CAMPBELL RIVER AIRPORT AIRPORT MASTER PLAN
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CAMPBELL RIVER AIRPORT
AIRPORT MASTER PLAN
SEPTEMBER 6, 2016
FOR DISTRIBUTION
FILE: 704-C31103369-01
Tetra Tech EBA Inc.
Oceanic Plaza, 9th Floor, 1066 West Hastings Street
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AIRPORT MASTER PLAN
FILE: 704-C31103369-01 | SEPTEMBER 6, 2016 | FOR DISTRIBUTION
EXECUTIVE SUMMARY
The Campbell River Airport is the gateway to economic development in the City of Campbell River and the region
and it is therefore important that the City continue to market the airport to the community and aviation industry and
develop airport lands for the economic benefit of the community. The 2007 economic impact analysis showed that
for every job at the airport there are another 2.25 jobs that are created through direct, indirect and induced economic
factors. It is estimated that in 2013, the economic impact from the airport activities contributed as much as $52.5M
to the local economy. As the City encourages new business development at the airport, it is expected that this
impact will continue to grow well into the future.
In 2010, the City, under a Bylaw, appointed an Airport Authority Commission to manage and operate the airport.
City Council is responsible for approving the airport’s annual budget.
In 2016, Council and the Airport Authority Commission held a Joint Strategy Workshop resulting in a recommended
adjustment to Council’s relationship with the Airport Authority Commission to better align with Council’s vision of
the Commission and the Airport operations.
TimberWest owns and markets a large tract of land (400 acres) immediately adjacent to the airport. These lands
are sold to potential developers and are not subject to airport related fees and charges with the exception of landing
fees. To date, four parcels of land have been sold and Sealand Aviation, one of the largest businesses, owns and
operates from one of these parcels. These private lands complement the airport lands for a variety of development
opportunities.
The airport is well served by two airlines, Central Mountain Air and Pacific Coastal, and for the purposes of the
master plan a new air service entrant is not anticipated.
The forecasts for passenger volumes and aircraft movements used in this plan are relatively conservative (1% low
growth and 2.2% high growth). The growth projections are based on the expected population growth and Gross
Domestic Product (GDP) forecasts.
As part of the plan development, a business opportunity scan was completed and a number of key business
opportunities were identified. The opportunities focussed on aviation-related businesses [e.g., hangar construction,
air cargo (courier and specialty seafood), manufacturing (specialty parts for aircraft), warehousing and storage,
mini-storage, fixed base operators (FBO), flight training, maintenance repair and overhaul (MRO)], opportunities
that would focus attention on the airport (e.g., special events) and the development of educational programs that
would encourage young persons within the community to pursue careers in aviation.
Section 7.0 of the report identifies development opportunities for the airport. Some of the developments are required
immediately to address specific constraints; the terminal building vehicle parking lot may need to be expanded to
provide additional parking for both short-term and long-term parking. A vehicle parking study is planned for 2016.
The main apron at the terminal is constrained during the summer months when commercial and private pilots require
parking space for their aircraft. The apron will be expanded to accommodate user’s requirements.
The airport has a significant inventory of lands that can be developed. The master plan anticipates a careful
development strategy based on demand triggers. As an example, first priority is given to lands that are easily
developed. These are lands that already have road access, services and utilities. There is currently approximately
3.0 ha of land meeting this criteria. The next development phase requires the construction of an entirely new
development area.
The Northwest Development Area is approximately 9 ha in size and is divided into two development phases. Each
phase requires the construction of access roads, water and sewer services, utilities and airfield access
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(e.g., taxiways). The development area will be developed based on confirmed demand and, once developed, the
next phase will only be initiated when the first phase is 70% leased and constructed. For example, Concept A shows
eight lots. When six lots are leased, construction would begin on Phase II. There are two concepts shown for this
area. The concept differences relate to lot sizes and taxiway access. Determining which concept is preferred will
be tied to developer requirements.
At present, the fuel facility equipment (e.g., storage tanks, fuel truck, etc.) at the airport is owned by Esso. The
airport operates the facility. The airport is currently developing a new Jet A fuel facility and fuel trucks that will be
owned and operated by the City. The airport will provide only Jet A, while the provision of Av Gas fuel to aircraft
operators may be devolved to private enterprise. It is expected that as the fuel agent, the airport will be able to
purchase fuel at a lower wholesale cost.
The Master Plan includes three main deliverables: the implementation plan, the business plan and the marketing
plan.
The implementation plan anticipates a logical and strategic development plan for the airport. In the short-term the
following actions are expected:
Critical Studies/Reviews
2016 Council – Airport Authority Commission Joint Strategy Workshop;
Economic Development/Marketing Implementation Study;
Vehicle Parking Study;
Logistical Study for Specialty Seafood Transportation; and
Update to the 2011 Air Service Demand Analysis.
Infrastructure Maintenance and Improvements and Equipment
Preparation of applications for federal and provincial funding agencies;
Potential expansion of the vehicle parking lot;
Expansion of the main apron to facilitate aircraft parking and maneuvering;
Construction of an airport-managed and operated Jet A fuel depot with fuel trucks; and
Purchase of essential new equipment: Snow Blower, De-icing Unit, Tractor, Mower and Light Pickup.
