Collaboration, Connectivity and Competitiveness

Transcription

1 PRESENTING SPONSOR Collaboration, Connectivity and Competitiveness Discussions and Recommendations from the Toronto Region Board of Trade s 2016 Aviation Summit: Airports as Economic Hubs FUTURE LEADERS SPONSOR SILVER SPONSOR SUPPORTING SPONSORS TORONTO REGION BOARD OF TRADE PRINCIPAL SPONSORS

2 2 TORONTO REGION BOARD OF TRADE

3 AVIATION SUMMIT 2016 REPORT 3 Table of Contents Message from the President & CEO...4 Introduction...5 Enhancing Awareness...7 Hitting Capacity...8 Thoughtful Growth...9 Airport Specialization Governance Getting to, from and Around Toronto Pearson Conclusion... 15

4 Message from the President & CEO On February 29, 2016, we at the Toronto Region Board of Trade proudly hosted our second Aviation Summit: Airports as Economic Hubs. The full-day Summit brought together nearly 250 airport executives, business leaders and government decision makers to discuss a full complement of Southern Ontario airports that drive the economic success of our entire region. Collectively, these facilities enable hundreds of thousands of jobs and account for more than six per cent of provincial GDP. But our Summit shed light on challenges ahead that stand to compromise this success. Year after year, these airports handle millions of travellers and tens of thousands of metric tonnes of cargo. And these numbers are continuing to climb. So much so, in fact, that passenger traffic is on track to outgrow current facilities in a matter of decades. This type of rapid, expansive growth is, in some sense, a wonderful problem to have. But it is, nonetheless, a serious one that needs prompt solutions, if Southern Ontario is to continue capitalizing on the tremendous economic and social value its airports deliver daily. The Summit also examined the under-recognized role of airports in the development of a fully connected multi-modal transportation network. With a growing population and ever increasing traffic congestion, we need coordinated transit investments, plans and policies to ensure that goods and people travellers and workers can get to, from and between our airports efficiently. This report captures themes and commentaries that surfaced throughout our 2016 Aviation Summit, which will inform our advocacy work going forward. The Summit reconfirmed one of the Board s strongest views: that airports are a vital regional asset, providing regional value and demanding collaborative, regional solutions. That is why the Board is spearheading ongoing advocacy at the local and national levels. As always, we welcome your ideas and your feedback on this important topic at haveyoursay@bot.com. Janet De Silva President & CEO 4 TORONTO REGION BOARD OF TRADE

5 AVIATION SUMMIT 2016 REPORT 5 Introduction Members of the business community and the public easily recognize airports as essential hubs for travellers and cargo. But the value of airports goes far beyond travel, tourism and trade. Besides moving people and goods, these facilities have a profound and positive impact on their respective local economies. Considering the value of these assets, the Board believes too little attention is paid by governments and the public to current and future airport planning decisions. New research shows that Toronto Pearson International Airport alone will reach its planned capacity in the next years. By 2043, experts estimate that aviation demand throughout Southern Ontario will reach 90 million passengers each year. This despite only having capacity for 70 million passengers, even after planned airport expansions. Across Canada, airports are often perceived to fall under federal jurisdiction, resulting in little consideration from municipal and regional policy makers. Airports are, in fact, major economic, employment and transportation hubs that must be integrated with local planning and with municipal and regional transit systems. Today s travellers have options. Canadian airports are competing increasingly with other airports across North America and beyond. The economic benefits, combined with the importance of air travel for trade and tourism, demand that policy makers address the potential capacity gap, or risk losing valuable air traffic and jobs. Background: Aviation Summit 2015 In May 2015, the Board hosted its first Aviation Summit, to build awareness of the economic importance of Toronto s aviation sector and, in particular, its international hub airport, Toronto Pearson International. The Board was pleased to engage nearly 220 senior business, industry and government leaders in discussions on strengthening the region s aviation sector and leveraging the full potential of Toronto Pearson for international travel, trade and competitiveness. The message coming out of the 2015 Aviation Summit was clear: Toronto Pearson is much more than a hub for travel and trade. Toronto Pearson, and indeed all Southern Ontario airport assets, are key economic assets that must be recognized and valued by local communities and the region overall for their substantial economic potential and contributions to regional prosperity. Key outcomes from the 2015 Aviation Summit included: the Board recognized that it has a critical role to play in amplifying the voice of this valuable sector to governments and the business community, a natural role given its active advocacy on transportation infrastructure and economic development policy; given Toronto Pearson s capacity and connectivity challenges, as well as its vast economic impact, the Board determined that a larger regional discussion was needed to promote the importance of coordinated airport growth and connectivity to the entire region; aviation stakeholders asked the Board to expand the discussion to include ground connectivity a follow-up Aviation Summit was planned to develop this dialogue; the Board began leading discussions with chambers of commerce/boards of trade from Canada s large urban regions facing similar issues regarding airport growth and connectivity; Aviation Summit 2016: Airports as Economic Hubs The aim of the Board s 2016 Aviation Summit was to engage government leaders and transportation stakeholders on the economic significance of airports and encourage them to respond with timely planning and investment decisions. The Summit also sought to build support across the business community for these airports.

