Fixed Base Operator Services at Albert Whitted Airport

Confidential Information Removed or Redacted
June 2012
A Proposal in Response to:
The City of St Petersburg’s solicitation for
Fixed Base Operator Services
at
Albert Whitted Airport
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Table of Contents
Section 1: Introduction ................................................................................................................................. 4
Section 2: Proposal ....................................................................................................................................... 6
2.1 Background ......................................................................................................................................... 6
2.2 General (RFP Section V; A) .................................................................................................................. 6
2.3 Financial Fitness (RFP Section V; B)..................................................................................................... 7
2.4 Business Plan (RFP Section V; C) ......................................................................................................... 8
2.5 Physical Requirements (RFP Section V; D) ........................................................................................ 23
2.6 Exceptions (RFP Section V; E) ............................................................................................................ 24
Section 3: Appendices ................................................................................................................................. 26
APPENDIX A: Articles of Incorporation ....................................................................................................... 27
APPENDIX B: Year-1 Operating Budget ....................................................................................................... 31
APPENDIX C: National Flightline LLC, Financial Information ....................................................................... 33
APPENDIX D: Subcontracted aircraft maintenance .................................................................................... 43
APPENDIX E: Subcontracted flight school operations................................................................................. 49
APPENDIX F: Self fueling - Physical Requirements ...................................................................................... 50
APPENDIX G: National Flightline LLC, Board Members – Bios .................................................................... 51
APPENDIX H: Letters of support.................................................................................................................. 64
APPENDIX I: Technical Management Consultant ........................................................................................ 69
APPENDIX J: Phillips 66 World Fuel Program .............................................................................................. 72
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Section 1: Introduction
Albert Whitted airport (AWA) is one of the country's best metropolitan airports. It has a rich
heritage including Tony Janus’ first scheduled airline flight and is the birthplace of National
Airlines. AWA is in close proximity to several of the City’s cultural attractions including the
Dali museum, the Mahaffey Theater, the Museum of Fine Arts and more. Its location and
easy access to downtown makes AWA a favorite destination for visiting pilots – it has a
strong record of bringing business to the City.
AWA is a city amenity that provides enrichment to our community. From outreach activities,
to job creation and education, our airport can be an effective centerpiece for St. Petersburg.
For example, the airport is home to the Experimental Aircraft Association’s (EAA) Chapter
47 which, through its “Young Eagles” program, provides a flight experience for 8 thru 17
year-olds. “Young Eagles” encourages students to pursue aviation and aerospace sciences
as a career. Further, AWA houses several businesses (e.g. retailer “pilotmall.com” is
headquartered at AWA) that directly employ dozens and indirectly provide hundreds more
jobs in the City.
AWA is important to the future of St. Petersburg and there is considerable untapped
potential for additional growth and impact to the City as well as the Tampa Bay region.
Because of its proximity to research facilities such as the University of South Florida, the All
Children’s - Johns Hopkins medical complex, SRI International, Florida Fish and Wildlife
Commission, the United States Geological Service and others, AWA can play an important
role. From supporting environmental research, (e.g. oil spill monitoring) to supporting
development of the next-generation autonomous aircraft, AWA has the potential to
significantly contribute to tourism, job creation and education over the next decade.
Specifically: 1) AWA already has an on-site business that directly supports the activities of
Special Operations Command (SOCOM) at MacDill Air Force Base in Tampa (this business
maintains and operates autonomous aircraft for the Government, a business that holds
potential for significant expansion given an appropriate airport environment); 2) AWA has
been an attractant for programs such as “Cousteau Divers” and Albert Whitted Airport
Preservation Society’s STEM education outreach programs; and 3) AWA has been used to
deploy aircraft to overfly science instruments operating in the Gulf of Mexico.
To leverage this precious resource and ensure that AWA generates the most benefit to the
City, we need a new approach. This approach must include a forward-looking vision that
considers the pressures on aviation (like rising costs for fuel, pilot training, insurance etc.)
The approach must include a diligent effort to maximize the airport amenity – holding
community events, implementing education opportunities (STEM), attracting new (airport)
businesses, attracting tourists, and bringing together City policy makers, economic
development entities, local businesses and education/research institutes. The approach
must include diligent effort to maximize efficient operations of the airport – airport line
services, efficient fuel operations, uniform hangar and facility leasing (important to ensure
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compliance with FAA regulations), safety training and safety systems, and contingency for
unattended-hours operations. And finally, the approach must diligently look forward and act
proactively rather than reactively to the changing business landscape.
The benefit to the City is multi-faceted: 1) in the near-term, the FBO will be operating in the
black and will exercise diligence in airport operations - this will allow improving services for
less cost; and, 2) marketing and promoting of the airport to aviation enthusiasts across the
United States, this to the benefit of the City and its cultural and business community. In the
long-term, the FBO will expand its business through several avenues: 1) increased fuel
sales; 2) aviation (and related) education; 3) aircraft sales (new light-sport category); 4)
aviation related events, and 5) promoting new aviation businesses, e.g. autonomous aircraft
training, system development, and deployment services.
National Flightline LLC’s board is composed of a local group of successful, visionary
businessmen and aviation enthusiasts with a passion for St. Petersburg and AWA. The
group has developed a strategy and vision for the airport that incorporates the best interest
of the community, the airport and the City of St. Petersburg. Our initial vision includes the
following goals: 1) optimize operations and improve service - we will look to optimize the
operations of the airport with a focus on efficiency and service creating a culture that fosters
engagement from the pilots and community; 2) implement self-fueling – unlike the vast
majority of general aviation airports, AWA has no self-fueling capability. AWA’s fuel sales
have sharply declined over the past few years and we know through surveys that 40% of
AWA’s pilots fuel at other locations – presumably for price and convenience. In addition to
creating more revenue, self-fueling brings the following benefits to the airport:
increases operations by attracting aircraft from other airports,
keeps pilots based at AWA here for fuel purchases,
diversifies fuel choices, e.g. mogas, in addition to AVGAS and JET-A,
provides an independent fuel supply system as a back-up to the existing fuel
farm, and,
it provides options for implementing “next-generation” aviation fuels.
3) drive the community-event functionality of AWA - the historic Hangar 1 and the terminal
building offer the opportunity to utilize the airport as a community venue for events and other
revenue-generating initiatives outside of the Grand Prix; 4) develop a Flight Education &
Community Center - in cooperation with the City of St. Petersburg, local schools and nonprofit organizations we plan to bring more youth-oriented activities to the airport and create
engagement and revenue as well as support STEM education; 5) commercial hangar
remodel - remodeling the existing hangar #1 to allow more space for both aircraft storage
and new business. The additional space will open the opportunity for new businesses and
will enable partnerships with USF and other local research centers which will in turn create
value in new ways for the City; and, 6) support extending a runway at AWA to permit
executive jet traffic in St. Petersburg. This will drive the broader understanding of the value
of a runway extension and will promote a balanced strategy to be determined in partnership
with the City, Federal agencies, and the local business community.
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Section 2: Proposal
2.1 Background
The current FBO business operates as a for-profit entity. Any for profit business has
as its focus the generation of revenue for profit. In most cases, competition drives
efficiency as the threat of business failure is always present, i.e. operate more
efficiently and provide more value than the competition or go out of business. In the
case of AWA, there is only one FBO thus competition does not exist, i.e., there is no
driving reason for the FBO to operate any more efficiently than the minimum required
to stay in business and turn a comfortable profit. The end result is that the FBO
creates less than optimal value. In the case of St. Petersburg and AWA, minimal
value is provided to the City, minimal value is provided to the community and minimal
value is provided to airport tenants. In the absence of competition, a different
business model would better serve to create value to all three.
The business plan described herein presents a model that incents the FBO to bring
more business to AWA, promote AWA, leverage AWA as an amenity and expand
AWA’s economic impact all while providing maximum return to the City. This model
will create far more near-term and long-term value than any “business-as-usual”
approach.
2.2 General (RFP Section V; A)
a. Corporate owners and officers:
i. National Flightline LLC’s board of directors:
See Appendix G: National Flightline LLC, Board Members – Bios, for
a list of the board of directors and details on each.
b. Address and point of contact:
National Flightline LLC
1010 Central Avenue, #114
St. Petersburg, FL 33705
Michael Terlaak – 818 383 5593
c. Brief history of the company:
i. National Flightline LLC is a new company with a highly experienced board
of directors.
d. Description of the responder’s entity and identification of all parties:
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i. National Flightline LLC is a new company; its sole purpose is operating the
FBO at AWA. The company is structured around an LLC business model
having a 7-member board of directors. The board has been selected from
a local group of business leaders, each being a stakeholder in the future of
AWA either as a tenant or significant user. See Appendix G: National
Flightline LLC, Board Members – Bios, for a full description of each
member of the board of directors.
e. Documentation that indicates the organization is active and in good
standing:
i. National Flightline LLC is a new company. Attached are the articles of
incorporation in the State of Florida. See Appendix A: Articles of
Incorporation and Appendix C: National Flightline LLC, Financial
Statement.
f. Airport references – identify airport ownership contacts at current or
former airports:
i. N/A – no principals in the company currently have (or have had) ownership
in an airport entity.
2.3 Financial Fitness (RFP Section V; B)
a. Summary financial documentation for National Flightline LLC
i. Financial statements for the past 2-years: National Flightline LLC is a
new company thus financial statements for the past 2 years are not
available; see Appendix C: National Flightline LLC, Financial
Information.
ii. Current credit report for each party having financial interest: The source
of backing funds for National Flightline LLC is private equity. The
investors extend beyond those listed as the company principals and have
requested to remain anonymous. See iii below.
iii. Provide evidence of financial capacity to meet start-up needs: National
Flightline LLC is a new-start that is financially backed by private investors.
Appendix C: National Flightline LLC, Financial Information, indicates our
current financial status. If selected, initial equity (as well as expected
additional investments) will be used to cover initial start-up costs
including: fuel, first-month salaries, equipment acquisition / lease,
promotional and communications materials, insurance premiums, and
accounting and other professional services costs associated with initial
operations. Reference Appendix B, Year-1 Operating Budget, for more
detail.
iv. National Flightline LLC, and any entity that the National Flightline LLC has
any interest in, is current in all obligations or agreements with the City
with the exception of any disputed amounts existing as of April 5, 2012.
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2.4 Business Plan (RFP Section V; C)
a. General. National Flightline’s strategy is to serve as an FBO-services
management company that is overseen by an experienced board of directors.
