Air Canada Flight Change Policy | Air Ticket Policy
FINAL STRATEGIC PLAN
1.
Nanaimo-‐
Vancouver
Island
Regional
Airport
(YCD)
Strategic
Business
Plan
2016
3350
Spitfire
Rd,
Cassidy,
BC
240-‐
547-‐
9238
Prepared
by:
Kristian
Cu
-‐YCD
Airport
Manager
2. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
1
EXECUTIVE
SUMMARY
Since
September
2014,
the
Nanaimo
Airport
Commission
operates
the
Nanaimo-‐
Vancouver
Island
Regional
Airport
(YCD)
under
the
ownership
of
the
City
of
Nanaimo.
The
airport
is
located
in
the
District
of
Cassidy,
South
of
Nanaimo
City,
in
the
central
region
of
Vancouver
Island,
British
Columbia,
Canada.
The
catchment
area
for
YCD
reaches
the
northern
communities
of
Port
Hardy,
and
eastwards
towards
Tofino.
The
airport
has
five
airlines
offering
scheduled
and
chartered
air
services
that
operate
within
Canada
only.
In
the
near
future,
YCD
hopes
to
add
seasonal
international
sun
destinations
from
the
airport.
Nanaimo-‐
Vancouver
Island
Regional
also
provides
non-‐aeronautical
services
like
land
leases
for
aircraft
maintenance
facilities,
aircraft
fuelling
services,
car
rentals
and
others.
The
mission
for
the
airport
commission
is
to
support
the
economic
development
of
Nanaimo
and
surrounding
regions
by
providing
safe,
efficient
and
cost
effective
air
services
to
the
travelling
public.
We
commit
ourselves
to
safety,
sustainability,
great
community
relations
and
excellent
customer
service.
The
airport
aims
to
be
the
regional
gateway
for
the
Vancouver
Island
region.
YCD
hopes
to
exceed
expectations
and
go
an
extra
step
in
everything
that
we
do.
Figure
1.
YCD
Airport
(nanaimobusinessnews.ca)
The
main
threats
that
the
airport
faces
are
the
competitions
with
Victoria
Airport
(YYJ),
BC
ferries
and
the
long
haul
bus
services
from
Nanaimo.
The
close
proximity
of
Victoria
airport,
and
the
cost
advantages
of
BC
ferries
and
bus
companies
take
away
potential
air
travellers
that
are
to
use
the
airport.
YCD
aims
to
counter
these
threats
by
offering
competitive
fees
to
airlines,
good
public
transportation
connectivity
throughout
the
island
and
lower
parking
rates
that
will
all
attract
passengers
to
use
YCD’s
air
services.
3. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
2
The
airport’s
weaknesses
include
the
terminal’s
capacity
constraints
and
operational
impacts
as
a
result
of
Reduced
Visibility
Operations
(RVOP)
equipment
short
comings.
As
a
result
the
airport
has
asked
CATSA
to
upgrade
its
passenger
screening
methods
to
improve
the
terminal’s
capacity.
Also,
the
airport
has
acquired
funding
and
approval
to
equip
Rwy
34
with
an
ILS
CAT
I
to
accommodate
97.5%
of
all
the
RVOP
flights.
YCD’s
strengths
include
its
strategic
location
that
captures
a
majority
of
Vancouver
Islands
population.
Competitive
fees
and
charges
make
YCD
an
airport
to
consider
when
choosing
between
the
two
major
airports
in
Vancouver
Island.
The
location
also
benefits
Nanaimo
based
maintenance
facility,
Premier
Aviation.
On
the
other
hand,
the
airport
sees
growth
as
connectivity
to
various
regions
of
the
Vancouver
Island
is
improved
and
the
additional
destinations
and
increase
of
frequencies
that
stimulates
passenger
traffic
growth.
This
is
achieved
by
offering
frequent
and
quick
bus
services
to
areas
across
the
island,
added
destinations
to
cities
like
Toronto
and
Kelowna,
plus
added
daily
flights
to
Vancouver
and
Calgary.
Figure
2.
YCD
Main
Apron
(durwest.com)
The
airport
is
a
non-‐
for
profit
organization,
and
it
makes
profit
through
landing
fees,
terminal
fees,
parking
fees,
land
leases
and
others.
In
2014,
the
airport
has
been
financially
stable
and
had
a
income
profit
of
$947,275.
With
additional
plans
to
expand
and
improve
the
operations,
the
airport
will
continue
to
seek
additional
revenue
methods
in
order
to
support
the
continuous
growth
of
Nanaimo-‐
Vancouver
Island
Regional
Airport.
4. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
3
TABLE
OF
CONTENTS
EXECUTIVE
SUMMARY
...................................................................................................................
1
TABLE
OF
CONTENTS
......................................................................................................................
3
VALUES
...........................................................................................................................................
5
Safety
..........................................................................................................................................
5
Sustainable
.................................................................................................................................
6
Community
Oriented
..................................................................................................................
6
Teamwork
Driven
.......................................................................................................................
6
VISION
............................................................................................................................................
7
MISSION
STATEMENT
.....................................................................................................................
7
ORGANIZATIONAL
STRUCTURES
....................................................................................................
8
MANAGEMENT
EXPERIENCE
..........................................................................................................
9
STAFF
............................................................................................................................................
10
EMPLOYEES’
MORALE
..................................................................................................................
11
TECHNOLOGY
...............................................................................................................................
11
FACILITIES
.....................................................................................................................................
12
CUSTOMERS
.................................................................................................................................
14
GEOGRAPHICAL
LOCATION
AND
CLIMATE
...................................................................................
16
GOVERNMENT
..............................................................................................................................
17
Local
.........................................................................................................................................
17
Provincial
..................................................................................................................................
17
ECONOMIC
...................................................................................................................................
18
SOCIAL
..........................................................................................................................................
18
COMPETETIVE
..............................................................................................................................
20
MARKET
........................................................................................................................................
22
5. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
4
GLOBAL
.........................................................................................................................................
23
SUMMARY
OF
BUSINESS
ANALYSIS
..............................................................................................
