PROJECT OVERVIEW

Sustainability Airport Master Plan Process

Develop Sustainability Mission S tatement

Airport Inventory and Data Collection

Conduct Baseline Assessment

Aviation F orecasts

Develop Sustainability G oals and Objectives

Facility R equirements

Develop Sustainability S creening Criteria

Identify and Evaluate S ustainability Initiatives

Alternatives Analysis

Develop Sustainability Performance Targets

Master Plan Concept

Sustainability Initiatives Implementation

Capital Improvement Plan

Airport Layout Plans

Sustainable Master Plan Technical Report and Summary Highlights

Airport GIS Data

In Process

Airport Master Planning Process

S t a k e h o l d e r E n g a g e m e n t

Completed

Sustainability Element

Capital Implementation Plan

Financial Analysis

Economic Benefit Analysis

JETPORT ECONOMIC BENEFITS

Primary Aviation Gateway for State of Maine

Improves Quality of Life and Commerce

Supports Business and Economic Growth

Creates Measurable Employment/Income/Output

TOTAL ECONOMIC BENEFITS*

$269.6 mil.
Total
Payroll

$1.0 bil.
Total
Economic
Benefits

*Based on Fiscal Year July 2014 June 2015

ECONOMIC BENEFIT METHODOLOGY

SOURCES OF TOTAL BENEFITS

On Airport Activity
Airline & GA Visitors

Employment
Payroll
Output

Indirect Benefits (Payment to Suppliers)

Induced Benefits (Worker Spending)

Employment
Payroll
Output

Employment
Payroll
Output

8,261
Jobs
Supported

$269.6 mil.
Payroll

$1.0 bil.
Total
Output

ECONOMIC BENEFIT CALCULATIONS

ON AIRPORT ECONOMIC BENEFITS

1,329 On Airport Jobs
$288 mil. Direct Output
Jetport tenants bought
$106.7 mil. of goods &
services from Maine firms
Every 100 Jetport jobs
support 93 more jobs in
the regional economy
$464.3 mil. Total Output

AIRLINE VISITOR ECONOMIC BENEFITS

BENEFIT OF A DEPARTING AIRLINER

GENERAL AVIATION VISITOR ECONOMIC BENEFITS

4,460 Transient arrivals

1,829 Remained overnight
$1,866 Spending/overnight AC
1,026 Stayed 4 hours or more
$326 Spending/day visit AC
$3.7 mil. Direct GA spending

A DAY AT PORTLAND INTERNATIONAL JETPORT

127 Aircraft Operations & 1,329 Jobs
6,171 Air Visitors in the State Daily
$1.1 mil. Visitor Spending Daily
8,261 Total Jobs Supported
$2.9 mil. Total Economic Benefits Daily

FEDERAL, STATE & LOCAL TAXES

Data Sources

Portland International Jetport

Maine Office of Tourism
Maine Department of Transportation
Federal Aviation Administration
U.S. Department of Transportation
U. S. Bureau of Labor Statistics
IMPLAN Group
Surveys of Airport Employers
Surveys of Air Visitors

Sustainability Plan

AGENDA
Sustainability Framework
Supporting Sustainability
Next Steps

PROJECT OVERVIEW
Sustainability Airport Master Plan Process

Develop Sustainability Mission S tatement

Airport Inventory and Data Collection

Conduct Baseline Assessment

Aviation F orecasts

Develop Sustainability G oals and Objectives

Facility R equirements

Develop Sustainability S creening Criteria

Identify and Evaluate S ustainability Initiatives

Alternatives Analysis

Develop Sustainability Performance Targets

Master Plan Concept

Sustainability Initiatives Implementation

Capital Improvement Plan

Airport Layout Plans

Sustainable Master Plan Technical Report and Summary Highlights

Airport GIS Data

In Process

Airport Master Planning Process

S t a k e h o l d e r E n g a g e m e n t

Completed

Sustainability Element

Sustainability Framework

Be the Airport of
Choice for Maine!
- the Jetports Vision

The Portland
International Jetport
commits to be a premier
New England airport.
We will provide a
convenient, safe, and
environmentally
conscious gateway that
exceeds our travelers
expectations while
reflecting the essence of
the Maine experience.

Sustainability Framework

- The Jetports Mission Statement

SUSTAINABILITY FRAMEWORK
Greenhouse Gas Emissions
GOAL: Become a national airport leader in climate change mitigation
by supporting the reduction of greenhouse gas emissions generated
from Jetportcontrolled and influenced sources

Energy
GOAL: Become a national airport leader in energy conservation, while
considering opportunities for on-site renewable energy generation

Waste Management and Recycling

GOAL: Augment the Jetports existing waste management practices to
reduce waste generation and land disposal, and continuously improve
its exemplary deicing fluid recovery and recycling program

SUSTAINABILITY FRAMEWORK
Ground Transportation and Access
GOAL: Enhance the efficiency of regional and local access to and from
the Jetport with an emphasis on high-occupancy modes of
transportation and parking infrastructure that meets the needs of the
Jetports users

Social Responsibility
GOAL: Promote the well-being of the Jetports employees and
customers, while reflecting and supporting the social, economic, and
cultural assets of the local community and greater region

Governance
GOAL: Integrate sustainability throughout the Jetports organizational
framework

GREENHOUSE GAS EMISSIONS

OBJECTIVES
1.
Reduce GHG emissions associated with Jetport-operated mobile and stationary
sources on a per enplanement basis
2.
Encourage GHG emissions reduction strategies among the Jetports employees,
tenants, and customers