6 Through two robust panels and a plenary session, the Board s 2016 Aviation Summit featured evidence-based discussions on: the economic importance and growth challenges of Southern Ontario airports; the potential benefits of these airports working together to manage pending aviation growth; and the vital importance of improving connectivity to, from and between these assets. Panel 1 Fuelling Ontario s Economy: The Vital Role of Regional Airports This panel featured candid commentaries from executives representing Peterborough Municipal, London International, Hamilton International, Ports Toronto (Billy Bishop) and Region of Waterloo International Airports. Panellists quantified the positive economic contributions their respective airports deliver and outlined the challenges and planning decisions they face. Panel 2 Air to Ground and Beyond: Connecting Airports with Regional Transportation This panel brought together regional stakeholders and transportation professionals to look at the current state of connectivity to and from Toronto Pearson International Airport, specifically. Panellists identified current connectivity challenges and the importance of linking this airport more effectively with all regional transportation modes in order to facilitate efficient movement of people and goods, from the very first kilometre of the journey to the last. Keynote Speaker Susan Baer, Global Aviation Planning Lead, Arup A 37-year aviation industry veteran, Ms. Baer was the first individual to manage all major Port Authority of New York and New Jersey airports. In her talk, Ms. Baer emphasized the value of regional coordination and collaboration. She also highlighted innovative service ideas, such as city luggage drop depots and security preclearance programs. Changes like these, she explained, can foster development of airports that require less physical space to run more efficiently, with greater convenience, fewer lineups and dramatically reduced wait times for travellers. Key themes Discussions and recommendations emerging from the Board s 2016 Aviation Summit are grouped into six key areas: 1. Enhancing awareness the importance of building greater visibility and recognition for Southern Ontario s vibrant and valuable airport assets 2. Hitting capacity Southern Ontario airports must plan for growth now, before they face capacity limitations 3. Airport specialization the role of each airport and the need for collaboration 4. Thoughtful growth collaborative planning for a coordinated system of innovative airports 5. Governance models for Southern Ontario 6. Connectivity getting to, from and around Toronto Pearson Outcomes and next steps The Board has now formalized its work with big city chambers of commerce/boards of trade across the country. The Canadian Global Cities Council is working together to address issues common to large Canadian metros, with a primary focus on airports. The Board is continuing to work with the Greater Toronto Airports Authority (GTAA) to examine issues and opportunities to support growth and enhance airport capacity. The Board is maintaining its strong advocacy focus on trade and transportation, especially expansion, enhancements and coordination of regional transit to ensure the efficient, effective movement of people and goods throughout the Toronto region. 6 TORONTO REGION BOARD OF TRADE