We will subcontract to best-of-breed operators to ensure optimum support of the
secondary FBO functions; both the flight school / aircraft rentals and aircraft
maintenance services.
b. Operations (Section V; C.1)
i. Commercial and GA aircraft fueling (Section II; 1): Fueling operations will
be consistent with both National Air Transportation Association’s (NATA)
Safety 1st program and recommended procedures from the fuel supplier.
National Flightline LLC will seek to gain approvals for military refueling
operations as needed or dictated by DoD safety guidelines. National
Flightline LLC will maintain capability, and an inventory of appropriate
equipment and supplies, for on-site minor fuel spill response. Safety
procedures compliant with relevant NFPA and HAZMAT guidelines will be
emplaced for appropriate response in the case of substantial fuel spill.
ii. Aircraft storage and overnight parking (Section II; 2): National Flightline
LLC will emplace and follow a formal procedure for safe aircraft storage
and overnight parking using existing tie-down areas, hangars and ramps.
iii. Aircraft ramp services (ramp / tie-downs, tow-in/out services, etc.)
(Section II; 3): National Flightline LLC will provide tie down, tow-in and
tow-out services including options for after-hours services.
iv. ** Maintenance, repair and servicing of aircraft (Section II; 4): Aircraft
maintenance and repair, along with the associated parts inventory, are
required by the City’s FBO Minimum Standards. National Flightline LLC
will subcontract maintenance services to a third party – see Appendix D:
Subcontracted Aircraft Maintenance. The subcontracted maintenance
entity will furnish all training, tools, equipment and parts inventory to
provide reliable, full- service aircraft maintenance from the start of
operations. Service hours will be from 08:00 to 16:00 weekdays, with callout and emergency service available. It is anticipated that to
accommodate the expanded aircraft maintenance needs of FBO and
flight school operations, the subcontracted entity will assess the
employees of the current FBO and retain as many as possible.
Employees of the current FBO will be measured against current industry
standards for competence-in-field of services, quality of work,
professionalism and business efficiency. Staff adjustments will be made
in accordance with the results of the assessment.
v. Management [day-to-day] of ramps, tie-downs, oil-repository, [and
publically accessible areas]. (Section II; 5,7): Day-to-day management of
the tie-downs and ramp area will be overseen by a shift manager. The
shift manger has full responsibility for directing line operations, attending
to operation’s needs, and interfacing with the customer. Standard
operating procedures will be established to ensure that publically
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vi.
vii.
viii.
ix.
accessible areas have been checked at the beginning of each shift – this
to check for cleanliness, proper operation of equipment, adequate
supplies are available and any other attention that might be needed
and/or addressed. A standard operating procedure will be emplaced to
ensure that the oil-repository is monitored at weekly intervals minimum,
and cleaned and/or emptied in accordance with City established
guidelines for used oil removal/disposal.
Operation of the airport fuel farm – handling and delivery of aviation fuel
products (Section II; 6): National Flightline LLC intends that each of its
line personnel is fully-certified as a Professional Line Service Technician
(PLST) by NATA’s Safety 1st program. This training will include safety
training, proper-equipment-use training, proper handling of aircraft fuel
systems, and proper aircraft positioning for fueling operations (e.g.
conforming to established City safety guidelines, i.e. not fueling an aircraft
while hangared.)
Emergency services to include: 1) towing disabled GA aircraft; and, 2)
other services as proposed (Section II, 8): National Flightline LLC will
provide emergency towing service for disabled aircraft on a 24 hours-perday, 7 days-per-week basis. Distressed aircraft needing assistance
during times outside of normal FBO operating hours must contact
National Flightline LLC via a posted contact telephone number.
Additional services, such as aircraft storage and/or local transportation
will be provided as needed and appropriate on a case-by-case basis.
** Flight school: flight instruction & aircraft rentals, personnel, aircraft and
equipment. (Section II; 9, 10, 11): National Flightline LLC will subcontract
flight school operations to a third party. The subcontracted flight school
must meet the minimum requirements outlined in the RFP. National
Flightline LLC has entered into initial discussions with a successful
regional flight training school for operation of the flight school at AWA;
see Appendix E: Subcontracted flight school operations. Full and formal
subcontracting negotiations will commence upon acceptance of the
National Flightline LLC proposal by the City.
Minimum proposed hours of operation (Section II; 12):
1. National Flightline LLC will provide on-site personnel to operate
and provide “FBO services” on the following schedule ; see Table
1 below.
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Fuel and line services
Maintenance (as provided
through subcontract)
Flight School (as provided
through subcontract)
Courtesy shuttle /
transportation
7am – 9pm daily, on call
otherwise
8am – 4pm weekdays, on
call otherwise with
exception of commonly
recognized holidays
7am- 7pm daily, by
arrangement otherwise
with exception of
commonly recognized
holidays
7am – 9pm daily. By
arrangement otherwise
Table 1: General FBO operating schedule.
x. Other customer amenities and services (Section II, B):
1. Flight planning facilities including weather and flight service
access
2. Pilot lounge – (shower planned)
3. Courtesy transportation and taxi-call service
4. Coffee, snacks, vending and complimentary beverages
5. Aircraft cleaning (interior, windshield, etc.)
6. Baggage transport and/or storage and concierge services
7. Chart and pilot supplies sales
8. Wireless internet access
9. Copy and fax services
10. Tire-air, ground APU or “jump” services
11. Oxygen
12. First-aid services
13. Car rental and lodging arrangements
b. Customer Service (Section V; C.2)
i. Customer Service: National Flightline LLC staff will be trained and will feel
confident to provide service to each customer in a manner that fits their
unique needs. Ongoing staff training, individual customer data logs, “thank
you” postcards, customer service comment cards, and inbound/outbound
online requests will assist in providing exceptional service for all
customers, crew and passengers.
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Leveraging decades of experience in customer service organizations, the
management team of National Flightline LLC will provide exceptional
customer service in all areas of AWA operations:
On the line - Flight arrivals and departures will be assisted with
trained, uniformed Line Service Technicians (LST). Line operations
staff will meet all inbound aircraft, guide aircraft to parking areas
using marshaling signals or lighted marshaling wands. After guiding
each aircraft to an appropriate parking spot, the LST will wait for
the engine and master switch to be shut off. LST will welcome
aircraft occupants and provide complimentary water, unloading
assistance, chocking and tie down of aircraft, fuel, and
transportation to the terminal building or rental car area if needed.
At the counter - Flight crews, pilots and passengers will be greeted
by attentive, professional and uniformed Customer Service
Representatives (CSR).The CSR will direct customers to the
complimentary refreshments and assist with all customer request
not handled outside, i.e. making arrangement for departures,
offering additional National Flightline aircraft services and in-house
accommodations such as high-speed wireless internet access,
photocopy, mail, and fax service. A pilot shop will be available with
charts, books, tools, accessories, AWA merchandise and snack
items.
Within Flight Training Operations - Although National Flightline
LLC will subcontract Flight Training, National Flightline LLC will
contractually ensure professional, courteous operations of the flight
school.
During Service and Maintenance - Although National Flightline
LLC will subcontract aircraft maintenance, National Flightline LLC
will contractually ensure professional, courteous operations of AWA
maintenance facilities.
c. Management (Section V; C.3):
i. National Flightline LLC is overseen by an experienced board of directors.
Included in the management team is an experienced FBO manager
(consultant) with up-to-date FBO and aviation business leadership
experience; see Appendix I: Technical Management Consultant. The
proposed functional management structure includes two salaried positions:
1) General Manager; and 2) Assistant Manager. The remaining staff
includes linesman and customer service positions that also support other
administrative duties. The National Flightline LLC board of directors will
guide the hiring process to ensure appropriate qualifications for all
positions; see section 2.4.d of this proposal for detailed descriptions of
responsibilities and qualifications for each position.
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The proposed management and staffing structure will allow for efficient
operation of the FBO while providing consistent quality services. National
Flightline LLC will offer competitive salaries and hourly pay rates based on
Bureau of Labor Statistics or third-party regional salary survey data.
Salaried positions include full benefits with vacation and health insurance.
Part time employees will be eligible for company-provided health care
benefits if or as required by Federal or State guidelines.
The General Manager is the responsible individual for all operations of the
FBO. This includes ensuring compliance with Federal, State and City
requirements as well as day-to-day management oversight of: 1) tasking of
all active staff; 2) safety of operations; 3) customer service; 4) public
relations; 5) marketing activities; 6) fueling operations; 7) aircraft parking
and tie-down; and, 8) terminal services. The Assistant Manager is
responsible for assisting the General Manager in day-to-day operations of
the FBO in addition to: 1) accounting; 2) front desk staff management; 3)
inventory and ordering; 4) compliance issues; 5) creation, maintenance
and training for standard operating procedures (SOPs); 6) overseeing
support staff certifications and records; and, 7) human resources. Other
staff includes: 1) Line Service Technician – responsibility for directing
aircraft on the ramp, parking, tie-down, towing and fueling operations,
aircraft light cleaning, moving ramp equipment, policing the airport
environment, and general FBO equipment maintenance and cleaning; and,
2) Customer Service Representative – responsibility for interfacing with
customers, greeting aircraft passengers, handling cash drawer, logging
pilot and aircraft data, recording base operations data, general
bookkeeping and day-to-day marketing.
An efficient personnel schedule will be implemented. There will be a
minimum of one Line Service Technician and one Customer Service
Representative available during all business hours. Management-level
authority will be present during all normal business hours. A sample
operations schedule is shown below (Table 2):
GM
AM
CSR 1
CSR 2
LST 1
LST 2
LST 3
MO
8-5
8-5
4-9
7-10
7-12
12-5
4-9
TU
8-5
8-5
4-9
7-10
7-12
12-5
4-9
WD
8-5
8-5
4-9
7-10
7-12
12-5
4-9
TH
8-5
8-5
4-9
7-10
7-12
12-5
4-9
FR
8-5
8-5
4-9
7-10
7-12
12-5
4-9
SA
SU
2-9
7-3
7-12
12-5
4-9
2-9
7-3
7-12
12-5
4-9
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Table 2: FBO Staff weekly shift schedule.
ii. Leased Premises (Section III, A)
1. Galbraith Terminal (Section III, A.1): The terminal building, as
configured, will be utilized for office space, meeting rooms and
operations staging for the line service technicians. National
Flightline LLC has reviewed the current space configuration in the
Galbraith Terminal building and envisions improving the efficiency
in space usage while simultaneously creating new revenue
generation opportunities. For example, retail sales for pilot
supplies and general public consumables can easily be
implemented. Further, restructuring rental car operations under
the FBO would further increase efficiency in space utilization.
National Flightline LLC also sees a reconfiguration of the current
office space to better accommodate pilot and crew needs while
not impacting business operations requirements of the FBO.
