Commercial / Industrial Development Strategy for The R. Elmer Ruddick Nakina Airport
Commercial / Industrial Development Strategy for The R. Elmer Ruddick Nakina Airport
Prepared for:
Vicki Blanchard, Economic Development Officer Municipality of Greenstone 1800 Main Street, P.O. Box 70 Geraldton, ON P0T 1M0
Date
April 22, 2013
Submitted by:
LPS Aviation Inc. One Antares Drive, Suite 250 Ottawa, Ontario CANADA K2E 8C4
Tel: (613) 226-6050 Fax: (613) 226-5236 e-mail: [email protected] Web site: www.lpsaviation.ca
Executive Summary The Municipality of Greenstone commissioned LPS AVIA Consulting to prepare a Commercial / Industrial Development Strategy for Nakina Airport in 2012. The Municipality’s two airports, the R. Elmer Ruddick Nakina Airport and Greenstone Regional Airport (Geraldton) provide the closest air access points from the provincial highway system to the Ring of Fire region of Northern Ontario. Based on research, consultations and preliminary findings, the study outcomes were broadened to identify new economic and long-term sustainability opportunities for Greenstone and neighboring First Nations communities. The Commercial / Industrial Development Plan first focused on Nakina Airport. Tasks included: data collection and facilities inventory; aeronautical forecasts and demand / capacity assessments; airfield operational requirements; facility requirements; preparation of an Airport Development Plan; identification of environmental and economic impacts; a community involvement program; and an airport financial analysis. Air services development tasks included: catchment area research; opportunities identification; destinations analyses; assessment of competing airports; a strategic planning workshop and consideration of a marketing strategy. Nakina Airport currently generates 30 full-time equivalent employment positions with revenues of $7.4 million yearly in the community. The airport generates a further 29 full-time equivalent jobs through indirect and induced expenses for a total employment stimulus of 59 full-time equivalent positions. The airport’s financial performance is relatively good; however annual losses have escalated recently. The Municipality currently collects all fees typically charged by other airports albeit on a small scale. Research and consultations revealed the relative attractions of various airports and incumbent air carriers in Northern Ontario. Key findings are that: Most existing mines are located relatively close to roads or airports in northern Ontario; Ring of Fire exploration and development is the dominant economic focus for industry and government for the future; Ring of Fire mining opportunities are located on First Nations’ traditional lands; Few First Nations communities are served by year round or all season roads in the area affected by the Ring of Fire; Most First Nations communities have airports supported by the Government of Ontario, Remote Airport Program; First Nations may construct new aerodromes to support Ring of Fire activities (e.g. Aroland in the south and at other northern locations); New exploration and development projects will be supported by the lowest cost combination of ground and air transportation services; Resource company logistics plans recommend use of Pickle Lake, or Greenstone’s two airports. Nakina Airport cannot be expanded for large aircraft to support mine construction and operations.
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Given the limitations of Nakina Airport and a potentially uncompetitive environment, it is unlikely to attract a major share of new air transportation services. It will attract increased activity if a local mining or processing operation were developed. Construction of a road or railroad to the Ring of Fire will provide increased airport use as regional exploration activities expand. It is well-suited for smaller aircraft types typically filling the exploration role, including helicopters. Based on mining logistics strategies, Geraldton Airport has the necessary runway size and development capability, as well as commercial lands availability to support large-scale industrial activity. At Nakina Airport, it is recommended that small developments be triggered by demand. Phase 1 projects should include development of commercial lots north of Apron I, relocating the fuel storage and staging lots, and providing access and municipal services. Phase 2 projects could include expansion of Apron I, construction of a second taxiway, and development and servicing of additional airside commercial lots. Phase 3 could include construction of a secondary apron to access commercial lands east of Apron I. In the short term it is recommended that an Automated Weather Observation System be installed and that a Non-Precision WAAS approach be developed to improve airport availability and safety. Nakina Airport’s financial performance is relatively good; however, in recent years annual losses have increased. Based on the airport’s operating revenue and expenditures, capital projects associated with airport development will require outside funding.
