YXS

Prince George Airport Authority 4141 Airport Road - 10 Prince George, BC V2N 4M6 www.pgairport.ca YXS Prince George Airport Authority 2003 Annual Report

YXS: GATEWAY TO NORTHERN Prince George Airport Authority

4141 Airport Road - 10 Prince George, British Columbia Canada V2N 4M6

Telephone (250) 963-2400 Facsimile (250) 963-3313 Email [email protected]

Website www.pgairport.ca YXS Prince George Airport Authority Table of Contents

Report of the Chair 4 Report of the General Manager 6 The Prince George Airport Authority: Growth and Development 8 The Prince George Airport Authority: Overview of Operations 10 The Prince George Airport Authority: 2003 Annual Report 13 Auditor’s Report 14 2003 Audited Financial Statements 15 - 26 Corporate Governance 27 - 29 The Prince George Airport Authority: Board of Directors 30 Our Goals and Objectives 31 YXS Prince George Airport Authority Report of the Chair

March 31, 2003 will be a significant date in the history of the Prince George Airport. million, were acquired. This amount is repayable to over a seven- On that date Prince George became the last of Canada’s national airports to be year period commencing in 2007. Prince George now has a fleet of “state of the art” transferred from the Federal Minister of Transport to a local authority. The transfer maintenance equipment comparable to any airport in Canada. The transfer agreement followed two long and successful years of negotiations with the Federal also provided a capital grant of $2 million and an operating grant of $1.1 million. Government. My thanks go out to my very capable Board of Directors who all voluntarily sacrificed their time spending many long hours at the negotiating table. The Authority awarded a tender of $4.5 million in October 2003 to expand the departure lounge and outgoing baggage facilities. The expansion included new The staff, under the capable leadership of Stieg Hoeg, Airport General Manager, baggage screening equipment and greatly improved departure lounge facilities. The has supported the transfer of operations with dedication, hard work and enthusiasm. screening equipment is being paid for by the Canada Air Transport Security Agency. It is no simple task suddenly to be confronted with new responsibilities such as the Prince George is the first airport outside of major Canadian cities to have this new establishment of a financial reporting system, maintenance systems, collective generation of equipment deployed. The departure lounge will have washrooms bargaining, capital project management and working with a Board of Directors, all available to passengers who have cleared security and a daylight lounge with glass responsibilities which did not exist under Transport Canada Management. frontage and skylight. Completion is slated for May 2004. This modification to our air terminal building will be the first exterior modification since the building was built The transfer agreement negotiated with Transport Canada resulted in the repaving thirty years ago. of the main and apron in front of the terminal building last summer. In addition three Oshkosh snow removal and runway maintenance units, valued at $2.7 Looking ahead, tenders for a phase II expansion to the air terminal building will close

Our Mission Statement: The Prince George Airport Authority supports provision of efficient and safe facilities, reflecting the airport’s vital role in the region’s economy.

The PGAA promotes sustainable development with due consideration for the environment and future growth potential. in April 2004. This expansion will add Customs and other Canadian Inspection Services of 4% over 2002, an increase achieved by only a handful of other Canadian airports. facilities allowing the Airport to seek international status. This second phase of our The Authority is thankful for the extremely positive support received from the citizens expansion results from generous assistance provided by the Province of British of Prince George and the Region, Prince George Mayor Colin Kinsley and Ministers Columbia and from the Federal Government’s Softwood Industry Community Shirley Bond and Pat Bell. We are also grateful for the support of our nominating Economic Adjustment Initiative Program. Discussions are now underway to provide bodies, the City of Prince George, the Fraser Fort George Regional District, direct air passenger service and charter service to the United States and other Initiatives Prince George and the Federal Government. destinations. Once phase II has been completed the building will be roughly double its present size. Finally, a sincere thank you to Robert Leverman and Valerie Kordyban who served as Airport Authority Board members until they moved from the community just prior The only bleak note in an otherwise positive story was an announcement in 2003 by to transfer. of a study to decide whether or not the Prince George air control tower should be decommissioned. We have met with Nav Canada officials and we are confident that the business plan developed by the Airport Authority will convince Jim Blake them to maintain the tower and assist in the economic development of this region. Chair Prince George Airport Authority The year saw the welcome return of to Prince George with a number of new routes and destinations. Overall air passenger traffic was up in excess

