HomeMy WebLinkAbout2022-11-22 AIRPORT COMMISSION AGENDA
11.
AIRPORT COMMISSION MEETING AGENDA
Tuesday, November 22, 2022 - 5:30 P.M.
Pursuant to Assembly Bill 361, this meeting will be conducted by teleconference and there will be no
in-person public access to the meeting location.
Submit your public comment to the Airport Commission electronically. Material may be emailed
to: Christina.brown@palmspringsca.gov - Transmittal prior to the start of the meeting is required.
Any correspondence received during or after the meeting will be distributed to the Airport
Commission and retained for the official record.
To observe the meeting or to provide public comments at the meeting, please use the following link
https://us02web.zoom.us/j/86019815290?pwd=ZitOZDIyeGZhNUNEQTVkU29nTUdPdz09
or call (669) 900-6833 and enter Meeting ID: 860 1981 5290 - Passcode: 583916
City of Palm Springs: Riverside County:
Paul Slama
City of Cathedral City:
Vacant
City of Palm Desert:
Kevin Wiseman Aftab Dada - Chair David Feltman
Kevin J. Corcoran
Vice Chair
Ken Hedrick City of Indian Wells:
Paul Budilo
City of Coachella:
Gabriel Martin
City of Rancho Mirage:
Thomas Weil Gerald Adams Scott G. Miller
Patricia Breslin John Payne City of La Quinta:
Kathleen Hughes
City of Desert Hot Springs:
Jan Pye
City of Indio:
Jhan Schmitz Todd Burke M. Guillermo Suero
Palm Springs City Staff
Teresa Gallavan Harry Barrett Jr., A.A.E.
Interim City Manager Airport Executive Director
1. CALL TO ORDER – PLEDGE OF ALLEGIANCE
2. POSTING OF AGENDA
3. ROLL CALL
4. ACCEPTANCE OF AGENDA
5. PUBLIC COMMENTS: Limited to three minutes on any subject within the purview of
the Commission
6. APPROVAL OF MINUTES: Minutes of the Airport Commission Regular Meeting of
September 27, 2022
Airport Commission Meeting Agenda
November 22, 2022 – Page 2
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7. CLOSED SESSION:
7.A CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: Palm Springs International Airport Concession Spaces
Agency negotiator: Harry Barrett Jr., A.A.E., Executive Director of Aviation,
Teresa Gallavan, Interim City Manager, Jeffrey Ballinger, City Attorney
Negotiating parties: The Marshal Group, LLC
The Hudson Group Retail, LLC
Paradies Lagardére @PSP, LLC
SSP America, Inc.
Under negotiation: Price and Terms of Payment of Concession Space
Lease(s)
8. REPORT OF CLOSED SESSION
9. DISCUSSION AND ACTION ITEMS:
9.A Marketing Update
9.B Financial Summary Update
9.C Projects and Airport Capital Improvement Program Update
10. COMMISSIONERS REQUESTS AND REPORTS
11. REPORT OF COUNCIL ACTIONS:
11.A Past City Council Actions
11.B Future City Council Actions
12. RECEIVE AND FILE:
12.A Airline Activity Report October 2022
12.B Airline Activity Report Fiscal Year Comparison
12.C Airlines Schedules December 2022
13. COMMITTEES:
13.A Future Committee Meetings
ADJOURNMENT:
The Airport Commission will adjourn to a Regular Meeting on December 21, 2022, at 5:30
P.M.
Airport Commission Meeting Agenda
November 22, 2022 – Page 3
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AFFIDAVIT OF POSTING
I, Harry Barrett, Jr., Airport Executive Director, City of Palm Springs, California, hereby
certify this agenda was posted on November 17, 2022, in accordance with established
policies and procedures.
PUBLIC NOTICES
Pursuant to G.C. Section 54957.5(b)(2) the designated office for inspection of records in
connection with the meeting is the Office of the City Clerk, City Hall, 3200 E. Tahquitz
Canyon Way. Complete Agenda Packets are available for public inspection at: City Hall
Office of the City Clerk. Agenda and staff reports are available on the City’s website
www.palmspringsca.gov. If you would like additional information on any item appearing
on this agenda, please contact the Office of the City Clerk at
(760) 323-8204.
It is the intention of the City of Palm Springs to comply with the Americans with Disabilities
Act (ADA) in all respects. If, as an attendee or a participant at this meeting, or in meetings
on a regular basis, you will need special assistance beyond what is normally provided, the
City will attempt to accommodate you in every reasonable manner. Please contact the
Department of Aviation, (760) 318-3800, at least 48 hours prior to the meeting to inform us
of your particular needs and to determine if accommodation is feasible.
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AIRPORT COMMISSION
ACTION SUMMARY MINUTES OF SPECIAL MEETING
Tuesday, September 27, 2022 – 12:30 P.M.
_____________________________________________________________________
1.CALL TO ORDER:
Chairman Dada called the Airport Commission Meeting to order at 12:30 P.M., and he
led the Pledge of Allegiance. The meeting was held in the City Hall Council Chambers
and via videoconference.
2.POSTING OF THE AGENDA: Posted on September 22, 2022.
3.ROLL CALL:
Commissioners Present:
Patricia Breslin (Palm Springs) Scott G. Miller (Palm Springs)
Paul Budilo (Indian Wells) John Payne (Palm Springs)
Todd Burke (Palm Springs) Jan Pye (Desert Hot Springs)
Kevin Corcoran (Palm Springs) – Vice Chair Jhan Schmitz (Indio) *
Aftab Dada (Palm Springs) - Chair M. Guillermo Suero (Palm Springs)
David Feltman (Palm Springs) Thomas Weil (Rancho Mirage)
Ken Hedrick (Palm Springs) Kevin Wiseman (Palm Desert)
Kathleen Hughes (La Quinta)
Commissioners Absent: Gabriel Martin (Coachella)
Staff Present:
Teresa Gallavan, Interim City Manager
Harry Barrett, Jr., Airport Executive Director
Daniel Meier, Deputy Director of Aviation, Marketing and Air Service
Victoria Carpenter, Airport Administration Manager
Ramon Sanchez, Interim Operations Manager
Christina Brown, Executive Administrative Assistant
Jeffrey Ballinger, City Attorney
4.ACCEPTANCE OF THE AGENDA:
ACTION: Accept the Agenda as presented. Moved by Commissioner Burke,
seconded Commissioner Hedrick and unanimously approved noting the
absence of Commissioner Martin.
ITEM 6
Palm Springs Airport Commission
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September 27, 2022
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5. PUBLIC COMMENTS: None
6. INTRODUCTIONS AND PRESENTATIONS:
6.A Overview of Objectives and Agenda
Vice Chairman Corcoran said that the objective was to understand the status of the
airport, the airport’s operational issues and constraints, and the passenger projections
through 2042. He said that the Airport Commission would be discussing priorities, and
the Commissioners would be completing a prioritization exercise which would help the
Commission inform funding requests and goals for the long-term plan. Vice Chairman
Corcoran explained that the Commission would be looking at a 5, 10, and 20-year
window for the investments, and he said that once the Commission understands the
investments, the Commission would take a step back to go through an exercise to get
a sense of the priorities that the Commission has relative to some of the proposed
long-term plans. He said that the Commission would receive the pieces that are
needed to make sure that Commission understands the long-term planning process,
what will happen after the meeting with the consultants that are bidding to participate
in helping to develop the long-term plan for the Commission, the airport and the city,
and the timing of those steps. Vice Chairman Corcoran said that if time were to permit,
the Commission could discuss some of the current budget surpluses and short-term
priorities, and he said that towards the middle of the meeting, Interim City Manager
Gallavan would be discussing the role of the Commissioners moving forward.
Vice Chairman Corcoran said that the Commission would be looking at a forecast of
the future to see what the opportunities are that face the City and the airport moving
forward which Airport Executive Director Barrett and Commissioner Hedrick would be
providing a presentation for that agenda topic, he said that Interim City Manager
Gallavan would be speaking to the Commission about the role of the Commission and
that she would be picking up from the discussion that was held at the September 21st
Airport Commission meeting. Vice Chairman Corcoran explained that it had been
decided to organize the meeting in three different buckets to discuss the 5, 10, and
20-year investments, and he said that after each of the presentations, the
Commissioners would be asked to make notes on each set of the project
spreadsheets to prioritize the projects that they believe should be prioritized based on
what has been learned about that particular segment of the proposed investments
which would be turned in and the airport staff would tabulate the results. He said that
there would be time for final thoughts and a summary, and the next steps would go
back to Airport Executive Director Barrett.
Vice Chairman Corcoran reviewed the rules of engagement for the meeting, and he
said that he thought that it was important for the Commission to be fully present for
the meeting. He said that he would be keeping a “parking lot” list of issues that may
not be within the scope of the meeting and that those issues would be addressed a
future Airport Commission meeting.
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September 27, 2022
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6.B Forecast for the Future
Airport Executive Director Barrett said that the meeting would be to level set with a
common understanding of where Palm Springs International Airport (PSP) has been
and where the airport intends to go from the perspective of the airport executive team
and then the discussion would roll into what the Commissioners anticipate and expect
from the airport staff. He said that the airport is a gateway for leisure, hospitality, and
recreation which would be up for discussion at the meeting and that the definition
could change. Mr. Barrett reviewed the airport’s competition, and he said that
historically the airport has not had a strategic plan.
Mr. Barrett provided an overview of the facility, he pointed out that there is an industrial
area to the south that needs to be considered when planning at the airport level, and
to the north, east, and west there are residential areas. He said that on airport, there
are public parking facilities, two runways, two fixed-based operators that provision the
fuel for the airlines, as well as for corporate and general aviation traffic, a customs
facility, and a host of other activities.
Mr. Barrett said that the airport is a CFR 14 Part 139 Certificated Airport which means
that the airport can accommodate scheduled commercial traffic, the airport is subject
to a multitude of restrictions and provisions that are specific to commercial airports,
and he said that PSP is a small hub airport that is trending in the medium hub direction.
Mr. Barrett said that PSP has a landlord-tenant relationship with many of the
businesses that operate at the airport, he said that PSP has 13 airlines, three rental
car companies, one master concessionaire, two fixed-based operators, a partnership
with Customs and Border Patrol that is specific to general aviation, and the Air
Museum. Mr. Barrett provided an overview of how PSP is regulated, and he said that
PSP has 39 assurances that cover every aspect of the airport operations and that
assurances have a legal basis which translates to policy applications through advisory
circulars, and he explained that airports have their own formal legal process for
resolving compliance issues.
Mr. Barrett explained that the airport is funded by the following: a) Land and building
leases; b) Fees on aircraft operations which include landing fees, fuel flowage fees,
and gate parking; c) Fees to passengers which include passenger facility charges
(PFC) and customer facility charges (CFC); d) Public parking and other non-
aeronautical revenues; e) Concessions and retail sales; and f) Airport and Airway
Trust Fund (AIP Grants) and other grants. Commissioner Miller said that it was
important to remind the Commission that PSP also has airport bonds which funded a
large amount of the airport operations, the bonds have certain restrictions and
covenants that the airport is required to follow, and the City and the taxpayers are
responsible for the bonds. Commissioner Hedrick said that he disagreed with
Commissioner Miller in regard to the City and the taxpayers being responsible for the
bonds because he believed that the covenant states that the city nor the taxpayers
are responsible and that the bonds are self-supporting. Vice Chairman Corcoran said
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that he would add a note to the “parking lot” list so that the Commission could get
further clarification on this matter.
Mr. Barrett explained that PSP has been subject to the same residual use agreement
structure for several decades, and he said that FAA policies and the local agreement
form how the airport can budget and use funds. He said that PSP’s residual use
agreement is structured for the signatory airlines to completely fund the costs of
operating the airport for the life of their lease, and this is whether they are operating
or not operating. Mr. Barrett said that the airport staff meets annually with the airlines
to jointly determine the budget for the year, the airlines approve the budget, the airlines
have significant control and influence over the airport’s capital programs, and all non-
aeronautical revenues are remitted to the airlines at the end of the fiscal year. He also
explained that the airlines have a majority in interest clause and that for projects that
exceed the threshold of $300,000, the airlines can vote to approve or veto those
projects. Mr. Barrett said that the non-signatory airlines operate on a month-to-month
agreement, they do not have a long-term commitment, and their revenues help pay
down the signatory airlines. Commissioner Payne inquired about the number of
signatory and non-signatory airlines. Mr. Barrett said that PSP has seven signatory
airlines and six non-signatory airlines.
Mr. Barrett provided an overview of PSP’s constraints which included: a) Undersized
facility; b) Outdated and highly unfavorable revenue/use agreements; c) Skeleton
organization with detached control of personnel; d) Staff development/morale; e) Lack
of innovation; f) Delayed maintenance and infrastructure deficit; g) Lack of close
partnerships with key interested partners; and h) Inefficient processes for enterprise
fund.
Mr. Barrett reviewed the current organizational structure for PSP, and he noted that
the Assistant Airport Director position was vacant and that the position was currently
in the interview process. He said that there are five managers and/or directors that
report to him, and the managers and/or directors have their own line of business that
they oversee. Mr. Barrett explained that the airport has other city departments that
either participate or influence how the airport operates. Those departments include IT,
Engineering, Facility Maintenance, Police, and Fire, and Mr. Barrett said that the
airport does pay for these additional services.
Commissioner Feltman inquired about additional vacant positions. Mr. Barrett said
that the Maintenance Superintendent position, several Operations and Maintenance
positions, and the positions that were added in this fiscal year’s budget were additional
vacant positions. Commissioner Feltman asked for a data chart to show what positions
are filled and what positions are vacant. Commissioner Payne asked for the data on
the number of current full-time employees and the number of employees that are to
be hired. Mr. Barrett said that he would need to come back to the Commission with
that data, and Vice Chairman Corcoran said that he had added the request to the
“parking lot” list. Commissioner Payne asked Mr. Barrett if he felt that the airport was
competitive from a salary basis with the industry and Palm Springs. Mr. Barrett said
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that it depended on the position, he said that he has been in discussions with Human
Resources to work on increasing the salaries that are not competitive, and he said
that he believed that the discussions were moving in the right direction. Commissioner
Payne requested that Vice Chairman Corcoran add salary challenges to the “parking
lot” list.
Mr. Barrett reviewed the major functions of the airport which included: a) Capital
Development – Design and build a great airport and plan land use; b)
Security/Emergency Response – Ensure the security of the air transportation system;
c) Inspection, Compliance & Operations – Inspect airport to ensure safety and keep
the airport running; d) Facility Management – Fix anything that is broken and provide
preventative maintenance; e) Food & Beverage – Enhance the passenger experience
with food and retail options; f) Marketing – Develop the PSP brand, air service
development, and community engagement; and g) Legislative Affairs – Partner with
the U.S. government, community, and industry to improve the aviation system.
Mr. Barrett reviewed what the airport staff believed to be the executive pre-pandemic
approach that was followed from 2009 to 2019. He said that there had been high
growth focus, and a low focus on future planning, capital projects were planned and
executed only within the current facility footprint, and there was external control over
airport matters which included marketing efforts, air service development, and project
management.
