directions
from the City and Airport.
•
The design and application process should be outlined, and the City review and approval
process described.
•
All airport design and development processes and applications should be coordinated with
the appropriate City departments.
This type of Plan can be completed within one year of initiation; however, it will need periodic
updates to comply with changing building codes and standards.
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c. Involvement (Key People)
Reliable and enforceable Infrastructure Standards should include coordination and partnerships
with several City of Glendale entities, including, Development Services, Planning Division,
Engineering, and Transportation Departments. Internal /External Stakeholders (survey) will also
have a role in the Standards program. Development of a consolidated program of all applicable
Federal, State, City, and airport standards will be a key element necessary to future development
and expansion at the airport for the built environment.
d. Plan Accomplishments
Design Standards will be the overarching standards for development and offer guidelines on how
to achieve them. The standards will link the goals, policies, and programs established in the
Strategic and Business Plan and provide the detailed requirements of the existing zonings codes,
ordinances, and Airport requirements.
6. Goal 6 – Plan and Implement Facility Aesthetic Upgrades (Beautification
Program)
Part of building a successful business image for the Airport involves developing pleasing visual
aspects and attractive accoutrements surrounding the facilities. An older industrial facade does
little to attract new customers to enter the environment and investigate the Airport’s
opportunities. A more visually appealing exterior does invite the viewer to look further into what
the Airport may have to offer. This Goal and Plan will be directly applicable to existing
development within the Airport environment, under the control of the Airport Administrator and
staff.
a. Facilities Aesthetic Upgrades Purpose
To develop a program and strategy with project level guidance for redevelopment of existing
facilities that will promote attractiveness, consistency, and ease of navigation throughout the
airport's infrastructure. Improvements of this nature impact all users of the airport – aviation
operators and the community alike
b. Goal Schedule
The scope and structure of a new Airport Facilities Aesthetic Upgrades Program should be
developed in coordination with the Airport’s goals and objectives, and direction given in the
Airport Business Plan. This Goal is considered a short-term activity. In Fiscal Year 2023, a project
should be initiated that would set the framework for development of standards within the purview
of the Airport:
•
Identification of a funding source, and scope of services development for project specific
aesthetics and development activities occurring on the airport
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•
The initial scope will include a description of applicable infrastructure at the airport,
including fencing, signage, landscaping, roadway improvements, and other City owned
items. The development of standards would include applicable source such as Federal,
State, and local regulations, in addition to directions from the City and Airport.
•
All schedule of improvements would be necessary as the cost of implementation would
need to be spread over several fiscal years. A priority plan developed by the Airport
Management would provide a long-term plan for implementation and maintenance.
A Planning document could be implemented within one year of initiation; however, it will require
an expensive scheduling effort to plan for upgrades over many budgetary periods.
c. Involvement (Key People)
Plan development should include coordination and partnerships with several City of Glendale
entities, including, Development Services, Planning Division, Engineering, and Transportation
Departments. Internal /External Stakeholders (collaboration) will also have a role in the Plan
development and scheduling.
d. Plan Accomplishments
Wherever possible, and when financially feasible, existing facilities should be evaluated for
potential aesthetic upgrades, improved signage/identification, or other efforts that make such
facilities more pleasing to airport customers, and more consistent in overall appearance with the
overall airport infrastructure.
D. Critical Goals Summary
As initially stated, the goals and action plans listed above have been shown in order of priority.
However, as a practical matter, most of these priorities need to be executed simultaneously to
enable the Airport to move into a competitive position and meet in coming demand on a timely
basis.
Many of the identified goals are planning goals, and in turn are interrelated to each other. The
Airport Strategic Plan sets the stage for the Airport Business Plan and follow-on Airport
Marketing Plan. These three documents will lay the framework for the Airport’s goals, direction,
and operation in future years. Additional planning and technical aspects are addressed in the
Eastside Development, Infrastructure and Design Standards. These goals offer specifics towards
how the airport will develop and how its safety and investments will be protected in the future.
All together these documents provide the foundation for a developing airport to move into a
successful, and well-planned future.
E. Implementation
After the research is done, all the data has been gathered, and the plan has been constructed, the
time to implement the plan becomes reality. The Glendale Municipal Airport Strategic Business
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Glendale Municipal Airport
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Plan is intended to be a living document, to be reviewed and updated at least annually to address
economic changes in the community and market. It serves as a roadmap of sorts to provide
direction for obtaining the airports goals and should always be maintained with the most current
information. Additionally, many people will play an active role in the implementation of the
Airport Strategic Plan. Management and staff from the Airport and Economic Development
departments may perform much of work, but there are roles to play for many others within the
structure of the Airport and City as well.