23
SWOT/CH
ANALYSIS
.....................................................................................................................
24
STRENGTHS
..................................................................................................................................
25
WEAKNESSES
................................................................................................................................
26
OPPURTUNITIES
...........................................................................................................................
27
THREATS
.......................................................................................................................................
28
BALANCED
SCORECARD
................................................................................................................
29
Financial
Goal:
Make
the
Airport
Financially
Sustainable
........................................................
29
Customer
goals:
Increase
Brand
Recognition
and
Perception
.................................................
30
Learning
Goal:
Improve
workforce
quality
...............................................................................
30
Operational
Goals:
Provide
Safe
and
Efficient
Operations
.......................................................
31
FINANCE
.......................................................................................................................................
32
REVENUES
AND
EXPENSES
...........................................................................................................
33
6. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
5
VALUES
Safety
Nanaimo-‐
Vancouver
Island
Regional
Airport
is
always
committed
in
having
safety
as
our
main
priority
above
everything
else.
We
ensure
that
the
flying
public
is
safe
whether
they
are
departing
or
arriving
at
our
airport.
YCD
airport
is
compliant
with
many
government
regulations
such
as
CARs
and
TP312,
as
well
as
international
aviation
standards
overlooked
by
organizations
such
as
ICAO
and
IATA.
Our
employees
are
trained
to
follow
standard
operating
procedures
to
guarantee
the
safe
operations
at
the
airport.
YCD
Airport
Safety
Community
Oriented
Teamwork
Driven
Sustainabie
7. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
6
Sustainable
The
Nanaimo
Airport
Commission
strives
to
be
sustainable
both
in
terms
of
business,
as
well
as
the
environment.
The
YCD
Airport
team
is
continuously
seeking
more
revenue
methods
such
as
having
additional
flights,
more
airport
property
lessors
and
more
non-‐
aeronautical
sources
of
income.
This
is
to
continuously
support
the
growth
of
the
airport,
and
to
significantly
contribute
to
the
economies
of
the
region.
The
airport
is
also
committed
to
protecting
the
environment
against
contaminants
and
pollution
that
may
be
a
result
of
operations
at
YCD.
Sewer
water
and
glycol
discharge
is
tested
according
to
Environment
Canada
regulations,
and
any
discordance
is
immediately
investigated.
Community Oriented
Nanaimo-‐
Vancouver
Island
Regional
Airport
is
community
oriented
towards
the
communities
of
Cassidy
and
Nanaimo.
The
airport
promises
to
support
the
thriving
community
by
always
keeping
in
mind
the
concerns
of
the
locals.
YCD
has
effective
Noise
Abatement
Procedures
(NAP)
which
directs
arriving
or
departing
flights
away
from
built
up
areas
during
late
hours
at
night.
The
Airport
Commission
also
has
a
bi-‐
annual
open
house
event
in
which
citizens
can
attend
and
engage
in
conversations
with
senior
airport
officials
directly.
Teamwork Driven
Added
to
being
community
centered,
YCD
Airport
values
the
importance
of
teamwork
and
unity
among
its
staff,
tenants,
partner
agencies
and
of
course
the
public.
YCD
Airport
is
proud
that
we
have
a
well
known
Customer
Service
Volunteer
team
for
giving
exceptional
customer
service
as
a
result
of
this
united
culture.
YCD
Airport
believes
that
with
teamwork,
the
airport
will
be
successful
in
providing
cost
efficient
and
safe
operations
that
will
benefit
the
thousands
of
passengers
that
use
the
airport
annually.
8. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
7
VISION
Nanaimo- Vancouver Island Regional Airport (YCD) aims to be the preferred
regional airport gateway to the Vancouver Island region.
Preferred Regional Airport to Vancouver Island-‐
We
will
achieve
this
by
improving
the
connectivity,
convenience
of
getting
to/
from
the
airport
and
the
increase
of
destinations
served
by
the
airport.
This
is
for
us
to
have
the
highest
score
in
passenger
satisfaction
survey
than
any
other
airport
in
Vancouver
Island,
and
to
increase
the
number
of
passengers
who
will
prefer
to
travel
through
YCD.
MISSION
STATEMENT
Nanaimo- Vancouver Island Regional Airport’s mission is to support the
economic development of the local community by providing safe, efficient
and cost effective air services to the travelling public.
YCD
Airport
strives
to
support
the
economic
growth
in
the
Nanaimo
Region
by
creating
jobs,
opportunities
and
connectivity
to
the
local
community.
Currently
YCD
airport
supports
over
1600
direct
and
indirect
jobs
to
the
local
community,
contributing
over
$150
Million
to
the
local
community.
We
understand
our
crucial
role
in
the
growth
of
the
region
and
we
will
continue
to
exceed
expectations
in
many
years
to
come.
9. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
8
Business
Environment
Internal
Factors
ORGANIZATIONAL
STRUCTURES
Nanaimo-‐
Vancouver
Island
Regional
(YCD)
is
operated
by
the
Nanaimo
Airport
Commission
(NAC)
under
the
ownership
of
the
City
of
Nanaimo.
The
NAC
overlooks
the
entire
organization
of
Nanaimo-‐
Vancouver
Island
Regional
Airport,
the
Airport
General
Manager
(AGM)
reports
directly
to
the
board.
The
board
appoints
the
Airport
General
Manager
(AGM)
and
he/
she
oversees
the
daily
safe,
efficient
and
effective
operations
of
YCD.
Under
the
AGM,
there
are
four
directors
that
reports
to
him/her.
These
are
the
Operations
Manager,
Safety
and
Security
Manager,
Business
and
Public
Relations
Manager
and
the
Office
Administrator.
Each
manager
have
groups
of
individuals
who
report
to
them.
Figure
3.
Organization
Chart
YCD
Airport
Nanaimo Airport
Commission
Airport
General
Manager
Operations
Manager
Airport
Operations
Specialists
Safety
and Security
Manager
Security
Personnel
Business
and
Public
Relations
Manager
Office
Administrator
10. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
9
MANAGEMENT
EXPERIENCE
Majority
of
our
employees
have
prior
aviation
experience
before
joining
our
team.