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Table of Contents 1 Introduction ...... 1-1 1.1 Approach ...... 1-1 1.1.1 Commercial/Industrial Development Plan ...... 1-1 1.1.2 Air Services Development Plan ...... 1-2 1.2 Community Consultations ...... 1-3 1.2.1 Airport Physical Development ...... 1-3 1.2.2 Air Carrier Service ...... 1-3 1.2.3 Airport Operations ...... 1-3 1.2.4 New Aerodrome Development ...... 1-4 1.2.5 Mine Road ...... 1-4 1.2.6 Stakeholders ...... 1-4 2 Air Services Development ...... 2-1 2.1 Catchment Area Research ...... 2-1 2.2 Destinations Analysis ...... 2-3 2.1.1 Nakina – Thunder Bay ...... 2-3 2.1.2 Nakina – Remote Communities ...... 2-3 2.1.3 Nakina – Mine Sites ...... 2-3 2.1 Airport Opportunities ...... 2-3 2.3 Strategic Assessment ...... 2-4 2.3.1 Nakina Airport ...... 2-4 2.3.2 Geraldton Airport...... 2-6 2.3 New First Nations Airport ...... 2-7 2.4 Area Airports Analysis ...... 2-8 2.4 Air Services Development Plan ...... 2-10 3 Aeronautical Activity Forecast ...... 3-1 3.1 Airport Role ...... 3-1 3.2 Forecast Assumptions ...... 3-1 3.2.1 Mineral Development ...... 3-1 3.2.2 Regional Airport Development ...... 3-2 3.2.3 Economic Conditions ...... 3-3 3.3 Forecast Methodology ...... 3-5
Commercial/Industrial Development Strategy iii R. Elmer Ruddick Nakina Airport
3.3.1 Modeling Approach ...... 3-5 3.3.2 Operations Forecast ...... 3-6 3.3.3 Passenger Forecasts ...... 3-7 3.3.4 Operations Forecasts...... 3-7 4 Airfield Requirements ...... 4-1 4.1 Airfield Infrastructure ...... 4-1 4.1.1 Runway 09-27 ...... 4-1 4.1.2 Aprons ...... 4-2 4.1.3 Taxiways ...... 4-3 4.1.4 Airside Capacity ...... 4-3 4.2 Airfield Electrical ...... 4-6 4.2.1 Visual Approach and Landing Aids ...... 4-6 4.2.2 Electronic Navigation and Approach Aids ...... 4-6 4.2.3 Field Electric Centre...... 4-6 4.2.4 Airfield Lighting ...... 4-6 4.2.5 Meteorological Observations ...... 4-6 5 Facility Requirements ...... 5-1 5.1 Air Terminal Building ...... 5-1 5.1.1 Deficiencies ...... 5-1 5.1.2 ATB Assessment Methodology ...... 5-1 5.1.3 Requirements ...... 5-2 5.2 Commercial Facilities ...... 5-3 5.2.1 Current Inventory ...... 5-3 5.3 Access Roads and Parking...... 5-3 5.3.1 Access and Approach Roads ...... 5-3 5.3.2 Terminal Frontage and Parking ...... 5-3 5.4 Utilities and Services ...... 5-4 5.4.1 Water Supply and Sanitary Sewage ...... 5-4 5.4.2 Electrical and Communications ...... 5-4 5.4.3 Building Heating ...... 5-4 5.5 Aircraft Services ...... 5-4 5.5.1 Fuel Facilities ...... 5-4 5.5.2 Aircraft De-icing ...... 5-5
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5.6 Access Control and Security...... 5-5 5.6.1 Airfield ...... 5-5 5.6.2 Air Terminal Building ...... 5-5 5.7 Emergency Response ...... 5-5 5.8 Airport Maintenance ...... 5-5 5.8.1 Services ...... 5-5 5.8.2 Facilities ...... 5-5 5.8.3 Equipment ...... 5-6 6 Airport Development Plan ...... 6-1 6.1 Development Strategy ...... 6-1 6.2 Development Plan ...... 6-2 7 Environmental and Economic Impact ...... 7-1 7.1 Environmental Impact ...... 7-1 7.1.1 Environment ...... 7-1 7.1.2 Noise ...... 7-1 7.2 Economic Impact ...... 7-1 7.2.1 Methodology ...... 7-1 7.2.2 Nakina Airport Economic Impact ...... 7-3 8 Airport Financial Plan ...... 8-1 8.1 Financial Performance ...... 8-1 8.2 Revenue Streams ...... 8-1 8.2.1 Background ...... 8-1 8.2.2 Airport User Charges ...... 8-2 8.3 Aeronautical Revenue ...... 8-2 8.3.1 Aircraft Landing Fees ...... 8-2 8.3.2 Aircraft Parking Fees ...... 8-3 8.3.3 Airport Improvement Fees ...... 8-3 8.3.4 Fuel Concessions ...... 8-3 8.4 Non-Aeronautical Revenue...... 8-4 8.4.1 Airport Land Leases ...... 8-4 8.5 Revenue and Expenditures Forecast ...... 8-4 8.5.1 General ...... 8-4 8.5.2 Model Assumptions...... 8-5
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9 Conclusions and Recommendations ...... 9-1 9.1 Conclusions ...... 9-1 9.2 Recommendations ...... 9-2 Appendix A – Surface Wind Analysis...... A-1 Appendix B – Activity Forecasting ...... B-1 Appendix C – Financial Plan ...... C-1
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List of Figures Figure 2-1 – Nakina Location Map ...... 2-1 Figure 3-1 – Northern Ontario Airport Operations vs. Real Ontario Gross Domestic Product...... 3-6 Figure 3-2 – Movement Forecasts for the Nakina Airport ...... 3-7 Figure 3-3 – Passenger Forecasts for Nakina Airport ...... 3-8 Figure 4-1 – Geraldton Airport Wind Rose ...... 4-2 Figure 4-2 – Airport Site Plan ...... 4-4 Figure 4-3 – Airport Physical Zoning ...... 4-5 Figure 6-1 – Nakina Airport Development Concept ...... 6-3
