Business Case for the SunShine CoaSt airport Master Plan

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Business Case for the Sunshine Coast Airport n Master Plan (November 2009) 02.2 History of the airport’s development The original Maroochy Airport was officially opened on August 12, 1961 on land allocated by the Queensland Government and local shire Council. The initial runway—known as runway 18/36—was constructed at a length of 1,372 metres and 30 metres wide on a north-south alignment. A small terminal building and a secondary, gravel runway some 670 metres long were also built. The runway has subsequently been extended several times over the last 50 years to accommodate increased aircraft requirements and traffic volumes. The terminal building was modified in 1997 and is currently undergoing a $3.6 million redevelopment to cater for additional concessionaire services for passengers. 02.3 Unique ownership SCA is currently owned and operated by the SCRC having previously been operated by Maroochy Shire Council (MSC) prior to the amalgamation of council jurisdictions in Queensland in 2007. This airport’s standing is quite unique to that of most other regional airports in Australia, in that at no stage has it been owned by the Commonwealth Government or the Federal Airports Corporation. Indeed, it is most likely that had the federal government owned Sunshine Coast Airport as it did most major regional airports of the time, investment in a new runway alignment would have taken place in the mid-1980s as originally and subsequently recommended in various airport master plans. This would have avoided subsequent piecemeal investment in the original runway 18/36 which is now unlikely to be fully realised due to its limited operational capabilities. Additionally, because SCA was not subject to the Commonwealth Aerodrome Local Ownership Scheme it was not eligible for assistance for capital development under the scheme and other potential funding sources for capital project development. Without that support local councils have been constrained in the amount of capital it could reasonably invest in the airport to pursue long-term runway development projects. The council operates the SCA as a a commercial business unit under national competition principles and the Local Government Act 1993. It is wholly responsible for management of (including collection of revenue and risk management) the terminal building, public car park, all internal access roads, all runways, taxiways and aprons, visual aids and all serviced land at the airport. It also manages the concessions and leasing activities to all airport customers and stakeholders. 02.4 Sunshine Coast Airport Master Plan – September 2007 The Sunshine Coast Airport Master Plan – September 2007 (the Plan), attached as Appendix A, details the long-term strategic development objectives of the airport and outlines the work required to achieve these by 2020. The Plan was developed following extensive consultation with the airline industry, airport tenants, federal, state and local government agencies as well as the local community. It was originally endorsed by the (MSC) and subsequently adopted by the amalgamated SCRC for implementation. The process of drafting the Plan was a thorough one, with a preliminary draft report detailing three separate runway development options identified to accommodate the anticipated growth of the region over the following 15 years. This draft report was presented to stakeholders, including airline industry participants, airport tenants and all three tiers of government, under an extensive consultation process in 2005. This was followed by an extensive Public Participation Program (PPP) which commenced in April 2006. The draft plan included three runway development options, all focused on development of the existing runway 18/36. A long-term recommendation for the development of a new runway, runway 13/31, to run on an east-west alignment, was also identified. A total of 723 submissions were received during the consultation process, with the primary issues identified during this process listed below (note that some submissions concerned multiple issues): ■■ north-south runway (runway 18/36) extension; ■■ Public Safety Areas (PSA); ■■ construction of an east-west runway (runway 13/31); ■■ ■■ noise; and air traffic movement. 8
Business Case for the Sunshine Coast Airport n Master Plan (November 2009) The consultation process resulted in the emergence of a clear preference ■■ access to additional airside land to promote and grow the aviation 02.6 The economic importance of SCA in support of construction of a new industry in the region; east-west runway 13/31. Of those consulted, 74.6 per cent of all stakeholders were opposed to any further development of the existing north-south runway 18/36, citing issues of public safety, noise and air traffic movements. A new east-west runway 13/31 was seen by most submitters as the preferred option for development as it addresses the growth needs of the airport and mitigates the conflict between PSA, Australian Noise Exposure Forecast (ANEF) contours and surrounding residents. The subsequent final Master Plan 2007 was written to address the feedback received during the public consultation process and SCRC’s review of that plan and sets the direction of development for the SCA through until 2020. 