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Muskoka Airport Master Plan

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Muskoka Airport Master Plan MUSKOKA AIRPORT Draft Airport Master Plan-2020-2040 Committee of the Whole Council Meeting January 29, 2021 Presentation Purpose 1. Provide background on comprehensive steps taken to develop the Draft Airport Master Plan 2. Present the major recommendations in the draft plan 3. Discussion 4. Seek Council endorsement of the Draft Airport Master Plan 2 Airport Strategic Plan Vision To be the Transportation Gateway to and from the Muskoka experience for people and business Mission To operate safe and efficient air transportation facilities that serve the needs of Muskoka residents, businesses and tourists. In a way that: • Creates access to the Muskoka experience and the Canadian wilderness; • Supports the development of tourism, recreation and the overall economic success of Muskoka; • Demonstrates fiscal responsibility with a drive for continuous improvement; • Respects and develops employees, environment, infrastructure and reputation of the airport; and, • Strategically manages the airport’s leased and owned real estate assets. Values Environmental Sustainability, Integrity, Teamwork & Continuous Improvement 3 Airport Strategic Plan: 5 Key Drivers of Success Operate a safe and efficient Institute appropriate governance, airport in support of Muskoka controls and financial reporting brand and the airport’s long range systems vision Operational Financial Excellence Stewardship The Transportation Gateway to and from the Infrastructure Muskoka and experience Connections Implement a clear plan to Real Estate for people and and Attract suppliers and form Partnerships build value and gain return business business and tourism from real estate and connections infrastructure assets Brand and Experience Build a great airport brand and experience to enhance customer’s experience 4 The Draft Airport Master Planning Process Condition Balanced assessment of investment existing airport assets Assessment of numerous development options on airport owned lands, focus on highest and best use 5 Optimistic Forecast • Piston traffic steady growth • Jet traffic grows • Turboprop traffic grows rapidly • Rotary remains cyclical 6 Pessimistic Forecast • If current trends continue, overall air traffic movements will decline o Piston traffic declines steadily o Jet grows from a small base o Turboprop grows o Rotary remains cyclical 7 Passenger Projections • 2019 passenger volumes were 2,071 (arrivals and departures) • Scenario based projection shows 3,915 annual passengers • Timing to achieve the projected numbers is challenged by the airlines ability to recover markets based on COVID impacts to their business • An important measurement because passenger movements will determine Airport Capital Assistance Program funding 8 Crosswind Runway • No debate – dominant winds are from the west/northwest. • Airport has a significant “recreational pilot” base and this was considered. • Need to consider for decades the airport has functioned with basically a one runway system. • 09-27 accounted for approximately 1.88% of aircraft movements (2008 to 2018). • Construct a new crosswind runway to allow cost-effective, highest and best use development in the southwest quadrant of the airport. 9 Summary of Wind Rose Results (Tetra Tech) • Wind roses - graphical charts characterize speed and direction of winds at a location. • Analysis of Environment and Climate Change Canada (ECCC) and Nav Canada Meteorological Aerodrome Report (METAR) data conducted, considering gusts • Optimal X-wind runways alignment appears to be 11/29 however orientations ranging from 10-28 to 13-31 are suitable • Runway 18-36 is basically north-south orientation 10 Summary of Wind Rose Results Cont’d (Tetra Tech) Dataset Usability for Runway 18/36 10 knots 13 knots ECCC winds 96.2% 99.2% METAR winds 93.9% 98.5% METAR winds and gusts 83.7% 87.8% Without Gusts With Gusts 11 Crosswind Runway Cont’d • Construct a new crosswind runway to allow cost-effective, highest and best use development in the southwest quadrant of the airport. 12 13 Air Terminal Building • The structure is in very good condition (addition added in 2007). • With seasonal scheduled service the ATB is meeting a reasonable level of service. • Adequate for the foreseeable future. • The impact of COVID will likely affect passenger travel for the next few years or longer and as such, the requirement for a new terminal is likely not within this plan horizon. 