New Development
Lease lands north of the Combined Service Building (CSB) and develop lands in the Southeast Development
Area;
Maximize development in the Central Development Area;
At a mid-point over the next 5 years evaluate business interest to determine whether the demand exists for a
new development area;
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AIRPORT MASTER PLAN
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Based on demand begin construction of Phase 1 of the Northwest Development Area including roads, taxiways
and services;
Lobby for the return of the Canada Border Services Agency (CBSA);
Lobby for further Air Tanker Base expansion;
Lobby for North Island College Aerospace Program; and
Consideration for the potential development of a Motorsports Park.
Each of the development planning objectives is tied to demand and the availability of funding assistance.
The business plan shows the expected expenses and revenues for the short-term (five year period). The projections
used in the plan mirror the projections used for the passenger volume and aircraft movement growth. All of the
projections are conservative.
The marketing plan includes a series of actions that are required to promote the airport and encourage business
development at the airport. Actions include:
Targeting the real market – local residents, air operators, charters, strategic partners, local, regional and
national businesses.
Developing a clear airport product – this involves developing strategies to improve the airport accessibility
(signage, access roads, parking) and to make the airport as “hassle-free” as possible.
Marketing the airport – this is accomplished through joint efforts with tenants and airport users to advertise and
market the airport. This can also include improving websites, attending applicable aviation focusses
conferences, participating in aviation organizations, encouraging tourism agencies to promote the airport as
the preferred airport, developing a community based volunteer program at the airport, providing services at the
airport for pilots and organizing community events. The Airport Marketing Taskforce could oversee these
activities ensuring alignment with City branding and the new tourism model.
Pricing Strategies – the airport needs to be price competitive with other airports on the Island (particularly
Comox and Nanaimo).
The Campbell River Airport is a safe, well-maintained airport and with regular maintenance the airport will continue
to provide the City of Campbell River and the region with a vital transportation link to the outside world.
All of the marketing and business development initiatives identified in the plan will promote the airport within the
community and potentially result in business opportunities at the airport that will provide further economic benefit to
the broader community through increased employment and business investment. As demonstrated in the airport
economic impact assessments, the existing financial benefits to the community count in the tens of millions of
dollars and with new business investment the economic impact will continue to grow.
The master plan provides a strategic approach to airport development over the next twenty years with a particular
focus on the short-term (five-year) period. The plan is designed to focus on those areas where the airport can likely
see progress and maximize revenues from airport-related businesses while at the same time promoting overall
economic activity in the City of Campbell River and region.
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TABLE OF CONTENTS
EXECUTIVE SUMMARY ........................................................................................................................ i
1.0 INTRODUCTION .......................................................................................................................... 1
1.1 Situational Analysis ................................................................................................................................ 1
1.2 Regional Profile...................................................................................................................................... 2
2.0 AIRPORT AUTHORITY COMMISSION ....................................................................................... 3
2.1 Airport Management Structure............................................................................................................... 4
3.0 EXISTING AIRPORT FACILITIES AND INFRASTRUCTURE ..................................................... 6
3.1 Runways ................................................................................................................................................ 6
3.1.1 Runway End Safety Area (RESA) ............................................................................................ 6
3.2 Taxiways ................................................................................................................................................ 7
3.3 Airfield Electrical .................................................................................................................................... 7
3.4 Aprons .................................................................................................................................................... 7
3.5 Air Terminal Building .............................................................................................................................. 7
3.5.1 Airport Security ......................................................................................................................... 8
3.5.2 Canada Border Services Agency (CBSA) ................................................................................ 8
3.6 Combined Service Building (CSB) ......................................................................................................... 8
3.7 Services (Water and Sewer) .................................................................................................................. 9
3.8 Aircraft Services ..................................................................................................................................... 9
3.8.1 Aircraft Fuel............................................................................................................................... 9
3.8.2 Aircraft De-icing ...................................................................................................................... 10
3.8.3 Access Roads ......................................................................................................................... 10
3.8.4 Air Terminal Building Parking ................................................................................................. 10
4.0 STAKEHOLDER CONSULTATIONS ......................................................................................... 11
4.1 Strength, Weakness, Opportunities and Threats Analysis (SWOT) .................................................... 11
5.0 AIRCRAFT MOVEMENTS AND PASSENGER FORECASTS ................................................... 14
5.1 Air Service Demand ............................................................................................................................. 14
5.2 Competitor Airports .............................................................................................................................. 14
5.3 Passenger Growth ............................................................................................................................... 15
5.4 Aircraft Movements .............................................................................................................................. 17
5.4.1 Historical Aircraft Movements ................................................................................................. 17
5.4.2 Projected Aircraft Movements................................................................................................. 20
6.0 AIRPORT OPPORTUNITIES ..................................................................................................... 23
6.1 Situational Analysis .............................................................................................................................. 23
7.0 LAND USE AND DEVELOPMENT PLAN .................................................................................. 28
7.1 Airfield .................................................................................................................................................. 30
7.1.1 Runways, Taxiways and Aprons............................................................................................. 30
7.1.2 Navigational Aids .................................................................................................................... 31
7.1.3 Airfield Electrical ..................................................................................................................... 32
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7.2 Airport Access and Parking ................................................................................................................. 32
7.3 Combined Services Building ................................................................................................................ 33
7.4 Airport Fuel Depot ................................................................................................................................ 33
7.5 North West Quadrant Development Area ............................................................................................ 33
7.6 Central Airport Development Area ....................................................................................................... 35
7.6.1 Air Terminal Building (ATB) .................................................................................................... 35
7.7 South-East Quadrant Development Area ............................................................................................ 37
7.8 Capital Plan Cost Estimates ................................................................................................................ 40
8.0 OPERATIONS AND EXPENSES ............................................................................................... 41
8.1 Historical Revenues and Expenses ..................................................................................................... 41
