CITY OF KAWARTHA LAKES MUNICIPAL AIRPORT CNF4

Transcription

City of Kawartha Lakes Municipal Airport
A Case for Investment & Business Vision
CITY OF KAWARTHA LAKES MUNICIPAL AIRPORT CNF4
A CASE FOR INVESTMENT & BUSINESS VISION
Photo courtesy of Bob Burns
Table of Contents
A1
1. Executive Summary
2. Foreword
3. Background
4. Section 2 Existing Conditions
5. Existing Airport Aerial View
6. Figure 2.1 Existing Airport Layout Plan
7. Airport Facility
8. Current Conditions of Airport Infrastructure
9. Aircraft Movement Activity
10. Aviation Trends & Demand Projection
11. Table 2.1 – Aviation Demand Forecast Baseline & Target Project
12. Airport Employment Activity
13. Regional & Socio - Economic Impact
14. Keeping The Airport
15. Airport Development (Airside)
16. Airport Development (Groundside)
17. Figure 6.1 Proposed New Terminal Addition Concept Drawing
18. Figure 6.2 Proposed Floor Plan for Terminal Addition
19. Airport Development (Groundside) Cont’d
20. Medium–Term Development Plan
21. Figure 7.1 Medium–Term Development Plan
22. Figure 7.2 Terminal Area Development Plan
23. Terminal and General Aviation area Development
24. Future Airside Infrastructure
25. Table 7.1 Extended Runway 13-31 Zoning & Physical Characteristics
26. Figure 7.3 Suggested Long-Term Land Use Plan
27. Property Acquisition Requirements
Pages
[1] - [11]
1
2-4
5
6
7
8
9 –10
11
12 – 15
16
17
18 - 24
25
26
27
28
29
30
31 – 32
33
34
35 – 37
37 – 38
39
40
41
Table of Contents
A2
28. Financial Plan
29. Table 8.1 Summary of Baseline CIP Costs By Year (2013-2015)
30. Table 8.2 Summary of Target CIP Costs By Year (2013-2017)
31. Table 8.3 Summary of Target CIP Costs By Year (2018-2022)
32. Potential Funding Sources
33. Table 8.4 Recommended Airport User Fees
34. Current And Projected Financial Position
35. Table 8.5 10-Year Baseline Cash Flow Projection
36. Table 8.6 10-Year Target Cash Flow Projection
37. Prospects For Self-Sufficiency
38. Appendix A Glossary
39. Appendix B Aerodrome Traffic Circuit Patterns
40. Appendix C Nav Canada Aerodrome Chart
Pages
42
43
44
45
45 – 47
47
47 – 50
51
52
53
54 – 64
65
66
EXECUTIVE SUMMARY
retained Marshall Macklin Monaghan Limited in 2002 to
prepare a comprehensive Airport Master Plan, which
updated the last Master Plan completed in 1982.
Further studies were completed in 2007, (Airport
Service Review & Economic Impact Study), 2008,
(Airfield Pavement Condition Survey) as well as
extensive public consultation, culminating in the setting
up of an Airport Board to oversee the daily operations
of the airport and implement development plans.
INTRODUCTION
City of Kawartha Lakes Municipal Airport, categorized
as a local/regional public general aviation (GA)
registered aerodrome and located 3 kilometres
northwest of the Lindsay town centre, is owned,
operated and maintained by the City of Kawartha
Lakes. Between 1979 and 2001, the Airport was
managed, operated and maintained under a lease
arrangement with Lindsay Airpark. In 2001, the City
bought back the head lease and has since taken a
much greater role in the day-to-day operation. In so
doing, the City now has the ability to make key
decisions regarding the Airport’s operation and
development according to local requirements, thus
presenting a number of unique opportunities and
challenges.
PLAN OBJECTIVES
The purpose of the Business Vision document is to
provide guidelines for the orderly long-term
development of the Airport’s lands, operation and
facilities which will satisfy aviation demand in a
financially responsible manner, while at the same time
resolving present and future aviation, environmental
and socio-economic issues. In general, the Business
Vision specifically addresses a 10-year horizon while
preserving for long-term needs and opportunities.
The City’s mission for the Airport is to provide the
residents and businesses of Kawartha Lakes with
access to convenient and cost-effective air transport
services in a socially and fiscally responsible manner,
while being progressive in its efforts to promote,
develop and upgrade the Airport’s lands and facilities.
The primary objective of the Business Vision document
is to present:
Since resuming management and operation of the
Airport, the City has been actively working toward
development and upgrading of the Airport, as well as
implementing safety and service improvements in order
to achieve full compliance with Federal regulations and
accepted industry practice.
In order to provide a blueprint for the future
development of the Airport and to provide a clear plan
for operation and management of the facilities, the City
[1]
•
the needs and desires expressed by community
and business leaders, Airport users, tenants
and staff through a consultation process;
•
an inventory and financial value assessment,
($), of existing facilities, services, tenants and
operational practices;
•
historical statistics and forecasts for Airport
demand, demographics and market trends;
•
short-term and long-term improvements to meet
current deficiencies and future demand; a land
use plan and appropriate zoning controls for the
Airport which foster development opportunities
while protecting the existing and future onairport operations and surrounding land uses;
•
an ultimate development plan which optimizes
the potential use of lands without affecting
increases in aviation related activities and
promotes new tenants/users in order to
enhance revenues;
•
suggested marketing and business
development strategies in order to enhance
revenue sources, retain and expand the Airport
tenant and user base;
•
a financial plan with a long-term strategy for a
self-sustaining facility and suggested changes
to user fees and charges.
•
•
charter service — passenger, mail and cargo;
aviation support services, flight school and
•
other commercial interests.
At present, the Airport has no scheduled service,
however, it is estimated that the market can sustain an
annual passenger level of about 7,500. Provided that
an air taxi/scheduled service can be attracted to
service flights to Southern Ontario centres, such as
Toronto, it is believed that this market sector could
grow by 3.5% per annum.
The Airport currently, supports, or is capable of
supporting, the following activities:
scheduled service/passenger, mail and cargo;
•
The Airport presently handles approximately 3,000
annual itinerant aircraft movements and about 20,000
local movements: (estimated). Given the Airport’s
potential for innovative air service development and
marketing, the “target” forecast projects General
Aviation itinerant movements to increase by 3.5% per
annum. A modest but growing component of the
aviation traffic has been corporate/business charter
operations. Although the success of charters has been
primarily driven by the lack of scheduled service,
growth of charter traffic is expected to continue due to
increased activities related to tourism.
AVIATION DEMAND
•
•
corporate and recreational (general aviation)
users;
air ambulance, military and government users;
Local movements are primarily tied to the existing flight
training operation, air ambulance and movements by
locally based aircraft. It is expected that local
movements will increase by 1.5% during the period
consistent with growth in flight training and the number
of based aircraft.
[2]
To date, cargo volumes at the Airport have been
relatively minor, and are typically associated with timesensitive and perishable goods. Cargo operations are
dependent solely on the growth in the local and
regional economy; therefore growth is expected at
1.0% per annum during the period.
•
9,300 m2 (100,110 sq. ft.) asphalt aircraft apron
connecting to the runways by way of two
taxiways;
•
a 620 m2 (6,674 sq. ft.) terminal/flight
school/restaurant complex;
Currently there are over thirty (30) aircraft based at the
Airport including those associated with the flight school.
If expanded facilities and services are available at the
Airport, the number of based aircraft could increase by
10% per annum until pent-up demand is satisfied, and
thereafter 3.5%. In short, the best opportunity for
growth will be from recreational and tourism needs.
•
aircraft fuel facility providing LL 100 and Jet
“A1” fuel;
•
a variety of visual aids-(runway lighting, wind
directional indicators, guidance signs, rotating
beacon) and apron floodlighting; and
•
a I0-unit GA hangar complex and one 375 m2
(4,035 sq. ft.) aircraft hangar.
FACILITIES AND SERVICES
The Airport’s primary runway, categorized as an
instrument Code 2B facility, is 1,067 metres (3,500 ft.)
by 23 metres (75ft.) and is capable of accommodating
most twin-engine aircraft and a limited number of
corporate jets without restrictions. Based on the
forecast, the runway will need to be extended to 1,198
metres (3,930 ft.) in order to accommodate projected
commercial and corporate activity. The secondary
runway is categorized as a non-instrument Code 2B
facility, is 805 metres (2641 ft.) by 23 metres (75 ft.)
and has an operational displacement of 109.7 metres
(360 ft.) at the Runway 03 end. The existing Airport
layout is shown on Exhibit 1.
The two runways and the apron have been identified
as requiring significant pavement rehabilitation. In
addition, the apron floodlight is aging and inadequate
for the present needs. The runway and taxiway lighting
was fully replaced in 2001.
The existing terminal/flight school/restaurant complex,
constructed in the early 1960’s and expanded over the
years, is not able to serve passenger or GA pilot
needs. It is proposed that the complex be expanded
and the facade improved. In order to improve safety for
approaches into Runway 31 and to reduce approach
minimums, it is recommended that an omni-directional
approach lighting system (ODALS) and precision
approach path indicator (PAPI) be installed to serve the
Runway 31 approach.
The following is a short list of the Airport’s other major
facilities and equipment:
[3]
The Airport currently has one published runway approach
procedure (VOR/DME). However, this procedure requires
a visual circling procedure and only provides minimums
down to 718 ft. In order to improve access and usability
of the runway, it is recommended that the ODALS/PAPI
visual approach aids (noted above) be implemented, in
addition to a non-precision GPS approach procedure for
Runway 31. These improvements should allow for
approach minimums down to about 400 ft. This is
important given the proposed “Big Box“ store
development to the south east of the airport.
The table on page [6] is a summary of the recommended
capital improvement program required to serve the shortterm (FY2013-FY2017) and long-term (FY2018-FY2022)
needs of the Airport. The total short-term capital cost of
the proposed program is $8.092 million in 2013 dollars.
LAND USE
highway commercial use adjacent to the southeast
boundary and a future Community Development use
immediately east of Highway 35.
To protect airports from incompatible development, the
Provincial Policy Statement and the City’s Official Plan
limit new residential development to those areas above
a 30 Noise Exposure Forecast/Noise Exposure Projections.
At this time, it is not believed that noise impacts exist beyond the
limits of the Airport property (i.e. above NEF/NEP 30).
In order to facilitate the controlled and progressive development of
airport lands while maintaining safe operations, protecting existing
and future lands, facilities and optimizing the Airport’s economic
potential, the Business Vision presents a land use plan intended to
control development within the Airport property during the planning
period. The Business Vision identifies areas for core airport
operations, general aviation and terminal uses, aviation and nonaviation industrial/commercial development, and open space. In
addition, the Business Vision offers intended uses and
recommended development control guidelines for each designated
area. The proposed land use is shown on Exhibit 2
The Airport property lies in a rural/agricultural area
immediately west of the Lindsay Urban Area. The City of
Kawartha Lakes Consolidated Official Plan was Council
approved in 2010, and designates the airport lands within
the revised Lindsay Urban Settlement Area in an
“industrial” designation. This was done to recognize the
existing airport and to plan supporting infrastructure to
service that facility.
The Airport consists of 68.1 ha (168.3 ac) of land bounded
by Monarch Road to the west, Highway 35 to the east, and
privately held lands to the north and south. The
surrounding land use is generally agricultural with a
[4]
EXISTING AIRPORT LAYOUT
EXHIBIT 1
[5]
Improvement Description
Apron Rehabilitation
Apron Expansion & Parking Lot (Robinson)
Paving & Drainage around north T-Hangars
New T-Hangar Building (10)
New Internal Roadway (Gravel)
Removal old fuel tanks
Runway 13-31 Extension, widening and repave 1197.9m
GPS, ODALS,PAPI,REILS, for Runway 13-31
Construction parallel taxiway 1197.9m
Connection municipal services (Water & Sewer)
Parking & Apron lighting upgrades
Purchase Airport operational equipment
Runway 03-21 Drainage, paving, lighting and painting
Interior Roads to service commercial/hangar area
Commercial/Hangar Area development
Perimeter fencing
Terminal renovation/rebuild
Total short-term
Land Acquisition
Monarch Road re-routing
Runway 13-31 Extension to 4500 feet
Parallel Taxiway Extension to 4500 feet
2 6 unit T-Hangar construction
Total long-term
Cost (2013 $)
60,000
80,000
80,000
620,000
25,000
121,000
50,000
1,715,000
210,000
1,420,000
200,000
15,000
190,000
1,221,000
600,000
250,000
285,000
950,000
8,092,000
280,000
215,000
650,000
350,000
700,000
2,195,000
[6]
Timeline
2013
2013
2013
2014
2014
2014
2014
2015
2015
2015
2015
2015
2015
2016
2016
2016
2016
2017
2018
2019
2020
2021
2022
RECOMMENDED LAND USE PLAN
EXHIBIT 2
[7]
ULTIMATE DEVELOPMENT PLAN
13-31, aprons sized for Code C aircraft and access
to Highway 35;
The Case for Investment and Business Vision presents
an ultimate development concept for a fully built-out
airport which not only makes the best use of available
lands, but helps ensure a flexible, responsible and
logical plan of development. Such a concept plan will
enable the City to make decisions today regarding
development and expansion which will ensure that
future needs and opportunities are not limited or
constrained.
The ultimate development concept as represented in
Exhibit 3 contains the following planned features:
•
development of a maximum Runway 13-31
length of 1,372m (4500 feet) thus allowing for
commercial and corporate air travel within North
America;
•
development of a parallel taxiway on the north
side of the airfield in order to improve runway
capacity, safety and to help segregate
commercial aviation activities from the general
aviation/public side of the Airport;