As
seen
in
the
chart,
15%
of
our
employees
are
aviation
veterans.
Meaning
they
have
over
10
years
of
aviation
experience.
20%
of
the
staff
have
between
2-‐9
years
of
experience,
while
15%
have
less
than
2
years
of
experience.
Employees
with
more
than
2
years
of
aviation
background,
whether
by
having
received
aviation
education
or
by
working
in
the
industry,
or
a
combination
of
both,
tend
to
have
a
better
understanding
of
airport
operations,
regulations
and
procedures
than
those
who
have
less
than
2
years
experience.
Figure
4.
YCD
employees’’
aviation
background
15%
5%
15%55%
YCD
employees'
aviation
background
>
10
years
aviation
experience 5-‐9
years
aviation
experience
<
2years
aviation
experience 2-‐4
years
aviation
experience
11. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
10
STAFF
YCD
Airport
is
home
to
approximately
175
staff
and
employees
including
those
from
the
airport
authority,
air
carriers,
NavCanda,
Canadian
Air
Transport
Security
Authority
(CATSA)
and
other
tenants.
YCD
has
a
strict
policy
in
having
safety
as
the
first
priority
above
everything
else.
All
new
employees
that
are
to
work
in
the
airport
are
given
a
YCD
Airport
Authority
safety
orientation
on
top
of
tenants
specific
safety
orientations
within
a
week
of
their
hiring.
In
2010,
YCD
Airport
implemented
an
updated
Safety
Management
System
(SMS)
at
the
airport
after
concerns
of
increasing
work
related
injuries.
The
airport
authority
also
introduced
tougher
inspections
and
audit
programs
ever
since
in
order
to
lessen
the
number
of
injuries.
Based
on
the
data
gathered
and
shown
on
Figure
5,
the
new
SMS
and
inspection
programs
have
helped
decrease
the
number
of
injuries
by
more
than
two-‐thirds
in
the
past
5
years.
Figure
5.
Number
of
injuries
at
YCD
(2007-‐
2015)
YCD
Workplace
Injuries
Report,
2015)
15
14
17
13
12
11
9
7
6
0
2
4
6
8
10
12
14
16
18
2007 2008 2009 2010 2011 2012 2013 2014 2015
Number
of
injuries
at
YCD
(2007-‐ 2015)
12. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
11
EMPLOYEES’
MORALE
YCD
Airport
values
its
employees
and
staff.
Based
on
a
survey
conducted
in
2015,
Figure
6
shows
that
65%
of
the
airport
authority
staff
say
that
they
are
satisfied
with
their
current
job,
15%
say
they
are
neutral
and
20%
say
that
they
are
unsatisfied
and
will
try
to
seek
employment
elsewhere.
Figure
6.
Job
satisfaction
for
YCD
employees
in
2015
(YCD
Job
satisfaction
survey,
2015)
TECHNOLOGY
Nanaimo-‐
Vancouver
Island
Regional
Airport
is
certified
for
both
day
and
night
operations.
On
our
single
Runway
16/34,
only
Runway
16
is
equipped
with
a
CAT
I
ILS
system.
There
are
plans
for
installing
a
similar
CAT
I
ILS
system
at
Runway
34
in
order
to
improve
operational
reliability
in
the
airport
during
reduced
visibility
operations.
This
is
in
preparation
for
the
forecasted
increase
of
jet
operations
in
the
next
10
years.
YCD
also
plans
to
incorporate
RNAV/GPS
approaches
to
both
runways
to
remain
current
in
the
trend
of
increased
usage
of
these
types
of
technology
among
flight
crews.
65%
15%
20%
Job
satisfaction
for
YCD
employees
in
2015
Satisfied Neutral Not
Satisfied
13. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
12
FACILITIES
As
shown
in
Figure
7,
YCD
has
a
single
runway,
seven
taxiways
and
three
aprons,
two
helipads,
an
air
terminal
building
and
a
Maintenance
Repair
and
Overhaul
(MRO)
facility.
Table
1
summarizes
the
existing
facilities
at
YCD.
Facilities
Description
Runway
16/34
2270
x
60
meters
(7447
x
196
feet)
Code
3C
Taxiways
A,
B,
C,
D,
E,
F
and
G
Aprons
I
(scheduled
and
chartered
flights),
II
(general
aviation
and
helicopter
operations)
and
III
(MRO)
Other
Facilities
Air
Terminal
Building,
Operations
Building,
Hangars,
FBO,
MRO
and
an
ATC
Navigational
Aids
ILS
Cat
I
on
Runway
16,
Localizer,
Distance
Measuring
Equipment
(DME),
and
a
Non-‐
Directional
Beacon
(NDB)
Table
1.
Summary
of
facilities
at
YCD
On
the
groundside
properties,
the
airport
needs
additional
long
term
parking
spaces
to
meet
the
increasing
passenger
traffic
using
the
airport.
This
is
also
in
preparation
to
the
airport
serving
sun
destinations
which
will
result
to
an
increase
use
of
the
long
term
parking
lot.
There
are
also
plans
to
update
the
outdated
runway
and
taxiway
lights
and
upgrade
them
to
LEDs.
Not
only
will
they
improve
reliability,
it
will
also
contribute
to
more
energy
savings
in
the
long
run.
More
floodlighting
is
also
needed
on
the
apron
to
meet
the
additional
demands
for
after
daylight
operational
hours
of
the
airport.
This
is
added
to
the
previously
mentioned
plans
for
installing
CAT
I
ILS
on
Runway
34
to
increase
operational
reliability
during
RVOPs.
Figure
8
shows
the
distribution
of
runway
usage
for
arriving
flights
during
winter
of
2015.
14. Nanaimo-‐
Vancouver
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Regional
Airport
Strategic
Business
Plan
January
8,
2016
13
Figure
8.
YCD
Arriving
flights’
runway
usage
during
winter
of
2015
(YCD
Annual
Report,
2015)
Figure
9.