These changes will allow the FBO to manage the available space
more effectively to the benefit of the City, community and airport
tenants.
2. Hangar 1 (Section III, A.2): As configured, the Hangar 1 facility is
best suited for flight school operations and corporate (larger)
aircraft storage. National Flightline LLC would maintain the
current use-structure for Hangar 1, to include: sublease to the
flight school, occasional subleasing of the open hangar space for
community events, paint booth operations, general aircraft
storage, and high-density aircraft storage in case of major storm
events. National Flightline LLC will explore possible upgrades to
Hangar 1 to accommodate new businesses as well as existing
business expansion.
3. Hangar 2 (Section III, A.3): As configured, the Hangar 2 facility is
best suited for aircraft maintenance. National Flightline LLC would
maintain the current use-structure for Hangar 2, to include:
sublease to the aircraft maintenance company, occasional
subleasing of sections of the hangar space to accommodate
larger aircraft storage, and high-density aircraft storage in case of
major storm events. National Flightline LLC will explore possible
upgrades to Hangar 2 to accommodate new businesses as well as
existing business expansion.
iii. Managed Premises (Section III, B)
1. Terminal Ramp (Section III, B.1): The terminal ramp includes
approximately 15,700 sq/yds of ramp area and contains
approximately twenty (20) tie-down spaces. National Flightline
LLC will manage the daily operations on the terminal ramp,
including: aircraft greeting and registration, aircraft parking
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guidance, passenger loading/unloading assistance, overnight
transient parking, and other common services. National Flightline
will ensure that its staff is professionally trained to provide these
services. National Flightline LLC will charge a one-time-per-use
“ramp fee” for services rendered to arriving and departing aircraft
– see section 2.4.h for detailed rate schedule.
2. ** Tie-down management (Section III, B.2): National Flightline LLC
will manage the majority of the tie-down areas on the airport. In
addition to the tie-downs on the terminal ramp, there are
approximately 67 additional tie-down spaces located at various
areas on the airport. The tie-down surfaces include pavement,
crushed asphalt and grass. National Flightline LLC will manage
assignment of tie-down spaces, setting rates, and collecting rents.
National Flightline LLC considers rule enforcement and
compliance issues to be under the purview of the airport manager
and/or City employee designee. National Flightline LLC will pay
the City rent on a fixed, per occupied tie-down basis (excluding
those located on the terminal ramp which is included in the
terminal ramp rent). Specific tie-down assignments (transient vs.
based aircraft) will be at the discretion of National Flightline LLC.
National Flightline LLC will also have the discretion to set the
daily, weekly and/or monthly tie-down fees charged to tie-down
users. National Flightline LLC acknowledges that the City has the
right to review the rates and can impose limitations if the rates
charged if they are found to be un-reasonable. The rates set and
tie-down lease amounts will be based on an independent survey
of appropriate regional rates and will conform to FAA guidelines.
National Flightline LLC will provide copies of tie-down rate
schedules and policies, within 5 business days of written request
from the City.
3. Fuel Farm (Section III, B.3): National Flightline LLC will provide for
the operation, repair, replacement, maintenance, and
management of the equipment and facilities located at the Fuel
Farm, including: 1) maintaining, replacing and servicing of
dispensing parts (i.e. pumps, hoses nozzles, filters and meters); 2)
cleaning of the Fuel Farm Facilities, keeping drains clear of debris
and daily checking for fuel leaks; 3) storing spill absorbent
materials on site, in the container provided for that purpose and
providing spill buckets at the back of the tanks; 4) permitting only
FBO personnel trained in fueling operations (including, spill cleanup procedures) to dispense fuel; 5) promptly report all fuel spills to
the Airport Manager’s Office; 6) remediate any adverse
environmental condition caused by the FBO, whether occurring on
the Fuel Farm or elsewhere on the Airport, due to the FBO’s
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fueling operation; and, 7) maintain an agreement with an
environmental clean-up contractor, licensed for such activities in
the state of Florida, capable of clean-up of a “worst case” spill
event at AWA.
4. Waste Oil Repository (Section III, B.4): National Flightline LLC
acknowledges the responsibility of the FBO to ensure that only
used oil is deposited in the 250 gallon oil repository located
adjacent to Hangar #2 and further acknowledges responsibility for
providing for the regular disposal of deposited used oil in
conformance with all applicable local, State and Federals laws
and regulations. Any fees associated with removal of used oil
from the waste oil repository are the responsibility of the City.
5. National Flightline’s view of “Rents and Fees” – see Appendix B in
RFP (Section III, C): National Flightline LLC has carefully
reviewed the City’s proposed hangar rent rates, fees, escalation
policy, and management fee split. National Flightline LLC has
identified several elements of concern relevant to these topics: 1)
the City’s proposed fixed rent based on 100% occupancy does not
address the potential for a significant reduction in hangar rentals;
2) the proposed hangar rates do not consider competitive rates
available elsewhere in the Bay area, and thus potentially do not
conform to the FAA’s grant assurances per guidelines, e.g. AC
5190.6B; Chapter 9; and, 3) the escalation of hangar rents (by the
FBO as approved by the City) of an arbitrary 3% per year does not
appear to have basis in a real, documentable compensatory need,
and thus also potentially does not conform to the FAA’s grant
assurances. It is clear that the fiscal viability of a successful AWA
FBO is highly dependent on the revenue generated through
hangar rent. National Flightline LLC suggests an alternate rents
and fees model that: 1) implements an independent review of
AWA hangar lease rates; 2) completes the due diligence to ensure
conformance with grant assurances and guidelines outlined in
FAA 5190.6B; and, 3) manages the T-hangar and Shade Shelter
space against the revenue generated rather than a fixed rate.
Active management of the hangar space is the best way to ensure
maximum occupancy thus generation of maximum revenues.
FBO-controlled rates will allow flexibly for the FBO to dynamically
adjust rates and thus provide incentives (e.g. short-term rate
reductions) to keep the hangars maximally occupied. As
pressures increase on general aviation, cost savings trends will
continue to drive tenants to other airports, not only for cheaper
fuel, but also for lower-cost aircraft hangars – our on-field surveys
have already confirmed that some tenants have departed AWA for
more favorable rates in Tampa. National Flightline LLC feels that
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the City should carefully examine its rates to ensure compliance
with FAA grant assurances. Further, National Flightline LLC
suggests that the City emplace a new rate structure and
management process that is designed to retain tenants, improve
airport business and enhance competitiveness with other area
general aviation airports.
iv. Future leaseholder impacts including: 1) Terminal Hangar; 2) Taxiway “a1” and South Apron; 3) Corporate Hangars/Office; and, 4) Albert Whitted
Waste Water Treatment Plant are fully acknowledged herein. Further,
impacts from the Grand Prix of St. Petersburg, airshows and other preplanned events are acknowledged. (Section III; G, H,I, and J)
d. Personnel (Section V; C.4)
i. Full time
1. General Manager
Responsibilities: The General Manager will be responsible for the
overall operations and the financial and legal management of the
company. This position holds responsibility to ensure that all
Federal, State and City requirements are complied with and has
the ultimate authority for all FBO operations. The GM will oversee:
1) tasking of all active staff; 2)safety of operations; 3) customer
service; 4) public relations; 5) marketing activities; 6) fueling
operations; 7) aircraft parking and tie-down; and, 8) terminal
services.
Qualifications: The candidate should have a minimum of a
Bachelors' Degree in business, aviation management, or the
relevant equivalent degree and/or experience. The candidate must
have at least 9 years of experience working in an aviation or
aviation related position at an active airport and must have proven
aviation-related skills in: 1) preparing operating budgets; 2)
operations/staff management; 3) staff training; 4) airport
marketing; and 5) public relations.
2. Assistant Manager
Responsibilities: The Assistant Manager is responsible for
assisting the GM in the day-to-day operations of the FBO. In
addition, the Assistant Manager will be responsible for: 1)
accounting; 2) front desk staff management; 3) inventory and
ordering; 4) compliance issues; 5) creation, maintenance and
training for standard operation procedures (SOPs); 6) overseeing
support staff certifications and records; and, 7) human resources.
Qualifications: The candidate should have a minimum of a
Bachelors' Degree in business, aviation management, or the
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relevant equivalent. The candidate must have at least 6 years of
experience working in a business office or in a capacity having full
responsibility for day-to-day business operations and must have
proven skills in: 1) bookkeeping; 2) human resource recordkeeping and staffing; 3) implementation of staff and safety
standards; 4) inventory, ordering and invoicing operations; and, 5)
compliance
ii. Part time
1. Line Service Technician
Responsibilities: This position holds responsibility for: 1) directing
aircraft on the ramp; 2) parking ; 3) tie-down; 4) baggage handling;
5) towing and fueling operations; 6) aircraft light cleaning; 7)
moving ramp equipment; 8) policing the airport environment; and,
9) general FBO equipment maintenance and cleaning.
Qualifications: The candidate should at a minimum hold a high
school diploma or the equivalent. The candidate must have prior
aviation line operations experience; NATA Safety 1st training is
desired but not required.
2. Customer Service Representative
Responsibilities: This position holds responsibility for ensuring that
all customer needs are met immediately, with the highest of
standards. This person will: 1) answer phones; 2) greet aircraft
passengers; 3) cater to needs of guests (refreshments, auto
rental, hotel arrangements, etc.); 4) handle cash drawer; 5) log
pilot and aircraft data; 6) record base operations data; 7) conduct
general bookkeeping; and, 8) meet marketing expectations on a
daily basis.
Qualifications: The candidate must hold at a minimum a high
school diploma or the equivalent. Formal education and/or training
in aviation business is desired. The candidate must have prior
customer service work experience and show experience working
with the public. The candidate must demonstrate fluent computer
skills in MS Office applications and use of web-based applications.
e. Marketing (Section V; C.5)
i. National Flightline LLC will team with Phillips 66 Aviation. See APPENDIX
J: World Fuel Services, for details on the Phillips 66 program.
ConocoPhillips supports its dealer networks with innovative support
programs such as credit card programs, “Wingspoint” rewards, Flight
Explorer on-line Reporting Tool (capturing in-depth operator information,
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discovering exactly who is flying into and out of any airport and marketing
National Flightline directly to them. Flight Explorer will expand the
customer base and open a host of new business opportunities.), PartnersInto-Plane specialists (promoting National Flightline to qualifying
commercial and high-volume aircraft operators) and Phillip66 Aviation Coop Advertising and Support Program which provides reimbursements of 50
percent of approved expenses for advertising and services including:
advertising and printed materials, uniforms, weather briefing equipment,
line training and safety, credit card automation equipment, fuel testing
equipment, NATA TM and State aviation dues, and aviation facilities
upgrades.