It was with great regret that the Board learned of the passing of Jerry Deere just as this Annual Report went to print. Jerry was a member of the original Airport Community Advisory Committee in the late nineteen eighties and early nineties. In 1997 he became a member of the Airport Transfer Planning Committee which subsequently recommended the formation of the Prince George Airport Authority in the year 2000. Upon formation of the Authority he was appointed a Director of the Authority representing Initiatives Prince George. Jerry was a man of few words but every word spoken was insightful and cut to the heart of the issue. His colleagues are grateful for the service he provided to the Board and the citizens of Prince George and surrounding region. His presence around the Board table will be missed.

5 YXS Prince George Airport Authority Report of the General Manager

The transfer of operations to the Prince George Airport Authority in April 2003 prior to the transfer of the airport to the PGAA. Our terminal while operational was signaled to the airport staff that we were “cleared for take off” - to act on the plans pushed to constraints. We looked to alleviate bottlenecks and congestion in our check and priorities approved by the Board of Directors. Airport employees were energized in and security areas. By expanding the check in area to include additional customer about helping transform a former federal government facility into an independent, service counters and appropriate queuing it is our anticipation that higher customer self-sustaining airport that is the “Gateway to Northern British Columbia.” service levels can be attained. Our customers routinely said they wanted washrooms, and less congestion in the security hold room, so we listened. The new hold room We had always felt the potential to grow and diversify our business was achievable offers washrooms, additional queuing and expanded seating with a panoramic view and despite news on April 1, 2003 that had filed for bankruptcy protection, of our airfield and surrounding area. we entered the new era of independence with a sense of unlimited opportunity for the Prince George Airport. Phase Two will position Prince George Airport to compete in the international marketplace with the addition of an enhanced arrivals area complete with Canada In the time leading up to our transfer we toured our region and met with our regional Customs and Immigration facilities. This phase, expected to begin in 2004 will open communities, sharing our vision for our region and our airport. These meetings up the opportunity for direct flights for US destinations and sunspot charters. provided valuable feedback, and built relationships that continue today and are vital Travelers departing from Prince George Airport could be in in less than two to our success. The opportunities that lie ahead for this region are immense, with hours! Throughout 2003 airport personnel were in regular communication with US tourism product development, focused effort and regional transportation issues being based airlines as marketing activities focused on this phase continued. the prevalent messages. It became evident that our vision for this region was shared throughout the communities and our activities were gaining attention in the industry. Phase Three will see the main runway lengthened to 10,000 feet and beyond. Our To move forward, we needed to address our infrastructure impediments. transborder and international air service initiatives identified the need for a longer runway to facilitate wide body, long-range aircraft. In lengthening our runway another To position YXS as a true gateway to BC’s Heartlands, change was needed. opportunity was presented – Cargo.

Our first priority was to transform an airport terminal that had not seen much Prince George is ideally situated in Northern BC as a fuel stop and cargo transfer improvement since being built in 1973. A three-stage airport improvement plan center for companies flying routes from Eastern US centers to Asia and as well the was finalized. It was important at the onset that this project encompassed regional Central US to European centers. With developing markets in China, Taiwan and focus, innovative technologies and supported the needs of tourism, business and Korea, several cargo companies have expressed interest in YXS for tech (fuel) stops. the people of Northern BC. The three-phase $20 million airport expansion program is more than just an airport Phase One would see a new departure lounge featuring an expansive glass wall modernization project, it’s an investment in growth, development and diversification facing the arrival apron and prominent use of wood in keeping with the Prince of our region’s economy. The airport currently generates over $90 million in economic George’s history as one of the most important forest products producing communities activity and supports 655 jobs. A full service cargo operation at the airport would in Canada. This phase would also include a “hold baggage screening area” with the increase both these totals and the potential of tourism development in Northern BC. most sophisticated screening equipment installed in any Canadian airport outside of By having international carriers who are able to fly directly to Prince George with the major centers. complete customs services, would create even more economic opportunities.

