6 8 12 FBORFP NationalFlightline

Confidential Information Removed or Redacted
June 2012
A Proposal in Response to: The City of St Petersburgs solicitation for
Fixed Base Operator Services at Albert Whitted Airport
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Table of Contents
Section 1: Introduction ................................................................................................................................. 4 Section 2: Proposal ....................................................................................................................................... 6 2.1 Background ......................................................................................................................................... 6 2.2 General (RFP Section V; A) .................................................................................................................. 6 2.3 Financial Fitness (RFP Section V; B)..................................................................................................... 7 2.4 Business Plan (RFP Section V; C) ......................................................................................................... 8 2.5 Physical Requirements (RFP Section V; D) ........................................................................................ 23 2.6 Exceptions (RFP Section V; E) ............................................................................................................ 24 Section 3: Appendices ................................................................................................................................. 26 APPENDIX A: Articles of Incorporation ....................................................................................................... 27 APPENDIX B: Year-1 Operating Budget ....................................................................................................... 31 APPENDIX C: National Flightline LLC, Financial Information ....................................................................... 33 APPENDIX D: Subcontracted aircraft maintenance .................................................................................... 43 APPENDIX E: Subcontracted flight school operations................................................................................. 49 APPENDIX F: Self fueling - Physical Requirements ...................................................................................... 50 APPENDIX G: National Flightline LLC, Board Members Bios .................................................................... 51 APPENDIX H: Letters of support.................................................................................................................. 64 APPENDIX I: Technical Management Consultant ........................................................................................ 69 APPENDIX J: Phillips 66 World Fuel Program .............................................................................................. 72
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Section 1: Introduction
Albert Whitted airport (AWA) is one of the country's best metropolitan airports. It has a rich heritage including Tony Janus first scheduled airline flight and is the birthplace of National Airlines. AWA is in close proximity to several of the Citys cultural attractions including the Dali museum, the Mahaffey Theater, the Museum of Fine Arts and more. Its location and easy access to downtown makes AWA a favorite destination for visiting pilots it has a strong record of bringing business to the City. AWA is a city amenity that provides enrichment to our community. From outreach activities, to job creation and education, our airport can be an effective centerpiece for St. Petersburg. For example, the airport is home to the Experimental Aircraft Associations (EAA) Chapter 47 which, through its Young Eagles program, provides a flight exper ience for 8 thru 17 year-olds. Young Eagles encourages students to pursue aviation and aerospace sciences as a career. Further, AWA houses several businesses (e.g. retailer pilotmall.com is headquartered at AWA) that directly employ dozens and indirectly provide hundreds more jobs in the City. AWA is important to the future of St. Petersburg and there is considerable untapped potential for additional growth and impact to the City as well as the Tampa Bay region. Because of its proximity to research facilities such as the University of South Florida, the All Childrens - Johns Hopkins medical complex, SRI International, Florida Fish and Wildlife Commission, the United States Geological Service and others, AWA can play an important role. From supporting environmental research, (e.g. oil spill monitoring) to supporting development of the next-generation autonomous aircraft, AWA has the potential to significantly contribute to tourism, job creation and education over the next decade. Specifically: 1) AWA already has an on-site business that directly supports the activities of Special Operations Command (SOCOM) at MacDill Air Force Base in Tampa (this business maintains and operates autonomous aircraft for the Government, a business that holds potential for significant expansion given an appropriate airport environment); 2) AWA has been an attractant for programs such as Cousteau Divers and Albert Whitted Airport Preservation Societys STEM education outreach programs; and 3) AWA has been used to deploy aircraft to overfly science instruments operating in the Gulf of Mexico. To leverage this precious resource and ensure that AWA generates the most benefit to the City, we need a new approach. This approach must include a forward-looking vision that considers the pressures on aviation (like rising costs for fuel, pilot training, insurance etc.) The approach must include a diligent effort to maximize the airport amenity holding community events, implementing education opportunities (STEM), attracting new (airport) businesses, attracting tourists, and bringing together City policy makers, economic development entities, local businesses and education/research institutes. The approach must include diligent effort to maximize efficient operations of the airport airport line services, efficient fuel operations, uniform hangar and facility leasing (important to ensure Page 4 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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compliance with FAA regulations), safety training and safety systems, and contingency for unattended-hours operations. And finally, the approach must diligently look forward and act proactively rather than reactively to the changing business landscape. The benefit to the City is multi-faceted: 1) in the near-term, the FBO will be operating in the black and will exercise diligence in airport operations - this will allow improving services for less cost; and, 2) marketing and promoting of the airport to aviation enthusiasts across the United States, this to the benefit of the City and its cultural and business community. In the long-term, the FBO will expand its business through several avenues: 1) increased fuel sales; 2) aviation (and related) education; 3) aircraft sales (new light-sport category); 4) aviation related events, and 5) promoting new aviation businesses, e.g. autonomous aircraft training, system development, and deployment services. National Flightline LLCs board is composed of a local group of successful, visionary businessmen and aviation enthusiasts with a passion for St. Petersburg and AWA. The group has developed a strategy and vision for the airport that incorporates the best interest of the community, the airport and the City of St. Petersburg. Our initial vision includes the following goals: 1) optimize operations and improve service - we will look to optimize the operations of the airport with a focus on efficiency and service creating a culture that fosters engagement from the pilots and community; 2) implement self-fueling unlike the vast majority of general aviation airports, AWA has no self-fueling capability. AWAs fuel sales have sharply declined over the past few years and we know through surveys that 40% of AWAs pilots fuel at other locations presumably for price and convenience. In addition to creating more revenue, self-fueling brings the following benefits to the airport: increases operations by attracting aircraft from other airports, keeps pilots based at AWA here for fuel purchases, diversifies fuel choices, e.g. mogas, in addition to AVGAS and JET-A, provides an independent fuel supply system as a back-up to the existing fuel farm, and, it provides options for implementing next-generation aviation fuels. 3) drive the community-event functionality of AWA - the historic Hangar 1 and the terminal building offer the opportunity to utilize the airport as a community venue for events and other revenue-generating initiatives outside of the Grand Prix; 4) develop a Flight Education & Community Center - in cooperation with the City of St. Petersburg, local schools and nonprofit organizations we plan to bring more youth-oriented activities to the airport and create engagement and revenue as well as support STEM education; 5) commercial hangar remodel - remodeling the existing hangar #1 to allow more space for both aircraft storage and new business. The additional space will open the opportunity for new businesses and will enable partnerships with USF and other local research centers which will in turn create value in new ways for the City; and, 6) support extending a runway at AWA to permit executive jet traffic in St. Petersburg. This will drive the broader understanding of the value of a runway extension and will promote a balanced strategy to be determined in partnership with the City, Federal agencies, and the local business community. Page 5 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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Section 2: Proposal
2.1 Background
The current FBO business operates as a for-profit entity. Any for profit business has as its focus the generation of revenue for profit. In most cases, competition drives efficiency as the threat of business failure is always present, i.e. operate more efficiently and provide more value than the competition or go out of business. In the case of AWA, there is only one FBO thus competition does not exist, i.e., there is no driving reason for the FBO to operate any more efficiently than the minimum required to stay in business and turn a comfortable profit. The end result is that the FBO creates less than optimal value. In the case of St. Petersburg and AWA, minimal value is provided to the City, minimal value is provided to the community and minimal value is provided to airport tenants. In the absence of competition, a different business model would better serve to create value to all three. The business plan described herein presents a model that incents the FBO to bring more business to AWA, promote AWA, leverage AWA as an amenity and expand AWAs economic impact all while providing maximum return to the City. This model will create far more near-term and long-term value than any business-as-usual approach.
2.2 General (RFP Section V; A)

a. Corporate owners and officers: i. National Flightline LLCs board of directors: See Appendix G: National Flightline LLC, Board Members Bios, for a list of the board of directors and details on each. b. Address and point of contact: National Flightline LLC 1010 Central Avenue, #114 St. Petersburg, FL 33705 Michael Terlaak 818 383 5593 c. Brief history of the company: i. National Flightline LLC is a new company with a highly experienced board of directors. d. Description of the responders entity and identification of all parties: Page 6 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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i. National Flightline LLC is a new company; its sole purpose is operating the FBO at AWA. The company is structured around an LLC business model having a 7-member board of directors. The board has been selected from a local group of business leaders, each being a stakeholder in the future of AWA either as a tenant or significant user. See Appendix G: National Flightline LLC, Board Members Bios, for a full description of each member of the board of directors. e. Documentation that indicates the organization is active and in good standing: i. National Flightline LLC is a new company. Attached are the articles of incorporation in the State of Florida. See Appendix A: Articles of Incorporation and Appendix C: National Flightline LLC, Financial Statement. f. Airport references identify airport ownership contacts at current or former airports: i. N/A no principals in the company currently have (or have had) ownership in an airport entity.
2.3 Financial Fitness (RFP Section V; B)

a. Summary financial documentation for National Flightline LLC i. Financial statements for the past 2-years: National Flightline LLC is a new company thus financial statements for the past 2 years are not available; see Appendix C: National Flightline LLC, Financial Information. ii. Current credit report for each party having financial interest: The source of backing funds for National Flightline LLC is private equity. The investors extend beyond those listed as the company principals and have requested to remain anonymous. See iii below. iii. Provide evidence of financial capacity to meet start-up needs: National Flightline LLC is a new-start that is financially backed by private investors. Appendix C: National Flightline LLC, Financial Information, indicates our current financial status. If selected, initial equity (as well as expected additional investments) will be used to cover initial start-up costs including: fuel, first-month salaries, equipment acquisition / lease, promotional and communications materials, insurance premiums, and accounting and other professional services costs associated with initial operations. Reference Appendix B, Year-1 Operating Budget, for more detail. iv. National Flightline LLC, and any entity that the National Flightline LLC has any interest in, is current in all obligations or agreements with the City with the exception of any disputed amounts existing as of April 5, 2012.
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2.4 Business Plan (RFP Section V; C)

