2018 AIRPORT MASTER PLAN - PORTSTORONTO
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2018 Airport
Master Plan
LEANER REENER UIETER
Table of Contents
INVESTING IN BALANCE: 3.5 Landside 50
AN EXECUTIVE SUMMARY 6 3.5.1 Ground Access 51
3.5.2 Ferry Terminus 52
1 INTRODUCTION 17 3.5.3 Pedestrian Tunnel 53
1.1 Preface 18 3.5.4 Arrival Departure Curbs 54
1.2 Governance 19 3.5.5 Taxi Corral 54
80 YEARS 1.3
1.4
Social and Environmental Responsibility 20
Vision, Mission and Guiding Principles 21
3.5.6
3.6
Parking 54
Air Terminal Building 55
OF MAKING CONNECTIONS 1.4.1
1.4.2
Vision Statement 21
Mission Statement 21
3.7
3.8
General Aviation Activity
Airport Support 58
57
1.4.3 Guiding Principles 22 3.8.1 Fire Station 58
On September 8, 1939, Billy Bishop Toronto City Airport welcomed its first
1.5 Planning Objectives 24 3.8.2 Airport Maintenance Garage 58
commercial flight—an aircraft from the U.S. carrying renowned conductor
Tommy Dorsey and his swing band who were performing at the Canadian 1.5.1 The Purpose of an Airport Master Plan 24 3.8.3 Materials Storage 58
National Exhibition. In the 80 years since that flight the airport has grown 1.5.2 The 2018 Airport Master Plan 25 3.8.4 Field Electrical Centre 59
into an important transportation gateway connecting Toronto to the world 1.5.3 Planned Upgrades Recommended 3.8.5 NAV CANADA Control Tower 59
and welcoming more than 2.8 million passengers each year. in the 2012 Airport Master Plan 25 3.8.6 Fuel Farm 59
1.5.3.1 Implementation of 2012 Master Plan 3.8.7 Non-Passenger Screening Facility
Providing service to more than 20 destinations in Canada and the U.S. Recommendations 27 for Vehicles 59
and located less than 3 kilometres from downtown, Billy Bishop Airport is
1.5.4 The Planning Process 30 3.8.8 Aircraft De-icing 59
convenient, efficient and one of the only airports in the world that is walkable
and bikeable, with more than 40 per cent of our passengers walking, biking, 1.5.5 Provincial and Municipal Planning 3.9 Services and Utilities 60
or taking transit or shuttle from the airport. Initiatives 31
1.6 Regulatory Requirements 32 4 SOCIO-ECONOMIC PROFILE 61
Billy Bishop Airport offers an award-winning, world-class experience and is 1.6.1 Tripartite Agreement 32 4.1 Socio-Economic Overview 61
just one more thing to love about Toronto. 1.6.2 Canadian Aviation Regulations 32 4.2 Economic Impact 66
1.6.3 Canadian Aviation Security Regulations 32 4.3 Regional Air System Capacity and
To read more about the last 80 years at Billy Bishop Toronto City the Southern Ontario Airport Network 66
Airport please visit BillyBishopAirport.com
2 COMMUNITY CONSULTATION AND
ENGAGEMENT 33 5 PLANNING INITIATIVES IN THE
2.1 Consultation Process 33 COMMUNITY 68
2.2 Stakeholder/Community Engagement 34 5.1 Overview 68
2.3 Agencies 35 5.2 TOcore 69
2.4 Other Stakeholders 36 5.3 Bathurst Quay Neighbourhood Plan 71
2.5 Public Outreach 36 5.4 Waterfront Transit Reset Study 73
2.6 Website 37 5.5 Waterfront Toronto Revitalization 74
2.7 What We Heard 37 5.6 Coordination with NAV CANADA 75
2.7.1 Community Consultation 38 5.7 Other Planning Initiatives 76
2.7.2 Airport Stakeholder Consultation 38 5.8 Opportunities and Challenges 77
2.7.3 Environics Public Opinion Survey
of Toronto Residents 39 6 ACTIVITY FORECAST 82
6.1 Historical Activity 82
3 BILLY BISHOP AIRPORT TODAY 40 6.1.1 Aircraft Movements 82
3.1 Setting 40 6.1.2 Passenger Activity 88
3.2 History 42 6.2 Managed Growth Strategy 90
3.3 Role 44 6.2.1 Aircraft Movements 91
3.3.1 Air Ambulance 45 6.2.2 Passenger Activity 93
3.4 Airside Infrastructure 46
3.4.1 Runways 48 7 INFRASTRUCTURE REQUIREMENTS 95
3.4.2 Taxiways 48 7.1 Airside 95
3.4.3 Aprons 49 7.1.1 Runways 95
3.4.4 Seaplane Ramp 49 7.1.2 Taxiways 95
3.4.5 Ground Run-up Enclosure 49 7.1.3 Aprons 96
3.4.6 Navigational Aids 49 7.1.4 Navigational Aids 96
2 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 3
Table of Contents Table of Contents
FIGURE 5-4 WATERFRONT TORONTO PLANNING
7.2 Air Terminal Building 97 10.2.1 Access 132 PRECINCTS 74
7.3 Landside 97 10.2.2 Parking 132 FIGURE 6-1 HISTORICAL ANNUAL AIRCRAFT
7.4 Airport Support Facilities 98 10.2.3 Taxi Coral 132 MOVEMENTS 82