This project was negotiated with the Canadian Air Transport Security Agency (CATSA) While much of 2003 was focused on the Phase One expansion and planning for

6 Phases Two and Three, airport staff spent a lot of time learning to operate independently and collaborate as a team. Our employees embraced this change with positive approach and the results speak volumes. New Oshkosh snow removal equipment was ordered, delivered and employees were trained in new environmental, safety and security techniques.

We entered into an agreement with BC Hydro to conduct an energy consumption study. An Aerodrome audit was conducted and requirements were followed up and completed. For both regular airport operations and in the construction area of the airport, safety was stressed throughout 2003 and as always will remain a top priority.

The excitement of becoming independent in 2003 also provided opportunity for the PGAA to strengthen many of its traditional business relationships and identify and develop some new ones.

Nationally, the Prince George Airport is a member of the Canadian Airports Council and throughout 2003 staff attended a number of important meetings and conferences that provided great networking and marketing opportunities for Prince George Airport.

At the provincial level, Board members and employees meet regularly with key government representatives and ensure that Prince George Airport is seen as a key to the future growth and development of Northern British Columbia. At the regional and local levels, our team has developed excellent working relationships with the City of Prince George, Fraser-Fort George Regional District, Initiatives Prince George, Northern BC Tourism Association, Northwest Corridor Development Corporation and others.

These relationships and the continued drive of our employees all contributed to a successful transition in 2003 and will serve the airport well in moving forward.

Our efforts today will ensure our successes tomorrow.

Stieg Hoeg General Manager Prince George Airport Authority

7 Photo: Brent Braaten, Citizen The Prince George YXS Prince George Airport Authority Growth and Development

The forecast for growth and development in northern BC looks extremely bright and Prince George and not have to travel through or other larger centers the Prince George Airport Authority (PGAA) plans to position the Prince George that currently provide customs services. The economies of northern BC and the Airport (PGA) to strengthen its role as the “Gateway to Northern British Columbia”. US continue to grow more closely linked than ever before. Prince George is 91 kilometres east of the geographical center of BC making the airport ideally located to take advantage of growth and development in three key Whether it’s forest products, mining, energy, tourism or high-tech, people from areas over the short term. northern BC often need to meet customers and attend to business in the US. A flight from Prince George to Seattle is less than two hours. When the airport’s $20 million three-phase expansion is complete, the airport will be able to capitalize on trans-border air service, provide space and services to the Having proper customs service at PGA opens up a host of new business opportunities growing air cargo sector and cater to international flights bringing wilderness and several US based airlines have already indicated they will look at scheduling adventure seekers directly to Prince George. The federal government has already flights to Prince George once this phase is complete. committed $1.85 million to assist with Phases One and Two and staff has already made key federal Ministers and their staff aware of the need to initiate Phase AIR CARGO: As change and growth occur in places such as China, Taiwan, Korea Three of the expansion program. The provincial government has committed $4 and elsewhere, North American business and industries want to take advantage of million towards the airport improvement projects. Prince George area MLAs, the opportunities to serve those markets. Hon. Shirley Bond and Hon. Pat Bell, have been instrumental in helping share the vision for the PGA. People in these countries want to purchase goods made in North America and more and more, companies are choosing to transport many higher priced goods The optimism for growth of the PGA is based largely on the optimism for growth and by air to ensure safe and timely delivery. To keep transportation costs down development in northern BC as a region. All indications point to more exploration for these companies are looking to cargo carriers to provide efficient service at new mineral deposits west, north and south of Prince George. The oil & gas sector a fair price and in turn, cargo carriers are always looking for ways to keep costs is taking a serious look at natural gas reserves west of Prince George and is down. This includes what routes to fly, where to re-fuel and locations that pro- working cooperatively with the federal and provincial governments, communities and vide the type of cargo space and facilities required to manage such a business First Nations on the possibility of offshore oil and gas exploration off the coast of profitably. Prince Rupert. One of the most exciting non-resource industries in Prince George to show substantial growth in recent years is the High Tech industry. With a host of PGA is seen as an excellent alternative site to the airport in Anchorage, Alaska. As firms developing forestry, research software and academic programs, this exciting planes fly, Prince George is ideally located for re-fuelling planes and studies have sector shows no sign of slowing and only unlimited potential for expansion. shown that PGA has great potential as a cargo-handling center. This is why the PGAA has directed its staff to market and pursue all opportunities to grow and Growth and development of trans-border flights, air cargo and tourism are the keys develop this aspect of airport business. There is land available around the to success for the PGAA. The return on investment will be measured in thousands airport for warehouse and cargo facilities development. When Phase Three of the of new jobs and millions of dollars in new economic activity in Prince George. airport expansion delivers a 10,000’ runway, larger cargo planes will have all the room they require for take-off and landing. The potential for growth and development TRANS-BORDER SERVICE: Phase Two of the airport expansion project will see of air cargo service is great and with it comes more new jobs and increased economic the construction of a new arrivals area and first-class Canada Customs & activity in Prince George. Immigration facilities. The addition of these services allows PGA to welcome flights from the United States and elsewhere as travelers will be able to clear customs in PGA staff has already seen a high level of interest from the air cargo industry.