1. Proposed Division of Responsibilities
The Airport Administrator of the Glendale Municipal Airport will be the primary focal point for
implementing and following the direction of the Airport Strategic Plan. It is anticipated that the
City of Glendale’s Economic Development Department may also assist with the projection of the
Business and Marketing Plans where their activities involve the recruitment of businesses or
industries that are to be placed on or adjacent to the Glendale Municipal Airport.
Aviation related activities such as recruiting new airport services, attracting new general and
corporate aviation customers, and the pursuit of new air traffic control facilities or upgrades
should occur under the general direction of the Airport Administrator.
Other pursuits involving improvements to relationships with federal and state agencies will
include the Airport Administrator, but should also include higher level City officials, and perhaps
even State and Federal representation from the congressional delegation as appropriate.
A major element of the Airport Strategic Plan involves the identification of additional financial
resources to fund airport infrastructure and development. The Airport Administrator should
provide direction in such issues, often time in concert with the City Director of Finance, or other
personal versed in the topics at hand.
As a general statement, the Airport Administrator should provide direction for all actions
necessary to achieve the goals of the Airport, supported by the various factions within the City of
Glendale that can bring their specific expertise (political, economic, financial) to bear as
appropriate to the issues at hand.
F. Metrics for Measuring Success
The Glendale Municipal Airport will evaluate its progress in the future by measuring its
performance against several different types of metrics. Comparisons will be made between
current and past financial performance data. Physical comparisons that evaluate capital
improvements and when they are completed against existing infrastructure today. Operational
indicators that include data on based aircraft numbers and types, fuel sales, and annual
operations data will be charted and evaluated against corresponding goals for growth.
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Some of the major performance indicators to be monitored and tracked include the following:
•
Annual airport fuel sales
•
Based aircraft
•
Annual Airport revenues
•
Annual Airport expenses
•
Number and type of airport lease agreements
•
Capital Improvement Programs
•
Annual Airport operations
•
Infrastructure improvements
The Airport should engage in an annual forecast and goals exercise prior to the beginning of each
fiscal year and based on current circumstances established some educated performance goals for
each of the above categories. The following year those goals should be examined to determine if
they were met, exceeded, or fell short. If those goals fell short of expectations, then an analysis of
why performance was short should occur, and a possible modification in the Airport’s business
direction may be in order. This is a process that should be conducted annually to keep the airport
on track towards accomplishing its goals and objectives and keeping its overall business direction
on course.
G. Conclusion
The Glendale Municipal Airport Strategic Plan has evaluated the existing environment of the
airfield and surrounding area and constructed future goals and objectives to assist Airport growth
and development into the future. Action plans have been developed, and recommendations for a
follow-on Airport Business and Airport Marketing Plan have been made.
The information contained in this document tends to be time sensitive, and a year from now
economic conditions may change. The Glendale Municipal Airport is poised to execute the
directions set forth in the Airport Strategic Plan and move forward with its infrastructure and
business development efforts. Therefore, it is recommended that the Glendale Municipal Airport
continue its momentum and follow through on the development of an Airport Business Plan and
Airport Marketing Plan, and execution of its goals as soon as possible.
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IX.
Strategic Plan Summary and the Airport’s Future Role
The role and service levels of the Glendale Municipal Airport are currently defined as
accommodating hangars and related storage functions, FBO and General Aviation services, flight
training, and limited corporate aviation services and facilities. While relative occupancy of airport
facilities is high, the current configurations of aircraft and service operations has not provided
sufficient revenue to maintain the airport in a positive financial position. Current levels of service
only allow direct airport revenue to cover approximately two thirds of the facilities annual
operating expenses. Supplemental revenue from the City General Fund, and Transportation Sales
Tax fund are required to cover all expenses and balance the budget.
One of the goals of the Airport Strategic Plan is to enhance the Airport’s ability to become an
effective and relevant transportation resource for the long-term benefit of the City of Glendale
and surrounding communities. The plan analyzes the current role and direction of the airport
and compares it against the identified goals and direction its stakeholders would like it to achieve
in the future.
During the development of the Strategic Plan structured interviews were held with pre-identified
stakeholders from Glendale Municipal Airport, the Airport’s municipal governance, industry
experts, and commercial entities adjacent to the Airport. Interviewees were identified based on
their unique perspectives and understanding of the Airport. In addition, government and
businesses entities were identified based on their relationships and interests in the Airport’s
future vision. An analysis and correlation of these interviews yielded considerable data about
markets, operational requirements, and the desired direction these stakeholders would like the
Airport to achieve in the future.