a. General. National Flightlines strategy is to serve as an FBO-services management company that is overseen by an experienced board of directors. We will subcontract to best-of-breed operators to ensure optimum support of the secondary FBO functions; both the flight school / aircraft rentals and aircraft maintenance services. b. Operations (Section V; C.1) i. Commercial and GA aircraft fueling (Section II; 1): Fueling operations will be consistent with both National Air Transportation Associations (NATA) Safety 1st program and recommended procedures from the fuel supplier. National Flightline LLC will seek to gain approvals for military refueling operations as needed or dictated by DoD safety guidelines. National Flightline LLC will maintain capability, and an inventory of appropriate equipment and supplies, for on-site minor fuel spill response. Safety procedures compliant with relevant NFPA and HAZMAT guidelines will be emplaced for appropriate response in the case of substantial fuel spill. ii. Aircraft storage and overnight parking (Section II; 2): National Flightline LLC will emplace and follow a formal procedure for safe aircraft storage and overnight parking using existing tie-down areas, hangars and ramps. iii. Aircraft ramp services (ramp / tie-downs, tow-in/out services, etc.) (Section II; 3): National Flightline LLC will provide tie down, tow-in and tow-out services including options for after-hours services. iv. ** Maintenance, repair and servicing of aircraft (Section II; 4): Aircraft maintenance and repair, along with the associated parts inventory, are required by the Citys FBO Minimum Standards. National Flightline LLC will subcontract maintenance services to a third party see Appendix D: Subcontracted Aircraft Maintenance. The subcontracted maintenance entity will furnish all training, tools, equipment and parts inventory to provide reliable, full- service aircraft maintenance from the start of operations. Service hours will be from 08:00 to 16:00 weekdays, with callout and emergency service available. It is anticipated that to accommodate the expanded aircraft maintenance needs of FBO and flight school operations, the subcontracted entity will assess the employees of the current FBO and retain as many as possible. Employees of the current FBO will be measured against current industry standards for competence-in-field of services, quality of work, professionalism and business efficiency. Staff adjustments will be made in accordance with the results of the assessment. v. Management [day-to-day] of ramps, tie-downs, oil-repository, [and publically accessible areas]. (Section II; 5,7): Day-to-day management of the tie-downs and ramp area will be overseen by a shift manager. The shift manger has full responsibility for directing line operations, attending to operations needs, and interfacing with the customer. Standard operating procedures will be established to ensure that publically Page 8 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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vi.
vii.
viii.
ix.
accessible areas have been checked at the beginning of each shift this to check for cleanliness, proper operation of equipment, adequate supplies are available and any other attention that might be needed and/or addressed. A standard operating procedure will be emplaced to ensure that the oil-repository is monitored at weekly intervals minimum, and cleaned and/or emptied in accordance with City established guidelines for used oil removal/disposal. Operation of the airport fuel farm handling and delivery of aviation fuel products (Section II; 6): National Flightline LLC intends that each of its line personnel is fully-certified as a Professional Line Service Technician (PLST) by NATAs Safety 1st program. This training will include safety training, proper-equipment-use training, proper handling of aircraft fuel systems, and proper aircraft positioning for fueling operations (e.g. conforming to established City safety guidelines, i.e. not fueling an aircraft while hangared.) Emergency services to include: 1) towing disabled GA aircraft; and, 2) other services as proposed (Section II, 8): National Flightline LLC will provide emergency towing service for disabled aircraft on a 24 hours-perday, 7 days-per-week basis. Distressed aircraft needing assistance during times outside of normal FBO operating hours must contact National Flightline LLC via a posted contact telephone number. Additional services, such as aircraft storage and/or local transportation will be provided as needed and appropriate on a case-by-case basis. ** Flight school: flight instruction & aircraft rentals, personnel, aircraft and equipment. (Section II; 9, 10, 11): National Flightline LLC will subcontract flight school operations to a third party. The subcontracted flight school must meet the minimum requirements outlined in the RFP. National Flightline LLC has entered into initial discussions with a successful regional flight training school for operation of the flight school at AWA; see Appendix E: Subcontracted flight school operations. Full and formal subcontracting negotiations will commence upon acceptance of the National Flightline LLC proposal by the City. Minimum proposed hours of operation (Section II; 12): 1. National Flightline LLC will provide on-site personnel to operate and provide FBO services on the following schedule ; see Table 1 below.
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Fuel and line services Maintenance (as provided through subcontract)
Flight School (as provided through subcontract)
Courtesy shuttle / transportation
7am 9pm daily, on call otherwise 8am 4pm weekdays, on call otherwise with exception of commonly recognized holidays 7am- 7pm daily, by arrangement otherwise with exception of commonly recognized holidays 7am 9pm daily. By arrangement otherwise
Table 1: General FBO operating schedule. x. Other customer amenities and services (Section II, B): 1. Flight planning facilities including weather and flight service access 2. Pilot lounge (shower planned) 3. Courtesy transportation and taxi-call service 4. Coffee, snacks, vending and complimentary beverages 5. Aircraft cleaning (interior, windshield, etc.) 6. Baggage transport and/or storage and concierge services 7. Chart and pilot supplies sales 8. Wireless internet access 9. Copy and fax services 10. Tire-air, ground APU or jump services 11. Oxygen 12. First-aid services 13. Car rental and lodging arrangements b. Customer Service (Section V; C.2) i. Customer Service: National Flightline LLC staff will be trained and will feel confident to provide service to each customer in a manner that fits their unique needs. Ongoing staff training, individual customer data logs, thank you postcards, customer service comment cards, and inbound/outbound online requests will assist in providing exceptional service for all customers, crew and passengers.
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Leveraging decades of experience in customer service organizations, the management team of National Flightline LLC will provide exceptional customer service in all areas of AWA operations: On the line - Flight arrivals and departures will be assisted with trained, uniformed Line Service Technicians (LST). Line operations staff will meet all inbound aircraft, guide aircraft to parking areas using marshaling signals or lighted marshaling wands. After guiding each aircraft to an appropriate parking spot, the LST will wait for the engine and master switch to be shut off. LST will welcome aircraft occupants and provide complimentary water, unloading assistance, chocking and tie down of aircraft, fuel, and transportation to the terminal building or rental car area if needed. At the counter - Flight crews, pilots and passengers will be greeted by attentive, professional and uniformed Customer Service Representatives (CSR).The CSR will direct customers to the complimentary refreshments and assist with all customer request not handled outside, i.e. making arrangement for departures, offering additional National Flightline aircraft services and in-house accommodations such as high-speed wireless internet access, photocopy, mail, and fax service. A pilot shop will be available with charts, books, tools, accessories, AWA merchandise and snack items. Within Flight Training Operations - Although National Flightline LLC will subcontract Flight Training, National Flightline LLC will contractually ensure professional, courteous operations of the flight school. During Service and Maintenance - Although National Flightline LLC will subcontract aircraft maintenance, National Flightline LLC will contractually ensure professional, courteous operations of AWA maintenance facilities. c. Management (Section V; C.3): i. National Flightline LLC is overseen by an experienced board of directors. Included in the management team is an experienced FBO manager (consultant) with up-to-date FBO and aviation business leadership experience; see Appendix I: Technical Management Consultant. The proposed functional management structure includes two salaried positions: 1) General Manager; and 2) Assistant Manager. The remaining staff includes linesman and customer service positions that also support other administrative duties. The National Flightline LLC board of directors will guide the hiring process to ensure appropriate qualifications for all positions; see section 2.4.d of this proposal for detailed descriptions of responsibilities and qualifications for each position.
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The proposed management and staffing structure will allow for efficient operation of the FBO while providing consistent quality services. National Flightline LLC will offer competitive salaries and hourly pay rates based on Bureau of Labor Statistics or third-party regional salary survey data. Salaried positions include full benefits with vacation and health insurance. Part time employees will be eligible for company-provided health care benefits if or as required by Federal or State guidelines. The General Manager is the responsible individual for all operations of the FBO. This includes ensuring compliance with Federal, State and City requirements as well as day-to-day management oversight of: 1) tasking of all active staff; 2) safety of operations; 3) customer service; 4) public relations; 5) marketing activities; 6) fueling operations; 7) aircraft parking and tie-down; and, 8) terminal services. The Assistant Manager is responsible for assisting the General Manager in day-to-day operations of the FBO in addition to: 1) accounting; 2) front desk staff management; 3) inventory and ordering; 4) compliance issues; 5) creation, maintenance and training for standard operating procedures (SOPs); 6) overseeing support staff certifications and records; and, 7) human resources. Other staff includes: 1) Line Service Technician responsibility for directing aircraft on the ramp, parking, tie-down, towing and fueling operations, aircraft light cleaning, moving ramp equipment, policing the airport environment, and general FBO equipment maintenance and cleaning; and, 2) Customer Service Representative responsibility for interfacing with customers, greeting aircraft passengers, handling cash drawer, logging pilot and aircraft data, recording base operations data, general bookkeeping and day-to-day marketing. An efficient personnel schedule will be implemented. There will be a minimum of one Line Service Technician and one Customer Service Representative available during all business hours. Management-level authority will be present during all normal business hours. A sample operations schedule is shown below (Table 2):
GM AM CSR 1 CSR 2 LST 1 LST 2 LST 3
MO 8-5 8-5 4-9 7-10 7-12 12-5 4-9
TU 8-5 8-5 4-9 7-10 7-12 12-5 4-9
WD 8-5 8-5 4-9 7-10 7-12 12-5 4-9
TH 8-5 8-5 4-9 7-10 7-12 12-5 4-9
FR 8-5 8-5 4-9 7-10 7-12 12-5 4-9
SA
SU
2-9 7-3 7-12 12-5 4-9
2-9 7-3 7-12 12-5 4-9
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Table 2: FBO Staff weekly shift schedule. ii. Leased Premises (Section III, A) 1. Galbraith Terminal (Section III, A.1): The terminal building, as configured, will be utilized for office space, meeting rooms and operations staging for the line service technicians. National Flightline LLC has reviewed the current space configuration in the Galbraith Terminal building and envisions improving the efficiency in space usage while simultaneously creating new revenue generation opportunities. For example, retail sales for pilot supplies and general public consumables can easily be implemented. Further, restructuring rental car operations under the FBO would further increase efficiency in space utilization. National Flightline LLC also sees a reconfiguration of the current office space to better accommodate pilot and crew needs while not impacting business operations requirements of the FBO. These changes will allow the FBO to manage the available space more effectively to the benefit of the City, community and airport tenants. 2. Hangar 1 (Section III, A.2): As configured, the Hangar 1 facility is best suited for flight school operations and corporate (larger) aircraft storage. National Flightline LLC would maintain the current use-structure for Hangar 1, to include: sublease to the flight school, occasional subleasing of the open hangar space for community events, paint booth operations, general aircraft storage, and high-density aircraft storage in case of major storm events. National Flightline LLC will explore possible upgrades to Hangar 1 to accommodate new businesses as well as existing business expansion. 3. Hangar 2 (Section III, A.3): As configured, the Hangar 2 facility is best suited for aircraft maintenance. National Flightline LLC would maintain the current use-structure for Hangar 2, to include: sublease to the aircraft maintenance company, occasional subleasing of sections of the hangar space to accommodate larger aircraft storage, and high-density aircraft storage in case of major storm events. National Flightline LLC will explore possible upgrades to Hangar 2 to accommodate new businesses as well as existing business expansion. iii. Managed Premises (Section III, B) 1. Terminal Ramp (Section III, B.1): The terminal ramp includes approximately 15,700 sq/yds of ramp area and contains approximately twenty (20) tie-down spaces. National Flightline LLC will manage the daily operations on the terminal ramp, including: aircraft greeting and registration, aircraft parking Page 13 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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guidance, passenger loading/unloading assistance, overnight transient parking, and other common services. National Flightline will ensure that its staff is professionally trained to provide these services. National Flightline LLC will charge a one-time-per-use ramp fee for services rendered to arriving and departing aircraft see section 2.4.h for detailed rate schedule. 2. ** Tie-down management (Section III, B.2): National Flightline LLC will manage the majority of the tie-down areas on the airport. In addition to the tie-downs on the terminal ramp, there are approximately 67 additional tie-down spaces located at various areas on the airport. The tie-down surfaces include pavement, crushed asphalt and grass. National Flightline LLC will manage assignment of tie-down spaces, setting rates, and collecting rents. National Flightline LLC considers rule enforcement and compliance issues to be under the purview of the airport manager and/or City employee designee. National Flightline LLC will pay the City rent on a fixed, per occupied tie-down basis (excluding those located on the terminal ramp which is included in the terminal ramp rent). Specific tie-down assignments (transient vs. based aircraft) will be at the discretion of National Flightline LLC. National Flightline LLC will also have the discretion to set the daily, weekly and/or monthly tie-down fees charged to tie-down users. National Flightline LLC acknowledges that the City has the right to review the rates and can impose limitations if the rates charged if they are found to be un-reasonable. The rates set and tie-down lease amounts will be based on an independent survey of appropriate regional rates and will conform to FAA guidelines. National Flightline LLC will provide copies of tie-down rate schedules and policies, within 5 business days of written request from the City. 3. Fuel Farm (Section III, B.3): National Flightline LLC will provide for the operation, repair, replacement, maintenance, and management of the equipment and facilities located at the Fuel Farm, including: 1) maintaining, replacing and servicing of dispensing parts (i.e. pumps, hoses nozzles, filters and meters); 2) cleaning of the Fuel Farm Facilities, keeping drains clear of debris and daily checking for fuel leaks; 3) storing spill absorbent materials on site, in the container provided for that purpose and providing spill buckets at the back of the tanks; 4) permitting only FBO personnel trained in fueling operations (including, spill cleanup procedures) to dispense fuel; 5) promptly report all fuel spills to the Airport Managers Office; 6) remediate any adverse environmental condition caused by the FBO, whether occurring on the Fuel Farm or elsewhere on the Airport, due to the FBOs Page 14 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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fueling operation; and, 7) maintain an agreement with an environmental clean-up contractor, licensed for such activities in the state of Florida, capable of clean-up of a worst case spill event at AWA. 4. Waste Oil Repository (Section III, B.4): National Flightline LLC acknowledges the responsibility of the FBO to ensure that only used oil is deposited in the 250 gallon oil repository located adjacent to Hangar #2 and further acknowledges responsibility for providing for the regular disposal of deposited used oil in conformance with all applicable local, State and Federals laws and regulations. Any fees associated with removal of used oil from the waste oil repository are the responsibility of the City. 5. National Flightlines view of Rents and Fees see Appendix B in RFP (Section III, C): National Flightline LLC has carefully reviewed the Citys proposed hangar rent rates, fees, escalation policy, and management fee split. National Flightline LLC has identified several elements of concern relevant to these topics: 1) the Citys proposed fixed rent based on 100% occupancy does not address the potential for a significant reduction in hangar rentals; 2) the proposed hangar rates do not consider competitive rates available elsewhere in the Bay area, and thus potentially do not conform to the FAAs grant assurances per guidelines, e.g. AC 5190.6B; Chapter 9; and, 3) the escalation of hangar rents (by the FBO as approved by the City) of an arbitrary 3% per year does not appear to have basis in a real, documentable compensatory need, and thus also potentially does not conform to the FAAs grant assurances. It is clear that the fiscal viability of a successful AWA FBO is highly