List of Tables Table 1-1 – Nakina Airport - Stakeholder Consultation List ...... 1-5 Table 2-1 – Ring of Fire – Supporting Airports Comparison ...... 2-9 Table 2-2 – Ring of Fire – Supporting Airports Fees Comparison ...... 2-10 Table 3-1 – Forecasts for Growth of the Real Gross Domestic Product of Canada ...... 3-4 Table 3-2 – Forecasts for Growth of the Real Gross Domestic Product of Ontario ...... 3-4 Table 3-3 – Historical and Projected Growth of Real GDP ...... 3-5 Table 5-1 – Levels of Service - Systemized Terminal Expansion Program ...... 5-2 Table 5-2 – STEP Air Terminal Characteristics ...... 5-2 Table 6-1 – Airport Commercial Land Management Strategy ...... 6-1 Table 6-2 –Airport Development Plan ...... 6-2 Table 7-1 – Operations and Economic Impacts at Community Airports in Canada ...... 7-3 Table 7-2 – Forecasts of Economic Impact of Nakina Airport ...... 7-4 Table 8-1 – Nakina Airport Financial Performance ...... 8-1 Table 8-2 – Nakina Aircraft Landing Fees ...... 8-2 Table 8-3 – Nakina Aircraft Parking Fees ...... 8-3 Table 8-4 – Nakina Fuel Cost ...... 8-3 Table 9-1 – Phased Development Projects ...... 9-3
Commercial/Industrial Development Strategy vii R. Elmer Ruddick Nakina Airport
1 Introduction
1.1 Approach Part 3: Airfield Requirements - Based on consultations and forecasted aircraft activity, the The Municipality of Greenstone commissioned scope of airport improvements required to meet LPS AVIA Consulting to prepare a Commercial / the medium growth scenario was identified. Industrial Development Strategy for Nakina Airfield elements considered included, but were Airport in 2012. The Municipality’s two airports, not limited to, runways, taxiways, apron, the R. Elmer Ruddick Nakina Airport and navigational aids, meteorological service, Greenstone Regional Airport (Geraldton) provide maintenance, and aircraft refuelling. the closest air access points from the provincial Part 4: Facility Requirements – Airport facilities highway system to the Ring of Fire region of including the Air Terminal Building and Northern Ontario. Maintenance Building were reviewed to It was proposed that the strategy be undertaken determine any future expansion requirement in two phases, a Commercial/Industrial based of the forecasted passenger and aircraft Development Plan and an Air Services activity. Development Plan. Based on research, Part 5: Airport Layout Plan - Alternate airfield, consultations and preliminary findings, the study apron, groundside and commercial developments outcomes were broadened to identify new were considered where appropriate to address economic and long term sustainability facilities deficiencies and growth requirements. opportunities for Greenstone and neighboring One concept was prepared with respect to First Nations communities. overall cost and benefit to the airport. 1.1.1 Commercial/Industrial Development Part 6: Environmental Impact and Economic Plan Impact – A summary level assessment of potential environmental issues, or potential Part 1: Airport Data Collection and Facilities impacts which may impact the airport Inventory – A site investigation was undertaken Development Plan was completed. Also, an to examine the existing facilities at the airport, elementary economic impact analysis for the identify adjacent land uses, and interview local Nakina Airport was performed that isolates direct, personnel familiar with airport operations. indirect and induced impacts of airport Additionally, data including aircraft movement development. records and financial statements were provided by municipal officials. Part 7: Community Involvement Program – Community involvement in the Part 2: Aeronautical Activity Forecast and Commercial/Industrial Development Strategy was Demand Capacity Assessment – Passenger and achieved using two methods. Comprehensive aircraft movement statistics were examined and stakeholder consultations were held in Nakina, were used to forecast aircraft and passenger Geraldton, and Thunder Bay. Also, LPS activity to the planning horizon. High, medium participated in the Grow Greenstone Expo to and low level growth scenarios were produced to present draft findings to municipal official, illustrate the potential impact of events and industry representatives, and the general public. developments related to mineral exploration and mining in the region.