In the final analysis the input from the airport stakeholders formed a picture of the future
Glendale Municipal Airport that the City would like to achieve. An official Vision Statement was
developed that stated, The Glendale Muncipal Airport aims to be Arizona’s premier general
aviation airport. The stakeholders also felt that several general themes need to be accomplished
in order to realize this Vision:
•
The airport needs to develop new Business, Financial, and Marketing Plans to improve the
efficiency of the business environment, and to reach self sufficiency.
•
Development emphasis should focus on retention of the existing hangar, storage facilities,
and flight training functions, while pursuing new corporate aviation opportunities, in large
aircraft operations, corporate facilities and aircraft services.
•
Infrastructure issues should be addressed and future development targeted and promoted
by appropriate design standards and improvements to the existing environment.
•
With these accomplishments the Glendale Municipal Airport will be well positioned to
meet current aviation and development market demands and grow into the future.
With these accomplishments, the picture of what the Airport aspires to become in the future is
clear: A premier General Aviation hub specializing in corporate aviation, heavy maintenance,
specialty services, and associated industries.
City of Glendale
May 2021
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Glendale Municipal Airport
Airport Strategic Plan
Appendix A – Airport Capital Improvement Program (ACIP)
2022-2026
City of Glendale
May 2021
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Glendale Municipal Airport
Airport Strategic Plan
Appendix B – Mission, Vision, & Values Worksheets
Glendale Municipal Airport – Working Group Meeting 2
Mission, Vision, & Values Workshop
WORKSHEETS – MISSION STATEMENT
Mission Statement
Mission statements define the organization's purpose and primary objectives. These statements are set
in the present tense, and they explain why you exist as a business, both to members of the organization
and to people outside it. Mission statements tend to be short, clear, and powerful. The first step in
developing a mission statement for an airport is contemplating the reason for its existence or its purpose.
This can be achieved by identifying the areas where the airport/organization excels.
1. Why does Glendale Municipal Airport exist?
•
Serving the Flying Public
•
We Accommodate Small Business
•
Flight Training
•
Storage
2. What are Glendale Municipal Airport’s competitive advantages?
•
Proximity to Entertainment Venues in Glendale
•
National Expose via Professional Football and Hockey Teams
•
Room for Growth
•
GEU in Major Transportation Corridor
•
FAA Contract Tower Provides Ease of Air Traffic Control
3. Glendale Municipal Airport excels at
•
Accommodating Business
•
Airport is Legal, Safe, and Secure
•
No Operational Wait Times
•
Capacity for Future Aircraft Growth
•
Excellent Customer Contact from Staff and FBO
•
Competitive Rates and Charges
4. Glendale Municipal Airport wants customers to:
•
Use and Want to be at GEU.
•
Understand its Diverse Appeal.
•
Management is Very Proactive
Suggested Airport Mission Statement:
"The Mission of the Glendale Municipal Airport is safety and exemplary aviation
services for Glendale, Arizona. We will connect Glendale to the region, state, and
world.”
Final Airport Mission Statement:
Glendale Municipal Airport connects Glendale to the region, state, and world by
providing exemplary aviation services.
Glendale Municipal Airport – Working Group Meeting 2
Mission, Vision, & Values Workshop
WORKSHEETS – VISION STATEMENT
Vision Statement
A Vision statement should be future-focused and inspirational. It should explain what the organization
will look like in the future by addressing the organizations desired customer focus, the market position it
would like to achieve and its goals and aspirations. These statements are designed to be uplifting and
inspiring. They are also timeless: even if the organization changes its strategy, the vision will often stay
the same. A vision statement articulates the aspirations for the airport – it is a picture of success.
1. What is the vision for the development of the Glendale Municipal Airport? What can we become?
•
10- 20 Years – Premier General Aviation Airport in Arizona
•
Destination Airport for Entertainment, Business, Sports, and Corporate Activities
•
Fiscally Self Sustaining (Finances)
•
Environmentally Sustainable
•
Economic Engine for the City of Glendale
•
Coordinate and Support Council Goals (Luke Air Force Base)
•
Be a Supporting Partner to the City
•
Be a Support to the Community
•
The Best Airport in the West Valley
2. What is most valued about GEU, by its customers and other stakeholders in the organization?
•
East of Access
•
Intermodal Location
•
People
3. What would success look like? (Aspirational Vision)
•
A Clear Cohesive Vision of the Airport
•
Definition of What the Airport is and What it Can Become:
o Cargo
o Industrial
o Corporate
o Eastside Development
o Place Where People Choose to Go
o Community Engagement
o Community Business Center
Suggested Airport Vision Statement is:
"The Glendale Municipal will be Arizona's premier General Aviation airport. As an
economic engine for the greater Glendale region, our hallmarks will be
sustainability, operational excellence, and superior customer satisfaction "
Final Airport Mission Statement:
Glendale Municipal aims to be Arizona's premier general aviation airport.