Mr. Barrett reviewed the executive post-pandemic approach for 2020 to present. He
said that growth was based on the community’s feedback and needs, there was a high
focus on future planning which included capacity and market expansion, sustainability,
financial independence, customer experience and innovation, alignment with local and
regional strategic goals, and high engagement with community, industry, and
legislative partners. Mr. Barrett said that the executive staff recognizes that the airport
is 15 years behind where it should be.
Mr. Barrett provided an overview of the emerging industry issues that included the
following: a) Real ID roll out and biometrics; b) 5G impact on aircraft; c) Pilot
shortages; d) PFAS liability; e) Urban Air Mobility; f) Sustainable/Alternative fuels; g)
Cybersecurity; h) 2035 Zero Emissions; i) Safety management system policy; and j)
Part 163 Land Use Policy.
Mr. Barrett reviewed the opportunities that the airport staff had identified for PSP which
included a large amount of undeveloped land, front line knowledge to grow the
organization, a strong market for passenger and airline growth, strong advocates
within the community, continuous financial stability, an innovative and sustainable
drive for infrastructure, year-round service opportunities, and finding ways to connect
intermodal transportation to the rest of the region.
Mr. Barrett said that the executive vision is to harness innovation, to increase the
partnership with the community, to be an industry leading airport that is globally
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known, to be sustainable and emissions free, to harness new aviation technology, to
have a regional airport with a strong governance, to focus on hospitality and customer
experience, to be a robust economic engine and to create good jobs, to be diverse
and inclusive, and to maintain the uniqueness of Palm Springs.
Mr. Barrett presented a diagram for a 1-Year Tactical Plan, he reviewed the short-
term plan for converting the overflow parking lot to a permanent economy parking lot
that would require some design and construction, converting a section of land that is
to the west and across from El Cielo to an employee parking lot to eliminate employee
parking from the airport campus, converting parking lot A to a commercial lot for taxis
and TNC operators, and the roadway would be converted to have separate lanes for
departures and arrivals to alleviate congestion on the roadways in front of the terminal.
Mr. Barrett said that additional EV charging stations and ADA parking spaces would
also be included in the plans. Mr. Barrett noted that the Common Use project was
currently in construction which would allow the airport to park any airline or any aircraft
at almost any gate at the airport.
Commissioner Payne asked if the timeframe for the 1-Year Tactical Plan was for fiscal
year 2023 or 2024. Mr. Barrett said that the timeframe was for fiscal year 2023.
Commissioner Miller referred to the commercial lot, and he asked if the lot would be
leased to the current parking vendor to control or would it be controlled by airport staff.
Mr. Barrett said that staff was currently weighing each of the options, and he said that
part of the challenge of bringing on permanent airport staff would be that the airlines
would have to be convinced to pay for the staff, and management of the additional
staff would have to be coordinated.
Mr. Barrett presented a diagram for a 2-Year Tactical Plan, he referred to the
challenges with baggage claim and the outbound baggage handling system (BHS),
he said that staff has been working with the FAA, TSA, and the airlines to identify the
challenges and the impacts of the challenges and on plans to find solutions to manage
these challenges. Mr. Barrett said that the airport staff has been meeting with the FAA
and TSA to discuss funding options. Mr. Barrett reviewed a plan to expand the terminal
to accommodate the amount of traffic that is coming through the facility, and he said
that staff was currently planning for the design and construction process. Mr. Barrett
said that staff had determined that the airport needed more runway overnight parking
(RON) for aircraft, and he referred to a section of the airfield that could accommodate
two to three spaces for overnight aircraft parking which would allow for the aircraft to
be used for morning departures. Mr. Barrett identified a location on the south side of
the diagram as the location that would most likely be where the consolidated rental
car facility (CONRAC) would be located, and he said that in theory, there would be
shuttle bus operations for the CONRAC and that staff would also be looking into other
mechanisms for getting passengers to the remote lots and the CONRAC which could
include some kind of conveyance from the terminals and to those areas.
Mr. Barrett presented the 3-Year Strategic Transition Possible Outcomes, and he
referred to four locations that had been identified as potential locations for building or
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September 27, 2022
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constructing operational infrastructure which could include a cargo facility, a Federal
Inspection Station (FIS) for customs and immigration, concourse expansion or a
potential new terminal, alternate CONRAC location, landside conveyances, and a
solar farm or sustainable energy generation site.
Commissioner Payne inquired about the timelines for the 2-Year Tactical Plan and the
3-Year Strategic Transition. Mr. Barrett said that the 2-Year Tactical Plan would be
completed in the beginning of fiscal year 2025, and the 3-Year Strategic Transition
would begin at the start of fiscal year 2026. Commissioner Adams referred to the
original design of the airport, and he said that each wing of the airport was meant to
be expanded outward and that the space was allotted from the design of the runway
to the design of the streets, and he asked if there had been any thought to keeping
that original design. Mr. Barrett said that there has been some thought about keeping
the original design to preserve the original design, and he said that the challenge
would be staying in line with the current regulatory environment, specifically the TSA
and FAA operating environment. Commissioner Adams asked if the USO building was
still an option for the expansion. Mr. Barrett confirmed that the USO building was still
an option for the expansion.
Commissioner Feltman asked if there was any other land that was owned by the tribes
in the immediate perimeter or beyond the immediate perimeter of the airport that could
be available for purchase. Airport Administration Manager Carpenter said that there
was a large parcel of property that is northeast of the airfield that is owned by the
Bureau of Indian Affairs. Commissioner Miller asked if there had been any discussions
about enacting imminent domain on any of the parcels that could be needed for airport
uses. Mr. Barrett said that at this time, the airport staff believes that everything that
needs to be done can be done on the land that is currently available to the airport.
Mr. Barrett presented a 2030 Future Organizational Structure to demonstrate how the
executive staff see’s the organization moving forward, and he said that the idea was
to create a structure that is sustainable to the airport and that will also facilitate what
staff is trying to do to facilitate what is needed for short and medium-term projects. He
noted that the structure includes promoting and adding Deputy Directors to run each
individual line of business. Commissioner Miller asked if the organizational chart
reflects upon depending less on city staff in terms of certain services or activities. Mr.
Barrett confirmed that the organizational chart does reflect on depending less on city
staff in terms of certain services or activities. Commissioner Payne asked Interim City
Manager Gallavan if she supported that airport building its own staff. Ms. Gallavan
said that the City does want to make sure that there is the staffing that is needed to
run a competitive international renowned airport, and she said that there is support for
having staff in the right place to run city operations. Vice Chairman Corcoran said that
he believed that the assumption for the long-term process was that the airport be fully
staffed so that the airport is almost self-contained, he said that it would be one of the
goals that the Commission would ask for in the objectives of the long-term plan, and
he said that he thought that Mr. Barrett’s presentation provided a snapshot of what the
organizational structure could look like. Ms. Gallavan added that sometimes there is
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efficiency when there are two departments that are doing some of the same things
and that the City doesn’t want to become siloed or for it to be difficult for the
departments to support one another.
Commissioner Payne asked if staff thought it would be necessary to research the
airport’s competitors to understand who PSP’s customers are today and to know what
needs to be put in place to bring more customers of different segments in over the
next planning periods. Mr. Barrett said that airport staff had already done some of the
research and that there will always be research that will need to be done, and he said
that Deputy Director of Aviation, Marketing and Air Service Meier could speak more
to the research that has been done. Vice Chairman Corcoran said that Commissioner
Hedrick would be providing more information on that subject matter.
Commissioner Payne asked Mr. Barrett if he wanted to move the airport from a
landlord model to an operator model. Mr. Barrett said that it was not within the airport’s
goals. Commissioner Payne asked Mr. Barrett to explain the difference between the
current residual use agreement and a compensatory use agreement, and if he could
speak to which use agreement he feels the airport should pursue for the future. Mr.
Barrett said that he had defined the residual use agreement in his presentation, and
he said that under a full compensatory use agreement, the airport would set the rates
and charges for the airlines, and the airport would retain all revenues. He explained
that there was also a hybrid use agreement and that in theory, the airlines would pay
for the usage of the airfield which would cover the operating costs of the airfield, the
airport would assume the risk of running the terminal and parking areas, and the
airlines and the airport would enter into a profit-sharing structure. Mr. Barrett said that
the executive team was leaning towards the hybrid use agreement. Commissioner
Payne asked if the $10 million in car rental revenue would have to go back to the
airlines. Mr. Barrett said that the airport staff has been discussing that matter with the
airlines to see if there could be a way to apply the revenue to future capital.
Commissioner Hedrick presented the PSP trade area, he said that PSP was more
than Palm Springs, and he noted that the 2019 official statement states that PSP
provides service to Riverside County and San Bernardino County. Commissioner
Hedrick presented the 2022 and 2042 population projections for Riverside County and
San Bernardino County. He said that both counties are growing faster than the
broader Southern California which was due to job growth, lower housing prices, and
net migration. Commissioner Hedrick said that Riverside’s growth was in leisure
services, professional business services, education, healthcare, and retail trade, and
San Bernardino’s growth was in leisure services, transportation, warehousing,
manufacturing, healthcare, and education.
Commissioner Hedrick provided a list of the major employers in the air trade area, and
an overview of PSP’s customer base which included the hotel and leisure industry,
Twentynine Palms Marine Base, residents from Banning to the Salton Sea and north
to 29 Palms and Joshua Tree National Park, the healthcare and education sector, the
growing remote workforce sector, government, and other business, manufacturing
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and warehousing. Commissioner Payne asked Chairman Dada if he had a sense of
where hotel rooms were trending, and if he thought that the trending of the hotels
would be a good metric in regard to tracking what PSP should be doing. Chairman
Dada said that there wouldn’t be that much growth over the next five years.
Commissioner Hedrick reviewed four airport issues: 1) The main terminal is
landmarked and designated as a historic site; 2) The Airport is landlocked and all
future improvements, with minor exceptions, would have to be constructed within the
current boundaries; 3) PSP is growing faster in passenger traffic than what was
anticipated in the update approved by the City Council 2015 Master Plan and in the
Feasibility Update for the 2019 bonds; and 4) PSP has not completed several projects
called for in the 2015 Master Plan which included the expansion of the baggage claim,
a new CONRAC, and other landside improvements.
Commissioner Hedrick provided an overview of risks that should be considered which
included: a) Climate change; b) Economic and political concerns; c) Cost of aviation
fuels; d) Cyber security; e) Structural changes in the travel market; f) Security
requirements for air travel; g) Financial condition of the airline industry; and h) Federal
government support of major infrastructure projects.
Commissioner Hedrick presented the total passengers report for 2018 to August 2022
and the forecasted total annual passengers to 2042 which projected that PSP would
be at approximately 5.12 million passengers in 2042 which had been calculated by an
approximate year-to-year average growth of 2.8%. Commissioner Miller asked
Commissioner Hedrick if he had any thoughts on how a full recession could affect the
airport if it were to happen within the next year. Commissioner Hedrick said that the
airport had been through the recession in 1999, 2008, and the pandemic and that the
airports outcome was dependent on the long-term growth. Commissioner Payne
requested a “parking lot” item be listed for staff to provide the passenger totals for the
previous 10-year forecast. Commissioner Miller voiced his concern in regard to what
would happen if there were to be a recession, and he asked if staff was preparing for
what could happen if some of the projects were to be put on hold. Mr. Barrett said that
staff has taken a recession into consideration, he said that several of the short-term
plans were operational plans that could be implemented at very little cost, and he said
that staff was cognizant of the capital component and that the plans that exist today
are meant to be backed out of if needed.
Commissioner Feltman requested that a “parking lot” item be added to see how the
Commission could engage with the elected officials that are on the hook for advocating
for the airport within the federal bureaucracy.
6.C Role of the Airport Commission
Interim City Manager Gallavan thanked the Commissioners for their service, and she
encouraged the Commissioners to reach out to Airport Executive Director Barrett
when they have questions about areas that are nuanced in the process. Ms. Gallavan
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said that it is important for the Commission to follow the Brown Act, and she said that
it is always better to consult with Mr. Barrett in advance if there are concerns about
violating the Brown Act. Ms. Gallavan said that the long-term growth of the airport is
very critical and that she appreciated all that the Commission was doing to provide
their input, and she said that the City was trying very hard to try to align the City Council
and Commission goals.
Commissioner Payne inquired about the Commission’s oversight responsibility when
it comes to the airport. Ms. Gallavan said that the Commission’s oversight
responsibility was to provide recommendations and feedback to the City Council to
help guide the direction of the airport and the airport operations. Commissioner Payne
inquired about what items should and shouldn’t go through the Commission before it
goes to the City Council. Ms. Gallavan said that typically the Commission would be
looking at the strategic planning and capital type operations and that day-to-day
operations and personnel do not go through an advisory group, and she said that staff
should be making sure that the items that are going to the Commission are aligned
with the City Council priorities.
Commissioner Payne said that he believed that there had been a liaison from the City
Council, and he asked Ms. Gallavan if she supported having a City Council liaison for
the Commission. Ms. Gallavan said that the question would need to be presented to
the City Council. Chairman Dada said that he believed that Councilmember Kors was
the Commission’s liaison. Commissioner Payne asked if Chairman Dada recalled the
last Commission meeting that Councilmember Kors attended. Chairman Dada said
that he believed that Councilmember Kors had never attended a Commission meeting,
and he said that former City Manager Ready had been the previous liaison and that
he had tried to attend every Commission meeting. Commissioner Payne said that it
would be beneficial to have a liaison that participated actively with the Commission.
Commissioner Feltman referred to the dynamics of the upcoming changes to the City
Council, he said that he believed that the previous City Manager had no interest in
seeing the Commission fully function, and as a result, there was a gap of attention
and interest towards the Commission, and he said that he believed that things would
change in some way with the changes to the City Council. Chairman Dada said that
he was hopeful that a new active liaison would be assigned to the Commission. Ms.
Gallavan said that the City was working to align each of the Commission’s goals with
the City Council’s goals, she said that some of the changes that had been discussed
may roll out in the year ahead, and she said that City staff would share the
Commission’s recommendations with the new City Council when they have their
priority setting sessions.
Commissioner Miller referred to the City Council and Commission dinner, he said that
the City Council had asked the Commissions to provide their feedback on a list of
topics, and he asked how the Commission should provide their feedback to the City
Council. Ms. Gallavan said that the feedback should come from the Commission as a
whole and that the airport staff could help facilitate the process. Commissioner Miller
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noted that he has had experience with other City Councils and Commissions that met
annual which allowed there to be great communication between the two groups. Ms.
Gallavan said that an annual meeting with the City Council and the Commissions has
been discussed and that the City Council and Commission dinner was the first step.
Commissioner Payne voiced his concern in regard to issues being deferred down the
road waiting for something to happen, and he encouraged Ms. Gallavan to ask the
current City Councilmembers if they would be willing to volunteer as the Commission
liaison. Commissioner Budilo inquired about the possibility of having the City Manager
fill the role as liaison. Ms. Gallavan said that she believed that there could be an
opportunity for the City Manager, the Airport Executive Director or staff to be the liaison
to the Commission which would be an appropriate role.
Airport Administration Manager Carpenter reviewed the following four airport funds: 1)
Customer Facility Charge (CFC), Fund 405; 2) Passenger Facility Charge (PFC),
Fund 410; 3) Airport Operations & Maintenance, Fund 415 which includes
aeronautical and non-aeronautical; and 4) Special Capital Projects, Fund 416 which
includes airport projects, airport grant contributions, and Federal relief.