dependent on the revenue generated through hangar rent. National Flightline LLC suggests an alternate rents and fees model that: 1) implements an independent review of AWA hangar lease rates; 2) completes the due diligence to ensure conformance with grant assurances and guidelines outlined in FAA 5190.6B; and, 3) manages the T-hangar and Shade Shelter space against the revenue generated rather than a fixed rate. Active management of the hangar space is the best way to ensure maximum occupancy thus generation of maximum revenues. FBO-controlled rates will allow flexibly for the FBO to dynamically adjust rates and thus provide incentives (e.g. short-term rate reductions) to keep the hangars maximally occupied. As pressures increase on general aviation, cost savings trends will continue to drive tenants to other airports, not only for cheaper fuel, but also for lower-cost aircraft hangars our on-field surveys have already confirmed that some tenants have departed AWA for more favorable rates in Tampa. National Flightline LLC feels that Page 15 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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the City should carefully examine its rates to ensure compliance with FAA grant assurances. Further, National Flightline LLC suggests that the City emplace a new rate structure and management process that is designed to retain tenants, improve airport business and enhance competitiveness with other area general aviation airports. iv. Future leaseholder impacts including: 1) Terminal Hangar; 2) Taxiway a1 and South Apron; 3) Corporate Hangars/Office; and, 4) Albert Whitted Waste Water Treatment Plant are fully acknowledged herein. Further, impacts from the Grand Prix of St. Petersburg, airshows and other preplanned events are acknowledged. (Section III; G, H,I, and J) d. Personnel (Section V; C.4) i. Full time 1. General Manager Responsibilities: The General Manager will be responsible for the overall operations and the financial and legal management of the company. This position holds responsibility to ensure that all Federal, State and City requirements are complied with and has the ultimate authority for all FBO operations. The GM will oversee: 1) tasking of all active staff; 2)safety of operations; 3) customer service; 4) public relations; 5) marketing activities; 6) fueling operations; 7) aircraft parking and tie-down; and, 8) terminal services. Qualifications: The candidate should have a minimum of a Bachelors' Degree in business, aviation management, or the relevant equivalent degree and/or experience. The candidate must have at least 9 years of experience working in an aviation or aviation related position at an active airport and must have proven aviation-related skills in: 1) preparing operating budgets; 2) operations/staff management; 3) staff training; 4) airport marketing; and 5) public relations. 2. Assistant Manager Responsibilities: The Assistant Manager is responsible for assisting the GM in the day-to-day operations of the FBO. In addition, the Assistant Manager will be responsible for: 1) accounting; 2) front desk staff management; 3) inventory and ordering; 4) compliance issues; 5) creation, maintenance and training for standard operation procedures (SOPs); 6) overseeing support staff certifications and records; and, 7) human resources. Qualifications: The candidate should have a minimum of a Bachelors' Degree in business, aviation management, or the Page 16 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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relevant equivalent. The candidate must have at least 6 years of experience working in a business office or in a capacity having full responsibility for day-to-day business operations and must have proven skills in: 1) bookkeeping; 2) human resource recordkeeping and staffing; 3) implementation of staff and safety standards; 4) inventory, ordering and invoicing operations; and, 5) compliance ii. Part time 1. Line Service Technician Responsibilities: This position holds responsibility for: 1) directing aircraft on the ramp; 2) parking ; 3) tie-down; 4) baggage handling; 5) towing and fueling operations; 6) aircraft light cleaning; 7) moving ramp equipment; 8) policing the airport environment; and, 9) general FBO equipment maintenance and cleaning. Qualifications: The candidate should at a minimum hold a high school diploma or the equivalent. The candidate must have prior aviation line operations experience; NATA Safety 1st training is desired but not required. 2. Customer Service Representative Responsibilities: This position holds responsibility for ensuring that all customer needs are met immediately, with the highest of standards. This person will: 1) answer phones; 2) greet aircraft passengers; 3) cater to needs of guests (refreshments, auto rental, hotel arrangements, etc.); 4) handle cash drawer; 5) log pilot and aircraft data; 6) record base operations data; 7) conduct general bookkeeping; and, 8) meet marketing expectations on a daily basis. Qualifications: The candidate must hold at a minimum a high school diploma or the equivalent. Formal education and/or training in aviation business is desired. The candidate must have prior customer service work experience and show experience working with the public. The candidate must demonstrate fluent computer skills in MS Office applications and use of web-based applications. e. Marketing (Section V; C.5) i. National Flightline LLC will team with Phillips 66 Aviation. See APPENDIX J: World Fuel Services, for details on the Phillips 66 program. ConocoPhillips supports its dealer networks with innovative support programs such as credit card programs, Wingspoint rewards, Flight Explorer on-line Reporting Tool (capturing in-depth operator information, Page 17 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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discovering exactly who is flying into and out of any airport and marketing National Flightline directly to them. Flight Explorer will expand the customer base and open a host of new business opportunities.), PartnersInto-Plane specialists (promoting National Flightline to qualifying commercial and high-volume aircraft operators) and Phillip66 Aviation Coop Advertising and Support Program which provides reimbursements of 50 percent of approved expenses for advertising and services including: advertising and printed materials, uniforms, weather briefing equipment, line training and safety, credit card automation equipment, fuel testing equipment, NATA TM and State aviation dues, and aviation facilities upgrades. National Flightline LLC will budget a minimum of $10,000 per annum for marketing and will implement additional marketing initiatives. National Flightline LLC will: leverage the experience of its Board of Directors to create an extensive social media program for marketing both the airport and the City, create and maintain an up-to-date informational website, www.nationalflightline.com, proudly display a regularly updated brochure in the FBO and flight school, obtain business/corporate memberships and or associations, with the organizations listed below, to promote on-going marketing of AWA: 1) the St. Petersburg Chamber of Commerce; 2) the St. Petersburg Downtown Partnership; 3) AOPA; 4) the Experimental Aircraft Association; 5) the St. Petersburg Downtown Business Association; 6) Pinellas County Tourist Development Council; and, 7) the 99s, regularly update internet price tracking web sites such as AIRNAV, AOPA, FBOweb, 100LL, etc., publish relevant press releases to all local publications, national and regional aviation and trade publications, attend major industry conventions, promoting the airport and FBO, such as those sponsored by: National Business Aviation Association (NBAA), Florida Aviation Trade Association (FATA), and the Aircraft Owners and Pilots Association (AOPA), participate in community events and engage with the broader business community to promote AWA. Further, use the business community connections to provide an aviation gateway for pilots to broader community events, provide assistance to promotional services such as filming crews, magazine writers other media, Page 18 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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engage local companies and corporations in promoting their businesses at airport and other local events, contact charter companies and corporate flight departments of sports teams visiting our city. Provide aviation-related services as well as local business and hotels with special promotional offers for the pilots and team members attending events in St. Petersburg, advertise in local magazines, airport guides used by the pilots, and national aviation magazines like Professional Pilot, Business and Commercial Aviation, and AOPA Pilot, sponsor an annual airport open house (targeted for every May) promoting AWA as well as National Aviation Day, promote and sponsor aviation clubs or organized fly-ins and flyouts, and, schedule quarterly meetings with other businesses at AWA, as well as AWA City staff, to discuss marketing and event opportunities that would benefit AWA. f. Mobile Equipment (Section V; C.6) i. National Flightline LLC plans to obtain the necessary mobile equipment to provide all relevant services at AWA. Representative equipment will include: 1) fuel trucks (2 ea.); 2) aircraft towing and moving equipment (2 ea.); 3) ramp transportation for pilots, crew and passengers, e.g. golf cart (2 ea., 1-4 pass, & 1-6 pass.); and, 4) aircraft ground power unit (1 ea.).
a.
b.
c. d. Figure 1: a) representative aviation fuel truck, b) representative aircraft tug, c) representative ramp shuttle, d) representative ground power unit.
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g. Aircraft Fleet (Section V; C.7) i. National Flightline LLC intends to subcontract flight school operations. The subcontracted flight training provider will be contractually required to meet all requirements set forth by the City and will provide fleet aircraft and training services commensurate with that currently available at AWA. National Flightline LLC has entered into discussions with various local and regional flight training providers, see Appendix E: Subcontracted flight school operations. If selected as the winning proposer, National Flightline LLC will conclude its selection of flight training provider for review and consideration by the City. h. Rates and Charges (Section V; C.8) i. National Flightline LLC proposes the following charges and fees, Table 3: Item
Fuel 100 LL Fuel 100 LL Fuel Jet A Fuel Jet A Ramp Fee Overnight Tie-down Pull-in/Pull out Ground Power Unit
Fee
Wholesale + 20% Wholesale + 7% Wholesale +25% Wholesale + 10% $15.00 per ramp usage $10.00 per night $5.00 per move $20.00 per use or per hr.
Comment
Full Serve Self-serve (if implemented) Full Serve Self-serve (if implemented) Can be waived under certain conditions Can be waived under certain conditions
Table 3: Rates and Fees Schedule i. Third-party Services (Section V; C.9): Should the National Flightline LLC submittal be chosen, full proposals from third party sub-contractors will be provided prior to contractual negotiations for the execution of the AWA FBO. ** T-Hangar Management Option (Section III, D and Section V; C.10) i. National Flightline LLC acknowledges that in exchange for managing the T-hangar facilities, it will keep twenty (20) percent of the gross total Thangar rent revenue. The remainder of the T-hangar rent revenue shall be remitted to the City. National Flightline LLC has conducted a survey to assess hangar occupancy rate at AWA and has found that occupancy is currently less than 100%. National Flightline LLC suggests that a variable model based on actual hangar occupancy is appropriate. In exchange, National Flightline LLC will work to market AWA hangar space to maintain occupancy at as high a rate as the market will bear. If is important that hangar rent rates be determined by independent review to ensure conformance with FAA grant assurance guidelines. Page 20 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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j.
ii. T-hangars/Shade Shelter Facilities (Section III, D.1): National Flightline LLC acknowledges that there are eighty eight (88) T-hangars and nine (9) shade shelters located on the airport. Further some of the T-hangar buildings contain end units that are configured as office and/or storage space. iii. ** Management Fee (Section III, D.2): National Flightline LLC has carefully reviewed the Citys proposed hangar rent rates, fees and management fee split. As economic pressures continue to impact general aviation, it is highly probable that hangar occupancy will decrease. The Citys proposal does not consider the potential for a significant reduction in hangar space occupancy. Further, the proposed agreement does not consider competitive rates available elsewhere in the Bay area, and thus potentially puts the City at risk of violating FAA grant assurances. iv. Management Duties (Section III, D.3) 1. Maintaining a waiting list and assigning units (Section III, D.3.a, D.3.b): AWA provides three basic categories of hangar space for airport tenants: 1) shade hangars (SH); 2) small old-generation hangars (OGH) and, 3) large new generation hangars (NGH). National Flightline LLC recognizes the need to implement a fair and equitable process for assigning hangars and proposes the following: A computer-based, internet accessible, wait-list for each category of hangar will be created and maintained. Potential hangar tenants can contact National Flightline personnel to be entered into any one or more of the wait-lists. As hangars become available, the next person on the list will be given the option to accept the hangar or be removed from (or moved to the bottom of) the (a) list. 2. Collect Rents (Section III, D.3.c): Hangar, tie-down and other lease payments shall be due to National Flightline LLC on the 1st business day of each month. A 4-day grace period will be granted, specifically, any payment made after the 5th business day of the month will be assessed a late fee of 5% of the amount due; a reminder invoice will be delivered to the tenant. An additional late fee of 5% per month will be applied each month afterwards for any payment that remains in arrears for more than 30 days. On the first business day after the 60th calendar day after which any payment is in arrears, a written notification of pending eviction, as well as a second reminder invoice, will be delivered to the tenant. On the first business day after the 90th calendar day after which any payment is in arrears, a written eviction notice will be delivered to the tenant and the hangar dead-bolted or padlocked. National Flightline LLC suggests that the rent revenue provided to the City be based on actual occupancy, not 100% occupancy. Page 21 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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3.
4.
5.
6.
7.
Insufficient data is available to assess the current and future market demand for hangar space at AWA. National Flightlines own survey has indicated available hangars at AWA thus occupancy as of this writing is below 100%. Structuring payments due to the City based on 100% occupancy presents excessive potential risk to National Flightline LLC in the absence of substantiating data demonstrating long-term hangar demand at AWA. Establish Rates (Section III, D.3.d): In accordance with the description above, the rates must conform to FAA guidelines or the City and AWA are at risk of federal audit and long-term scrutiny by the FAA and/or risk of loss of federal grant funds. Appropriate rates are determined through independent review by an experienced airport appraiser. Rates will be reviewed on an annual basis and adjusted up or down to ensure conformance with FAA guidelines. Monitor Insurance Compliance (Section III, D.3.e): National Flightline LLC will solicit from each AWA tenant documentation showing proof of insurance adequate and in amounts to satisfy the requirements of the City. An active computer database of said documentation will be maintained by National Flightline LLC and will be made available to the City upon written request within 5 business days. Monthly Report (Section III, D.3.f): National Flightline LLC will provide to the City (via e-mail preferred) a monthly report on thangar leasing, including tracked overdue rents, up-to-date insurance information and unit assignments. National Flightline LLC will maintain paper and/or facsimile copies of signed leases and insurance documents. ** Utilities (Section III, D.3.g): National Flightline LLC proposes that the airport utilities cost (electric, water, sewer, storm water, refuse, etc.) be derived from the Citys share of the hangar rents and that the airport utilities accounts be maintained in the name of the City. However, National Flightline LLC, if selected, would request negotiation with the City to retain the electric utility in the name of the FBO; this to incent the FBO to implement energy savings measures at AWA. ** Rules and Regulation Compliance (Section III, D.3.h): A review of current airport operations indicates that for the FBO to take on policing and enforcement responsibilities would financially burden the FBO unless fiscally compensated, i.e. no current enforcement activities are evident. National Flightline LLC feels that the Citys airport manager is responsible for ensuring that tenants comply with rules and regulations set forth by the City. Page 22 of 87
National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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8. Maintenance (Section III, D.3.i): National Flightline LLC acknowledges that the City bears maintenance responsibility for T-hangar and shade shelter facilities. 9. Additional Fees (Section III, D.3.j): National Flightline LLC acknowledges that no other fees are authorized for T-hangar or shade shelter facilities and that no fees can be arbitrarily assessed. 10. First Right of Refusal (Section III, D?): National Flightline LLC acknowledges that all current T-hangar, shade shelter, and tie down tenants must be given first right-of-refusal for the leasing/releasing of existing space see section 2.4.j.iv.1 of this proposal. 11. ** Rent Escalation (Section III, E?): Rent rates should be based on an independent assessment of regional rates for equivalent space. National Flightline LLC will arrange for an independent appraisal, the cost of which will be covered by the City (or credited to National Flightline LLC), to determine appropriate rates and ensure compliance with FAA guidelines. 12. Leasehold Adjustment (Section III, F): National Flightline LLC acknowledges that the City reserves the right to adjust the area leased by AWA tenants and that such adjustment will result in a proportionate rate adjustment to the FBO. The City shall notify National Flightline LLC one hundred and eighty (180) days in advance of its intended implementation of any lease area adjustment.
2.5 Physical Requirements (RFP Section V; D)