7 AVIATION SUMMIT 2016 REPORT 7 Enhancing Awareness Air transportation plays a critical role in creating jobs and increasing productivity in several economic sectors. In addition to supporting business travel, personal travel and tourism, regional airports provide: scheduled and charter air services that link communities to regional, national and international markets for goods and services; essential air services, including air ambulance, search and rescue, and forest fire response; commercial air services such as aerial photography and flying schools; corporate aircraft and general aviation services; facilities, including onsite and surrounding businesses, that enable local economic activity and employment; millions of dollars in economic impact annually. Ontario and the southern portion of the province, in particular boasts one of the most vibrant and economically powerful aviation and aerospace clusters in the world. These enviable strengths have made Ontario a key player in the aviation and aerospace sector globally. Toronto Pearson alone employs 40,000 people and generates $35.4 billion in GDP annually. The Airport Employment Zone, a relatively suburban 15,230-hectare area straddling the borders of Toronto, Mississauga and Brampton, enables 227,000 jobs, making it second in Canada only to downtown Toronto in terms of employment and economic significance nationwide. Despite the enormous value and economic opportunities Southern Ontario airports represent, too little attention is paid to current and future investment decisions these facilities are making to accommodate rapid growth and to improve service and competitiveness. The Board is pleased to lead the discussion on the growing importance of airport assets within our local and provincial economy. Given that other major cities in Canada face similar challenges with building awareness and advocating effectively for their respective airports, the Board is engaging with the Canadian Airports Council and Canadian Global Cities Council, a peer group of big city chambers of commerce/boards of trade across the country, to expand the dialogue. Facts on the Fly Toronto Pearson International is Canada s busiest airport, with 1,200 flights daily. In 2015, Toronto Pearson handled 41 million passengers, 444,000 flights, and 435,000 metric tonnes of cargo. Billy Bishop Toronto City Airport opened in 1939 as the primary airport for the region. It is now the nation s 9th busiest facility and the only airport in Canada to power 100% of its operations with renewable energy. John C. Munro Hamilton International is one of Canada s largest airports for domestic aircargo distribution. London International Airport services 500,000 passengers, employs more than 1,700 people and generates economic impact in excess of $357 million annually. In 2010, the municipal, provincial and federal governments invested $28 million for the first expansion of Peterborough Municipal Airport, including a new 7,000-foot runway. Region of Waterloo International Airport handles more than 145,000 passengers and contributes $86 million to the region s economy annually.

8 Hitting Capacity Canada boasts 726 airports nationwide. However, 94 per cent of all air passengers and cargo use only 26 of these facilities. Many of the highest traffic airports in the country are located in Ontario. Collectively, Southern Ontario airports move tens of millions of passengers and articles of cargo annually. This activity is projected to rise dramatically in years to come, roughly doubling over the next two decades. In particular, demand growth at Toronto Pearson is outpacing most of its global competitors. By 2033, Toronto Pearson is expected to handle million passengers and 1 million tonnes of cargo each year. By 2043, Southern Ontario s total passenger count is projected to skyrocket to 90 million. The looming demand/capacity gap is a wakeup call for Southern Ontario, and not just for those in the aviation industry. Toronto Pearson and the other airports in the regional system are so essential to the success of the region that the issue requires the attention of decision makers, planners, the business community and the general public in addition to airport and airline operators. Growth, Connectivity, Capacity, a 2015 report by the Greater Toronto Airport Authority The trouble is, planned air travel capacity across all Southern Ontario airports caps off at approximately 70 million passengers. With no plan in place to increase capacity, the region will face a substantial gap that represents a major threat to travel, trade and the overall economic competitiveness of the region, especially if traffic that cannot be accommodated heads to other facilities outside the province, including south of the border. The time to plan for growth is now. 8 TORONTO REGION BOARD OF TRADE Blaine Woodcock Senior Manager, Monitor Deloitte