02.5 Master Plan Summary The long-term, strategic development objective of SCA is to stimulate and support the growing regional economy of the Sunshine Coast. Execution of this objective requires careful and considered planning, including the following key features discussed within the Plan: ■■ development of a new east-west runway 13/31 and associated infrastructure to facilitate new international routes and support long-term aviation growth on the Sunshine Coast; ■■ terminal development to provide for expected passenger growth, enhanced security requirements, additional commercial opportunities and enhance passenger experiences; ■■ enhancements to the existing taxiway and apron system to support the expected growth in aviation traffic over the short to medium-term; ■■ long-term protection of airspace associated with airport assets; and ■■ reserve land for any future airport activities based on the forecast growth of the airport business. The SCA Master Plan 2007 concluded the preferred long-term development objective of the airport was to build a new east-west runway 13/31 to facilitate new international (trans-Tasman) routes and support the growing regional economy of the Sunshine Coast. The Plan suggested the new eastwest runway 13/31 was likely to be constructed sometime towards the end of the planning horizon (2020) or shortly thereafter. It further concluded due to community concern with extending the existing runway – as well as constraints on the ability to widen it – no interim changes would be made to the existing runway. However, during the Master Plan time frame, upgrades are expected to be made to taxiways, aprons and the terminal as well as to infrastructure to support the growth associated with the existing runway. 02.6.1 The Sunshine Coast regional economy As the only airport providing Regular Public Transport (RPT) services on the Sunshine Coast, SCA is an important gateway to the region. This infrastructure is critical to the Sunshine Coast’s regional economy and particularly to the tourism and trade industries. Furthermore, it is required to support the high level of population growth expected in coming years. The Sunshine Coast’s Gross Regional Product (GRP) is estimated to have been $11.7 billion in 2006- 07, accounting for 6.0 per cent of Queensland’s Gross State Product (GSP). Over the previous five years the region had experienced an average annual growth of 12.0 per cent, exceeding Queensland’s average growth over this period 5 . An economic assessment of the impact of SCA was completed in December 2008 by Economic Modelling consultant EC3 Global subsidiary of the Sustainable Tourism Cooperative Research Centre (STCRC). EC3 found that the airport contributed $469.3 million in direct expenditure equating to $308.7 million in value added to the regional economy in 2007/08. Of this, $166.6 million is in wages and salaries and equates to 4,409 Full Time Equivalent (FTE) employees. 5 Sunshine Coast Regional Council – 2008 Economic Pulse – Sunshine Coast. 9
Page 1: Business Case for the Sunshine Coas
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1 Introduction 1.1 Sunshine Coast A
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723 submissions were received from
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2 Aviation Demand Forecast 2.1 Hist
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FIGURE 2-3 HISTORIC AND FORECAST AN
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FIGURE 2-6 HISTORIC AND FORECAST AN
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2.5 Peak Stand Demand Peak stand de
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FIGURE 3-1 RPT APRON LAYOUT 3.3.2 G
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4 Passenger Terminal 4.1 Terminal T
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FIGURE 4-1 2020 TERMINAL LAYOUT CON
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access road is constructed the airp
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6 Runways 6.1 Existing Facilities S
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The public consultation which accom
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7 Taxiways 7.1 Runway 18/36 Taxiway
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Sunshine Coast Airport has recently
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FIGURE 8-1 AVIATION SUPPORT FACILIT
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9 Master Plan 9.1 2020 Master Plan
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10 Environmental Impacts 10.1 Aircr
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Arrivals, departures and training c
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♦ Figure 10-2 : 2025 New Runway 1
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10.1.8 Flight Path Movement Chart I
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Boronia rosmarinifolia Eucalyptus c
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FIGURE 10-8 OBSTACLE LIMITATION SUR
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Development Commence detailed studi
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Appendices Appendix A - Schedule of
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Date Organisation Position 28-04-05
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Appendix B - SCA Public Participati
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A media relations campaign was also
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appendix b Project Implementation S
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New Runway Project Strategy Documen
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New Runway Project Strategy Glossar
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New Runway Project Strategy Table o
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New Runway Project Strategy Executi
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New Runway Project Strategy Milesto
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New Runway Project Strategy Feasibi
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New Runway Project Strategy Project
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New Runway Project Strategy 1. Intr
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New Runway Project Strategy 2.4.2.
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New Runway Project Strategy obligat
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New Runway Project Strategy 2.10. F
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New Runway Project Strategy 3. New
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New Runway Project Strategy 3.6. As
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New Runway Project Strategy 3.9.1.