•
revised aerodrome reference code to 3C thus
accommodating aircraft with wingspans of up to
36 metres (i.e. Boeing 737);
•
development of an airside industrial/commercial
area on the north side of the Airport, suitable for
cargo, corporate, manufacturing, maintenance
or other activities, with direct access to Runway
•
development of a more prominent passenger
and GA pilot terminal area north of the present
location with expanded apron area; and
•
redevelopment and expansion of the existing
general aviation area, including space for
additional hangars and apron area.
In order to realize this long-term concept, the city
will need to acquire, approximately 18.5 ha (46 ac.)
of land to the north and west, as well as reroute a
section of Monarch Road.
[8]
LONG TERM DEVELOPMENT PLAN
EXIHIBIT 3
[9]
AIR SERVICE & BUSINESS DEVELOPMENT
•
For the Airport to achieve long-term sustainability it is
crucial that air service be retained, expanded and
attracted particularly that of passenger service which
typically generates the most significant portion of an
airport’s revenue.
on-site aviation industrial/commercial
development (manufacturing, repairs,
assembly);
•
attraction of aircraft maintenance, overhaul and
certification services;
•
expansion of flight training services;
•
development of general aviation hangars; and
•
development and attraction of non-competitive
special events (i.e. air shows, fly-ins,
product/corporate launchings and civic
ceremonies).
In today’s competitive and deregulated environment, it
is incumbent on airport owners and operators to take a
proactive role in developing and marketing for air
services. This means staying abreast of industry
trends, collecting relevant market data and partnering
with travel agents, local/regional tourist
boards/associations, municipalities, federal and
provincial agencies and operators of regional tourist
attractions. It is believed that air taxi/scheduled
passenger service serving Kawartha Lakes is viable
provided that an air carrier can be attracted that will
provide a high quality, reliable and reasonably priced
product offering.
FINANCIAL PLAN
The Financial Plan prepared provides an analysis of
the financial implications of the Case for Investment
and Business Vision based on estimates surrounding
present and future operations at the Airport.
The City should seek to develop and exploit new
innovative air service and business development
strategies, such as:
•
attraction and development of an air
taxi/scheduled passenger service at the Airport;
•
expansion of the Airport’s permanent pilot base;
•
promotion of inbound and outbound travel using
air services (tied to the City’s tourism strategy);
The Airport currently generates revenue from three
main sources: fuel sales, aircraft parking fees, and
terminal and hangar licenses. A comparison of the
Airport’s current fees and charges with that of other
comparable airports indicates that the fees and
charges are competitive. Despite this, some minor
adjustments to fees and charges are recommended.
Actual revenues derived from fuel sales are believed to
be far below those expected, primarily due to the
absence of a flight school in 2011.
[10]
The new fuel facility was installed in 2011, and coupled with the
new flight school, fuel sale revenues should be much improved
from now on.
out over the period from FY2013 to FY2017, to maintain and
improve the quality, standard of facilities and services at the
Airport.
These capital improvements are necessary to maintain a
reasonable level of service. The Airport is a key tool for the
City’s’ tourism and economic development strategy.
Operating expenses are relatively low compared to the level of
services provided; therefore, there appears to be no latitude for
further reductions in expenses.
OUTLOOK
Since regaining full control of the Airport, the City has been
successful in responsibly operating and managing the facility,
while taking steps to improve services and safety. Despite
planned capital expenditures in the “Target” scenario of about
$8 million (in 2013 $’s) over the next five years that include
expansion of the terminal/flight school/restaurant complex and
rehabilitation, expansion, widening existing runways and apron,
the City is committed to operating the Airport at a break-even
financial position over the long-term.
On the basis of the cash flow analyses, the “baseline” (or low
growth) scenario will not allow the Airport to realize an operating
surplus during the planning period without external operating
subsidies. Under the “target” (high growth) scenario, if the City
embraces a proactive marketing, and business plan, the Airport
could significantly improve its financial position, including an
operating surplus throughout most of the period.
With respect to the planned capital expenditures, there is no
current government funding sources available for the types of
improvements proposed. If the Airport were to achieve an
annual passenger level of 1000 on commercial air services, the
City could be eligible to receive funding through Transport
Canada’s ACAP program for all airside safety related
improvements. It is believed that about one-half of the capital
improvements identified could be eligible for ACAP funding.
Given the Airport’s strategic location and capacity for future
development, the Airport could benefit from new opportunities
which will ensure the long-term viability of the facility. In order to
capitalize on these opportunities, the City will need to be
proactive in attracting and retaining users and tenants, in
establishing strategic partnerships and in marketing the benefits
of the Airport.
Should ACAP funding not be achievable, it is recommended that
the City continue to lobby both levels of government, (Federal
and Provincial) to provide the capital infusion necessary, spread
Because of the opportunities available, the long-term
outlook for the Airport is positive.
[11]
Foreword
In 2002, an “Airport Master Plan Study” report was prepared by MMM Group which reviewed the current condition of the
airport and its future potential as a major economic driver for the City of Kawartha Lakes. It identified reasons for support for
development of a 1,3720m (4,500 ft.) runway and other infrastructure improvements at the City of Kawartha Lakes
Municipal Airport. The proposed funding strategy for airport development required local, provincial and federal funding
contributions, with the Province and the Federal Governments identified as providing the greatest majority of financial
assistance. Both the Province and the Federal Government have not yet agreed to funding assistance.
“City of Kawartha Lakes Municipal Airport – A Case for Investment and Business Vision” is a follow-up to the 2002 report,
as well as other studies for the purpose of acquiring funding of $8,000,000 to proceed with the planned airport
development, principally using provincial and federal funds, and based on parameters that could best illustrate the
development opportunities, revenue increases, job retention and job creation at the airport. These parameters along with
the various estimates/assumptions used in this Business Plan report are, of course, subject to changing conditions; all
dates are approximate and are for illustration purposes only. The results of this business vision should therefore be
reviewed in this context.
The City of Kawartha Lakes Airport Board provided overall direction for the preparation of the “A Case for Investment and
Business Vision”. The Marshall Macklin Monaghan 2002 study provided much of the detail contained in the vision
document. Other contributions came from Jocelyn Purcell, Inside Canadian Airports - Economic Impact Study 2007; Mike
Osypchuck, Consultant – Airport Service Review, 2007; AMEC Earth & Environmental - Airfield Pavement Condition
Survey, 2008; Leigh Fisher Management Consultants – Ontario Municipal Airports Update 2011; R Fortin & Associates 2011 Business Plan; Kawartha Lakes Flying Club, COPA 101, Eric Dumigan and Bob Burns - aerial and ground photos;
City of Kawartha Lakes Public Works, Planning & Development Services, Finance & Engineering staff - technical support
and advice; Judith Hayes - document editing and Tom Savage - aviation rules and regulations.
George Sweetnam
Chair
Airport Board
Ric McGee
Mark Fisher
Mayor
CAO
City of Kawartha Lakes
1
1. Background
The airport has been part of the transportation infrastructure in Kawartha Lakes since the early 1960’s.when it was
constructed as a general aviation facility. This facility was upgraded over time and aviation business tenants were
established at the airport. Facility was operated under a lease agreement until 2001.
Between 1979 and 2001, the Airport was managed, operated and maintained under a lease agreement with Lindsay
Airpark. In 2001, the City “bought back” the head lease in order to take a greater role in day to day operations.
Since taking over management and operation of the airport in 2001, the City has been working toward development and
upgrading of the airport, as well as implementing safety and service improvements in order to achieve full compliance with
Federal regulations and accepted industry practice.
A great deal of effort and activity has taken place regarding the airport:
December 2002 Lindsay Airport Master Plan Study by Marshall Macklin Monaghan.
In May of 2003, The Development and Public Works Committee submitted a report recommending safety repairs to the fuel
system, navigational aids, beacon and culvert.
From 2003 to 2007, City staff made repairs to the fuel system, installed new navigational aids and beacon, replaced
the culvert under the taxiway, drilled a new well and flushed the septic system.
It was recommended that staff and the Economic Development Advisory Board proceed with a full review of the
Master Plan and formulate a business plan that involves community input. Council resolved that a task force be formed to
review the master plan and formulate a business plan for the Lindsay Airport. This Airport Task Force was established in
2003 and was in existence until 2008.
Airport Service Review Report – 2007 & Airport Economic Impact Study – 2007 & update 2011.
The Airport Task Force held public consultations to get input from all stakeholders. At the Council Meeting of December 9,
2008, The Airport Task Force Final Report was received and accepted and Council gave the “green light” to pursue airport
development.
In 2008/2009, the City of Kawartha Lakes Municipal Airport Board was established with the mandate to
implement the Task Force recommendations.
June 26th. 2012 City of Kawartha Lakes Municipal Council passed Resolution CR 2012-705 that Council
support “The Case for Investment & Business Vision” in order to seek funding opportunities from the
Federal Government and The Province of Ontario.
2
Aviation Industry Requirements:
Aviation in Canada operates on the principle that safety is a shared responsibility by all members in the industry, both on
the ground and in the air. The Federal “National Airports Policy” NAP 1994 provided a framework that clearly defined the
Federal government’s role with Airports in Canada. Under NAP the Federal government withdrew from operational and
financial involvement in regional and local Airports and became the regulator of the Industry. Now, Transport Canada sets
the standards and regulations for the safe operation and maintenance of Airports in Canada. The department ensures
compliance with standards and regulations through a regular program of comprehensive monitoring, inspections and audits.
They also initiate training and promotional campaigns to encourage safe practices by aviation professionals in Canada. It is
within this framework that the Lindsay Airport must operate.
In 1999, Transport Canada introduced “Flight 2005”, a planning document used by the department to move the Civil
Aviation program towards their new role as safety managers. “Flight 2005” provided a safety framework used to identify
Transport Canada’s operating principles and values, described the direction for the next five years, provided safety targets,
and identified key results. During the five years following the introduction of “Flight 2005” advances have been made
towards a safety focused and self-regulating industry.
“FIight 2010” has now been introduced and in keeping with the systems approach to managing risks for aviation
organizations, Civil Aviation has begun to institute a formal framework for its own management systems through an
Integrated Management System (IMS). So what does this mean for Airport owners and operators? These new regulations
have placed greater responsibility on owners and operators to ensure compliance with these new regulations.
Certified Aerodromes
Airports are aerodromes certified under Subsection 302.03 of the CARs. Despite regulations that govern registered and
non-registered aerodromes, the onus remains on a pilot to determine whether an aerodrome is safe and suitable.
Regulations are in place primarily to protect those unfamiliar with an airport environment - the fare-paying public and those
residing in the vicinity that could be affected by unsafe airport operations.
Operating rules are listed in CAR Ill, Sub-part I of the Canadian Aviation Regulations (CARs), which also set forth provisions
for registering an airport in the Canada Flight Supplement (CFS) - a publication for pilots containing operating information
for registered aerodromes and airports.
3
Certified Aerodromes cont’d
Certification requires an operator to maintain and operate the site in accordance with applicable Transport Canada
standards listed in Transport Canada’s TP 312 - Aerodrome Standards and Recommended Practices. Transport Canada
staff conduct regular inspections to ensure compliance.
Aerodromes in Canada must be certified when:
•
•
•
They are located within the built-up area of a city or town;
They are used by an air carrier as a main operations base, or for scheduled passenger
carrying service;
The Minister considers certification is in the public interest.
Registered Aerodromes
While listed, registered aerodromes are not certified as airports in the Canada Flight Supplement (CFS). Registered
aerodromes are not subject to ongoing inspection by Transport Canada; however, they are inspected periodically to verify
compliance with Canadian Aviation Regulations (CARs) and to ensure the accuracy of information published in the CFS. In
spite of these efforts pilots planning to use a registered aerodrome are still expected to contact aerodrome operators to
confirm CFS information is current.
The Lindsay Airport was once a holder of a valid Airport Operators Certificate and considered a Certified Airport; however,
