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
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Osoyoos Airport: Strategic Plan & Opportunity Assessment
Prepared for The Osoyoos Airport Development Society
PREPARED BY InterVISTAS Consulting Inc.
July 2018
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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.
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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.
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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
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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 block of these airports is general aviation (GA), which paves the way for new businesses and economic development. Airport- related businesses pay wages to their employees, which in turn spend money in the local communities and drive economic activity. These are known as induced effects. Many supplier industries such as catering and maintenance only exist due to the presence of the airport, and these are known as indirect effects.
“All routes to any aviation career begin with General Aviation. Without GA, small airplanes, and community airports there is no aviation.”
- Carter Mann, Manager of Government Affairs & Communication for Canadian Owners & Pilots Association (COPA) and recently nominated as one of the top 20 under 40 who are influencing the direction of Canadian aviation and aerospace.
InterVISTAS has studied the economic impact of general aviation in Canada, and in 2017 completed a report for the Canadian Owners and Pilots Association (COPA). The report provides context to better understand the meaningful contributions general aviation makes to the Canadian economy. The report’s findings suggest that one GA aircraft is estimated to generate 0.57 full-time equivalents (FTE) of direct employment.1 These findings imply that incremental employment is supported should aircraft owners wish to station their aircraft at Osoyoos Airport. In addition to the impact of GA aircraft, there is potential for aviation related businesses to exist at the current Buena Vista Industrial Park. This would contribute to the indirect and induced impacts outlined in the first paragraph and the diagram above.
Airports also serve as a catalyst for tourism and convention industries by facilitating air travel and giving individuals direct access to product offerings. Businesses involved in the hospitality industry, are significant beneficiaries of these travellers in particular. Additionally, airports enhance social connectivity for a community. For example, having a functioning airport may allow residents to work outside of the community (e.g., oil sector workers communication to/from the job site).
1 Economic Impact of General Aviation in Canada 2017 (InterVISTAS Consulting Inc.)
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2 Assessment of Current Situation
2.1 Airport Overview & Background
The Town of Osoyoos obtained the airport land through a free Crown Grant in 1988. In 2005 the Town of Osoyoos began work on a series of updates and extensions to the airport. These updates resulted in an investment of over $650,000 and included the installation of:
A 75m gravel base for runway extension;
paving 755m of the runway;
widening the runway;
painting lines on the runway;
developing aircraft and helicopter parking and tie down area;
installing an apron and taxiway;
installing water, sewer, electrical, and telephone services to the airport; and,
reconstructing intersection on Highway No. 3.
The Osoyoos Airport is located across from the town’s industrial site approximately 2km west of the Town of Osoyoos. The airport is registered and owned and operated by the Town of Osoyoos.
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2.2 Ownership & Current Governance
The Osoyoos Airport is currently listed as a registered airport and is owned and operated by the Town of Osoyoos. The airport is managed by the Town’s Chief Administrative Officer (CAO) who recommends annual operating and capital budgets.
The Osoyoos Airport Development Society (OADS) was formed by members of the business community in Osoyoos who have taken a keen interest in preserving and developing the Osoyoos Airport in order to stimulate air traffic and economic growth in the region. As an independent group, OADS has received approval from the Town to help develop the Airport.
As outlined within the Town of Osoyoos 2018-2021 Business Plan, the goal set for the region is “To develop and maintain an effective and sustainable transportation system that responds to the changing needs of our citizens and visitors. Transportation systems include public transit, walking, cycling, roads, airport, etc.”2 One of the strategies to reach this goal is to “Maintain the airport as a vital resource in community and economic development strategies.”3 2.3 Situation Analysis 2.3.1 Previous Reports Previous reports for the Osoyoos Airport have been commissioned in order to support growth and expansion at the airport. These reports include engineering and economic impacts assessments of the Osoyoos Airport. These reports submitted to the Town of Osoyoos include:
Osoyoos Airport Economic Impact Assessment (2014)
Osoyoos Airport Upgrading Plan (2013) 2.3.2 Similar Sized General Aviation Airports Throughout the Province of BC there are comparable airports that have been able to progress and develop services in support of general aviation (GA). For example, Tofino Airport on the West Coast of Vancouver Island has had regular air service with small aircraft from Vancouver. Recently, Pacific Coastal has introduced regular schedule service between Vancouver and Tofino with larger commuter aircraft and has provided more connectivity into their network with new access to Tofino.4 This growth provides the support needed in order to develop smaller GA airports into economic engines for their communities.
Table 2-1 below highlights comparable GA airports to Osoyoos Airport. This table compares the owners/operators of the airport to highlight some governance options as well as current services/tenants housed at the airports. Runway lengths are also shown to provide examples of varying infrastructure currently in place at the airports.
2 2018 – 2021 Osoyoos Business Plan March 19, 2018 3 2018 – 2021 Osoyoos Business Plan March 19, 2018 4 http://www.richmond-news.com/business/new-tofino-flight-is-no-laughing-matter-for-richmond-businesses-1.23255325
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Table 2-1: Summary of Comparable General Aviation Airports to Osoyoos Airport
Services Airport Owner / Operator Runway Length (i.e., Tenants)
Osoyoos Town of Osoyoos None 2,477ft
Hangars Town of Oliver / Oliver Fuel Oliver Airport Advisory 3,200ft Standing Committee Flying Club Maintenance Facilities Hangars City of Vernon / Fuel Vernon 3,517ft Operation Services Flying Club Aerospace Campus
Hangars Sunshine Coast District of Sechelt 2,400ft Regional Airport Government and Private Tenants
Hangars Alberni Valley Regional Tofino Fuel 5,000ft X 3 District Terminal Building
Hangars Salmon Arm Regional Fuel City of Salmon Arm 4,261ft Airport Flying Club Terminal Building
2.4 Infrastructure Analysis 2.4.1 Review of Current Assets The Airport sits on approximately 37 acres of land, a portion of which is consumed by the runway and a very small apron. Only about 3.0 hectares of unused land on the Western side of the airport is currently available for airside and commercial/revenue purposes. This land is currently vacant and will need to be cleared and serviced.
The airport has a paved runway (Rwy 12/30) strip which measures 2,477ft x 75ft and does not offer any services or utilities in terms of lighting and navigational aids. The site is neither fully enclosed nor has completed perimeter fencing. Airport lands are relatively flat with the exception of the Northeast and Eastern portions of the site where lands slope downwards towards farm fields.
