Chapter 613 Vermont

February 1,2001

 

 

A Message From The Secretary

Five years ago, VTrans developed a long-range transportation plan that brought significant new direction to how we think about and invest in transportation. Since that time, many changes have taken place. We have begun to invest in public transit and passenger rail, as viable alternatives to the single-occupant vehicle. The agency has reorganized, implementing a project manager system to improve communications with all interested parties, and to speed up the time it takes to complete a project. New design standards for roads and bridges have been developed. A program to allow towns to manage their own projects, the "local transportation facilities" program, has been put in place with great success. VTrans works closely with advisory councils for rail, air, and public transportation.

We think we are on the right path. What we need to do is keep moving forward on that path, toward managing the transportation system to achieve all our goals with the greatest efficiency possible.

This draft of the plan has been prepared for public review. I invite you to read it through and offer us your comments. We will take all comments into consideration before we finalize the plan.

 

Please send written comments by Friday, April 27 to: Bruce Bender, Senior Policy

Analyst. He may be reached at brucebender@state.vt.us or at VTrans, National Life

Building, Drawer 33, Montpelier, Vermont, 05633-5001. s phone number is

(802) 828-3984.

 

Sincerely,

 

 

 

Brian Searles, Secretary of Transportation

 

 

• 4.5 Aviation

 

4.5.1 Service Provided

 

Figure 4.5 shows Vermont’s 17 public use airports. Two of these airports (Burlington and Rutland) have scheduled passenger airline service and the remaining 15 are general aviation airports. Of the 17 airports, municipalities own two, five are privately-owned and 10 are owned by the state of Vermont. Vermont’s state-owned airports create economic and quality of life benefits and provide a choice for longer distance travel and

shipment of goods. The 10 state-owned airports have runway lengths between 2,500 and 5,498 feet and most are operated with non-precision navigational aid. Two of the airports have no navigational aid. The 1999-based aircraft figures range from one (John H. Boylan State Airport) to 65 (Franklin County State Airport). All of the state-owned airports provide on-site jobs and have various forms of on-site tenants and other amenities such as hangars, tie-downs, terminal buildings, and parking. Some airports are also used for air shows. Several of the airports also serve the Vermont State Police and the National Guard. Airports and the Civil Air Patrol also provide essential services and facilities for search and rescue activities. Some of Vermont’s airports also have freight and parcel services (UPS, FedEx, Air Now, etc.) and many accommodate charter and corporate services that utilize Vermont’s airports. In addition, almost all provide on site airplane maintenance services.

The Burlington International Airport (BIA) has and will continue to be the major source of scheduled commercial airline service in the state. Many residents also travel to other major airports (Albany, Hartford, Boston, and Manchester) for their air passenger service needs. These other airports are used because they provide Vermonters with shorter driving distance, cheaper fares or schedules that are more convenient. In order to enhance competitiveness BIA now provides low-cost passenger service via Jet Blue and other carriers.

Table 4.2 summarizes the based aircraft and estimated operations at the 10 state-owned airports.

Table 4.2 Characteristics of State-Owned Airports

 

The way in which Vermont has chosen to develop and support its airport system is unique. Its major airport (Burlington) is owned by the city and five of its public use airports are privately-owned. As mentioned previously, 10 airports in Vermont are owned by the state and administered by the Agency of Transportation (VTrans).

VTrans’ Aviation Program is now located in the Maintenance and Aviation Division. This has improved the efficiency and effectiveness of the management and maintenance of state airport facilities. The Aviation Program’s goals include preserving and strengthening the state’s aviation infrastructure, providing a safe aviation environment for users of the system, promoting aviation-related activities and providing for expanded travel opportunities and goods movement.

4.5.3 Recent Studies/Documents

Over the past few years two key documents have been developed for Vermont’s state-owned airports by VTrans: Airport System Policy Plan and Airport Capital Facility Program. The policy plan addresses the 10 state airports, plus Burlington International Airport. The Airport System Policy Plan objectives included:

 

• Identify and assess existing state aviation funding policies and procedures;

• Provide overall direction for public investment in airports;

• Investigate the underlying policy assumptions; and

• Identify steps to move toward a more intentional and targeted approach to improving air facilities.

 

The Airport System Policy Plan identified and analyzed a great many airport issues and subjects. Three important recommendations were:

 

• Vermont needs to develop an overall systematic approach to determine what investments the airports need, and how the state can plan for and provide for those needs.

 

• VTrans needs more funds for aviation to reduce the amount of deferred maintenance, meet FAA minimum standards, and make improvements to non-FAA eligible facilities.

 

• Create a Vermont State Aviation Council to recommend policy for VTrans.