the costs associated with maintaining certification was found to be too high. The Lindsay Airport gave up its certification and
is now a Registered Aerodrome.
In order for the City to require the airport to become a Certified Airport, numerous steps and actions would be required. A
few of these actions would include, ensuring the infrastructure meets current standards, an inspection/audit completed by
Transport Canada, and ensuring ongoing compliance with regulations.
4
2. Existing Conditions
2.1 Airport Location and Service Area
The City of Kawartha Lakes Municipal Airport is located just west of the community of Lindsay, the business hub of the City
of Kawartha Lakes. Located on the northeast border of the Greater Toronto Area (GTA), the City of Kawartha Lakes covers
more than 300,000 hectares and is comprised of seventeen former municipalities, amalgamated in 2001, that are linked by
the Trent Severn Waterway.
Just over a one hour commute to the GTA, many Kawartha Lakes residents commute to the Toronto area for work. Known
as the "Land of Shining Waters", the region is home to more than 250 lakes and rivers and has evolved into a prime
recreational/cottage and retirement centre for GTA residents.
Driving Distances to the City of Kawartha Lakes
From
Toronto
Hamilton
Fort Erie
Niagara Falls
Kingston
Montreal
Windsor
Distance (KMs)
135
200
285
260
180
450
490
Lindsay
5
EXISTING AIRPORT
Photo courtesy of Bob Burns
View to the West
6
EXISTING AIRPORT LAYOUT PLAN
Figure 2.1
7
2.2 Airport Facility
The following facilities and services are available at the City of Kawartha Lakes Municipal Airport CNF4:
Operating Areas
•
•
•
•
•
•
•
•
Runway 13-31: 1067m x 23m (Code 2B Non-Precision) Paved and Lighted (Remote radio control access)
Runway 03-21: 805m x 23m Turf (Code 2B Non-instrument)
Taxiway Alpha: 171m x 11m Asphalt
Taxiway Bravo: 417m x 11m Asphalt & Turf
Main asphalt aircraft parking apron: 9300m2
Turf tie-down area for outdoor storage of aircraft
Non designated Turf Taxiway
Public parking facility
Buildings
•
•
•
Airport Terminal/Flight School/Restaurant/Pilots Lounge/Washrooms Building: 620m2
South Aircraft Hangar: 375m2
North 10 T-Hangar: 960m2
Other
• Aircraft Refueling Card Lock System: Avgas 100LL & Turbo/Jet “A1” fuel
• Unicom 122.8 MHz & ARCAL
• A web site (www.klma.ca) is maintained for visitor information about the airport & facilities
•
Card Lock Fuel System
Pilots Lounge
8
2.3 Current Condition of Airport Infrastructure
Key Infrastructure
The key infrastructure for the operation of the Airport is the main runway, secondary turf (grass) runway, main aircraft apron
and associated taxiway system. The Lindsay Airport Master Plan Study found the existing runway length to be adequate to
serve the operating requirements for all aircraft types currently using the Airport and the present activity levels. However, in
order to attract larger aircraft and accommodate increased usage, the main runway would need to be extended as well as
the construction of a parallel taxiway.
A preliminary inventory of the existing Infrastructure includes:
Item
Date of Construction
Current Condition
Runway 13-31 - Asphalt
1963
1985 rehabilitated
1987 Extended
2009 Micro surfaced
1963
Fair. Extension and
repave required.
Drainage upgrading required.
Runway 03-21 - Turf (grass)
Taxiway “A” Alpha
Taxiway “B” Bravo
Public Aircraft Apron – Asphalt
Runway Edge Lighting
Taxiway Edge Lighting
Apron Flood Lighting
Wind Directional Indicators
Rotating Beacon
ARCAL Aerodrome Lighting
Airfield Power Supply
1960’s
1960’s
1960’s
2002
2002
1960’s
Good. Minor maintenance &
Drainage work required.
Fair to good.
Good. Repaved and extended in 2012
Poor. Repave required.
Excellent
Excellent
Poor. Inadequate for area.
Good.
Good
Good
Good
9
Buildings
The Lindsay Airport Master Plan Study completed in 2002 identified that the Air Terminal Building (ATB) is not able to serve
passenger or GA pilot needs and required upgrading. The capital budget forecast includes an allocation to repair the ATB,
and some work has been completed at this time.
A preliminary inventory of the existing facilities includes:
Building
Date of Construction
Current Condition
Air Terminal Building (ATB)
Mid-I960’s
Poor (Requires upgrading).
South Aircraft Hangar
1982
North T-Hangars
Mid-1980’s
Good (Wall and roof have no
insulation).
Good.
Terminal Building (Airside)
10
2.4 Aircraft Movement Activity
General Aviation Data
Aircraft Movements: The City of Kawartha Lakes Municipal Airport currently handles an estimated 20,000 local
aircraft movements annually. Itinerant activity at the airport is estimated to be in the range of 3,000 to 4,000
movements.
Local movements at the airport primarily consist of flight training circuits and practice flights (touch and go),
while flights operating between Lindsay and Oshawa, Buttonville and Toronto City Centre airports account for
most of the itinerant movements. The Air Ambulance Service of Ontario also makes frequent use of the airport
with both fixed wing aircraft and helicopters.
The infrastructure at the City of Kawartha Lakes Municipal Airport has the potential to accommodate a variety of
aviation services, including charter services, cargo operations, corporate users, military aircraft, and more.
Air Ambulance Data
Patients transferred out
via airport:
2005
2006
2007
2008
2009
2010
2011
2012
Average
per year
125
127
120
135
154
158
160
166
143
11
2.5 Aviation Trends
2.5.1 General Aviation
An article published by the US Airport Owners and Pilot’s Association cites that the future of General Aviation is promising
and currently makes up over 1% of the US GDP, which is almost as large as the petroleum industry. This article refers to
seven key areas of anticipated GA growth:
•
On-Demand Air Taxis (point to point travel);
•
Corporate Aviation (regional flying);
•
Entertainment and News Gathering (air shows, news coverage, flybys in film and video);
•
Agricultural Services (aerial planting, fertilizer applications, crop dusting);
•
Law Enforcement (patrol and pursuit, surveillance, evidence gathering, search and rescue);
•
Overnight Freight (small packages and letters to outlying cities and towns);
•
Personal Use (visiting tourist spots, sightseeing).
The trends in the GA industry which may influence the forecasts for Lindsay Airport (either positively or negatively) include:
•
Increase in production of GA aircraft - Since 1995, the production of GA aircraft has steadily risen. In the U.S., a
number of manufacturers re-started production of new piston engine aircraft following passage of the General
Aviation Revitalization Act in 1994.
•
Rising cost of GA flight - Despite the recent increase in GA activity since 1995 and as a result of the tragic events
of September 11, 2001, the cost of owning and operating aircraft is rising (principally due to the cost of aircraft
insurance and aviation fuel).
•
New technologies are influencing the use and safety of flight — The use of technologies such as the global
positioning system (GPS) are having a significant impact on the demand for and level of safety for GA flight.
•
Fractional ownership programs — The recent popularity of these programs is contributing to the increased
awareness and utility of business/corporate aircraft, primarily jet and turboprop types. These programs allow
businesses and individuals to purchase an interest in an aircraft and pay for only the time they use the aircraft.
While fractional ownership in the United States is booming, it has been applied very limitedly in Canada primarily
12
because of Transport Canada’s operating regulations and security laws, which differ from that of the FAA, in the
United States. Should Transport Canada loosen regulations which currently restrict the viability of fractional
ownership, then it should have a dramatic impact on business and corporate air travel.
•
The age of GA aircraft is increasing — The average age of used GA aircraft in the U.S. is approximately 35 years
old. This number is expected to increase to 41 by the year 2019.
General aviation demand has historically been influenced by population growth of the air service area, continued
diversification of the local economy, and disposable income levels. As noted in Section 4, the population of the City of
Kawartha Lakes is expected to increase 30,000 over the next 20 years. Disposable income for the community is expected
to increase by roughly the same rate
2.5.2 Ontario Aviation Trends
Total aircraft movements among reporting Ontario municipal airports increased 15% between 2006 and 2010; an average
of 3% p.a.
Itinerant traffic represents approximately 57% of the total aircraft traffic among reporting airports
Itinerant traffic grew a total of 16% between 2006 and 2010; an average of 4% p.a.
Transport Canada forecasts that Canadian general aviation activity, on a national basis, will grow at a rate of approximately
2.6% per year.
2.6 Aviation Demand Projections
2.6.1 Passenger Projections
Lindsay Airport has historically never had scheduled passenger service. The primary reason for this is its proximity (within
2-hour driving time) to Greater Toronto Area (GTA) airports offering various levels of scheduled passenger service. These
airports include L. B. Pearson International, Toronto City Centre, and Buttonville Airport.
Because of the Airport’s current lack of scheduled passenger service and the recent fluctuations in passenger air travel
over the last few years, it is difficult to apply any existing national or regional scheduled air carrier forecasts to the Lindsay
Airport situation. It is believed that the market can currently sustain an annual passenger level of about 7,500. However, it is
reasonable to assume that new air taxi or scheduled service, if commenced by 2015, may take up to two years (by 2017) to
fully absorb the pent-up demand since marketing efforts need time to take affect and markets need time to accept a new
service. Therefore, the initial two years of new service may see up to 15% increases per annum. Further, it is believed that
passenger service at the Airport, if appropriately marketed and provided by a consistent and conscientious carrier with
reasonably priced service, could grow by 3.5% per annum beyond 2017. However, the caveat to this growth scenario is that
no operators are currently expressing serious interest in providing air taxi or scheduled service.
13
2.6.2 Air Charter Projections
The Airport had a small but growing charter business which is predominantly a result of the lack of scheduled service and
the increase in use of GA charter rather than scheduled services (due to September 11th, 2001 and because of the time
and cost factors at major hub airports). Some of this traffic could disappear if scheduled service were to be reintroduced.
However, there are also many charter movements which are not dependent on users which otherwise might access
scheduled service.
The Airport has experienced a steady increase in trans-border charter movements (between the US and Canada) over the
last five years. Trans-border tourism related movements, although still relatively few in number, are seeing steady
increases.
This sector is expected to grow due to the recent rise in fortunes for the tourism industry in the region. It is felt that charter
traffic could increase by as much as 3.5% per annum during the planning period.
2.6.3 Itinerant Movement Projection
The number of itinerant movements will be greatly influenced by the ability of the Airport to commence an air taxi or
scheduled air service operation at the Airport. In addition, itinerant movements associated with tourism should also have a
significant impact.
Despite the national trends for itinerant traffic, it is believed that the Airport could realize an annual increase of 3.5% over
the next 10 years.
2.6.4 Air Cargo Projection
The airport handles a relatively small quantity of local inbound and outbound cargo. Currently, there are no scheduled
dedicated cargo flights using the Airport and no information exists about the volume of cargo that is shipped from the Airport
annually. Typically, cargo flights originating or destined for the Airport are of the “just-in-time” or perishable variety, and are
sporadic at best.
Because of the City’s proximity to major cargo hub airports (i.e. Pearson International, Hamilton International), integrated
cargo (Fedex, Purolator) and express courier operators tend to ship goods to/from the City via ground transportation. This
trend is not expected to change over the long-term.
The cargo demand for the Airport is, therefore, dependent on growth in the local and regional economy. Conditions indicate
that the Airport would certainly not support a regular cargo operation based on current and forecast demand. However, this
does not rule out that there maybe existing businesses within the region which have not yet made a linkage between their
products and operation, and the use of the Airport as a cargo departure point.
14
The demand for air cargo at the Airport is expected to increase by 1.4% per annum which is consistent with the expected
growth in population and disposable income.
2.6.5 Based Aircraft Projection
It is believed that the number of based aircraft at the Airport has been limited over the last number of years due to: (1) the
lack of available hangar and apron space; (2) the lack of AMO services; (3) the general degradation of the Airport’s
facilities. Should these three limitations be improved upon, it is believed that the Airport could see an annual increase of up
to 3.5% in number of based aircraft over the next 10 years.
2.6.6 Local Movements Projection
Based on the national trends and historical trends at the Airport, it is expected that the number of local movements will
increase by at least 1.5% per annum. Although, national trends indicate a higher increase, the projection figure is limited
due to the high proportion of local movements associated with the flight training operation. The flight training operation is
only expected to increase by the same rate as the population, 1.4% annually.
2.7 Consolidated Projection
In order to consider a realistic overall aviation demand projection and yet have a projection that can fully exploit the growth
potential of the Airport, two demand forecasts are presented — a baseline and a target projection. Table 2.1 summarizes
the 10-year baseline and target projections for the Airport.
Baseline Scenario
For planning purposes, the traffic projections must recognize the realities of a flat or very modest (say about 1%) increase in
revenue generating aircraft movements as a “baseline” projection. This is supported by the population and economic
projections for the City. In addition, the “baseline” scenario reflects no scheduled passenger traffic, as is the case today.
