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Committee of the Whole Meeting Agenda for the Meeting Held on Tuesday, September 4, 2018

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Committee of the Whole Meeting Agenda for the Meeting Held on Tuesday, September 4, 2018 AGENDA COMMITTEE OF WHOLE COUNCIL MEETING Tuesday, September 4, 2018 9:00 AM in Council Chambers Page A. CALL TO ORDER B. INTRODUCTION OF LATE ITEMS C. DELEGATIONS 2 - 35 1. Osoyoos Airport Development Society Presentation from Glen Harris, President of Osoyoos Airport Development Society 36 - 43 2. Canadian Mental Health Association Presentation from Liesel Reimer, Community Educator D. BUSINESS E. ADJOURNMENT Page 1 of 43 Page 2 of 43 Osoyoos Airport: Strategic Plan & Opportunity Assessment Prepared for The Osoyoos Airport Development Society PREPARED BY InterVISTAS Consulting Inc. July 2018 Page 3 of 43 Executive Summary The Osoyoos Airport Development Society (OADS) commissioned InterVISTAS to conduct a strategic plan that identifies potential airport development opportunities, as well as a roadmap of how to achieve them. The timeframes for these opportunities include immediate, short-term, and long-term (e.g., 15+ years). The Society indicated the need for an actionable set of airport development items that align with the desires of stakeholders and rightsholders of Osoyoos and surrounding areas. These developments support the Osoyoos Airport vision, which is provided below. Osoyoos Airport Vision The airport shall serve as a gateway to the future economic development and enhanced services for the people of Osoyoos and surrounding areas. Strategic Goals InterVISTAS hosted stakeholder/rightsholder sessions to solicit feedback and recommendations from community members on their current and future vision for the airport. The strategic goals listed below are a set of outcomes resulting from these community consultations and discussions. Design a governance structure that enables the airport to develop and support the community. Governance is the way that an organization establishes its mission, vision, policies and strategies and then implements them through management. The Osoyoos Airport Development Society should work with the Town of Osoyoos to formalize airport management, structure, and roles and responsibilities. Operate a safe and secure airport. Having a safe and secure facility is non-negotiable and necessary for public use: without a safe and secure facility no other goals can be progressed. Safety forms the foundation for airport operations and should remain top of mind for all airport stakeholders/rightsholders. Provide a facility that supports general aviation and establish a marketing plan to attract activity. General aviation is the fundamental cornerstone of airport activity and it provides the basis for the provision of key services and amenities. Developing tie-downs and hangars are essential to support airport users and grow airport activity. Amenities such as hangar homes have significant economic benefits for the community. Alongside future economic development projects, develop a facility that is capable of accommodating air services that support tourism and social connectivity. Air transportation access is a fundamental necessity to fully realize the potential economic benefits associated with tourism. Air services connect the local community with key resources in larger urban centres and work sites, and support workers in the health, firefighting, immigration and education industries. Osoyoos Airport Development Society – Strategic Plan & Opportunity Assessment i Page 4 of 43 Create an environment that promotes the development of aviation careers. As airports grow their traffic and user base, jobs are created organically in fields such as flight/airport operations, aircraft maintenance, and public services. As noted previously in the report, these jobs are high paying and tend to produce significant benefits for the surrounding communities near the airport. Develop a business plan to enable the airport’s financial sustainability. As the airport faces a reliance on non-municipal funding, it is important to develop new and existing revenue streams to support operating and capital expenses. Additionally, all federal, provincial and private funding options should be considered. The full report provides the process undertaken by InterVISTAS to develop the goals listed above. Also included is a list of action items required to achieve these goals, which can be found in Chapter 6. Osoyoos Airport Development Society – Strategic Plan & Opportunity Assessment ii Page 5 of 43 Table of Contents Executive Summary ....................................................................................................... i 1 Introduction ............................................................................................................ 1 1.1 About InterVISTAS ........................................................................................................... 1 1.2 Project Objectives ............................................................................................................. 1 1.3 General Airport Benefits ................................................................................................... 2 2 Assessment of Current Situation .......................................................................... 3 2.1 Airport Overview & Background ....................................................................................... 3 2.2 Ownership & Current Governance ................................................................................... 4 2.3 Situation Analysis ............................................................................................................. 4 2.4 Infrastructure Analysis ...................................................................................................... 5 3 Community Consultations ................................................................................... 14 3.1 Process and Approach ................................................................................................... 14 3.2 Summary of Feedback .................................................................................................... 15 4 Strategic Goals ..................................................................................................... 17 5 Identification of Specific Initiatives ..................................................................... 19 6 Recommended Action Plan ................................................................................. 20 6.1 Action Items for Implementation ..................................................................................... 20 6.2 Governance Options ....................................................................................................... 21 Appendix A: ................................................................................................................. 22 What is Airport Governance? ................................................................................................. 22 Appendix B: Sources of Funding ............................................................................... 24 Osoyoos Airport Development Society – Strategic Plan & Opportunity Assessment iii Page 6 of 43 1 Introduction 1.1 About InterVISTAS InterVISTAS specializes in the aviation industry, especially airports. Our consulting services include economic analysis, governance issues, regulatory and legislative advocacy, travel and tourism strategy, security and border facilitation, international transportation policy, and a wide range of related services. InterVISTAS was founded in Canada and Vancouver is our corporate headquarters. In total, InterVISTAS has a staff of 70 professionals in North America, Europe and Latin America. InterVISTAS is a team of transportation consultants with significant expertise in Canada’s aviation industry, including almost 30 years’ experience in airport governance under a variety of governance models, including municipal operation, municipal operation with a commission or advisory council, airport society, airport development corporation, airport authority, airport operated by concession and pure private sector airport operation. We have worked with most regional/local and national airport system airports in Canada, and have also worked extensively in the United States, New Zealand, Australia and other international airports. Our depth of experience gives us a deep understanding of the Canadian aviation market, aviation industry trends, regulatory issues, and the record of different governance models for different types of airports. 1.2 Project Objectives The Osoyoos Airport Development Society (OADS) commissioned InterVISTAS to prepare a strategic plan that identifies potential Osoyoos Airport development opportunities, as well as a roadmap of how to achieve them. The timeframes for these opportunities include immediate, short-term, and long-term (e.g., 15+ years). The Society indicated the need for an actionable set of airport development items that align with the desires of stakeholders and rightsholders of Osoyoos and surrounding areas. These developments support the Osoyoos Airport vision, which is: “The airport shall serve as a gateway to the future economic development and enhanced services for the people of Osoyoos and surrounding areas.” The airport shall serve as a gateway to the future economic development and enhanced services for the people of Osoyoos and surrounding areas. Osoyoos Airport Development Society – Strategic Plan & Opportunity Assessment 1 Page 7 of 43 1.3 General Airport Benefits Airports of all sizes in Canada are economic generators for the communities in which they reside. The fundamental building
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