8.2 Staffing ................................................................................................................................................. 44
9.0 BUSINESS PLAN ...................................................................................................................... 44
9.1 Expenses ............................................................................................................................................. 45
9.2 Revenues ............................................................................................................................................. 45
9.3 Revenues and Expenses Analysis ...................................................................................................... 46
10.0 FUNDING SOURCES................................................................................................................. 50
10.1 Airport Capital Assistance Program (ACAP) ....................................................................................... 50
10.2 Island Economic Coastal Trust ............................................................................................................ 51
10.3 Building Canada Fund – Communities Component ............................................................................ 52
10.4 British Columbia Air Access Program (BCAAP) .................................................................................. 53
11.0 FUTURE AIRPORT MARKETING PLAN ................................................................................... 53
11.1 Assessment of the Airport’s Current Marketing Plan ........................................................................... 53
11.2 Targeting the Real Market ................................................................................................................... 53
11.2.1 Local Residents ...................................................................................................................... 54
11.2.2 Air Operators / Charters .......................................................................................................... 54
11.2.2.1 Scheduled Carriers ................................................................................................ 54
11.2.2.2 Private Air Operators/Charters .............................................................................. 54
11.2.3 Strategic Partners ................................................................................................................... 55
11.2.4 Local, Regional and National Businesses for Land Development Opportunities ................... 55
11.3 Strategies ............................................................................................................................................. 56
11.3.1 Product 56
11.3.2 Promotion................................................................................................................................ 56
11.3.3 Pricing 58
12.0 CLOSURE .................................................................................................................................. 58
12.1 Implementation Plan ............................................................................................................................ 58
12.2 Business Plan ...................................................................................................................................... 59
12.3 Marketing Plan ..................................................................................................................................... 59
REFERENCES .................................................................................................................................... 60
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LIST OF TABLES IN TEXT
Table 1-1: Building Permits Issued .................................................................................................................. 2
Table 3-1: Campbell River Airport (YBL) Airport Data ..................................................................................... 6
Table 3-2: Fuel Sales Margins ......................................................................................................................... 9
Table 3-3: Weather History 1981-2010 .......................................................................................................... 10
Table 4-1: Results of SWOT Analysis ............................................................................................................ 12
Table 5-1: Competitor Comparison ................................................................................................................ 15
Table 5-2: Forecast Passenger Volumes ....................................................................................................... 17
Table 6-1: 2014 Commercial Opportunities Scan ......................................................................................... 23
Table 7-1: Project Phasing ............................................................................................................................ 28
Table 7-2: Airfield Capital Costs .................................................................................................................... 31
Table 7-3: ATB Parking Lot and Airside Drive Costs .................................................................................... 32
Table 7-4: CSB Costs ................................................................................................................................... 33
Table 7-5: Fuel Depot Capital Costs ............................................................................................................. 33
Table 7-6: Northwest Quadrant Development Costs .................................................................................... 35
Table 7-7: IATA – ACI Level of Service (LOS) Definitions* .......................................................................... 35
Table 7-8: ATB Capital Costs........................................................................................................................ 37
Table 7-9: Central Aviation Development Costs ........................................................................................... 37
Table 7-10: Capital Cost Estimates................................................................................................................ 40
Table 9-1: Comparison of Airport Charges .................................................................................................... 46
Table 9-2: Historic Operating Expenses and Revenues ($ millions) ............................................................. 46
Table 9-3: Projected Expenses ...................................................................................................................... 47
Table 9-4: Projected Revenues (Low) ........................................................................................................... 48
Table 9-5: Projected Revenues (Medium) ..................................................................................................... 48
Table 9-6: Projected Revenues (High) ........................................................................................................... 48
Table 9-7: Profit/Loss Evaluation 2013 to 2020 (000s dollars) ...................................................................... 49
LIST OF FIGURES IN TEXT
Figure 2-1 Airport Management Structure ....................................................................................................... 5
Figure 5-1: Historical Passenger Volumes ..................................................................................................... 16
Figure 5-2: Aircraft Movement Analysis ......................................................................................................... 19
Figure 5-3: Aircraft Trend by Power Plant ...................................................................................................... 19
Figure 5-4: Aircraft Operator Movements ...................................................................................................... 20
Figure 5-5: Monthly Aircraft Movements ........................................................................................................ 20
Figure 5-6: Aircraft Movement Forecasts ....................................................................................................... 22
Figure 7-1 Site Plan ....................................................................................................................................... 29
Figure 7-2: Northwest Development Area Concept A .................................................................................... 34
Figure 7-3: Northwest Development Area Concept B .................................................................................... 36
Figure 7-4: Central Development Area .......................................................................................................... 38
Figure 7-5: Southeast Development Area ...................................................................................................... 39
Figure 7-6: Projected Capital Investment ....................................................................................................... 41
Figure 8-1: Campbell River Airport Historical Expenses ................................................................................ 42
Figure 8-2: Campbell River Airport Historical Revenues ............................................................................... 42
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Figure 8-3: Expense Category Percentages 2013 ......................................................................................... 43
Figure 8-4: Revenue Category Percentages 2013 ........................................................................................ 43
Figure 9-1: Expense and Revenue Forecasts ............................................................................................... 49
APPENDIX SECTIONS
APPENDICES
Appendix A Excerpts from Campbell River Five Year Marketing Plan (2006)
Appendix B Glossary of Terms
Appendix C Fees and Charges Comparison
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LIMITATIONS OF REPORT
This report and its contents are intended for the sole use of the City of Campbell River and their agents. Tetra Tech EBA Inc.