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2.4.2 Potential for Future Development Opportunities Land Use
Current land use at the airport is only provided for the runway strip and an exit at the centre of the runway that leads to an informal aircraft parking area off the pavement. Aircraft tie-downs were in place in the past; however, they have since been removed. Even though there is no other aviation related infrastructure at the airport there is still limited general aviation use as well as drag races five times a year hosted by Wine Country Racing Association. Temporary stands and other infrastructure are in place at the airport during the days it is used for drag races.
Previous studies have shown that there are potential land use areas for a future terminal/FBO5 and areas for hangars. The areas of significance have been retained and highlighted in Figure 2-1 and shows the potential for aviation related land use at the Osoyoos Airport. The potential for terminal and hangar space will be dependent on the aircraft type expected to be served by the airport. The need or requirement for apron areas will also be driven by the critical aircraft type. There is also potential to station Canada Customs on-site, given the airport’s proximity to the border. Currently, aircraft must fly to Penticton during business hours to clear customs, resulting in a potential loss of visitors to the Osoyoos community.
Figure 2-1: Potential Land Use
5 A fixed-base operator (FBO) is an organization that provides aeronautical services.
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Current Runway Condition Runway 12/30 is 2,477ft x 75ft, paved asphalt and in very good condition. The runway markings however are currently faded as they were last painted in approximately 2008 and have not been maintained.
Runway Extension Opportunities This section evaluates whether a runway extension to the existing airfield is warranted. A runway extension can improve both aircraft safety and the ability to accommodate larger aircraft. The runway length necessary for any particular airplane operation depends on various factors, including: airport elevation, temperature, wind velocity, aircraft weight, flap settings, runway surface conditions, airline procedures, and obstructions in the vicinity of the airport.
A set of aircraft have been identified that can be considered for charter or scheduled passengers operations at small airports in Canada and in North America in general, as shown in Table 2-2. Second, associated aircraft performance characteristics have been collected from manufacturer publications and pilot operating manuals to identify a range for takeoff field length distances.
Table 2-2: Runway Reference Lengths for Various Aircraft Types
Aircraft Typical Seating Approximate Runway Type Capacity Length Required
Citation Mustang 5 Piper Navajo 8 Embraer Phenom 300 8 Piper Chieftain 9 1,200 – 3,300ft BN Islander 9 Pilatus PC 12 10 Viking Twin Otter 400 19 Dash 7 Combi6 46 Beechcraft King Air 350 8-14 Beech 1900D 18-19 3,300 – 4,800ft Dash 8 300 50 Challenger 300 9 > 4,800ft Dash 8 Q400 78 Source: Aircraft manufacturer specifications & Canadian operator websites.
Government aviation stakeholders have developed runway length curves based on airplane flight manuals that are based on required takeoff and landing distances as well as accelerate-stop distances. These curves are based on seating capacity and mean daily maximum temperatures of the hottest month of the year at the airport, and they provide guidelines for recommended runway lengths for new runways or extensions to existing runways. Small propeller-driven aircraft are grouped based on their approach
6 The Dash 7 Combi has a significant capacity of 46 seats; however this particular model is a special variant classified as a short takeoff and landing (STOL) aircraft.
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speeds and the number of passengers they can carry. The runway curves are developed for two design conditions for aircraft with less than 10 seats, one for 95 percent of the fleet, and the other for 100 percent of the fleet.
For Osoyoos Airport, the results are based on zero headwind component, maximum certified takeoff and landing weights, optimum flap settings for the shortest runway length, an airport elevation of 1,100ft / 335m, and a mean daily maximum temperature of 92ºF / 33ºC of the hottest month of the year (July 2017).
Requirements for small propeller-driven aircraft with fewer than 10 passenger seats indicate that the runway length should be between 3,500 and 4,100ft. A length of 3,500ft will handle approximately 95 percent of the aircraft fleet in this category, while a runway length of 4,100ft will handle 100 percent of the fleet. Aircraft with more than 10 passenger seats require a runway length of 4,500ft, as summarized in Table 2-3.
Table 2-3: Recommended Runway Lengths for Airport Planning
Runway Length Parameters for Osoyoos Airport
Airport elevation: 1,100ft / 335m MSL Mean max temperature in hottest month: 33ºC/92ºF Existing runway length: 2,477ft / 755m Small aircraft with less than 10 seats
95 percent of these airplanes 3,500ft / 1,070 m 100 percent of these airplanes 4,100ft / 1,250 m Small aircraft with 10 or more seats 4,500ft / 1,370 m
In the short term, extending the existing runway by 1,000 to 1,450ft / 300 to 440m to a full length of 3,500ft/1,070m or 3,940ft/1,200m can significantly increase the capability of the runway to accommodate small general aviation aircraft. For the long-term, a further extension of approximately 2,000ft / 620m to a total length of 4,500ft / 1,370m would be necessary to enable commercial air service with the largest aircraft expected to operate in the market. Runway Extension Development Options Based on the required runway lengths discussed above, three runway extension options were considered. The first two options would increase the capability of the airfield to accommodate general aviation aircraft and smaller charter aircraft in the near-term, while the last option would enable scheduled passenger operations with the above-mentioned aircraft (or similar size) in aircraft group number two (AGN II). The analysis of these alternatives has been performed in accordance with multiple International Civil Aviation Organization (ICAO) and Transport Canada publications, including the fifth edition of Aerodromes Standards and Recommended Practices (TP 312).7 Safety area and obstacle limitation surface dimensions are based on non-instrument runway specifications.
7 Aerodrome Design Manual – Part 1 Runways, International Civil Aviation Organization
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Development Option 1 (General Aviation): This option would extend the runway to the south by 500ft / 152m, making the extended runway 2,977ft / 907m. The airport would need to acquire approximately three acres of land to allow for this extension.
Figure 2-2: Development Option 1 – 500ft Southern Runway Extension
Source: InterVISTAS drawing with Digital Globe/Airbus DS imagery in background.
The 500ft southern runway extension is shown in Figure 2-2, with existing airport lease area is indicated in red, the existing runway outline in yellow, and the proposed runway extension in gray. The 500ft extension would increase the capability of the airfield to accommodate a greater variety of small general aviation aircraft, as well as the safety of operations by providing additional runway length for takeoffs and landings by existing users. The proposed runway extension would require the expansion of the current airport lease area to the south and the corresponding land work to enable the construction of the new runway surface. This southern extension is more favorable than a northern extension of 500ft, as the north side of the airfield is neighboring agricultural fields, which would be more challenging to convert for aeronautical use than the land south of the airfield. Applications for the acquisition land reserved for agricultural use are made through the Agricultural Land Commission (ALC).