This will allow the review of pricing options and the assessment of other revenue sources or enhancements necessary for a
“baseline” eventuality.
Target Scenario
.A more realistic “target” should be established to provide the Airport and the City with an aggressive, yet attainable, goal.
This target should focus on the benefits to the Airport in terms of passengers and aircraft movements.
15
TABLE 2.1- AVIATION DEMAND FORECAST BASELINE & TARGET SCENARIOS
Year
No. of Based Local GA Itinerant GA Air Taxi/Charter
Aircraft
Movements Movements
Passengers
Baseline Scenario
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
30
31
31
31
32
32
32
32
33
33
20,000
20,100
20,201
20,302
20,403
20,505
20,608
20,711
20,814
20,918
3,000
3,045
3,091
3,137
3,184
3,232
3,280
3,330
3,379
3,430
0
0
0
0
0
0
0
0
0
0
Target Scenario
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
31
32
33
34
35
36
37
38
39
40
20,000
20,300
20,605
20,914
21,227
21,546
21,869
22,197
22,530
22,868
3000
3106
5955
6480
7068
7315
7572
7837
8111
8395
0
0
6,300
7,245
8,332
8,623
8,925
9,238
9,561
9,896
16
3. Airport Employment Activity
Direct Employment activity at the airport is estimated as follows:
i)
Government
City of Kawartha Lakes:
• Airport maintenance, management and operations – one part-time airport manager as well as contracted services
for snow plowing and grass cutting. Total staff is estimated at 1.5 (FTE).
ii)
Aviation/Manufacturing
E.B. Robinson Ltd:
• Aircraft maintenance & modification, 3D Cad Services, aircraft retrieval, instrument panels, Seabee LS 10 Corvette
V8 engine conversions, and development of new Seabee* 6 passenger aircraft. Lessee of South hangar. Nine persons
employed.
Canadian Academy of Flight (April 2012):
• International flight school & training. Lessee of terminal office space & hangar. Anticipated six to nine persons will
be employed.
iii) Food
Airportview Restaurant:
• Full service restaurant serving breakfast, lunch and dinner. 9 persons employed.
Summary Direct Employment: During the year 2011, the Kawartha Lakes Municipal
Airport supported an estimated 19.5 person years of employment. It is anticipated this
will go to 30 person years in 2013-2016
* This development could lead to significant employment opportunities for the area with the potential for 100+
manufacturing and technical jobs.
17
4. Regional Economic Impact Study
In 2007, an “Economic Impact Study” report was prepared by Inside Canadian Airports for the City of Kawartha Lakes
Airport. Study methodology and results are as follows:
4.1 Methodology
The purpose of the study was to measure the contribution of the airport to the regional economy. To determine the
economic impact, three types of impacts were measured: direct, indirect, and induced.
•
Direct economic impact refers to the employment and revenues attributable to the commercial activities which
physically take place at the airport.
•
The indirect economic impact measures the value of goods and services purchased by airport businesses from other
firms, in terms of the employment and revenues resulting from their operations in support of airport operations.
•
The induced economic impact is the increase in employment and revenues resulting from direct and indirect
airport activities. The jobs sustained by the direct and indirect airport activity generate an increase in household income.
This drives the induced economic impact that results from an increase in purchases at local businesses.
The traditional approach to estimating the economic impact of an airport involves in-depth interviews and detailed review
and financial analysis of the operations of the businesses which operate at the airport. An alternative method, which has
been used here, is the statistical approach. For this analysis, the economic impact of the City of Kawartha Lakes Municipal
Airport has been estimated using a model originally formulated by the Transport Institute of the University of Manitoba.
Transport Canada began using the Transport Institute model in 1993 to produce estimates of the economic impact of
airports throughout the Pacific region. The decision to use the model followed an evaluation of the accuracy of the
model against the traditional survey methodology. On average, the econometric model was found to produce estimates of
revenues and employment which varied between 5 and10% of the survey estimates, producing fair and reasonable
measures of an airport's economic impact.
Ontario airports that have used the model include Brockville, Lake Simcoe Regional (Barrie), Sault Ste. Marie, Waterloo,
Peterborough, North Bay, Niagara District Airport (St. Catherines), Haliburton/Stanhope, London, Dryden and Kingston.
18
4.2 Population/Industry and Labour Force
Population:
The current population of the City of Kawartha Lakes is estimated to be 74,561. Amalgamated in 2001, the area’s
population has grown by a total of 8.3% since 1996, and is expected to reach 105,000 by the year 2031.
The largest population centres in the City of Kawartha Lakes are Lindsay, Fenelon Falls, Bobcaygeon and Omemee. An
estimated 213,000 people live within 40 kilometres of Lindsay, and more than 4.2 million reside within a 100 kilometre
radius of the City of Kawartha Lakes Municipal Airport.
Population City of Kawartha Lakes
100,000
80,000
60,000
40,000
20,000
0
1996
2001
2006
2011
2021
2031
Industry Canada: Community Demographics
Government of Ontario: Proposed Growth Plan for the Greater Golden Horseshoe
Industry and Labour Force:
The area has been successful in developing a diverse economy, and the labour force profile of the City of Kawartha Lakes
illustrates the importance of manufacturing, retail trade, health care and construction to the local economy. Together these
sectors represent 46% of the labour force. More than 130 manufacturing companies are located in the City of Kawartha
Lakes; 25% of which export products outside of Canada. As the business hub of the region, Lindsay is home to the largest
employers in the city. The municipal government is the largest single employer, followed closely by the Trillium Lakelands
District School Board and Ross Memorial Hospital.
19
Selection of Major Private Sector Employers in City of Kawartha Lakes
Company
Armada Toolworks Ltd.
Sykes (Formerly ICT)
Northern Casket Ltd.
Farmers Mutual Insurance
Kawartha Dairy Ltd.
Holsag Canada
TS Manufacturing
Mariposa Dairy
Pickseed Canada Inc.
CardioMed Supplies Inc.
Crayola Canada Ltd.
Cameron Steel Inc.
Northern Plastic Lumber
Denure Tours
Canada Builds
Lindsay Paper Box Company
Bovie Manufacturing
Payne Machine Co. Ltd.
Product/Service
Employees
Mfg. of Plastic Injection Moulded Auto Parts
Call Centre
Mfg. of Hardwood, Steel Burial Caskets
Farm-Home-Auto-Commercial Insurance
Mfg. of Milk Products
Mfg. of Wooden Chairs
Mfg. of Sawmill Equipment
Mfg. of Goat Cheese Products
Agricultural Seed & Grass Products
Mfg. of Medical Disposable Surgical Products
Dist. and Light Mfg. of Crayola Products
Custom Steel Fabrication
Mfg. of Recycled Plastic Products
Coach Vacation Tour Operator
Modular Construction of Homes & Cottages
Producer of folding cartons, blister and skin packaging
Converting Non-Woven & Geo-Textiles
Machine Shop and Custom Steel Fabricator
300
150
106
100
86
75
70
60
60
50
50
50
45
35
25
20
15
14
Source: City of Kawartha Lakes Business Directory 2009
Selection of Major Public Sector Employers in City of Kawartha Lakes
Company
Trillium Lakeland District School Board
Ross Memorial Hospital
Central East Correctional Centre
Fleming College
Product/Service
Employees
Municipal Government
Primary & Secondary Education
Health Services
Provincial Correctional Centre
Post Secondary Education
1,148
1,144
822
514
114
Source: City of Kawartha Lakes Business Directory 2009
20
4.3 Economic and Socio-Economic Impact of Airport
Airports and the Community
Airports add value, but there is a price.
Strange as it may seem this is not an airport operators’ problem. Transport Canada completed a Small Airport Study in
2004 and the report stated, “In most cases there is no apparent problem with the airport operation per say, it is simply a
lack of users to support the level of facilities and services maintained.” In other words there are insufficient users to
completely support our airports. This is an over simplified general statement. Small airports cannot be run on a costrecovery basis any more than our public roads system can.
Unfortunately, Transport Canada has perpetrated the notion that if an airport cannot break even on its own, there must not
be a need for the airport. This notion has distorted the perception and thinking of local governments which are now
responsible for these airports. The fact is that airports add value far beyond that which can be measured by the budget.
Airports bring commerce to a community through visitors and tourism, courier service, flight training and charters. They
facilitate social services like Med-Evac, emergency response to natural disasters, and non-emergency patient transfers.
There have been a few airport economic impact studies conducted in the past couple of years. The most recent, and most
comprehensive of these was undertaken by Leigh Fisher Management Consultants – Ontario Municipal Airports Update
2011 for the Ontario Ministry of Transportation. This study focused on Municipal Airports in Ontario and contained some
startling results. Here are some highlights from the report.
•
•
•
•
•
Municipal airports in Ontario are important and contribute significantly to the ongoing viability of the communities
they serve.
Municipal airports in Ontario are integral to the provincial transportation system.
Municipal airports in Ontario are important economic generators. Although many (78% of the 54 respondent
airports) municipal airports run at operating deficits, they provide great economic benefits to their communities.
Municipal airports in Ontario are struggling with some serious issues. Aging/deteriorating or inappropriately
sized infrastructure was the most frequently cited airport weakness, followed by insufficient funding.
Municipal airports in Ontario are facing financial difficulty. 78% or 42 of 54 respondent airports consider their
financial situation to be not self-sustaining (i.e., insufficient funds to cover operational costs). The annual
operating deficit for all Ontario airports is estimated to be $5.1 to $5.9 million.
21
Economic Impact
I) Employment
In completing this report; an Economic Impact Study for the Lindsay Airport was completed by Jocelyn Purcell of Inside
Canadian Airports in 2007 and updated in 2011. As the traditional approach to estimating the economic impact of an airport
involves in-depth interviews and a detailed review and financial analysis of the operations of the businesses which operate
at the airport. An alternative method was used in completing her report based on a statistical approach.
The results concluded that activities of the airport and its tenants supported an estimated 47.1 person years of employment.
Summary Direct, Indirect and Induced Employment: During the year 2011 the
City of Kawartha Lakes Municipal Airport supported an estimated 47.1 person
years of direct, indirect and induced employment
ii) Gross Revenues
The Economic Impact Study results concluded that the total gross revenues generated by activities at the Lindsay Airport
during 2011 contributed approximately $6,800,000 to the Kawartha Lakes economy.
Summary of Estimated Direct, Indirect and Induced Gross Revenues: Total gross
revenues generated by activities at the City of Kawartha Lakes Municipal Airport during
2011 contributed approximately $6,800,000 to the Kawartha Lakes economy.
22
Socio-Economic Impact
The following information has been taken from the Leigh Fisher Management Consultants – Ontario Municipal Airports
Update 2011 for The Ontario Ministry of Transportation.
Municipal Airports play a crucial role in supporting societal needs such as: health care, policing and protecting the
province’s natural resources. As in other provinces, not all municipal Airports in Ontario charge fees (e.g. landing, aircraft
parking) to government agencies.
Supporting Health Care
•
•
•
•
•
•
Ontario’s air ambulance program is the largest In North America.
19,000 emergency and inter-facility patients are transferred annually.
Municipalities cannot afford to pay for increased land ambulance services.
The availability of air ambulance service is often used as a recruiting tool in attracting doctors.
As specialized health care moves towards regionalization/centralization, more patient travel will be required.
Fixed wing aircraft (and thus Airports) are required to back up helicopter transfers when helicopters cannot fly in
inclement weather conditions.
Protecting the Province’s Natural Resources
• Much of MNR’s flying is in support of forest fire management; although the Ministry provides aerial support for
resource management (e.g., rabies baiting, wildlife habit inventory, fish stocking, enforcement and compliance).
• Aviation is considered a critical aspect of the Forest Fire Management Program.
• MNR responds to approximately 1,200 -1,600 fires within the Province per year.
• MNR purchased approximately $2.4 million (pre-tax) in fuel through Ontario Airports last year.
EncouragIng Tourism
• Ontario is Canada’s most visited province accounting for 42% of Canada’s visitors and 33% of national tourism
revenues. Tourism is Ontario’s seventh largest export with over $21.4 billion in tourism receipts and $11.6 billion
in tourism value added dollars (2.2% of provincial GDP).
• Ontario airports support all of these tourism markets by forming part of the transportation strategy to bring people
to or from major tourism destinations, and by providing a base for emergency response to remote areas.
23
Industry and Economic Development
• Having an airport is on a businesses’ criteria list when choosing a community. Municipal leaders from Northern
Ontario communities have expressed to the Ontario Ministry of Northern Development and Mines (MNDM), other
provincial ministries and local economic development agencies that municipal airports are a key component in
developing strategies to attract new businesses to a community.
• Airports are essential to move business people and goods, particularly in remote communities.
• There is a tie to air ambulance services - businesses want essential services for their employees.
Supporting Policing Activities
 Municipal Airports are critical in supporting OPP and RCMP aerial policing activities such as search and rescue,
surveillance, aerial photography and personnel transport (most importantly moving emergency response and
tactical teams to an incident site).
24
5. Keeping The Airport
Reasons for Keeping the Airport Open (Summarized from Public Consultation Sessions held in
2008):