1. National Flightline LLC pans to implement self-fueling facilities at AWA. Should National Flightline LLC choose to proceed, grounds as well as utility hook-ups will be required. A preliminary review of the airport has been completed and a suitable site, conforming to fire protection codes, runway visibility guidelines, having adequate accessibility to aircraft and restocking trucks, and practical proximity to utilities has been identified see Appendix F: Self Fueling Physical Requirements. A representative example of selffueling equipment is pictured below, Figure 2.
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Figure 2: Example self-fueling installation
2.6 Exceptions (RFP Section V; E)

1. Following is a summary of each exception to the RFP noted in this proposal. a. Maintenance, repair and servicing of aircraft (Section II; 4) i. National Flightline LLC intends to subcontract aircraft maintenance services to a third party. National Flightline LLC will contractually ensure that provided services meet or exceed industry quality standards. See Appendix D: Subcontracted Aircraft Maintenance b. Flight school: flight instruction & aircraft rentals, personnel, aircraft and equipment. (Section II; 9, 10, 11 and Section V; C.7) i. National Flightline LLC intends to subcontract flight school and aircraft rental services to a third party. National Flightline LLC will contractually ensure that provided services meet or exceed industry quality standard. See Appendix E: Subcontracted flight school operations c. Tie-down management (Section III, B.2): National Flightline LLC considers rule enforcement and compliance issues to be under the purview of the airport manager and/or City employee designee. National Flightline LLC will pay the City rent on a fixed, per occupied tie-down basis (excluding those located on the terminal ramp which is included in the terminal ramp rent).
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d. T-Hangar Management Option (Section III, D and Section V; C.10): National Flightline LLC suggests that a variable model based on actual hangar occupancy is appropriate. In exchange, National Flightline LLC will work to market AWA hangar space to maintain occupancy at as high a rate as the market will bear. e. Management Fee (Section III, D.2): National Flightline LLC has carefully reviewed the Citys proposed hangar rent rates, fees and management fee split. As economic pressures continue to impact general aviation, it is highly probable that hangar occupancy will decrease. The Citys proposal does not consider the potential for a significant reduction in hangar space occupancy. Further, the proposed agreement does not consider competitive rates available elsewhere in the Bay area, and thus potentially puts the City at risk of violating FAA grant assurances. f. Rules and Regulation Compliance (Section III, D.3.h): A review of current airport operations indicates that for the FBO to take on policing and enforcement responsibilities would financially burden the FBO unless fiscally compensated, i.e. no current enforcement activities are evident. National Flightline LLC feels that the Citys airport manager is responsible for ensuring that tenants comply with rules and regulations set forth by the City. g. Rent Escalation (Section III, E?): Rent rates should be based on an independent assessment of regional rates for equivalent space. National Flightline LLC will arrange for the appraisal, the cost of which will be covered by the City (or credited to National Flightline LLC), to determine appropriate rates and ensure compliance with FAA guidelines.
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Section 3: Appendices
APPENDIX A: Articles of Incorporation APPENDIX B: Year-1 Operating Budget APPENDIX C: National Flightline LLC, Financial Statement APPENDIX D: Subcontracted aircraft maintenance APPENDIX E: Subcontracted flight school operations APPENDIX F: Self fueling - Physical Requirements APPENDIX G: National Flightline LLC, Board Members Bios APPENDIX H: Letters of support APPENDIX I: Technical Management Consultant APPENDIX J: Phillips 66 World Fuel Program
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APPENDIX A: Articles of Incorporation
National Flightline LLC is a new company that is registered in the State of Florida as an LLC. The purpose of National Flightline LLC is solely the operation of the FBO at Albert Whitted Airport. The following pages contain our recent articles of incorporation.
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APPENDIX B: Year-1 Operating Budget
National Flightline LLC has considered a first-year operating budget which contains a number of predicted expenses, liabilities and revenue sources. We envision achieving a profitable year starting with the first year of operations. The following page provides an overview of a first-year budget.
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Year-1 Example Operating Budget National Flightline LLC