7.4.1 Combined Services Building 98 10.2.4 City of Toronto Administration Building 132 FIGURE 6-2 2010 NEF CONTOURS VERSUS 1990
7.4.2 Equipment Storage 98 10.2.5 Curbs/Drop-Off 133 OFFICIAL CONTOUR 84
7.4.3 Terminal A 98 10.2.6 Ferry Service 133 FIGURE 6-3 NEF CONTOURS ASSOCIATED WITH
7.5 General Aviation Development 99 10.2.7 Water Taxi Service to Move People 133 BASE CASE 85
10.3 Terminal Facilities 134 FIGURE 6-4 NEF CONTOURS ASSOCIATED WITH
8 THE ENVIRONMENT, SUSTAINABLE 10.4 Airport Support Facilities 134 THEORETICAL CAPACITY 86
DEVELOPMENT, AND CORPORATE SOCIAL 10.4.1 Combined Services Building 134 FIGURE 6-5 SCHEDULED AIR CARRIER
RESPONSIBILITY 100 10.4.2 Equipment Storage Building 134 MOVEMENTS BY TIME OF DAY 87
8.1 Introduction 100 10.5 General Aviation Development 135 FIGURE 6-6 HISTORICAL ANNUAL PASSENGER
8.2 Noise Management Program 101 10.5.1 North Development 135 ACTIVITY PRIOR TO 2006 88
8.2.1 Regulations and Policies 102 10.5.2 South Development 136 FIGURE 6-7 HISTORICAL ANNUAL PASSENGER
8.2.2 Construction Activity 103 10.6 Airport Land Use Plan 138 ACTIVITY 88
8.2.3 Ground Run-up Enclosure 103 FIGURE 6-8 PASSENGER ACTIVITY BY SECTOR 89
8.2.4 Airfield Rehabilitation Program 104 11 CONCLUSIONS 140 FIGURE 6-9 DEPARTURE SEATS BY TIME OF DAY 89
8.2.5 Traffic Management 104 FIGURE 6-10 ARRIVAL SEATS BY TIME OF DAY 89
8.2.6 Reconfigured Passenger and Vehicle Traffic FIGURE 6-11 AIRCRAFT MOVEMENT GROWTH 91
Operations 105 FIGURE 6-12 NEF CONTOURS ASSOCIATED WITH
Tables MANAGED GROWTH STRATEGY 92
8.2.7 Noise Management Office 105 TABLE 3.1 RUNWAY UTILIZATION 46
8.2.8 Noise Management Sub-Committee 105 FIGURE 6-13 PASSENGER ACTIVITY GROWTH 93
TABLE 3.2 ACCESS MODE 51
8.2.9 Converting the Airport Ferry to Electric-Power 106 FIGURE 6-14 PEAK PLANNING DAY MOVEMENTS 93
8.2.10 Noise Monitor Terminals 106 FIGURE 10-1 AIRPORT DEVELOPMENT PLAN 125
8.2.11 Webtrak 106 FIGURE 10-2 RUNWAY END SAFETY AREA (RESA) 127
8.2.12 Calm Wind Trial 107 Figures FIGURE 10-3 ENGINEERED MATERIAL ARRESTING
8.3 Wildlife Management 110 FIGURE 1-1 PLANNING PROCESS 30 SYSTEM (EMAS) 127
8.4 Air Quality 112 FIGURE 3-1 BILLY BISHOP TORONTO CITY FIGURE 10-4 AIRCRAFT STOPPED BY EMAS 127
8.5 Water Quality 113 AIRPORT LOCATION 40 FIGURE 10-5 LANDSIDE DEVELOPMENT PLAN 131
8.6 Environmental Projects 114 FIGURE 3-2 LAND OWNERSHIP 41 FIGURE 10-6 TYPICAL COMBINED SERVICES
8.6.1 Climate Change & Extreme Weather FIGURE 3-3 AIR SERVICE DESTINATIONS 44 BUILDING LAYOUT 134
Vulnerability Assessment 114 FIGURE 3-4 EXISTING CONDITIONS 47 FIGURE 10-7 AIRPORT DEVELOPMENT PLAN
8.6.2 South Channel Dock Wall Rehabilitation FIGURE 3-5 AIR TERMINAL BUILDING —NORTH FIELD 135
and Beautification 114 —UPPER LEVEL 56 FIGURE 10-8 AIRPORT DEVELOPMENT PLAN
8.7 Greenhouse Gas Emissions 116 FIGURE 3-6 AIR TERMINAL BUILDING —SOUTH FIELD 136
—GROUND LEVEL 56 FIGURE 10-9 AIRPORT LAND USE PLAN
9 PRIORITIES AND RECOMMENDATIONS 120 FIGURE 4-1 PROPOSED RESIDENTIAL —OVERVIEW 139
9.1 Priorities 120 DEVELOPMENT 62
9.2 Recommendations 121 FIGURE 4-2 PROPOSED NON-RESIDENTIAL
9.2.1 Infrastructure 121 DEVELOPMENT 63
FIGURE 4-3 POINTS OF PASSENGER ORIGIN 64
Appendices
9.2.2 Access 121 A LIST OF ACRONYMS
9.2.3 Community Focussed Mitigation 122 FIGURE 4-4 SOUTHERN ONTARIO AIRPORT
A-1 List of Acronyms 144-145
NETWORK 67
10 AIRPORT DEVELOPMENT PLAN 124 FIGURE 5-1 TOCORE STUDY AREA
10.1 Airside 126 —DOWNTOWN PLAN 69
10.1.1 Runways 126 FIGURE 5-2 BATHURST QUAY NEIGHBOURHOOD
10.1.2 Runway End Safety Areas 126 PLAN 71
10.1.3 Taxiways 130 FIGURE 5-3 RECOMMENDED WATERFRONT
10.1.4 Aprons 130 TRANSIT NETWORK 73
10.2 Landside 131
4 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 5
Investing In Balance
Investing In Balance: —which is the 1983 agreement between the City of Toronto,
Federal Government and Toronto Port Authority
(PortsToronto) that governs all operations—and our
It is this regular consultation that has informed changes
in operations and procedures as well as prompted much
needed investment in infrastructure. For example,
An Executive Summary
own Managed Growth Strategy. concerns raised over traffic led to such infrastructure
solutions as the pedestrian tunnel which opened in 2015.