Continuation of medical evacuations for emergencies using the Air Ambulance Patient
transfers to other hospitals.

Support of other transportation needs: police, search and rescue, forest fires, flight
Training and just-in-time parts deliveries.

Linking businesses to other communities.

Flight Training – in the next five to ten years, the airline industry will require
approximately 20,000 trained and operational pilots. Many could be trained in Lindsay.

The possibility of aircraft manufacturing. (Seabee)

Global shift from manufacturing to commerce requires an airport.

City as tourist area is better served.

Expanded airport would make available many rental spaces to businesses.

Easier for companies to take advantage of lower costs in the City of Kawartha Lakes.


Airport is considered a gateway between the North (Haliburton) and the south (Oshawa)
enabling pilots to stop over and generate revenue for City.

Closing of Buttonville Airport.
25
6. Airport Development
6.1 Proposed Airport Development
Airside Operations
Investments in this category deal with maintaining or improving Airport assets and infrastructure on the airside of the facility.
Runway 13-31 - Asphalt
When the Lindsay Airport Master Plan Study was undertaken in 2002, it was noted that the runway had significant amounts
of longitudinal and alligator cracking. Based purely on a visual inspection of Runway 13-31 at that time, the runway
pavement did not require rehabilitation for at least another 3 to 5 years, provided it was regularly maintained.
Since that report, no regular maintenance has been completed on this runway until 2010. The runway had deteriorated to a
point where large cracks have been noted. These large cracks and chunks of asphalt created a Foreign Object Damage
(FOD) issue and safety concern.
Two representatives from large construction companies completed visual inspections of the runway to determine the proper
corrective action. Both representatives made similar comments that the runway cannot be repaired and must be pulverized
and repaved.
The 2010 Capital Budget allowed for the Micro-surfacing of the runway as a stop gap measure until such time funding
comes available for the extending, widening and repaving of the runway to 1197.9m.in length and all other associated work
(lighting, markings, painting , ODALS, PAPI & REIL’s). Although the 2002 Marshall Macklin Monaghan recommended
lengthening the runway to 1372m, it is felt the more prudent approach would be to extend the runway to 1197.9m at this
time.
New Parallel Taxiway to main runway
The parallel taxiway is needed to eliminate the “backtracking” along Runway 13-31 by landing aircraft. This will help to
increase the traffic capacity as well as resolve a major safety issue.
Paving Runway 03-21 - Turf (grass)
Paving of runway 03-21 will enhance usability and allow for year round use.
26
Interior Roads
This new road would provide access to the northwest commercial/hangar development area.
Main Apron and Rehabilitation of Taxiways Alpha and Bravo
The main aircraft parking apron is believed to have been constructed in the 1960’s. This apron appears to be in very poor
condition with significant cracking and settlements. It has been recommended that the apron pavement be rehabilitated and
expanded to meet the increased demand for tie-downs. It is recommended that rehabilitation of the main apron and the
taxiways occur when the repaving of the main runway is being completed in order to save costs.
Global Positioning System instrument approach
Technical investigation, preparation and installation of a GPS instrument approach for the two runways.
Fixed Base Operator (FBO) Operations
Lindsay Airport Fixed Base Operation (FBO) is a refueling operation owned by the City and located at the Airport.
As noted in Section 2.2, it is a new above-ground card lock system installed in July 2010 at a cost of $190,000. It currently
provides both Avgas and Jet “A1” fuel. This new system includes a card-lock system that accepts credit cards as a means
of payment. The benefits to this self contained facility are numerous. This system allows pilots to pump their own fuel 24
hours per day without the requirement of on-site staff, thus eliminating the need to pay a staff member or a third party to
operate the FBO equaling increased revenue.
There are two (2) decommissioned old in-ground 21,000 litre steel tanks with an approximate age of 30-35+ years. These
two tanks will have to be removed.
Groundside Operations
Investments in this category deal with maintaining or improving Airport assets and infrastructure on the groundside of the
facility.
Airport Terminal Building (ATB) Upgrades
The ATB was originally built in the mid-I960’s utilizing a portion of an existing gas station as the base structure. The building
is essentially a one-storey, wooden structure with aluminum siding. The ATB is the operational hub of the Lindsay Airport
and the gateway to the community for arriving visitors. This facility includes a flight school office and classrooms, a
27
restaurant, (including kitchen facilities and washroom), and a hangar, capable of housing two single engine aircraft. This
40+ year-old ATB requires many upgrades to bring the facility up to an acceptable standard.
PROPOSED NEW TERMINAL ADDITION
Figure 6.1
28
PROPOSED FLOOR PLAN FOR TERMINAL ADDITION
Figure 6.2
29
In the Lindsay Airport Master Plan Study completed by Marshall Macklin Monaghan in 2002, the ATB was rated fair to
good. The report also noted the spaces are disorganized and inefficient. The condition of the roof on this building has since
been rated as very poor. New windows and doors were also required; along with other deficiencies.
The 2008 Capital Budget Forecast included an allocation of $300,000 ($100,000 each year for 3 years) to carry out the
necessary repairs, which have been completed. A major renovation of the ATB would be required to ensure safe
passenger handling for charters and scheduled flight arrivals and departures.
Commercial/Hangar Development Lots
The City of Kawartha Lakes Airport is one of only a handful of public owned airports involved in the actual ownership of
hangars. A principal source of airport revenues is proposed to be derived from commercial/hangar development area lots.
There is a known demand for aircraft hangars for the storage of aircraft or for commercial purposes from comments
received to date from the Public Consultations, Pilots, visitors, and the extent of hangar development occurring/planned at
other municipal airports in Southern Ontario (e.g. Kincardine, Collingwood, Parry Sound, Greenbank and Peterborough).
The pending closure of Buttonville Airport will increase demand substantially in Southern Ontario airports
Parking Lot & Apron Lighting Improvements
The main car parking lot at the airport was paved in 2011. There is no lighting on this parking lot so new lighting should be
installed. The Apron area is also in need of more lighting.
Fencing
Numerous holes in the fencing around the airport also pose a potential safety risk to users. It is recommended that the
entire perimeter be fenced.
Property Acquisition
In order for the City to implement the long-term strategy as outlined in this report, it is estimated that approximately 18.5 ha.
(45.7ac.) of additional land would need to be acquired to the north and west of the airport.
Full Municipal Services
Connecting the airport to municipal water & wastewater systems. This will occur on the completion of the North West Trunk
Sewer.
30
7. Medium-Term Development Plan
7.1 PLANNING APPROACH
Preparation of a medium-term development strategy for Lindsay Airport is an important planning exercise that enables the
City and the study team to visualize the Airport in a likely future role in the community and the region. The concept presents
a vision for an ultimate, fully built-out Airport (which will undoubtedly occur well beyond the planning period of this study).
Such a concept plan will enable the City to make decisions today regarding development and expansion which will ensure
that future needs and opportunities are not limited or constrained. This section of the report will establish a recommended
development concept or strategy, which not only makes the best use of available lands, but helps ensure a flexible,
responsible and logical plan of development and expansion.
Compatible land uses within and adjacent to the airport boundary are crucial to planning feasible future activities at the
Airport. Although airport management can influence land use surrounding the Airport, it is important that compatible
development be encouraged so that future uses do not restrict the Airport’s growth potential or ability to operate safely and
efficiently. Council passed a resolution in 2011 for the City to initiate a zoning by-law amendment application to review and
permit airport and airport support uses on the lands. It is expected that this review will occur in 2012 and likely zoning
changes approved in 2014.
Land-Use Factors
•
A detailed on-site land use plan shall be prepared during the planning/design process.
•
A site grading and storm-water management study/design shall be undertaken as part of the detailed
planning & engineering design work.
•
Vegetation shall he retained were possible for environmental and visual appeal
•
Impact on off-site infrastructure from airport development – e.g. the road system - shall he minimal.
•
Aircraft noise shall he within accepted guidelines, with principal aircraft noise occurring within the
planned property boundary of the airport. Typical traffic circuit patterns for most aircraft landing or departing both
existing and planned runways are depicted in Appendix B.
•
Other evolving factors as required shall be addressed during the final planning/design phases of airport
development, or as operational matters.
•
The municipality has traditionally put in place land-use zoning specific to the airport. It is noted, however,
that specific land-use zoning approvals are not required for airport related land-use purposes.
31
7.1.1 Agency/Organization Consultation, Collaboration and Compliance
Airports are federally regulated under the Aeronautics Act. The Canadian Environmental Assessment Act does not apply to
non-federally owned airports unless a federal agency is involved in the project, or if the project involves federal funding.
Provincial environmental review/assessment processes do not apply to airports.
Agencies/organizations having an interest within an area of jurisdiction (e.g. for storm water management, drinking water
and waste disposal standards) will be consulted during final planning and design phases of airport development.- approvals
for planning/design elements shall he obtained from the affected agencies.
Transport Canada will be informed/consulted to ensure compliance with registered aerodrome requirements (certified
aerodrome standards are not applicable during the planning/development phases). Local municipal departments and other
organizations will he consulted as required.
The planning associated with the medium-term development strategy has taken into account TC’s Aerodrome Standards
and Recommended Practices (TP31 2E, 4th Ed., March 1993) so that future development will respect aviation, public safety
and the physical and social environment. Moreover, the study team examined various land use options and recommended
uses within the Airport lands which are synchronous with the opportunities which will most likely present themselves to City
in the future.
The first priority in developing a viable long-term strategy is to ensure that any future airport development may take place
without unduly limiting future expansion of purely aviation related activities and facilities, such as extension of the primary
runway, addition of new aprons, taxiways, improvements to visual and navigational aids. Once these facilities are protected
for, other secondary compatible land uses are considered. The ultimate development concept has been broken down into
several areas to illustrate to stakeholders the logic behind the planning process.
The development areas which have been planned could, and should be developed by third party developers, to minimize
costs and risks to the City. Although the City will most likely be responsible for the planning and construction of airside
infrastructure (such as taxiways aprons and runway extensions), third party developers should finance the cost of
implementing leasehold development or improvements such as new buildings and associated site services within
developable areas. Site services required may include natural gas, power and telephone utilities.
The resulting strategy has been illustrated on the Medium-Term Development Plan, included as Figure 7.1 and the
following sections describe each of the proposed development areas
32
MEDIUM-TERM DEVELOPMENT PLAN
Figure 7.1
33
TERMINAL AREA DEVELOPMENT PLAN
Figure 7.2
34
7.2 TERMINAL AND GENERAL AVIATION AREA DEVELOPMENT
The Terminal and General Aviation Area is located in the eastern quadrant of the Airport and currently includes the
terminal/flight school/restaurant complex, fuel facility, landside public parking area and aircraft apron areas. The constraints
that dictate the limit of development in this area include Runway 03-21 OLS to the west, Highway No. 35 to the east, and
Runway 13-31 OLS to the south.
Even with these limitations, there is development potential within the area without hindering other aspects of the Airport.
Although shown on Figure 7.1, a larger scale development plan for the Terminal and General Aviation Area has been
provided on Figure 7.2.
7.2.1 Terminal Complex
The existing terminal/flight school/restaurant complex is aged and no longer appropriately meets the needs of the flying
public. In addition, the existing complex is set too close to Highway No. 35. Figure 6.2 presents suggested improvements
to the existing terminal complex; however these are meant to be short-term only. At some future time, the complex will need
to be replaced with a larger, more modern and suitable terminal facility which meets current building code and passenger
level of service requirements. The new terminal building should be located about 50 metres to the north of the existing
complex, and setback from Highway No. 35 by at least 60 metres. The relocated facility should be positioned so that it is
unobstructed by other buildings when viewed from the public roadside.
The new terminal facility should include a public side for commercial air services (i.e. air taxi, air charter, etc.), and a pilot’s
side to accommodate the needs of based aircraft owners as well as itinerant pilots. The pilot’s side of the facility should
include a lounge, washrooms, conveniences and services. The public side should contain passenger seating, washrooms,
orientation spaces and boarding areas. A restaurant facility, as well as other forms of concession space could be
developed between the pilot and public sides of the terminal building.
A new general aviation/passenger terminal would elevate the status of the Airport by providing a more aesthetically
pleasing and modern appearance, as well as adding to the overall market appeal of the Airport (a benefit which could be
realized when trying to attract new commercial enterprises and passenger air services to the Airport and to the community).
Concurrent with relocation of the terminal building, the public parking lot area would need to be expanded to the north, and
site services and utilities extended to the new building.
The airside terminal apron would need to be expanded and reconfigured to provide parking for itinerant GA aircraft, as well
as commercial aircraft (corporate jets, air taxi/air charter aircraft). The existing paved apron would be retained and
expanded northward to an ultimate size of about 2.8 ha. The apron would include a Code C taxilane to the east to permit
ease of access to Taxiways Alpha and Bravo, and a series of Code B taxilanes serving rows of Code A/B parking positions,