Leased Revenue
Terminal Hangar 1 Hangar 2 Budget $15,000.00 $29,900.00 $35,000.00 total $79,900.00 Fuel Breakdown Full Service Self Fueling 300000 0 $ 5.70 $ 5.00 $ 1,710,000 0 $ $ 4.70 $ 1,410,000 $ 0.0819 4.70 -
Total Gallons Rate Total Revenue Cost per gallon Total Cost
Managed Revenue
Terminal Ramp Self Fueling Tie Downs (35 @$125ea) T hangars Rent T hangar Office storage space Fuel Sales (@$5.70 rate) Service & supplies Sub Total Total Revenue $54,600.00 $0.00 $52,500.00 $600,000.00 $19,680.00 $1,710,000.00 $10,000.00 $2,446,780.00 $2,526,680.00
Fuel Flowage Cost $
Staffing Costs (includes benefits) Manager $ 150,000 Asst Manager $ 100,000 PT $ 37,000 PT $ 22,000 PT PT PT Totals $ $ $ $ Hangar 1 Rents 22,000 22,000 22,000 375,000
Leased Expenses
Terminal building Hangar 1 Hangar 2 Sub Total $14,157.00 $33,698.13 $30,271.75 $78,126.88
Managed Expenses
Terminal Ramp Fuel Farm Tie Downs T hangars Rent T hangar Office storage space Fuel Flowage Fee ($.0819 city) Fuel Purchases ($4.70/gal) Service & supplies Insurance Utilities Auto & trucks Salaries & wages Self Fueling Self Fueling Land and loan Technology & website main Telephone, internet, cable Advertising & Marketing Office supplies & expenses Uniforms Janitorial costs Bank fees Sales tax Miscellaneous Sub Total total Net income $21,600.00 $11,700.00 $20,100.00 $480,000.00 $15,744.00 $24,570.00 $1,410,000.00 $6,000.00 $40,000.00 $6,100.00 $6,000.00 $375,000.00 $0.00 $0.00 $1,200.00 $2,000.00 $10,000.00 $2,500.00 $2,000.00 $2,400.00 $500.00
Large Large Medium Small Small Annual Total Occupancy Total Hangar 1 Side Total Hangar1
$ $ $ $ $ $ $ $ $
700 700 500 400 400 32,400 16,200 13,700 29,900
$2,437,414.00 $2,515,540.88 $11,139.12
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APPENDIX C: National Flightline LLC, Financial Information
REMOVED National Flightline LLC has established an escrow account for investor deposits at Fifth Third Bank of St.
Petersburg. Further, National Flightline LLC has collected debentures from investors who have committed to supporting the company. The total funding committed is approximately $150,000. Upon selection of this proposal by the City, National Flightline LLC shall ensure that committed funds are deposited in the established escrow account. A surety bond, as requested in the RFP, will be provided to the City in advance of initial operations of the FBO. Below is a representative example of the debenture commitments see the provided printed copy.
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APPENDIX D: Subcontracted aircraft maintenance
National Flightline LLC has entered into initial discussions with two aircraft maintenance providers that currently operate at AWA see following pages for reference materials. Upon selection of this proposal by the City, National Flightline LLC will evaluate the current operators against a set of criteria including safety record, qualification of staff, repair capability, etc. Subcontract options will be presented to the most qualified candidate company. Where applicable and appropriate, existing aircraft maintenance operations employees will be considered for continued employment with the contracted maintenance provider.
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June 6, 2012 Mr. Mike Psarakis Sr. Real Estate Coordinator City of St. Petersburg St. Petersburg, FL 33701 Dear Mr. Psarakis:
Sky Way Aircraft, Inc , a Florida corporation since 1997, does aircraft maintenance as well as aircraft sales and brokering. It has operated out of Albert Whitted Airport in St. Petersburg since 1998, first operating out of the now demolished Hangar Three and presently occupying Hangar 3C, which it leases directly from the city. Sky Way performs maintenance, brokering and sales for single engine, multi engine, and turbine aircraft. Larry Peters, as president and owner, has over 50 years in the aviation industry. He retired from Piedmont/USAirways in 1995 with over 33 years as a lead A&P mechanic. He also holds his IA certificate. Larry is also a licensed multi-engine, commercial. instrument pilot with over 10,000 hours. Sky Ways director of maintenance, John Dennis is an A&P, IA mechanic with over 50 years experience in the aviation industry, having operated his own maintenance facility in upstate New York for many years. Sky Way Aircraft is an established local business with many ties to the community. We feel we would serve the city well in working with National Flightline LLC as its partner performing the sales and maintenance function of the FBO. Sincerely,
Larry Peters (President)
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Larry W. Peters
Larry has over 50 years in the aviation industry, starting with 33 years with Piedmont Airlines/USAirways as an A&P mechanic. Larry received several citations for his troubleshooting skills. Larry is also a licensed pilot, logging over 12,000.00 flight hrs. He holds his Commercial, Single, multi, and instrument ratings. He operated a small freight company in the 70s hauling Auto parts for Ford Motor Company. Larry also flew a Gulfstream G1 for L & N Railroad as a co-pilot mechanic. After retiring in 1995, Larry spent several years as a Project Manager for a Florida company building churches. Larrys responsibility was to oversee the projects from conception to completion. This included meeting with the churches building committees, coordinating with the architects, to overseeing the building superintendents for each project. Larrys love of aviation drew him back to that field in 1997 when he opened SkyWay Aircraft Inc. at Albert Whitted airport in St. Petersburg, FL. Sky Way Aircraft does aircraft sales, brokering and maintenance, ranging from Single Engines to Turbines and Jets. Larry is active in his church, currently serving as the Chairman of the Trustee Committee.
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APPENDIX E: Subcontracted flight school operations
Upon selection of this proposal by the City, National Flightline LLC will produce an RFP and advertise to regional flight school operators the opportunity to establish operations at AWA. National Flightline LLC will subcontract Flight School Operations to a selected regional provider that is capable of providing an aircraft fleet commensurate with or better than that currently available at AWA. National Flightline LLC will contractually require that the third-party provider evaluate the current flight schools flight instructors against standard metrics (including ratings, currency, contracted rates, etc.) and, where appropriate, offer employment and/or contracting options with the flight school.
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APPENDIX F: Self fueling - Physical Requirements
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APPENDIX G: National Flightline LLC, Board Members Bios
National Flightlines Board of Directors: 1. 2. 3. 4. 5. 6. 7. 8. Michael Terlaak Mark Swanson Joseph Morgan Kevin Wojtowicz Robert Legters Jim Mueller Lawrence Langebrake Neil Franckle member at large
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Michael Terlaak With nearly twenty years of experience as a successful entrepreneur, Michael Terlaak has been instrumental in the creation, growth and development of several successful businesses throughout his career. Michael's early efforts were focused on the mortgage and finance industry, in which he founded and managed First Federal Home Loans. Michael later transitioned to the private investment sector at which time he became the Founder and Managing Director of Diversified Capital Partners, a private investment firm in Southern California focusing on taking mid-sized companies ($50-$500 million in revenues) to the next level of growth. Diversified Capital Partners acted as an intermediary to invest private funds in privately held companies by offering growth capital for expansion, acquisitions, and/or shareholder liquidity for owner, partner, and management-type buyouts. The company focused on the technology, information and manufacturing sectors. Most recently, and based on his interest in supporting science and technologies, he founded and is the CEO/Executive Director of the Nanotechnology Research Foundation (NRF), (www.nanotechnologyresearchfoundation.org), a 501(c)(3) volunteer-based, non-profit organization focusing on supporting the advancement of nanotechnologies. The NRF assists academia, educators, scientists, researchers and the private sector in communicating and collaborating, as well as bringing educational programs to the general public and particularly the youth. Michael Terlaak, through his very successful entrepreneurial career has developed a strong background in finance, management, marketing, and technology. Notwithstanding, his natural and strongest ability is in attracting and bringing people together for collaboration either for business or philanthropic efforts. For this reason, he now joins Adriana Petersen in partnership at NEXUSBioMed and looks forward to bringing his expertise and value to the executive search industry. Michael will be leading the NEXUSNanoTec efforts. His focus will be on assisting nanotechnology related start-ups, emerging organizations or any organization interested in growth, as well as the venture capitalist and private equity firms that support them. His goal is to create world-class teams that will ensure the success of those organizations and the rapid commercialization within this advanced science. Michael is involved in his community and supports many philanthropic efforts. He is a Member of Rotary International and has personally supported and volunteered with a variety of charities and causes including The Leukemia & Lymphoma Society ("Team In Training", "Light The Night" and "Man & Woman of the Year" campaigns), Helen Woodward Animal Center, American Red Cross, San Diego Blood Bank, American Cancer Society, Father Joe's Villages, amongst several others, including his own Nanotechnology Research Foundation.
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Mark Swanson Mark has over 20 years management experience in technology related organizations. He has founded and served as President/CEO of two IT services companies, both of which were successfully acquired by larger companies. He has also served as executive vice president and chief technology officer for iXL, helping to take the company public in 1999. Mark has an MBA from the Georgia Institute of Technology. April 2009 Present (3 years 3 months) Co-founder and CEO of Telovations Inc, a next-generation managed service provider pioneering the delivery of business communications in a Software-as-a-Service model. Nationwide presence with a Southeast focus. Fast 50 and Inc. 500 company. Managing Director, Lane Five Ventures, LLC, October 2001 Present (10 years 9 months) Co-Founder of seed stage private equity firm that helps entrepreneurs turn good ideas into profitable businesses. We take a significant equity stakes and management roles in portfolio companies to help them achieve 20-100% growth rates and lead them to profitability or institutional funding. Portfolio companies include Bacchetta(Ongoing), Perk International(Sold), Cerebit(VC Funded), Highwall Technologies(Sold), Real Digital Media(Ongoing), Movo (Sold), Telovations (Ongoing). Founder and Chief Technology Officer, CEO AppGenesys, December 1999 June 2001 (1 year 7 months) Co-founder of a leading Management Service Provider (MSP). Pioneered Cloud Computing before we knew what it was. Conceptualized, raised the capital, developed the business model, hired management team and lead initial sales efforts. Raised $40 million in cash and $10 million in service credits from leading Venture firms. President, IXL, New York, December 1998 December 1999 (1 year 1 month) President and General Manager in one of the top five Internet Professional Services firms in the Industry. Full P&L responsibility for the largest business unit ($35mm annually) with over 300 employees and over a dozen million+ dollar clients. Responsible for managing the implementation of a full suite of technology services for Fortune 500 clients with a focus on improvement of quality of product, processes and people. Oversaw satellite office, including supporting international locations. Chief Technology Officer, IXL Inc., August 1997 December 1998 (1 year 5 months) Reporting to CEO, responsible for the development of technical capabilities, formulating overall strategic direction, strategic alliances, research and development, product development and five lines of business. President, Swan Interactive Media, Inc. (Swan Media), June 1994 August 1997 (3 years 3 months) Founded and lead one of the Southeasts leading Internet professional services firms, growing company profitably for over three years. Developed over 300 Web sites and interactive multimedia programs, winning several industry awards. Clients included BellSouth, Carlson, Holiday Inn, Price Waterhouse, SunTrust, MCI and others. President, The Digital Image, July 1992 July 1994 (2 years 1 month) Founded and lead imaging software company. Designed and delivered image database software for the real estate and retail industries. Army Officer, US Army, June 1983 July 1992 (9 years 2 months) Page 53 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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Served in a variety of assignments including: Systems Manager and Test Officer for the Armys Apache Helicopter Program(Longbow); Military liaison to McDonell-Douglas Helicopter Company: Group Commander of two high-visibility aviation units, including being hand-selected by the Army to form and command the first activating AH-64 Apache Helicopter Unit; Assistant Operations Officer for a unit of 1300 personnel; Fire Direction Officer. Supervised organizations ranging in size from 36 to 90 people. Responsible for the deployment and maintenance of aircraft and equipment worth over $70 million.
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Joseph Morgan Joseph Morgan, CRNA, CEO/President, jmorgan@summitanesthesiologyinc.com Mr. Morgan has over 30 years experience in providing anesthesia management services. Mr. Morgan owned and operated Suncoast Anesthesia for 10 years prior to Merging with Summit in 1998. Prior to founding Suncoast, Mr. Morgan served as Chief Anesthetist for a Level One Trauma Center managing over 20 CRNAs and has extensive military experience including serving as a member of a Rapid Response Surgical Team. ANESTHESIA WORK HISTORY 1999-Present CEO, Summit Anesthesiology, Inc. Responsible for operations including management of CRNAs and Anesthesiologist, recruitment, quality control and business development. Duties include providing anesthesia management to clients and their patients, specializing in ambulatory anesthesia for outpatient procedures at Surgery Centers throughout Florida. CEO, Suncoast Anesthesia Services, PA Responsible for providing CRNA coverage to hospitals, outpatient surgery centers and physician practices. Duties include business development, quality control and performing clinical anesthesia on a daily basis. Locum Tenes Anesthesia Provided clinical anesthesia on a daily basis for a number of hospitals throughout the State of Florida. Chief Anesthetist, Central Illinois Anesthesia Performed duties as Chief Anesthetist for a level one trauma Center with over four hundred beds and a staff of twenty Nurse Anesthetist and Anesthesiologist. Performed clinical anesthesia on a daily basis for active open heart, vascular, neuro, trauma and general surgical procedures. MILITARY HISTORY 2005 --Present. President/CEO VETERANS OF MODERN WARFARE 2004------1991--2004 1990 1991 Retired US Army Major, US Army Reserves Member NAAS, Rapid Response Surgical Team Operation Desert Storm Member Rapid Response Surgical Team, providing anesthesia for surgeries in Saudi Arabia, Iraq, Kuwait and Turkey.