Ms. Carpenter also reviewed the following grant funds: 1) Airport Improvement
Program (AIP) which includes entitlement funds of $4.1 million, and a discretionary
fund that is competitive; and 2) Bipartisan Infrastructure Law (BIL) which includes
entitlement funds of $5.1 million, discretionary funds that are competitive, and Airport
Terminal Program (ATP) which is competitive bid only.
Commissioner Miller asked who sets the upper limit for the PFC, and how does it get
changed. Ms. Carpenter said that the PFC rate is set by a California legislative statute.
Commissioner Payne asked how much of the $33 million operating budget for FY23
would be used to fund the five city services that were added to the current
organizational chart. Ms. Carpenter said that she could provide the information after
the Commission took their break. Commissioner Payne referred to the $12 million
budgeted for capital expenses, and he asked if the $12 million would be depleted if
the total number of projects were to be completed. Ms. Carpenter confirmed that the
funds would be depleted if the total number of projects were completed.
Ms. Carpenter provided an overview of the 2021 actuals, 2022 unaudited actuals,
FY22 budget, and the FY23 adopted budget. Commissioner Payne asked to add a
“parking lot” item to discuss the historical growth of non-aeronautical revenue. Ms.
Carpenter noted that aeronautical revenues were 20% of the budget and non-
aeronautical revenues were 80% of the budget, and she said that she could provide
more detail at a future Commission meeting. Airport Executive Director Barrett said
that non-aeronautical revenue would be important for the airport moving forward, and
he said that there could be opportunities for revenue to be created from the airport’s
undeveloped land.
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Commissioner Miller noted that Mr. Barrett had referred to PSP as a small hub airport,
and he inquired about the criteria that differentiates a small hub from a medium hub
airport. Mr. Barrett said that each year the FAA compares the proportion of the annual
enplanements for all airports across the nation to determine the size of the hub.
Commissioner Miller inquired about the possibility of PSP receiving a medium hub
designation. Mr. Barrett said that his best guess was that it would be another two and
half to three years for PSP to possibly receive a medium hub designation.
Commissioner Miller asked if staff had considered which use agreement option would
best meet the needs of the airport in regard to revenue. Mr. Barrett confirmed that staff
had considered the revenue aspect of each of the use agreement options.
Commissioner Miller asked if this matter would be discussed with the Commission in
this meeting. Mr. Barrett said that the use agreement options would not be discussed
in this meeting because of the ongoing negotiations with the airlines, he said that it
has always been the airports intent to move to a hybrid use agreement which would
allow the airport to be more flexible with the capital program and the operating budget.
Commissioner Payne asked if the airport staff was choosing the hybrid use agreement
over a straight compensatory use agreement because it was the middle ground use
agreement for the airport and airlines. Mr. Barrett said that the hybrid use agreement
allows for the best chance of a working partnership. Commissioner Miller inquired
about the term of the use agreement. Mr. Barrett said that it wasn’t uncommon for the
use agreement term to be for 10 years, and he said that typically the airport staff tries
to keep the term between five to seven years.
Ms. Carpenter reviewed the timeline for the budget process. Commissioner Payne
inquired about the issues that the airlines typically have with the budget. Ms.
Carpenter said that the airlines typically have issues with the capital projects budget.
Commissioner Payne asked for an example of an issue that the airlines had with the
budget. Ms. Carpenter said that the airlines hadn’t had any issues with the budget
since she has been with the airport and that the only issue that she was aware of was
an issue that occurred before she joined the airport staff which involved a landscaping
project that the airlines rejected. She said that the airlines want to have control over
capital projects. Commissioner Payne asked if it was fair to say that the airlines have
all of the leverage when it comes to the current use agreement. Mr. Barrett said that
the airlines do have a significant amount of leverage.
Commissioner Miller referred to the challenges that were ongoing with the City’s
financial software, and he asked if the airport staff had considered taking on more of
the financial roles that the city staff facilitates so that the airport could be more
independent. Mr. Barrett referred to Interim City Manager Gallavan’s comment that
was in regard to there being efficiencies in sharing resources to the degree that the
airport is backed up by the Finance Department and that it is helpful for the airport to
have that support, he said that staff also recognized that there are things that the
airport staff could internally process to facilitate the Finance Department’s work, and
he said that he was looking into adding staff to help Ms. Carpenter with the budgeting
and accounting. Commissioner Miller encouraged the airport staff to work with the
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Finance Department to take on as much as possible. Chairman Dada said that he
would put in a request to have Finance Director Pauley attend the next Commission
meeting. Commissioner Payne asked if the airport has the funds to hire a consultant.
Mr. Barrett confirmed that the airport does have the funds to hire a consultant.
Chairman Dada noted that during the meeting break he had spoken to Ms. Pauley
and that she had confirmed that she would be attending the next Commission meeting
and that she would be working with Ms. Carpenter to assist and facilitate staff with
providing the financial reports that the Commission has requested. Ms. Carpenter
reviewed the results of the survey that had been sent to the Commissioners. Vice
Chairman Corcoran asked Ms. Carpenter if there were any big surprises that were
noted from the results of the survey. Ms. Carpenter said that there weren’t any big
surprises to report.
6.D 2022-2027 Investment Options
Commissioner Payne asked if the projects listed for 2022-2027 were already in
progress. Airport Executive Barrett explained that each of the projects were in some
phase of planning or work.
Interim Operations Manager Sanchez reviewed the 2022-2027 Airside Investment
Options and the phases for each project. Commissioner Payne referred to runway
overnight parking (RON), and he asked if the airport was losing revenue because
there wasn’t enough parking availability. Mr. Sanchez said that the airport was not
losing revenue, and he said that as the airport gets close to saturation for RON, the
airport staff is working to be prepared for when additional RON is needed because it
is an inevitability.
Commissioner Payne asked for clarification on the Hot Spot Study. Mr. Sanchez said
that a Hot Spot Study is done to identify any area of the airfield as it pertains to the
ramps, taxiways, and runways that could mitigate any potential accidents from aircraft
that are taxing, landing, or departing, and he said that staff was continuously looking
to improve pilot confusion and to generally avoid any accidents. Mr. Barrett explained
that a hotspot is where the geometry of the airfield in anyway does not conform to the
safety standards that the FAA has prescribed.
Vice Chairman Corcoran asked if the whole airfield would be repaved in the next five
years. Mr. Sanchez said that 50% of the airfield would be repaved in the next five
years and that it would be the portion of the airfield that is primarily used by the
commercial airlines. Commissioner Adams asked if there were any concepts,
conceptualizations, or ideas to utilize additional space for both RON’s and remote
boarding for high demand times of the year. Mr. Barrett said that the airport has an
AIP request for six zero emission buses which could be used for landside parking and
shuttling passengers from the airfield. Commissioner Wiseman asked what the
repercussions would be if PSP had to turn away an aircraft from overnight parking.
Mr. Sanchez said that revenue loss would be a repercussion, he said that PSP is
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required by the FAA to make provisions for RON, and staff is working to make sure
that the airport has sufficient space available. Mr. Barrett explained that there are very
few situations that the airport would be allowed to turn away an aircraft or airline from
using the airport or facility, and those situations usually revolve around safety and not
capacity.
Commissioner Feltman asked staff to elaborate on the airport’s Hotspot issues. Mr.
Sanchez said that staff annually evaluates the airfield with the FAA, and he said that
there have been Hot Spots that have been identified based on the number of reported
pilot deviations that occurred without incident. Commissioner Feltman requested that
a semi-annual Hot Spot report be provided to the Commission. Commissioner Payne
asked if the majority of the Hot Spot funding was used to hire consultants. Mr. Barrett
confirmed that the majority of the Hot Spot funding was used to hire consultants.
Commissioner Miller referred to the Hot Spot Studies that are mandated by the FAA,
and he asked if the FAA provides funding for those studies. Mr. Barrett said that the
airport plans in five-year cycles with the FAA which allows the airport staff the time
that is needed to plan in advance, and he said that there are a number of ways that
the airport can fund the studies which is to start with using the entitlement funds that
can be rolled over. He said that the FAA does give a higher priority for discretionary
and situations that are a safety issue and that need to be addressed immediately and
that there is flexibility with the funding mechanism.
Mr. Sanchez reviewed the 2022-2027 Landside Investment Options and the phases
for each project. Commissioner Payne inquired about the consolidated car rental
facility (CONRAC), and how the CONRAC would be included in the Master Plan. Mr.
Barrett explained that the concept design had been initiated prior to the pandemic,
and the project was stalled because of the pandemic. He said that staff had made the
strategic decision to continue to stall the project to make allowances for the other
infrastructures that are competing with the CONRAC. Mr. Barrett said that the design
of the CONRAC would be captured in the Master Plan process, and he noted that the
CONRAC would be funded by the CFC funds. Commissioner Payne requested that a
“parking lot” item be listed for staff to provide more detail on the projects that are being
actively worked. Vice Chairman Corcoran referred to a needs assessment that had
been developed pre-pandemic for the CONRAC, and he asked if a needs assessment
would be a part of the CONRAC design process. Mr. Barrett confirmed that a needs
assessment would be a part of the CONRAC design process.
Commissioner Burke inquired about the cost of the EV chargers, and he asked if the
EV chargers would generate revenue for the airport. Mr. Sanchez said that the EV
chargers would be added to the landside and airside areas, and he said that some of
the EV chargers would generate revenue, and some would be used for charging
airport equipment. Commissioner Burke inquired about the number of EV charging
stations. Mr. Barrett said that staff was forecasting 40 dual EV charging stations which
would total 80 EV charging spots. Chairman Dada asked if there would be high
powered charging stations. Ms. Carpenter said that there would be level two and level
three charging stations.
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Commissioner Feltman referred to the cost of the CONRAC design being listed at
$250 million, and he asked for clarification on the cost and the funding. Mr. Barrett
said that $250 million would be the total cost for the CONRAC, as originally
envisioned, he said that there would be multiple funding sources, and the design cost
would be 10% off the total cost. Commissioner Miller asked for clarification on how the
funds would be raised to construct the CONRAC, and he voiced his concern in regard
to the cost of the CONRAC being 25 to 30% higher because of inflation. Commissioner
Hedrick noted that the car rental companies would be on the hook for the CONRAC
and that the CFC would need to be substantially increased, and he said that $250
million for a CONRAC was on the low side. Ms. Carpenter reminded the Commission
that the CFC was recently increased to increase the available funds for the CONRAC,
and she said that an analysis had been done to determine the amount of funds that
would need to be collected to secure a bond for the CONRAC.
Commissioner Miller asked if staff had considered constructing a multi-story parking
structure. Mr. Barrett said that there had been discussions about combining the
CONRAC with a parking facility. Commissioner Miller suggested that staff should
consider constructing a parking facility before spending millions of dollars to improve
and expand the existing parking lots. Mr. Barrett said that he believed that the Master
Plan process would assist staff with the decision-making process.
Mr. Sanchez reviewed the 2022-2027 Terminal Investment Options and the phases
for each investment. Commissioner Payne suggested that it would be helpful to see
the improvements mapped out with the growth chart that Commissioner Hedrick
created, and he said that he would like to see the window of when the projects need
to be started and completed based on the anticipated growth, and if the investment is
driving revenue, reducing costs, maintaining compliance, or improving the customer
experience. Mr. Barrett explained that staff does have a matrix that provides the
strategy and funding for the projects, and he said that the availability of funding plays
a big part in the matrix that staff has developed.
Vice Chairman Corcoran inquired about the $6 million for concessions space. Ms.
Carpenter said that the original intent for the $6 million was to provide improvements
to the former Celebrity Bistro site to make it operational again. Vice Chairman
Corcoran inquired about the flooring in the main terminal. Mr. Barrett said that he didn’t
have a definitive answer in regard to the existing flooring in the main terminal, and he
said that staff believes that there could be terrazzo under the carpet. Vice Chairman
Corcoran asked if there was any merit in looking at bringing that type of flooring back.
Mr. Barrett said that there have been discussions about bringing back the terrazzo
flooring. Vice Chairman Corcoran referred to the 5-year investment options
spreadsheets, and he asked the Commissioners to circle four of the line items that
they felt were the most important.
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6.E 2028-2032 Investment Options
Vice Chairman Corcoran asked if the investments listed were wish list investments or
were they mandatory investments, and he asked for staff to explain which investments
would be hardwired in and which ones had more flexibility or options. Mr. Barrett said
that the 5 to 10-year investments were a mix of mandatory and wish list investments,
and the 20-year investments would be mostly wish list investments.
Airport Administration Manager Carpenter reviewed the 2028-2032 investment
options, and she asked Airport Executive Director Barrett to provide a description for
the Inter-Modal Transportation Facility. Mr. Barrett said that a significant number of
airports have an Inter-Modal Transportation Facility and adding the facility to the
airport would be consistent with the City’s broader goal which is to have regional
transportation that could supply bus, rail or streetcar services, and other means of
transportation to the airport. Commissioner Hedrick noted that he believed that an
Inter-Modal Transportation Facility combined with the CONRAC was on the
Commission’s wish list.
Commissioner Feltman said that he felt that the Inter-Modal Transportation Facility
was an unfunded mandate, and he requested that staff conduct an analysis on the
benefits and costs for the airport. Commissioner Miller noted that there are State and
Federal grants available and that it is important for passengers to be able to get to the
airport without a car. Mr. Barrett said that the opportunity to provide additional
transportation capacity for the region and reduce carbon emissions is a component at
the City level, and he said there is a significant amount of grants that are coming out
from the Infrastructure Bill that also increases an airport’s ranking when the grant
funds are utilized. Commissioner Wiseman said that unless there is access to train or
light rail services, it may not make sense to have an Inter-Modal Transportation Facility
that only has buses. Mr. Barrett said that at least three of the PSP airlines have
indicated that as a part of their airline connection, they will be bussing their passengers
to other airports that PSP wouldn’t typically offer air service to and that it would be a
scenario where the airport would need a facility to accommodate that service.
Commissioner Breslin referred to the solar public parking investment option, and she
asked if there would be any grant incentives for investing in solar. Mr. Barrett said that
there wouldn’t be any grant incentives for investing in solar. Commissioner Payne
asked if there had been any studies done that would lead the airport staff to believe
that with the right solar service, the airport could provide free EV charging, or it could
reduce the airports electricity costs. Mr. Barrett said that studies have not been done
in the past, and he said that staff would be working on getting the necessary studies
done. Commissioner Payne asked if power storage would be included. Mr. Barrett
said that the airport staff would be planning for anything that could help the airport
become more sustainable. Commissioner Payne referred to the heat, he noted that it
was only going to get hotter, and he asked if there would be an added expense to
maintain the taxiways and runways because of climate change. Interim Operations
Manager Sanchez said that the airport’s pavement has held up well, and he said that
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staff does take into consideration the heat when rehabilitating or increasing the ramp
space.
6.F 2033-2042 Investment Options
Airport Executive Director Barrett reviewed the 2033-2042 investment options.
Commissioner Wiseman asked for Mr. Barrett to provide more detail on the Vertiport.