Immediately adjacent to the new terminal building, the configuration would preserve space for full “power-in/power-out”
parking positions for up to two Code C and two Code B aircraft. These positions would generally be reserved for
35
commercial operators in order to keep passenger walking distances at a minimum. Expansion of the apron would require
that existing drainage ditches, culverts and lighting to be relocated accordingly.
7.2.2 Operations and Maintenance Building
Once the terminal complex is redeveloped to the north, it is suggested that the existing terminal/flight school/restaurant
complex be renovated and converted into an Airport operations and maintenance building, which would be occupied by the
City’s Airport staff and used to store and maintain Airport operations equipment.
The existing hangar forming part of the complex could be used for storage and repair of the City’s operations equipment.
The current flight school office and classrooms could be converted into offices and storage space. It is recommended that
the current restaurant portion of the complex be demolished since it is the oldest section of the complex and the additional
floor space should not be required.
7.3 AIRSIDE INDUSTRIAL/COMMERCIAL AREA DEVELOPMENT
There are two designated Airside Industrial/Commercial (I/C) areas identified on either side of the Terminal/General
Aviation area. The present uses of these two areas would generally continue, albeit to an expanded level of activity.
The area to the north would continue to accommodate GA aircraft storage, generally in the form of T-hangars, as well as
aircraft tie-downs on turf. The available land area (approximately 2.9 ha.) would permit the construction of new hangar
facilities, most likely in the form of two 10-unit T-hangar complexes. The area would have direct access to the existing apron
and taxiway system, as well as the relocated aircraft fuel facility. A landside parking area would also need to be developed
adjacent to the new building structures. The area to the south would accommodate future FBO’s (including aircraft
maintenance and overhaul operations) and/or hangar space for storage of larger commercial/corporate aircraft. The
approximate 1.1 ha area currently contains the south hangar (375 m2) and associated aircraft apron. The remaining area
would be sufficient to develop one or more conventional hangar buildings for aircraft storage, or one larger hangar with a
total floor area of about 1,300 m2.
The hangars should be developed with additional apron space and located with sufficient clearance from Runway 13-31
and Taxiway Alpha. The apron and hangar development would require relocation of a portion of the existing drainage
ditches and culverts.
Once these two existing Airside I/C areas are completely developed (which may be during the planning horizon of this
master plan document), it is proposed that a new Airside I/C area be developed along the north limit of the airport property
(including a portion extending into adjacent lands which will require property acquisition). The area in question is on the
north side of Runway 13-31, just west of Runway 03-21, as illustrated on Figure 7.1. Lease lots in this area would provide
many advantages to potential industrial/commercial enterprises, including direct airside access and ample space for
buildings and aircraft parking aprons, and should be developed first before other secondary industrial/commercial areas.
The most likely and preferred use of these lots is for aircraft maintenance, repair and overhaul (AMO), aviation related
36
manufacturing, warehousing and distribution (particularly for time-sensitive and perishable goods), and cargo/freight
forwarding activities.
These lease lots would have direct access to the primary runway (thus segregated from other aviation activity) by way of a
new Code C taxiway and associated aprons thus allowing aircraft as large as a Boeing 737 to utilize the Airport in the future
(albeit with some take-off weight restrictions). Refer to Section 7.5 for specific airside infrastructure requirements.
First and foremost, these lots would have the advantage of direct access to Highway No. 35 without significant interaction
with the “public” side of the Airport.
7.4 GROUNDSIDE INDUSTRIAL/COMMERCIAL AREA DEVELOPMENT
A Groundside Industrial/Commercial Area should be located north and west of the airside I/C area proposed north of
Runway 13-31. The lease lot sizes proposed would be large enough to accommodate most types of non-aviation
manufacturing, distribution or commercial facilities include related road access and parking facilities. Businesses situated on
these lease lots would be well segregated from the “public” side of the Airport and would be in a good position to serve and
support businesses situated at the adjacent aviation related I/C lots.
Another area available for non-aviation related I/C would be a single 0.4 ha lease lot at the north end of the Airport property
with direct frontage to Highway No. 35. This lease lot would be well suited to a retail outlet such as a gas station, restaurant,
convenience store, Emergency Services (Ambulance) Base etc. If a potential tenant desired, the lease lot could potentially
have airside access, but only if specifically warranted. Since a road entrance would be required from Highway No. 35 to this
lot, approval would be required from the Ontario Ministry of Transportation.
7.5 FUTURE AIRSIDE INFRASTRUCTURE
When planning for the ultimate development and expansion of airside infrastructure at the Airport, and in particular,
expansion of the primary runway (13-31), several factors must be considered including physical constraints, forecast
demand, design aircraft, etc. The anticipated constraints to developing or expanding airside infrastructure include existing
Monarch Road, which is at present about 350 metres to the west of the Runway 13 threshold, and the lack of sufficient
lands available toward the north and west (thus requiring property acquisition).
7.5.1 Runway 13-31 Extension
As recommended in Section 6.1, it is proposed that the medium-term plan (2013-2017) for the Airport includes an extension
of 131.1 metres (430 feet) and widening the entire runway to 30 metres (100 ft.) be undertaken as part of the rehabilitation
of the existing runway surface to Runway 13-31 for a total usable length of 1,197.9 metres (3930 feet). This length would
accommodate aircraft typical of air taxi and short-haul commercial air service (both passenger and cargo), such as the
Metroliner Ill, as well as small corporate jet aircraft.
37
The ultimate plan would see Runway 13-31 and parallel taxiway lengthened by an additional 173.7 m (570 feet) for a total
length 1371.6 metres (4500 feet). This increased length would allow for unrestricted use of the runway by some large
turboprop and corporate jet aircraft (i.e. Falcon 50).
By lengthening Runway 13-31 to 1,371.6 metres (4,500 feet), the reference code for the runway would be revised to 3C.
As well, the longitudinal slope of the runway centreline would need to be a maximum of 1.5% as per TP312E, Clause
3.1.2.3 (Standard). The cost to extend the runway and parallel taxiway by 173.7 metres would be in the order of $1,000,000
It is noted that the last 150 metres of the existing Runway 13 end has a longitudinal slope of approximately 2%. Should the
City opt to plan for an eventual extension of Runway 13-31 beyond 1,200 m, the last 150m portion at the north end would
need to be reconstructed as part of the initial phase extension (short-term plan). (A pavement investigation would be
required to determine whether or not a full depth or simply a surface reconstruction is required.) Costs to reconstruct this
portion of the existing runway could be in the order of $150,000 to $350,000 depending on the extent of reconstruction
required.
As part of the medium and long-term airside plan, lands need to be reserved to accommodate a full-length Code C parallel
taxiway as illustrated on Figure 7.3. The taxiway would need to have a minimum separation to the runway centreline of 92
m in accordance with TP312E, Clause 3.4.1.8 (Recommendation) and a separation of 38 m to the revised north property
boundary.
38
The physical characteristics for a fully extended Runway 13-31 are presented in Table7.1.
TABLE 7.1
EXTENDED RUNWAY 13-31 PHYSICAL CHARACTERISTICS
13
OBSTACLE LIMITATION SURFACE CHARACTERISTICS
31
Take-off
Length of Inner Edge (Total)
150.0m
150.0m
Distance from Threshold
60.0m
60.0m
Divergence
Approach
15%
15%
Section Length (Minimum)
3000m
3000m
Surface
Slope (Maximum)
2.5% (1 : 40)
2.5% (1 : 40)
Transitional Surface Slope
14.3% (1:7)
14.3% (1:7)
Elevation
(ASL)
Outer
313.8m
313.8m
Dimensions
Surface
4000m
4000m
RUNWAY PHYSICAL CHARACTERISTICS
Reference Code
Non-Precision - 3C
Non-Precision - 3C
Runway Pavement Dimension & Type
1.372m x 30m (4500' x 100') Asphalt
Runway Strip
Dimensions
1,492m x 150m (4895' x 492')
TORA
4500'
4500'
Declared
TODA
4500'
4500'
Distances
ASDA
4500'
4500'
LDA
4500'
4500'
7.5.2 Runway 03-21 Extension
Because of existing constraints, such as Highway No. 35 to the north and OPS No.1 Drain to the south, physical expansion
of Runway 03-21 is limited and not without significant impacts. If a longer cross-wind runway were required, Runway 03-21
could be extended to the south, provided that additional lands were acquired by the City.
Nevertheless, the future operation and usability of Runway 03-21 could be improved by paving the existing runway and
associated taxiway surfaces and by establishing instrument approach procedures (presumably utilizing GPS technology).
39
7.6 SUGGESTED LONG-TERM LAND USE PLAN
Figure 7.3 presents the suggested long-term land use plan assuming that the City agrees to plan and preserve lands to
accommodate the facilities and uses identified above (i.e. Runway 13-31 extension, parallel taxiway, etc.) and that property
acquisition is pursued as recommended.
LONG-TERM LAND USE PLAN
Figure 7.3
40
7.7 PROPERTY ACQUISITION REQUIREMENTS
As noted earlier in this report, the Airport’s total current land base of 68.1ha (168.3 ac) is considered to be relatively low for
a local/regional general aviation airport. Experience shows that for an airport serving the roles and activity level projected
for Lindsay Airport, the land base should be at least 100 ha (250 ac) in order to accommodate long-term aviation and
commercial needs. A comparison of total land base for comparable Canadian airports is presented in Table 7.2
Table 7.2
TOTAL LAND BASE FOR COMPARABLE AIRPORTS
AIRPORT NAME
Niagara District Airport, St. Catherines, Ontario
Niagara Central Airport, Welland, Ontario
Lake Simcoe Regional Airport, Oro-Barrie, Ontario
Waterloo Regional Airport, Waterloo, Ontario
Earlton - Temiskaming Regional Airport, Earlton, Ontario
Fredericton Airport, New Brunswick
Greater Moncton Airport, New Brunswick
Sault Ste. Marie Airport, Ontario
Land Base (ha)
130.2
164.5
240.4
263.6
280.2
448.0
732.0
733.2
In order for the City to implement the long-term strategy as presented in this section and on Figure 7.1, it is estimated that
approximately 18.5 ha. (45.7ac.) of additional land would need to be acquired to the north and west of the Airport.
Assuming a market rate of about $15,000 per hectare, total acquisition costs could be in the order of $280,000.
Notwithstanding the long-term strategy presented herein, the City may opt to consider increasing the Airport’s land base,
through property acquisition, to an amount comparable to similar sized local/regional airports. Such a move would ensure
that the resources exist to attain a viable, long-term airport facility.
41
8. FINANCIAL PLAN
8.1 INTRODUCTION
This section of the report is intended to provide order of magnitude estimates for the future financial situation of the Airport
under the two growth scenarios (baseline and target) over a ten-year horizon. The projections will help define the financial
risks if the growth target is not achieved and will allow appropriate deferment of capital investment or the institution of
alternate revenue options in order to achieve financial viability.
The baseline scenario assumes that the Airport continues in its present role, a slow growth forecast, and minimal marketing
and attraction of new markets and tenants.
The target scenario assumes that the Airport broadens its role to more of a commercial operation, a higher (target) growth
forecast, and strategic marketing and attraction of new markets and tenants.
8.2 CAPITAL REQUIREMENTS & FUNDING
During the period when the Airport was operated and managed by Lindsay Airpark, minimal capital investment was made to
maintain the condition and standard of Airport facilities and services at acceptable levels over the long-term. Other than
some limited rehabilitation of the runway, terminal repairs, taxiway lighting undertaken and fuel system upgrade in 2011, no
major capital improvements have occurred at the Airport over the last 15 years.
As well, the City, and formerly the Town of Lindsay, has not implemented a capital reserve program in order to prepare for
the next wave of infrastructure renewal required at the Airport. (A wave which cycles every 12 to 15 years for most
local/regional airports).
8.2.1 Recommended Capital Improvements
As detailed in Section 2.3 of this report, there is a significant amount of capital improvement required at the Airport over the
next ten years.
Under both the baseline and target growth scenarios, the capital improvement program (CIP) includes the following:
Necessary improvements (including correction of current deficiencies and shortfalls, and rehabilitation of deteriorated
facilities)
The target scenario includes: Improvements and upgrades required to meet current and proposed regulations and
standards (in order to maintain airport certification).
42
Improvements and new facilities and services required to meet the target activity levels and to market, attract and retain
recreational/tourism opportunities as well as new markets and tenants.
Tables 8.1, 8.2 and 8.3 summarize the cost and timing of the recommended CIP for FY2013 to FY2022 for the baseline and
target scenarios. The tables provide the CIP costs in dollars according to the year the works are expected to be
implemented and assuming an average compounded inflation rate of 2.0%.
Note that the baseline scenario suggests that no capital works are completed between FY2015 and FY2022 as there are no
funds available from the municipality. Capital work will only occur if outside funding becomes available.
Table 8.1- SUMMARY OF BASELINE CIP COSTS BY YEAR (2013-2014)
CIP Cost
2013
(2013 $)
60,000
60,000
80,000
80,000
80,000
80,000
Subtotal FY 2013
220,000
220,000
620,000
New Internal Roadway (Gravel)GA Turf Tie-down area
25,000
121,000
50,000
Subtotal FY 2014
816,000
Total Baseline CIP costs (2013-2014)
1,036,000
220,000
2014
620,000
25,000
121,000
50,000
816,000
816,000
43
Table 8.2- SUMMARY OF TARGET CIP COSTS BY YEAR (2013-2017)
CIP Cost
(2013 $)
60,000
80,000
80,000
Subtotal FY 2013
220,000
620,000
New Internal Roadway (Gravel)GA Turf Tie-down area
25,000
121,000
50,000
Subtotal FY 2014
816,000
Runway 13-31 Extension, widening and repave 1197.9m
1,715,000
GPS, ODALS, PAPI, REILS for Runway 13-31
210,000
Construction parallel taxiway 1197.9m
1,420,000
Connection municipal services (Water & Sewer)
200,000
Parking & Apron lighting upgrades
15,000
Purchase Airport operational equipment
190,000
Subtotal FY 2015
3,750,000
Runway 03-21 Drainage, paving, lighting and painting
1,221,000
Interior Roads to service commercial/hangar area
600,000
Commercial/Hangar Area Development
250,000
Perimeter fencing
285,000
Subtotal FY 2016
2,356,000
Terminal renovation/rebuild
950,000
Subtotal FY 2017
950,000
Total Target CIP costs (2013-2017)
8,092,000
2013
2014
2015
2016
2017
60,000
80,000
80,000
220,000
620,000
25,000
121,000
50,000
816,000
1,715,000
210,000
1,420,000
200,000