9 AVIATION SUMMIT 2016 REPORT 9 Thoughtful Growth Despite the tremendous economic value airports deliver locally and nationally, neither the Province of Ontario nor the Government of Canada has a unified strategy for the growth and development of a system of airport assets. At the local level, tight budgets and urgency to implement near-term fixes stand to impede coordinated development that is mapped effectively to regional growth. Many big-city airports across North America are dealing with significant passenger growth and the challenge of ensuring plans are in place to accommodate that growth. Many of these facilities are looking not only to expand but also for innovative ways to make better use of the space they have. Airports are striving to implement solutions that consider facility optimization, connectivity and long-range scalability, not just problem solving for today. At the Board s 2016 Aviation Summit, stakeholders agreed that ongoing collaboration is essential to ensure coordinated growth and development of a regional system of airports. While regional airports do compete in some areas, all share the same goal of growing their airports and better serving their respective communities. All expressed keen interest in coming together to jointly assess, address and resolve the common challenges facing their sector. For Southern Ontario airports, collaboration and optimization means: Taking a regional view, looking at upgrades to all airports within the group. Airport specialization as a means of developing a complementary regional system. Growth options that accommodate not only more passengers but also more runways. Creating projects that can be scaled up easily. Examining ways to grow vertically, not just expanding out. Incorporating innovative services and designs that drive efficiency. Building with sustainability and resiliency in mind, especially in the face of climate change and severe weather events. Improved ground transportation between airports and adjacent communities in order to maximize efficiency, minimize pollution and improve customer experiences. Coordinated policies and investment from all orders of government. Even with coordinated plans, each airport must consider growth that is appropriate to its unique needs, as well as the surrounding community. For example, Billy Bishop, one of the most space-constrained airports in the world, purposely slowed its growth to remain in balance with the development of Toronto s waterfront. Billy Bishop is looking to optimize services within its facility rather than grow its footprint. Other Southern Ontario airport facilities are examining ways to maximize land use and surround their facilities with higher density housing and commercial development. Hamilton International, for example, is a strong supporter of the City of Hamilton s Airport Employment Growth District (AEGD), an eco-business park to be developed on surrounding lands. Leslie Woo, Chief Planning Officer, Metrolinx Peter Milczyn, MPP, Etobicoke-Lakeshore Her Worship Bonnie Crombie, Mayor, City of Mississauga Howard Eng, President & CEO, Greater Toronto Airports Authority Fittipauld Lourenco, Director Government Affairs, Air Canada

10 Airport Specialization In its 2015 report entitled Growth, Connectivity, Capacity, the Greater Toronto Airport Authority (GTAA) warned that uncoordinated planning among Southern Ontario airports will result in each facility reaching capacity on its own timeline, due to its own constraints. GTAA has initiated a discussion about the need for a multi-airport system wherein each airport could take on a distinct role. In this way, overall air travel capacity could be optimized to accommodate rapid growth in demand. The trend toward multi-airport systems is gaining strength worldwide. In North America, the Port Authority of New York and New Jersey oversees a formal system that includes John F. Kennedy, Newark Liberty, La Guardia, Stewart and Teterboro airports, with each facility playing a distinct role. John F. Kennedy remains the main hub for international travel and cargo, while LaGuardia specializes in short-tomedium haul travel. Newark focuses on the U.S. and Canada, while Teterboro focuses on general aviation. In Europe, the region surrounding London, England is served by London Heathrow, Stansted, Luton, Gatwick, and London City airports, while Paris relies on the Charles de Gaulle and Paris-Orly airports. The Board is encouraged by the GTAA s leadership and supports the creation of a multi-airport system with greater specialization and complementary roles. Today, in the absence of a formal plan, there is already some degree of specialization among these facilities. Peterborough Airport Caters to both business and general aviation. Home to the longest civil paved runway between Ottawa and Toronto. Flight activity includes recreational traffic, commercial jet and turbine engine operations, Medevac, charter flights, cargo shipments and commercial/college/military flight training activities. Has no noise curfews, allowing unrestricted operation of freight and passenger flights. London International Airport A regional airport, servicing 500,000 passengers annually. Over 150 million residents live within a 500-mile radius. The 12th busiest passenger airport in Canada Includes the North American head office and manufacturing for Diamond Aircraft, aviation programs for Western University and Fanshawe College, International Test Pilot School, Ornge helicopter base and Jet Aircraft Museum. John C. Munro Hamilton International Airport Built in October 1940 as a wartime air force training station, transitioned into a public facility. Offers commercial flights but specializes in handling cargo, particularly overnight express freight. Has grown to become one of Canada s largest airports for domestic air-cargo distribution. Is leveraging its strengths as a leading multi-modal cargo and courier airport. Billy Bishop Toronto City Airport The ninth busiest airport in Canada, with 2.5 million passengers in Provides short- to medium-haul travel within eastern North America. Fifty per cent of traffic is comprised of nonscheduled flights, such as Medevac. Close proximity to downtown Toronto has fostered a strong specialization in serving the business community. 10 TORONTO REGION BOARD OF TRADE