National Flightline LLC will budget a minimum of $10,000 per annum for
marketing and will implement additional marketing initiatives. National
Flightline LLC will:
leverage the experience of its Board of Directors to create an
extensive social media program for marketing both the airport and
the City,
create and maintain an up-to-date informational website,
www.nationalflightline.com,
proudly display a regularly updated brochure in the FBO and flight
school,
obtain business/corporate memberships and or associations, with
the organizations listed below, to promote on-going marketing of
AWA: 1) the St. Petersburg Chamber of Commerce; 2) the St.
Petersburg Downtown Partnership; 3) AOPA; 4) the Experimental
Aircraft Association; 5) the St. Petersburg Downtown Business
Association; 6) Pinellas County Tourist Development Council; and,
7) the “99’s”,
regularly update internet price tracking web sites such as AIRNAV,
AOPA, FBOweb, 100LL, etc.,
publish relevant press releases to all local publications, national
and regional aviation and trade publications,
attend major industry conventions, promoting the airport and FBO,
such as those sponsored by: National Business Aviation
Association (NBAA), Florida Aviation Trade Association (FATA),
and the Aircraft Owners and Pilots Association (AOPA),
participate in community events and engage with the broader
business community to promote AWA. Further, use the business
community connections to provide an “aviation gateway” for pilots
to broader community events,
provide assistance to promotional services such as filming crews,
magazine writers other media,
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engage local companies and corporations in promoting their
businesses at airport and other local events,
contact charter companies and corporate flight departments of
sports teams visiting our city. Provide aviation-related services as
well as local business and hotels with special promotional offers for
the pilots and team members attending events in St. Petersburg,
advertise in local magazines, airport guides used by the pilots, and
national aviation magazines like Professional Pilot, Business and
Commercial Aviation, and AOPA Pilot,
sponsor an annual airport open house (targeted for every May)
promoting AWA as well as “National Aviation Day”,
promote and sponsor aviation clubs or organized fly-ins and flyouts, and,
schedule quarterly meetings with other businesses at AWA, as well
as AWA City staff, to discuss marketing and event opportunities
that would benefit AWA.
f.
Mobile Equipment (Section V; C.6)
i. National Flightline LLC plans to obtain the necessary mobile equipment to
provide all relevant services at AWA. Representative equipment will
include: 1) fuel trucks (2 ea.); 2) aircraft towing and moving equipment (2
ea.); 3) ramp transportation for pilots, crew and passengers, e.g. golf cart
(2 ea., 1-4 pass, & 1-6 pass.); and, 4) aircraft ground power unit (1 ea.).
a.
b.
c.
d.
Figure 1: a) representative aviation fuel truck, b) representative aircraft
tug, c) representative ramp shuttle, d) representative ground power unit.
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g. Aircraft Fleet (Section V; C.7)
i. National Flightline LLC intends to subcontract flight school operations.
The subcontracted flight training provider will be contractually required to
meet all requirements set forth by the City and will provide fleet aircraft and
training services commensurate with that currently available at AWA.
National Flightline LLC has entered into discussions with various local and
regional flight training providers, see Appendix E: Subcontracted flight
school operations. If selected as the winning proposer, National Flightline
LLC will conclude its selection of flight training provider for review and
consideration by the City.
h. Rates and Charges (Section V; C.8)
i. National Flightline LLC proposes the following charges and fees, Table 3:
Item
Fee
Comment
Fuel 100 LL
Fuel 100 LL
Wholesale + 20%
Wholesale + 7%
Fuel Jet A
Fuel Jet A
Wholesale +25%
Wholesale + 10%
Ramp Fee
$15.00 per ramp usage
Overnight Tie-down
$10.00 per night
Full Serve
Self-serve (if
implemented)
Full Serve
Self-serve (if
implemented)
Can be waived under
certain conditions
Can be waived under
certain conditions
Pull-in/Pull out
Ground Power Unit
$5.00 per move
$20.00 per use or per hr.
Table 3: Rates and Fees Schedule
i.
j.
Third-party Services (Section V; C.9): Should the National Flightline LLC
submittal be chosen, full proposals from third party sub-contractors will be
provided prior to contractual negotiations for the execution of the AWA FBO.
** T-Hangar Management Option (Section III, D and Section V; C.10)
i. National Flightline LLC acknowledges that in exchange for managing the
T-hangar facilities, it will keep twenty (20) percent of the gross total Thangar rent revenue. The remainder of the T-hangar rent revenue shall be
remitted to the City. National Flightline LLC has conducted a survey to
assess hangar occupancy rate at AWA and has found that occupancy is
currently less than 100%. National Flightline LLC suggests that a variable
model based on actual hangar occupancy is appropriate. In exchange,
National Flightline LLC will work to market AWA hangar space to maintain
occupancy at as high a rate as the market will bear. If is important that
hangar rent rates be determined by independent review to ensure
conformance with FAA grant assurance guidelines.
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ii. T-hangars/Shade Shelter Facilities (Section III, D.1): National Flightline
LLC acknowledges that there are eighty eight (88) T-hangars and nine (9)
shade shelters located on the airport. Further some of the T-hangar
buildings contain end units that are configured as office and/or storage
space.
iii. ** Management Fee (Section III, D.2): National Flightline LLC has carefully
reviewed the City’s proposed hangar rent rates, fees and management fee
split. As economic pressures continue to impact general aviation, it is
highly probable that hangar occupancy will decrease. The City’s proposal
does not consider the potential for a significant reduction in hangar space
occupancy. Further, the proposed agreement does not consider
competitive rates available elsewhere in the Bay area, and thus potentially
puts the City at risk of violating FAA grant assurances.
iv. Management Duties (Section III, D.3)
1. Maintaining a waiting list and assigning units (Section III, D.3.a,
D.3.b): AWA provides three basic categories of hangar space for
airport tenants: 1) shade hangars (SH); 2) small old-generation
hangars (OGH) and, 3) large new generation hangars (NGH).
National Flightline LLC recognizes the need to implement a fair
and equitable process for assigning hangars and proposes the
following: A computer-based, internet accessible, wait-list for
each category of hangar will be created and maintained. Potential
hangar tenants can contact National Flightline personnel to be
entered into any one or more of the wait-lists. As hangars become
available, the next person on the list will be given the option to
accept the hangar or be removed from (or moved to the bottom of)
the (a) list.
2. Collect Rents (Section III, D.3.c): Hangar, tie-down and other
lease payments shall be due to National Flightline LLC on the 1st
business day of each month. A 4-day grace period will be
granted, specifically, any payment made after the 5th business day
of the month will be assessed a late fee of 5% of the amount due;
a reminder invoice will be delivered to the tenant. An additional
late fee of 5% per month will be applied each month afterwards for
any payment that remains in arrears for more than 30 days. On
the first business day after the 60th calendar day after which any
payment is in arrears, a written notification of pending eviction, as
well as a second reminder invoice, will be delivered to the tenant.
On the first business day after the 90th calendar day after which
any payment is in arrears, a written eviction notice will be
delivered to the tenant and the hangar dead-bolted or padlocked.
National Flightline LLC suggests that the rent revenue provided to
the City be based on actual occupancy, not 100% occupancy.
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3.
4.
5.
6.
7.
Insufficient data is available to assess the current and future
market demand for hangar space at AWA. National Flightline’s
own survey has indicated available hangars at AWA thus
occupancy as of this writing is below 100%. Structuring payments
due to the City based on 100% occupancy presents excessive
potential risk to National Flightline LLC in the absence of
substantiating data demonstrating long-term hangar demand at
AWA.
Establish Rates (Section III, D.3.d): In accordance with the
description above, the rates must conform to FAA guidelines or
the City and AWA are at risk of federal audit and long-term
scrutiny by the FAA and/or risk of loss of federal grant funds.
Appropriate rates are determined through independent review by
an experienced airport appraiser. Rates will be reviewed on an
annual basis and adjusted up or down to ensure conformance with
FAA guidelines.
Monitor Insurance Compliance (Section III, D.3.e): National
Flightline LLC will solicit from each AWA tenant documentation
showing proof of insurance adequate and in amounts to satisfy the
requirements of the City. An active computer database of said
documentation will be maintained by National Flightline LLC and
will be made available to the City upon written request within 5
business days.
Monthly Report (Section III, D.3.f): National Flightline LLC will
provide to the City (via e-mail preferred) a monthly report on thangar leasing, including tracked overdue rents, up-to-date
insurance information and unit assignments. National Flightline
LLC will maintain paper and/or facsimile copies of signed leases
and insurance documents.
** Utilities (Section III, D.3.g): National Flightline LLC proposes
that the airport utilities cost (electric, water, sewer, storm water,
refuse, etc.) be derived from the City’s share of the hangar rents
and that the airport utilities accounts be maintained in the name of
the City. However, National Flightline LLC, if selected, would
request negotiation with the City to retain the electric utility in the
name of the FBO; this to incent the FBO to implement energy
savings measures at AWA.
** Rules and Regulation Compliance (Section III, D.3.h): A review
of current airport operations indicates that for the FBO to take on
policing and enforcement responsibilities would financially burden
the FBO unless fiscally compensated, i.e. no current enforcement
activities are evident. National Flightline LLC feels that the City’s
airport manager is responsible for ensuring that tenants comply
with rules and regulations set forth by the City.
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8. Maintenance (Section III, D.3.i): National Flightline LLC
acknowledges that the City bears maintenance responsibility for
T-hangar and shade shelter facilities.
9. Additional Fees (Section III, D.3.j): National Flightline LLC
acknowledges that no other fees are authorized for T-hangar or
shade shelter facilities and that no fees can be arbitrarily
assessed.
10. First Right of Refusal (Section III, D?): National Flightline LLC
acknowledges that all current T-hangar, shade shelter, and tie
down tenants must be given first right-of-refusal for the leasing/releasing of existing space – see section 2.4.j.iv.1 of this proposal.
11. ** Rent Escalation (Section III, E?): Rent rates should be based on
an independent assessment of regional rates for equivalent
space. National Flightline LLC will arrange for an independent
appraisal, the cost of which will be covered by the City (or credited
to National Flightline LLC), to determine appropriate rates and
ensure compliance with FAA guidelines.
12. Leasehold Adjustment (Section III, F): National Flightline LLC
acknowledges that the City reserves the right to adjust the area
leased by AWA tenants and that such adjustment will result in a
proportionate rate adjustment to the FBO. The City shall notify
National Flightline LLC one hundred and eighty (180) days in
advance of its intended implementation of any lease area
adjustment.