Glendale Municipal Airport – Working Group Meeting 2
Mission, Vision, & Values Workshop
WORKSHEETS – VALUES STATEMENT
Values Statement
A Values Statement describes the way an organization desires to conduct itself, both internally and
externally, while engaging in business. What is the Airport’s core values? The Values Statement answers
the questions: (1) How should our organization treat external stakeholders? (2) How should we treat our
fellow employees? and (3) How do we want our organization to be viewed by external stakeholders? A
values statement could include ethical behaviors, commitment to customers, teamwork, an inclusion
workplace, responsible management, and environmental commitments.
1. What is the Value in the development of the Glendale Municipal Airport?
•
Money
•
Innovation
•
Continuous Improvement
•
Working with The Community
•
Courteous Customer Service to All
•
Communication
2. What organizational strengths does the Airport honor?
•
Safe Environment
•
Customer Service
•
Integrity
•
Ethical
•
Partnership
•
Excellence
•
Fair & Equitable Treatment
•
Respect, Honesty, & Dignity
•
Being Accountable: Internally, Externally, & Each Other
•
Trust
•
Partnership with FAA and Other Rule Makers
•
Be Good Stewart of the Environment
•
Maintain Facilities
3. What is the vision for the Airport?
•
Corporate Growth
•
Pilot Training
•
Storage
•
Cargo
•
Small Manufacturing
•
Drone Testing, Development, and Integration
•
Aircraft Maintenance
•
Museum
•
Spaceport
•
Aircraft Maintenance School – Westpac
•
On Airport Heavy Maintenance
•
Customs
•
Commercial Diversification
Glendale Municipal Airport – Working Group Meeting 2
Mission, Vision, & Values Workshop
Suggested Airport Values Statement is:
“Integrity, Fairness, Transparency, and Innovation, represent the foundation that
we will build our future on.”
Final Values Statement:
Our foundation is built on commitment to Integrity, Fairness, Collaboration, and
Continuous Improvement.
City of Glendale
May 2021
C-1
Glendale Municipal Airport
Airport Strategic Plan
Appendix C – Acronyms and Abbreviations
City of Glendale
May 2021
C-2
Glendale Municipal Airport
Airport Strategic Plan
AAAE
American Association of Airport Executives
AAC
Aviation Advisory Commission
ABP
Airport Business Plan
AC
Advisory Circular
ACIP
Airport Capital Improvement Program
ADOT
Arizona Department of Transportation
ADO
Airports District Office - FAA
ALP
Airport Layout Plan
AIP
Airport Improvement Program
ALP
Airport Layout Plan
AOPA
Aircraft Owners and Pilots Association
ARFF
Aircraft Rescue and Fire Fighting Facility
AR
Airport Revenue
ASP
Airport Strategic Plan
ASV
Annual Service Volume
ATC
Air Traffic Control
ATCT
Air Traffic Control Tower
AVGAS
Aviation Gasoline
AzAA
Arizona Airports Association
CASPP
Continuous Airport System Planning Process
CIP
Capital Improvement Program
COVID-19
Corona Virus Disease of 2019
FCATCT
FAA Contract Air Traffic Control Tower
FFY
Federal Fiscal Year
DOT
Department of Transportation
FAA
Federal Aviation Administration
FAR
Federal Aviation Regulation
FBO
Fixed Base Operator
GA
General Aviation
GDP
Gross Domestic Product
GEU
Glendale Municipal Airport, FAA Identifier
GF
General Fund
GO
Transportation Tax Fund
JET-A
Jet Fuel
LUKE AFB
Luke Air Force Base
MAG
Maricopa Association of Governments
MSA
Metropolitan Statistical Area
NAS
National Airspace System
NBAA
National Business Aircraft Association
NPIAS
National Plan of Integrated Airport Systems
PHX
Phoenix Sky Harbor International Airport, FAA Identifier
RW
Runway
SASO
Special Aviation Service Organization
S.W.O.T.
Strengths, Weaknesses, Opportunities, and Threats
TW
Taxiway
Photo credit: Jim Gum