Mr. Barrett said that a vertiport is also known as Urban Air Mobility and that it is another
way to extend the transportation network by facilitating aircraft that are similar to
drones that carry passengers. Commissioner Payne noted that a Vertiport is for
electric aircraft, it’s known as Advance Air Mobility (AAM), the aircraft are battery
powered, they hold five to six people, and they are air taxi’s that go up to about 150
miles. He noted that the challenge would be to make it financially viable. Mr. Barrett
said that the FAA had recently released the standards for a Vertiport, and he said that
there are several airports in the United States that are working on adding a Vertiport.
Vice Chairman Corcoran referred to the 10 and 20-year investment options
spreadsheets, and he asked the Commissioners to circle four of the line items that
they felt were the most important. Vice Chairman Corcoran asked the Commissioners
to take 10 minutes to write down their feedback for the long-term investment options
which would be shared with the Commission during the summary discussion.
6.G Final Thoughts and Summary
Vice Chairman Corcoran said that it was obvious how much control the airlines have
over what happens with the capital budget, and he said that he believed that moving
to a hybrid use agreement should be a priority to allow for more flexibility which is
needed to accomplish what needs to be done for the airport. Vice Chairman Corcoran
said that he wasn’t sure that the airport was being creative enough in terms of the
future of customer experience, and how the airport could provide a state-of-the-art
customer experience moving forward. He said that he recognizes the importance of
the airport building out the staff infrastructure.
Commissioner Feltman referred to the negotiations with the airlines for a hybrid use
agreement, and the timeline for the negotiations. Mr. Barrett said that if all goes well,
it could be possible for the negotiations to be completed by the end of the calendar
year with implementation on July 1, 2023. Commissioner Feltman said that he agreed
with prioritizing the customer experience, and he agreed with Commissioner Payne’s
suggestion to create a matrix to track the investments. Commissioner Payne said that
the matrix would track if the investments were driving or increasing revenue, reducing
costs, improving the customer experience, maintaining compliance, or initiating
compliance, and if there is available funding.
Commissioner Burke said that he found that the airport staff and the Commission were
not that far off from each other in terms of priorities, he said that he agreed that the
hybrid use agreement is important to focus on, and he stressed the importance of
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having a liaison from the City to facilitate an open line of communication between the
Commission and the City. Commissioner Burke said that the airport staff is dedicated
and smart, and he said that he really appreciated all the work that went into today’s
meeting.
Commissioner Hedrick said that he agreed with the previous Commissioner’s
comments, he thanked the staff for the phenomenal presentation, he said that he
agreed that the Commission was more in line with the airport staff than what he
originally thought they were, and he said that he thought the meeting was great.
Commissioner Breslin said that she had come into the strategic planning session
knowing that it would be a good experience, and she said that she never imagined
how much would be covered and how well it would be explained to the Commission.
She said that the meeting did make her think differently about the priorities for the
airport, she thanked the airport staff, and she said that she believed that safety should
always be a priority.
Commissioner Miller said that he agreed that the airport should go to a hybrid use
agreement which should be a priority, he said that safety should be the number one
priority for the Commission and airport staff which he believes that it is. He said that
the airport needs to move into the future by looking at innovation, technology, and
automation, he said that he believed that the airport also needs to become more
involved in different aspects of community involvement which could include
transportation, a community room, and school tours. Commissioner Miller said that he
would like to see the airport integrated with the community so that the airport reflects
the community. He said that he believed that the Commission needed to be realistic
in the sense that the Commission is an advisory body and that the Commission would
always have to follow the goals, priorities and needs of the City Council, and he said
that he would like for there to be a formal way for the Commission to communicate
with the City Council. Commissioner Miller thanked Vice Chairman Corcoran and the
airport staff for putting on the strategic planning session, he said that this was the type
of training and learning that the Commission needs to help better advise the staff and
City Council, and he suggested that the Commission hold mini sessions each year.
Commissioner Adams said that he was made aware of the emphasis to have a master
plan so that the airport doesn’t have a hodgepodge approach, and he said that even
when there is a turnover of staff it is important to have a cohesive master plan to help
put everyone on the same path.
Commissioner Pye said that she agreed with Commissioner Adams, she said that the
Commission should hold a yearly strategic planning session that is scheduled around
the budget period so that the Commission can review the 5-year plan to see what was
completed or not completed. Commissioner Pye said that in regard to customer
experience, she has learned that it is important to listen to the ideas of the younger
generations, and she encouraged Deputy Director of Aviation, Marketing and Air
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Service Meier to continue working with Visit Greater Palm Springs President and CEO
Scott White on ways to improve the customer experience.
Commissioner Wiseman said that he felt that each of the Commissioner’s comments
were spot-on, and he said that he was struggling with having a clear vision on what
the airport was going to look like in 2042, he said that he felt that there was a clear
idea on what would be happening for the next five to ten years, and he said that the
meeting was extraordinarily helpful to understand where the airport is, where it is going
in the short-term, and how that informs the plan for the future.
Commissioner Budilo thanked the airport staff for doing a tremendous job, and he said
that he looks at the airport as the economic engine for the Coachella Valley which truly
drives tourism. He said that he represents the City of Indian Wells and that the City of
Indian Wells receives approximately 70% of its revenue from hotel transient
occupancy taxes, and he said that the airport plays a vital role for each of the cities.
Commissioner Budilo said that he believed that the airport was going to get the growth
that is anticipated much sooner than the Commission thinks, and that the airport needs
to be prepared for that growth. He said that the Commission should really start to think
more strategically about what has to been done, and to also start examining what
other opportunities there are for acquiring land. Commissioner Budilo said that he was
surprised by the pushback that the Commission was receiving from the City Council
with regard to having a liaison on the Airport Commission, he said that the airport is a
huge asset for the City, and he said that there needed to be changes made at the City
Council level.
Commissioner Payne said that he agreed with the Commissioner’s comments, and he
said that his observations were that the airport staff should revisit the airport’s
consultants, the airport should revisit going to a full compensatory use agreement so
that the airport can have full control to build what is needed, and he asked for a second
consideration around the landlord versus operator orientation. Commissioner Payne
said that the meeting had been a really good session, and he thanked Vice Chairman
Corcoran, Commissioner Hedrick, and the airport staff. Commissioner Payne referred
to building the airport staff, and he suggested that the thought process be about what
the airport wants to bring in, who are the best people that the airport can bring in, and
what skills are needed. Commissioner Payne said that he was in favor of having
monthly or quarterly in-person meetings.
Commissioner Feltman referred to the transition period between City Manager Ready
and City Manager Clifton, and he said that it was his understanding that there had
been an issue with other Commissions making policy and releasing information to the
press without the City Council’s permission and that there was a dissonance at that
time. Commissioner Feltman said that he believed that the City Council intended on
having City Manager Clifton work on fixing the issues with the Commissions, and he
said that he also believed that City Manager Clifton was not interested in receiving
input from the Commissions or the community. Commissioner Feltman said that he
believed that the Commission now has the opportunity to do the kinds of great work
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that had been done today and moving forward. He said that the Commission values
the staff and that there has been productive and collaborative conversations, and he
encouraged the Commission to communicate to the new City Council the type of
engagement that the Commission needs to have with the staff and the City Council
moving forward.
Vice Chairman Corcoran noted that the concept of design and art were a low priority
in all of the different options that the Commission reviewed, he said that he believed
that the Commission needs to pay attention to design and art and how the airport
looks. He said that the community has a passion and respect for architecture, and he
noted that the ticketing area was boring and that there was no color on the walls. Vice
Chairman Corcoran said that he didn’t see the City Council going in a different
direction from what was discussed by the Commission, and he said that he believed
that if the Commission were to take the discussion that they had today, they build an
effective long-term plan that’s bold, assertive, and aggressive and that is built around
a vision that includes great customer experiences, the City Council will be excited to
follow the Commission’s lead.
7. ADJOURNMENT:
ACTION: Adjourn the meeting. Moved by Commissioner Burke, seconded by
Commissioner Hedrick and unanimously approved noting the absence of
Commissioner Martin.
The Airport Commission adjourned at 5:21 P.M. to a Special Meeting on September 28,
2022, at 11:00 A.M.
Christina Brown
Executive Administrative Assistant
AIRPORT COMMISSION STAFF REPORT
DATE: NOVEMBER 22, 2022
SUBJECT: APPROVE TEN-YEAR CONCESSION AGREEMENTS FOR RETAIL
AND FOOD AND BEVERAGE SERVICES AT THE PALM SPRINGS
INTERNATIONAL AIRPORT
FROM: Harry Barrett, Jr., Airport Executive Director
SUMMARY
The Palm Springs International Airport propose s to recommend to City Council the
approval of (1) approve a ten-year concession agreement for retail with the option to
extend the term for one additional five -year period to The Marshall Retail Group, LLC
(MRG) and (2) approve a ten-year concession agreement for food and beverage with the
option to extend the term for one additional five-year period to Paradies Lagardére
@PSP, LLC (Paradies) at the Palm Springs International Airport (PSP).
RECOMMENDATION:
This action will recommend to City Council the following:
1.Approve the award of Concession Agreement for Retail to The Marshall Retail
Group, LLC for an initial ten-year term beginning December 12, 2022 through
December 11, 2032, with one, five-year extension option to be issued upon mutual
consent of the City and MRG and;
2.Approve the award of a Concession Agreement for Food and Beverage to Paradies
Lagardére @PSP, LLC for an initial ten-year term beginning December 12, 2022
through December 11, 2032, with one, five-year extension option to be issued upon
mutual consent of the City and Paradies.
BACKGROUND:
It has been over twenty years since PSP has undertaken a competitive solicitation
process for in-terminal food, beverage, and retail concessions. Given the length of the
incumbent concession agreements and with record volume of airport traffic at PSP in
2019, the City proceeded to develop a solicitation for new airport conc essions to attract
high quality and new concession venues at the Airport. However, the City’s solicitation
CONFIDENTIAL
ITEM 7.A
Airport Commission Staff Report
November 22, 2022 -- Page 2
Award Airport Concession Lease Agreements
The Marshal Group, LLC and Paradies Lagardére @PSP, LLC
was advertised on March 12, 2020 coinciding directly with the COVID-19 pandemic and
the immediate shutdown of all national air travel. Due to this fact, the City’s effort to solicit
a Request for Proposals (RFP) for new concessionaires was suspended. At PSP, the City
had two concessionaires, and on July 31, 2020, the food and beverage concessionaire
terminated operations leaving only the retail (news and gift) concessionaire.
On October 8, 2020, City Council approved an extension to the current concessions lease
agreement with Paradies which included an investment of over $512,000 to improve the
food and beverage spaces and continue operating the retail spaces. The lease agreement
was extended through April 30, 2023, to allow air travel and passenger traffic to gradually
increase.
At the Palm Springs International Airport Commission’s (Airport Commission) August 24,
2021, meeting, the City Manager provided an overview of the 2021 City Council Visions
Session and asked the Airport Commission to identify their top two goals/priorities for the
City Manager to present to the City Council. The Airport Commissioners voted the number
one priority was to develop the Concessions RFP and have it released in Q3 of 2022,
with the agreement awarded no later than Q4 of 2022.
Airport Staff and the Airport Commission worked together to review and modify the prior
RFP scope of services, evaluation criteria and goals for the food, beverage, and retail in-
terminal concession programs of the RFP. The following goals and objectives for the
Airport’s food, beverage, and retail in-terminal concessions program were developed:
1. Have in-terminal food, beverage, and retail concession facilities that reflect a high
quality of customer experience to align with the Coachella Valley’s reputation as a
world-class destination
2. Have a concessions program that articulates a local “sense of place”
3. Provide a mix of local, regional, and national food, beverage, and retail brands
4. Generate revenues to support the operation and maintenance of the Airport
5. Provide innovative facility designs that complement the mid-century modern
design of the Airport terminal; and
6. Provide uninterrupted service to the traveling public during all phases of the
renovation, modernization, and expansion of the Airport’s in -terminal food,
beverage, and retail concession program
Based on the establishment of these goals and objectives, the City issued a Request for
Proposal (RFP) on June 13, 2022.
STAFF ANALYSIS:
PSP developed the concessions spaces into five opportunities described below:
CONFIDENTIAL
Airport Commission Staff Report
November 22, 2022 -- Page 3
Award Airport Concession Lease Agreements
The Marshal Group, LLC and Paradies Lagardére @PSP, LLC
1. Retail - containing seven areas for retail stores located in the terminal processor,
regional concourse and both the upper and lower level of the bono concourse
2. Food and Beverage - containing five areas for food and beverage located in the
terminal processor, regional concourse and the upper level of the bono concourse
3. Blank Space 1 – located in the courtyard area and targeted to small businesses
4. Blank Space 2 – located pre security and targeted to small businesses
5. Blank Space 3 – located in the courtyard area and targeted to small businesses
An RFP (RFP 10-22) was initiated by the City’s Procurement & Contracting Department
on June 13, 2022, based on PSP and the Airport Commission specifications and goals.
Proposals were solicited directly via the City’s procurement vendor portal, PlanetBids and
advertised in The Desert Sun for a total of 14 weeks. A pre-proposal conference was held
on June 17th to engage the local community, regional and national brands. A site visit to
all the advertised locations, including the back of house of the former celebrity bistro and
catering kitchen in the terminal processer were completed. The turnout had over 46
participants primarily consisting of local businesses.
Three proposals were received for the retail concession package, two proposals were
received for the food and beverage package, no proposals were received for blank space
1, two proposals were received for blank slate no. 2 and no proposals were received for
blank space 3 by the September 22, 2022 deadline. The proposers are as follows:
Retail Food and Beverage Blank Slate No. 2
The Marshal Group, LLC Paradies Lagardére @PSP, LLC Mr. Craig Mann’s
The Hudson Group Retail, LLC SSP America, Inc. Vegan Cabana
Paradies Lagardére @PSP, LLC
The proposals received aligned with PSPs stated goals outline in the RFP for the airport’s
in-terminal food, beverage, and retail concessions program for the award of a
Concessions Agreement that provides travelers and guests contemporary food,
beverage, and retail concession products and services. Proposers responding to the RFP
were required to demonstrate their vision for the in -terminal food, beverage, and retail
concession programs at PSP, with an emphasis on local participation.
The evaluation committee, consisting of Senior Airport Staff, Planning, Visit Greater Palm
Springs and Steer Consulting evaluated the proposals against the evaluation criteria
outlined in the RFP which consisted of firm's experience, brands and concepts, facility
design, management, operations and transition plans, pricing and financials . The panel
conducted interviews with all respondents, evaluated the financial components and
produced its final score and ranking.
CONFIDENTIAL
Airport Commission Staff Report
November 22, 2022 -- Page 4
Award Airport Concession Lease Agreements
The Marshal Group, LLC and Paradies Lagardére @PSP, LLC
The following key facts and summary of the proposals submitted by MRG and Paradies
is presented to provide context and support for the recommendation of the evaluation
committee:
MRG:
Key facts
• Operates concession programs at 45 U.S. airports
• Over 38 years of experience in developing, managing, and operating concessions
programs
• Received Readers’ Choice, Best Airport Shop for Local Merchandise and Airport
Experience Conference, 2020 Best Overall Small and Best Travel Convenience
Retailer
Proposal
• Provides Airport Concessions Disadvantaged Business Enterprise (ACDBE)
participation of 20% (exceeding the Retail goal of 6.9%)
• Provides proposed annual percentage rent to the City based on a blended rate of
20% of gross sales which includes 24% for travel convenience and vending, 13%
for specialty retail and technology, 15% for duty free, coffee & ice cream truck and
7% for Apple products. The 20% percent rent compares favorably with the 12%
paid under the current contract.