8 YXS Cargo Key Features: • Well Situated for Transpacific technical stops During the summer of 2003, two PGA representatives were on a trade mission to the • One of the first North American Airports on U.S. and met with delegates of several cargo companies including one that was transpacific routes starting a service to Hong Kong. Had PGA had an extended runway and customs • Available Land service in place, this company would have signed a deal on the spot and refueling of air cargo MDII aircraft would have started immediately, bringing increased revenues • No Operational Restrictions to the airport.

TOURISM: Canada Customs facilities at PGA present opportunities to attract Did You Know: international flights and further develop the tourism sector in northern BC. Prince • Prince George Airport supports 665 jobs and generates George is a short drive or train trip from Jasper in the heart of the Canadian Rockies. $91.3 million in economic activity for our region. West of Prince George by train or road route is Prince Rupert on the north coast where visitors can travel to the Queen Charlotte Islands (Haida Gwaii) or by ferry along the • New air service developments including transborder, world famous “Inside Passage” to northern Vancouver Island. North of Prince George sunspot charter and international flights could create are the Northern Rockies, an area that is gaining world wide acclaim for its abundant another 79 jobs and $7.6million more in economic diversity and populations of large animals such as bear, elk, caribou, sheep, and mountain activity. goat. South of Prince George is Cariboo country with a wide range of ranching and fishing tourism opportunities available. • Over 60 businesses are supported by the airport.

More and more people are looking for adventure tourism experiences and Northern • Introducing regional jets will allow low cost carriers to BC has them all. From whitewater rafting, paddling, fishing, hiking and climbing to serve additional markets, to increase frequency on back country skiing and snowmobiling, there is a full range of adventure tourism existing routes, and to continue their aggressive growth. opportunities accessible from Prince George. The potential to attract international • World wide air cargo numbers are projected to grow at flights with passengers looking for this type of wilderness experience is unlimited. an of 5.8% between 2003 and 2007 – twice the projected Airport representatives have already begun to establish business relationships with growth of the world GDP. members of the Northern BC Tourism Association to explore the potential growth of this sector and to seek opportunities to help market northern BC as an adventure tourism • Prince George is as close to Frankfurt as it is to Beijing. destination with PGA as the entry point. • 339,817 passengers traveled through YXS in 2003 – An RV dealer based in the lower mainland that rents recreational vehicles to visitors an increase of 4.39% over the previous year, growth from Germany heading to Prince George, told airport representatives that it would start higher than the national average. up a business based in Prince George the day direct service from Germany begins. All indications suggest this type of international tourism development will continue to grow • Airlines servicing YXS costs per passenger decreased steadily over the next many years. from $10.63 per passenger prior to transfer to $5.63 per passenger in 2004. Trans-border flights, air cargo service and international tourism are just three growth and development opportunities PGA staff are pursuing. The potential for new jobs and economic activity in Prince George and northern BC is as large as the region itself.