15,000
190,000
3,750,000
1,221,000
600,000
250,000
285,000
2,356,000
220,000
816,000
3,750,000
2,356,000
950,000
950,000
950,000
44
Table 8.3 - SUMMARY OF TARGET CIP COSTS BY YEAR (2018-2022)
Land Acquisition
Subtotal FY 2018
Monarch Road re-routing
Subtotal FY 2019
Runway 13-31 Extension to 4500 feet
Subtotal FY 2020
Parallel Taxiway Extension to 4500 feet
Subtotal FY 2021
2 6 unit T-Hangar construction
Subtotal FY 2022
Total Target CIP costs (2018-2022)
CIP Cost
(2013 $)
280,000
2018
2019
2020
2021
280,000
280,000
215,000
215,000
215,000
650,000
650,000
650,000
350,000
350,000
350,000
700,000
2,195,000
2022
280,000
215,000
650,000
350,000
700,000
700,000
700,000
8.2.2 Potential Funding Sources
Few local/regional airports in Canada have the capacity to fund significant CIP’s. Since the City does not have a capital reserve
established specific for the Airport and current operations are believed to be running at a loss, the City will need to seek out
external funding sources in order to undertake a majority of the planned CIP (under both the baseline and target scenarios).
Unlike our U.S. counterparts there is little in the way of funding available for airport infrastructure. Transport Canada has, over
the last 10 years, reduced their involvement in the business of airport development and operation, and instead has focused their
efforts on certification and aerodrome safety. The Province of Ontario, once a strong supporter of airports, has reduced their
involvement down to operating a handful of small remote airports in northern Ontario.
The following are available Federal and Provincial funding sources which the City may choose to pursue for capital development
funds.
45
Transport Canada’s Airports Capital Assistance Program
The Airports Capital Assistance Program (ACAP) presently addresses funding requirements for projects at local/regional airports
related to aviation safety, asset protection and operating cost reduction. The program, established in 1994, is aimed at assisting
airports which are no longer part of the National Airports System (NAS) and has historically been focused on funding of capital
and equipment replacements. Grants are generally awarded to airports on a priority basis and only if an airport has achieved a
minimum of 1,000 scheduled passengers per year over a three-year period. Transport Canada is currently reviewing the
program and may make certain changes in the near future. It has been suggested that TC will ease restrictions on program
eligibility and make the program available to a larger number of small airports.
The ACAP program is not intended for funding of new airport developments or for expansionary works (such as runway
extensions, lighting upgrades, etc.). Therefore, only about one-half of the recommended CIP would be eligible for ACAP grant
assistance, but this would also be contingent on establishment of a scheduled air service at the Airport.
Province of Ontario
The Province of Ontario offers a number of infrastructure investment programs as well as low cost loans and other financing
and/or grant programs. Examples include the Build Canada Fund, Capital Improvements Program and Loan Program
administered by the arms length crown agency Ontario Infrastructure and Lands Corporation, (formerly Infrastructure Ontario).
There also exist companion programs in the MUSH cluster, (Municipal, Universities, Schools, & Hospitals) that could be
explored such as MOHLTC funding for ORNGE upgrades.
8.3 USER FEES
Most airports in Ontario (and in fact, world-wide) have a variety of user fees to supplement property and concession lease
revenues. These user fees typically include the following:
•
fuel surcharges;
•
passenger embarking fees;
•
landing fees;
•
aircraft tie-down fees; and
•
rental and public car parking fees.
The specific fees and charges, the mix of user fees (fuel vs. landing fees vs. passengers), and the mix between user fees and
lease revenues vary widely and are a function of specific opportunities at each airport. This being said, user fees represent an
important source of revenue that should not be ignored in order to promote the financial self-sufficiency of the Airport.
46
The fee structure should reflect rates comparable to that of other airports, since it is important to attract a sufficient volume of
general aviation activity in order to create a vibrant airport community. Such a community will have spin-off economic benefits to
the airport and the City. However, the general aviation sector, and particularly the average private aircraft owner, is very price
sensitive.
The existing user fees at City of Kawartha Lakes Airport are limited to an apron parking fee of $6.00 per night or $45.00 per
month. No landing fees are charged.
Based on an analysis of user fees charged at comparable airports, it is recommended that the City revise the Airport’s user fee
structure according to the following (in 2013 dollars excluding applicable taxes):
TABLE 8.4—RECOMMENDED AIRPORT USER FEES
Daily (Paved Apron):
Monthly (Paved Apron):
Daily (Turf Tie-down):
Monthly (Turf Tie-down):
$6.00: no charge for first 2 hours or if
purchase 50L or more fuel
$65.00
$5.00: no charge for first 2 hours or if
purchase 50L or more fuel
$55.00
Passenger Terminal Fee
For all commercial air services: $5.00 per passenger
8.4 CURRENT AND PROJECTED FINANCIAL POSITION
The following sections discuss and analyze The Airport’s current and projected financial position under the baseline and target
scenarios, including a representative 10-year cash flow projection (FY2013-FY2022).
47
8.4.1 Income
At present the City derives revenue at the Airport from only three sources: real-estate leases, aircraft parking fees and fuel sales.
i) Real-estate Leases:
The financial considerations derived from the restaurant, flight school, hangars, office and classroom leases are considered
reasonable based on current market rates in the area.
ii) Aircraft Parking Fee:
The Airport charges all overnight parking of aircraft at $6 per day or $45.00 per month. Based on discussions with tenants and
users, it appears that the collection of parking fees is rather haphazard and much of the overnight traffic is not captured.
iii) Fuel Sales:
Fuel Sales at the airport are expected to increase substantially with the new fuel card lock system (installed in July 2011) and
the new (2012) Flight School. A total of 111474L of aviation fuel/ jet “A” was purchased by the City in 2012 and was sold at an
average price of $1.65 per litre for gross revenue of $184,288. The City generally sells fuel at a $0.25 per litre surcharge. From
discussions with City staff, this margin will be increased in 2013 and it is estimated that the fuel sales in 2013 will result in gross
revenue of $255,000 for a net profit of about $51,000.
Historically, Lindsay Airport has had relatively inexpensive aviation fuel compared to other airports in Ontario. There may be
some room for an increase in fuel profits. It is recommended that the City diligently monitor the price of aviation fuel in Ontario,
particularly in these days of wild fluctuations, to ensure that the fuel prices are at competitive yet profitable levels. Current
pricing is $1.97 for 100LL and $1.55 for jet “A1”.
iv) Land Leases:
It is assumed that any new airside or groundside lease lots (as proposed) will be developed by potential tenants and/or thirdproperty developers. That being said, the City should derive revenue from the lease lots through long-term land leases. It is
assumed that new land leases will only be available under the target scenario and that the City could charge in the order of
$3.00 per sq. metre of leasable land.
v) Terminal Concessions:
It is assumed that once the terminal expansion is complete at the end of 2017, the City could generate concession revenues of
about $2,400 annual through the provision of a number of vending machines in the terminal offering packaged foods and
beverages.
48
8.4.2 Operating Expenses
The following is a qualitative discussion of current Airport operating expenses, as we understand them from discussions with the
City. As well as expected costs in the coming years. Where information is not available, experience has been used to estimate
expense amounts.
i) Salaries. Wages and Benefits:
At present, the Airport has one part time manager, (28 hrs. Week) at a cost of $40,000 per year. It is expected that the Airport
manager will be phased into full-time over the next 2 years as aviation activity at the Airport increases as projected. Under the
baseline scenario, it is assumed that the Airport manager will be part-time during the full 10-year period. The initial annual salary
(for part-time attendance) is $40,000 plus 20% for associated benefits. Other support staff (primarily administrative in nature)
may be required from the City from time-to-time; however, this minor cost is not being reflected in the Airport’s financial
statements.
ii) Airport Maintenance/Management Contracts:
The City currently has maintenance contracts with private contractors for snow clearing, grass cutting, line painting, electrical
maintenance and facilities cleaning. The value of the maintenance contracts for 2012 was $78,828. It is recommended that the
Airport continue to obtain maintenance services from private contractors and City departments. Any services retained from City
departments should be purchased and properly accounted for. Moderate reductions or increases in aircraft movements will not
affect this cost category to any great extent. Under both the baseline and target scenarios, it is expected that the value of
maintenance contracts can be reduced once the Airport manager is full time (owing to the fact that the Airport manager will be
expected to undertake some of the Airport maintenance functions).
iii) Marketing and Advertising:
Target scenario suggests spending $1,000 per year initially and then double by 2016. In addition, it is expected that the City’s
Economic Development Department will also undertake some direct and/or indirect marketing activities related to the Airport.
iv) Insurance:
Over the last few years, airport insurance in Canada has increased by two-fold, primarily related to the events of September 11th,
2001. At present, it is estimated that the City pays about $11,000 in airport insurance as well as liability insurance for KLMA
Board members. The rate of insurance should not be dependent to any great extent on moderate changes in activity levels at
the Airport. This expense is not expected to be reduced in the near future.
v) Minor Capital:
Like insurance, minor capital items are necessary and it is unlikely that savings can be achieved in this area. It is estimated that
the Airport requires about $11,250 in minor capital per year. Minor capital items may include routing and sealing of pavement
49
joints, replacement of wind cone fabric, minor repairs to airside/landside pavements/buildings and cleaning out of drainage
ditches etc. This amount should not change significantly between the baseline and target scenarios.
vii) Other Expenses:
Other expenses consist of a range of items including the following:
•
Professional Fees (Legal, consultants): $2,000
•
Utilities: $10,000
•
Miscellaneous (bad debt, office supplies, telephone, internet, vehicle licensing, property taxes, community wells
transfer. etc.): $31,000
It is unlikely that major savings can be affected in this cost category.
8.4.3 Cash Flow Projections
Cash flow projections were prepared for the baseline and target scenarios using revenue and expense figures and assumptions
noted above.
The assumptions used in preparing the cash flow projections are as follows:
•
Aircraft movement and passenger projections are as per Table 2.1. In the target scenario, air taxi/air charter
passenger services are assumed to commence by 2015;
•
Part-time attendance by an Airport manager in 2013, with full-time attendance under the target scenario
commencing in 2015;
•
Airport user fees are applied as per the recommendations in Section 8.3;
•
A terminal fee of $5.00 per passenger (for all commercial air services) is assumed to be implemented by 2015;
•
Inflation (annually compounded) is projected to average 2.0% during the 10-year period;
•
No financing costs have been included related to the shortfall in capital improvement funding; and
•
Under both scenarios, it is assumed that all potential revenue sources are appropriately captured and allocated.
Tables 8.5 and 8.6 present the baseline and target cash flow projections respectively. Based on the current Airport revenues
and expenses incurred by the City, the Airport had realized an operating loss of about $29,646 in 2012.
50
On the basis of the cash flow analysis presented in Table 8.5, it is evident that the baseline scenario will not allow the
Airport to realize an operating surplus during the 10-year period.
The cash flow analysis in Table 8.6 shows that if the City embraces a proactive marketing plan and a strategic capital
improvement program consistent with the target scenario, the Airport could realize a small annual operating surplus by
about 2014. It must be realized, however, that the target projections assume that meaningful passenger air services (in the
form of air taxi and air charter) will be established at the Airport, a market that currently has not yet been captured by the
Airport.
That being said, the significant amount of unavoidable capital improvement required over the short-term at the Airport will
be virtually impossible to finance using funds from Airport operations, whether in the baseline or target scenario. Therefore,
the Airport will require funding/subsidies from other sources in order to finance the recommended capital improvements.
8.5 PROSPECTS FOR SELF-SUFFICIENCY
Pricing decisions can affect the viability of commercial operations at any airport. The City must ensure that the Airport
strives to be a commercial success. Alternative and innovative pricing strategies should be considered if these can be
shown to increase the prospects for success of desired commercial activities at the Airport.
The Airport should continue to investigate revenue enhancement either from aviation or non-aviation sources. As noted
earlier, aviation related user charges must be competitive relative to that of other comparable airports. Income from land
and terminal rentals and leases will only be a minor contributor to revenue due to market conditions and the relatively small
land base available at the Airport. Unless the City is successful in attracting major users (i.e. scheduled air carriers, charter
airlines) and stimulating aviation traffic volumes, the only major areas for potential revenue enhancement are user charges
and reductions in expenses.
Despite the financial position of the Airport, the City must keep in mind, when implementing the recommended strategies
and plans in this Business Vision, that there are significant direct and indirect benefits that the Airport offers to the larger
community. It is vital in this day and age (despite the information technology revolution) that people be mobile, whether for
business or leisure. Businesses require the timeliness that air travel can bring whether it be for cargo or passenger travel.
Therefore, the City must be strategic in their actions and realize the broader potential and benefits that the Airport offers.
There are indications that the financial position of the Airport could in fact be much better than the projections suggest
should the City embrace a proactive marketing strategy with respect to the Airport, establish strategic partnerships and if
the City’s tourism and economic development initiatives come to fruition.
Because of the opportunities available, the long-term outlook for the Airport is positive.
53
APPENDIX A
Glossary
54
APPENDIX A - GLOSSARY
LIST OF ABBREVIATIONS
AASO
Air Ambulance Service of Ontario
ACC
Area Control Centre
AGL
Above Ground Level
AOM
Airport Operations Manual
ARCAL
Aircraft Radio Control of Airport Lighting