(operating as Tetra Tech) does not accept any responsibility for the accuracy of any of the data, the analysis, or the
recommendations contained or referenced in the report when the report is used or relied upon by any Party other than the City
of Campbell River, or for any Project other than the proposed development at the subject site. Any such unauthorized use of
this report is at the sole risk of the user.
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1.0 INTRODUCTION
1.1 Situational Analysis
The City of Campbell River (Salmon Capital of the World)
is located on the east coast of Vancouver Island at the
south end of the Inside Passage shipping route. The City is
home to about 36,000 residents and the Campbell River
Airport (YBL) provides a critical transportation link to the
outside world.
The main runway has recently been extended, the air
terminal has been renovated and a new Field Electrical
Centre (FEC) has been built, making the airport well poised
for future development. For this reason, the City through
the Airport Authority Commission has determined the need
for an updated Master Plan to guide the airport’s
development over the next twenty years. In 2008, the City of Campbell River concluded an agreement with
Transport Canada to remove the “Option to Purchase” provision from the transfer agreement. The removal of this
provision enabled the airport to guarantee the tenure of ground leases at the airport.
The airport is critical to the City’s economic objectives.
When corporations are considering potential locations for
their businesses and have considered a likely
geographical area (e.g. North Vancouver Island), their
next step is to determine where best to locate that
business. To attract and maintain their employee base
businesses must therefore evaluate lifestyle factors;
location, size of the community, housing costs, the
environment, shopping convenience, the availability of
schools, recreational facilities and transportation systems.
The airport must identify strategies to differentiate itself
from nearby competitor airports. To achieve this objective,
the airport must consider opportunities that will increase and diversify its revenues. Increases in revenues from
traditional scheduled passenger services may be limited and the opportunity to generate revenue from alternate
sources is therefore essential.
A large tract of land owned by TimberWest, a large timber and land management company, is located immediately
east of Airside Drive, and is currently being marketed for development. These lands, which are approximately
162 hectares, are bound by the Inland Island Highway, Jubilee Parkway, Airside Drive and forested areas to the
south. A number of parcels within the TimberWest lands have been sold and are now owned by private landowners.
Sealand Aviation, one of the airport’s largest businesses owns and operates from one of the parcels. Airside access
to the Sealand property is via Taxiway D.
Aviation related development on these lands may complement the City’s plans to develop and lease new lands at
the airport. Developers in this area are responsible for their own operations and maintenance costs. Agreements
are in effect that will require land owners to rehabilitate Airside Drive as part of the initial agreements between the
City and TimberWest.
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The City does not have a large inventory of light to medium industrial land and therefore it is likely development will
occur at both the airport and the TimberWest lands. This plan is intended to provide a realistic evaluation of
opportunities and an assessment of the capital investment triggers required to maximize expenditures in the future
and provide an examination of potential new marketing strategies for the airport.
1.2 Regional Profile
The Campbell River Airport is the gateway to economic activity in the region and the City of Campbell River is
located in close proximity to major natural resources. In 2007, the City commissioned an economic impact
assessment that showed the airport contributed as much as $49M dollars to the local economy. The study showed
that for every job created at the airport there were an additional 2.25 jobs created in the region and to some extent
province based on direct, indirect and induced economic factors. Using historical provincial Gross Domestic Product
(GDP) indicators (2008 to 2013), it is expected the airport’s overall economic impact may now be as much as $53M
dollars. This is despite the negative economic impacts of 2008.
A recent report1 suggests economic activity within the region is positive. Table 1-1 shows the number of building
permits increased in 2010 despite the global economic impacts of 2008. In 2011, there was then a relatively
significant decline in permits issued; however, the issuance of building permits has been relatively steady since
2011 indicating a relatively stable economic climate.