9 YXS Prince George Airport Authority Overview of Operations

The transfer of the operation of the Prince George Airport (PGA) to the Prince standards. With the addition of the new state-of-the-art baggage screening system George Airport Authority (PGAA) on March 31, 2003 marked the beginning of being installed as part of the Phase One expansion, staff determined that airport a new approach to airport operations. Everyone involved quickly realized that security procedures had to be the best possible. A security plan was put in place to success would be largely measured in two ways. The Board of Directors would accommodate the construction area and work crews. The new Airport Security have to supply the vision and planning for the airport to grow and develop. The Program included an Access Control Plan for all staff and personnel. This included staff would have to embrace the change and commit to delivering the Board’s installing new locks and access systems in all buildings. A local security firm was plan. It would take a collaborative effort on everyone’s part. contracted to provide additional support and this has proven cost effective and is meeting objectives. Emergency staff training has been revisited including a proposal As the year moved along it became clear to the operations staff that the change in cooperation with Prince George and Area emergency services to re-activate would enable us to do a number of things differently. Career planning and staff and expand the regional Fire Training Centre at the airport. training became priorities. Staff was encouraged to provide input for planning and decision-making. Communications about airport activities improved greatly and SAFETY: Operations staff have for many years worked with a “safety first” outlook everyone soon felt a true “team approach” was being implemented in all areas of and continued in 2003 to utilize best safety practices in all areas of airport operations. airport operations. Over-riding all of the organizational changes made in 2003 were The high safety standards at PGA are comparable to those of any Canadian airport the operational priorities of security, safety and the environment. and employees are constantly challenged to suggest new ways to work more safely. Staff safety meetings are held monthly and all airport employees are invited to SECURITY: Staff completed an Airport Security Program review to meet national semi-annual Airport Safety Program meetings. A special Construction Safety Plan

PHASE ONE: Airside mG was completed to address the additional safety considerations in the construction and recycling of waste products by lease-holders and tenants is monitored for area at the airport. All construction contractors and employees are given a safety compliance. Airport facilities are inspected regularly to ensure that hazardous orientation session prior to beginning work on airport projects. materials are handled and stored properly. Staff also receive training for emergencies involving hazardous materials. A review of the Airport Safety Program was completed in 2003 and several improvements have been made including an updated Apron Management Plan, A detailed asbestos survey was conducted in all airport buildings and a plan was Airport Inspection Plan, and a Lockout and Confined Space Entry Plan. Staff produced to remove asbestos during the Phase One construction. This program safety training throughout the year focused on working in confined spaces and will continue during Phase Two of the airport expansion. Work was carried out rescue, lockout procedures, asbestos mitigation training and a major aircraft crash during 2003 on an Environmental Management System for the airport including an rescue exercise. To ensure that operations staff are fit and ready to respond to any updated Wildlife Control Plan. airport emergency, a Fitness/Wellness Plan was implemented in 2003 that has produced positive results. Operations staff responded well during the year to the changes and challenges set out by the PGAA. A true sense of ownership over airport operations now prevails ENVIRONMENT: The PGAA committed early in its mandate to ensure that airport and the staff looks forward to the exciting opportunities in growth and development operations have a minimal impact on the environment. This includes ensuring that at the airport. de-icing fluids are applied correctly and discharges to the site surface drainage system fall well within environmental protection guidelines. Collection, safe storage

PHASE ONE: Hold Room mG 11

YXS Audited Financial Statements of Prince George Airport Authority Inc.

Year ended December 31, 2003

Auditors’ Report ...... 14

Statement of Financial Position ...... 15

Statement of Operations ...... 16

Statement of Changes in Net Assets ...... 17

Statement of Cash Flows ...... 18

Notes to Financial Statements ...... 19 - 26

13 14 15 16 Photo: Brent Braaten, Citizen The Prince George 17 18 19 Photo: Brent Braaten, Citizen The Prince George 20 21 22 23 24 25 26 YXS Prince George Airport Authority Corporate Governance

BOARD AND MANAGEMENT COMPENSATION: The annual remuneration for the Board during 2003 was as follows:

Chair ...... $12,000 Vice Chair ...... $7,000 Remaining Directors ...... $3,500

The annual remuneration for 2003 was pro-rated from April 1 to December 31, 2003. The Board Chair received an additional stipend for the year 2003 in the amount of $10,000. Committee Chairs receive $200 per board & committee meeting. Directors receive $150 per board & committee meeting. Compensation during 2003 for all Directors was $56,525.

