Kingston Airport Master Plan

The following is an excerpt from the Kingston (Norman Rogers) Airport — 2007 Master Plan Study. The complete plan can be downloaded from this website.

BACKGROUND

In July 2006, the City retained the services of MMM Group / InterVISTAS Project Team to prepare a comprehensive Airport Master Plan which would act as the overall vision for the airport and the systematic, controlled development of the airport infrastructure to its fullest potential. This report is the culmination of an in depth analysis and a comprehensive stakeholder consultation process resulting in a series of recommendations to help guide the continued growth of this important component of the City of Kingston.

The Kingston (Norman Rogers) Airport (YGK) has been owned, maintained and operated by the City of Kingston since 1974. Categorized as a local/regional public aerodrome(1) certified by Transport Canada, the Airport is conveniently situated in the south east sector of the City of Kingston urban boundary, referred to Lakside district. The airport was built in the early 1940's in support of the war effort. It is bounded on the south by a combination of residential development and open space with Lake Ontario frontage, Lemoine Point Conservation Area on the west, Collins Bay Marina with dockage into Collins Bay on the north and residential development known as West Park and Auden Park on the east. Road access to the site is provided via Front Road and Bayridge Drive.

Situated on approximately 275 hectares, the Airport currently serves daily scheduled air service to Toronto Pearson International Airport (YYZ) operated via Air Canada Jazz / Georgian Air, fixed based and itinerant general aviation traffic, flight training operations, flying club, corporate and charter traffic and both airport related and unrelated businesses.

The Airport's major facilities include; primary Runway 01-19 (1,524 metres x 30.5 metres, asphalt), secondary Runway 07-25 (1,199 metres x 30.5 metres, asphalt), taxiways, an asphalt surfaced aircraft apron, passenger terminal building (PTB), a Nav Canada operated Flight Service Station (FSS), aircraft hangars, public parking facilities and aviation fuel facilities.

The Airport includes its own small management and operating team directed by the Airport Manager (APM). The APM reports to the Director of Transportation, Public Works Department within the City. Additional support services specifically related to marketing and property lease negotiation are provided by other departments within the Based on an Economic Impact Study completed in 2005 and updated in August 2006, the airport currently generates employment for more than 150 people and contributes approximately $39M in annual revenue into the local economy.

AIRPORT VISION AND MISSION STATEMENTS

The Airport's long term vision is to provide the residents and businesses of the City of Kingston and the surrounding communities, with access to convenient and cost-effective air transportation 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 Airport's Mission statement reads:

"To operate, maintain and promote the Kingston Airport in a safe and efficient manner for the benefit of the regional travelling public and business communities."

STUDY GOALS AND OBJECTIVES

The primary goal of this study report is to provide the City with a comprehensive Master Plan which will serve as a framework for future development of the Airport's lands and facilities necessary to satisfy aviation demands in a financially responsible manner while respecting socioeconomic and environmental concerns. The Master Plan is intended to make recommendations within a short, mid and long term (20 Year) horizon and complement and support local/regional initiatives and development.

The primary objectives of the Master Plan study report, consistent with the City's Terms of Reference for the assignment, are as follows:

• Complete a background market research assessment to better quantify the extent of traffic diversion via other transportation modes and prepare an Air Services Development Opportunities analysis to help the Airport to pursue new and / or expanded scheduled and charter operations.
• Conduct an inventory assessment of existing facilities, services, tenants and operational practices.
• Carry out a consultation process with community and business leaders, and Airport users and tenants that will be the foundation for the development of many other aspects of the plan.
• Review historical Airport activity levels and prepare forecasts for Airport demand, demographics and market trends.
• Identify and prioritize short-term requirements to meet current deficiencies.
• Determine future facility and service requirements to meet future demand.
• Identify and assess alternatives to addressing future facility deficiencies.
• Develop a land use plan and modify the current aeronautical and land use zoning controls for the Airport (if needed) which foster development opportunities while protecting the existing and future on-airport operations and surrounding land uses. This includes an analysis of the Airport's land base to determine what if any future property acquisition should be considered to protect for future airport development.
• Create an ultimate development plan which optimizes the potential use of the lands without impacting aircraft operations and promotes new tenants/users in order to enhance Airport revenues.
• Prepare a final report listing the strategic action items and associated capital costs to continue to grow the airport within the community.

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