Table 1-1: Building Permits Issued
Year Number of Permits Issued
2009 298
2010 335
2011 257
2012 260
2013 262
2014 234*
*to August 2014
The Campbell River Economic Development Corporation Community Profile report identifies major developments
that are providing further economic benefits to the region:
BC Hydro Campbell River Field Operations Facility – the facility is a $23M office building (28,000 sq. ft.) project,
completed in 2014, that included approximately 60 jobs throughout the project construction.
North Island Hospitals – the Campbell River Hospital received funding for $266M for the development of a
95 bed health care facility. The Comox Hospital received $301M. Between these two projects, it is estimated
that as many as 330 jobs (direct and indirect) would be created during the construction phases.
John Hart Generating Station – modernization of the existing station is expected to cost approximately $1B.
This project will include a 2.1 km tunnel, a water bypass facility and a new generating station. Completion is
expected in 2018 and the construction will provide jobs for approximately 360 workers.
BC Forestry Tanker Base is expanding at the airport and will generate further economic benefits to the
community as workers move to the area and through increased employment.
1
City of Campbell River, Community Profile, Campbell River Economic Development Corporation. 2014 (DRAFT)
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BC Hydro Dam Seismic Upgrades 2019 – 2023 valued at approximately $400M
Private development in the Downtown core valued at approximately $80M
Overall, employment in the region is relatively diversified. The top ten industries by employment include:
1. Retail
2. Accommodation and Food Services
3. Manufacturing
4. Health Care and Social Assistance
5. Agriculture, Forestry, Fishing, Hunting
6. Construction
7. Educational Services
8. Transportation and Warehousing
9. Public Administration
10. Processional – Scientific and Technical Services
A 2014 report2 by the British Columbia Ministry of Finance stated, “BC’s diverse economy continued its modest
pace of growth in 2013, as the province’s real GDP expanded by 2.0% on the year after growing by 1.8% in 2012.”
Internationally, the value of BC merchandise increased 6.3% in 2013 following a decline in 2012. Wood product
exports increased by 25.5% from 2012 (primarily softwood lumber). Rejuvenation in this sector may ultimately
benefit the Campbell River region.
2.0 AIRPORT AUTHORITY COMMISSION
In December 2010, the City of Campbell River Council appointed members to a newly formed Commission of the
City, the Campbell River Airport Authority Commission. The Commission was tasked, on behalf of City Council, to
manage and operate the airport. The Commission was created under Bylaw 3444. In 2016 Council and the Airport
Authority Commission held a Joint Strategy Workshop resulting in an adjustment to Council’s relationship with
Airport Authority Commission to better align with Council’s vision of the Commission and the Airport operations.
The Commission has the following objectives:
Provide an outward vision rather than internal preoccupation;
Encourage a diversity in viewpoints;
Offer strategic leadership more than administrative detail;
Clarity of the distinction of Commission and Airport Manager roles;
2
2014 British Columbia Financial and Economic Review, 74th Edition, April 2013 – March 2014, BC Ministry of Finance, July 2014
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Encourage collective rather than individual decisions;
Focus efforts on the future rather than past or present; and
Proactively guide the airport.
The appointed Commission members come from a variety of backgrounds including private business, other
professionals, government and consulting and, as such, its members offer extensive knowledge and expertise to
the airport when considering airport opportunities for the future. The Airport Authority Commission reports to Council
in accordance with relevant City Bylaws.
As a City department the Airport is subject to Council polices, laws, and regulations applicable to local governments
and airports in British Columbia.
2.1 Airport Management Structure
The Airport Manager reports functionally to the General Manager, Facilities and Supply Management who reports
to the City Manager. The City Manager reports directly to City Council. The Airport Manager manages a total of
seven full-time equivalent staff (one Administrative Assistant, four Airport Specialists, one Airport Specialist
(electrical) and one Airport Coordinator).
The Airport Manager liaises with and supports the Commission. The General Manager, Facilities and Supply
Management is the City Staff appointee to the Commission. In addition, some Council representatives are
appointees to the Commission and attend meetings.
The master plan anticipates positive development opportunities at the airport. To achieve the proposed
development objectives it will be necessary for the airport to begin an aggressive program of self-marketing and
business development. Many similar sized Canadian airports have dedicated staff tasked with business
development and marketing responsibilities. It is therefore important that the City consider staffing levels and
specific expertise for the airport to move development opportunities forward over the short-term and the twenty year
planning horizon.
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Figure 2-1 Airport Management Structure
Council Representatives
Airport Authority City Council Participate In Airport
Authority Meetings
City Manager
General Manager General Manager
Facilities & Supply Management Participates in Airport
Authority Meetings
Airport Manager
Airport Coordinator (1) Administration (1) Airport Specialists (5)
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3.0 EXISTING AIRPORT FACILITIES AND INFRASTRUCTURE
Table 3-1 identifies the Campbell River Airport data.