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Development Option 2 (General Aviation): As shown in Figure 2-3, this option would extend the runway both to the south and to the north. It would relocate the Runway 30 threshold by 500ft / 152m to the south and provide a 960ft / 293m extension to the north of the existing runway, for a total length of 3,940 ft / 1200m. The airport would need to acquire approximately 14-17 acres of land to allow for this extension.
Figure 2-3: Development Option 2 - Runway Extension on Both Sides
Source: InterVISTAS drawing with Digital Globe/Airbus DS imagery in background.
The new runway lengths with the extensions on both runway ends would enable approximately 98-99 percent of small aircraft with less than 10 seats to operate at the airfield. By keeping the runway length under 3,940ft / 1,200m, no runway end safety areas (RESA) would be required (assuming no scheduled passenger-carrying operations with more than nine passenger seats, and no non-precision or precision runway), based on TP 312.
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Development Option 3 (Commercial Air Service): This option would extend the runway only to the north by approximately 2,030ft / 620m, relocating the Runway 12 threshold, for a total length of 4,500ft / 1,370m. This extension would enable scheduled passenger operations at the Airport with small aircraft of 10 ore more seats. The airport would need to acquire approximately 40-45 acres of land to allow for this extension.
Figure 2-4: Development Option 3 - Runway Extension to the North
Source: InterVISTAS drawing with Digital Globe/Airbus DS imagery in background.
A plausible long extension of Runway 12-30 would be to extend the runway in the northern direction, as shown in Figure 2-4, as the RESAs would be clear of facilities. The RESA must be free of objects to reduce the severity of damage to an aircraft overrunning or undershooting the runway. This northern extension would require land acquisition north of the current airport property.
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Based on the review of the above-mentioned runway extensions, Development Option 1 could be considered for implementation in the near future, given it would require the least land acquisition. As mentioned earlier, this option would provide a 500ft extension to the south without any agricultural land relocations. Development of Option 2 would increase the general aviation capability of the Airport, but it would require agricultural land acquisition north of the existing airport lease area. If scheduled passenger service is the objective, Development Option 3 is recommended. Option 3 may only be feasible in the long-term as more than 40 acres would need to be acquired, likely requiring several years of investment and further planning. Airport Support Infrastructure To enable the Osoyoos Airport to grow, it was determined that the following infrastructure improvements and enhancements should be considered:
An extended runway with a partial taxiway system capable of accommodating AGN II aircraft. A main aircraft apron connected to the taxiway system with aircraft tie-down positions. An on-site aviation fuel storage and delivery facility. A passenger terminal and airport office building or structure. Hangar facilities for aircraft storage and maintenance. Airport visual aids to support approach and departure procedures (airport signs, airport beacon, visual glideslope indicator, runway edge lights, taxiway lighting) for a non-instrument runway (aircraft using visual approach procedures or an instrument approach procedure to a point beyond which the approach may continue in visual conditions).
The location of these airport support facilities is influenced by the various safety and object free areas of the runway and taxiway system, as well as the obstacle limitation surfaces (OLS) for a non-instrument runway system capable of accommodating AGN II aircraft. These surfaces extend both horizontally and vertically around the airport, and they define the airspace that needs to be maintained free of obstacles.
A close-up view of the OLS for a northern runway extension (associated with Option #3) is shown below in Figure 2-5, in addition to a partial parallel taxiway on the southeast side of the runway. The blue line indicates the outer edge of the taxiway safety area, which is to be kept free of objects (including natural objects) other than visual aids.
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Figure 2-5: Close-up View of Safety Areas and Obstacle Limitation Surfaces
Source: InterVISTAS drawing with Digital Globe/Airbus DS imagery in background.
The outer edge of the transitional and inner transitional surfaces extends to a height of 150ft / 45m from the runway strip. The outer edge of the approach surface is located 8,400ft / 2,560m from the runway end on each side, and it extends to 410ft / 125m in height. Buildings (T-hangars, conventional hangars, terminal building, etc.) should not conflict with the recommended airport design standard defined for the runway system and the protected airspace associated with the runway. The eastern side of the runway (shown top side) is not restricted by any major roadways other than the height limitation imposed by the OLS transitional surface.
Aircraft parking apron, tie-down positions, and the fueling facility can be located near the runway, outside of the taxiway safety area, as long the OLS transitional surface height requirements are met.
An airport master plan would provide further details about the sizing and characteristics of airport support facilities, which is beyond the scope of this report.
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3 Community Consultations
3.1 Process and Approach
InterVISTAS worked closely with OADS to prepare a list of key airport stakeholders and rightsholders. These community entities were then grouped by their respective industries or occupations, and invited to partake in roundtable sessions. These sessions, led by InterVISTAS, asked participants several questions relating to their vision for the Osoyoos Airport. The questions posed to guide discussion among the groups were:
What is your vision for the Osoyoos Airport?
What is the Airport’s potential for the Osoyoos community?
What are some considerations to keep in mind as the airport explores opportunities to progress?
What constraints do you see for the Airport going forward?
What opportunities would support your goals as a community stakeholder/rightsholder?
A list of the groups and their associated participants is included in Table 3-1 below. Some consultations were conducted over the phone or through e-mail to accommodate participant’s schedules.
Table 3-1: List of Stakeholder/Rightsholder Session Participants
Group Name Stakeholder/Rightsholder
Group #1 Council & Senior Staff (Town of Osoyoos & Council) Group #2 Osoyoos Indian Band (Osoyoos Indian Band) Destination Osoyoos Osoyoos Credit Union Group #3 Jojo's Cafe Ltd. (Economic Development & Tourism) Spirit Ridge Watermark Area 27 Osoyoos Golf Club Group #4 Similkameen Wine Association (Attractions & Related Industries) Walnut Beach Resort Mt. Baldy RCMP (Osoyoos Detachment) Group #5 Transport Canada (General Business & Public Service) BC Ministry of Transportation & Infrastructure
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Group Name Stakeholder/Rightsholder
Canadian Owners and Pilots Association Firefighting (BC Forest Services) Group #6 Wine Country Racing Association (Airport Users/Nearby Tenants) Patrick Brehm (independent pilot)
3.2 Summary of Feedback
The following sections include feedback from stakeholders and rightsholders, grouped by theme.