To PortsToronto, which owns and operates Billy Bishop The tunnel has mitigated traffic and congestion associated
Airport, this managed growth approach is informed by with the airport by normalizing the flow of passengers
regular consultation with government partners including that had previously arrived and departed in waves
As an urban airport located in the heart of one of North America’s First Nations, the community and stakeholders. This associated with the ferry.
greatest cities, Billy Bishop Toronto City Airport is a unique asset consultation takes the form of: quarterly Community
Liaison Committee (CLC) meetings; regular Noise The Ground Run-up Enclosure (GRE) is another such
and a source of great opportunity. Management Sub-Committee meetings; twice-monthly investment. Identified as a mitigation measure in the 2012
meetings with City of Toronto staff; regular dialogue with Airport Master Plan to address community noise concerns,
As an urban airport located in the heart of one of North Transport Canada; regular meetings and consultation with City of Toronto Council unanimously endorsed the
America’s greatest cities, Billy Bishop Toronto City Airport is Mississaugas of the Credit First Nations; and other such construction of this noise mitigation infrastructure,
a unique asset and a source of great opportunity. The airport VISION communications to ensure we remain aware of the and PortsToronto agreed to build the structure. The
drives commerce by connecting Toronto to regional and global challenges and opportunities and do what is needed to construction of the GRE was completed in 2017 and has
centres such as New York, Ottawa, Montreal, Washington D.C., maintain balance. In addition, the airport management led to a marked decrease in noise complaints associated
Boston, Chicago and northern Ontario. It encourages tourism
To be the global leader
team regularly attends community meetings, which with ground engine run-ups.
and connectivity by bringing people to Toronto from in how a modern airport improves our understanding of community and
destinations throughout eastern North America. It serves as a operates in an urban neighbourhood concerns. Investments in technology such as WebTrak and additional
base for Ornge Air Ambulance that facilitates urgent Noise Monitoring Terminals (NMTs) have also empowered
patient and organ transfers, which supports health care for environment. the community to confirm aircraft activity and report
Ontarians. It generates revenue, provides jobs for the region, sources of noise.
and invests in the community to build infrastructure and
support charitable organizations. Billy Bishop Airport plays
an integral role in servicing Toronto and contributing to what
makes this city great.
MISSION
GUIDING PRINCIPLES
With the opportunity that comes with operating an urban To invest in the areas that
airport in one of North America’s greatest cities comes
heightened expectations and responsibility to conduct our are meaningful to our
operations in a manner that reflects balance with the passengers, community
surrounding city. It is our commitment to balance that guides Regulatory Brand and Value Economic
and stakeholders. With a
us and informs our vision for this airport. Over the years, Compliance Proposition Contribution
we have come to refer to this commitment to balance as focus on sustainability and
“managed growth.” innovation, the airport is
Over the past 80 years, history has proven that the airport committed to continuous
has adapted to the changing landscape and is well positioned improvement in noise Business Community and
to continue into the 21st century. As for our own aspirations,
mitigation; environmental Innovation
Billy Bishop Airport’s vision is to be the global leader in how a Operations Consultation
modern airport operates in an urban environment. Billy Bishop protection and air quality
Airport has played an important role as a physical and improvements; passenger
symbolic transportation gateway to the City of Toronto.
service and convenience;
In 2012, Billy Bishop Airport completed its first Master Plan. community initiatives and Future Growth and
Noise Environment
Much has changed in the last five years and our new Master Community Balance
Plan is a more comprehensive look at Billy Bishop Airport and
engagement; and, technology
where opportunities exist to make the airport cleaner, greener development to make what is
and quieter. The Master Plan is also looking at growth already great even better.
opportunities within the context of the Tripartite Agreement
6 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 7
Investing In Balance Investing In Balance
Balance is also about working with airline partners and tenants, It was not until 2006 when the true potential of ty being the conversion of the airport ferry, from diesel
including Porter Airlines, Air Canada Jazz, and Nieuport Aviation the airport was realized with the introduction of Porter to bio-fuel and then to electric power, which we hope to
Infrastructure Partners to support their business objectives, as well Airlines. However, the significant progress of the airline and achieve by early 2020.
as listening to our passengers to meet and exceed their expectations passenger growth at the airport was not without its
for our airport. Billy Bishop Airport is consistently ranked as one of the growing pains as we attempted to address the needs and Our mission at Billy Bishop Airport is to invest in the
best regional airports in North America and the world through such expectations of an increasing passenger base and the effect areas that are meaningful to our passengers, community
90%
organizations as Skytrax, Condé Nast and Airport Council International. that growth was having on the neighbourhood. In the last and stakeholders. With a focus on sustainability and
In 2018, Billy Bishop Airport achieved a satisfaction rating of 97 per cent five years, considerable energy, effort and expense has innovation, Billy Bishop Airport is committed to continuous
among passengers. gone into making the airport cleaner, greener and quieter improvement in noise mitigation; environmental protection
for the community and driving efficiency, convenience and and air quality improvements; passenger service and
In terms of accommodating future growth and community balance, customer service for our passengers and partners. convenience; community initiatives and engagement; and,
the City of Toronto’s TOcore Downtown Plan has identified Toronto as technology development to make what is already great even
Canada’s largest employment cluster with over 500,000 jobs. Over the
Population Growth In response to this passenger growth, PortsToronto made better.
past five years, 7,500 residents annually are being added to the almost in Toronto. many enhancements including: Changes to the passenger
240,000 residents that currently call downtown Toronto their home. pick-up and drop-off area including the introduction of a This Master Plan is a key component that will guide how
By 2041, the population is projected to nearly double to a potential complimentary shuttle bus to promote modal share we get there. The Master Plan has been developed by WSP
population of 475,000. This together with the development of Liberty options; optimization of the taxi corral on the Canada Canada Inc., a global leader in this area, and focuses on the
Village neighbourhood and South of Eastern (including the Port Lands) Malting Site lands; enhanced parking for the airport, the airport and its operations as managed and stipulated within
neighbourhood, means there is the potential to reach between 850,000 Waterfront School and community; and the installation of a the parameters of the Tripartite Agreement. The content
and 915,000 jobs in the TOcore study area. noise barrier to mitigate noise from airport operations on within this plan is a reflection of a comprehensive public
the local community. consultation effort that included more than 90 meetings
For its part Billy Bishop Airport contributes more than $470 million in with members of the community, government partners,
Gross Domestic Product (GDP) and generates 4,740 jobs in the region, That meant consistent infrastructure investment, regular First Nations communities, airport partners and
including 2,080 jobs directly associated with the airport. This translates public consultation, and policy improvements to address stakeholders. This included three public meetings that
into $280 million in wages. But our economic impact goes even further. irritants such as traffic, air and noise pollution, which has were held on February 7, 2018, June 25, 2018, and June 12,
With frequent daily flights to economic sectors such as New York and driven a 46 per cent decrease in complaints from 2013 to 2019. At these meetings, we heard about challenges,
technology hubs such as Boston, the airport has become an important 2018. It meant welcoming new passenger terminal owners concerns, opportunities, ideas for improvement, how we
factor in attracting new business to Toronto. Billy Bishop Airport and Nieuport Aviation who would invest in services and could communicate better and suggestions on how to
the city of Toronto are a compelling proposition for companies looking amenities such as upgrading the lounges to accommodate manage growth. These consultations provided us with a one
to base operations in a city with urban energy, excellent quality of life, growth experienced since the terminal first opened and on one opportunity to hear from individuals, groups
and quick connections to where employees need to travel. introducing new food and beverage concessions. It meant and community leaders about what we should do to
investing in a three-year airfield upgrade to rehabilitate improve airport operations. We also heard about concerns
GROWING IN BALANCE the runways, taxiways and aprons, reconfigure taxiways, with growing the airport, and if there was any rationale for
and introduce new technology and sustainability upgrades growth.