1991 1999
1989 1991
1979 1989
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1982 1990
900th MASH Chief Nurse, responsible for approximately three hundred personnel. Chief Anesthetist, responsible for fifteen Nurse Anesthetist US Army Active duty and reserves as enlisted Army Medic rank Sergeant. EDUCATION
1968 1974
1977 1979 1976 1977 1972 1974 1965 1968
Wilkes-Barre General School of Anesthesia/John Hopkins School of Anesthesia, WilkesBarre, PA. John Hopkins University, Wilkes-Barre, PA. Essex School of Nursing, Baltimore, MD. Kenwood Sr. High School, Baltimore, MD. LICENSES AND CERTIFICATIONS
AANA ARNP ACLS BLS
30790 1590512 2003 2003
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Kevin Wojtowicz Managing Partner & Surety Bond Specialist NIELSON, WOJTOWICZ, NEU & ASSOCIATES 1126 Central Avenue, Suite 200 St. Petersburg, FL 33705
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E. James Mueller Over the past 38 years, Mr. Mueller has traveled extensively throughout the world creating customer and client relationships with airlines, steamship companies, multi-national corporations, government agencies, logistic and freight forwarding companies, consultancies, and fixed base operators providing air cargo and cargo logistics operating and sales expertise within the transportation industry. Mr. Mueller possesses vast experience working with airlines though the world and developing operational strategies. Mr. Mueller strengths lie in negotiations focused on driving yield prosperous business, while always assessing related risk, into existing assets utilizing his experience and relationships in the worldwide cargo and logistics industry. Mr. Mueller is the sole owner of Kitty Hawk LLC, a certified SVOSB (service related veteran owned business) based in St. Petersburg, Florida. Kitty Hawk is a consulting company which uses past experience and relationships to assist transportation and logistics companies in developing new or existing operations worldwide. Kitty Hawk is fully certified to do business with all agencies of the United States Government. From 2001 to 2007 Mr. Mueller was a co-founder and shareholder of M2 Transport, a private non-asset 3&4PL firm specializing in Air and Surface logistic solutions caused by disconnects within the supply chain. M2 maintained a neutral position on both the purchase and sales platform(s) within the supply chain. M2s primary customer base was comprised of domestic and international freight forwarders, expeditors, ocean steamship operators, airlines and trucking/ logistic companies. The firm was created in 2001 and within 4 years revenues exceeded $40 million dollars. From 1992 to 2001, Mr. Mueller was the founder and principal of J.M. Associates, Inc., a private consulting firm which advised corporations in the efficient and effective transportation of raw materials and finished products through the supply chain distribution cycle, utilizing multi and intermodal structures to achieve required goals. Mr. Mueller also assisted cargo airlines (both FAR part 121 and part 135) and integrators in selection of cargo aircraft assets and how to best utilize these assets in markets which yield the highest possible returns. During this period, Mr. Mueller also served as a Member of the Board of Directors of a public corporation which traded in the aftermarket parts business (FLY). He was selected to be a member of its audit and compensation committees. Mr. Mueller also was on the board and directed a newly formed all cargo airline, North South Airlines. From 1978 to 1991, Mr. Mueller served as President, founder and majority shareholder of Air Cargo Associates, Inc., an international air cargo brokerage company. Air Cargo Associates customers included integrators, express operators and multinational corporations. During his tenure, Mr. Mueller successfully setup international sales and operations networks and raised corporate revenues from founding to $58 million annually through cargo aircraft chartering and ACMI leasing activities. Among many, focused clients included UPS, Federal Express and Atlas Air. From 1973 to 1978, Mr. Mueller was the North American Director of Atlantic Container Lines (NYC) Air Cargo Division, where he was responsible for managing all aspects of international marketing and sales for this container steamship carrier. Mr. Mueller reported directly to the President and the Senior Vice President of Sales and Marketing and was responsible for all air and air to surface interchange sales and operations worldwide. The revenue grew during Mr. Muellers tenure to 68 million dollars.
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From 1968 to 1973, Mr. Mueller served as an Officer in the United States Army as a helicopter pilot and served as a medical evacuation pilot in Vietnam for the 101st Airborne Division where he was awarded; The Distinguished Flying Cross, multiple Bronze Stars with V device and numerous other honors. Mr. Mueller holds a Bachelor of Science degree in Transportation Management from Parsons College. Mr. Mueller is a current licensed single and multi-engine commercial pilot in both rotor wing and fixed wing aircraft. Mr. Mueller resides with his wife of 39 years in St. Petersburg, Florida. Mr. Mueller is a member of the Wings Club in New York City and a lifetime member of the Vietnam Helicopters Pilots Association of America.
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Robert Legters
Bob Legters is vice president of Loyalty Services with FIS. In this role, he is responsible for the strategy and direction of the companys rewards and enhancement products. Currently, his organization supports more than 3,500 clients and 31 products. Bobs team develops and deploys both Rewards and Enhancement products targeted at enriching the clients relationship with the consumer. Bobs career has been focused on the support and servicing of clients for more than 20 years. 17 of those years were spent in leadership with groups from 5 to 200. During his 10-year career with FIS, Bob has held lead roles in the companys customer service, strategic planning and client services groups. Bob has worked with teams in 3 countries and provided award winning results on behalf of FIS clients in the UK. Prior to joining FIS, Bob worked with AAA Automobile Club and various privately held organizations in the community market. Bob attended St. Petersburg College majoring in business and resides in Ellenton Florida with his wife Janice.
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Lawrence Langebrake Larry Langebrake became the director of SRI St. Petersburg when it opened its doors in January 2007. Prior to SRI, Larry led the Center for Ocean Technology at the University of South Florida's College of Marine Science. Larry began work at USF in 1994 as a founding member of the Center. His efforts resulted in the creation of an engineering organization that became an internationally recognized leader in environmental sensors research and development. Larry's career includes 15 years in the aerospace industry working with organizations such as Goodyear, General Electric, AT&T, Lockheed Martin and several national laboratories. Larry is a registered professional engineer (PE) in the State of Florida and holds nearly a dozen patents covering technologies ranging from microsystems to high-efficiency energy storage devices. 2007 to present: Director, SRI St. Petersburg Leadership of a staff of over 60 professionals in development of: 1) specialized instrumentation for harsh-environment research; 2) advanced software for persistent surveillance, situational awareness and information sharing; 3) specialized technologies for training and education; and, 4) devices and systems for defense and homeland security. 1999 to 2007: Director, University of South Floridas Center for Ocean Technology Leadership of a staff of over 80 engineers, scientists and students in development of marine sensors and related technologies for defense and environmental research applications. Activities included establishment of a microsystems fabrication laboratory for developing: 1) specialized materials; 2) specialized packaging; 3) new fabrication processes; and 4) new metrology techniques associated with microelectromechanical systems. Managed product development teams to create new technologies and products for commercialization including an in-situ underwater mass spectrometer. Led business development including proposal writing and execution to take the Center from $4M in annual research to over $15M. Recognized as the single top research grant recipient at the University of South Florida two years in a row. 1994 to 1999: Technical Director, University of South Floridas Center for Ocean Technology Established the Center for Ocean Technology from the ground up hiring an initial 4 engineers in 1994 and growing the organization to over 40 by 1999. Over 50% of the research staff was at the PhD level. Led the staff in development of unique sensors for marine research and defense applications. Pioneered entirely new marine research technologies including use of liquid-core-waveguides for highsensitivity chemical measurements, high-speed digital shadowgram imaging of micro-particles in the ocean, and autonomous platforms for unattended measurements in the water column. 1990 to 1994: Group Leader, General Electric Neutron Devices Department Led the Advanced Optics Development Group at GE Neutron Devices. Developed unique systems for application in nuclear weapons. Worked directly with researchers at Sandia, Las Alamos and Livermore National Labs in development of optical fiber, laser diode and specialized detector technologies. Developed test equipment for high-power semiconductor lasers and fiber coupling assemblies. Was recognized with Instructor of the Year Award in the GE Edison Engineering Program. 1985 to 1990: Sr. Development Engineer, GE Neutron Devices Department Page 61 of 87 National Flightline LLC Albert Whitted Airport FBO Proposal ** Exception to the RFP
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Designed, developed and built specialized testers for nuclear weapon components. Was recognized for significant contributions to the Sandia weapons safeing group for development of an ultra-highefficiency DC to DC converter (light energy in, high voltage out). 1981 to 1985: Staff Engineer, Goodyear Atomic Corporation Lead technical staff of field technicians in the maintenance of high tech equipment used in uranium enrichment. Designed and developed specialized equipment for use in the processing of enriched uranium. Miscellaneous: Registered Professional Engineer, State of Florida; Board of Directors - St. Petersburg Downtown Partnership; Board of Advisors - Florida Orchestra; Presidents Council - Eckerd College; IFR Private Pilot, MSEE 1990 and PhD studies in Marine Science thru 1999.
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Neil Franckle member at large
Dr. Cornelius S Franckle Jr, MD is a male with 34 years of medical experience and practices in Undersea and Hyperbaric Medicine and Emergency Medicine.
1609 Pasadena Ave S Ste 1E Saint Petersburg, FL
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APPENDIX H: Letters of support
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June 7, 2012
Mr. Mike Psarakis Sr. Real Estate Coordinator City of St Petersburg St Petersburg, FL 33701 Dear Mr. Psarakis, Sky Way Aircraft, Inc. has agreed to partner with National Flightline LLC to perform the Maintenance Services and Aircraft Sales and Brokering as proposed in the RFP for the FBO at Albert Whitted Airport. If National Flightline LLC is selected as the FBO, Sky Way Aircraft will enter negotiations to sub-lease the facility for maintenance.
Sincerely,
Larry Peters (President) Sky Way Aircraft Inc.
Sky Way Aircraft Inc. 341 8th Ave S.E. Hangar 3C St Petersburg, Florida 33701 Office 727-895-5385
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APPENDIX I: Technical Management Consultant
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Deric S. Dymerski
825 Severn Avenue Tampa, Florida 33609 813-431-5996 Deric@AtlasAviationInc.com EDUCATION Embry-Riddle Aeronautical University Daytona Beach, FL B.S. Aviation Business Administration December 1990 EXPERIENCE Atlas Aviation Tampa, Inc. Tampa, FL President March 2004 present Won RFP from Hillsborough County Aviation Authority for full-service FBO at Peter O. Knight Airport (TPF). Hosted AOPA Aviation Summit very successfully twice. Have developed and maintained a great reputation with HCAA, employees and all based and transient customers. Greatly enhanced FBO operations, flight school and maintenance. Atlas Aviation Merritt Island, Inc. Merritt Island, FL President April 2006 May 2008 Purchased the assets of Island Aviation and started FBO operations at Merritt Island Airport. Immediate overhaul of all facilities, equipment, quality control and service. 25% immediate increase in fuel sales. Sold operation to an international flight school. Atlas Aviation, Inc. Lakeland, FL President July 2002 present Founded corporation to build to develop FBOs and provide consulting services. Have consulted for several startup FBOs at various locations. Continue to negotiate for more Atlas FBO locations and provide aviation consulting. Landmark Aviation (formerly Piedmont Hawthorne) Winston-Salem, NC Regional Manager SE Region March 1999 September 2002 Responsible for total operational and financial control of eight FBOs in three states (four in Florida), totaling more than $20 million in revenues. Tasks included screening, hiring and training of management staff for each location, fiscal planning and annual budgeting, asset and human resource management, lease and contract negotiations with customers, vendors and landlords, quality assurance, regular site inspections, strategic planning for FBOs and airports, due diligence and pro-forma budgeting for new acquisitions or proposed locations, special project management (including Lakelands Sun n Fun each year), etc. General Manager Lakeland, FL January 1995 March 1999
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Responsible for all day-to-day operations of FBO, including human resources, equipment, fuel farm, complete financial control, loss reduction and insurance claims, contract and lease negotiation, customer service, etc. Signature Flight Support West Palm Beach, FL Operations Supervisor/Airlines Supervisor February 1992 January 1995 Promoted from Customer Service Representative after two months. Reported directly to GM for retail operations of busy FBO rated #1 chain in the country. Coordinated all operations from human resources to line and customer service supervision. Managed operations for many varieties of aircraft from light singles to heavy corporate jets. FBO was always on the Professional Pilot Top 20 in the country list. Managed all airline, cargo, charter and military operations. Recruited, trained and managed more than 200 ground handlers (UPS-certified ground handling and fueling trainer). PBI named Gateway of the Year by UPS Air Cargo Division, 1992.
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APPENDIX J: Phillips 66 World Fuel Program
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RECEIVED REAL ESTATE AND PROPERTY MANAGEMENT 6/8/2012 2:58 PM