CONFIDENTIAL
Airport Commission Staff Report
November 22, 2022 -- Page 5
Award Airport Concession Lease Agreements
The Marshal Group, LLC and Paradies Lagardére @PSP, LLC
• Invests $3.3 million in initial capital improvements (averaging at $735 per square
foot) to modernize PSP retail concession premises
• Midterm refurbishment is 15% of the initial investment for four locations
• Carrying products for over forty local vendors through partnerships and joint
ventures
• Estimated $19.1 million of concession fees to PSP over the term of the agreement
Paradies:
Key facts
• Operates concession programs at over 100 airports
• Over 62 years of experience in developing, managing, and operating concession
programs
• Extensive experience operating at the PSP
• Owner of the Vino Volo brand, which is an 11-time recipient of the Airport
Experience News award for the Food Operator with the Highest Regard for
Customer Service
Proposal
• Provides ACDBE participation of 10% (exceeding the food and beverage goal of
9.1%)
• Provides proposed annual percentage rent based on a blended rate of 13% of
gross sales which includes 15% for alcohol and 12% for food and beverage. This
compares favorably with the tiered percentages of gross receipts paid under the
existing contract, identified below:
CONFIDENTIAL
Airport Commission Staff Report
November 22, 2022 -- Page 6
Award Airport Concession Lease Agreements
The Marshal Group, LLC and Paradies Lagardére @PSP, LLC
Food and Beverage Sales Percentage Rent
Less than $1.5M 4%
$1.5M < $3.0M 6%
$3.0M < $5.0M 8%
$5.0M < $7.0M 10%
Greater than $7.0M 12%
• Invests $11.3 million in initial capital improvements (averaging at $783 per square
foot) to modernize PSP food and beverage concession premises.
CONFIDENTIAL
Airport Commission Staff Report
November 22, 2022 -- Page 7
Award Airport Concession Lease Agreements
The Marshal Group, LLC and Paradies Lagardére @PSP, LLC
• During phase 1 of construction, Paradies proposes to open a new location that has
been closed since the COVID-19 pandemic, which will add another dining option
for passengers
• Estimated $19.2 million of concession fees to PSP over the term of the agreement
• Three locations dedicated to local Palm Springs restaurants and two locations
dedicated to national brands
Discussion of Concessions Pre-Security
Since the introduction of Transportation Security Administration (TSA) security
checkpoints after the terrorist attacks of September 2011, passengers are keen to spend
their dwell time post-security. Similarly, there is limited demand for concessions pre-
security, however; the traveling passengers are not the only customers of pre-security
locations—meeters/greeters, well-wishers and airport employees are also regular
patrons. Despite this, demand for pre-security concessions is normally quite limited, and
this has been true at PSP as well.
For a variety of reasons, the concessions program before the TSA security checkpoint is
smaller than it was pre-pandemic. First, the expansion of the Ticketing Wing removed the
previous convenience retail shop, Desert News, which had generated about $500,000 in
sales in 2019. Then, after the pandemic caused the incumbent food and beverage
concessionaire to abandon its concession, the landside bar connected to the terminal
processor Celebrity Bistro and the pre-security Starbucks locations were closed.
Together, these two locations generated about $650,000 in sales in 2019. The former
Starbucks location was converted into a smaller space for automated Smart vending
machines, while the former bar, known as blank slate no. 2, remains closed. It is the
PSP’s intention to offer blank slate no. 2 at a later time; to one of the two proposed
concessionaires.
Upon completion of the evaluation process staff is recommending MRG as the highest-
ranking proposer for the retail concessions package. Staff is recommending Paradies as
the highest-ranking proposer for the food and beverage package. At this time staff is not
recommending any award for blank slate no. 2 as the proposers provided a suggestion
to fill the space, but the evaluation team concluded the concepts were not financially
viable for the pre-security location.
Therefore, Airport staff requests that Airport Commission recommend to City Council to
approve these Agreements.
FISCAL IMPACT:
All revenue received will be deposited into the Airport account 415.38105.
CONFIDENTIAL
Airport Commission Staff Report
November 22, 2022 -- Page 8
Award Airport Concession Lease Agreements
The Marshal Group, LLC and Paradies Lagardére @PSP, LLC
MRG is projected to provide approximately $1.73 million in concession fees to the City
through its in-terminal retail concession program during its first full year of operation. It is
further projected that MRG will generate approximately $19.1 million (not adjusted for
inflation) in concession fees to the City throughout the ten-year initial term of the retail
concessions agreement.
Paradies is projected to provide approximately $1.75 million in concession fees to the City
through operation of its in-terminal food and beverage concession program during its first
full year of operation. It is further projected that Paradies will generate approximately
$19.2 million (not adjusted for inflation) in concession fees during the ten-year initial term
of the food and beverage concession agreement.
If during any year during the term of the retail concession agreement or food and
beverage concession agreement either in-terminal concessionaire should underperform,
MRG and Paradies will be obligated to pay the City a Minimum Annual Guarantee (MAG)
concession fee of $750,000. If such underperformance were to occur during the entire
ten-year term of either the retail concession agreement or food and beverage concession
agreement, the MAG concession fee to the City would total $7.5 million each or $15.0
million combined.
Harry Barrett, Jr. A.A.E
Airport Executive Director
CONFIDENTIAL
CITY OF PALM SPRINGS
Financial Summary
Ending October 31, 2022
Fund 405 - Customer
Facility Charges
FY 22-23
Budget
FY 22-23
Actual
FY 22-23
% Of Budget
FY 21-22
Actual
FY 20-22 vs
FY 21-23
% Change
FY 20-21
Actual
FY 20-21 vs
FY 21-23
% Change
Operating Revenue 7,465,000 942,502 13%379,642 148%235,177 301%
Operating Expenditures 2,000,000 - 0%1,093 0%20,090 0%
Net Balance 5,465,000 942,502 17%378,549 149%215,087 338%
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
1
5,465,000
942,502
378,549 215,087
Fund 405 -Customer Facility Charges -Net Balance
FY 22-23
Budget
FY 22-23
Actual
FY 21-22
Actual
FY 20-21
Actual
11/14/2022
ITEM 9.B
Page 1 of 8
CITY OF PALM SPRINGS
Financial Summary
Ending October 31, 2022
Fund 410 - Passenger
Facility Charges
FY 22-23
Budget
FY 22-23
Actual
FY 22-23
% Of Budget
FY 21-22
Actual
FY 20-22 vs
FY 21-23
% Change
FY 20-21
Actual
FY 20-21 vs
FY 21-23
% Change
Operating Revenue 6,867,000 943,796 14%648,767 45%109,116 765%
Operating Expenditures 2,521,000 - 0%2,420 -100%2,420 0%
Net Balance 4,346,000 943,796 22%646,347 46%106,696 785%
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
Fiscal Year
4,346,000
943,796
646,347
106,696
Fund 410 -Passenger Facility Charges -Net Balance
FY 22-23
Budget
FY 22-23
Actual
FY 21-22
Actual
FY 20-21
Actual
11/14/2022Page 2 of 8
CITY OF PALM SPRINGS
Financial Summary
Ending October 31, 2022
Fund 415 - Airport
Operations &
Maintenance
FY 22-23
Budget
FY 22-23
Actual
FY 22-23
% Of Budget
FY 21-22
Actual
FY 20-22 vs FY
21-23
% Change
FY 20-21
Actual
FY 20-21 vs FY
21-23
% Change
Operating Revenue 41,069,398 7,439,613 18%6,399,842 16%5,556,260 34%
Operating Expenditures 33,880,956 7,401,683 22%6,368,088 16%5,811,433 27%
Net Balance 7,188,442 37,929 1%31,754 19%(255,173) -115%
CARES GRANT USED $5,078,179 *
7,439,613
6,399,842
5,556,260
16%
15%
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
FY 22-23 FY 21-22 FY 20-21
YTD Actual Revenue
7,401,683
6,368,088
5,811,433
16%10%
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
FY 22-23 FY 21-22 FY 20-21
YTD Actual Expenditures
11/14/2022Page 3 of 8
CITY OF PALM SPRINGS
Financial Summary
Ending October 31, 2022
Fund 415 - Airport
Operations &
Maintenance
FY 22-23
Budget
FY 22-23
Actual
FY 22-23
% Of Budget
FY 21-22
Actual
FY 20-22 vs FY
21-23
% Change
FY 20-21
Actual
FY 20-21 vs FY
21-23
% Change
Operating Revenue
Airline Revenue
Scheduled Landing Fees 3,340,000 519,521 16%612,677 -15%198,320 162%
Landing Fee Surcharge 1,783,000 294,293 17%359,086 -18%155,211 90%
Terminal Airline Space 2,094,000 672,471 32%670,579 0%649,887 3%
Terminal Usage Hold Room 1,034,000 232,139 22%263,441 -12%133,952 73%
Total Airline Revenues 8,251,000 1,718,425 21%1,905,782 30%1,137,369 68%
Non-Airline Revenue
*CARES Act 5,989,698 - 0%- 0%1,634,273 -100%
CRRSAA-Airport 1,100,000 - 0%- 0%-
CRRSAA-Concessions 4,800,000 - 0%- 0%-
Airfield Concessions 310,000 41,605 13%51,977 17%34,921 19%
Property Rental - Non Aviation 450,000 101,850 23%131,311 25%130,254 -22%
Land Rental 1,223,000 583,028 48%376,735 23%548,955 6%
Leased Parking 4,704,000 1,713,125 36%1,520,155 46%526,117 226%
Ariport Use Permits 75,000 6,254 8%14,760 12%6,618 -6%
Terminal Non-Airline Rental 1,741,300 507,528 29%218,612 22%195,135 160%
Advertising 400,000 88,723 22%101,259 40%61,920 43%
On Airport Rental Car 8,899,000 2,102,670 24%1,840,956 32%711,399 196%
Commerical Airport Fee 853,000 132,323 16%146,562 20%160,835 -18%
Taxi Access Fees 667,000 190,178 29%162,884 26%5,630 3278%
Customs 349,000 20,313 6%17,247 7%10,821 88%
All Other Revenue 1,257,400 233,592 19%(88,397) -5%392,016 -40%
Total Non-Airline Revenue 32,818,398 5,721,188 17%4,494,060 28%4,418,892 2%
Total Operating Revenues 41,069,398 7,439,613 18%6,399,842 5,556,260
*CARES Act - Expire 5/10/2024 -
Total Budget
*CARES Act
0%
CRRSAA-Airport
0%
CRRSAA-Concessions
0%Airfield Concessions
1%
Property Rental -Non Aviation
2%
Land Rental
10%
Leased Parking
30%
Ariport Use Permits
0%Terminal Non-Airline Rental
9%
Advertising
2%
On Airport Rental Car
37%
Commerical Airport Fee
2%
Taxi Access Fees
3%
Customs
0%
All Other Revenue
4%
AIRPORT OPERATIONS & MAINTENANCE REVENUE
11/14/2022Page 4 of 8
CITY OF PALM SPRINGS
Financial Summary
Ending October 31, 2022
Fund 415 - Airport
Operations &
Maintenance
FY 22-23
Budget
FY 22-23
Actual
FY 22-23
% Of Budget
FY 21-22
Actual
FY 20-22 vs FY
21-23
% Change
FY 20-21
Actual
FY 20-21 vs FY
21-23
% Change
Operating Expenditures
Airport Administration 6,296,049 1,239,623 20%1,069,477 20%965,855 28%
Airport Information Technology 16 0%- -
Airport Security 3,138,357 986,492 31%860,556 28%711,855 39%
Airside Operations 1,054,902 85,764 8%169,873 16%126,305 -32%
Airport Rescue - Fire 4,237,176 1,162,117 27%1,078,215 30%1,026,073 13%
Landside Operations 1,516,675 488,079 32%350,728 23%320,576 52%
Grounds Maintenance 662,081 158,020 24%96,856 13%68,578 N/A
Terminal Building Operations 7,032,956 2,068,754 29%1,583,561 24%1,464,021 41%
Passenger Boarding Bridges 2,790 0%- 0%- 0%
Bagagge Handling System 38,604 0%- 0%- 0%
Control Center Operations 4,285,199 1,072,872 25%1,062,123 26%1,025,415 5%
U.S. Customs 276,484 98,554 36%96,698 45%102,756 -4%
PERS Cost Recovery - - 0%- 0%-
Budget Transfer Out 5,381,078 - 0%
Total Operating Expenditures 33,880,957 7,401,683 22%6,368,088 24%5,811,433 10%
Operating Revenues in Excess of
Operating Expenditures 7,188,441 37,929 31,754 (255,173)
Airport Administration
17%
Airport Information
Technology
0%
Airport Security
13%
Airside Operations
1%
Airport Rescue -Fire
16%
Landside Operations
7%Grounds Maintenance
2%
Terminal Building Operations
28%
Passenger Boarding Bridges
0%
Bagagge Handling System
1%
Control Center Operations
14%
U.S. Customs
1%
PERS Cost Recovery
0%
AIRPORT OPERATIONS & MAINTENANCE EXPENDITURE
11/14/2022Page 5 of 8
CITY OF PALM SPRINGS
Financial Summary
Ending October 31, 2022
Fund 416 - Airport
Capital Projects
FY 22-23
Budget
FY 22-23
Actual
FY 22-23
% Of Budget
FY 21-22
Actual
FY 21-22 vs
FY 21-23
% Change
FY 20-21
Actual
FY 20-21 vs
FY 21-23
% Change
Operating Revenue 12,038,000 27,219 0%10,140,653 189%5,272,391 92%
Operating Expenditures 12,038,000 871,886 7%6,814,786 17%5,585,537 22%
Net Balance - (844,667) 3,325,868 (313,146) -1162%
(1,000,000)
(500,000)
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
3,325,868
(313,146)
Fund 416 -Airport Capital Projects -Net Balance
FY 22-23
Actual
FY 21-22
Actual
FY 20-21
Actual
11/14/2022Page 6 of 8
CITY OF PALM SPRINGS
Financial Summary
Ending October 31, 2022
CASH SUMMARY FY 22-23
Acutal
FY 21-22
Actual
FY 20-21
Actual
Fund 405 30,342,571 25,707,387 24,233,790
Fund 410 1,923,192 2,088,407 1,796,574
Fund 415 Unrestricted Sub-Total 12,542,781 10,283,986 5,546,203
Fund 416 6,454,200 6,347,637 9,055,397
30,342,571
1,923,192
12,542,781
6,454,200
25,707,387
2,088,407
10,283,986
6,347,637
24,233,790
1,796,574
5,546,203
9,055,397
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
Fund 405 Fund 410 Fund 415 Unrestricted
Sub-Total
Fund 416
Cash by Fund
FY 22-23
Acutal
FY 21-22
Actual
FY 20-21
Actual
11/14/2022Page 7 of 8
CITY OF PALM SPRINGS
Financial Summary
Ending October 31, 2022
Coronavirus Aid,
Relief, and Economic
Security Act (CARES)
-
Expires - May 10,
2024
Coronavirus
Response and Relief
Supplemental
Appropriations
(CRRSA)- Airport
Operations
Expires - April 14,
2025
Coronavirus
Response and Relief
Supplemental
Appropriations
(CRRSA)- Concessions
Expires - May 31,
2025
American Rescue
Plan Act of 2021
(ARPA) - Concession
Expires - May 31,
2025
American Rescue
Plan Act of 2021
(ARPA) - Airport
Operations
Expires - August
10, 2025
Bipartisan
Infrastructure Law
(BIL)*
Expires - 2027
Beginning Balance 11,067,877 4,783,916 280,390 1,121,560 10,791,632 5,100,000
Use as of 6/30/21 5,078,179 -----
Use as of 6/30/22 ------
Use as of 9/30/22 ------
Remaining Balance 5,989,698 4,783,916 280,390 1,121,560 10,791,632 5,100,000
$11,067,877.0
$4,783,916.0
$280,390.0
$1,121,560.0
$10,791,632.0
$5,100,000.0
Use as of 6/30/21
$5,078,179
Use as of 6/30/21
$-
Use as of 6/30/21
$-
Use as of 6/30/21
$-
Use as of 6/30/21
$-$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Grants -Remaining Balance
11/14/2022Page 8 of 8
I T E M 1 1 . A / AC 1 1 - 2 2 - 2 2 Page 1 | 3
ITEM 11.A - PAST CITY COUNCIL ACTIONS
Airport Commission Meeting of November 22, 2022
City Council Meeting of October 17, 2022:
1. CONSENT CALENDAR:
MOTION BY COUNCILMEMBER KORS, SECOND BY MAYOR PRO TEM GARNER,
CARRIED 5-0.