The YXS Management Team:

General Manager Stieg Hoeg Email: [email protected]

Manager of Operations Mark Miller Email: [email protected]

Manager of Finance & Administration Myron Gordon Email: [email protected]

Manager Special Programs Bill Empey Email: [email protected]

The combined salaries of the four senior Managers (i.e.) Airport General Manager, Manager of Operations, Manager Special Programs, and Manager of Finance and Administration in the Year 2003 was $200,283.80.

27 YXS Prince George Airport Authority Corporate Governance (Continued)

BOARD GOVERNANCE: CONFLICT-OF INTEREST RULES: The Prince George Airport Authority Inc. was incorporated on July 27, 2000. The PGAA is acutely aware of the trust that has been placed in us by the community and all stakeholders involved in the airport industry The principles of public In accordance with Bylaw No. 1, a Bylaw relating generally to the transaction of the accountability and conflict of interest are detailed in the Transport Canada lease and business and affairs of the Prince George Airport Authority, and based on the our Bylaws. It is therefore prudent that proper controls and policies be adopted by principles of accountability and transparency desired by the federal government and the Authority that ensure due diligence and maintain the integrity of future management endorsed by Board of Directors, the Board is composed of eleven members who are of the Prince George Airport. nominated by:

• The Federal Government ...... 2 Representatives In keeping with the spirit of the public accountability guidelines of the National • The City of Prince George ...... 3 Representatives Airports Policy, the PGAA has a very thorough section dealing with conflict of interest • The Regional District of Fraser-Fort George ...... 2 Representatives guidelines, section 6.12 of our general operating bylaws. • Initiatives Prince George* ...... 2 Representatives • The Prince George Airport Authority ...... 2 Representatives The policy requires each board member to disclose any real, perceived or potential areas of conflict. This disclosure must be in writing and up-dated annually. The policy The board members represent consumer interests, the business community and also addresses the appropriate procedures to be followed, should a director propose organized labour and includes directors having legal, engineering, accounting and industry experience. to independently provide services to the authority on a contractual basis.

The Province of British Columbia can become a nominator and may nominate one The Board has ensured that all Directors, officers and employees complied with representative at its sole option. these rules in 2003.

Directors are nominated and appointed for two year terms and may serve for up to 8 years. CONTRACTS OVER $75,000: Committees are structured to support management and the board of directors and to act in accordance with the Board’s requirements and decisions. The following In 2003 all contracts valued at over $75,000 were awarded by bid, with the exception committees have been established: of the Air Terminal Building Stage II Design Contract. The contract was awarded to Acres International for a total price not to exceed $222,291 to ensure continuity and • Finance and Audit Committee consistency with the Stage I Design and to facilitate the application for federal and • Human Resource Committee provincial partnership funding through the Softwood Industry Community Economic • Governance/Nominating Committee Adjustment Initiative (SICEAI) and the Transportation Partnerships Program. • Airline Consultation Committee • Community Consultation Committee • Noise Committee Applications for these programs were time sensitive and required final design and cost details to support the funding applications. The successful funding awards of The Prince George Airport Authority recently held a Governance Workshop, and $1,850,000 from SICEAI and $4,000,000 of provincial support demonstrate the Governance Guidelines for the Board will be approved early in 2004. rationale of awarding this contract.

28 STRATEGIC PLANNING: The PGAA developed a Strategic Business Plan as part of the due diligence required by Transport Canada prior to a transfer agreement being implemented. This Business Plan defined the economic environment and aviation activity forecasts that the PGAA would operate under. A Marketing and Commercial Development Plan was presented that identified business areas that would be focused on in the short and medium term. A Transition Plan demonstrated the PGAA’s proposal to move the organization into a private operating environment and a Financial Plan demonstrated the financial feasibility of operations. Financial Projections and a Risk Analysis outlined the Authority’s expectations and defined the Boards appreciation of the risks of operating in an aviation environment.