TARGETS
Install pre-conditioned air at 100% of all loading bridges by 2018
Reduce Jetport owned/controlled greenhouse gas emissions by 20% below
2013 levels by 2020
Reduce tenant and public owned/controlled greenhouse gas emissions by
30% below 2013 levels by 2020

ENERGY
OBJECTIVES
1.
Reduce the energy intensity of
Jetportowned facilities
2.
Pursue on-site generation of renewable
energy, where feasible

TARGETS
Increase energy efficiency of Jetportowned facilities by 25% below
2013 levels by 2020
Begin to measure percent of energy
generated from renewable sources
by 2018

WASTE MANAGEMENT & RECYLCING

OBJECTIVES
1. Reduce the amount of Jetport-generated municipal solid waste on a per enplanement basis
2. Increase the percentage of Jetport-generated municipal solid waste diverted from regional
landfills
3. Continue to recycle and reuse construction and demolition waste to the greatest extent
practicable
4. Prioritize the purchase and use of environmentally preferable products and materials in
both Jetport and tenant operations
5. Provide the resources necessary to support continuous improvement of tenant waste
management practices
6. Reduce deicing fluid reclamation and recycling operations cost

TARGETS
Begin to measure the Jetports composting rate by 2017
Increase the Jetports municipal solid waste recycling rate to 30% by 2020
Continuously divert at least 90% of construction and demolition waste from landfills
Recapture and recycle at least 75% of deicing fluid

GROUND ACCESS & TRANSPORTATION

OBJECTIVES
1. Provide choice to the Jetports passengers by encouraging high-occupancy modes of
transportation and the provision of adequate parking
2. Encourage the use of high-occupancy modes of transportation among employees
commuting to and from the Jetport
3. Leverage regional partners to enhance and promote bicycle, pedestrian, and highoccupancy modes of transportation available to Jetport employees, customers, and visitors

TARGETS
Appoint a transportation coordinator by 2017
Identify the mode distribution of Jetport employees by 2018
Identify the mode distribution of Jetport passengers by 2020

SOCIAL RESPONSIBILITY
OBJECTIVES
1. Expand or enhance existing programs that support employee health and satisfaction
2. Continuously improve the Jetports customer service experience
3. Foster a sense of place by incorporating regional representative elements into the Jetports
public-facing facilities
4. Increase opportunities for employee, customer, and community engagement
5. Continue the Jetports support of the regional economy, and promote its economic impact

TARGETS
Increase the number of Jetport employees
participating in Jetport-sponsored health and
wellness programs to 80% by 2020
Hold three employee appreciation events per year
beginning in 2016
Continuously improve Airport Service Quality
rankings, as applicable and where possible

GOVERNANCE
OBJECTIVES
Integrate sustainability criteria into the Jetports decision-making processes
Promote sustainability considerations in the daily activities of Jetport
employees
Drive accountability throughout all levels of the organization
Enhance internal and external transparency of operations

TARGETS
Present two sustainability-based employee recognition
awards per year beginning in 2016
Establish an internal Sustainability Working Group by
2017
Ensure that 100% of capital projects are evaluated using
sustainability criteria by 2017
Engage three local organizations per year on the Jetports
sustainability program beginning 2017
Participate in or establish a regional task force focused on
sustainability by 2018

SUSTAINABILITY MANAGEMENT & SUPPORT

SUSTAINABILITY
MANAGEMENT
& SUPPORT

PLAN, DO,
CHECK, ACT

SUSTAINABILITY MANAGEMENT & SUPPORT

SUSTAINABILITY WORKING GROUP
Employee group that will meet regularly to review the
progress of the Jetports sustainability program and
provide guidance for ongoing activities

SUSTAINABILITY CHAMPION
A Jetport employee with a passion for sustainability and
the ability to share that passion with other employees to
influence day-to-day decisions

SUSTAINABILITY ACTION LEADERS

Jetport employees who are responsible for overseeing the
implementation of sustainability actions, as evaluated and
prioritized by the Sustainability Working Group

SUSTAINABILITY AMBASSADORS
Key staff members appointed to represent the Jetport and
its sustainability program in front of external stakeholder
groups

SUSTAINABILITY ACTION EVALUATION TOOL

ESTABLISHING SUSTAINABILITY
GUIDING PRINCIPLES

Promote sustainability as an organizational focus within the Jetports culture and

guide decision-making processes

To be developed by the Sustainability Working Group with robust employee input

Will use the Jetports sustainability goals and objectives as a foundation

STAKEHOLDER
PARTNERSHIPS

One-to-one partnerships or multi-

party collaborations with local and
non-local organizations

Seek mutually beneficial solutions

to social, environmental, and
economic challenges

Aim to establish the Jetport as a

recognized leader in sustainability

FUNDING
OPPORTUNITIES
Utilize federal, state, local, private,
and non-profit funding sources
Current funding trends target
energy efficiency and GHG
emissions reductions
Seek potential partnerships that
can enable the Jetport to benefit
from tax credits or other financial
opportunities otherwise not
available to a municipal entity

FUTURE SUSTAINABILITY REPORTING

Annual Sustainability
Reports will communicate
the Jetports progress
toward achieving its
sustainability goals,
objectives, and targets
Enhance transparency,
promote accountability,
build stakeholder trust, and
convey sustainability
leadership

NEXT STEPS

Draft SAMP
Draft ALP
SAMP Summary Brochure
City Approval Process
Final SAMP/ALP
FAA ALP Approval

Committee Discussion