Sustainability Working Paper 22 SUSTAINABILITY BASELINE

WP 2.1 INTRODUCTIONA primary purpose of the Juneau International Airport Sustainability Master Plan (SMP) is to integrate sustainability into the traditional airport master plan process, identify areas of sustainability impact, assess baseline sustainability performance, and identify opportunities for performance improvement. The SMP will contain all of the aspects expected by the FAA for projects of this type, including:

§ Sustainability vision, mission, or policy statement along with a description of how it is communicated to stakeholders.

§ Identification of sustainability categories, or focus areas.

§ Baseline inventory for each sustainability focus area.

§ Establish goals or targets to minimize the airport’s footprint and improve overall sustainability performance.

§ Identify specific initiatives to improve the airport’s sustainability performance and achieve the established goals or targets.

§ Public participation and community outreach.

This Working Paper presents the results of the JNU sustainability baseline inventory. This effort involved the collection and compilation of data and information to generate a sustainability baseline of the airport across the 12 selected Focus Areas (see Working Paper Number 1, Vision/Mission, Focus Areas, and Goals). The Project Team collected available information from the airport, City and Borough of Juneau (CBJ) and other public sources, calculated and compiled current rates of resource consumption, and summarized information in terms relevant to the airport and the SMP. A baseline year was identified to serve as a reference point for evaluating current and projected sustainability impacts and initiatives. The baseline year is 2014, unless noted otherwise. The sustainability baseline is organized by Focus Area under the four sustainability components – Economic, Operational, Environmental, and Social (EONS).

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WP 2.2 ECONOMIC (EONS: ECONOMIC VIABILITY)The Economic component of sustainability plays a critical role for JNU since the airport is municipally funded and operated and plays a vital role in the local and regional economy. The airport provides jobs and stimulates economic growth in the community while serving as a primary mode of transportation for passengers and as a hub for goods and tourism in the Southeast Alaska region. The Focus Areas discussed in this section are Economic Performance and Procurement practices.

WP 2.2.1Economic Performance

Economic Performance is included in the baseline to present the airport’s impact in the regional economy and to underpin its role as critical infrastructure for transportation, commerce and tourism in the region. This section relies on the work completed for economic impact studies.

The direct economic value generated by the airport is reflected in indicators such as airport revenues, operating costs, number of jobs, and employee compensation. Indirect economic impact can also be considered (such as local jobs of those who supply goods and services to the airport).

A 2011 economic study, completed by Northern Economics, indicated that the total economic impact of the direct jobs and direct expenditures of JNU was approximately $75 million in wages, or labor income, and $150 million in economic output1.

For the 2015 fiscal year, the airport’s budget included total airport revenue of $5.97 million with total airport operating costs of $6.10 million. The airport is heavily reliant on service charges and rental fees and receives limited federal and state funding for operations (federal and state revenues are 2% and 1% respectively). The following graphs summarize the airports funding sources and expenditures for core services.

1 Alaska Department of Transportation and Public Facilities. 2011. Economic and Community Contributions of Selected Alaska Airports: 12Case Studies. Prepared by Northern Economics

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Figure 1 - Funding Sources for JNU, FY15 Adopted Budget

Figure 2 Expenditures on Core Services for JNU, FY15 Adopted Budget

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52%

36%

7%

2% 1% 1% 1%

Charges for services

Rentals

Licences, Permits, Fees

Federal Revenues

Sales

State Shared Revenue

Investment and In-terest Income

50%

24%

14%

12%Maintain and De-velop Air Operations Area

Maintain and Develop Termi-nal Building

Provide Aircraft Emergency Services

Provide Security of Airport Premises

The airport is also a major source of both direct and indirect jobs in Juneau. The airport directly employs about 35 full time equivalent (FTE) employees, based on the FY15 adopted budget. However the impact of airport leaseholders and the airport’s overall indirect employment impact is much larger. In the same 2011 economic study, it was estimated that airport leaseholders provided roughly 950 direct jobs to the community in (based on 2009 data). Close to 60 percent of those jobs were full-time, non-contract jobs held by Alaskans.

Table 1: JNU’s Regional Employment Contributions

Type Jobs

CBJ Airport Operations / Management* 31Direct Leaseholder Employment (full and part time) 950Other Indirect Local Jobs 260Total Local Employment 1241*Indicates 2009 employment valueSource: Economic and Community Contributions of Selected Alaska Airports, based on 2009 data

The Northern Economics study estimated that in 2009, 891 of the 981 jobs at the airport were held by Alaskan residents, concluding that “[i]f each direct airport job were held by a unique Alaskan resident worker, then JNU could provide direct employment to almost six percent of the resident workers in the City and Borough of Juneau. Conceptually, almost 1 in every 15 workers in the community could depend directly on the airport.”

Finally, and perhaps most important, JNU serves as a hub for passengers, mail, and cargo in Southeast Alaska. More than 500,000 passengers use the airport each year. Table 1 summarizes the destination cities for arriving passengers, based on 2014 passenger arrival activity.