Commercial/Industrial Development Strategy 1-1 R. Elmer Ruddick Nakina Airport
Part 8: Airport Financial Plan – Order-of- Strategic Planning Workshop – A strategic magnitude capital cost estimates were prepared planning meeting was held via teleconference to for the recommended facilities and infrastructure discuss study findings from the preceding tasks improvements considered in the development presented in an interim project update. At that plan. Operating expenditure and revenue point it was agreed that the work plan was to be estimates for the future were also considered. amended to replace the Marketing Strategy with more valuable components, including 1.1.2 Air Services Development Plan participation in the Grow Greenstone Expo. Task 1: Catchment Area Research – In Tasks 5, 6 and 7: Marketing Strategy – The coordination with Phase 1 of the proposal included tasks focussed on the Commercial/Industrial Development Strategy, development of a marketing strategy, action plan, interviews and consultations were held with key and marketing materials. Consultations revealed personnel and existing data sources, including that many of the potential airport tenants relevant previous studies, were reviewed to gain including charter operators and resource a thorough understanding of Nakina Airport’s air companies are based in the region and are service environment. aware of the advantages and disadvantages of Task 2: Opportunities Identification – Based on operating at Nakina Airport. For this reason, it interviews and consultations with local was agreed that a direct marketing strategy could businesses, resource sector companies, regional be replaced with more valuable components. air carriers and industry leaders, potential Additional Tasks development opportunities were identified for Nakina Airport. Conference Participation – At the request of the Municipality, LPS participated in the Grow Task 3: Destination Analysis – An analysis of Greenstone Expo to support the Municipality in destinations of travelers to and from the presenting the proposed development plan for Greenstone region and points within the the Nakina Airport. Participation also involved catchment and service area was performed. discussions with industry representatives, These were in part determined through municipal officials, and independent consultants interviews with local and regional airlines. supporting a number of ongoing Greenstone Task 4: Competitive Airports Assessment SWOT projects. – Using standard measures for comparing competitive airports, charts were prepared showing competitive operational and technical infrastructure, aviation services, and financial rates and charges. A strategic Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis of Nakina Airport and Greenstone Regional Airport was completed for use in developing the most appropriate development strategy.
Commercial/Industrial Development Strategy 1-2 R. Elmer Ruddick Nakina Airport
1.2 Community Consultations 1.2.2 Air Carrier Service Scheduled passenger services to and from To promote community involvement in the study Nakina are currently provided by Nakina Air and to gain an in-depth understanding of the Service using 9 passenger PC-12 aircraft. Nakina issues from the perspective of the community Air Services also serves Fort Hope, Lansdowne, and other groups with interests in the Airport, a Ogoki Post, Thunder Bay, and Webequie. series of consultations were conducted in person Consultations suggest that the majority of A number of issues were identified through the passengers using the scheduled services are consultation process. Issues of general concern residents of remote communities and the majority are identified below. of Greenstone residents elect to travel instead by road for cost-savings and convenience reasons. 1.2.1 Airport Physical Development A requirement for improved passenger services A variety of ideas for future physical development for either Nakina or Geraldton was not identified were brought forward during the stakeholder during the consultation process. consultation process. Although a few airport 1.2.3 Airport Operations users are in favour of significant airfield development in the form of an extended runway, Nakina Airport is currently operated by Nakina Air the majority of those consulted are satisfied with Service on behalf of the Municipality of the current runway length. Additionally, many Greenstone. Their responsibilities include, but believe that an extended runway would benefit are not limited to, snow removal, grass cutting, few users and would be cost prohibitive for the the sale of municipally-owned aviation fuel, and Municipality to undertake. the collection of user fees. Significant development of the Airport is not Concerns were brought forward during needed to serve current traffic according to many consultations with regards to the above stakeholders. It was suggested that when arrangement. The airport is municipally funded development is justified, additional commercial and operated by the sole aviation tenant. This lots should be provided to accommodate new arrangement may provide Nakina Air Services tenants and allow for expanded operations of with a competitive advantage over other existing current tenants. or potential local operators. Several of the users consulted agree that they would be hesitant to Concerns were raised about the prevailing wind seek tenancy at Nakina Airport so long as Nakina direction and the alignment of the runway. Air Service is responsible for airport operations. Several pilots and municipal officials were Several instances of allegedly anti-competitive concerned with the current alignment of the behaviour were identified to the consultants. runway and suggested that realignment of the existing runway or the re-commissioning of one Both existing airport deficiencies, and the of the former runways could mitigate adverse characteristics of current operations, are crosswinds experienced periodically during flight considered to discourage wider use of the airport. operations.