The material provided in both the group sessions and one-on-one phone calls serves as the primary input for the strategic goals and objectives, located in the following chapters of this report. 3.2.1 Benefits of the Airport
In general, both stakeholders and rightsholders view the airport as a benefit to the community and support its future growth. The airport provides social connectivity to the community. o Rightsholders have an interest in using the Osoyoos Airport as a base to charter flights and facilitate business travel. o Direct access to Vancouver and Victoria is important and allows for same-day business travel, saving accommodation costs for businesses and rightsholders. o In the winter, there is opportunity to use Osoyoos Airport to access hub airports directly in the case where scheduled flights out of Penticton or Kelowna are delayed or grounded due to weather issues. o Rubber-tire traffic along Highway 3 to/from Vancouver has decreased significantly since the opening of the Coquihalla Connector. The airport provides another mode of travel for visitors to access Osoyoos. The RCMP confirms that the airport serves as an important base for the provision of essential services. o These essential services include: border patrol, search and rescue, firefighting and searches for potential incursions in the area. o The military has in the past made use of the runway strip for search and rescue purposes. Airport land is used for non-aviation events that bring in revenue to the Osoyoos community. o The Wine Country Racing Association uses the airport approximately five times a year to host drag racing events. . Annually, an estimated 4,200 people attend this event. . Approximately $4,000 is paid to the Town by the association annually as part of the lease agreement.
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. The Association actively participates in ensuring the airport land is clear and safe for subsequent aviation use following the conclusion of racing events. Some stakeholders indicated that the airport’s presence could spark interest among young Osoyoos students in the aviation industry – leading to lucrative and high paying jobs. 3.2.2 Vision for the Airport
Tourism stakeholders see the airport as an opportunity to boost tourism during both peak and shoulder seasons. o Hospitality industry stakeholders see this as an opportunity to ensure the availability of full-time employment. Some business owners in the community see the opportunity for charter operations to serve high- end clientele. Area 27 confirms some clients have aircraft currently based at Penticton Airport. There is potential for these aircraft to move and be stationed at Osoyoos, assuming basic amenities such as hangars and fuel can be provided in the future. 3.2.3 Considerations for Airport Growth
There is limited space for growth on existing land, given the re-zoning of airport land to industrial lots on the northwest side of the field. Some stakeholders acknowledge the issue of noise created by fixed wing aircraft and helicopters, yet few suggested this was an issue that affects them or their business. The existence of Agricultural Land Reserve (ALR) to the north of the runway may inhibit potential runway extensions in the future. Some stakeholders indicated concern that the Osoyoos community may associate airport growth with higher taxes, ineffective land-use and increased noise. Council recognizes the importance of understanding and articulating any potential benefits from the airport received by the community of Osoyoos. Any future development needs to be mindful of environmental issues. 3.2.4 Future Governance
The OIB is pro-economic development, and has a vested interest in seeing the airport used and grown. They have demonstrated interest in being involved in the governance model for the airport going forward. The InterVISTAS recommendation for airport governance is provided in the following chapter of the report.
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4 Strategic Goals
The strategic goals located in this section of the report are a product of discussions with OADS and the broader Osoyoos community. InterVISTAS hosted stakeholder/rightsholder sessions to solicit feedback and recommendations from community members on their current and future vision for the airport.
Air transportation access is a fundamental necessity to fully realize the potential economic benefits associated with tourism. Additionally, air services connect the local community with key resources in larger urban centres.
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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.
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.
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5 Identification of Specific Initiatives
This section contains a list of action items that will help achieve the strategic goals of the Osoyoos Airport. In this section we organized the action items in broad categories for the purposes of costing. Where possible, the approximate cost for each action item has been estimated or sourced from previous reports conducted for the Airport. In some cases, InterVISTAS is unable to estimate the cost as the associated project would typically go out for tender and potential market pricing is therefore unknown. Available funding for these action items is discussed in more detail in Appendix B.
In Chapter 6, a recommended action plan is provided that ties together both the strategic goals and action items in a prioritized list.
Table 5-1: Action Items Associated with Strategic Goals
Estimated Cost Category Priority* Action Item Timeline ($CAD) 1 Design governance structure8 Internal Resources Short 2 Road dedication closure Internal Term 3 Agree upon tenant lease rates Internal
4 Canada Customs Services Internal 5 Establish tenants & user base - 6 Acquisition of south lots for expansion Internal Community 7 Tourism product promotion Planning Stakeholders 8 Financial and marketing plans Internal 9 Bolster shoulder-season tourism Internal 10 Establish charter activities External - no cost 11 Airport certification Unknown
12 Land acquisition (north area) Unknown 13 GA marketing & implementation plan $10,000 - $15,0009 Long 14 Update existing master plan $25,000 - $35,000 Term 1 Provide fuel services Minimal10 Short 2 Clearing airport land $9,000 - $15,000 Term 3 Develop GA tie-down area $2,000 Infrastructure 4 Paint runway $3,000 5 Complete perimeter fencing $60,000 6 Construct aviation-related facilities Unknown Long 7 Construct user/tenant facilities Unknown Term 1 Funding applications Internal Short Term Funding 2 Prepare fee schedule Internal Long Term * Priority within the category.
8 Governance is a complex matter and InterVISTAS has provided detail on its recommendation in the following report chapter. 9 Marketing and implementation plan to be provided by an external service provider. 10 Fuel truck access would be paid for by a third party business.
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6 Recommended Action Plan
6.1 Action Items for Implementation
Table 6-1 represents an ‘Action Plan’ for the Osoyoos Airport that includes initiatives which are achievable and provide the most value to the community. The table indicates the extent to which each action item benefits Osoyoos in terms of jobs and revenue to the Municipality.