Table 3-1: Campbell River Airport (YBL) Airport Data
REF N49 57 07 W125 16 23 4.5S 20°E, UTC-8 (7) Elev 357´ A5004 LO2, H13 CAP
OPR District of Campbell River 250-923-5012 Certified, Landing Fees
PF 1,2,3,6, ATB ltd hrs C-2,4,5
FLT PLN NOTAM FILE CYBL
FIC Kamloops 866-WXBRIEF (Toll free within Canada) or 866-541-4101 (Toll free within Canada & USA)
WX METAR 14-05Z TAF 16-05Z issue times 16, 19, 01Z (DT 15, 19 01Z)
SERVICES
FUEL 100LL, JA-1 (also by truck) 15-04Z O/T call out charge 2 hrs PN.
OILS All
2,4 (ltd)
RWY DATA Rwy 12 (115°)/30(295°) 6499x150 asphalt, Rwy 12 down 0.88% Rwy 12 RV 1200 (1/4 sm) day
only/Rwy 30 RVR 1200 (1/4 sm) day only. Taxi C pavement width 34’, max weight 44,000 lbs. Taxi D is
unlit
HELI DATA Pad 1 - 23’ diameter concrete maximum aircraft length 58’
Pad 2 – 45’ diameter asphalt
LIGHTING 12-AN-(TE HI) P2, 30,30-AO (TE HI) P2 30 Available 1330 – 0530Z O/T ARCAL-122.0 type K
COMM RADIO Campbell rdo 122.0 (V) 1330-0530Z‡ (emerg only 250-923-3942)
RCO Pacific rdo 123.55 (FISE) 126.7 (bcst)
ATIS 128.55 14-05Z‡
MF Campbell rdo 1330-0530Z‡ O/T tfc 122.0 5NM 3300 ASL excluding the area below
700´ depicted on the Campbell River VTPC (CAR 602.98)
TML Comox 123.7 227.6
NDB NDB YBL 203 (L) N50 00 23 W125 21 27
DME IBL 109.1 Ch 28 N49 57 19 W125 16 49 (376´)
ILS IBL 109.1 (Rwy 12-30) RVR
3.1 Runways
Runway 12-30 is 6,505 ft. in length and 150 ft. wide. There are no major upgrades or modifications anticipated
within the plan timeframe. The runway is grooved and is in good condition.
3.1.1 Runway End Safety Area (RESA)
In the long term, the effect of potential impacts of the new draft TP312 5th Edition Aerodrome Standards document
and the implications of anticipated Runway End Safety Area (RESA) regulatory requirements will need to be taken
into consideration.
It is anticipated that the current RESAs at the runway ends will meet the requirements of the new regulation. Minor
grading and diversion of drainage ditches may be required but it is unlikely that major works will be required.
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3.2 Taxiways
Taxiway A is the primary taxiway between the main Apron (Apron I) and the runway. Taxiway B parallels the runway
and ends at the old 5,000 ft. runway threshold (prior to the recent runway extension). Taxiway C parallels the runway
and connects to the Runway 30 threshold. Taxiway D provides access to airport businesses located on private
lands east of the main tenant hangar line.
3.3 Airfield Electrical
Recently the airport completed improvements to the airfield lighting and electrical systems. The projects ensure the
airfield lighting system meets current regulatory requirements while providing expanded operating limits under low
visibility conditions. Upgrades included apron, taxiway lighting, and runway edge lighting circuits. Airfield lighting
components were replaced with new airfield electrical regulators and a lighting control system, as well as new
runway guard lights. A new FEC was commissioned in 2014.
3.4 Aprons
Apron I provides four operational stands for scheduled
aircraft. The fuelling area on the north end of the apron
provides service for fixed wing and rotary wing aircraft. A
helipad for rotary wing aircraft is located south of the apron
along the apron edge.
Apron II is used primarily for itinerant aircraft.
Apron crowding is a key issue at the airport and is
addressed in Section 7.0.
3.5 Air Terminal Building
The air terminal building (ATB) is comprised of a number of systems, each with their own processing rate capacity.
The series of processors include check-in, hold baggage screening, passenger security screening, hold rooms,
boarding gates and baggage retrieval. The recent airport runway extension and upgrade project (2010/11) included
modernizing the airport terminal building.
Based on stakeholder consultations, the ATB in its current configuration will meet the projected needs well into the
medium term. The airport might consider modifications to the ATB if a successful charter service resulted in larger
aircraft using the airport (e.g., B737); however, even if this was to occur, the level of service (LOS) may only be
slightly impacted for a short period on a particular day.
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3.5.1 Airport Security
Campbell River Airport is a designated airport under the Canadian Air Transport Security Act. As such, passenger
screening services are provided at the main terminal by the Canadian Air Transport Security Authority (CATSA).
3.5.2 Canada Border Services Agency (CBSA)
Until October 2014, the Campbell River Airport was a designated Canada Border Services Agency (CBSA) service
at the airport.
The airport received a letter dated October 9, 2014 which stated, “In an effort to ensure the most efficient use of
resources, while continuing to provide service excellence, the CBSA Vice-President of the Operations Branch has
determined that the CBSA Campbell River office will be de-designated and the CBSA resources will be relocated
to the CBSA office located at the Comox Valley Airport. CBSA service for the Campbell River Airport will continue
to be provided by the CBSA Comox Valley Airport office. This change will be effective as of November 1, 2014.”