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New Runway Project Strategy 4. Stak
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New Runway Project Strategy 5. Feas
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New Runway Project Strategy 6. Work
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New Runway Project Strategy 7. Proj
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New Runway Project Strategy 8. Proj
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New Runway Project Strategy Council
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New Runway Project Strategy o New b
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New Runway Project Strategy 9.4. Fo
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New Runway Project Strategy 10.7. R
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New Runway Project Strategy Vol X.0
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New Runway Project Strategy 12. Pro
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New Runway Project Strategy 13.5. R
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New Runway Project Strategy preferr
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Appendix 1 to Sunshine Coast Airpor
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Sunshine Coast Airport Traffic Fore
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10. Glossary.......................
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2 2. Sunshine Coast Airport Traffic
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4 Table 2.1: Sunshine Coast Airport
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6 2.3 Current Airline Services As a
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8 3. Forecast Approach & Review of
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Australian aviation has not felt th
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In its review of possible strongly
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14 • Qantas Group firm orders red
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16 • Melbourne-Shanghai services
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In the IVS and NVS the ‘Sunshine
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20 • The Sunshine Coast’s labou
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22 5. Forecast Scenarios and Outcom
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24 o New Asian route(s) added leadi
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Figure 5.1 presents the passenger m
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28 6. Busy Hour Analysis 6.1 Review
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30 Seats/Aircraft: Table 6.3: Busy
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32 Table 7.2: Sunshine Coast Gross
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34 8.2 Current Airline Routes and F
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36 9. Attachment 3: Potential Impac
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38 10. Glossary Data Sourced from t
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40 DISCLAIMER The Forecasts describ
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Sunshine Coast Airport Airport Mast
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1 Executive Summary
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Executive Summary The types of econ
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2 Background
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Background 2.2 Contract requirement
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Background Sunshine Coast Airport P
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Approach and methodology 3.1 Overvi
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Approach and methodology 3.2 Method
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Approach and methodology Components
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Approach and methodology Components
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Approach and methodology 3.4.4 Othe
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Results and discussion 4.1 Overview
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Results and discussion 10,000 Passe
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Results and discussion PV Revenue -
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The NPVs for each of the precincts
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Results and discussion 4.4 Economic
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Results and discussion PV monetised
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Results and discussion Indirect emp
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Results and discussion 4.5 Consolid
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Results and discussion 4.5.1 Result
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Results and discussion The overall
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Results and discussion Economic ind
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Results and discussion Alternative
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5 Conclusions and recommendations
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Appendices
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Appendix B Key assumptions NOT FOR
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Appendix D Demand Summary NOT FOR P
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pwc.com.au © 2009 PricewaterhouseC
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0 2.5 5 10 15 20 Kilometers 1 cm =
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appendix f Infrastructure Australia
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INFRASTRUCTURE AUSTRALIA REFORM AND
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ü Build on Australias global compe
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Stage 1: Goal Definition national a
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Stage 1: Goal Definition which is i
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Stage 1: Goal Definition and operat
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Stage 2 and 3: Problem Identificati
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Stage 2 and 3: Problem Identificati
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Stage 4: Problem Analysis Outline t
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Stage 5: Option Generation The Bris
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Stage 5: Option Generation Convenie
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Stage 5: Option Generation vii. inc
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Stage 5: Option Generation charges
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INFRASTRUCTURE AUSTRALIA REFORM AND
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DETAILED APPRAISAL This section set
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Cost Estimation The capital and ope
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A risk assessment should be underta
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Non-Monetised Benefits and Costs Th
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Discounted airfares provided by low
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30m wide runway. SCA is one of four
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SCA is included in the regional pla
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SCRC’s draft economic development
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Key directions to guide the prepara
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It is estimated that the current te
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· $143m for other Master Plan proj
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Operating costs have not been indep
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The number of passenger hours saved
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Airline savings are calculated usin
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Incremental expenditure is calculat
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23 | P a g e KEY ASSUMPTIONS UNDERP
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Appraisal Summary Table 2 MONETISED
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Incremental returns from leased pre
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Savings from avoided out-bound dela
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As noted above, all outputs for the
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6 | P a g e Airline savings from av
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Sensitivity test # Variation Benefi
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Appraisal Summary Table 4 NON-MONET
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Appraisal Summary Table 5 INFORMATI
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DELIVERABILITY ASSESSMENT Criteria
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DELIVERABILITY ASSESSMENT time, as
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DELIVERABILITY ASSESSMENT 5.Does th
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Business Case for the SunShine CoaSt airport Master Plan

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