Peterborough Airport Master Plan Proposes $80 Million in Capital Costs Over 15 Years – Peterborough | Globalnews.ca

A new staff report recommends that Peterborough City Council approve the Peterborough Airport Master Plan, which would generate more than $80 million in capital costs over a 15-year period.

On Monday, Peterborough City Council will be asked to support the recommendation scheme in a comprehensive report on the airport master plan by Jasbir Raina, City Infrastructure and Planning Services Commissioner.

In November 2021, the council passed a motion to update the master plan since it was last updated in 2009. The new master plan would focus on development and growth from 2022 to 2037.

Estimated capital costs associated with the recommendations outlined in the master plan are approximately $80,956,333 over 15 years with short-term and long-term investments, Raina says. The recommendations focus on infrastructure, expansion, reconstruction, service improvements, land acquisition, and future studies.

The master plan aims to ensure the airport is “positioned to take advantage of new opportunities” while continuing to serve the city, the region and the aerospace industry, says Raina.

The report says that as of 2022, the municipal airport is estimated to contribute more than $90 million to the Gross Domestic Product (GDP) annually with a
Estimated 507 positions employed directly by at least 20 companies at the airport.

That’s more than $41 million in 2009, representing an annualized growth of about nine percent.

Key business strategies identified in the master plan over the 15-year period include:

• Expand passenger air services: in particular, adding sun-bound flights (16 per year to southern destinations such as Florida, Mexico, the Caribbean) and specialized charter services to select destinations.
• Expand passenger facility requirements: The current air terminal has a maximum hourly capacity of 38 passengers, unable to adequately serve some flights that have had 130 passengers, according to the report. The plan says to expand or build a new space for a capacity of 340 passengers.
• Aviation and Aerospace: Continue to increase opportunities for aerospace support, education, research and development at the airport and in the region.
• Support further growth of flight training.
• Improvement of the main track by extension. However, the report notes that due to surrounding wetlands and soil conditions, there are “development restrictions” and a “relatively limited area” for future development.
• Acquisitions of land to expand including the expansion of the taxiway of the Bravo Taxiway. The project may include the acquisition of nearby properties.
• Improve outdated technologies and infrastructure such as water and sewer, improvements to fire regulation requirements, add a new water pump generator
• Additional airport studies and plans.

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The report indicates that the future city councils will approve and determine the terms of the projects.

Raina says that Peterborough Airport is one of 11 airports with the Southern Ontario Airport Network, accounting for 55,300 jobs across the network.

“The population of southern Ontario in 2043 is expected to reach 15.5 million with a total GDP of $1 trillion. Regional growth expected to boost aviation
demand in southern Ontario,” the report states.

Notable investments over the past decade include:

• $21 million in 2010 from all levels of government to expand the runway from 5,000 to 7,000 feet, build a new terminal, and prepare lots for commercial and private development.
• $6 million capital investment by the City to facilitate the relocation of Seneca College from the Buttonville Airport; involving the partial extension of the Bravo taxiway, a new 2,000-foot-long crosswind runway with a parallel taxiway, and a private aircraft parking apron.

The report says that more than 80 stakeholders representing 38 organizations and municipalities provided input on the master plan.

“The plan has identified growth and business development strategies including a supporting capital plan to position the airport for continued growth with
passenger service is a new approach and a key pillar in the generation of sustainable income”, concludes Raina. “As a result of the restricted study timeline, further study and analysis is recommended to further define and prioritize the identified capital requirements.”