Table 6-1: Prioritized Action Items & Associated Goals Potentially Achieved
Possible Strategic Goals Economic Benefits Priority Action Items Achieved* Jobs Revenue 1 Design governance structure G – S – GA – TSC – AC – FS n/a n/a 2 Funding applications S – GA – TSC – AC – FS n/a Significant 3 Complete perimeter fencing S – GA – TSC Some n/a 4 Clear airport land S – GA – TSC Some n/a 5 Install tie-downs S – GA – TSC –- FS Some n/a 6 Paint runway S – GA – TSC – FS Some n/a Create & implement marketing 7 GA – TSC – AC - FS Some Some plan to attract GA traffic 8 Provide fuel services S - GA – TSC – AC - FS Some Some
9 Update existing Master Plan GA – TSC – AC – FS n/a n/a 10 Prepare fee schedule GA – TSC – FS n/a Some Prepare & implement financial & 11 GA – TSC - AC – FS Some Moderate general marketing plans 12 Establish tenants/user base GA – TSC – AC – FS Moderate Moderate 13 Agree upon tenant lease rates GA – FS n/a Some 14 Canada Customs Services S – GA – TSC - AC Some Some 15 Construct aviation-related facilities S – GA – TSC – AC - FS Moderate Moderate 16 Promote tourism product TSC – FS Significant Significant 17 Constructing user/tenant facilities S – GA – TSC – AC - FS Significant Significant
18 Establish charter activities TSC – AC – FS Significant Moderate 19 Bolster shoulder-season tourism TSC – FS Significant Moderate 20 Obtain airport certification S – GA – TSC – AC - FS Moderate Moderate Land acquisition for future 21 S – GA – TSC – AC – FS n/a n/a development Note (*): Governance (G); Safety (S); General Aviation (GA); Tourism and Social Connectivity (TSC); Aviation Careers (AC); and, Financial Sustainability (FS)
Osoyoos Airport Development Society – Strategic Plan & Opportunity Assessment 20 Page 26 of 43
6.2 Governance Options
In this section, InterVISTAS provides two suitable governance options for the Airport. Both governance models vary in terms of the: 1) level of Town involvement, and 2) level of autonomy of the governing body. Ultimately, the Town of Osoyoos must select the model that most effectively serves its broader economic objectives and the needs of the community.
A key consideration is to achieve alignment among interested stakeholders, rightsholders, and governing entities that allows for effective decision making relating to airport operations. We examine two governance models in this section:
1. Society. An independent entity that is legally formed with skill-based members from the community through the provincial Societies Act.
2. Skills-based Advisory Board. Single municipality oversight with support from a skills-based Advisory Board. 6.2.1 Society The Society is a legal organization formed through the Societies Act of British Columbia. The members of the Society are generally aviation enthusiasts that have skills, knowledge and/or background in the aviation sector. The Directors of the Society are elected annually by their membership. Not only is the Society accountable to the Societies Act of B.C. but would also be accountable to the Municipality through a Lease Agreement. Details of developing a business plan, operating plan, and budget can be outlined in the Lease Agreement. 6.2.2 Skills-based Advisory Board The Municipality (Town of Osoyoos) would be responsible for operations and the creation of an airport business plan and annual budget. The Advisory Board’s role is to advise and suggest to the Municipality any issues or concerns as well as identifies future development projects for the Airport. The Municipality is to provide guidance on strategic and technical matters. Under this model the Municipality usually hires an Airport Manager to oversee the operations of the airport.
Osoyoos Airport Development Society – Strategic Plan & Opportunity Assessment 21 Page 27 of 43
Appendix A:
What is Airport Governance?
Governance is the organizational structure by which key decisions regarding the airport are made and then carried out.
Put simply, governance is the way that an organization establishes its mission, vision, policies and strategies and then implements them via management. A private sector governance structure (or model) typically consists of
Shareholders who establish the mission of the organization and elect a board of directors;
the Board of Directors that establishes the vision and key strategic directions, approves the annual budget and any major funding, and chooses the CEO and senior management of the organization; and
Senior Management who support the board with development of financial and strategic information and insight, implement the board approved strategic plan and annual budget, and who hire/train/supervise staff.
There are other governance models for airports, involving local government,11 or some form of private not-for-profit operation.12 Government governance models typically have an elected council taking the roles of the shareholders. Some government models will use an intervening board of directors appointed (in full or in part) by the elected representatives which supervises management. Other government models see the council doing double duty covering both the shareholder and board roles. The latter type of governance structure imposes large time and supervisory requirements on the elected council.
The Institute for Governance of Private and Public Organizations (IGOPP) provides the following definition of governance:
“Governance, [in its] fiduciary form, consists in implementing all the means for an organization to achieve the ends for which it has been created in a manner that is transparent, effective and meets the expectations of its stakeholders.
“Governance is thus made of accountability rules and operating principles implemented by the board of directors to define the strategic orientations of the organization, ensure supervision by management, assess its economic and social performance and promote the emergence of values
11 In Canada, the federal government no longer has a mandate from parliament to operate airports. 12 Airport Authorities, Societies and similar models typically have ‘members’ who establish the organization and who may perform the shareholder responsibilities, although some authorities, in particular, have the board perform the shareholder and board functions once established. The role of the members in such cases may be confined to approving any major changes in the mission of the organization.
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of integrity and excellence within the organization. The implementation of such fiduciary governance certainly represents progress in most areas of activity.” 13
For airports, the most important focus for the governance model and for management in particular is safety and security. The airport governance model must work so that the community receives air access for economic and social connectivity with a high standard of safety and security to its stakeholders.
An example of an airport-specific governance definition comes from the Canadian Airports Council, an industry association that lobbies the federal government on business issues that affect Canada’s commercial airports. It describes airport authorities as:
“Airport Authorities are mandated to operate as self-sustaining businesses and to facilitate economic development in local communities. Airport authorities are equipped to respond to local economic needs and priorities through more business-like management practices and Boards of Directors appointed from the community.” 14
We note that airport authorities in Canada all operate facilities with scheduled traffic and sufficient traffic to be financially self-sufficient. We know of no general aviation (GA) airport in Canada that is operated by an airport authority, with the exception of a few GA airports in Alberta and Manitoba which are operated as reliever airports under the management of the major airport in the urban region. None of the airport authorities in Ontario (or the other provinces) operate GA airports as part of their network.15
13 “Governance in Short”, https://igopp.org/en/igopp/governance-in-short/ 14 “Airport Governance”, http://www.cacairports.ca/node/95 15 We note that the Greater Toronto Airport Authority had provided an annual operating subsidy to Buttonville Airport until 2009, but did not operate the airport itself. It was a designated satellite airport for Toronto Pearson to serve general aviation. Pitt Meadows Airport in the Vancouver region is the designated satellite airport for Vancouver International but has never received any funding or management support from the Vancouver International Airport Authority.