2.5 Physical Requirements (RFP Section V; D)
1. National Flightline LLC pans to implement self-fueling facilities at AWA.
Should National Flightline LLC choose to proceed, grounds as well as utility
hook-ups will be required. A preliminary review of the airport has been
completed and a suitable site, conforming to fire protection codes, runway
visibility guidelines, having adequate accessibility to aircraft and restocking
trucks, and practical proximity to utilities has been identified – see Appendix
F: Self Fueling – Physical Requirements. A representative example of selffueling equipment is pictured below, Figure 2.
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Figure 2: Example self-fueling installation
2.6 Exceptions (RFP Section V; E)
1. Following is a summary of each exception to the RFP noted in this proposal.
a. Maintenance, repair and servicing of aircraft (Section II; 4)
i. National Flightline LLC intends to subcontract aircraft
maintenance services to a third party. National Flightline LLC
will contractually ensure that provided services meet or exceed
industry quality standards. See Appendix D: Subcontracted
Aircraft Maintenance
b. Flight school: flight instruction & aircraft rentals, personnel, aircraft
and equipment. (Section II; 9, 10, 11 and Section V; C.7)
i. National Flightline LLC intends to subcontract flight school and
aircraft rental services to a third party. National Flightline LLC
will contractually ensure that provided services meet or exceed
industry quality standard. See Appendix E: Subcontracted
flight school operations
c. Tie-down management (Section III, B.2): National Flightline LLC
considers rule enforcement and compliance issues to be under the
purview of the airport manager and/or City employee designee.
National Flightline LLC will pay the City rent on a fixed, per occupied
tie-down basis (excluding those located on the terminal ramp which is
included in the terminal ramp rent).
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d. T-Hangar Management Option (Section III, D and Section V; C.10):
National Flightline LLC suggests that a variable model based on
actual hangar occupancy is appropriate. In exchange, National
Flightline LLC will work to market AWA hangar space to maintain
occupancy at as high a rate as the market will bear.
e. Management Fee (Section III, D.2): National Flightline LLC has
carefully reviewed the City’s proposed hangar rent rates, fees and
management fee split. As economic pressures continue to impact
general aviation, it is highly probable that hangar occupancy will
decrease. The City’s proposal does not consider the potential for a
significant reduction in hangar space occupancy. Further, the
proposed agreement does not consider competitive rates available
elsewhere in the Bay area, and thus potentially puts the City at risk of
violating FAA grant assurances.
f. Rules and Regulation Compliance (Section III, D.3.h): A review of
current airport operations indicates that for the FBO to take on
policing and enforcement responsibilities would financially burden the
FBO unless fiscally compensated, i.e. no current enforcement
activities are evident. National Flightline LLC feels that the City’s
airport manager is responsible for ensuring that tenants comply with
rules and regulations set forth by the City.
g. Rent Escalation (Section III, E?): Rent rates should be based on an
independent assessment of regional rates for equivalent space.
National Flightline LLC will arrange for the appraisal, the cost of which
will be covered by the City (or credited to National Flightline LLC), to
determine appropriate rates and ensure compliance with FAA
guidelines.
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Section 3: Appendices
APPENDIX A: Articles of Incorporation
APPENDIX B: Year-1 Operating Budget
APPENDIX C: National Flightline LLC, Financial Statement
APPENDIX D: Subcontracted aircraft maintenance
APPENDIX E: Subcontracted flight school operations
APPENDIX F: Self fueling - Physical Requirements
APPENDIX G: National Flightline LLC, Board Members – Bios
APPENDIX H: Letters of support
APPENDIX I: Technical Management Consultant
APPENDIX J: Phillips 66 World Fuel Program
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APPENDIX A: Articles of Incorporation
National Flightline LLC is a new company that is registered in the State of Florida as an LLC. The purpose
of National Flightline LLC is solely the operation of the FBO at Albert Whitted Airport. The following
pages contain our recent articles of incorporation.
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APPENDIX B: Year-1 Operating Budget
National Flightline LLC has considered a first-year operating budget which contains a number of
predicted expenses, liabilities and revenue sources. We envision achieving a profitable year starting
with the first year of operations. The following page provides an overview of a first-year budget.
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Year-1 Example Operating Budget – National Flightline LLC
Leased Revenue
Terminal
Hangar 1
Hangar 2
Budget
$15,000.00
$29,900.00
$35,000.00
total
$79,900.00
Managed Revenue
Terminal Ramp
Self Fueling
Tie Downs (35 @$125ea)
T hangars Rent
T hangar Office storage space
Fuel Sales (@$5.70 rate)
Service & supplies
Sub Total
Total Revenue
$54,600.00
$0.00
$52,500.00
$600,000.00
$19,680.00
$1,710,000.00
$10,000.00
$2,446,780.00
$2,526,680.00
Leased Expenses
Terminal building
Hangar 1
Hangar 2
Sub Total
$14,157.00
$33,698.13
$30,271.75
$78,126.88
Total Gallons
Rate
Total Revenue
Fuel Breakdown
Full Service
Self Fueling
300000
0
$
5.70 $
5.00
$ 1,710,000
0
Cost per gallon
Total Cost
$
$
4.70 $
1,410,000 $
Fuel Flowage Cost $
4.70
-
0.0819
Staffing Costs (includes benefits)
Manager
$
150,000
Asst Manager
$
100,000
PT
$
37,000
PT
$
22,000
PT
PT
PT
Totals
$
$
$
$
22,000
22,000
22,000
375,000
Hangar 1 Rents
Managed Expenses
Terminal Ramp
Fuel Farm
Tie Downs
T hangars Rent
T hangar Office storage space
Fuel Flowage Fee ($.0819 city)
Fuel Purchases ($4.70/gal)
Service & supplies
Insurance
Utilities
Auto & trucks
Salaries & wages
Self Fueling
Self Fueling Land and loan
Technology & website main
Telephone, internet, cable
Advertising & Marketing
Office supplies & expenses
Uniforms
Janitorial costs
Bank fees
Sales tax
Miscellaneous
Sub Total
total
Net income
$21,600.00
$11,700.00
$20,100.00
$480,000.00
$15,744.00
$24,570.00
$1,410,000.00
$6,000.00
$40,000.00
$6,100.00
$6,000.00
$375,000.00
$0.00
$0.00
$1,200.00
$2,000.00
$10,000.00
$2,500.00
$2,000.00
$2,400.00
$500.00
Large
Large
Medium
Small
Small
Annual Total
Occupancy Total
Hangar 1 Side
Total Hangar1
$
$
$
$
$
$
$
$
$
700
700
500
400
400
32,400
16,200
13,700
29,900
$2,437,414.00
$2,515,540.88
$11,139.12
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APPENDIX C: National Flightline LLC, Financial Information
REMOVED
National Flightline LLC has established an escrow account for investor deposits at Fifth Third Bank of St.
Petersburg. Further, National Flightline LLC has collected debentures from investors who have
committed to supporting the company. The total funding committed is approximately $150,000. Upon
selection of this proposal by the City, National Flightline LLC shall ensure that committed funds are
deposited in the established escrow account. A surety bond, as requested in the RFP, will be provided
to the City in advance of initial operations of the FBO. Below is a representative example of the
debenture commitments – see the provided printed copy.
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APPENDIX D: Subcontracted aircraft maintenance
National Flightline LLC has entered into initial discussions with two aircraft maintenance providers that
currently operate at AWA – see following pages for reference materials. Upon selection of this proposal
by the City, National Flightline LLC will evaluate the current operators against a set of criteria including
safety record, qualification of staff, repair capability, etc. Subcontract options will be presented to the
most qualified candidate company. Where applicable and appropriate, existing aircraft maintenance
operations employees will be considered for continued employment with the contracted maintenance
provider.
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June 6, 2012
Mr. Mike Psarakis
Sr. Real Estate Coordinator
City of St. Petersburg
St. Petersburg, FL 33701
Dear Mr. Psarakis:
Sky Way Aircraft, Inc , a Florida corporation since 1997, does aircraft maintenance as well as
aircraft sales and brokering. It has operated out of Albert Whitted Airport in St. Petersburg since 1998,
first operating out of the now demolished Hangar Three and presently occupying Hangar 3C, which it
leases directly from the city.
Sky Way performs maintenance, brokering and sales for single engine, multi engine, and turbine
aircraft.
Larry Peters, as president and owner, has over 50 years in the aviation industry. He retired from
Piedmont/USAirways in 1995 with over 33 years as a lead A&P mechanic. He also holds his IA certificate.
Larry is also a licensed multi-engine, commercial. instrument pilot with over 10,000 hours.
Sky Way’s director of maintenance, John Dennis is an A&P, IA mechanic with over 50 years’ experience
in the aviation industry, having operated his own maintenance facility in upstate New York for many
years.
Sky Way Aircraft is an established local business with many ties to the community. We feel we would
serve the city well in working with National Flightline LLC as its partner performing the sales and
maintenance function of the FBO.
Sincerely,
Larry Peters (President)
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Larry W. Peters
Larry has over 50 years in the aviation industry, starting with 33 years with Piedmont
Airlines/USAirways as an A&P mechanic. Larry received several citations for his troubleshooting skills. Larry is also a licensed pilot, logging over 12,000.00 flight hrs. He holds his
Commercial, Single, multi, and instrument ratings. He operated a small freight company in the
70’s hauling Auto parts for Ford Motor Company. Larry also flew a Gulfstream G1 for L & N
Railroad as a co-pilot mechanic. After retiring in 1995, Larry spent several years as a Project
Manager for a Florida company building churches. Larry’s responsibility was to oversee the
projects from conception to completion. This included meeting with the churches’ building
committees, coordinating with the architects, to overseeing the building superintendents for
each project.
Larry’s love of aviation drew him back to that field in 1997 when he opened SkyWay Aircraft
Inc. at Albert Whitted airport in St. Petersburg, FL. Sky Way Aircraft does aircraft sales,
brokering and maintenance, ranging from Single Engines to Turbines and Jets.
Larry is active in his church, currently serving as the Chairman of the Trustee Committee.
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APPENDIX E: Subcontracted flight school operations
Upon selection of this proposal by the City, National Flightline LLC will produce an RFP and advertise to
regional flight school operators the opportunity to establish operations at AWA.
National Flightline LLC will subcontract Flight School Operations to a selected regional provider that is
capable of providing an aircraft fleet commensurate with or better than that currently available at AWA.