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1.2.4 New Aerodrome Development 1.2.5 Mine Road During stakeholder consultations, the consultant The construction of an all-seasons road to serve was made aware of the potential opportunity for mining operations in the Ring of Fire would have development of a new aerodrome in Aroland; a further implications for the Nakina Airport. First Nations community located approximately Consultations suggest that during the 20 km west of Nakina. If constructed, the new construction of the road, traffic at the airport aerodrome could likely have a 5,000 ft. runway. would likely increase, but upon completion traffic This runway length would allow larger aircraft to levels would likely return to pre-construction carry greater loads than is possible using levels. It is anticipated that the road could reduce Nakina’s 3,500 ft. runway. If constructed, this the strategic importance of Nakina Airport as the new aerodrome could potentially absorb a mines would then be less dependent on local air significant portion of Nakina’s air traffic. transportation.
The construction of aerodromes in the Ring of 1.2.6 Stakeholders Fire area may also have an impact on traffic levels in Nakina and other surrounding airports. A A list of stakeholder consultations conducted 5,000 or 6,000 ft. runway located at a mine site during the assessment process is provided in could allow access by larger jet aircraft and Table 1-1. turboprop aircraft from wide-spread locations in Canada. Mine workers would likely be transported from urban centres directly to mine sites. Similarly, expediters contracted to resupply the mines could use larger aircraft and carry greater payloads than can be accommodated at Nakina Airport.
Commercial/Industrial Development Strategy 1-4 R. Elmer Ruddick Nakina Airport
Table 1-1 – Nakina Airport - Stakeholder Consultation List
Organization Name Title/Position
Municipality of Greenstone Vicki Blanchard Economic Development Officer
Municipality of Greenstone Brian Aaltonen Director Public Services
Municipality of Greenstone Darlene Leupen Airports Manager
Municipality of Greenstone Chris Walterson Geraldton Ward Councillor
Municipality of Greenstone Jay Daiter Nakina Ward Councillor
Municipality of Greenstone Roy Sinclair Chief Administrative Officer
Municipality of Greenstone Stephen Mykulak Director – Protective and Planning Services Municipality of Greenstone Curtis Forbes Fire Chief
Nakina Air Service Millie Bourdignon Owner
Nakina Air Service Greg Bourdignon Chief Pilot
Skyservices Jason Booth Owner
Ministry of Natural Resources Dale Horan Fire Management Supervisor
Private Alex Ward Pilot / Prospective Tenant
Wisk Air Mark Wiskemann President
Wisk Air Jason Gould Assistant Operations Manager
Wilderness North Alan Cheeseman President
Wilderness North Brian St. Germain Chief Pilot
Cargo North Frank Kelner Partner
Wasaya Airways John Beardy Director of Sales and Customer Service
Aroland First Nation Sonny Gagnon Chief
Matawa First Nations Management Raymond Ferris Ring of Fire Coordinator
GCK Consulting Aaron Dorland Environmental Consultant
Ministry of the Environment Monika Holenstein Senior Environmental Officer
Cliffs Natural Resources Eric McGoey Director of Government and Public Affairs
Noront Resources Scott Jacob Manager – Community Relations
Hilderman Thomas Frank Cram Jeff Frank Principal
NAV CANADA Andrew Campbell Vice President, Customer and Commercial Services
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2 Air Services Development
An original objective of the Municipality of All of the preceding factors have been observed Greenstone in launching this study was to to be impacting activities at Nakina Airport. develop an Air Service Marketing Strategy, goals, Figure 2-1 illustrates the location of Nakina objectives and an action plan for air service Airport in relation to other airports competing in development, with marketing materials focussed the Northern Ontario general catchment area, the on Nakina Airport. Based on these desired regional road network, seasonal road networks, outcomes, a series of preparatory tasks were regional and local communities, First Nations undertaken as described below. communities, and mining activities.