SUBJECT
FINDINGS TO CONDUCT CITY COUNCIL AND BOARD, COMMISSION, AND
COMMITTEE MEETINGS VIRTUALLY UNDER ASSEMBLY BILL 361
RECOMMENDATION:
Find that the City Council has considered the circumstances of the state of emergency
during a proclaimed state of emergency, and state or local officials have imposed or
recommended measures to promote social distancing, and as a result, the Palm Springs
City Council and all of Palm Springs Board, Commission, and Committee meetings will
be held by videoconference, in accordance with AB 361.
Attachments
Item 1A
The Palm Springs City Council and all of Palm Springs Board, Commission, and
Committee meetings will be held by videoconference, in accordance with AB 361.
City Council Meeting of October 27, 2022:
1. CONSENT CALENDAR:
MOTION BY COUNCILMEMBER HOLSTEGE, SECOND BY MAYOR PRO TEM
GARNER, CARRIED 5-0.
SUBJECT
FINDINGS TO CONDUCT CITY COUNCIL AND BOARD, COMMISSION, AND
COMMITTEE MEETINGS VIRTUALLY UNDER ASSEMBLY BILL 361
RECOMMENDATION:
Find that the City Council has considered the circumstances of the state of emergency
during a proclaimed state of emergency, and state or local officials have imposed or
recommended measures to promote social distancing, and as a result, the Palm Springs
City Council and all of Palm Springs Board, Commission, and Committee meetings will
be held by videoconference, in accordance with AB 361.
Attachments
Item 1A
I T E M 11. A / AC 1 1 - 2 2 - 2 2 Page 2 | 3
The Palm Springs City Council and all of Palm Springs Board, Commission, and
Committee meetings will be held by videoconference, in accordance with AB 361.
SUBJECT
INTRODUCTION OF AN ORDINANCE TO AMEND SECTION 16.36.020 OF THE
PALM SPRINGS MUNICIPAL CODE RELATING TO THE CONDUCT AND
APPEARANCE OF AIRPORT COMMERCIAL VEHICLE OPERATORS
RECOMMENDATION:
Waive the reading of the ordinance text in its entirety, read by title only, and introduce an
CALIFORNIA, AMENDING SECTION 16.36.020 OF THE PALM SPRINGS MUNICIPAL
OPERATORS.”
Attachments
Item 1D
SUBJECT
APPROVAL OF LICENSE AGREEMENT NO. A9239 WITH READY CREDIT
CORPORATION FOR THE OPERATION OF AN AUTOMATED PREPAID DEBIT
CARD DISPENSING MACHINE AT THE PALM SPRINGS INTERNATIONAL
AIRPORT
RECOMMENDATION:
1.Approve a License Agreement (A9239) with Ready Credit Corporation for the
operation of an automated prepaid debit card dispensing machine at the Palm
Springs International Airport for a three-year term beginning October 1, 2022,
through September 30, 2025, with two one-year extension options.
2.Authorize the Interim City Manager to execute all necessary documents.
Attachments
Item 1K
SUBJECT
AMENDMENT NO. 1 TO NON-EXCLUSIVE OPERATING AND LEASE AGREEMENT
NO. A9011 WITH COVID CLINIC, INC.
RECOMMENDATION:
1.Approve Amendment No. 1 to Agreement No. A9011 with Covid Clinic, Inc. to
address the business entity change from Covid Clinic, Inc. to Rume Health, LLC; the
relocation of their facility from the Airport holiday-overflow parking lot south of Kirk
Douglas Way to an Airport parking lot located west of E. Baristo Road effective
September 1, 2022; and the reduction in size of demised premises from 40,410
square feet to 15,387 square feet (sq. ft) and a reduction in rent from $12,392.40 per
month ($148,708.80 per year) to $4,723.80 per month ($56,685.60 per year).
Attachments
Item 1S
I T E M 11 . A / AC 1 1 - 2 2 - 2 2 Page 3 | 3
City Council Meeting of November 10, 2022:
1. CONSENT CALENDAR:
MOTION BY COUNCILMEMBER KORS, SECOND BY MAYOR PRO TEM GARNER,
CARRIED 4-0.
SUBJECT
FINDINGS TO CONDUCT CITY COUNCIL AND BOARD, COMMISSION, AND
COMMITTEE MEETINGS VIRTUALLY UNDER ASSEMBLY BILL 361
RECOMMENDATION:
Find that the City Council has considered the circumstances of the state of emergency
during a proclaimed state of emergency, and state or local officials have imposed or
recommended measures to promote social distancing, and as a result, the Palm Springs
City Council and all of Palm Springs Board, Commission, and Committee meetings will
be held by videoconference, in accordance with AB 361.
Attachments
Item 1A
The Palm Springs City Council and all of Palm Springs Board, Commission, and
Committee meetings will be held by videoconference, in accordance with AB 361.
SUBJECT
APPROVE AGREEMENT A9226 WITH AUDIO ASSOCIATES FOR AIRPORT PAGING
SYSTEM EXPANSION
RECOMMENDATION:
Approve Agreement A9226 with Audio Associates in the amount of $14,410 to expand
the paging system at Palm Springs International Airport.
Attachments
Item 1C
ITEM 11 .B / AC 1 1 -22-2 2 Page 1 | 1
ITEM 11.B - FUTURE CITY COUNCIL ACTIONS
Airport Commission Meeting of November 22, 2022
- November 28th: CLEAR – Lease Amendment
- November 28th: Ennis-Flint, Inc. – Purchase Agreement
- November 28th: Escobedo Enterprises – Maintenance Agreement
- December 5th: Hingewerks Commercial Doors – Maintenance Agreement
- December 5th: Ricondo & Associates – Agreement Amendment
- December 5th: Award of Concession Agreements
Palm Springs International Airport
MONTHLY PASSENGER ACTIVITY REPORT - 2022
2022 2021 % Change 2022 2021 % Change 2022 2021 % Change
January 118,204 39,614 198.4%119,184 39,468 202.0%237,388 79,082 200.2%
February 142,206 57,530 147.2%150,130 63,127 137.8%292,336 120,657 142.3%
March 202,993 107,577 88.7%200,890 106,900 87.9%403,883 214,477 88.3%
April 185,946 111,376 67.0%172,169 104,401 64.9%358,115 215,777 66.0%
May 123,736 92,820 33.3%109,503 81,715 34.0%233,239 174,535 33.6%
June 73,861 66,885 10.4%68,663 62,987 9.0%142,524 129,872 9.7%
July 68,071 65,869 3.3%65,593 63,594 3.1%133,664 129,463 3.2%
August 65,368 58,793 11.2%64,584 59,159 9.2%129,952 117,952 10.2%
September 79,599 65,682 21.2%83,235 70,984 17.3%162,834 136,666 19.1%
October 120,659 108,923 10.8%126,798 117,068 8.3%247,457 225,991 9.5%
November 135,677 -100.0%136,267 -100.0%- 271,944 -100.0%
December 136,897 -100.0%139,630 -100.0%- 276,527 -100.0%
Year to Date 1,180,643 1,047,643 52.3%1,160,749 1,045,300 50.9%2,341,392 2,092,943 51.6%
Enplaned Deplaned Total Passengers
Page 1 of 4
ITEM 12.A
Palm Springs International Airport
Best Month Comparison
ENPLANEMENTS
2018 2019 2020 2021 2022 Vs Best Mo
Jan 117,179 140,896 136,157 39,614 118,204 -16.1%
Feb 132,238 156,486 156,909 57,530 142,206 -9.4%
Mar 170,949 201,350 113,166 107,577 202,993 0.8%
Apr 144,608 160,452 5,811 111,376 185,946 15.9%
May 88,714 99,027 10,751 92,820 123,736 25.0%
Jun 48,620 55,385 14,827 66,885 73,861 10.4%
Jul 45,758 49,864 17,231 65,869 68,071 3.3%
Aug 41,838 48,112 18,389 58,793 65,368 11.2%
Sep 50,586 52,283 23,087 65,682 79,599 21.2%
Oct 79,568 84,627 41,597 108,923 120,659 10.8%
Nov 122,254 117,794 52,874 135,677 -100.0%
Dec 121,995 121,198 41,517 136,897 -100.0%
TOTAL 1,164,307 1,287,474 632,316 1,047,643 1,180,643 -8.3%
% Chg.10.39%10.58%-50.89%65.68%
TOTAL PASSENGERS
2018 2019 2020 2021 2022 Vs Best Mo
Jan 236,776 280,738 276,099 79,082 237,388 -15.4%
Feb 272,495 317,535 320,906 120,657 292,336 -8.9%
Mar 341,412 401,972 198,850 214,477 403,883 0.5%
Apr 267,638 304,855 10,082 215,777 358,115 17.5%
May 168,619 190,756 19,154 174,535 233,239 22.3%
Jun 94,024 105,350 28,748 129,872 142,524 9.7%
Jul 89,580 97,834 33,776 129,463 133,664 3.2%
Aug 85,548 97,941 36,482 117,952 129,952 10.2%
Sep 102,887 106,211 47,915 136,666 162,837 19.1%
Oct 167,459 177,363 88,777 225,991 247,457 9.5%
Nov 245,841 235,656 108,043 271,944 -100.0%
Dec 254,739 247,744 83,262 276,527 -100.0%
TOTAL 2,327,018 2,563,955 1,252,094 2,092,943 2,341,395 -8.7%
% Chg.10.81%10.18%-51.17%67.16%
Page 2 of 4
Palm Springs International Airport
ACTIVITY BY AIRLINE
OCTOBER 2022
(E & D)
AIRLINES 2022 2021 % Change 2022 2021 % Change 2022 2021 % Change Market Share
Air Canada 2,441 - 100.0%3,457 - 100.0%5,898 - 100.0%2.4%
Alaska 24,498 27,827 -12.0%25,939 29,232 -11.3%50,437 57,059 -11.6%20.4%
American 21,854 17,556 24.5%21,692 17,421 24.5%43,546 34,977 24.5%17.6%
Delta Air 1,928 2,325 -17.1%1,876 2,701 -30.5%3,804 5,026 -24.3%1.5%
Mesa (AA)1,589 2,126 -25.3%1,598 2,047 -21.9%3,187 4,173 -23.6%1.3%
SkyWest (Delta Connection)4,961 5,638 -12.0%5,199 5,833 -10.9%10,160 11,471 -11.4%4.1%
SkyWest (United Express)6,318 8,155 -22.5%6,691 8,653 -22.7%13,009 16,808 -22.6%5.3%
SkyWest (AA)2,248 5,124 -56.1%2,059 5,886 -65.0%4,307 11,010 -60.9%1.7%
Southwest Air 25,515 21,139 20.7%26,261 21,071 24.6%51,776 42,210 22.7%20.9%
United 16,786 9,390 78.8%16,902 9,907 70.6%33,688 19,297 74.6%13.6%
WestJet 7,500 5,298 41.6%9,164 9,525 -3.8%16,664 14,823 12.4%6.7%
Allegiant Air 1,530 968 58.1%1,908 1,005 89.9%3,438 1,973 74.3%1.4%
ExpressJet - 0.0%- 0.0%- - 0.0%0.0%
Flair 59 - 100.0%100 - 100.0%159 - 100.0%0.1%
JetBlue 213 973 -78.1%200 1,201 -83.3%413 2,174 -81.0%0.2%
MN Airlines (Sun Country)3,219 2,240 43.7%3,752 2,422 54.9%6,971 4,662 49.5%2.8%
Swoop Air - - 0.0%- - 0.0%- - 0.0%0.0%
Charters - 164 -100.0%- 164 -100.0%- 328 -100.0%0.0%
TOTAL 120,659 108,923 10.8%126,798 117,068 8.3%247,457 225,991 9.5%100.0%
Enplaned Deplaned Total
Page 3 of 4
Palm Springs International Airport
AIRCRAFT OPERATIONS 2022
2022 2021 vs. Prior 2022
ITINERANT AC AT GA MI AC & AT TOTAL TOTAL CHANGE GA/CIVIL %
Jan 2,851 1,276 1,953 72 4,127 6,152 4,948 24.3%31.7%
Feb 2,745 1,200 1,983 91 3,945 6,019 4,812 25.1%32.9%
Mar 3,405 1,465 2,245 77 4,870 7,192 5,703 26.1%31.2%
Apr 3,297 1,312 2,071 124 4,609 6,804 5,435 25.2%30.4%
May 2,327 777 1,483 105 3,104 4,692 4,431 5.9%31.6%
Jun 1,699 483 767 56 2,182 3,005 3,120 -3.7%25.5%
Jul 1,663 357 697 89 2,020 2,806 2,745 2.2%24.8%
Aug 1,663 391 735 64 2,054 2,853 2,661 7.2%25.8%
Sep 1,790 490 882 84 2,280 3,246 3,020 7.5%27.2%
Oct 2,194 748 1,067 125 2,942 4,134 4,881 -15.3%25.8%
Nov - - 6,287 #DIV/0!
Dec - - 5,773 #DIV/0!
TOTAL 23,634 8,499 13,883 887 32,133 46,903 53,816 12.3%29.6%
2022 2021
vs. Prior
Yr.2022
LOCAL CIVIL MI TOTAL TOTAL TOTAL CHANGE GA/CIVIL %
Jan 428 14 442 6,594 5,210 26.6%36.1%
Feb 214 30 244 6,263 5,108 22.6%35.1%
Mar 238 1 239 7,431 6,001 23.8%33.4%
Apr 218 1 219 7,023 5,665 24.0%32.6%
May 410 12 422 5,114 4,830 5.9%37.0%
Jun 90 2 92 3,097 3,704 -16.4%27.7%
Jul 96 4 100 2,906 3,075 -5.5%27.3%
Aug 264 16 280 3,133 2,844 10.2%31.9%
Sep 182 6 188 3,434 3,228 6.4%31.0%
Oct 115 10 125 4,259 5,543 -23.2%27.8%
Nov - - 6,651 #DIV/0!