National Flightline LLC will contractually require that the third-party provider evaluate the current flight
school’s flight instructors against standard metrics (including ratings, currency, contracted rates, etc.)
and, where appropriate, offer employment and/or contracting options with the flight school.
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APPENDIX F: Self fueling - Physical Requirements
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APPENDIX G: National Flightline LLC, Board Members – Bios
National Flightline’s Board of Directors:
1.
2.
3.
4.
5.
6.
7.
8.
Michael Terlaak
Mark Swanson
Joseph Morgan
Kevin Wojtowicz
Robert Legters
Jim Mueller
Lawrence Langebrake
Neil Franckle – member at large
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Michael Terlaak
With nearly twenty years of experience as a successful entrepreneur, Michael Terlaak has been
instrumental in the creation, growth and development of several successful businesses throughout his
career.
Michael's early efforts were focused on the mortgage and finance industry, in which he founded and
managed First Federal Home Loans. Michael later transitioned to the private investment sector at which
time he became the Founder and Managing Director of Diversified Capital Partners, a private investment
firm in Southern California focusing on taking mid-sized companies ($50-$500 million in revenues) to the
next level of growth. Diversified Capital Partners acted as an intermediary to invest private funds in
privately held companies by offering growth capital for expansion, acquisitions, and/or shareholder
liquidity for owner, partner, and management-type buyouts. The company focused on the technology,
information and manufacturing sectors.
Most recently, and based on his interest in supporting science and technologies, he founded and is the
CEO/Executive Director of the Nanotechnology Research Foundation (NRF),
(www.nanotechnologyresearchfoundation.org), a 501(c)(3) volunteer-based, non-profit organization
focusing on supporting the advancement of nanotechnologies. The NRF assists academia, educators,
scientists, researchers and the private sector in communicating and collaborating, as well as bringing
educational programs to the general public and particularly the youth.
Michael Terlaak, through his very successful entrepreneurial career has developed a strong background
in finance, management, marketing, and technology. Notwithstanding, his natural and strongest ability
is in attracting and bringing people together for collaboration either for business or philanthropic
efforts.
For this reason, he now joins Adriana Petersen in partnership at NEXUSBioMed and looks forward to
bringing his expertise and value to the executive search industry. Michael will be leading the
NEXUSNanoTec efforts. His focus will be on assisting nanotechnology related start-ups, emerging
organizations or any organization interested in growth, as well as the venture capitalist and private
equity firms that support them. His goal is to create world-class teams that will ensure the success of
those organizations and the rapid commercialization within this advanced science.
Michael is involved in his community and supports many philanthropic efforts. He is a Member of
Rotary International and has personally supported and volunteered with a variety of charities and
causes including The Leukemia & Lymphoma Society ("Team In Training", "Light The Night" and "Man &
Woman of the Year" campaigns), Helen Woodward Animal Center, American Red Cross, San Diego Blood
Bank, American Cancer Society, Father Joe's Villages, amongst several others, including his own
Nanotechnology Research Foundation.
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Mark Swanson
Mark has over 20 years management experience in technology related organizations. He has founded
and served as President/CEO of two IT services companies, both of which were successfully acquired by
larger companies. He has also served as executive vice president and chief technology officer for iXL,
helping to take the company public in 1999. Mark has an MBA from the Georgia Institute of Technology.
April 2009 – Present (3 years 3 months)
Co-founder and CEO of Telovations Inc, a next-generation managed service provider pioneering the
delivery of business communications in a Software-as-a-Service model. Nationwide presence with a
Southeast focus. Fast 50 and Inc. 500 company.
Managing Director, Lane Five Ventures, LLC, October 2001 – Present (10 years 9 months)
Co-Founder of seed stage private equity firm that helps entrepreneurs turn good ideas into profitable
businesses. We take a significant equity stakes and management roles in portfolio companies to help
them achieve 20-100% growth rates and lead them to profitability or institutional funding. Portfolio
companies include Bacchetta(Ongoing), Perk International(Sold), Cerebit(VC Funded), Highwall
Technologies(Sold), Real Digital Media(Ongoing), Movo (Sold), Telovations (Ongoing).
Founder and Chief Technology Officer, CEO AppGenesys, December 1999 – June 2001 (1 year 7 months)
Co-founder of a leading Management Service Provider (MSP). Pioneered Cloud Computing before we
knew what it was. Conceptualized, raised the capital, developed the business model, hired management
team and lead initial sales efforts. Raised $40 million in cash and $10 million in service credits from
leading Venture firms.
President, IXL, New York, December 1998 – December 1999 (1 year 1 month)
President and General Manager in one of the top five Internet Professional Services firms in the
Industry. Full P&L responsibility for the largest business unit ($35mm annually) with over 300 employees
and over a dozen million+ dollar clients. Responsible for managing the implementation of a full suite of
technology services for Fortune 500 clients with a focus on improvement of quality of product,
processes and people. Oversaw satellite office, including supporting international locations.
Chief Technology Officer, IXL Inc., August 1997 – December 1998 (1 year 5 months)
Reporting to CEO, responsible for the development of technical capabilities, formulating overall strategic
direction, strategic alliances, research and development, product development and five lines of
business.
President, Swan Interactive Media, Inc. (Swan Media), June 1994 – August 1997 (3 years 3 months)
Founded and lead one of the Southeast’s leading Internet professional services firms, growing company
profitably for over three years. Developed over 300 Web sites and interactive multimedia programs,
winning several industry awards. Clients included BellSouth, Carlson, Holiday Inn, Price Waterhouse,
SunTrust, MCI and others.
President, The Digital Image, July 1992 – July 1994 (2 years 1 month)
Founded and lead imaging software company. Designed and delivered image database software for the
real estate and retail industries.
Army Officer, US Army, June 1983 – July 1992 (9 years 2 months)
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Served in a variety of assignments including: Systems Manager and Test Officer for the Army’s Apache
Helicopter Program(Longbow); Military liaison to McDonell-Douglas Helicopter Company: Group
Commander of two high-visibility aviation units, including being hand-selected by the Army to form and
command the first activating AH-64 Apache Helicopter Unit; Assistant Operations Officer for a unit of
1300 personnel; Fire Direction Officer. Supervised organizations ranging in size from 36 to 90 people.
Responsible for the deployment and maintenance of aircraft and equipment worth over $70 million.
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Joseph Morgan
Joseph Morgan, CRNA, CEO/President, [email protected]
Mr. Morgan has over 30 years’ experience in providing anesthesia management services. Mr. Morgan
owned and operated Suncoast Anesthesia for 10 years prior to Merging with Summit in 1998. Prior to
founding Suncoast, Mr. Morgan served as Chief Anesthetist for a Level One Trauma Center managing
over 20 CRNA’s and has extensive military experience including serving as a member of a Rapid
Response Surgical Team.
ANESTHESIA WORK HISTORY
1999-Present
CEO, Summit Anesthesiology, Inc.
Responsible for operations including management of CRNA’s and Anesthesiologist,
recruitment, quality control and business development. Duties include providing
anesthesia management to clients and their patients, specializing in ambulatory anesthesia
for outpatient procedures at Surgery Centers throughout Florida.
1991 – 1999
CEO, Suncoast Anesthesia Services, PA
Responsible for providing CRNA coverage to hospitals, outpatient surgery centers and
physician practices.
Duties include business development, quality control and
performing clinical anesthesia on a daily basis.
1989 – 1991
Locum Tenes Anesthesia
Provided clinical anesthesia on a daily basis for a number of hospitals throughout the
State of Florida.
1979 – 1989
Chief Anesthetist, Central Illinois Anesthesia
Performed duties as Chief Anesthetist for a level one trauma Center with over four
hundred beds and a staff of twenty Nurse Anesthetist and Anesthesiologist. Performed
clinical anesthesia on a daily basis for active open heart, vascular, neuro, trauma and
general surgical procedures.
MILITARY HISTORY
2005 --Present. President/CEO VETERANS OF MODERN WARFARE
2004-------
Retired US Army
1991--2004
Major, US Army Reserves
Member NAAS, Rapid Response Surgical Team
1990 – 1991
Operation Desert Storm
Member Rapid Response Surgical Team, providing anesthesia for surgeries in Saudi
Arabia, Iraq, Kuwait and Turkey.
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1982 – 1990
900th MASH
Chief Nurse, responsible for approximately three hundred personnel.
Chief Anesthetist, responsible for fifteen Nurse Anesthetist
1968 – 1974
US Army
Active duty and reserves as enlisted Army Medic rank Sergeant.
EDUCATION
1977 – 1979
Wilkes-Barre General School of Anesthesia/John Hopkins School of Anesthesia, WilkesBarre, PA.
1976 – 1977
John Hopkins University, Wilkes-Barre, PA.
1972 – 1974
Essex School of Nursing, Baltimore, MD.
1965 – 1968
Kenwood Sr. High School, Baltimore, MD.
LICENSES AND CERTIFICATIONS
•
•
•
•
AANA
ARNP
ACLS
BLS
30790
1590512
2003
2003
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Kevin Wojtowicz
Managing Partner & Surety Bond Specialist
NIELSON, WOJTOWICZ, NEU & ASSOCIATES
1126 Central Avenue, Suite 200
St. Petersburg, FL 33705
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E. James Mueller
Over the past 38 years, Mr. Mueller has traveled extensively throughout the world creating customer
and client relationships with airlines, steamship companies, multi-national corporations, government
agencies, logistic and freight forwarding companies, consultancies, and fixed base operators providing
air cargo and cargo logistics operating and sales expertise within the transportation industry. Mr.
Mueller possesses vast experience working with airlines though the world and developing operational
strategies. Mr. Mueller strengths lie in negotiations focused on driving yield prosperous business, while
always assessing related risk, into existing assets utilizing his experience and relationships in the
worldwide cargo and logistics industry.
Mr. Mueller is the sole owner of Kitty Hawk LLC, a certified SVOSB (service related veteran owned
business) based in St. Petersburg, Florida. Kitty Hawk is a consulting company which uses past
experience and relationships to assist transportation and logistics companies in developing new or
existing operations worldwide. Kitty Hawk is fully certified to do business with all agencies of the United
States Government.
From 2001 to 2007 Mr. Mueller was a co-founder and shareholder of M2 Transport, a private non-asset
3&4PL firm specializing in Air and Surface logistic solutions caused by disconnects within the supply
chain. M2 maintained a neutral position on both the purchase and sales platform(s) within the supply
chain. M2’s primary customer base was comprised of domestic and international freight forwarders,
expeditors, ocean steamship operators, airlines and trucking/ logistic companies. The firm was created
in 2001 and within 4 years revenues exceeded $40 million dollars.