YCD
Reasons
for
cancelled/
delayed
arrival
during
winter
of
2015
(YCD
Annual
On-‐time
Performance
Report,
2015)
82%
18%
YCD
Arriving
flights'
runway
usage
during
winter
of
2015
(November-‐ Febuary)
Runway
16 Runway
34
18%
10%
32%
5%
35%
YCD
Reasons
for
cancelled/
delayed
arrival
during
winter
of
2015
(November-‐ Febuary)
Cancelled
due
to
weather
at
YCD
(did
not
depart
origin)
Go
Arounds
Entered
holding
pattern
Diverted
to
alternate
airport
Other
(late
arrival
of
previous
flight,
tech
issue,
etc)
15. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
14
CUSTOMERS
Nanaimo-‐
Vancouver
Island
Regional
Airport
values
its
customers.
The
airport
conducts
a
customer
satisfaction
survey
bi-‐
annually:
during
the
summer
and
winter
season.
The
survey
focuses
on
four
areas:
friendliness
of
staff,
cleanliness
of
the
air
terminal
building,
comfort
of
the
terminal
building
and
the
convenience
of
getting
to
and
from
the
airport.
Figure
10
shows
the
customer
satisfaction
survey
results
in
2015.
Figure
10.
YCD
customer
satisfaction
survey
(YCD
Customer
Satisfaction
Survey
Report,
2015)
YCD
Airport
also
asked
whether
passengers
would
like
to
return
and
travel
through
our
airport
again
(Figure
11).
21%
said
they
would
not
want
to
travel
through
YCD.
As
a
follow
up
question,
these
passengers
noted
that
the
occasional
delays/
cancelled
flights,
little
concession
options
in
the
airport
and
having
to
transit
in
other
airports
before
getting
to
their
international
destinations
as
their
primary
reasons
(Figure
12).
20%
40%
21%
10%
9%
YCD
Customer
Satisfaction
Survey
2015
Very
satisfied Satisfied Neutral Unsatisfied Very
unsatisfied
16. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
15
Figure
11.
Choosing
to
fly
through
YCD
again
(YCD
Customer
Satisfaction
Survey
Report,
2015)
Figure
12.
Reasons
why
customers
would
not
want
to
use
YCD
again
(YCD
Customer
Satisfaction
Surveys,
2015)
79%
21%
Choosing
to
fly
through
YCD
again
Would
travel
through
YCD
again Would
not
travel
through
YCD
again
37%
34%
17%
12%
Reasons
why
customers
would
not
want
to
use
YCD
again
Cancelled/
delayed
flights Hassle
of
having
connecting
flights Limited
concession
choices Others
17. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
16
External
Factors
GEOGRAPHICAL
LOCATION
AND
CLIMATE
YCD
Airport
is
located
approximately
8km
east
of
the
Straight
of
Georgia
and
just
west
of
a
mountainous
region.
During
winter,
the
months
of
December
to
January
bring
rain,
fog
and
occasional
snowfall
to
the
YCD
Airport.
These
conditions
greatly
affect
the
visibility
at
the
airport
and
can
lead
to
cancelled
or
diverted
flights.
Flight
delays
are
more
common
in
the
winter
months
than
during
the
summer
when
there
is
longer
daylight,
and
warmer
temperatures.
Figure
13
shows
the
number
of
cancelled
flights
at
YCD
Airport
since
2010.
The
increase
in
trend
of
cancelled
flights
is
proportional
to
the
increase
of
annual
traffic
movements
at
the
airport.
YCD
Airport
being
20min
flight
time
away
from
Vancouver
International
Airport
(YVR)
is
an
advantage
for
Premier
Aviation,
a
Maintenance
Repair
Overhaul
(MRO)
facility
that
is
based
in
YCD.
Premier
Aviation
has
seen
growth
in
contract
servicing
Dash
8s
and
Corporate
jets
mainly
from
the
Lower
Mainland.
Figure
13.
Annual
number
of
cancelled
flights
at
YCD
since
2010
(YCD
On
time
Performance
Report,
2015)
63 61
72
83
88
91
0
10
20
30
40
50
60
70
80
90
100
Years
Annual
cancelled
flights
at
YCD
since
2010
2010 2011 2012 2013 2014 2015
18. Nanaimo-‐
Vancouver
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Regional
Airport
Strategic
Business
Plan
January
8,
2016
17
GOVERNMENT
Local
The
City
of
Nanaimo
has
contributed
$115,000
in
order
to
help
fund
the
airside
lights
upgrading
project
planned
to
commence
in
the
summer
of
2016.
(City
of
Nanaimo
News,
2014)
Provincial
YCD
Airport
is
also
eligible
for
the
Airport
Capital
Assistance
Program
(ACAP)
that
is
planned
to
be
used
to
upgrade
the
airside
lighting
as
well
as
the
installation
of
the
ILS
system
at
Runway
34.
The
Government
of
Canada
has
contributed
$200,000
towards
these
two
projects.
ACAP
is
a
funding
provided
by
the
Government
of
Canada
to
provide
capital
for
airports
for
safety
related
projects.
19. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
18
ECONOMIC
In
2015,
74.6%
of
the
population
is
employed
in
the
Nanaimo
region
(Figure
14).
This
is
an
increase
of
2.4%
from
2014.
Unemployment
grew
by
0.2
percentage
points
from
2014,
as
more
people
are
seeking
employment
compared
to
2014.
Nanaimo
ranked
second
best
among
similar
sized
cities
in
BC
for
employment
growth.
The
unemployment
rate
for
Nanaimo
in
2015
is
(5.9%);
significantly
lower
than
both
the
provincial
(6.8%)
and
national
(7.1%)
rates.
Figure
14.
Employed,
Unemployed
and
Retired
Data
of
Nanaimo
compared
to
BC
and
Canada
(Stats
Canada,
BC
Stats,
Rdn.bc.ca,
2015)
SOCIAL
Figure
15
shows
the
forecasted
age
distribution
of
the
Region
of
Nanaimo.