Dec - - 6,278 #DIV/0!
TOTAL 2,255 96 2,351 49,254 58,137 8.9%32.8%
https://aspm.faa.gov/aspmhelp/index/OPSNET_Reports__Definitions_of_Variables.html
2022
2022
Page 4 of 4
Palm Springs International Airport
PASSENGER ACTIVITY REPORT - FISCAL YEAR COMPARISON
FY '22-'23 % CHANGE FY '21-'22 % CHANGE FY '20-'21 % CHANGE FY '19-'20 FY '22-'23 % CHANGE FY '21-'22 % CHANGE FY '20-'21 % CHANGE FY '19-'20 FY '22-'23 % CHANGE FY '21-'22 % CHANGE FY '20-'21 % CHANGE FY '19-'20
July 68,071 3%65,869 282%17,231 -65%49,864 65,593 3%63,594 284%16,545 -66%47,970 133,664 3%129,463 283%33,776 -65%97,834
August 65,368 11%58,793 220%18,389 -62%48,112 64,584 9%59,159 227%18,093 -64%49,829 129,952 10%117,952 223%36,482 -63%97,941
September 79,599 21%65,682 184%23,087 -56%52,283 83,235 17%70,984 186%24,828 -54%53,928 162,834 19%136,666 185%47,915 -55%106,211
October 120,659 11%108,923 162%41,597 -51%84,627 126,798 8%117,068 148%47,180 -49%92,736 247,457 9%225,991 155%88,777 -50%177,363
November -100%135,677 157%52,874 -55%117,794 -100%136,267 147%55,169 -53%117,862 - -100%271,944 152%108,043 -54%235,656
December -100%136,897 230%41,517 -66%121,198 -100%139,630 234%41,745 -67%126,546 - -100%276,527 232%83,262 -66%247,744
January -100%118,204 198%39,614 -71%136,157 -100%119,184 202%39,468 -72%139,942 - -100%237,388 200%79,082 -71%276,099
February -100%142,206 147%57,530 -63%156,909 -100%150,130 138%63,127 -62%163,997 - -100%292,336 142%120,657 -62%320,906
March -100%202,993 89%107,577 -5%113,166 -100%200,890 88%106,900 25%85,684 - -100%403,883 88%214,477 8%198,850
April -100%185,946 67%111,376 1817%5,811 -100%172,169 65%104,401 2344%4,271 - -100%358,115 66%215,777 #####10,082
May -100%123,736 33%92,820 763%10,751 -100%109,503 34%81,715 872%8,403 - -100%233,239 34%174,535 811%19,154
June -100%73,861 10%66,885 351%14,827 -100%68,663 9%62,987 352%13,921 - -100%142,524 10%129,872 352%28,748
YTD 333,697 -76%1,418,787 112%670,497 -26%911,499 340,210 -76%1,407,241 113%662,158 -27%905,089 673,907 -76%2,826,028 112%1,332,655 -27%1,816,588
ENPLANED PASSENGERS DEPLANED PASSENGERS TOTAL PASSENGERS
ITEM 12.B
AIRLINE ORIGIN 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa
Air Canada AC 1735 Toronto, ON, Canada 1137 1 1 1 1 1 1 1 1 1 1 1 1
Air Canada AC 1046 Vancouver, BC, Canada 1525 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3497 Boise, ID 1251 1 1 1 1 1 1
Alaska Airlines AS 3497 Boise, ID 1323 1 1 1 1 1 1
Alaska Airlines AS 3497 Boise, ID 1408 1 1
Alaska Airlines AS 2386 Everett, WA 1435 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 2207 Everett, WA 1642 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 796 Portland, OR 1018 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 349 Portland, OR 1337 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 349 Portland, OR 1412 1 1
Alaska Airlines AS 800 Portland, OR 1802 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3499 Portland, OR 1810 1 1
Alaska Airlines AS 3314 Portland, OR 2207 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3314 Portland, OR 2300 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 2354 San Francisco, CA 0940 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 2354 San Francisco, CA 1013 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 2354 San Francisco, CA 1020 1 1 1 1
Alaska Airlines AS 3402 San Francisco, CA 1258 1 1
Alaska Airlines AS 3402 San Francisco, CA 1303 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 2415 San Francisco, CA 1440 1 1 1 1
Alaska Airlines AS 3392 San Francisco, CA 1440 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3392 San Francisco, CA 1728 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3410 San Francisco, CA 1738 1 1
Alaska Airlines AS 3447 San Francisco, CA 1908 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3447 San Francisco, CA 1928 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3447 San Francisco, CA 2028 1
Alaska Airlines AS 3356 San Francisco, CA 2158 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3356 San Francisco, CA 2241 1 1 1 1 1 1 1 1
Alaska Airlines AS 3306 San Jose, CA 1327 1 1 1 1 1 1 1 1
Alaska Airlines AS 3431 San Jose, CA 1948 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 1372 Seattle, WA 0848 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 1372 Seattle, WA 1030 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 689 Seattle, WA 1118 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 690 Seattle, WA 1607 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 690 Seattle, WA 1610 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 691 Seattle, WA 1855 1 1 1 1 1 1 1 1
Alaska Airlines AS 691 Seattle, WA 1952 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 691 Seattle, WA 2022 1 1
Alaska Airlines AS 114 Seattle, WA 2238 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 114 Seattle, WA 2326 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Allegiant Air G4 296 Bellingham, WA 0942 1 1
Allegiant Air G4 296 Bellingham, WA 0946 1 1 1 1
Allegiant Air G4 296 Bellingham, WA 1046 1
Allegiant Air G4 296 Bellingham, WA 1546 1
Allegiant Air G4 301 Bellingham, WA 1626 1
Allegiant Air G4 274 Bellingham, WA 1754 1
Allegiant Air G4 301 Bellingham, WA 1754 1
Allegiant Air G4 1900 Bellingham, WA 1800 1
DECEMBER 2022 - PSP FLIGHT ARRIVALS
Airline
Code
ARVL
TIME
ARRIVALS - DECEMBER 2022 TRAVEL DATE
PUBLISHED FLIGHTS via DIIO as of 10/31/2022 - SUBJECT TO CHANGE - ALWAYS VERIFY WITH AIRLINES TO CONFIRM ACCURACY
Flight
Number
Page 1 of 8 DECEMBER 2022 - PSP AIRLINE SCHEDULES
ITEM 12.C
AIRLINE ORIGIN 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa
Allegiant Air G4 477 Des Moines, IA 0847 1 1
Allegiant Air G4 477 Des Moines, IA 1147 1
Allegiant Air G4 2059 Des Moines, IA 1147 1 1 1
American Airlines AA 3461 Austin, TX 1258 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 259 Chicago-O'Hare, IL 0915 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2880 Chicago-O'Hare, IL 1154 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2880 Chicago-O'Hare, IL 1158 1
American Airlines AA 2880 Chicago-O'Hare, IL 1159 1 1
American Airlines AA 2880 Chicago-O'Hare, IL 1216 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2673 Dallas/Fort Worth, TX 1000 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2679 Dallas/Fort Worth, TX 1003 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2934 Dallas/Fort Worth, TX 1349 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2373 Dallas/Fort Worth, TX 1356 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2373 Dallas/Fort Worth, TX 1358 1 1 1
American Airlines AA 2709 Dallas/Fort Worth, TX 2004 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2709 Dallas/Fort Worth, TX 2007 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2709 Dallas/Fort Worth, TX 2155 1
American Airlines AA 2015 Phoenix, AZ 1116 1
American Airlines AA 3002 Phoenix, AZ 1118 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 3306 Phoenix, AZ 1120 1 1
American Airlines AA 2015 Phoenix, AZ 1129 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 3085 Phoenix, AZ 1508 1
American Airlines AA 3085 Phoenix, AZ 1527 1 1
American Airlines AA 971 Phoenix, AZ 1558 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 971 Phoenix, AZ 1622 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 3085 Phoenix, AZ 2122 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 3085 Phoenix, AZ 2124 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Avelo Airlines, Inc.XP 182 Eugene, OR 1255 1 1 1 1 1 1 1 1 1
Avelo Airlines, Inc.XP 137 Redmond/Bend, OR 1250 1 1 1 1 1 1 1 1 1
Avelo Airlines, Inc.XP 149 Santa Rosa, CA 1620 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2306 Atlanta, GA 1222 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 1047 Minneapolis/St. Paul, MN 1051 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2521 Minneapolis/St. Paul, MN 1256 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 1587 Minneapolis/St. Paul, MN 1745 1 1 1
Delta Air Lines DL 2982 Minneapolis/St. Paul, MN 2016 1 1 1 1 1 1 1 1
Delta Air Lines DL 4018 Salt Lake City, UT 1158 1 1
Delta Air Lines DL 4018 Salt Lake City, UT 1202 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 3911 Salt Lake City, UT 1615 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 3911 Salt Lake City, UT 1652 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 4001 Salt Lake City, UT 2140 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 4001 Salt Lake City, UT 2150 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 4018 Salt Lake City, UT 1216 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2171 Seattle, WA 1415 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2171 Seattle, WA 1424 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2171 Seattle, WA 1440 1 1
Flair Airlines F8 700 Edmonton, AB, Canada 0955 1 1 1 1 1 1 1 1 1
Flair Airlines F8 198 Toronto, ON, Canada 1540 1 1 1 1 1
Flair Airlines F8 252 Vancouver, BC, Canada 1740 1 1 1 1 1 1 1 1
Airline
Code
Flight
Number
ARVL
TIME
ARRIVALS - DECEMBER 2022 TRAVEL DATE
Page 2 of 8 DECEMBER 2022 - PSP AIRLINE SCHEDULES
AIRLINE ORIGIN 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa
JetBlue Airways B6 1849 New York-JFK, NY 2042 1 1 1 1 1 1 1 1
JetBlue Airways B6 1849 New York-JFK, NY 2104 1 1 1 1 1 1 1 1 1 1 1 1
JetBlue Airways B6 1849 New York-JFK, NY 2107 1 1 1 1 1 1 1
Southwest Airlines WN 597 Dallas-Love, TX 1205 1 1 1 1 1
Southwest Airlines WN 2712 Denver, CO 0925 1 1 1 1 1 1 1 1
Southwest Airlines WN 850 Denver, CO 1500 1 1 1 1 1
Southwest Airlines WN 2817 Denver, CO 1545 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 1826 Denver, CO 1605 1 1 1 1 1 1
Southwest Airlines WN 3136 Denver, CO 1630 1 1 1 1 1 1 1 1
Southwest Airlines WN 1778 Las Vegas, NV 1010 1 1 1 1 1
Southwest Airlines WN 1778 Las Vegas, NV 1115 1 1 1 1 1 1 1 1
Southwest Airlines WN 1778 Las Vegas, NV 1120 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 2008 Las Vegas, NV 1545 1 1 1 1 1 1 1 1
Southwest Airlines WN 1783 Las Vegas, NV 1725 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 1783 Las Vegas, NV 1730 1 1 1 1 1 1
Southwest Airlines WN 2102 Las Vegas, NV 2050 1 1 1 1 1
Southwest Airlines WN 3358 Oakland, CA 1015 1 1 1 1 1 1
Southwest Airlines WN 3358 Oakland, CA 1020 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 1661 Oakland, CA 1025 1 1 1 1 1 1 1 1
Southwest Airlines WN 2374 Oakland, CA 1720 1 1 1 1 1 1 1 1
Southwest Airlines WN 497 Oakland, CA 2125 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 497 Oakland, CA 2135 1 1 1 1 1 1
Southwest Airlines WN 497 Oakland, CA 2140 1 1 1 1 1 1 1 1
Southwest Airlines WN 3166 Phoenix, AZ 0905 1 1 1 1 1 1
Southwest Airlines WN 3166 Phoenix, AZ 0910 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 2805 Phoenix, AZ 1315 1 1 1 1 1 1 1 1
Southwest Airlines WN 4842 Phoenix, AZ 1350 1 1 1 1 1
Southwest Airlines WN 256 Phoenix, AZ 1635 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 256 Phoenix, AZ 1645 1 1 1 1 1 1
Southwest Airlines WN 2772 Sacramento, CA 1105 1 1 1 1 1
Southwest Airlines WN 1163 Sacramento, CA 1210 1 1 1 1 1 1 1 1
Southwest Airlines WN 1163 Sacramento, CA 1220 1 1 1 1 1 1
Southwest Airlines WN 2772 Sacramento, CA 1225 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 2772 Sacramento, CA 1230 1 1
Southwest Airlines WN 2772 Sacramento, CA 1240 1
Southwest Airlines WN 3515 Sacramento, CA 2015 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 3314 Sacramento, CA 2030 1 1 1 1 1 1 1 1
Southwest Airlines WN 2642 San Jose, CA 1410 1 1 1 1 1 1 1 1
Southwest Airlines WN 597 San Jose, CA 1430 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 597 San Jose, CA 1455 1 1 1 1 1 1
Sun Country Inc SY 619 Minneapolis/St. Paul, MN 0756 1
Sun Country Inc SY 615 Minneapolis/St. Paul, MN 1116 1 1
Sun Country Inc SY 615 Minneapolis/St. Paul, MN 1146 1 1
Sun Country Inc SY 615 Minneapolis/St. Paul, MN 1201 1
Sun Country Inc SY 615 Minneapolis/St. Paul, MN 1216 1
Sun Country Inc SY 617 Minneapolis/St. Paul, MN 1547 1
Sun Country Inc SY 617 Minneapolis/St. Paul, MN 1721 1
Sun Country Inc SY 617 Minneapolis/St. Paul, MN 1726 1 1 1 1
Sun Country Inc SY 617 Minneapolis/St. Paul, MN 1731 1
Sun Country Inc SY 617 Minneapolis/St. Paul, MN 1736 1 1
Sun Country Inc SY 617 Minneapolis/St. Paul, MN 1741 1 1
Sun Country Inc SY 615 Minneapolis/St. Paul, MN 1746 1
Sun Country Inc SY 617 Minneapolis/St. Paul, MN 1746 1 1 1
Sun Country Inc SY 617 Minneapolis/St. Paul, MN 1748 1 1
Sun Country Inc SY 617 Minneapolis/St. Paul, MN 1753 1
Airline
Code
Flight
Number
ARVL
TIME
ARRIVALS - DECEMBER 2022 TRAVEL DATE
Page 3 of 8 DECEMBER 2022 - PSP AIRLINE SCHEDULES
AIRLINE ORIGIN 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa
United Airlines UA 2150 Chicago-O'Hare, IL 1112 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 1930 Chicago-O'Hare, IL 1202 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 320 Denver, CO 0918 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5577 Denver, CO 0927 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 1294 Denver, CO 1232 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 1294 Denver, CO 1235 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5560 Denver, CO 1531 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 282 Denver, CO 2023 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 282 Denver, CO 2026 1 1
United Airlines UA 282 Denver, CO 2052 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 282 Denver, CO 2115 1
United Airlines UA 5244 Houston-Intercontinental, TX 1127 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5244 Houston-Intercontinental, TX 1134 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5266 Houston-Intercontinental, TX 1945 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5266 Houston-Intercontinental, TX 1952 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 4634 Los Angeles, CA 0917 1
United Airlines UA 5801 Los Angeles, CA 2336 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2304 San Francisco, CA 1016 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2628 San Francisco, CA 1017 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2304 San Francisco, CA 1024 1
United Airlines UA 2304 San Francisco, CA 1029 1
United Airlines UA 788 San Francisco, CA 1436 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 1788 San Francisco, CA 1446 1 1
United Airlines UA 1788 San Francisco, CA 1452 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5280 San Francisco, CA 1452 1 1