From 1992 to 2001, Mr. Mueller was the founder and principal of J.M. Associates, Inc., a private
consulting firm which advised corporations in the efficient and effective transportation of raw materials
and finished products through the supply chain distribution cycle, utilizing multi and intermodal
structures to achieve required goals. Mr. Mueller also assisted cargo airlines (both FAR part 121 and
part 135) and integrators in selection of cargo aircraft assets and how to best utilize these assets in
markets which yield the highest possible returns. During this period, Mr. Mueller also served as a
Member of the Board of Directors of a public corporation which traded in the aftermarket parts business
(FLY). He was selected to be a member of its audit and compensation committees. Mr. Mueller also was
on the board and directed a newly formed all cargo airline, North South Airlines.
From 1978 to 1991, Mr. Mueller served as President, founder and majority shareholder of Air Cargo
Associates, Inc., an international air cargo brokerage company. Air Cargo Associates customers included
integrators, express operators and multinational corporations. During his tenure, Mr. Mueller
successfully setup international sales and operations networks and raised corporate revenues from
founding to $58 million annually through cargo aircraft chartering and ACMI leasing activities. Among
many, focused clients included UPS, Federal Express and Atlas Air.
From 1973 to 1978, Mr. Mueller was the North American Director of Atlantic Container Line’s (NYC) Air
Cargo Division, where he was responsible for managing all aspects of international marketing and sales
for this container steamship carrier. Mr. Mueller reported directly to the President and the Senior Vice
President of Sales and Marketing and was responsible for all air and air to surface interchange sales and
operations worldwide. The revenue grew during Mr. Mueller’s tenure to 68 million dollars.
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From 1968 to 1973, Mr. Mueller served as an Officer in the United States Army as a helicopter pilot and
served as a medical evacuation pilot in Vietnam for the 101st Airborne Division where he was awarded;
The Distinguished Flying Cross, multiple Bronze Stars with “V” device and numerous other honors.
Mr. Mueller holds a Bachelor of Science degree in Transportation Management from Parsons College.
Mr. Mueller is a current licensed single and multi-engine commercial pilot in both rotor wing and fixed
wing aircraft. Mr. Mueller resides with his wife of 39 years in St. Petersburg, Florida.
Mr. Mueller is a member of the Wings Club in New York City and a lifetime member of the Vietnam
Helicopters Pilots Association of America.
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Robert Legters
Bob Legters is vice president of Loyalty Services with FIS. In this role, he is responsible for the strategy
and direction of the company’s rewards and enhancement products. Currently, his organization
supports more than 3,500 clients and 31 products. Bob’s team develops and deploys both Rewards and
Enhancement products targeted at enriching the client’s relationship with the consumer.
Bob’s career has been focused on the support and servicing of clients for more than 20 years. 17 of
those years were spent in leadership with groups from 5 to 200. During his 10-year career with FIS, Bob
has held lead roles in the company’s customer service, strategic planning and client services groups. Bob
has worked with teams in 3 countries and provided award winning results on behalf of FIS clients in the
UK. Prior to joining FIS, Bob worked with AAA Automobile Club and various privately held organizations
in the community market.
Bob attended St. Petersburg College majoring in business and resides in Ellenton Florida with his wife
Janice.
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Lawrence Langebrake
Larry Langebrake became the director of SRI St. Petersburg when it opened its doors in January 2007.
Prior to SRI, Larry led the Center for Ocean Technology at the University of South Florida's College of
Marine Science. Larry began work at USF in 1994 as a founding member of the Center. His efforts
resulted in the creation of an engineering organization that became an internationally recognized leader
in environmental sensors research and development. Larry's career includes 15 years in the aerospace
industry working with organizations such as Goodyear, General Electric, AT&T, Lockheed Martin and
several national laboratories. Larry is a registered professional engineer (PE) in the State of Florida and
holds nearly a dozen patents covering technologies ranging from microsystems to high-efficiency energy
storage devices.
2007 to present: Director, SRI St. Petersburg
Leadership of a staff of over 60 professionals in development of: 1) specialized instrumentation for
harsh-environment research; 2) advanced software for persistent surveillance, situational awareness
and information sharing; 3) specialized technologies for training and education; and, 4) devices and
systems for defense and homeland security.
1999 to 2007: Director, University of South Florida’s Center for Ocean Technology
Leadership of a staff of over 80 engineers, scientists and students in development of marine sensors and
related technologies for defense and environmental research applications. Activities included
establishment of a microsystems fabrication laboratory for developing: 1) specialized materials; 2)
specialized packaging; 3) new fabrication processes; and 4) new metrology techniques associated with
microelectromechanical systems. Managed product development teams to create new technologies
and products for commercialization including an in-situ underwater mass spectrometer. Led business
development including proposal writing and execution to take the Center from $4M in annual research
to over $15M. Recognized as the single top research grant recipient at the University of South Florida
two years in a row.
1994 to 1999: Technical Director, University of South Florida’s Center for Ocean Technology
Established the Center for Ocean Technology from the ground up hiring an initial 4 engineers in 1994
and growing the organization to over 40 by 1999. Over 50% of the research staff was at the PhD level.
Led the staff in development of unique sensors for marine research and defense applications.
Pioneered entirely new marine research technologies including use of liquid-core-waveguides for highsensitivity chemical measurements, high-speed digital shadowgram imaging of micro-particles in the
ocean, and autonomous platforms for unattended measurements in the water column.
1990 to 1994: Group Leader, General Electric Neutron Devices Department
Led the Advanced Optics Development Group at GE Neutron Devices. Developed unique systems for
application in nuclear weapons. Worked directly with researchers at Sandia, Las Alamos and Livermore
National Labs in development of optical fiber, laser diode and specialized detector technologies.
Developed test equipment for high-power semiconductor lasers and fiber coupling assemblies. Was
recognized with “Instructor of the Year Award” in the GE Edison Engineering Program.
1985 to 1990: Sr. Development Engineer, GE Neutron Devices Department
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Designed, developed and built specialized testers for nuclear weapon components. Was recognized for
significant contributions to the Sandia weapons safeing group for development of an ultra-highefficiency DC to DC converter (light energy in, high voltage out).
1981 to 1985: Staff Engineer, Goodyear Atomic Corporation
Lead technical staff of field technicians in the maintenance of high tech equipment used in uranium
enrichment. Designed and developed specialized equipment for use in the processing of enriched
uranium.
Miscellaneous: Registered Professional Engineer, State of Florida; Board of Directors - St. Petersburg
Downtown Partnership; Board of Advisors - Florida Orchestra; Presidents Council - Eckerd College; IFR
Private Pilot, MSEE 1990 and PhD studies in Marine Science thru 1999.
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Neil Franckle – member at large
Dr. Cornelius S Franckle Jr, MD is a male with 34 years of medical experience and practices in Undersea
and Hyperbaric Medicine and Emergency Medicine.
1609 Pasadena Ave S Ste 1E
Saint Petersburg, FL
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APPENDIX H: Letters of support
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June 7, 2012
Mr. Mike Psarakis
Sr. Real Estate Coordinator
City of St Petersburg
St Petersburg, FL 33701
Dear Mr. Psarakis,
Sky Way Aircraft, Inc. has agreed to partner with National Flightline LLC to perform the Maintenance
Services and Aircraft Sales and Brokering as proposed in the RFP for the FBO at Albert Whitted Airport.
If National Flightline LLC is selected as the FBO, Sky Way Aircraft will enter negotiations to sub-lease the
facility for maintenance.
Sincerely,
Larry Peters (President)
Sky Way Aircraft Inc.
Sky Way Aircraft Inc.
341 8th Ave S.E. Hangar 3C
St Petersburg, Florida 33701
Office 727-895-5385
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APPENDIX I: Technical Management Consultant
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Deric S. Dymerski
825 Severn Avenue Tampa, Florida 33609 813-431-5996
[email protected]
EDUCATION
Embry-Riddle Aeronautical University Daytona Beach, FL
B.S. Aviation Business Administration December 1990
EXPERIENCE
Atlas Aviation Tampa, Inc. Tampa, FL
President March 2004 – present
Won RFP from Hillsborough County Aviation Authority for full-service FBO at Peter O. Knight Airport
(TPF). Hosted AOPA Aviation Summit very successfully twice. Have developed and maintained a great
reputation with HCAA, employees and all based and transient customers. Greatly enhanced FBO
operations, flight school and maintenance.
Atlas Aviation Merritt Island, Inc. Merritt Island, FL
President April 2006 – May 2008
Purchased the assets of Island Aviation and started FBO operations at Merritt Island Airport. Immediate
overhaul of all facilities, equipment, quality control and service. 25% immediate increase in fuel sales.
Sold operation to an international flight school.
Atlas Aviation, Inc. Lakeland, FL
President July 2002 – present
Founded corporation to build to develop FBOs and provide consulting services. Have consulted for
several startup FBOs at various locations. Continue to negotiate for more Atlas FBO locations and
provide aviation consulting.
Landmark Aviation (formerly Piedmont Hawthorne) Winston-Salem, NC
Regional Manager – SE Region March 1999 – September 2002
Responsible for total operational and financial control of eight FBOs in three states (four in Florida),
totaling more than $20 million in revenues. Tasks included screening, hiring and training of management
staff for each location, fiscal planning and annual budgeting, asset and human resource management,
lease and contract negotiations with customers, vendors and landlords, quality assurance, regular site
inspections, strategic planning for FBOs and airports, due diligence and pro-forma budgeting for new
acquisitions or proposed locations, special project management (including Lakeland’s Sun ‘n Fun each
year), etc.
General Manager – Lakeland, FL January 1995 – March 1999
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Responsible for all day-to-day operations of FBO, including human resources, equipment, fuel farm,
complete financial control, loss reduction and insurance claims, contract and lease negotiation,
customer service, etc.
Signature Flight Support West Palm Beach, FL
Operations Supervisor/Airlines Supervisor February 1992 – January 1995
Promoted from Customer Service Representative after two months. Reported directly to GM for retail
operations of busy FBO rated #1 chain in the country. Coordinated all operations from human resources
to line and customer service supervision. Managed operations for many varieties of aircraft from light
singles to heavy corporate jets. FBO was always on the Professional Pilot Top 20 in the country list.
Managed all airline, cargo, charter and military operations. Recruited, trained and managed more than
200 ground handlers (UPS-certified ground handling and fueling trainer). PBI named “Gateway of the
Year” by UPS Air Cargo Division, 1992.