11 AVIATION SUMMIT 2016 REPORT 11 The downtown location and shorter wait times have attracted growing numbers of weekend and leisure travellers. The use of jets for scheduled flights is banned at this airport due to noise restrictions. Region of Waterloo International Airport Opened in 1950 for general aviation only; has since been built out to handle scheduled traffic. Remains the busiest general aviation airport in Ontario, with over 250 charter and private aircraft based here. Home to Waterloo Wellington Flight Centre, one of the top 3 flight training schools in Canada. Handles approximately 154,000 passengers and 100,000 movements annually. Currently looking to expand its services to offer more destinations. Toronto Pearson International Airport Stands alone as Canada s busiest airport, with 1,200 flights and more than 115,000 passengers per day. The nation s premier international travel and cargo hub. The second busiest airport in North America for international travel, behind only John F. Kennedy International. Moved 41 million passengers in Connected to 67 per cent of the global economy through non-stop, scheduled direct flights. Serves 12.5 million potential customers within a three-hour drive. Handled 444,000 airport movements, and 435,000 metric tonnes of cargo in By 2033, expected to handle million passengers and 1 million tonnes of cargo. Brian Herner Board of Directors, GTAA CEO, Biorem Technologies Inc.

12 Governance Airports have many stakeholders, including local communities, air carriers, passengers and local businesses. In some jurisdictions, regional groups of airports are overseen by a single aviation authority. The Port Authority of New York and New Jersey is one such example. Until the early 1990s, Canadian airports were managed by the federal government, with taxpayers footing a significant portion of the bill for capital investments and operational costs. Today, Transport Canada maintains responsibility for air navigation services and facilities and sets safety and security standards for all Canadian airports but has no involvement in operations. At this time, the Board does not believe a single aviation authority is needed to govern planning and operations for Southern Ontario airports. However, the Board urges Southern Ontario airport executives to continue to engage in formal and informal, industrydriven dialogue on coordinated planning and problem solving. At the national level, the Canadian Airports Council (CAC) is the industry association that lobbies the federal government on issues that affect the business interests of Canada s airports. At the regional level, the Board will continue to facilitate collaborative leadership and idea sharing. Currently, there is no single authority governing all Southern Ontario airports. With so many unique facilities, each with distinct needs, business models and challenges, the question remains: How is effective collaboration and coordinated planning to be achieved in this region? At the Summit, executives from all of the participating airports expressed keen interest in continuing to work together informally to exchange ideas and address challenges, often with Toronto Pearson/GTAA playing a key role in bringing relevant players to the table. Others are members of established airport advocacy bodies, such as the Canadian Airports Council (CAC) and the Airport Management Council of Ontario (AMCO), that are committed to illuminating pain points and pursuing solutions. All emphasized that the Board s Aviation Summit provides a valuable forum to continue their dialogue and to amplify the voice of the airport community to governments, industry and the public. Susan Baer Principal, Aviation Leader, ARUP 12 TORONTO REGION BOARD OF TRADE