Approximately 3.7% (680 aircraft) trans-border/international flights arrive at Campbell River Airport annually.
The vast majority of commercial and private pilots (estimated 98%) are enrolled in either the CBSA Commercial or
Private Aircraft CANPASS program. This program provides participants with the following privileges:
Aircraft can land at any Airport Of Entry (AOE) in Canada.
Aircraft can land at an AOE any time the airport is open for landing, regardless of the hours of business of the
local CBSA office.
Aircraft can land at a CANPASS-only airport, which may be nearer to your destination.
Aircraft receive expedited clearance.
Aircraft can proceed to the final destination if there is no CBSA officer waiting for the aircraft by the reported
time of arrival, without the pilot having to make a second call to the CBSA after landing.
As part of this program, CBSA will on occasion randomly select a particular aircraft for inspection. CBSA maintains
an office at the airport for this purpose. During the master plan consultations, it was noted that CBSA has only
conducted random inspections for about 2% of trans-border and international aircraft landings.
At this time CBSA has not recovered costs associated with these inspections; however, with the move of their
“store-front” office from Campbell River to Comox there may be some inclination to recover costs whenever the
CBSA decides to conduct an inspection. The airport will have to determine how the removal of CBSA services will
impact overall costs.
3.6 Combined Service Building (CSB)
The lower section of the combined service building (CSB) located
at the south end of the building is approximately 3,950 sq. ft. in
size. This part of the CSB is used to maintain and store equipment
(e.g., tandem trucks, light vehicles, snow plows, etc.). The
building was likely constructed in the 1960s or 1970s and as such
may require major rehabilitation during the master plan timeline,
depending on the outcome of the City’s Facility Master Plan
review.
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The newer, upper north part of the CSB houses emergency vehicles. The north section of the CSB will not require
major rehabilitation during the plan timeframe.
3.7 Services (Water and Sewer)
Water and sewer services are available at the airport. Both water and sewer are provided to the BC Forestry Service
to the south.
Water and sewer services end at Taxiway E near the old threshold, end of Taxiway B to the northwest. Sewer,
water, and utility lines would be extended to the north with the construction of the Northwest Development area.
3.8 Aircraft Services
3.8.1 Aircraft Fuel
Both Jet A and Avgas are available at the airport through an Esso owned concession located on the northwest side
of Apron 1. The facility is operated by airport staff. Jet-A fuel is delivered to the aircraft via a fuel truck and the Avgas
is dispensed at the cabinet on the apron.
The airport is currently tendering the procurement of two refuelling trucks and fuel storage for Jet A only. The
objective is for the airport to operate the fuel concession for Jet A only while the sale and provision of Av gas may
be devolved to private enterprise. As the sole provider of Jet A fuel the airport may be able to negotiate better
market based pricing based on larger volumes
purchased. As an example, the airport currently
dispenses approximately 500,000 L of fuel annually.
Helifor purchases an additional 250,000 L of fuel for its
operations.
In 2013, the airport generated approximately $774,000
in revenue from fuel sales. Esso determines the
wholesale price for the fuel. The airport then considers
costs associated with managing and operating the fuel
depot to determine a final retail cost for users. Table 3-
2 shows the operating expenses and revenues for the
period 2010 to 2013.
Table 3-2: Fuel Sales Margins
Description 2010 2011 2012 2013
Total Fuel-related expenses $423,468 $557,877 $666,354 $744,634
Total Fuel Revenue $510,138 $605,244 $741,738 $773,770
Surplus (Deficit) $86,670 $47,367 $75,384 $29,136
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3.8.2 Aircraft De-icing
At present, aircraft de-icing activities occur immediately in front of the airport administration building. The airport
uses approximately 10,000 L de-icing fluids annually. Water contaminated with glycol flows to a storage basin
located adjacent to the apron. It is then pumped out and the fluids are removed for approved disposal. Campbell
River’s climate is such that de-icing is not a regular activity and weather is normally wet during the months November
to March with snowfalls minor as compared to rainfall (reference Table 3-3). When de-icing activities do occur, the
glycol-contaminated water has usually dissipated before reaching the storage tanks.
Table 3-3: Weather History 1981-2010
Description Nov Dec Jan Feb Mar
Days with Precipitation 21.6 21.2 20.8 16.4 19.7
Rainfall (cm) 222.1 204.2 194.6 135.5 128.4
Days with Snowfall 1.8 4.1 4.3 3 2.7
Snowfall (cm) 11 23 23 14 12
Average High (deg. C) 4.4 2.1 2.4 3.2 5.2
Average Low (deg. C) 1.0 -0.8 -0.8 -0.7 0.7
3.8.3 Access Roads
The airport is within City limits and is located approximately 12 km south of the City of Campbell River downtown
core and 1 km west of the Inland Island Highway on the Jubilee Parkway. Airside Drive generally follows the airport
northeast boundary. The tenant hangar line is located along Airside Drive.