In 2019, Billy Bishop Airport celebrated its 80th Anniversary. The airport
to modernize the airfield for the safety and service of our
opened in 1939 in the days leading into the Second World War. During
passengers. Based on the year and a half of consultations and
the war, the airport served as an important military facility including
engagement on the Airport Master Plan, including
hosting the Royal Norwegian Air Force and providing military training.
The airport of today is cleaner, greener and quieter than extensive research and analysis, the rationale for growth
After the war, the airport reverted back to civilian use and was a
the airport of five years ago. The airport of tomorrow will factors into several key findings including:
regional base of operations for commercial operations and flight
be cleaner, greener and quieter than the airport of today.
schools. In the early 1960s, a hangar and a new 3,988-foot runway was
This Master Plan looked at Billy Bishop Airport from a • The continued and forecast residential growth in the
built. At the time, the island airport was Canada’s busiest airport,
variety of angles to report on current operations and future downtown core of the city of Toronto;
based on the number of take-offs and landings.
opportunities in such areas as land use, ground access and • The continued rise in air travel with all age groups,
83%
airfield functionality. It also looked at opportunities to to and from Toronto going to business and leisure
In 1983, the island airport was the 10th largest airport in Canada introduce further enhancements to our operations that destinations;
based on passenger travel. It was at this time that the Tripartite support our sustainability mandate.
• The ease of access of an urban airport in the
Agreement among the then Toronto Harbour Commission, City of downtown core;
Toronto and Government of Canada was signed to govern the airport. In 2016, PortsToronto published its first Sustainability
Report in which impacts were assessed and targets were • The regional transportation connectivity to rail and
This agreement codified what has always been the case: the need for Job Growth public transit; and,
cooperation among at the airport, the municipal government and the set for Billy Bishop Airport. The airport has long embraced
federal government. measures large and small to reduce its environmental • Offering air service during peak days and times
footprint—measures such as being 100 per cent powered where the commute is minimal for business and
by clean renewable energy via Bullfrog Power, and daily leisure travellers.
Source – City of Toronto 2015 TOcore Report operational improvements such as spent glycol
containment and hybrid service vehicles. This effort will
continue in the years ahead, with the biggest opportuni-
8 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 9
Investing In Balance Investing In Balance
Given this rationale, Billy Bishop Airport’s opportunity is
to be a leader in providing regional air service that supports
continued international air service provided through
Research indicates that demand for air travel will outpace
supply. In 2016, 49 million passengers and more than
470,000 tonnes of cargo flowed through Southern Ontario’s
Key Priorities
Toronto Pearson International Airport. Billy Bishop airports. These figures are estimated to grow to 110 million
Airport is providing a service that is utilizing available passengers and a million tonnes of cargo by 2043. Our goal is to optimize the airport as a general aviation airport with a
infrastructure in the city, introducing competition for the By the late 2030s, regional air travel demand is likely
traveller and serving an urban market. Billy Bishop to outpace the current capacity of the region’s airports
mix of general aviation activities and scheduled air service, yet balance
Airport’s catchment area is intensifying with residential resulting in an excess demand of around 20 million operations with the interests of the community and the protection of the
growth and job creation. passengers per year by the mid-2040s. The negative environment through initiatives that will mitigate the negative impacts
economic impact of passengers leaving the region to
meet their travel needs elsewhere could reach as high associated with airport operations. As such our priorities include:
as $15 billion in GDP.
• Expand upon PortsToronto’s ongoing
initiatives towards operating the • Improve the operational efficiency of
airport in a sustainable and the airside to minimize delays and
environmentally responsible manner. reduce ground noise.
• Improve operational efficiency with • Increase scheduled air carrier slots in
respect to landside curb activities, and a manner that minimizes impacts on
encourage greater use of the airport the community but meets the needs
shuttle and public transit. specific to the city of Toronto and the
travelling public.
The Southern Ontario Airport Network (SOAN) is a forum for • Provide improved infrastructure and
facilities for general aviation.
the leading commercial airports in this region to work together,
support growth and amplify the overall impact of air service.
By responding to opportunities for growth in a balanced
way, the addition of more flights would respect the
community’s request to limit flights during evenings and
weekends.
Source – Southern Ontario Airports Network
10 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 11
Investing In Balance Investing In Balance
Recommendations II. Access
During the 18-month consultation period with stakeholders—including the community, neighbourhood Work with the operator of the airport shuttle to Work with the Toronto Transit Commission (TTC) to
associations, local businesses, airport tenants, airport staff, agencies including First Nations communities optimize its operation including the provision of encourage greater awareness among TTC patrons
—considerable feedback and input was received. Public comment was also received during and following our three additional stops or routes, and plan for provisions of of public transit access to the airport and encourage
public meetings. Given the content and the nature of the majority of feedback received, technical experts WSP utilities through infrastructure projects in the future increased usage by airport patrons. Improvements
developed key recommendations grouped into the three subject areas which appeared to be the most important to support electric powered ground transportation could include:
for those consulted. Those subject areas are: vehicles such as shuttle busses. • Identifying Billy Bishop Airport on TTC route
maps, similar to that provided for Toronto
I. Infrastructure Improvements Pearson International Airport;
II. Access Work with the City of Toronto to enforce parking and
• Identifying the streetcar stop as ‘Billy Bishop
III. Community Coordination and Environmental Mitigation traffic regulations in areas impacted by the airport.
Airport’ and providing improved amenities to
transit riders including enhanced shelters at the
I. Infrastructure Improvements
TTC streetcar stop locations;
• Improved wayfinding signage; and,
• Providing well-lit pathways between the tunnel
pavilion and the TTC streetcar.