 

A significant amount of the recommendations from the Airport System Policy Plan have been implemented. The Aviation Council is now active and serves as a forum for aviation related issues, as well as assisting VTrans in developing aviation policy. An accounting system for aviation activities has now been established to accurately track airport costs and expenditures. A State Airport Classification system has been adopted. Using these accomplishments, the Airport Capital Facility Program has been successfully developed and implemented to annually identify, and prioritize capital projects at publicly-owned airports in the five- and 20-year timeframes. This provides for wiser use of limited resources over time.

In past years, the state had been doing the minimum to keep the airports operating and open. This resulted in a decline in the facilities condition and a project approach of fix the worst first. VTrans must also meet minimum standards set by the Federal Aviation Administration that tailors the capital investments. In 2000, VTrans adopted the Airport Capital Facility Program that provides a prioritization model for projects. This program will be a vital tool for the Agency and the Legislature in identifying and funding aviation projects.

Another goal is to have all of the state airports update their Airport Master Plan or Layout Plan every 10 years. This assists in project identification and provides input into the Capital Facilities Program. It is anticipated that this will be complete in 2001.

4.5.4 Issues, Challenges, and Opportunities

 

Like the other modes, there are many issues and challenges in keeping the airport system safe and efficient. Issues and challenges that face VTrans include:

• Compliance With Current FAA Safety Standards — VTrans must maintain the state-owned airports to comply with current FAA safety standards. Many FAA-funded capital improvements are directed by FAA priorities. The majority of FAA funds go toward these 90 percent federal share capital projects.

• Ownership — VTrans presently owns 10 airports. In the future, it may be prudent to explore options with respect to privatization. Public versus private ownership of airports is a complicated issue and needs to be handle with great depth and sensitivity. Topics such as liability, the 20-year maintenance assurances that come with any federal capital grant, and funding are issues that do not lend themselves well to private ownership.

• Economic Development — One of the conclusions of the airport policy plan states "Any state or region which desires to maintain its economic competitiveness must recognize, and deal with, this growing dependence on Aviation" and "From a state policy and decision-making perspective, the economic roles performed by the airports may be as important as their transportation roles." Airports are an opportunity for economic development and should be promoted at the local and state levels.

• Air Passenger Service Should Be Competitive With Adjacent Major Airports — To capture the Vermont-based passenger aviation market the BIA must be attractive and competitive with adjacent major airports. While travelers from some parts of the state will naturally continue to use other airports due to their proximity, actions should continue to be taken to keep BIA as an appealing choice. Examples of such actions include some recent accomplishments: establishment of regional jet service, with national connections, to New York City and Washington, DC, a cooperative marketing relationship with Albany International Airport and developing one with the other New England regional airports and the establishment of the Vermont State Airports web site (www.vermontairports.com).

Provide Air Cargo Services - The need for reliable and efficient air freight services was mentioned repeatedly through the public involvement process of the Airport System Policy Plan. Nationally, overnight express mail use is increasing and Vermont’s airports will continue to play an important role in supporting this activity.

• Need to Adapt to Market Changes and Demand — Aviation use is on the increase nationally. Recently the FAA stated that airways are becoming congested and that the airway system is operating at or near capacity. VTrans needs to ensure that its airports can compete on the national market in the future. The New England State’s Regional System Planning initiative that includes the six states, Massport and the FAA is an example of a creative adaptation to address the congestion at Boston’s Logan Airport.

• Coordination With Other Organizations and Agencies — VTrans should continue to coordinate with state and regional Tourism and Economic Development agencies, BIA, regional and local planners and towns, as well as other New England states (above) to promote the airports in Vermont. Continued involvement in national organizations, such as NASAO, AOPA, etc. as well as our congressional delegation helps provide Vermont with a greater voice at the nationaL/FAA level.

• Passage of AIR-21 — This federal reauthorization of the FAA and accompanying state apportionment is providing the highest level of airport funding ever. This 90 percent federal funding, for the first time, provides entitlements for general aviation airports. This windfall for Vermont will provide for greater levels of annual capital improvements but at the same time restricts VTrans’ flexibility in where it can use those funds.

• The Aviation Insurance "Crisis" — This issue revolves around the trend of commercial aviation insurance carriers discontinuing and/or dramatically increasing the cost of aviation insurance. Coverage, if it can be obtained, is often more limited in scope. This problem has affected operators at most state-owned airports as well as around the country. Flight schools, FBOs and charter operators are finding it difficult and far more expensive to purchase hull, liability, and premises insurance. Meanwhile, small-business operators nationally and here in Vermont are either going out of business or raising prices to absorb their dramatic rate increases. Some creative solutions are being worked on by VTrans with the assistance of the Aviation Council. This is a major issue for Vermont and its state-owned airports, and should continue to be explored in the future.

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