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Appendix B: Sources of Funding
British Columbia Air Access Program
A primary source of funding which has been used in the past is the British Columbia Air Access Program (BCAAP). The British Columbia Air Access Program (BCAAP) provides capital funding to assist BC aviation facilities to help with improvements to their infrastructure. This program allows facility operators to invest in safety and infrastructure enhancements that will help strengthen the economy at all levels. This funding source was used at the Osoyoos Airport to repaint the runway markings which have become faded over the years.
Union of BC Municipalities (UBCM) Strategic Priorities Fund
The UBCM Strategic Priorities Fund provides funding for large-scale strategic investments that are innovative and have a regional impact. All local governments outside of the Greater Vancouver Regional District (GVRD) are eligible for this fund and can be used towards capital infrastructure for local and regional airports. The program is part of a ten-year (established in 2014) commitment of federal funding for investments in local government infrastructure and capacity building projects in BC. The first Strategic Priorities Fund (SPF) resulted in 66 projects in the province with a commitment of approximately $122 million in federal Gas Tax Strategic Priorities Funding.
BC Rural Dividend Program
The BC Rural Dividend is providing $25 million a year to assist rural communities and governments with a population under 25,000 located outside of the GVRD. The funds serve projects that either stimulate new business creation, offer training and skills development opportunities, improve market accessibility and diversify economy, or implement strategies that support overall economic growth. Eligible applicants can receive from $10,000 to $500,000 per project.
Southern Interior Development Initiative Trust (SIDIT)
The SIDIT grant program offers non-repayable funding for a variety of governments including but not limited to municipalities, regional districts, and First Nations groups. The funding is available for economic development projects which have long-term meaningful benefits for the Southern Interior.
Airport Capital Assistance Program (ACAP)
The ACAP is administered by the federal government and provides funding for regional airports and aerodromes. There is, however, a list of key criteria must be met ahead of preparing applications:
The airport/aerodrome cannot be owned/operated by the Government of Canada
Must meet certification requirements
Offer year-round commercial service
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Municipal Funding
Many airports across Canada are owned and operated by their respective municipality (or in some cases a partnership between several municipalities). In the case of the Town of Osoyoos, a decision will have to be made by Council as to whether or not public funds will be made available to the airport.
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Prepared by
InterVISTAS Consulting Inc.
Airport Square – Suite 550 1200 West 73rd Avenue Vancouver, BC Canada V6P 6G5
Telephone: +1-604-717-1800 Facsimile: +1-604-717-1818 www.intervistas.com
Page 32 of 43 Page 33 of 43 Page 34 of 43 Page 35 of 43 Brianne Hillson
From: Liesel Reimer
Hi Brianne,
I have attached copies of several information sheets about Canadian Mental Health Association that would be helpful for the agenda package. Do you need my power point slides before Tuesday?
Kind Regards,
Liesel Reimer Community Educator
Canadian Mental Health Association - SOS 2852 Skaha Lake Rd, Penticton, BC, V2A 6G1 Tel: 236-422-1994 | [email protected] www.sos.cmha.bc.ca
From: Brianne Hillson [mailto:[email protected]] Sent: August 27, 2018 9:40 AM To: [email protected] Cc: Janette Van Vianen
Good morning Liesel,
This is to confirm that your presentation to Council has been placed on the Committee of the Whole meeting agenda for the meeting held on Tuesday, September 4, 2018. You have been scheduled to appear in front of Council at 9:15 AM.
You will have 10 minutes for your presentation as per Section 36 of the Council Procedure Bylaw which states, “A person who is not an officer or employee of the Town shall be limited to 10 minutes to make his or her presentation to Council, but may be asked to take additional time to respond to any questions from Council and may include additional information if necessary in the copy of the report or presentation submitted to the Town prior to agenda preparation for the relevant meeting.”
If you have anything that needs to be circulated to Council or is part of your presentation and that you would like to part of the agenda package, please send to me no later than Wednesday, August 29th, 2018 by 12:00pm. The Council meetings are held in Council Chambers at the Osoyoos Town Hall, 8707 Main Street.
Thank you,
Brianne Hillson | Deputy Corporate Officer | Town of Osoyoos | 8707 Main Street, Box 3010, Osoyoos BC V0H 1V0 T 250.495.4610 | F 250.495.2400 | TF 1.888.495.6515 | E [email protected] | W www.osoyoos.ca 1 Page 36 of 43
Please consider the environment before printing this e-mail. This e-mail is confidential and is intended for the above-named recipient(s) only. Any unauthorized use or disclosure of this e-mail is prohibited. If you are not the intended recipient, please notify the sender immediately and securely destroy the communication. The Town of Osoyoos is subject to the Freedom of Information and Protection of Privacy Act. From: [email protected] Sent: August 20, 2018 11:43 AM To: [email protected] Subject: COW Meeting Request
Hi Mike,
If possible, I would love to attend the COW meeting on Sept. 3rd and present about community mental health and how Canadian Mental Health community education programs can contribute to community resilience, awareness and intervention. Can you let me know if this works?
Thanks!
Liesel Reimer Community Educator
Canadian Mental Health Association - SOS 2852 Skaha Lake Rd, Penticton, BC, V2A 6G1 Tel: 236-422-1994 | [email protected] www.sos.cmha.bc.ca
2 Page 37 of 43 24/7 Crisis Support South Okanagan Similkameen BC Suicide Helpline: 1-800-SUICIDE CMHA was established in the South (1-800-784-2433) Okanagan Similkameen in 1991. Our Aboriginal Crisis Line (KUU-US) toll-free: organization has been on the leading 1-800-588-8717 edge of providing innovative services Kids Help Phone: 1-800-668-6868 and support to assist people with men- Interior Crisis Line Network: 1-888-353-2273 tal illness to develop the personal tools to lead meaningful, productive lives. We believe in a recovery vision of ser- vice with the idea that people can re- Talk in Tough Times - Support for people who have cover from mental illness when they been affected by wildfires. If you or someone you play and active and empowered role in know has been having a hard time recovering from a Services & Programs their recovery. last year’s wildfires, call 1-877-427-4884 or visit the Facebook page.