13 AVIATION SUMMIT 2016 REPORT 13 Getting to, from and Around Toronto Pearson While Toronto Pearson International Airport is recognized first and foremost as Canada s largest and busiest aviation hub, this facility is a vital piece of transportation infrastructure that facilitates the movement of goods, services and people locally as well as nationally and globally. Situated next to several major highways and connected to numerous municipal transit systems, Toronto Pearson has the potential of becoming a world-class multimodal transportation hub, fully connected with regional buses, light rail, rail and high-speed rail. Like most Southern Ontario airports, Toronto Pearson currently lacks higher order transit, leaving passengers to choose between a bus, taxi or personal vehicle. While Metrolinx s Union-Pearson Express (UP Express) is a step in the right direction, ridership to date has fallen short of projections. Moreover, its value is limited to those travelling to and/or from downtown Toronto and two mid-town stops in between. People need choices for a complete, end-to-end air travel journey not just airport to airport, but home to final destination and back. Compounding the podium, roads surrounding Toronto Pearson remain the most traffic-clogged in Canada. With Southern Ontario s population expected to balloon to 15.5 million in the next two decades, driving times are predicted to increase by 25 to 35 per cent, as well. Passengers will have to build even more travel time into their journey. And the problem will only worsen without effective transit solutions. Right now, large international airports around the globe are far more advanced in connecting people to their facilities and the cities they serve. Often these cities have invested in a mix of high-speed rail, rail and bus rapid transit connections to their airports. These systems not only increase airport access for travellers and employees but also connect airports to city centres and drive reciprocal airport and regional growth. For example: London Heathrow Airport has five different rail lines going to directly to the airport, as well as municipal rapid transit. John F. Kennedy International Airport is linked to the New York City subway system and regional rail lines. The Airport Express train connects passengers from Hong Kong International Airport directly to the central business district and offers advance checkin at city stations. Airports do have a role to play in developing better means of getting people to and from their facilities. At Billy Bishop, for instance, the recent addition of a passenger tunnel from Toronto s mainland to the airport in 2015 has enhanced accessibility, allowing travellers to reach the airport in just six minutes on foot. Overall, 40 per cent of travellers reach Billy Bishop airport by means other than a car, including bus, airport shuttle, bike and walking. For its part, Toronto Pearson suffers from a last kilometre issue: there are many transit options near Toronto Pearson, but few go all the way to the airport. According to Deloitte, only eight per cent of travellers currently use transit to get to Toronto Pearson. Conversely, getting from the airport to a final destination is equally challenging. It is important to note that there is more to Toronto Pearson s connectivity story than just passengers. The lands surrounding Toronto Pearson represent the second largest and second fastest growing employment region nationwide. However, less than 20 per cent of people working in the Airport Employment Zone use transit to get to work. Some employers are filling the last kilometre gap with privately funded shuttle buses, even though these businesses and their employees are already paying into local transit systems. what is notable, and distinguishes the [Toronto Pearson] Airport Employment Zone from the nation s other major employment clusters, is its very limited transit connectivity. The 465,000 jobs within Downtown Toronto are supported by Union Station, a very significant transit hub that connects 65 million passengers a year to buses, commuter trains, the subway, airport express trains, and national rail services, representing the nature and scale of regional transit infrastructure required to connect people to the largest concentrations of employment. Pearson Connects: A Multi-Modal Platform for Prosperity (2016)