14 Airport Basic Needs 15 Short Term Capital Needs • Airfield • Taxi B/C intersection improvements • Taxi C and D south section rehabilitation • Apron I – south section rehabilitation • Apron II – west section rehabilitation • Groundside • Drainage Improvements near Terminal Area south to existing Runway 09-27 • Existing parking lot upgrades • Long-term Parking Lot expansion (depending on demand) • Buildings • Airport Manager House renovation, demolition or sale 16 Medium Term Capital Needs • Airfield • Taxi A and C rehabilitation • Apron I – north section rehabilitation • Groundside • Airport Road rehabilitation • Navigational Aids • Precision Approach Path Indicator (PAPI) replacement Runway 18 • PAPI installation Runway 36 17 Long Term Capital Needs • Airfield • Taxi A and D rehabilitation • Apron II – east section rehabilitation • Runway 18-36 rehabilitation 18 Airport Development Strategy 19 Development Assumptions • Development guidelines follow applicable federal, provincial and municipal regulation • Airfield development complies with Transport Canada, Aerodrome Standards and Recommended Practices • The airport will prepare “Development Guidelines” for the airport to establish criteria that developers must follow • Large buildings (e.g., greater than 10 m in height) will include wind turbulence studies as part of the building design so that the orientation of the building and lot selection can be optimized to prevent inadvertent impacts to aircraft landing and taking off • The development areas are conceptual in nature and will require geotechnical and drainage studies as part of the design process. 20 Air Terminal Building 21 22 23 24 25 26 27 Short-Term Airfield Developments – 5 Years • Drainage Improvements – initially there is the requirement for a complete drainage study • Airside Infill Lot development – allows immediate development for 3 hangars • Apron I Expansion North and South • Groundside Lot Development at Beaver Creek Road • Establish a new runway 11-29 (timing subject to Council discretion) • Southwest Quadrant Development – demand driven. 28 Medium Term Development – 5 to10 Years • Southeast Quadrant Development – demand driven 29 Long-Term Development + 10 years • West Quadrant Development –West quadrant development is entirely demand driven 30 Federal and Provincial Funding • Federal Airport Capital Assistance Program (ACAP) – eligibility is based on year-round scheduled air service • Federal Infrastructure Fund • FedNor • Northern Ontario Heritage Fund – not for airports yet 31 Capital Plan 32 10 Year Capital Strategy • 10-year timeframe is a more reasonable forecast period. • $10.4 M required (includes contingencies, engineering and administration costs). • If eligible for ACAP cost is $8.5 M over the next 10 years…entirely demand driven. • Essential to maintain scheduled passenger services (e.g. FlyGTA and Porter Service) to access ACAP. • Potential for costs to be lower if funds received from other federal and provincial programs. • Capital Plan shows investments programmed over the 20- year period. 33 Summary • The Airport Master Plan provides a cost-effective strategy for land development over the next twenty years • Implementation of the entire plan is based on demand • Land development strategies outlined are based on approval of the master plan • The Airport Board will continue marketing the airport to attract the types of investment and services necessary to maximize revenues and contribute to the overall economic future of Muskoka • Successful implementation of the master plan can potentially triple the airport economic impact 34 The Case for Investing: Economic Impact Analysis 35 The EI Process • An economic impact survey was developed in consultation with the airport • The airport distributed the survey via email to identified tenants and related businesses in February 2020 • Additionally, Muskoka Tourism distributed the survey to local tourism companies • 19 survey responses were received • Nine from airport organizations / companies o 27% of airport companies/tenants surveyed which is a good response rate. 10 from tourism related organizations / companies. 36 2021-01-28 Airport Direct Employment Employment Employment Income Share of Employment by Sector (Jobs) (FTEs) ($ millions) 103 77 88 4% 3% 6% Of these 103 direct jobs, 67 are related to aviation and airport 10% operations. The tourism jobs shown in the pie chart relate to survey responses 77% alone. As many as 95 tourism related jobs were generated in Aviation Airport Tourism the region by airport activity. Ground Transport Government 37 2021-01-28 Total Economic Impacts, 2019 • This analysis considers the pre COVID impact of the airport Employment Income GDP Output (FTEs) ($ Millions) ($ millions) ($ millions) Direct 77 5.2 10.0 23.1 Indirect 64 4.1 7.6 16.2 Induced 38 2.0 5.0 7.4 TOTAL 179 11.3 22.6 46.7 This analysis represents impacts within the Province of Ontario in 2019 38 2021-01-28 Potential Added Economic Impacts, within Five Years • This scenario analysis assumes that – COVID-19’s impacts end and – the airport quickly moves to expanding opportunities identified in the Draft
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