The consultation program revealed many 2.1 Catchment Area Research important factors with respect to the relative attractions of the various airports and incumbent Catchment areas vary for individual airports air carriers within the Northern Ontario area. Key depending on a series of factors including the observations are noted below (and elsewhere in availability of local air services, ticket cost, flight this report): schedules, frequencies and reliability of air services, regional and local road networks, ease Most current mines are located relatively of access to the airport, airport availability in poor close to existing roads or airports in northern weather and a variety of other factors. Local air Ontario; travellers may drive to a larger airport if local air Ring of Fire mining exploration and fares are too high (known as “leakage”), while development is considered to be the bargain conscious travelers have been known to dominant economic focus for industry and travel up to 6 hours to a distant regional airport government for the future; simply to access a low cost airline network. Ring of Fire mining opportunities are located Remote communities may rely on air on First Nations’ traditional lands; transportation for year-round access however Ring of Fire mining opportunities are located many such communities have seasonal access in the general vicinity of many First Nations by winter road, summer barge or other means. communities; The catchment areas for these communities will vary seasonally as will exploration and Few First Nations communities are served by development activities associated with natural year round or all season roads; resource extraction. Most First Nations communities have airports It is important to note that cargo traffic will or aerodromes supported by the Government typically be routed on the lowest cost itinerary of Ontario; unless it is uniquely time sensitive. Cargo traffic First Nations may construct aerodromes to typically uses water, all-season and winter road support Ring of Fire mines; and means before resorting to air transportation which is significantly more expensive on a cost New exploration and development projects per kilometre basis. will be supported by the lowest cost combination of ground transportation (cargo) and air transportation (passenger) services.
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Figure 2-1 – Nakina Location Map
Commercial/Industrial Development Strategy 2-2 R. Elmer Ruddick Nakina Airport
2.2 Destinations Analysis 2.1.3 Nakina – Mine Sites Consultations with resource companies suggest 2.1.1 Nakina – Thunder Bay that there may be potential use of Greenstone’s Based on consultations with airport users, airports to transport supplementary labour to municipal officials, and First Nations projects including Black Thor and Eagle’s Nest. representatives, the majority of scheduled air Both companies consulted are in the early stages passengers travelling between Nakina and of developing logistics plans and could not Thunder Bay are residents of remote First confirm which, if either, Greenstone Airport would Nations communities. Interviews with community be utilized. It was confirmed that the majority of stakeholders revealed that the cost of flying from the labour force would be consolidated in at an Nakina to Thunder Bay (approximately $320) is urban centre airport (likely Thunder Bay) and too great for many Greenstone residents to flown directly to the mine sites. Labour sourced justify. It is common for passengers to drive to from the Greenstone area would be relatively Thunder Bay and pay for parking at the airport if modest in numbers and could be transported travelling to a further destination. The level of effectively through airport facilities and air traffic leakage to Thunder Bay Airport is high. services. 2.1.2 Nakina – Remote Communities Remote communities including Fort Hope, 2.1 Airport Opportunities Lansdowne House, Ogoki Post, and Webequie are served by Nakina Air Service based at the In the event that Nakina Airport is successful in Nakina Airport. Wasaya Airways, based out of positioning to be a logistics support point for Sioux Lookout, also serves many of these mining developments in the Ring of Fire, a communities, as well as Geraldton. number of opportunities have been identified for Passengers originating in remote communities airport growth and development north of Nakina must stop in either Nakina or Expediter/Resupply (Airside and Groundside Sioux Lookout en route to Thunder Bay. As most Lots) – The probability of growth in mineral remote communities are dependent upon air exploration in the region will present an service for most, if not all of the year the increased demand for expediter services. likelihood of a reduction in this traffic is low. Both airside and groundside lots could be Conversely, the traffic on these routes is made available for lease for the storage of expected to grow in line with the population in bulk items with airside lots reserved for remote communities. Traffic may also grow as aviation-related materiel. Additionally, land the demand for labour in the Ring of Fire leases accommodating non-aviation materiel increases in the coming years. currently held by Noront and Meridian could be transferred to groundside lots.
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