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FBORFPRESPONDENT: TheCityofSt.PetersburghascompletedaninitialreviewofyourproposalforFixedBasedOperator (FBO)servicesattheAlbertWhittedAirport.Basedonthisreviewthefollowingarealistofquestions forclarificationspecifictoyourproposal.Pleaseprovideaccurateanddetailedresponsestoeach question.WearerequestingthatyourresponsesbesubmittedviaemailtoMikePsarakisat mike.psarakis@stpete.org. ALLRESPONSESMUSTBESUBMITTEDTOTHECITYNOLATERTHAN12NOONONTUESDAYJUNE19,2012.
RESPONDENT:NATIONALFLIGHTLINE
QUESTIONSFORCLARIFICATION 1.) TheRFPrequirescompletedisclosureofthosehavingafinancialinterestintheFBOproposal. Section2.3(ii)oftheNationalFlightlineproposalspecifiesthereisalargergroupofinvestors thatwillbeinvolvedbutarenotlistedwithintheproposal.Accordingly,pleaseprovidealisting ofany/allpartieshavingafinancialinterest.(Therespondentcanrequestspecificinformation remainconfidentialprovideditmeetstherequirementsasspecifiedintheMay31,2012RFP Question/Answerclarification.TheserequirementscanberereviewedattheRFPwebsite undertheQUESTIONSandANSWERSreceivedlink).
2.) PleasedefinetheoptionsforafterhoursservicesasstatedinSection2.4(b.)(iii.)ofthe NationalFlightlineproposal.
3.)
RatesandCharges(Section2.4(f.)):NationalFlightlinesproposalonlyprovidedpartialinfoon specificrates/fees.Pleaseclarifythefollowing: a.) Thefeeslistedappeartoonlybedailyrates.Aretheredifferentratesfor weeklyand/ormonthlyparking?Ifso,whatarethey? Aretherateslisted(andthoseupdatedfromtheresponseto3(a.))universalto anywhereontheairfieldoraretheredifferentratesbasedonlocation(i.e. terminalrampvs.parkingareasonthesouthsideoftheairfield)?Ifsowhatare they? Theproposalliststhatspecificparkingfeescanbewaivedundercertain conditions.Whatarethoseconditions? Daily,weeklyand/ormonthlyratesforCommunityHangarstorage
b.)
c.)
d.)
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4.)
InAppendixB,undertheManagedRevenue,itliststhenumberoftiedownsasonly35.Why wasonly35accountedforasthereareapproximately67tiedowns(excludingtheterminal ramp)thattheFBOwillmanageontheairfield?
5.) Section2.4(c.)andAppendixIlistsaTechnicalmanagementconsultant.Pleaseclarifytherole andresponsibilityofthispartywithinthecompany.
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19 June 2012
Proposal Supplement: Response to: QUESTIONS FOR CLARIFICATION
Fixed Base Operator Services at Albert Whitted Airport
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Background: On June 15th, National Flightline LLC received an e-mail from Richard Lesniak, airport manager City of St. Petersburg. The e-mail included an attachment which contained Questions for Clarification regarding the proposal submitted by National Flightline LLC in response to the Citys solicitation for Fixed Base Operator Services at Albert Whitted Airport. Questions from the referenced attachment are shown below in italics. National Flightlines response to each question is presented immediately afterwards - non-italicized. The responses are due via e-mail no later than noon on Tuesday June 19th. Questions and Responses 1.) The RFP requires complete disclosure of those having a financial interest in the FBO proposal. Section 2.3 (ii) of the National Flightline proposal specifies there is a larger group of investors that will be involved but are not listed within the proposal. Accordingly, please provide a listing of any/all parties having a financial interest. (The respondent can request specific information remain confidential provided it meets the requirements as specified in the May 31, 2012 RFP Question/Answer clarification. These requirements can be re-reviewed at the RFP website under the QUESTIONS and ANSWERS received link). Note: National Flightline LLC hereby requests that the names of all National Flightline LLC investors remain confidential. Below is a list of all National Flightline LLC Investors.
REMOVED Name
Mark Edenhoch Hugh Hazeltine John Klinowski Lawrence Langebrake Robert Legters William McMannus Joseph Morgan James Mueller Paul Nicklaus Jay Scattergood Mark Swanson Michael Terlaak Chuck Wade Kevin Wojtowicz
Comment Independent Investor Independent Investor Independent Investor Board Member Board Member Independent Investor Board Member Board Member Independent Investor Independent Investor Board Member Board Member Independent Investor Board Member
Total financial backing: $150,000
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2.) Please define the options for after-hours services as stated in Section 2.4 (b.)(iii.) of the National Flightline proposal. National Flightline LLC is committed to providing exceptional customer service. Line staff will be made available 24 hours per day for tow-in and tow-out services as well as other services such as fueling, parking, tie-down and emergency services. After-hours services, in general, will be handled through a reservation system; that is, pre-arranged during normal business hours. In cases where after-hours service is needed and a reservation has not been made (on-call services), an after-hours services phone number will be clearly posted at both the ramp-side terminal entrance and the main terminal entrance, as well as on the National Flightline LLC website. Pre-arranged after-hours services will involve fees based on the service requested as well as the aircraft type, e.g. service fees for larger aircraft are higher than services fees for smaller aircraft. On-call service rates will match pre-arranged service rates but requesters will incur an on-call fee per each occurrence. 3.) Rates and Charges (Section 2.4 (f.)): National Flightlines proposal only provided partial info on specific rates/fees. Please clarify the following: a.) The fees listed appear to only be daily rates. Are there different rates for weekly and/or monthly parking? If so, what are they? Note: National Flightline LLC concludes that the referenced proposal section is 2.4 (h.), not 2.4 (f.). The fees shown are notional, are for the terminal ramp area only, and apply only to transient parking up to one month there are no weekly rates. Transients requiring parking in excess of one week may choose to have their aircraft parked in community hangar space (Hangar 1 or, if full, available T-hangar or available managed tie-down space) at a rate equivalent to that of regular airport tenants. Occupied space will be prorated on a daily basis, for example, an aircraft requesting 2 weeks and 3 days tie-down will be assessed a prorated amount of 17 days out of a 30-day month. National Flightline LLCs marketing plan includes initiatives to attract general aviation to St. Petersburg for extended stays. Further, the Bay area is home to events of national interest, e.g. baseball, conventions, college sporting events, etc. The Albert Whitted Airport (AWA) FBO operations policies must be established in anticipation of such events, i.e. adequate ramp space must be maintained at all times. Thus, National Flightline LLC will promote, but not require, parking of aircraft remote to the terminal ramp for transients staying in excess of one week. National Flightline LLC will request, but not require, parking of aircraft remote to the terminal ramp for transients staying in excess of one month. Transients staying in excess of one week will be informed that should the terminal ramp be fully occupied, their aircraft will be moved to remote parking. b.) Are the rates listed (and those updated from the response to 3(a.)) universal to anywhere on the airfield or are there different rates based on location (i.e. terminal ramp vs. parking areas on the southside of the airfield)? If so what are they?
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As indicated in the response above, the rates shown are notional and are for the terminal ramp only. Should National Flightline LLC be selected as the awardee, National Flightline LLC will assess regional rates and apply commensurate rates, backed by financial basis for any differential, to ensure conformance to any/all applicable FAA guidelines see section 2.4.c.iii.5 of the National Flightline LLC proposal. c.) The proposal lists that specific parking fees can be waived under certain conditions. What are those conditions? As part of the National Flightline LLC marketing plan, terminal ramp fees and/or overnight parking fees can be waived for: 1) fuel purchases; 2) patronizing partner businesses in St. Petersburg (akin to paid parking validation); or, 3) special medical needs, e.g. an aircraft delivering a patient of All Childrens Hospital. Other promotional packages may be created where fees are waived to promote additional traffic to AWA (St. Petersburg). d.) Daily, weekly and/or monthly rates for Community Hangar storage National Flightline LLC considers Hangar 1 the only Community Hangar space at AWA. Aircraft storage rates for use of Hangar 1 will notionally be 10% to 20% higher than commensurate rates for other long-term managed parking, e.g. for a single engine aircraft, storage in Hangar 1 will be 10% to 20% higher than that for an appropriate T-hangar. As with all rates at AWA, an independent assessment will be used to ensure that they are appropriate and comply with any/all applicable FAA guidelines. Daily or monthly rates will apply similarly to the structure for the terminal ramp, i.e. there are no weekly rates. 4.) In Appendix B, under the Managed Revenue, it lists the number of tie-downs as only 35. Why was only 35 accounted for as there are approximately 67 tie-downs (excluding the terminal ramp) that the FBO will manage on the airfield? Excluding the terminal ramp tie-downs, the following tie-downs are identified in the RFP: a) 9 adjacent to Hangar 1 b) 6 adjacent to Hangar 2 c) 14 east of Hangar 2 d) 11 south east e) 4 adjacent to a newly-constructed hangar taxiway Charlie f) 9 midfield - taxiway Charlie g) 14 east taxiway Charlie In Appendix B of National Flightline LLCs proposal, the revenue from tie-downs listed in a) and b) above are included, respectively, in the revenue projections for Hangar 1 (from the flight school) and Hangar 2 (from maintenance operations). The 35 tie-downs referenced in Appendix B are comprised of c), d), f) and 1-each from g) (the current Civil Air Patrol space). The spaces identified in e) were not included as national Flightline LLC expects to implement selffueling operations as soon as possible. The remaining 13 spaces from g) were not considered revenue-generating tie-downs as the spaces have historically been used as an aircraft boneyard. National Flightline LLC recognizes a need to address the bone-yard tie-down area and, if selected as the awardee, will propose a clean-up and improvement plan for the Citys consideration.
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5.) Section 2.4 (c.) and Appendix I lists a Technical management consultant. Please clarify the role and responsibility of this party within the company. The National Flightline LLC Board of Directors (BOD) will hire an appropriately qualified general manager. However, to ensure optimal start-up operations in year-1, National Flightline LLC will retain a technical management consultant having experience in start-up operations of an FBO. The management consultant will be engaged as needed by both the BOD as well as the hired management staff to consult on matters pertaining to: 1) efficiency of operations; 2) establishment of standard operating procedures (SOPs); 3) safety training and safe operations; 4) regulations compliance; 5) insurance recommendations; 6) equipment recommendations; and, 7) other topics as deemed needed to ensure smooth transition of operations from the existing FBO. After the first year of operations, it is anticipated that the management consultant will not be retained, rather, consulted only on occasion (paid per consult) if a special need arises.
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6 8 12 FBORFP NationalFlightline