Improve the pedestrian Provide for a new Combined Undertake the process required
environment and appearance Services Building and equipment by Transport Canada to fulfill the
of the airport along the north storage shed. mandate for Runway End Safety
breakwater west of the ferry slip. Areas at either end of Runway
08-26. This process will include
consultation and engagement with
Improve the efficiency of the Relocate and renovate historic agencies including First Nations,
airport’s landside curb operations Terminal A as a multi-purpose the community, and airport
by implementing dedicated facility that potentially could stakeholders.
pick-up and drop-off areas. include an airport restaurant,
aviation museum and event space,
if the business case supports this
Improve the efficiency of the use.
taxiway system by providing a
parallel taxiway for the main
Runway 08-26.
Provide additional apron
and tie-down areas for
general aviation and provide
opportunities for hangar
development. This would be
based on a study to determine
the demand from general
aviation users for additional
facilities, including a business
case for providing such facilities.
Provide improved wayfinding
signage.
12 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 13
Investing In Balance Investing In Balance
III. Community Coordination and Master Plan: Subject Areas
Billy Bishop Airport’s 2012 Airport Master Plan made recommendations on upgrades
Environmental Mitigation
to airside and landside operations; provided a review of airport support and commercial
development; and made recommendations on aviation activity management in advance
of Billy Bishop Airport reaching its theoretical movement capacity. The 2018 Master
Undertake an environmental noise study that exam- Review the opportunity to implement a vehicle ferry Plan updates this information and provides a long-term vision for the built environment
ines and models the sources of airport ground noise, operation between the Port Lands and the south side
and assesses opportunities to mitigate impacts of the airfield in order to eliminate heavy commercial that guides the appropriate use of lands and will assist airport management in making
through the implementation of noise infrastructure vehicles for both the airport and the City of Toronto informed decisions regarding future development.
and other physical means. from Eireann Quay.
The key subject areas that make up this Master Plan are as follows:
Review potential changes to airport operations and Invest in equipment and vehicles that are electric or
procedures that could mitigate impacts on the operate with reduced emissions.
Section 1 Section 7
neighbouring community. This could include:
Vision, Mission, Guiding Principles, Governance, Infrastructure Requirements, Airside, Air Terminal
• Restricting aircraft that are noisier;
Social and Environmental Responsibility, Planning Building, Landside, Airport Support Facilities,
• Managing both airline and general aviation Invest in innovation that leads to improved airport
Objectives and Regulatory Requirements. General Aviation Development.
movements during noise sensitive periods such efficiency and reduced community impacts, which
as evenings and weekends; and, includes: opportunities to invest, support and plan
for the development and introduction of electric and
• Enforcing procedures on single engine taxiing Section 2 Section 8
hybrid general aviation and regional commercial
and idling.
aircraft, and ground transportation vehicles, and
could involve developing partnerships with research Community Consultation and Engagement. The Environment, Sustainable Development,
agencies, manufacturers and operators. Corporate Social Responsibility which includes
Introduce fee structures that penalize noisier aircraft Noise Management, Air Quality, Water Quality and
and create incentives for quieter aircraft. Greenhouse Gas Emissions.
Section 3
Airport History, Role, Airside Infrastructure,
Landside, Air Terminal Building, General Aviation
Activity, Airport Support, Services and Utilities. Section 9
Priorities and Recommendations.
Section 4
Socio-Economic Profile. Section 10
Airport Development Plan, Airside, Landside,
Terminal Facilities, Airport Support Facilities,
Section 5 General Aviation Development, Airport Land
Use Plan.
The Airport and Community, Overview of Key
Planning Studies.
Section 11
Section 6
Conclusion.
Historical Activity, Aircraft Movement Forecasts,
Passenger Number Forecasts, Noise Exposure
Forecast, Contour Modelling, and Preferred Growth
Scenario based on the Managed Growth Strategy.
14 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 15
Investing In Balance
1
The 2018 Billy Bishop Airport Master Plan is a flexible flight training; it is a job creator and economic driver; it
blueprint that responds to changes in socio-economic is a partner to community organizations which last year
conditions, industry trends and regulatory requirements. benefited from financial and in-kind contributions; and
Introduction
It is important to note that an airport Master Plan is it is an asset that benefits the city of Toronto and the
not a regulatory document, but rather a planning tool region, all while contributing to its world-class status and
intended to deliver a long-term strategy for the airport aspirations.
that provides a framework for future planning and
development within the typical 20-year planning PortsToronto is pleased to present the updated 2018
horizon for an airport Master Plan. Master Plan for Billy Bishop Airport. We are proud of
the approach and rigour that went into the technical
“When designed, executed and operated well, airports will generate more jobs,
This Master Plan adheres to this planning horizon, as studies, public consultation, environmental analysis facilitate increased business interactions, encourage co-located commercial
it cannot realistically make plans for investments in and market research that informs the conclusions development, support increased trade in goods and will likely open up regions
innovation and balanced growth to ensure the success of and recommendations contained within.
this airport with a view that the airport will close in 2033 to more cross sector investments.”
when the Tripartite Agreement ends. Strategic planning Much has been accomplished in the last five years to
must be undertaken with a longer-term view that get us closer to our vision and mission for Billy Bishop
provides for the continuation of airport operations to Airport. Much more will take place in the future to help
—Future-Ready Airports, PWC, January 2017
meet the increasing demand for air travel within the city us achieve our vision of being the global leader in how
of Toronto. With the continued increase in population, a modern airport operates in an urban environment.
housing and businesses within the city of Toronto and Innovation and partnership will be key to achieving our
Greater Toronto Area, Billy Bishop Airport has an goals. This means innovation as it pertains to all areas
important role to play into the future, which supports of our business including environmental protection,
growth at Toronto Pearson International Airport. passenger efficiency and operation impact mitigation.