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APPENDIX J: Phillips 66 World Fuel Program
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RECEIVED
REAL ESTATE AND
PROPERTY
MANAGEMENT
6/8/2012
2:58 PM
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FBO RFP RESPONDENT: The City of St. Petersburg has completed an initial review of your proposal for Fixed Based Operator (“FBO”) services at the Albert Whitted Airport. Based on this review the following are a list of questions for clarification specific to your proposal. Please provide accurate and detailed responses to each question. We are requesting that your responses be submitted via email to Mike Psarakis at [email protected] ALL RESPONSES MUST BE SUBMITTED TO THE CITY NO LATER THAN 12 NOON ON TUESDAY JUNE 19, 2012. RESPONDENT: NATIONAL FLIGHTLINE QUESTIONS FOR CLARIFICATION 1.) The RFP requires complete disclosure of those having a financial interest in the FBO proposal. Section 2.3 (ii) of the National Flightline proposal specifies there is a larger group of “investors” that will be involved but are not listed within the proposal. Accordingly, please provide a listing of any/all parties having a financial interest. (The respondent can request specific information remain confidential provided it meets the requirements as specified in the May 31, 2012 RFP Question/Answer clarification. These requirements can be re‐reviewed at the RFP website under the “QUESTIONS and ANSWERS received” link). 2.) Please define the options for “after‐hours” services as stated in Section 2.4 (b.)(iii.) of the National Flightline proposal. 3.) Rates and Charges (Section 2.4 (f.)): National Flightline’s proposal only provided partial info on specific rates/fees. Please clarify the following: a.) The fees listed appear to only be “daily” rates. Are there different rates for weekly and/or monthly parking? If so, what are they? b.) Are the rates listed (and those updated from the response to 3(a.)) universal to anywhere on the airfield or are there different rates based on location (i.e. terminal ramp vs. parking areas on the southside of the airfield)? If so what are they? c.) The proposal lists that specific parking fees “can be waived under certain conditions”. What are those conditions? d.) Daily, weekly and/or monthly rates for Community Hangar storage Page 79 of 85
4.) In Appendix B, under the “Managed Revenue”, it lists the number of tie‐downs as only 35. Why was only 35 accounted for as there are approximately 67 tie‐downs (excluding the terminal ramp) that the FBO will manage on the airfield? 5.) Section 2.4 (c.) and Appendix I lists a “Technical management consultant”. Please clarify the role and responsibility of this party within the company. Page 80 of 85
19 June 2012
Proposal Supplement:
Response to: “QUESTIONS FOR CLARIFICATION”
Fixed Base Operator Services
at
Albert Whitted Airport
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Background:
On June 15th, National Flightline LLC received an e-mail from Richard Lesniak, airport manager –
City of St. Petersburg. The e-mail included an attachment which contained “Questions for
Clarification” regarding the proposal submitted by National Flightline LLC in response to the
City’s solicitation for “Fixed Base Operator Services at Albert Whitted Airport”. Questions from
the referenced attachment are shown below in italics. National Flightline’s response to each
question is presented immediately afterwards - non-italicized. The responses are due via e-mail
no later than noon on Tuesday June 19th.
Questions and Responses
1.) The RFP requires complete disclosure of those having a financial interest in the FBO proposal.
Section 2.3 (ii) of the National Flightline proposal specifies there is a larger group of “investors”
that will be involved but are not listed within the proposal. Accordingly, please provide a listing
of any/all parties having a financial interest. (The respondent can request specific information
remain confidential provided it meets the requirements as specified in the May 31, 2012 RFP
Question/Answer clarification. These requirements can be re-reviewed at the RFP website under
the “QUESTIONS and ANSWERS received” link).
Note: National Flightline LLC hereby requests that the names of all National Flightline LLC
investors remain confidential.
Below is a list of all National Flightline LLC Investors.
REMOVED
Name
Mark Edenhoch
Hugh Hazeltine
John Klinowski
Lawrence Langebrake
Robert Legters
William McMannus
Joseph Morgan
James Mueller
Paul Nicklaus
Jay Scattergood
Mark Swanson
Michael Terlaak
Chuck Wade
Kevin Wojtowicz
Comment
Independent Investor
Independent Investor
Independent Investor
Board Member
Board Member
Independent Investor
Board Member
Board Member
Independent Investor
Independent Investor
Board Member
Board Member
Independent Investor
Board Member
Total financial backing: $150,000
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2.) Please define the options for “after-hours” services as stated in Section 2.4 (b.)(iii.) of the
National Flightline proposal.
National Flightline LLC is committed to providing exceptional customer service. Line staff will be
made available 24 hours per day for tow-in and tow-out services as well as other services such
as fueling, parking, tie-down and emergency services. After-hours services, in general, will be
handled through a reservation system; that is, pre-arranged during normal business hours. In
cases where after-hours service is needed and a reservation has not been made (“on-call”
services), an after-hours services phone number will be clearly posted at both the ramp-side
terminal entrance and the main terminal entrance, as well as on the National Flightline LLC
website.
Pre-arranged after-hours services will involve fees based on the service requested as well as the
aircraft type, e.g. service fees for larger aircraft are higher than services fees for smaller aircraft.
On-call service rates will match pre-arranged service rates but requesters will incur an “on-call
fee” per each occurrence.
3.) Rates and Charges (Section 2.4 (f.)): National Flightline’s proposal only provided partial info
on specific rates/fees. Please clarify the following:
a.) The fees listed appear to only be “daily” rates. Are there different rates for weekly
and/or monthly parking? If so, what are they?
Note: National Flightline LLC concludes that the referenced proposal section is 2.4 (h.), not 2.4
(f.).
The fees shown are notional, are for the terminal ramp area only, and apply only to transient
parking up to one month – there are no weekly rates. Transients requiring parking in excess of
one week may choose to have their aircraft parked in “community hangar” space (Hangar 1 or, if
full, available T-hangar or available managed tie-down space) at a rate equivalent to that of
regular airport tenants. Occupied space will be prorated on a daily basis, for example, an
aircraft requesting 2 weeks and 3 days tie-down will be assessed a prorated amount of 17 days
out of a 30-day month.
National Flightline LLC’s marketing plan includes initiatives to attract general aviation to St.
Petersburg for extended stays. Further, the Bay area is home to events of national interest, e.g.
baseball, conventions, college sporting events, etc. The Albert Whitted Airport (AWA) FBO
operations policies must be established in anticipation of such events, i.e. adequate ramp space
must be maintained at all times. Thus, National Flightline LLC will promote, but not require,
parking of aircraft remote to the terminal ramp for transients staying in excess of one week.
National Flightline LLC will request, but not require, parking of aircraft remote to the terminal
ramp for transients staying in excess of one month. Transients staying in excess of one week
will be informed that should the terminal ramp be fully occupied, their aircraft will be moved to
remote parking.
b.) Are the rates listed (and those updated from the response to 3(a.)) universal to anywhere on
the airfield or are there different rates based on location (i.e. terminal ramp vs. parking areas on
the southside of the airfield)? If so what are they?
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As indicated in the response above, the rates shown are notional and are for the terminal ramp
only. Should National Flightline LLC be selected as the awardee, National Flightline LLC will
assess regional rates and apply commensurate rates, backed by financial basis for any
differential, to ensure conformance to any/all applicable FAA guidelines – see section 2.4.c.iii.5
of the National Flightline LLC proposal.
c.) The proposal lists that specific parking fees “can be waived under certain conditions”. What
are those conditions?
As part of the National Flightline LLC marketing plan, terminal ramp fees and/or overnight
parking fees can be waived for: 1) fuel purchases; 2) patronizing “partner businesses” in St.
Petersburg (akin to paid parking “validation”); or, 3) special medical needs, e.g. an aircraft
delivering a patient of All Children’s Hospital. Other promotional packages may be created
where fees are waived to promote additional traffic to AWA (St. Petersburg).
d.) Daily, weekly and/or monthly rates for Community Hangar storage
National Flightline LLC considers Hangar 1 the only “Community Hangar” space at AWA. Aircraft
storage rates for use of Hangar 1 will notionally be 10% to 20% higher than commensurate rates
for other long-term managed parking, e.g. for a single engine aircraft, storage in Hangar 1 will be
10% to 20% higher than that for an appropriate T-hangar. As with all rates at AWA, an
independent assessment will be used to ensure that they are appropriate and comply with
any/all applicable FAA guidelines. Daily or monthly rates will apply similarly to the structure for
the terminal ramp, i.e. there are no weekly rates.
4.) In Appendix B, under the “Managed Revenue”, it lists the number of tie-downs as only 35.
Why was only 35 accounted for as there are approximately 67 tie-downs (excluding the terminal
ramp) that the FBO will manage on the airfield?
Excluding the terminal ramp tie-downs, the following tie-downs are identified in the RFP:
a) 9 adjacent to Hangar 1
b) 6 adjacent to Hangar 2
c) 14 east of Hangar 2
d) 11 south east
e) 4 adjacent to a newly-constructed hangar – taxiway “Charlie”
f) 9 midfield - taxiway “Charlie”
g) 14 east – taxiway “Charlie”
In Appendix B of National Flightline LLC’s proposal, the revenue from tie-downs listed in “a)” and
“b)” above are included, respectively, in the revenue projections for Hangar 1 (from the flight
school) and Hangar 2 (from maintenance operations). The 35 tie-downs referenced in Appendix
B are comprised of “c)”, “d)”, “f”) and 1-each from “g)” (the current Civil Air Patrol space). The
spaces identified in “e)” were not included as national Flightline LLC expects to implement selffueling operations as soon as possible. The remaining 13 spaces from “g)” were not considered
revenue-generating tie-downs as the spaces have historically been used as an aircraft “boneyard”. National Flightline LLC recognizes a need to address the “bone-yard” tie-down area and,
if selected as the awardee, will propose a clean-up and improvement plan for the City’s
consideration.
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5.) Section 2.4 (c.) and Appendix I lists a “Technical management consultant”. Please clarify the
role and responsibility of this party within the company.
The National Flightline LLC Board of Directors (BOD) will hire an appropriately qualified general
manager. However, to ensure optimal start-up operations in year-1, National Flightline LLC will
retain a technical management consultant having experience in start-up operations of an FBO.
The management consultant will be engaged as needed by both the BOD as well as the hired
management staff to consult on matters pertaining to: 1) efficiency of operations; 2)
establishment of standard operating procedures (SOPs); 3) safety training and safe operations;
4) regulations compliance; 5) insurance recommendations; 6) equipment recommendations;
and, 7) other topics as deemed needed to ensure smooth transition of operations from the
existing FBO.
After the first year of operations, it is anticipated that the management consultant will not be
retained, rather, consulted only on occasion (paid per consult) if a special need arises.
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