This Plan defined the Goals and Objectives of the PGAA.

A Strategic Planning Session was held early in 2004 to up-date the initial SBP and to develop goals and objectives that were based on the experience of operating the PGA in a business environment under the direction of a board of directors.

*Formerly the Prince George Region Development Corporation

29 YXS Prince George Airport Authority Board of Directors

JIM BLAKE Chair ...... Nominated by the City of Prince George DAVE WILSON Vice-Chair / Chair, Governance & Nominating Committee ...... Nominated by the Regional District of Fraser Fort George VALERIE GILES Secretary ...... Nominated by Federal Government RON EPP Treasurer / Chair, Finance & Audit Committee ...... Nominated by the City of Prince George

NEIL KING Chair, Human Resource Committee ...... Nominated by Initiatives Prince George* JERRY DEERE Chair, Airline Consultation Committee ...... Nominated by Initiatives Prince George* DAVE WILBUR Chair, Community Consultation Committee ...... Nominated by the Regional District of Fraser Fort George MIKE TKACHUK Chair, Noise Committee ...... Nominated by the Regional District of Fraser Fort George

LYNNE FEHR Director ...... Nominated by the PGAA Board SCOTT POLLARD Director ...... Nominated by the Federal Government NEIL MEAGHER Director ...... Nominated by the PGAA Board

*Formerly the Prince George Region Development Corporation

30 YXS Prince George Airport Authority Goals and Objectives

1. SUPPORT OUR STAFF 5. ENSURE PUBLIC ACCOUNTABILITY

a. Establish organizational values and obtain employee commitment. a. Establish public accountability mechanisms. b. Establish a career development plan and implement individualized b. Implement a commitment to excellence through strategic planning. training plans. c. Maintain a workplace where respect and fairness is demonstrated 6. FORM PARTNERSHIP STAKEHOLDER RELATIONSHIPS WITH openly. A workplace free of harassment, fun for everyone, while THE COMMUNITY, AIRPORT TENANTS AND USERS still providing professional and first-class services. a. Develop a Protocol agreement with the City of Prince George and the d. Involve all staff in strategic planning and decision-making. Regional District that illustrates the philosophy of co-operation, good communications and addresses a common vision. 2. OPERATE IN A SAFE, SECURE AND ENVIRONMENTALLY b. Maintain and grow existing relationships with Initiatives PG, RESPONSIBLE MANNER the Northwest Corridor Development Corporation, Northwest Tourism Association, Chamber of Commerce and other organizations to work at a. Maintain and exceed any required safety programs. improving the economic climate of Northern British Columbia. b. Maintain and exceed all security requirements. c. Ensure good communications and co-operation are maintained with c. Develop and apply an effective and proactive environmental airline partners by continuing the Airline Operating Committee and management program. establishing an Airline Consultation Committee. d. Encourage open communication with community members by 3. PROVIDE OUR CUSTOMERS WITH A USER-FRIENDLY, establishing a Community Consultation Committee. FIRST-CLASS FACILITY 7. PURSUE MARKETING INITIATIVES AND ECONOMIC DEVELOPMENT a. Maintain a competitive cost environment for airlines b. Maintain and upgrade existing airside and groundside facilities. a. Develop and implement a strategic marketing plan. c. Improve facilities to support growth and new opportunities. b. Develop airport lands while supporting community objectives. d. Improve the customer experience by developing great customer service. c. Retain and strengthen existing Air Services. e. Drive down the cost of travel using the YXS Gateway. d. Develop new markets (International, National and Trans-border). 8. CULTIVATE AND PROMOTE THE AIRPORT’S ROLE AND IMAGE WITHIN 4. OPERATE AS A FINANCIALLY VIABLE ENTITY THE COMMUNITY: a. Maximize all sources of revenue. a. Focus information campaigns regionally. b. Provide cost-effective service, minimizing expenditures without b. Continue tradeshows regionally and locally. compromising safety, security or customer service. c. Continue developing expertise on northern transportation issues. c. Operate within operational revenues. d. Strengthen media relationships. d. Capital program will be funded through the implementation of an e. Promote school programs. Airport Improvement Fee.

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