It also means harnessing innovation in new technologies
In keeping with transportation master plans led by such as the introduction of electric and hybrid aircraft in
municipal and regional governments, planning and the future.
investing in infrastructure requires a commitment
towards the future. PortsToronto is committed to This Master Plan will serve as an important component
making future investments that will support the to achieve our vision but so will the practices and
growing transportation network and meet the increasing policies we have put in place to consult with our
demands of air travel, on the ground and in the air. community, operate in a transparent manner and strike
a balance between commercial imperatives and the
Billy Bishop Airport provides a unique gateway for community interest. We are on a journey and this plan
business and tourism; it is a service provider for will be part of the navigation needed to get us to our
emergency medical services, private aviation and destination.
16 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 17
Introduction Introduction
1.1 1.2
Preface Governance
Located at the foot of Toronto’s downtown core, In addition to direct economic benefits, the airport Billy Bishop Airport is owned and operated by the The following four standing committees oversee various
Billy Bishop Airport is Canada’s ninth-busiest airport stimulates significant economic benefits by providing Toronto Port Authority, doing business as PortsToronto. organizational matters, various facets of our operations
and welcomed 2,807,208 business and leisure travellers connections between cities, which in turn promote PortsToronto is the successor agency of the Toronto and assess recommendations from management:
in 2018. The airport offers direct, non-stop, and economic growth and competitiveness, and expand Harbour Commissioners (THC), which managed the
one-stop flight service to more than 20 cities in Canada leisure travel opportunities into the future. The airport Toronto Harbour from 1911 to 1999. As part of a broad • Audit and Finance
and the U.S. with connection opportunities to more is an important part of the regional air transportation strategy developed by the federal government to • Governance and Human Resources
than 80 international destinations through connecting system and provides significant contributions to modernize the administration of ports, the Toronto Port • Communications and Outreach
airlines’ networks. As Canada’s sixth-busiest airport Toronto’s economy. Each year, the airport generates Authority, now PortsToronto, was established in 1999 to • Pension
with passenger service to the United States, Billy more than $470 million in Gross Domestic Product operate the port, marina, airport and its land holdings.
Bishop Airport provides key connections to regional (GDP) and supports 4,740 jobs, including 2,080 directly The board relies on these committees to facilitate
centres that do not have connections to international associated with airport operations. Established under the Canada Marine Act, PortsToronto business and guide its decisions.
destinations. is a Government Business Enterprise that is mandated to
Billy Bishop Airport, with its unique character and be financially self-sufficient and receives no federal, PortsToronto has long adhered to best practices around
A base for commercial air carriers Porter Airlines and close proximity to the heart of Toronto, has not gone provincial or municipal funding. PortsToronto operates governance, financial reporting, and executive and Board
Air Canada, Billy Bishop Airport is known throughout unnoticed. Billy Bishop Airport has won a series of in accordance with the Canada Marine Act and Letters expense disclosures. This includes designing a new User
the travelling community for its word-class customer passenger-driven awards, including being named Patent issued by the federal Minister of Transport in Group Director Nomination process that harmonizes
service and amenities. The airport’s proximity to one of the top airports in North America in both the addition to a series of specific policies and procedures. the nomination framework established in our Letters
downtown, in conjunction with the state-of-the-art Airports Council International’s (ACI) Airport Service The Letters Patent include requirements related to Patent with the federal government’s open, transparent
pedestrian tunnel, enhanced shuttle service, shorter Quality Awards and Skytrax World Airport Awards. PortsToronto’s board of directors and outlines the and merit-based process for public appointments. This
passenger queue lines and recently upgraded Billy Bishop Airport has also been ranked as the fourth activities that can be undertaken by the organization. User Group Director Nomination process was endorsed
passenger lounges, have made Billy Bishop Airport Best International Airport by Condé Nast Traveler and by Transport Canada and has been suggested as a best
the travel hub of choice. was recognized as having one of the Top Ten Most PortsToronto is accountable to the federal government practice for other Canadian Port Authorities. Additionally,
Beautiful Airport Approaches by Private Fly for the fifth through Transport Canada, and is guided by a in an effort to continuously improve our governance
The airport also supports a wide variety of general consecutive year. nine-member board of directors composed of practices, PortsToronto revised our corporate by-law,
aviation activities. Billy Bishop Airport serves as a base individuals appointed by all levels of government updated our director orientation program and Board
for Ornge (the provincial air ambulance service), two The significant growth in passenger activity over the —federal, provincial and municipal. Six members of self-assessment process and developed a conflict of
Fixed Base Operators, FlyGTA, Cameron Air, Trans past twelve years is also a testimony to the popularity the board are appointed by the Minister of Transport interest reporting protocol applicable to Board members
Capital Air and Heli Tours, and is home to a personal/ of Billy Bishop Airport among the travelling public, and in consultation with committees representing four and management. PortsToronto’s Corporate Governance
general aviation community that includes approximately its value to the Southern Ontario air travel network. identified user groups—commercial, recreation, airport Manual was also revised, consisting of the Board Man-
50 private planes and one flight school. and port operations. The City of Toronto and the Province date and Committee Charters, to reflect best
of Ontario have a direct governance relationship with practices from other industry leaders and are publicly
PortsToronto via their appointees to the PortsToronto available on our website.
board of directors.
PortsToronto, including the operation of Billy Bishop
The board of directors is appointed as follows: Airport, receives no government funding. Beyond
One appointee nominated by the federal PortsToronto’s community and infrastructure
Minister of Transport investments, PortsToronto contributed approximately
$3.3 million in Payments in Lieu of Taxes (PILTs) to the
One individual appointed by the City of Toronto City of Toronto in 2018, as well as paying $2.6 million
toward realty taxes and more than $2.9 million to the
One individual appointed by the Province of federal government for the Gross Revenue Charge. This
Ontario resulted in a total contribution slightly under $9 million
Six individuals appointed by the federal Minister that can be used to benefit taxpayers in Toronto and
of Transport in consultation with user groups across the country.
All individuals nominated by the Minister of Transport
are appointed by the Governor in Council.