As
one
can
see,
a
majority
is
in
the
working
class,
aged
between
25-‐64;
consisting
of
61.9%
of
the
Regional
District
of
Nanaimo
(RDN).
A
a
majority
of
the
residents
are
also
in
the
retired
category,
65
and
above,
which
is
a
total
of
31.3%
in
the
region.
This
means
this
portion
of
the
population
has
a
high
disposable
income
and
are
more
likely
to
travel.
72.20%
68.20%
64.10%
74.60%
69.70%
66.80%
6.20% 6.70% 7% 5.90% 6.80% 7.10%
28.20%
21.50%
24.30%
29.70%
21.20%
25.10%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
Nanaimo
2013 British
Columbia
2013
Canada
2013 Nanaimo
2014 British
Columbia
2014
Canada
2014
Employed,
Unemployed
and
Retired
Data
of
Nanaimo
compared
to
BC
and
Canada
Employment
Rate Unemployment
Rate Retired
20. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
19
Figure
16
shows
the
population
growth
of
the
RDN.
There
is
an
estimated
57,000
more
residents
in
RDN
in
the
next
10
years.
RDN
expects
a
growth
rate
of
35%
every
decade,
one
of
the
highest
population
growth
rates
in
British
Columbia.
Figure
15.
Age
distribution
2015
(BC
Stats,
2015)
Figure
16.
Regional
District
of
Nanaimo
Population
Forecast
(BC
Stats,
RDN
Annual
Report,
2015)
17.30%
7.60%
25.80%
27.90%
20.50%
5.30%
16.10%
7.10%
23.20%
28.70%
24.80%
6.50%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
0-‐17 18-‐24 25-‐44 45-‐64 65+ 80+
Age
Distribution
2015
City
of
Nanaimo Regional
District
of
Nanaimo
RDN
155,317
167,352 173,823 179,269 185,723 190,372 196,712 201,374 207,646
0
50,000
100,000
150,000
200,000
250,000
2010 2012 2014 2016 2018 2020 2022 2024 2026
Regional
District
of
Nanaimo
Population Regional
District
of
Nanaimo
Population
(Forecast)
21. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
20
COMPETETIVE
Victoria
Airport
(YYJ)
is
YCD’s
biggest
competitor.
Followed
by
the
BC
Ferries.
Victoria
Airport
is
only
126km
(approx.
90-‐100
min
drive)
from
Nanaimo.
YYJ
has
more
carriers,
more
destinations
and
more
passenger
traffic
than
YCD.
YYJ
is
the
preferred
airport
for
passengers
headed
to
sun
or
US
destinations
not
served
in
YCD.
Table
2
shows
the
list
of
destinations
served
by
YYJ
and
YCD.
AIRPORT
NANAIMO-‐
VANCOUVER
ISLAND
REGIONAL
AIRPORT
(YCD)
VICTORIA
INTERNATIONAL
AIRPORT
(YYJ)
DOMESTIC
DESTINATIONS
Vancouver,
Calgary,
Edmonton,
Toronto,
Montreal
via
Calgary,
Kelowna,
Bella
Coola
Vancouver,
Calgary,
Edmonton,
Toronto,
Montreal,
Ottawa,
Kelowna,
Prince
George
AVERAGE
DOMESTIC
SCHEDULED
FLIGHTS
PER
DAY
(2015)
27
41
TRANS
BORDER
DESTINATIONS(US)
n/a
Seattle,
San
Francisco,
Honolulu,
Phoenix,
Las
Vegas
AVERAGE
TRANS
BORDER
SCHEDULED
FLIGHTS
PER
DAY
(2015)
n/a
8
SUN
DESTINATIONS
n/a
Cancun,
Los
Cabos,
Puerto
Vallarta
AVERAGE
SCHEDULED
SUN
DESTINATIONS
FLIGHTS
PER
DAY
(2015)
n/a
6
Table
2
Destinations
and
frequencies
at
by
YYJ
and
YCD
2015
(Victoria
International
Airport
Annual
Report,YCD
Annual
Report,
2015)
Figure
17
shows
the
passenger
growth
for
the
different
destination
categories
of
YCD
and
YYJ.
Since
adding
more
domestic
destinations
and
frequencies
at
YCD,
the
graph
shows
the
increasing
passenger
growth
at
YCD,
significantly
affecting
YYJ’s
growth
in
this
category.
It
can
also
be
observed
YYJ’s
significant
growth
in
US
and
sun
destinations
categories;
areas
where
YCD
cannot
compete
against.
22. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
21
Figure
17.
Annual
passenger
traffic
numbers
at
YCD
and
YYJ
(Intervistas,
2015)
Another
main
competitor
for
YCD
is
BC
Ferries.
Although
domestic
growth
at
YCD
has
been
increasing
significantly
in
the
past
years,
YCD-‐Vancouver
is
the
lowest
performing
route
in
terms
of
annual
passenger
growth;
only
1.7%
growth
since
2013
(Air
Canada
Quarterly
Report,
2015)
An
estimated
35,000
potential
passengers
take
the
two
hour
BC
ferry
to
Vancouver
to
take
a
flight
from
YVR
every
year.
The
solution
would
be
to
have
the
airlines
offer
competitive
airfare
prices
for
flights
to
YVR
to
stimulate
passenger
growth
on
the
route.
0
50000
100000
150000
200000
250000
300000
350000
2010 2011 2012 2013 2014 2015
Annual
passenger
traffic
at
YCD
and
YYJ
YCD
Domestic YYJ
Domestic YYJ
United
States YYJ
Sun
23. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
22
MARKET
YCD
travelers
usually
come
from
the
Central
and
Northern
Areas
of
Vancouver
Island.
The
total
population
for
YCD’s
catchment
area
is
253,000
(Figure
18).
This
includes
over
150,000
population
bases
that
are
the
Northern
Areas
of
Nanaimo,
which
does
not
have
an
airport
to
use.
Residents
of
the
Regional
District
of
Nanaimo
tend
to
travel
south
to
Victoria
to
catch
a
domestic
flight,
or
a
direct
flight
to
the
US
or
other
sun
destinations,
rather
than
using
YCD
to
connect
through
YVR
or
YYC.