14 This lack of transit connectivity is a regional problem that requires a collaborative solution. While Toronto Pearson is widely known as Toronto s airport, the facility is situated in Mississauga. The lack of TTC service to the facility is due, in part, to the fact that the airport it is on the wrong side of the road, across a municipal boundary. Stakeholders are hopeful that this barrier to seamless travel can be broken down with Presto fare integration. At the Summit, Toronto Pearson released a new paper entitled Pearson Connects: A Multi-Modal Platform for Prosperity. Compiled by Urban Strategies, the paper makes the case for the creation of a Pearson Hub a Union Station West that would fill the missing gap in the regional ground transportation system providing multi-modal, networked transport options connecting the region to the world. Such a Pearson Hub, the paper argues, could not only encourage more transit use to and from the airport but could also become a unifying stop, linking several currently disparate regional transit options. For its part, the Board is interested to see further discussion and research on any option that serves to facilitate transit integration, increase public transit usage and reduce traffic congestion. Another critical piece in solving the connectivity puzzle lies in re-examining land use policies around the airport to promote higher value, higher density development. Today, Toronto Pearson is surrounded primarily by low-density warehouses and other industrial facilities. Rethinking land use could result in the development of complete communities, unlocking greater economic potential and providing options for those who work in and around the airport to live, shop and access a multitude of services nearby. Even those who work in the city could enjoy suburban living, with convenient access to downtown Toronto in just 25 minutes via UP Express. Advancing ground connectivity for Toronto Pearson will require bold thinking, determination and, perhaps most important, dedicated funding. UP Express took upwards of a dozen years and participation from the Province to come to fruition. Reimagining land use, enhancing passenger choice and effectively integrating regional transit with air travel will maximize this airport as a true, world-class multimodal mobility hub. If the Toronto region is to compete effectively on the world stage, merely keeping up is no longer an option. Enhancing the journey: options to encourage transit use for travellers For many Canadians, cars remain the most comfortable, customizable and convenient modes of transportation. At the same time, roads surrounding Toronto Pearson are plagued by the nation s densest traffic congestion, pushing cars to the bottom of the list as efficient, economical and environmentally sustainable means of travel to, from and around the airport. Encouraging travellers to leave their personal vehicle at home and take the better way to and from the airport will require regional behavioural shifts, which could be facilitated with traveller-centred services and conveniences that enhance the transit journey. Metrolinx s UP Express offers two-way travel between Union Station and Toronto Pearson, with stops at Weston Road and Bloor Street West, beneficial for those travelling to and from downtown and/or the west end. When city roads are clogged by rush hour traffic, Metrolinx s Triplinx online tool provides real-time transit information and recommendations. Customers can plug in their starting point and make the best choice to Toronto Pearson based on cost and timing. Currently the Airport Rocket bus between Toronto Pearson and Kipling Station provides luggage racks for customers. Expanding this to all other airport-bound city buses could make a bus ride to Pearson a much more palatable option for travellers. Travellers may be far more inclined to take transit to the airport if they could check their baggage at a conveniently located depot (e.g., Union Station) before travelling and know their checked items would arrive safely and securely at Toronto Pearson. Taking this idea one step further, luggage could be tagged and picked up at a traveller s home or office, then delivered directly to the last stop in the destination city. The addition of all-day, two-way GO Transit services could go a long way to solving the last kilometre issue for many regional communities. 14 TORONTO REGION BOARD OF TRADE

15 AVIATION SUMMIT 2016 REPORT 15 Conclusion Discussions at the Board s 2016 Aviation Summit resulted in the following recommendations: 1. The Toronto Region Board of Trade must continue to lead discussions with aviation sector leaders, airport executives and regional chambers/boards of trade to build awareness among governments, industry and the public of the critical role airports play in advancing economic success, job growth and effective transportation infrastructure throughout Southern Ontario. 2. The Board urges the Federal Government to consider a national strategy to ensure Canada s airports have the resources and support needed to accommodate long-term growth and maintain economic competitiveness. The Board is continuing to lead this discussion with the Canadian Global Cities Council to build the case for a national airports strategy. 3. The Board encourages Southern Ontario airports to work together to balance individual growth requirements with collaborative, long-range planning. 4. The Board endorses the establishment of a coordinated, regional system of airports with greater specialization that capitalizes on the strengths of each facility. 5. The Board does not believe a single aviation authority is needed to govern planning and operations for Southern Ontario airports. The Board encourages Southern Ontario airport executives to engage in formal and informal, industry-driven data sharing, coordinated planning and problem solving. 6. The Board urges the Government of Ontario to work with airports, municipalities and the private sector on land use policies that increase density and unlock economic potential, while improving airport connectivity and accessibility to employment opportunities. 7. Airports and municipalities must work together to look beyond air travel alone and re-envision airports as multi-modal transportation hubs. Improving transit options and services will go a long way toward increasing transit usage to and from each airport, between airports and throughout surrounding communities.

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