18 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 19Introduction Introduction
1.3 1.4
Social and Environmental Responsibility Vision, Mission and Guiding Principles
PortsToronto, including its operations at Billy Bishop associations, and agencies including the City of 1.4.1 1.4.2
Airport, is committed to environmental sustainability Toronto, Transport Canada, Mississaugas of the Credit
and giving back to the community it serves. Key First Nation, Waterfront Toronto, and the Toronto and
Vision Statement Mission Statement
environmental initiatives include the use of renewable Region Conservation Authority.
energy through Bullfrog Power, which provides
100 per cent green electricity, and through the Through its community investment initiatives, PortsToronto’s Vision Statement for Billy Bishop Airport PortsToronto’s Mission Statement for Billy Bishop
adoption of best practices that include the use of PortsToronto provides donations, sponsorships and is as follows: Airport is as follows:
energy efficient vehicles and equipment. in-kind contributions to local community initiatives,
activities and events to support the long-term
To be the global leader in how a To invest in the areas that are meaningful
With respect to social responsibility, PortsToronto growth and development of the local community.
strives to engage in an open, transparent and two-way PortsToronto has contributed $11 million since 2009, modern airport operates in an to our passengers, community and
dialogue with its neighbours and stakeholders. In the which is an average of $1.2 million per year.
urban environment. stakeholders. With a focus on
fall of 2010, the Community Liaison Committee (CLC)
was established to expand community engagement and
sustainability and innovation, the
communication with the residents and businesses airport is committed to continuous
near Billy Bishop Airport. The CLC holds quarterly “A positive future for our airport, our improvement in noise mitigation;
meetings that are open to the public, and are neighbourhood, and our environment are environmental protection and air quality
represented by local community leaders and airport
stakeholders. A Noise Management Sub-Committee of behind all of our sustainability efforts”. improvements; passenger service
the CLC, formed in 2016 and re-engaged in mid-2018,
and convenience; community initiatives
meets bi-monthly to research, understand and address —Gene Cabral, Executive Vice
noise impacts from airport operations. As well, President, Billy Bishop Toronto City
and engagement; and, technology
PortsToronto regularly meets with local neighbourhood
Airport development to make what is already
associations, community groups, business
great even better.
In 2018, Doors Open
welcomed more than
24,000 people through
its doors for a behind
-the-scenes look at
airport operations.
Billy Bishop Airport
continued to sponsor the
Waterfront Neighbourhood
Centre’s Community Connect
Garden, which engaged more
than 400 people and produced The Billy Bishop Airport Plane
125 kg of organic fruits and Pull to End ALS event raised
vegetables for marginalized more than $285,000 for ALS
families on the waterfront. research and awareness.
20 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 21Introduction Introduction
1.4.3 Tripartite Agreement in 2033. Similar BUSINESS OPERATIONS With easy connection to markets such Of note, PortsToronto and Billy
to other government bodies that as New York, Boston, Washington D.C., Bishop Airport meet regularly with Brand and Value
Guiding Principles manage infrastructure, planning Billy Bishop Airport is exceedingly
Chicago, Montreal and Ottawa, as the Mississaugas of the Credit First
proud of the key role it plays in offering Proposition
for the future is not based on a well as regional connections to Nation—Department of Consultation
theoretical end date, rather it is based the main base of operations to Ornge
tech-hubs such as Waterloo, Billy and Accommodation management and
on the need for the service or public Air Ambulance services which
Bishop Airport fuels business and staff to ensure territorial treaty land
The corporate objectives for Billy provides emergency care, patient Future
1. Growth and
Introduction
good. It would be challenging for attracts companies looking to base rights and water interests are
Bishop Airport inform and support
any service provider to invest in transfer and organ transportation
operations in a city with urban discussed and accommodated, through Community Balance
the guiding principles that direct this that is directly responsible for saving
infrastructure without securing a energy, excellent quality of life, and mutual collaboration.
Airport Master Plan and shape the thousands of lives in Ontario each
longer-term commitment. As such, quick connections to everywhere
recommendations detailed within this year. We will continue to ensure
document. These guiding principles
PortsToronto will continue to make
our infrastructure supports this
employees need to go. Porter’s service Noise
strategic investments and planning to Thunder Bay is one of the airport’s INNOVATION
are as follows: mission-critical service.
premised on a vision that goes well busiest routes as a link to Northern
beyond 2033. Billy Bishop Airport will continue to Ontario’s hub, which connects First Billy Bishop Airport will welcome
BRAND AND VALUE PROPOSITION opportunities to invest, support
foster positive relationships with the Nations and Indigenous communities.
Billy Bishop Airport will continue to general aviation community and will and plan for the development and Environment
Billy Bishop Airport is also proud to introduction of electric and hybrid
be an award-winning, world-class NOISE work with this important group to
participate in the Southern Ontario aircraft and technology, most
airport. Billy Bishop Airport is implement processes and
Billy Bishop Airport will explore Airport Network. SOAN, as it is called, immediately with General Aviation
located less than three kilometres infrastructure that mitigates the
from downtown Toronto which all options to address concerns is an important initiative to ensure aircraft and commercial aircraft in the Business Operations
noise impact associated with
raised during consultation with the airports can meet the significant more distant future. Billy Bishop Airport
benefits our passengers in terms general aviation aircraft and flight
surrounding community with regard growth within the region for air travel will continue to innovate to achieve
of convenience, ease of access, activity, while ensuring the continued
to ground-based noise from its by collaborating and specializing. its goals by continuing to update its
and efficiency. It also serves an commercial viability of this type
operations. This includes investment Billy Bishop Airport is already fleet to hybrid/electric vehicles and Economic Contribution
environmental imperative by taking of aviation.
in infrastructure. Billy Bishop doing this by focusing on regional, encourage ground transportation
cars off the road given passengers
Airport will continue to explore short-haul air transport that enables operators to transition towards the
can walk, bike, shuttle or take transit
opportunities to ensure operations, Toronto Pearson International Airport use of electric vehicles. This means
to/from the airport—a dynamic that is ECONOMIC CONTRIBUTION Community and
specifically around noise-sensitive to grow into a mega hub on the scale innovation as it pertains to all areas of
truly unique in air travel.
times in the late evenings and Billy Bishop Airport will strive to of some of the largest international our business including environmental Consultation
weekends, are balanced with the sustain and expand its economic airports in the world. By becoming a protection, passenger efficiency and
surrounding community. contribution. As an economic driver mega hub, Toronto-Pearson further operational impact mitigation.