In
a
recent
study,
there
is
an
estimated
80,000
passengers
that
“leak”
to
Victoria
International
Airport
every
year
(Intervistas,
2015).
Connecting
YCD
with
some
US
or
Sun
destinations
served
by
YYJ
will
regain
these
lost
passengers.
The
Nanaimo
Airport
Commission
is
working
really
hard
to
have
a
Canada
Border
Services
Agency
(CBSA)
facility
in
the
airport
within
three
(3)
years.
Figure
18.
YCD
Catchment
Area
(YCD
Annual
Report,
2015)
24. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
23
GLOBAL
A
slow
growth
of
the
Canadian
GDP
and
the
slow
down
of
the
oil
industry
growth
in
Alberta
has
impacted
YCD
by
having
lower
growth
numbers
than
forecasted
on
the
YCD-‐
Alberta
route.
Air
Canada
Jazz
had
to
reduce
service
to
YYC
after
a
year
as
load
factors
were
reported
too
low
for
the
carrier.
Westjet
is
content
with
its
twice
daily
service
to
YYC
and
the
introduction
of
a
third
daily
flight
by
Jazz
shows
an
over
capacity
in
the
route.
Westjet
Encore
has
also
postponed
their
plans
of
adding
a
third
daily
flight
to
Edmonton
(YEG).
SUMMARY
OF
BUSINESS
ANALYSIS
Nanaimo-‐
Vancouver
Island
Regional
Airport
has
been
fortunate
to
have
continuous
record
breaking
growth
in
the
recent
years.
Low
fares
and
good
flight
schedules
were
able
to
stimulate
passenger
growth
especially
in
new
routes
served
by
airlines.
YCD’s
largest
land
lessor,
Premier
Aviation
MRO,
has
also
experienced
positive
growth
in
the
recent
years.
Winning
Jazz
Aviation’s
MRO
for
Dash
8s
and
CRJs
as
well
as
multiple
contracts
for
Corporate
Jet
companies
based
in
Vancouver
and
Victoria.
The
forecast
for
YCD
in
the
coming
years
is
positive.
Proper
planning
in
future
expansions
and
continuous
well
maintained
partnership
with
tenants
will
drive
YCD
Airport’s
success.
25. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
24
SWOT/CH
ANALYSIS
STRENTHS:
-‐ Strategic
location
-‐Smaller
scale
of
operations
-‐Customer Oriented
-‐Development of
airport
land
WEAKNESSESS:
-‐Limited
growth
as
international
route
expansion
is
restricted
-‐Slow
passenger
processing
times
during
certain
peak
hours
-‐Operational
delays
during
winter
due to
a
single
Runway
ILS
OPPURTUNITIES:
-‐More
destinations
and
more
frequencies
-‐More
developers
to
use
airport
land
THREATS:
-‐Competition from
BC
Ferries
and
YYJ
Airport
-‐Slow
economic
growth
for
Canada
-‐Unstable
oil
prices
26. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
25
STRENGTHS
Strategic
Location
YCD
is
located
1.5hours
drive
north
of
Victoria.
The
airport
is
strategically
located
that
it
captures
the
central
and
northern
population
of
the
Vancouver
Island.
The
total
catchment
area
for
YCD
is
253,000
people,
with
Campbell
river
only
a
1.5
hour
drive
north.
The
airport
offers
many
different
modes
of
transportation
for
passengers
in
these
communities,
including
an
express
bus
service
and
a
long
term
parking
which
rates
are
favorable
to
lure
passengers
to
travel
by
land
before
catching
a
flight
from
YCD.
YCD
Airport
being
20min
flight
time
away
from
YVR
is
also
an
advantage
for
Premier
Aviation,
an
MRO
facility
that
is
based
in
YCD.
Premier
Aviation
has
seen
growth
in
contract
servicing
Dash
8s
and
CRJs
and
corporate
jets
from
the
Lower
Mainland
and
Victoria
in
the
recent
years.
Smaller
Scale
of
Operations
YCD
airport
has
a
smaller
scale
of
operations
than
YYJ
airport
which
handles
more
flights.
This
is
a
favorable
characteristic
of
the
airport
as
fast
turnarounds,
flexible
gate
schedules,
flexible
arrival
and
departure
slots
benefits
the
carriers
who
use
YCD.
This
also
means
less
complexity
in
passenger
processing
which
leads
to
passengers
preferring
the
less
hassle
and
bustle
of
bigger
airports.
In
the
2015
passenger
surveys,
79%
of
the
passengers
say
that
they
would
like
to
travel
through
YCD
again.
Customer
Oriented
YCD
prides
itself
as
one
of
the
top
20
airports
of
its
category
in
North
America
in
terms
of
KPI
customer
service
scores.
In
YCD,
customer
service
comes
second
after
safety
and
we
look
after
the
travelling
public
concerns
the
moment
they
enter
the
terminal
to
the
last
step
they
take
to
board
their
flight.
There
are
50
full
time
volunteer
airport
ambassadors
at
the
YCD,
assisting
passengers
in
any
way
they
can.
The
airport
authority
also
engages
the
public
in
multiple
events
year
round,
and
responds
to
emails
and
social
media
comments
promptly
and
professionally.
27. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
26
Development
of
Airport
Land
Nanaimo
Airport
has
lots
of
space
for
development
for
any
company
willing
to
lease
land.
There
are
approximately
200
hectares
available
on
the
North
and
South
side
of
the
air
terminal
building,
Back
in
2008,
Premier
Aviation
MRO
shifted
its
main
Maintenance,
Repair
and
Overhaul
Services
from
Vancouver
(YVR)
to
Nanaimo.
Premier
Aviation
specializes
in
MROs
for
Air
Canada
Jazz’s
CRJs
and
Dash
8s
as
well
as
other
contract
services.
Recently,
Premier
Aviation
was
awarded
a
contract
in
retrofitting
and
extending
the
life
spans
of
Jazz’s
aging
Dash
8
fleet.