Our Vision: Mentally Healthy Confident Parents: Thriving Kids is a family- focused phone-based coaching service effective in People in a Healthy Society reducing mild to moderate behavioural problems and promoting healthy child development in children ages Founded in 1918, the Canadian Mental Health 3-12. Ask your doctor about it or call Association (CMHA) is a national charity that 1-855-871-8445. helps maintain and improve mental health for all Canadians. As the nation-wide leader and cham- Bounce Back - Feeling overwhelmed, tired or like pion for mental health, CMHA promotes the you’re in a rut? Are you more worried than usual or mental health of all and supports the resilience find yourself feeling angry more easily? Bounce Back® and recovery of people experiencing mental ill- may be able to help. Ask your doctor about it or call ness. 1-866-639-0522. www.bouncebackonline.ca
In BC, mental health, substance use and addic- tive behaviour are within the scope of the organ- Page 38 of 43 ization. South Okanagan
Through our family of over 100 local, provincial Contact Similkameen and national locations across Canada, CMHA provides a wide range of innovative services and CMHA-South Okanagan Similkameen 2852 Skaha Lake Rd, supports tailored to and in partnership with our Penticton, BC, V2A 6G1 communities. Mental health begins where you live, learn, work and play. Together, we are mak- Phone: 250-493-8999 Email: [email protected] ing a difference. www.sos.cmha.bc.ca Support Services Community Education Lunch and Learns Mental Health Advocacy Resilience * Awareness * Intervention CMHA-SOS offers individual advocacy services which We work with you to help meet your needs. are accessed directly by individuals with a mental ill- ness living in the South Okanagan Similkameen.
Contact our Mental Health Advocate: Phone: 778-476-5411 Email: [email protected]
Workplace Mental Health Workshops Unity House Clubhouse Consumer Development Program (CDP) Unity House provides social, recreational and educa- We offer employers and employees information, tools, The purpose of the Consumer Development Program tional programs for individuals living with a mental and support to understand the complex nature of creat- is to administer consumer involvement funds for advo- illness. A monthly newsletter “Unity Views” is a mem- ing and maintaining a psychologically safe workplace. cacy, self-help, education and consumer initiatives ber developed resource for current activities. Let us help you create a mentally healthier workplace. specifically endorsed by the local Funding Criterion
Committee. Activities – We have a diverse monthly activities pro- gram including art classes, cultural activities, guest Contact our Consumer Development Coordinator: speakers, and low cost recreational outings. Unity Phone: 250-493-8999 House also provides information and education on Email: [email protected] community resources, offers work experience through volunteer opportunities and encourages a sense of Training for Youth & belonging and empowerment. Supportive Employment People who Work with Youth Helping youth to have positive mental health takes the Member Engagement – Members are encouraged to CMHA provides vocational programs for mental health whole community. Our workshops are intended to help participate in the daily life of the clubhouse, including clients. CMHA is gradually building up this program youth, staff and community members learn practical helping with meal prep, facilitating programs, operat- through contracts for snow shoveling, car detailing and skills to help our youth be resilient to life’s challenges. ing the concession and engaging in leadership. janitorial services.
Meals Program – Daily affordable, healthy meals are Contact our Executive Director, Leah Schulting: provided in house with the help of members. The Phone: 250-493-8999 Intervention Programs mealsPage 39 of 43 program operates seven days a week at Unity Email: [email protected] Our intervention programs are nationally or interna- House with lunches served daily and dinners twice a tionally recognized programs that increase the number week. Take out meals are also available. of community members able and willing to intervene in Mental health is a state of well-being in emergencies. We offer:
How to become a member? Referral forms are avail- which every individual realizes his or her able for anyone who has a Mental Illness and can be • ASIST (Applied Suicide Intervention Skills Training) own potential, can cope with the normal submitted to the Clubhouse Coordinator. Membership • Mental Health First Aid is free. stresses of life, can work productively and fruitfully, and is able to make a contribution Contact our Clubhouse Coordinator: to her and his community. Contact our Community Educator: Phone: 250-493-6327 — World Health Organization Phone: 236-422-1994 Email: [email protected]. Email: [email protected] Youth Helping our youth to thrive.
Mental health is a state of well-being in which every individual realizes his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her and his community. — World Health Organization
Training for people who interact with youth Resiliency Awareness Intervention Suicide Alertness & Intervention safeTALK – ½ day About CMHA Youth Education ASIST – 2 day South Okanagan Similkameen Working with Youth CMHA was established in the South Whole-Self Helping – 1 hr Okanagan Similkameen in 1991. We are Mental Fitness – 1 hr committed to working with our Creating Safe Spaces – 2 hr communities so they can become Creating Safe Spaces, with facilitated planning – ½ day mentally healthy . We work with you to help meet the needs of your youth, staff Training for youth and community leaders. Peer Leadership safeTALK – ½ day Helping youth to have positive mental Peer Counselling – 1 day health takes the whole community. Our training is intended to help youth, staff General and community members learn practical Driver’s Ed (Regulating Emotion) – 1 hr skills to help our youth be resilient to life’s Mental Fitness for Youth – 1 hr challenges. Mental Health ‘SOS’ – 1 hr Talk to us about creating a training package to meet your needs. Discounts available.
Email: [email protected] Tel: 236-422-1994 www.sos.cmha.bc.caPage 40 of 43 Suicide Alertness & Intervention safeTALK - 3.5 hrs, $250 + $10 per participant ASIST - 2 days, $2,250 + $10 per participant safeTALK is an alertness training that prepares Applied Suicide Intervention Skills Training (ASIST) is for anyone, regardless of prior experience, to become a everyone, regardless of prior experience, who wants to be suicide-alert helper. safeTALK– trained helpers are an able to provide suicide first aid. During the 2 day interactive important part of suicide-safe communities, working session, participants learn to intervene and help prevent the alongside intervention resources to identify and avert immediate risk of suicide. The ASIST model teaches effective suicide risks. *This program is suitable for adults, and intervention skills while helping build suicide prevention youth 16 and older who are engaged in peer networks in the community. leadership.
Working with Youth – Group Training for Staff and Community Leaders
Whole-Self Helping – 1 hr, $150 Creating Safe Spaces – 2 hrs, $300 Relationship is the context of our most effective helping. Creating safe spaces is about becoming intentional about This course focuses on increasing our ability to be fully implementing environments and practices that help youth ready and able to help others, using our whole selves. develop resilience to life’s challenges. It is based on trauma informed practices. Mental Fitness – 1 hr, $150 Creating Safe Spaces, with facilitated planning – Mental fitness is about making sure our thinking and 4 hrs, $600 feeling are strong enough to support our well-being and This program engages staff and community leaders to lifestyle regardless of whether or not we have a mental reflect on the effectiveness of programs and implement illness. strategies based on the Creating Safe Spaces curriculum.