Private airport lands located east of Airside Drive use Airside Drive as a main access roadway. There are currently
five blocks of land in the TimberWest development areas available for private investors. Sealand Aviation occupies
one of these parcels.
Agreements are in place to rehabilitate Airside Drive south of Jubilee Parkway. Airside Drive north of Jubilee
Parkway will be rehabilitated in conjunction with the north development area expansion.
3.8.4 Air Terminal Building Parking
Figure 7-4 shows the overall available vehicle parking at the main terminal area. The main parking lot
accommodates approximately 192 vehicles. A parking area on the east side of the terminal is allocated for terminal
tenants and accommodates 31 vehicles. A third parking area located next to the Administration Building holds
12 vehicles. The City will be conducting a Vehicle Parking Study in 2016.
In general, determining the optimum number of parking spaces at an airport is difficult. As an example, at large
international airports studies3 have shown an average of 558 vehicle parking spaces per 1,000,000 passengers.
This ratio does not correlate to smaller airports. A number of factors must be considered:
Smaller airports generally provide more parking because proportionally there may be a larger number of long-
term parking patrons.
3
Airport Service Quality Best Practice Report, Airports Council International/DKMA, 2009
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There is generally land available to expand parking areas.
There is often poor public transportation available.
The distance to the city centre is generally greater.
The cost of parking is generally lower.
As an illustration of the variability, North Bay Jack Garland
Airport handles approximately 70,000 passengers annually
and their main parking lot can accommodate 165 vehicles
which appears adequate for their medium term needs.
Nanaimo Airport has approximately the same area for vehicle
parking as Campbell River and accommodates more than
twice as many passengers.
4.0 STAKEHOLDER CONSULTATIONS
In September 2014, Tetra Tech EBA Inc. conducted a series of consultations held at the airport so that key
stakeholder input could be incorporated into this plan. Stakeholders included the Commission, City of Campbell
River staff, Campbell River Economic Development Corporation, Campbell River Chamber of Commerce, NAV
CANADA and key tenants (Sealand and Helifor).
Based on the consultations, a strength, weakness, opportunity and threats (SWOT) analysis was developed. In
addition, stakeholders reviewed an opportunities scan comprising of 45 potential development opportunities where
participants were able to rate the likelihood of success for a particular opportunity. Discussion on the high and
medium rated opportunities is included in Section 6-1.
Airport Authority Commission
Commission Members
City Council Liaison(s)
City Staff Liaison(s)
Airport Tenants
Helifor Industries Ltd.
Sealand Aviation Ltd.
Nav Canada
Economic Development Organizations
Campbell River Economic Development Corp.
Campbell River Chamber of Commerce
4.1 Strength, Weakness, Opportunities and Threats Analysis (SWOT)
The SWOT workshops allowed airport stakeholders a means of logically assessing how the airport fits into the
overall air transportation network and focused participants on a structured analysis of likely opportunities for the
airport. With significant competition within a 3-hour drive from Campbell River, it is essential that the airport focus
on its strengths, work on strategies to minimize weaknesses, incorporate policies and plan to maximize
development opportunities and influence how potential threats can be mitigated. Table 4-1 shows the results of the
SWOT analysis. This analysis is fundamental when determining realistic development opportunities at the airport.
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Table 4-1: Results of SWOT Analysis
Strengths Weaknesses
Airport is well run and the Airport Manager has an Staffing levels form part of the financial plan as approved by
excellent rapport with staff, tenants and the City Council.
Commission. Required financial reporting complies with Municipal
Available lands – the airport has abundant lands that requirements.
can be developed for both aviation related and non- Much of the Airport Manager’s job is tied to airport
aviation related uses. operations leading to a limited focus on marketing and
Runway length – at 6,505 ft. in length, the runway business development.
can accommodate most aircraft. Esso establishes the cost of AvGas and Jet A fuel. The City
Regional resources – abundant resources: mining, may be able to negotiate better rates with a City-owned
fisheries, tourism. system.
Geographical location – reduces fog issues than can Relatively small catchment area (+/- 50,000).
be a constraint at other island airports. The airport has not achieved wide community recognition.
Existing scheduled service to Vancouver. The ATB hold room may be limited if larger aircraft (e.g.,
Connections to North Island locations. B737) were used to transport passengers.
Float Plane connections. Jubilee Parkway is part the City’s road network and falls
Corporate jet apron/parking area. under Council’s snow management policy, however subject
Proximity to Island Highway and City. to availability Airport staff removes snow from the Parkway.
City of Campbell River financing rates. There is a relatively small aviation community in Campbell
Business oriented, friendly atmosphere. River.
ATB meets medium term needs. CBSA decision to relocate service to Comox Airport.
Campbell River is a shopping destination for North Potential costs associated with Perfluorooctanesulfonic acid
Island/First Nation residents. (PFOS) cleanup.
Both Jet A and Av Gas fuel available. Main apron can be constrained in summer. The new airport
Relatively flat topography is favourable to tug and relocated fuel system will improve this situation.
development.
NAV CANADA maintains a Flight Service Station at
airport.
Relatively well-off retirement demographic.
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