Currently
Premier
Aviation
has
two
hangars
and
a
dedicated
apron
to
perform
their
maintenance
contracts.
WEAKNESSES
Limited
Growth
as
International
Route
Expansion
is
Restricted
YCD
is
an
airport
that
has
been
ruled
out
by
Transport
Canada
(TC)
and
CBSA
to
begin
any
scheduled
and
chartered
international
flights.
As
a
result,
only
YYJ
offers
seasonal
sun
and
US
routes
for
the
whole
750,000
residents
of
Vancouver
Island.
Continuous
proposals
will
be
made
by
the
City
Council
and
the
Nanaimo
Airport
Commission
for
TC
and
CBSA
to
take
into
consideration
the
possibility
of
allowing
international
flights
from
YCD.
When
approved,
the
construction
of
the
CBSA
facility
will
be
an
extension
of
the
current
air
terminal
building,
and
can
be
completed
in
1.5
years.
Slow
passenger
processing
times
during
certain
peak
hours
During
peak
hours,
specifically
the
morning
departure
rush,
the
passenger
pre-‐board
screening
area
often
has
an
average
of
10-‐15min
wait
times.
This
is
due
to
two
Dash
8s
bound
for
YVR
and
an
A320
bound
for
YYZ
departing
only
minutes
after
one
another
on
some
days
of
the
week.
As
a
result
up
to
a
total
of
350
passengers
may
need
to
be
processed
by
three
security
lines
in
the
given
time
period.
CATSA
has
been
aware
of
this
shortcoming,
and
additional
security
lines,
upgraded
equipment,
and
more
staffing
are
slowly
being
introduced
at
YCD
beginning
the
winter
of
2016.
28. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
27
Operational
Delays
During
Winter
due
to
a
Single
Runway
ILS
At
YCD,
only
runway
16
is
equipped
with
a
CAT
I
ILS.
In
2014
there
were
a
total
of
26
days
of
Reduced
Visibility
Operations
(RVOPs)
at
Nanaimo
Airport.
Of
those
26
days,
86%
of
the
flights
were
accommodated
by
the
existing
Runway
16
ILS.
12%
of
the
flights
were
either
cancelled
or
delayed
as
runway
34
does
not
have
an
ILS.
If
runway
34
has
the
CAT
I
equipment,
the
airport
would
have
been
able
to
handle
97.5%
of
all
the
flights
in
RVOP,
only
2.5%
would
have
been
unable
as
it
falls
under
CAT
II
RVOP
conditions.
In
preparation
of
having
seasonal
sun
destination
routes
(pending
approval),
YCD
is
expected
to
handle
more
A320s
and
737s
that
would
benefit
greatly
in
having
both
Runway
16
and
34
equipped
with
ILS.
OPPURTUNITIES
More
Destinations
and
more
Frequencies
With
the
introduction
of
Air
Canada’s
flights
to
YYZ
and
YUL
via
YYC,
Nanaimo
Airport
has
slowly
and
steadily
grown
its
number
of
local
destination
served.
YCD
sees
the
possibility
of
adding
more
flights
to
the
YYZ
from
twice
weekly
up
to
four
times
weekly,
adding
more
frequencies
to
YYC
and
YEG.
The
maturity
of
startup
airline
BC
Island
Express
poses
route
that
serve
the
interior
BC
from
its
base
at
YCD
Airport.
More
Developers
to
Use
Airport
Land
The
airport
has
been
seeking
developers
to
lease
the
airport
land
that
is
currently
unused.
There
are
on
going
negotiations
on
Premier
Aviation
wanting
to
expand
their
maintenance
facilities,
and
a
group
has
submitted
a
proposal
to
develop
the
land
area
on
groundside
to
have
some
shops
and
a
possible
Four
Points
hotel.
29. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
28
THREATS
Competition
from
BC
Ferries
and
Victoria
Airport
Victoria
Airport
(YYJ)
is
the
number
one
competitor
for
YCD
Airport.
Victoria
Airport
is
just
1.5
hours
drive
south
from
Nanaimo
and
an
estimated
80,000
passengers
“leak”
to
Victoria
International.
YYJ
also
serves
YVR,
YYC
and
YEG;
the
top
three
destinations
for
Nanaimo
Airport.
The
second
major
competitor
is
BC
ferries,
with
an
estimated
35,000
potential
travelers
leaking
through
to
take
the
2
hour
ferry
to
Vancouver
to
catch
a
flight.
Slow
Economic
Growth
for
Canada
The
slow
economic
growth
for
Canada
has
led
to
the
Canadian
dollar
being
significantly
weaker
than
the
US’.
This
led
to
prices
and
expenses
higher
compared
to
the
past,
leaving
an
individual
or
families’
disposable
to
be
less
than
of
previous
years.
This
also
led
to
some
carriers
being
hesitant
to
add
frequencies
as
added
growth
may
not
be
stimulated
as
high
as
predicted.
Unstable
Oil
Prices
Oil
prices
have
always
impacted
an
airline’s
operations.
As
of
2015,
the
oil
prices
are
lower
than
of
previous
years
making
airlines
more
willing
to
explore
routes.
But
as
fuel
prices
go
up,
airfares
are
directly
affected.
This
might
result
to
less
passengers
travelling
by
air
through
YCD,
and
may
result
to
Nanaimo
loosing
valuable
route
frequencies.
30. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
29
BALANCED
SCORECARD
FINANCIAL
GOAL:
MAKE
THE
AIRPORT
FINANCIALLY
SUSTAINABLE
STRATEGIES
Key
performance
Indicators
INCREASE
CONCESSION
COMMISSION
BY
5%
AND
ADD
MORE
RETAIL
VARIETIES
ON
THE
AIRPORT
BY
2018
• Non
aeronautical
income
statistics
per
enplaned
passenger
• Yearly
financial
statements
• Updates
every
quarterly
board
meetings
• Quarterly
ADD
ADDITIONAL
LESSORS
ON
UNDEVELOPED
AIRPORT
PROPERTY,
CONTRIBUTING
TO
20%
OF
NON
AERONAUTICAL
REVENUES
BY
2020
• Project
plans
• Quarterly
SUPPORT
PASSENGER
TRAFFIC
GROWTH
OF
25%
BY
2018
• Number
of
commercial
traffic
• Passenger
movement
statistics
• Annually
•
ADD
TWO
SEASONAL
SUN
INTERNATIONAL
DESTINATIONS
BY
2020
• Number
of
commercial
traffic
• Passenger
movement
statistics
• Annually
31. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
30
CUSTOMER
GOALS:
INCREASE
BRAND
RECOGNITION
AND
PERCEPTION
STRATEGIES
Key
performance
Indicators
REMODEL
AIRPORT
LOGO
WITH
MODERN
FONTS
AND
ATTRACTIVE
EYE-‐CATCHING
LAYOUT
• Public
brand
recognition
surveys
• Public
brand
perception
surveys
• Customer
satisfaction
surveys
• Annually
REDUCE
FLIGHT
DELAYS
BY
10%
BY
YEAR
END
2017
• On
Time
performance
ratings
• Number
of
flight
delays
• Air
traffic
movement
reports
and
statistics
• Monthly
RAISE
CUSTOMER
SATISFACTION
BY
10%
BY
2017
• Customer
satisfaction
surveys
• Customer
satisfaction
ratings
• Complain
reports
• Quarterly
LEARNING
GOAL:
IMPROVE
WORKFORCE
QUALITY
STRATEGIES
Key
performance
Indicators
INCREASE
WORKFORCE
JOB
SATISFACTION
TO
85%
BY
IMPLEMENTING
INTERNAL
WORKSHOP
PROGRAMS
• Job
satisfaction
surveys
• Job
satisfaction
ratings
• Annually
32. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
31
OPERATIONAL
GOALS:
PROVIDE
SAFE
AND
EFFICIENT
OPERATIONS
STRATEGIES
Key
performance
Indicators
UPGRADE
TERMINAL
SIGNAGE
FOR
BETTER
RECOGNITION
AND
BETTER
EASE
OF
USE
• Customer
satisfaction
surveys
• Complain
reports
• Annually
INSTALLATION
OF
ILS
CAT
I
ON
RWY
34
BY
SUMMER
OF
2018
TO
INCREASE
RVOP
RELIABILITY
• Project
plans
• Monthly
IMPLEMENT
A
SAFETY
HAZARD
REPORTING
SYSTEM
• Number
of
workplace
related
injuries
• Number
of
reported
airport
safety
hazards
• Number
of
airport
operations
related
incidents
and
accidents
34. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
33
REVENUES
AND
EXPENSES
This
section
explains
the
revenues
and
expenses
in
2015
in
details.
1. Aircraft
landing
fees
are
determined
based
on
its
Maximum
Take-‐off
Weight
(MTOW).
MAXIMUM
TAKE-‐OFF
WEIGHT
(MTOW)
CATEGORY
RATE
PER
1000KG($)
LESS
THAN
2,500KG
0
2,500KG
-‐21,000KG
4.00
21,000KG
–
45,000KG
4.50
GREATER
THAN
45,000KG
4.91
2. Terminal
fees
are
based
on
the
number
of
passenger
seats
per
aircraft.
AIRCRAFT
TOTAL
PASSENGER
SEATS
CATEGORY
RATE
PER
SEAT
($)
LESS
THAN
7
0
7-‐
45
10.00
45-‐100
11.50
GREATER
THAN
100
12.50
3. Airport
Improvement
Fee
is
$10
per
passenger
4. Aircraft
Parking
Fees
for
aircraft
parking
for
more
than
three
(3)
hours
are
based
on
its
MTOW
category.
Aircraft
parking
less
than
3
hours
is
free.
AIRCRAFT
MTOW
CATEGORY
DAILY
RATE
($)
MONTHLY
RATE
($)
ANNUAL
RATE
($)
LESS
THAN
2,500KG
7.50
150
450
2,500KG
-‐21,000KG
12
300
3,300
21,000KG
–
45,000KG
17
425
4675
GREATER
THAN
45,000KG
22
550
6050
5. Concession
Space
Lease
is
$50
per
square
meter
in
the
air
terminal
building
6. Concession
Commission
is
10%
for
all
the
air
terminal
building
tenants
7. Airport
Land
Lease
is
fees
paid
annually
by
airport
land
lessors
on
a
10
year
contract.
8. Car
parking
rate
is
$2.5
an
hour
on
short
term
parking
or
$9
per
day
in
long
term
parking.
35. Nanaimo-‐
Vancouver
Island
Regional
Airport
Strategic
Business
Plan
January
8,
2016
34
9. Ground
Transportation
fees
are
as
follows:
• $1
per
taxi
trip
from
the
airport;
• $5
for
every
shuttle/
tour
bus
trip
from
the
airport;
• $7
for
every
luxury
vehicle
service
from
the
airport
and;
• $10
for
every
car
rental
10. Local
Government
Grants
are
amounts
given
by
the
local
Nanaimo
City
Council
and/
or
from
the
Province
of
British
Columbia
11. Airport
Capital
Assistance
Program
(ACAP)
Grants
given
by
Transport
Canada
to
help
airports
gain
capital
for
safety
related
projects.
12. Salaries,
Wages
and
Benefits
for
YCD
employees
only.
13. General
and
administration
expenses
include
office
supplies,
consulting,
public
relations,
and
insurance
etc.
14.
Operations
Expense
include
expenditures
in
wildlife
management,
security,
emergency
planning,
maintenance,
airside
vehicle
purchases
and
airside
equipment
purchases.
15.
Contractor
Services
include
airport
security
(GardaWorld
Security
Group),
airport
maintenance
(Buogues
Sevices),
and
others.
16.
Training
expenses
include
travelling
expenses,
training
materials,
and
onsite
and
offsite
workshops.
17.
Approved
costs
on
proposed
ILS
installation
on
Runway
34
by
a
contractor.
18.
Airport
revenue
will
be
used
for
airport
development
projects.