FUTURE GROWTH AND COMMUNITY increases connectivity to global
BALANCE for the City of Toronto and surrounding Innovation
region, Billy Bishop Airport is an markets and centres of commerce
With the innumerable benefits of a ENVIRONMENT important asset to the local economy and supports Toronto as one of the REGULATORY COMPLIANCE
downtown airport comes a heightened and a creator of high-paying jobs. premier global cities.
responsibility to conduct operations Billy Bishop Airport will strive to be Billy Bishop Airport will ensure
In 2017, Billy Bishop Airport
in a manner that mitigates noise, as clean and green as is possible by
contributed $470 million in Gross compliance with regulatory Regulatory Compliance
limits air quality impacts, reduces using technology, process and COMMUNITY AND CONSULTATION requirements. Transport Canada
Domestic Product (GDP) and
congestion and remains mindful of infrastructure enhancements to is likely to mandate Runway End
generated 4,740 jobs and $280 million
enable balance between airport Billy Bishop Airport will continue Safety Areas (RESA) be implemented at
the surrounding community. Future in wages. This includes 2,080 direct
operations, the needs of the travelling to make meaningful investments in specific Canadian airports, which will
growth for Billy Bishop Airport will be jobs at the airport.
public, and the vibrant community at the community that enhance the include Billy Bishop Airport. The Master
done in balance. This balance will be
our doorstep. For Billy Bishop Airport, Billy Bishop Airport is Toronto’s city surrounding neighbourhood and will Plan will elaborate on compliance
established by weighing community
being clean and green contemplates airport and we welcome a deeper continue to ensure that the airport with this mandate and provide studied
interests and passenger needs, with
all areas of impact including environ- partnership with the elected officials grows in balance with the surrounding options for the effective implementation
airline business goals, suitability of
ment, noise, air quality, water quality and staff of the City of Toronto to community. of RESA, which could necessitate the
existing infrastructure, investment
in future infrastructure, stakeholder and community engagement. ensure the airport continues to be a extension of the existing landmass.
Billy Bishop Airport will also continue
needs, environmental targets, and valuable asset, key economic driver
to build on its strong reputation of
noise forecasts. To ensure the and facilitator of global connectivity for
consulting the community on matters
airport operates effectively, the focus business travel and tourism alike.
of shared interest. This consultation to
on ensuring continued success looks date has resulted in 32 CLC meetings,
beyond the current expiry of the more than 90 meetings specific to this
Master Plan.
22 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 23Introduction Introduction
1.5.2 1.5.3
1.5 The Billy Bishop 2018 Airport Planned Upgrades Recommended
Master Plan in the 2012 Airport Master Plan
Planning Objectives
This Airport Master Plan is an update to the 2012 The 2012 Airport Master Plan for Billy Bishop Airport
1.5.1 Billy Bishop Airport Master Plan, and adheres to the carried with it a number of recommendations, many of
principles, limitations and requirements of the Tripartite which have been implemented by PortsToronto.
The Purpose of an Airport Master Plan Agreement. Recommendations that have been implemented
include:
Objectives of the Airport Master Plan include:
• The decommissioning of Runway 15-33 and its
The purpose of an airport Master Plan is to establish a rational • Enhance safety and security by ensuring a safe conversion into a taxiway;
development concept for an airport that protects and preserves and secure environment for passengers, operators,
• The rehabilitation of Runway 08-26;
the long-term operational and business objectives, while employees and the public;
accommodating short to medium-term improvements. As a • The expansion of the apron to the south;
• Provide a comprehensive airport Development Plan
management tool, an airport Master Plan assists operators in that addresses the needs of airport stakeholders in • The rehabilitation of Runway 06-24 including the
making informed decisions about the requirement for, timing, a rational and cost-effective manner; provision of new edge lighting;
and costs associated with future improvements. Airport Master • Provision of a Ground Run-up Enclosure (GRE);
Plans typically identify the projected needs of an airport over a PortsToronto proposes to • Improve the efficiency of the airport through
infrastructure and operational improvements; • Enhancements to the taxiway system to better
specified planning horizon and are typically updated every five prepare airport Master Plans accommodate Q-400 aircraft operations; and,
to ten years. An airport Master Plan is also a key source • Interface with the community in a manner that
of information that provides the community, government
every ten years with updates lessens the impacts associated with the airport’s • Improvements to landside access and curbs.
agencies, operators, and other airport stakeholders with a every five years. operation;
clear understanding of the intent and direction of the airport. • Reinforce the airport’s economic contribution; As part of the planning process post 2012 Master Plan,
• Enhance opportunities to improve environmental PortsToronto identified additional enhancements that
An airport Master Plan is not a regulatory document, but rather could be made airside, which complemented the
performance and sustainability; and,
a flexible blueprint that responds to changes in socio-economic recommendations in the master plan. Some of these
conditions, industry trends and regulatory requirements. The • Encourage innovation. enhancements included items that would promote
typical planning horizon for an airport Master Plan is 20 years. more environmentally sustainable operations, plan for
future infrastructure needs and provide efficiencies in
Unlike the 26 National Airport System (NAS) airports in airside operations. It was decided that a program
Canada, such as Toronto-Pearson, Ottawa, and Winnipeg, to rehabilitate the aging airfield infrastructure at
PortsToronto is not obligated by Transport Canada to the airport was required and was consequently
prepare an airport Master Plan for Billy Bishop Airport. implemented during the recently completed Airfield
However, following a sound industry practice, PortsToronto Rehabilitation Program.
proposes to prepare airport Master Plans every ten years with
updates every five years.
As the airport Master Plan is an overall guiding document
and vision for the airport, PortsToronto is not bound to
implement any of the recommendations contained within An airport Master Plan is not
the document. Rather, the implementation and phasing of
recommendations will be reviewed with respect to a number a regulatory document but
of criteria including necessity, financial capability, cost/benefit, rather a blueprint that
and associated environmental and community impacts.
Implementing specific recommendations may trigger a
responds to changes and
requirement for additional stakeholder and community opportunities
consultation.
24 Billy Bishop Toronto City Airport | Master Plan 2018 Billy Bishop Toronto City Airport | Master Plan 2018 25You can also read