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Fixed Base Operator Services at Albert Whitted Airport

2.2 General (RFP Section V; A)

2.3 Financial Fitness (RFP Section V; B)

2.4 Business Plan (RFP Section V; C)

Fuel and line services Maintenance (as provided through subcontract)

Flight School (as provided through subcontract)

Courtesy shuttle / transportation

GM AM CSR 1 CSR 2 LST 1 LST 2 LST 3

MO 8-5 8-5 4-9 7-10 7-12 12-5 4-9

TU 8-5 8-5 4-9 7-10 7-12 12-5 4-9

WD 8-5 8-5 4-9 7-10 7-12 12-5 4-9

TH 8-5 8-5 4-9 7-10 7-12 12-5 4-9

FR 8-5 8-5 4-9 7-10 7-12 12-5 4-9

2-9 7-3 7-12 12-5 4-9

2-9 7-3 7-12 12-5 4-9

2.5 Physical Requirements (RFP Section V; D)

Figure 2: Example self-fueling installation

2.6 Exceptions (RFP Section V; E)

APPENDIX A: Articles of Incorporation

APPENDIX B: Year-1 Operating Budget

Year-1 Example Operating Budget National Flightline LLC

Fuel Flowage Cost $

700 700 500 400 400 32,400 16,200 13,700 29,900

$2,437,414.00 $2,515,540.88 $11,139.12

APPENDIX C: National Flightline LLC, Financial Information

APPENDIX D: Subcontracted aircraft maintenance

Larry Peters (President)

APPENDIX E: Subcontracted flight school operations

APPENDIX F: Self fueling - Physical Requirements

APPENDIX G: National Flightline LLC, Board Members Bios

1977 1979 1976 1977 1972 1974 1965 1968

AANA ARNP ACLS BLS

30790 1590512 2003 2003

Neil Franckle member at large

1609 Pasadena Ave S Ste 1E Saint Petersburg, FL

APPENDIX H: Letters of support

Larry Peters (President) Sky Way Aircraft Inc.

APPENDIX I: Technical Management Consultant

APPENDIX J: Phillips 66 World Fuel Program

RECEIVED REAL ESTATE AND PROPERTY MANAGEMENT 6/8/2012 2:58 PM

2.) PleasedefinetheoptionsforafterhoursservicesasstatedinSection2.4(b.)(iii.)ofthe NationalFlightlineproposal.

InAppendixB,undertheManagedRevenue,itliststhenumberoftiedownsasonly35.Why wasonly35accountedforasthereareapproximately67tiedowns(excludingtheterminal ramp)thattheFBOwillmanageontheairfield?

5.) Section2.4(c.)andAppendixIlistsaTechnicalmanagementconsultant.Pleaseclarifytherole andresponsibilityofthispartywithinthecompany.

Fixed Base Operator Services at Albert Whitted Airport

Total financial backing: $150,000

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