Training for Youth – Group Training for Youth and Peer Leaders
Driver’s Ed (Regulating Emotion) – 1 hr, $150 Mental Fitness for Youth – 1 hr, $150 Depression, anxiety and anger can seem to go from 0-100 Mental fitness is about making sure our thinking and in no time. This workshop is a psychosomatic tool to help feeling are strong enough to support our well-being and youth recognize emotion, how it changes, and how to lifestyle regardless of whether or not we have a mental regulate it. illness. (Adaptations made from adult workshop). Mental Health “SOS’ – 1 hr, $150 Peer Counselling – 6 hrs (1 day), $900 SOS! Knowing when and who to ask for help can be Peers are often the first people youth speak to so what daunting. This workshop teaches youth about how to better way to help youth access help then by training youth recognize when it’s time to ask for help when they, or in communication skills, boundaries, and self-care so they someone they know, is struggling. It also provides local can help their peers access the help they need. resources about who to ask for help and how to access help.
**If cost is a barrier, please contact us and we will work with you to find funding to cover program expenses.
Bounce Back® teaches effective skills to help individuals (aged 15+) overcome symptoms of mild to moderate depression or anxiety, and improve their mental health. Bounce Back is available through phone coaching or online. Contact Bounce Back for a referral form,Page or 41 let ofus 43know and we can help you. Contact: 1-866-639-0522, www.bouncebackonline.ca About CMHA Education South Okanagan Similkameen
CMHA was established in the South Okanagan Similkameen in 1991. We are committed to working with our communities so they can become mentally healthy . Our community education programs are facilitated by our Mental health is a state of well-being in Community Educator, Liesel Reimer. She has a which every individual realizes his or background in community development, Workplace her own potential, can cope with the adult and youth program design and facilita- normal stresses of life, can work tion, and mental health. Mental Health Workshops productively and fruitfully, and is able to IMPROVE MENTAL HEALTH make a contribution to her and his We work with you to help meet the needs of IN YOUR WORKPLACE community. — World Health Organization your workplace.
Let us help you create a mentally healthier workplace Twenty percent of Canadians will experience Do you work with youth? a diagnosed mental illness in their lifetime Ask about our programs for youth and people but more than 40% will experience challeng- who work with youth es with their mental health during their working years.
Of those 40%, 2 out of 3 people suffer in si- Resilience
lencePage 42 of 43 fearing judgment rather than seeking treatment. Work with us to ensure your em- ployees and members get the support they Awareness need. A psychologically healthy and safe Contact workplace is within your reach. Liesel Reimer, Community Educator Intervention [email protected] 236-422-1994
CMHA-South Okanagan Similkameen 2852 Skaha Lake Rd, Penticton, BC, V2A 6G1
www.sos.cmha.bc.ca 1 hr Workshops - $200 each Intervention & Emergency Training
Awareness of Mental Health in the Work- Creativity & Problem-Solving Obstacles can safeTALKMulti- -Day 1/2 day, Training $400 +$10 per person placeLunch Building and knowledge Learns and skills for our mental get in the way of strategic planning, project outcomes safeTALK is an alertness training that prepares any- health is an important step to empowering employees and workplace relationships. Learning how to unlock one, regardless of prior experience, to become a sui- to manage and improve their own mental health and creative thinking and problem-solving helps to over- cide-alert helper. Participants learn how to recognize support co-workers. come obstacles and increase workplace performance. people with thoughts of suicide and connect them to people who can keep them safe. Dealing with Crisis When someone is experienc- Building Resilience at Work Resilience is the ing a crisis, it can often catch us unaware. We’ll teach ability to bend and not break when under pressure. It ASIST - 2 day, $285 per person you a framework for understanding and approaching is not just about doing the things you love outside of Group Rate Available crisis, including knowing what to say and how to work. Learn what resilience looks like, what it does ASIST (Applied Suicide Intervention Skills Training deescalate the situation. You will also learn how to and how to improve it while at work. (ASIST) is for everyone, regardless of prior experience, identify potential triggers. Mental Fitness Mental fitness is about making sure who wants to be able to provide suicide first aid. During the two-day interactive session, participants learn to our thinking and feeling are strong enough to support Grief & Loss While encountering loss is a natural intervene and help prevent the immediate risk of sui- our well-being and lifestyle regardless of whether or part of life, learning to cope and transition while griev- cide. ing is difficult. Learn the stages of grief and skills to not we have a mental illness. approach the emotional suffering you may experience Mental Health First Aid- 2 day through the death of a loved one or significant loss, $200 per person such as health, financial stability, or employment. This course teaches participants how to help someone Less Stress at Work Learn the signs and symp- showing signs of a mental health problem or experienc- ing a mental health crisis. The course will give employ- toms of stress, strategies for coping with stress, and ees and managers the ability to recognize early signs how to help yourself and others improve their mental for specific mental health problems and how to provide wellbeing. Reducing stress in the workplace has far- assistance and offer support to someone with a mental reaching benefits, including higher work satisfaction, health problem. reduced absenteeism, and increased productivity. Approaching Anxiety What is the difference be- tween normal anxiety and an anxiety disorder? Learn how to recognize and manage your own anxiety while gaining valuable tools and insights to help others in DESIGN YOUR MENTAL your work and personal life. Mental Health Crew Talk - 45 min. HEALTH PROGRAM Page 43 of $250 per talk or $1000 per day Understanding Depression We all know what (up to 5 sessions) it’s like to experience a bad day, but what happens It’s not always easy to communicate important health Speak to us about your workplace when you can’t seem to shake it? Learn more about and safety information to your full employee group. mental health needs and we can help the signs and symptoms of depression and ways to Crew Talks allow you to schedule 45 minute sessions you put together a workshop series. help yourself and others struggling with depression. during regular team meetings or safety huddles with- Conflict Management All environments carry out disrupting a shift. Participants learn about the risk Book 4, 1 hour workshops and receive and protective factors associated with mental illness. some level of conflict that can either be helpful or the 5th for free. harmful. The cost of harmful conflict can be costly for They hear personal story, and learn initial tools to start individuals and organizations. Learn how to foster a conversation with fellow workers who may be show- healthy conflict and manage destructive conflict. ing signs of illness.