United Airlines UA 5703 San Francisco, CA 1805 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5705 San Francisco, CA 2022 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1468 Calgary, AB, Canada 1209 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1474 Calgary, AB, Canada 1636 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1466 Calgary, AB, Canada 1956 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1484 Edmonton, AB, Canada 0927 1 1 1
WestJet WS 1484 Edmonton, AB, Canada 0957 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1484 Edmonton, AB, Canada 1012 1 1 1
WestJet WS 1722 Vancouver, BC, Canada 1222 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1726 Vancouver, BC, Canada 1321 1 1
WestJet WS 1726 Vancouver, BC, Canada 1521 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1344 Winnipeg, MB, Canada 0945 1 1 1 1 1
WestJet WS 1344 Winnipeg, MB, Canada 1513 1 1 1
Airline
Code
Flight
Number
ARVL
TIME
ARRIVALS - DECEMBER 2022 TRAVEL DATE
Page 4 of 8 DECEMBER 2022 - PSP AIRLINE SCHEDULES
AIRLINE DESTINATION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa
Air Canada AC 1734 Toronto, ON, Canada 1235 1 1 1 1 1 1 1 1 1 1 1 1
Air Canada AC 1047 Vancouver, BC, Canada 1615 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3491 Boise, ID 1335 1 1 1 1 1 1
Alaska Airlines AS 3491 Boise, ID 1450 1 1 1 1 1 1 1 1
Alaska Airlines AS 2134 Everett, WA 1020 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 2134 Everett, WA 1055 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 2134 Everett, WA 1100 1 1 1
Alaska Airlines AS 2134 Everett, WA 1215 1 1
Alaska Airlines AS 3315 Portland, OR 0600 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3315 Portland, OR 0730 1
Alaska Airlines AS 3315 Portland, OR 0900 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 356 Portland, OR 1105 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 357 Portland, OR 1705 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 357 Portland, OR 2050 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3312 San Francisco, CA 0815 1 1 1
Alaska Airlines AS 3312 San Francisco, CA 0825 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3312 San Francisco, CA 0900 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3312 San Francisco, CA 0910 1 1
Alaska Airlines AS 3367 San Francisco, CA 1000 1 1
Alaska Airlines AS 3367 San Francisco, CA 1005 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3367 San Francisco, CA 1035 1 1
Alaska Airlines AS 2414 San Francisco, CA 1100 1 1 1 1
Alaska Airlines AS 3367 San Francisco, CA 1100 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3402 San Francisco, CA 1345 1 1
Alaska Airlines AS 3407 San Francisco, CA 1345 1 1
Alaska Airlines AS 3410 San Francisco, CA 1345 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 2353 San Francisco, CA 1515 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 2137 San Francisco, CA 1520 1 1 1 1
Alaska Airlines AS 3382 San Francisco, CA 1520 1 1 1 1 1 1 1 1
Alaska Airlines AS 3356 San Francisco, CA 1810 1 1 1 1 1 1 1 1
Alaska Airlines AS 3356 San Francisco, CA 1820 1
Alaska Airlines AS 2353 San Francisco, CA 1950 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3346 San Jose, CA 0800 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 3306 San Jose, CA 0950 1 1 1 1 1 1 1 1
Alaska Airlines AS 145 Seattle, WA 0700 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 145 Seattle, WA 0800 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 1069 Seattle, WA 0945 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 684 Seattle, WA 1120 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 684 Seattle, WA 1215 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 685 Seattle, WA 1435 1 1 1 1 1 1 1 1
Alaska Airlines AS 685 Seattle, WA 1705 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 687 Seattle, WA 1900 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Alaska Airlines AS 687 Seattle, WA 1950 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Allegiant Air G4 297 Bellingham, WA 1027 1 1
Allegiant Air G4 297 Bellingham, WA 1031 1 1 1 1
Allegiant Air G4 297 Bellingham, WA 1131 1
Allegiant Air G4 297 Bellingham, WA 1631 1
Allegiant Air G4 297 Bellingham, WA 1711 1
Allegiant Air G4 278 Bellingham, WA 1839 1 1
Allegiant Air G4 278 Bellingham, WA 1845 1
Airline
Code
DEP
TIME
DEPARTURES - DECEMBER 2022 TRAVEL DATE
DECEMBER 2022 - PSP FLIGHT DEPARTURES
PUBLISHED FLIGHTS via DIIO as of 10/31/2022 - SUBJECT TO CHANGE - ALWAYS VERIFY WITH AIRLINES TO CONFIRM ACCURACY
Flight
Number
Page 5 of 8 DECEMBER 2022 - PSP AIRLINE SCHEDULES
AIRLINE DESTINATION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa
Allegiant Air G4 2102 Des Moines, IA 0932 1 1
Allegiant Air G4 438 Des Moines, IA 1232 1
Allegiant Air G4 2084 Des Moines, IA 1232 1 1
Allegiant Air G4 2102 Des Moines, IA 1232 1
American Airlines AA 3461 Austin, TX 1328 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 259 Chicago-O'Hare, IL 1009 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2880 Chicago-O'Hare, IL 1248 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2880 Chicago-O'Hare, IL 1249 1 1
American Airlines AA 2880 Chicago-O'Hare, IL 1333 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2425 Dallas/Fort Worth, TX 0600 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2673 Dallas/Fort Worth, TX 1050 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2679 Dallas/Fort Worth, TX 1053 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2934 Dallas/Fort Worth, TX 1449 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2373 Dallas/Fort Worth, TX 1456 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 3016 Phoenix, AZ 0640 1 1 1
American Airlines AA 3016 Phoenix, AZ 0655 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 3016 Phoenix, AZ 0957 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 2015 Phoenix, AZ 1206 1
American Airlines AA 2015 Phoenix, AZ 1229 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 3317 Phoenix, AZ 1236 1 1
American Airlines AA 5004 Phoenix, AZ 1236 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 971 Phoenix, AZ 1652 1 1
American Airlines AA 971 Phoenix, AZ 1654 1 1 1 1 1 1 1 1 1 1 1 1
American Airlines AA 971 Phoenix, AZ 1707 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Avelo Airlines, Inc.XP 183 Eugene, OR 1335 1 1 1 1 1 1 1 1 1
Avelo Airlines, Inc.XP 138 Redmond/Bend, OR 1700 1 1 1 1 1 1 1 1 1
Avelo Airlines, Inc.XP 150 Santa Rosa, CA 1330 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2306 Atlanta, GA 1332 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2943 Minneapolis/St. Paul, MN 0916 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 1047 Minneapolis/St. Paul, MN 1201 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2521 Minneapolis/St. Paul, MN 1356 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 3854 Salt Lake City, UT 0600 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 3854 Salt Lake City, UT 0603 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 4018 Salt Lake City, UT 1243 1 1
Delta Air Lines DL 4018 Salt Lake City, UT 1247 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 4018 Salt Lake City, UT 1301 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 3911 Salt Lake City, UT 1700 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 3911 Salt Lake City, UT 1737 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2171 Seattle, WA 1520 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2171 Seattle, WA 1524 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Delta Air Lines DL 2171 Seattle, WA 1535 1 1
Flair Airlines F8 701 Edmonton, AB, Canada 1045 1 1 1 1 1 1 1 1 1
Flair Airlines F8 199 Toronto, ON, Canada 1630 1 1 1 1 1
Flair Airlines F8 253 Vancouver, BC, Canada 1825 1 1 1 1 1 1 1 1
JetBlue Airways B6 2050 New York-JFK, NY 2155 1 1 1 1 1 1 1 1
JetBlue Airways B6 2050 New York-JFK, NY 2159 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Airline
Code
Flight
Number
DEP
TIME
DEPARTURES - DECEMBER 2022 TRAVEL DATE
Page 6 of 8 DECEMBER 2022 - PSP AIRLINE SCHEDULES
AIRLINE DESTINATION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa
Southwest Airlines WN 1778 Dallas-Love, TX 1045 1 1 1 1 1
Southwest Airlines WN 1661 Denver, CO 1055 1 1 1 1 1 1 1 1
Southwest Airlines WN 2772 Denver, CO 1145 1 1 1 1 1
Southwest Airlines WN 2772 Denver, CO 1300 1 1 1 1 1 1
Southwest Airlines WN 2772 Denver, CO 1315 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 2642 Denver, CO 1445 1 1 1 1 1 1 1 1
Southwest Airlines WN 3398 Las Vegas, NV 0525 1 1 1 1 1
Southwest Airlines WN 1594 Las Vegas, NV 0945 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 2712 Las Vegas, NV 1000 1 1 1 1 1 1 1 1
Southwest Airlines WN 3358 Las Vegas, NV 1055 1 1 1 1 1 1
Southwest Airlines WN 951 Las Vegas, NV 1535 1 1 1 1 1
Southwest Airlines WN 2817 Las Vegas, NV 1615 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 3398 Las Vegas, NV 1620 1 1 1 1 1 1 1 1
Southwest Airlines WN 1826 Las Vegas, NV 1640 1 1 1 1 1 1
Southwest Airlines WN 2267 Oakland, CA 0520 1 1 1 1 1 1 1 1
Southwest Airlines WN 2267 Oakland, CA 0615 1 1 1 1 1 1
Southwest Airlines WN 2267 Oakland, CA 0620 1 1 1 1 1
Southwest Airlines WN 2267 Oakland, CA 0625 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 1778 Oakland, CA 1145 1 1 1 1 1 1 1 1
Southwest Airlines WN 256 Oakland, CA 1705 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 3136 Oakland, CA 1705 1 1 1 1 1 1 1 1
Southwest Airlines WN 256 Oakland, CA 1720 1 1 1 1 1 1
Southwest Airlines WN 43 Phoenix, AZ 0950 1 1 1 1 1 1
Southwest Airlines WN 3358 Phoenix, AZ 1055 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 597 Phoenix, AZ 1250 1 1 1 1 1
Southwest Airlines WN 2097 Phoenix, AZ 1350 1 1 1 1 1 1 1 1
Southwest Airlines WN 597 Phoenix, AZ 1525 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 597 Phoenix, AZ 1545 1 1 1 1 1 1
Southwest Airlines WN 2012 Sacramento, CA 0700 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 2012 Sacramento, CA 0730 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 4842 Sacramento, CA 1435 1 1 1 1 1
Southwest Airlines WN 1783 Sacramento, CA 1755 1 1 1 1 1 1 1 1
Southwest Airlines WN 1783 Sacramento, CA 1800 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 1778 San Jose, CA 1155 1 1 1 1 1 1
Southwest Airlines WN 1778 San Jose, CA 1205 1 1 1 1 1 1 1 1 1 1 1 1
Southwest Airlines WN 3429 San Jose, CA 1245 1 1 1 1 1 1 1 1
Sun Country Inc SY 620 Minneapolis/St. Paul, MN 0850 1
Sun Country Inc SY 616 Minneapolis/St. Paul, MN 1215 1 1
Sun Country Inc SY 616 Minneapolis/St. Paul, MN 1245 1 1
Sun Country Inc SY 616 Minneapolis/St. Paul, MN 1305 1
Sun Country Inc SY 616 Minneapolis/St. Paul, MN 1320 1
Sun Country Inc SY 618 Minneapolis/St. Paul, MN 1645 1
Sun Country Inc SY 618 Minneapolis/St. Paul, MN 1820 1
Sun Country Inc SY 618 Minneapolis/St. Paul, MN 1825 1 1 1 1
Sun Country Inc SY 618 Minneapolis/St. Paul, MN 1830 1 1 1
Sun Country Inc SY 618 Minneapolis/St. Paul, MN 1835 1 1
Sun Country Inc SY 618 Minneapolis/St. Paul, MN 1840 1 1 1
Sun Country Inc SY 618 Minneapolis/St. Paul, MN 1845 1 1
Sun Country Inc SY 616 Minneapolis/St. Paul, MN 1850 1
Sun Country Inc SY 618 Minneapolis/St. Paul, MN 1850 1
Airline
Code
Flight
Number
DEP
TIME
DEPARTURES - DECEMBER 2022 TRAVEL DATE
Page 7 of 8 DECEMBER 2022 - PSP AIRLINE SCHEDULES
AIRLINE DESTINATION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa
United Airlines UA 2179 Chicago-O'Hare, IL 1108 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2304 Chicago-O'Hare, IL 1110 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2304 Chicago-O'Hare, IL 1115 1
United Airlines UA 2304 Chicago-O'Hare, IL 1120 1
United Airlines UA 2441 Denver, CO 0530 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2441 Denver, CO 0540 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2441 Denver, CO 0550 1
United Airlines UA 4742 Denver, CO 0900 1
United Airlines UA 4689 Denver, CO 0916 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 1896 Denver, CO 1102 1 1
United Airlines UA 1896 Denver, CO 1107 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 587 Denver, CO 1332 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 587 Denver, CO 1334 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5521 Denver, CO 1615 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5501 Houston-Intercontinental, TX 0604 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5503 Houston-Intercontinental, TX 1217 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5503 Houston-Intercontinental, TX 1218 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5379 Los Angeles, CA 0601 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5997 San Francisco, CA 0800 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5297 San Francisco, CA 0958 1
United Airlines UA 5827 San Francisco, CA 1000 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 5827 San Francisco, CA 1018 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2070 San Francisco, CA 1210 1 1
United Airlines UA 2070 San Francisco, CA 1214 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2070 San Francisco, CA 1308 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2338 San Francisco, CA 1540 1 1
United Airlines UA 2338 San Francisco, CA 1545 1
United Airlines UA 1953 San Francisco, CA 1547 1 1 1 1 1 1 1 1 1 1 1 1 1 1
United Airlines UA 2338 San Francisco, CA 1548 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1467 Calgary, AB, Canada 0900 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1469 Calgary, AB, Canada 1305 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1475 Calgary, AB, Canada 1730 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1485 Edmonton, AB, Canada 1015 1 1 1
WestJet WS 1485 Edmonton, AB, Canada 1105 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1723 Vancouver, BC, Canada 1310 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1727 Vancouver, BC, Canada 1410 1 1
WestJet WS 1727 Vancouver, BC, Canada 1610 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
WestJet WS 1345 Winnipeg, MB, Canada 1035 1 1 1 1 1
WestJet WS 1345 Winnipeg, MB, Canada 1620 1 1 1
Airline
Code
Flight
Number
DEP
TIME
DEPARTURES - DECEMBER 2022 TRAVEL DATE
Page 8 of 8 DECEMBER 2022 - PSP AIRLINE SCHEDULES
ITEM 13 .A / AC 1 1 -22-2 2 Page 1 | 1
ITEM 13.A - FUTURE COMMITTEE MEETINGS
Airport Commission Meeting of November 22, 2022
Date Time Committee
December 14, 2022 10:00 A.M. Operations, Properties and Facilities Committee
January 19, 2023 4:00 P.M. Noise Committee
TBD TBD Budget and Finance Committee
TBD TBD Ad Hoc Landscape Committee
TBD TBD Marketing and Business Development Committee