ASDA
Accelerate-stop Distance Available
ASL
Above Mean Sea Level
ATB
Air Terminal Building
ATCT
Air Traffic Control Tower
AVGAS
Aviation Gasoline (typically 100 low lead)
AWOS
Automated Weather Observation Station
CAP
Canada Air Pilot
CAR
Canadian Aviation Regulations
CFS
Canada Flight Supplement
CIP
Capital Improvement Program
55
LIST OF ABBREVIATIONS (Cont’d)
DME
Distance Measuring Equipment
FAA
Federal Aviation Administration (United States)
FBO
Fixed Base Operator
FSS
Flight Service Station
FY
Fiscal Year
GPS
Global Positioning System
ICAO
International Civil Aviation Organization
IFR
Instrument Flight Rules
ILS
Instrument Landing System
KM
Kilometre
LDA
Landing Distance Available
LOC
ILS Localizer
MMM
Marshall MackIln Monaghan Limited
MOHLTC
Ministry of Health and Long-Term Care, Ontario
MTOW
Maximum Gross Take-off Weight
NM
Nautical Mile
56
LIST OF ABBREVIATIONS (Cont’d)
NOTAM
Notice To All Airmen
ODALS
Omni-directional Approach Lighting System
OLS
Obstacle Limitation Surface
PAPI
Precision Approach Path Indicator
REILS
Runway End Identification Lights
RVR
Runway Visibility Range
TC
Transport Canada
TODA
Take-off Distance Available
TORA
Take-off Runway Available
UNICOM
Universal Communications
VASIS
Visual Approach Slope Indicator System
VFR
Visual Flight Rules
VMC
Visual Meteorological Conditions
VOR
Very High Frequency Omni-directional Range
WDI
Wind Directional Indicators
57
EXPLANATION OF TERMS
Aerodrome
Any area of land, water or other supporting surface used or designed, prepared equipped or set apart for
use either in whole or in part for arrival and departures movement or servicing of aircraft and includes any
buildings, installations and equipment in connection thereof.
Aerodrome
Beacon
Aeronautical beacon used to indicate the location of an aerodrome from the air.
Aerodrome Elevation
The elevation of the highest point of the landing area (runway).
Aerodrome
Reference
Code
A simple coding system used to interrelate and identify standards for various sizes of aerodrome facility
that are suitable for the airplanes intending to operate at them. The code is composed of two elements:
a code number (from 1 to 4) related to the airplane reference field length and a code letter (from A to E)
related to the aircraft wingspan & outer main gear wheel span.
Aerodrome
Reference Point
The designated point or points on an aerodrome normally located at or near the geometric centre of the
runway system that establishes the locus of the radius or radii of the outer surface (as defined in a Zoning
Regulation).
Aerodrome
Reference
Temperature
The monthly mean of the maximum daily temperature for the hottest month of the year (the hottest month
being that which has the highest monthly mean temperature).
Air Carrier
An aircraft operator, licensed under the National Transportation Act to transport persons, mail and/or goods
by air, who has an official ICAO or Transport Canada designator.
Air Taxi
An air carrier providing on demand, public transportation of persons and property by aircraft. Generally
operating small aircraft “for hire” for specific trips.
Air Terminal
Building (ATB)
An installation provided with facilities and services necessary for the loading and unloading of aircraft
and in-transit handling of traffic (passengers, cargo and mail) which are moved by aircraft.
Air Traffic
Control Tower
(ATCT)
A central operations facility in the terminal air traffic control system, consisting of a tower, including an
associated instrument flight rule (IFR) room if radar equipped, using air/ground communications and/or
radar, visual signaling, and other devices to provide safe and expeditious movement of terminal air traffic.
58
EXPLANATION OF TERMS (CONT’D)
Aircraft
Movement
A take-off, landing, or simulated approach by an aircraft.
Airplane Reference
Field Length
The minimum field length required for take-off at maximum certified take-off mass, sea level, standard
atmospheric conditions, still air and zero runway slope, as listed in relevant airplane flight manuals
prescribed by the certifying authority or equivalent data from the airplane manufacturer. Field length means
balanced field length for airplanes or take-off distance in other cases.
Airport
An aerodrome for which an airport certificate is in force.
Airport
Certificate
Certificate issued by the Minister pursuant to Aeronautics Act and which includes an AOM & other
documentation.
Airport Zoning
Regulations
A regulation respecting a given airport pursuant to the Canadian Aeronautics Act. A zoning or legal
instrument that will prohibit the erection of structures which would violate any of the defined obstacles
limitation surfaces.
Airside
The movement area of an aerodrome, including adjacent terrain and buildings or portions thereof, where
access is controlled.
Approach
Minimums
Altitude below which an aircraft may not descend while on an IFR approach unless the pilot has the
runway in sight.
Approach/
Take-off Path
The flight track aircraft follow when landing at or taking off from an aerodrome which translates to a
quadrilateral area on the surface of the earth lying directly below the approach/take-off surface.
Apron (Ramp)
An area on the airside portion of an aerodrome, other than the maneuvering area, intended to accommodate
the maneuvering and parking of aircraft, the loading and unloading of aircraft, and the general handling of
flights and the associated aircraft, vehicles and passengers.
AWOS
A group of equipment used to automatically record weather conditions including cloud height, visibility, wind
speed and direction, temperature, dew point, etc.
59
Canada Flight
Supplement
(CFS)
The aeronautical information publication published under government authority to supplement maps,
en-route and navigation charts and the Canada Air Pilot.
Circling
Approach
A pilot initiated maneuver to align the aircraft with the runway for landing when flying a predetermined
circling instrument approach under IFR.
Clearway
A defined rectangular area on the ground or water under the control of the appropriate authority selected or
prepared as a suitable area over which an airplane may make a portion of its initial climb to a specified
height.
Controlled
Airspace
Airspace of defined dimensions within which air traffic control services are provided to IFR and VFR
flights in accordance with the airspace classification.
Control Zone
Controlled airspace of defined dimensions extending upwards from ground level to and including 3,000 feet
above aerodrome elevation.
Design Aircraft
Most operationally demanding or critical aircraft, identified from among the aircraft an aerodrome is intended
to service, used to determine the dimensions, bearing strength and other physical characteristics in the
design of an aerodrome.
Fixed Base
Operator
An airport-based business which parks, services, fuels or repairs aircraft; and often also rents aircraft
and provides flight training. The term was coined to differentiate FBO’s from businesses or individuals
without an established place of business at the airport.
Flight Plan
A plan filed by a pilot with an FSS, ATCT or ACC indicating aircraft id, approx. time of flight, origin,
destination, etc.
Flight Service
Station (FSS)
An aeronautical facility providing mobile or fixed communications, flight information, search and rescue
alerting, and weather advising services to pilots and other users.
Helipad
A designated area for the takeoff, landing, and parking of helicopters.
60
Instrument
Approach
A series of predetermined maneuvers for the orderly transfer of an aircraft under instrument flight conditions
from the beginning of the initial approach to a landing, or to a point from which a landing may be made
visually.
Instrument Flight
Rules (IFR)
Rules governing the procedures for conducting instrument flight. Also a term used by pilots and controllers
to indicate a type of flight plan.
Itinerant
Movement
Movements proceeding to or arriving from another location, or leaves the air traffic circuit but returns
without landing at another aerodrome. Excludes flights which are strictly passing through the control zone of
the aerodrome.
Local
Movement
A movement in which the aircraft remains in the circuit or in close proximity to the aerodrome, and will
return to land at the aerodrome. Typically, this includes aircraft executing practice instrument approach
procedures or touch-and-go training operations.
Low Level
Airspace
All airspace within the Canadian Domestic Airspace below 18,000 feet ASL.
Low Level
Airway
Within low level airspace, a route extending upwards from 2,200 feet ASL up to, but not including 18,000
feet ASL, and for which air traffic control is provided.
Navaid
A term used to describe any electrical or visual air navigational aids, lights, signs, and associated supporting
equipment (i.e. PAPI, VASI, ILS, etc.).
Non-instrument
Runway
A runway intended for the operation of aircraft using visual procedures or instrument procedures to
circling minima only.
Non-Precision
Approach
An instrument approach in which electronic azimuth information is only provided. No electronic glide path
information is provided and obstacle assessment in the final segment is based on minimum descent
altitude.
Non-Precision
Approach
Procedure
A standard instrument approach procedure in which no electronic glide slope is provided.
61
NOTAM
Information notice concerning the establishment, condition or change in any aeronautical facility, service,
procedure or hazard, the timely knowledge of which is essential to personnel concerned with flight
operations.
Obstacle
Any fixed (whether temporary or permanent) and mobile object that could have an adverse effect on safe
operation of aircraft in flight or on the ground, or otherwise a hazard to air navigation.
Obstacle
Limitation
Surface (OLS)
A surface that establishes the limit to which objects, including a parked or moving vehicle, may project
into the airspace so that aircraft operations for which the airport is intended may be conducted safely
and includes a transitional surface, a take-off surface, an approach surface, and an outer surface. Any
object, which penetrates an obstacle limitation surface, and is deemed to be a hazard to air navigation, must
either, be removed, lowered and/or marked and lighted.
Pavement Load
Rating (PLR)
A number expressing the bearing strength of a pavement for unrestricted operations.
Precision
Approach
A standard instrument approach procedure that provides runway alignment and glide slope (descent)
information.
Precision
Approach Path Indicator
(PAPI)
A lighting system providing visual approach slope guidance to aircraft during a landing approach. It is
similar to a VASIS but provides a sharper transition between the coloured indicator lights.
Private Use
Aerodrome
Except in an emergency, a private use airport is not normally open to itinerant aircraft and therefore
the operator’s permission must be obtained prior to use. Services are not necessarily available.
Public Use
Aerodrome
An aerodrome available for use by the general public without requirement for prior approval of the owner or
operator.
Registered
Aerodrome
Aerodromes listed in the CFS which are not certified as airports.
Reliever Airport
An airport to serve general aviation aircraft which might otherwise use a congested air carrier served airport.
62
Runway End
Identification
Lights (REILS)
Two synchronized flashing lights, one on each side of the runway threshold, which provide rapid and
positive identification of the approach end of a particular runway.
Runway End
Safety Area
A defined surface symmetrical about the extended runway centreline and adjacent to the end of the
strip. Intended to reduce the risk of damage to airplanes in the event of an overshoot, undershoot or
excursion from the runway.
Runway Gradient
The average slope, measured in percent, between the two ends of a runway.
Runway
Incursion
Any occurrence at an airport involving the unauthorized or unplanned presence of an aircraft, vehicle,
or person on the protected areas of a runway.
Runway Strip
A defined area including the runway and stopway, if provided, intended to reduce the risk of damage to
aircraft running off a runway or to protect aircraft flying over it during take-off or landing operations.
Runway Visual
Range (RVR)
An instrumentally derived value, in feet, representing the horizontal distance a pilot can see down the
runway from the runway end.
Scheduled Service
A public air transportation service for which a schedule has been published.
Secondary
Runway
A runway designed to serve less critical airplanes and not necessarily sufficient for all airplanes which the
primary runway is intended to serve and is provided to take account of the effect of particular winds of high
velocity.
Stop-and-Go
A procedure in which an aircraft lands, makes a complete stop on the runway, and then commences a takeoff from that point. A stop-and-go is recorded as two operations (landing and take-off).
Stopway
A defined rectangular area on the ground at the end of take-off run available prepared as a suitable area in
which an aircraft can be stopped in the case of aborted take-off.
63
Taxiing
Aircraft surface movement under its own power, excluding take-off and landing, and in the case of
helicopters, operation over a surface within a height band associated with ground effect and at speeds
associated with taxiing.
Taxiway
A defined path established for the taxiing of aircraft from one part of an airport to another.
Threshold
Beginning of the portion of a runway available for landing. Occasionally the landing threshold may be
displaced.
Touch-and-Go
An operation by an aircraft that lands and departs on a runway without stopping or exiting the runway. A
touch-and-go is recorded as two operations: one operation for the landing and one operation for the take-off.
Turboprop
An airplane with a single-or multi-engine connected to a propeller which utilizes jet power rather than piston
power. Turboprop engines are increasingly being used when more horsepower is needed for speed or
payload that current light-aircraft piston engines cannot deliver (i.e. 300-400 hp.).
Unicom
A non-governmental communication facility, which may provide airport information at certain airports.
Locations and frequencies of UNICOM’s are shown on aeronautical charts and publications.
Very High Frequency
Omnidirectional
Range (VOR)
A type of ground-based electronic navigation aid transmitting very high frequency navigational signals,
degrees in azimuth, and orientation from magnetic north. Used as the basis for en-route air navigation.
Visual Approach
Slope Indicator (VASI)
An airport lighting facility providing vertical approach slope guidance to aircraft during approach
to landing by radiating a directional pattern of high intensity red and white focused light beams.
Visual Approach
An approach wherein an aircraft on an IFR flight path operating in VMC under the control of ATC and ATC
authorization, may proceed to the airport of destination.
Visual Flight
Rules, (VFR)
Rules that govern procedures for conducting flight under visual conditions without the use of navaids.
Also used to indicate weather conditions equal to or greater than minimum VFR requirements. A term used
by pilots and controllers to indicate the type of flight plan.
Visual Meteorological
Conditions
Meteorological conditions equal to or greater than the minima prescribed in Subpart 2 of CAR’s,
Part IV, expressed in terms of visibility and distance from cloud.
64
APPENDIX B:
Aerodrome Traffic Circuit Patterns
City of Kawartha Lakes Municipal Airport Aerodrome Traffic Circuit
----
Principal Approach/Departure Direction Existing Runways
13 - 31 & 03 - 21
------ Secondary Approach/Departure Direction Existing Runways 13 - 31 & 03 - 21
Runway 13 – 31
Runway 03 - 21
(Note: Circuit height 1,000 ft. A.G.L.)
65
APPENDIX C
Nav Canada Aerodrome Chart
66

CITY OF KAWARTHA LAKES MUNICIPAL AIRPORT CNF4

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