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Table 1: Destination Cities for JNU Arriving Passengers, 2014

Source: Bureau of Transportation Statistics, n=291,538

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Destination City % of Anchorage, AK 23.42

Angoon, AK 0.54

Chatham, AK 0

Cordova, AK 0.27

Elfin Cove, AK 0.18

Excursion Inlet, AK 0.01

Fairbanks, AK 0.14

Funter Bay Alaska, AK .50

Gustavus, AK 2.66

Haines, AK 2.22

Hoonah, AK 12.66

Juneau, AK 0.18

Kake, AK 0.58

Ketchikan, AK 5.20

Klawock, AK 0

Kodiak, AK 0

Pelican, AK 0.33

Petersburg, AK 3.23

Seattle, WA 47.33

Sitka, AK 6.70

Skagway, AK 1.90

Tenakee, AK 0.20

Wrangell, AK 1

Yakutat, AK 1.23

WP 2.2.2Procurement practices

Procurement practices can play an important role in sustainability due to the amount and range of purchases made by airports for materials, supplies, and services.

Contracting and procurement of airport supplies and services is centralized within the CBJ Finance Department and stipulated by the Juneau Code of Ordinances, Ordinance Title 53 Chapter 53.50, Purchasing of Supplies and Services2. This ordinance does not include any additional or specific environmental or sustainable procurement clauses. Currently JNU does not have an established environmental or sustainability procurement policy, nor a ‘buy local’ type requirement, with the exception of contracting for professional services. In accordance with Section 53.50.060, the CBJ purchasing ordinance gives some preferential contract selection clauses for local firms and firms with disabilities (i.e., those firms comprised at least 75 percent with persons having significant physical or mental disabilities). In addition, all contracts with amounts greater than $5,000 allocate five percent of the total points possible for the proposal if the proposal is submitted by a local firm (i.e., Juneau proposer or bidder). Also, as a recipient of financial assistant from the U.S. Department of Transportation (DOT), CBJ has established a Disadvantaged Business Enterprise (DBE) program and goals for DBE participation on Federal Aviation Administration (FAA) funded projects. The program’s aim is to ensure that DBEs “have an equal opportunity to receive and participate in DOT-assisted contracts.” The goal CBJ has established for projects at the airport through FY2015 for DBE participation in FAA-assisted contracts is 5.92 percent of the Federal financial assistance.

In addition, while not a procurement policy, CBJ did enact a green building standard for all public facilities and buildings costing over $5 million that are paid for by municipal funds, including facilities and buildings for the airport3. The ordinance adopted the Leadership in Energy and Environmental Design (LEED) Rating System and requires applicable buildings to achieve a minimum level of LEED Certified. As a result, any new facilities or buildings at the airport that exceed $5 million are required to pursue LEED Certification, which will require the airport to adopt additional contractual and procurement requirements to achieve the certification.

2 https://www.municode.com/library/ak/juneau/codes/code_of_ordinances?nodeId=PTIICOOR_PTIIOTPR_CH53.50PUSUSE 3 https://www.municode.com/library/ak/juneau/codes/code_of_ordinances?nodeId=PTIICOOR_TIT49LAUS_CH49.35PUIM_ARTVIIIBUST

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WP 2.3 OPERATIONAL (EONS: OPERATIONAL EFFICIENCY)

WP 2.3.1Cost Control

The following topics will be discussed under Cost Control, as applicable.

§ Cost saving measures (e.g., Geothermal system fuel usage savings)§ Energy efficiency

WP 2.3.2 Business continuity and emergency preparedness

The following topics will be discussed under Business continuity and emergency preparedness, as applicable.

§ Climate change vulnerability / adaptation§ Emergency preparedness. § Infrastructure resiliency§ Green building program.

WP 2.4 ENVIRONMENTAL (EONS: NATURAL RESOURCE CONSERVATION

WP 2.4.1Materials Management

The following topics will be discussed under Energy, as applicable.

§ Recycling and waste volumes§ Recycling / compost program§ Recycling, Reuse, and Waste Reduction Plan (RRWR) Plan. The RRWR Plan will be

included as an appendix to the final SMP.

WP 2.4.2Energy

The following topics will be discussed under Energy, as applicable.

§ Electricity and diesel consumption for facility heating, cooling§ Fuel use for vehicles, equipment and other stationary sources§ Renewables / Geothermal /ground source heat pump (GSHP) system

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§ Energy efficiency§ Greenhouse Gas (GHG).

WP 2.4.3Water

The following topics will be discussed under Water, as applicable.

§ Surface and stormwater management§ Stream water quality§ Potable water consumption / water efficiency / water use reduction§ Water reclamation / harvesting.

WP 2.4.4Effluents & Waste

The following topics will be discussed under Effluents & Waste, as applicable.

§ De-icing / De-ice fluid management program. § Environmental contaminated sites. § Fuel/HazMat management (SPCC plan). § Wastewater and sewer

WP 2.4.5Transport

The following topics will be discussed under Transport, as applicable.

§ Ground transportation for passengers, staff, visitors, suppliers.§ Fleet management.§ Parking and parking management (number of employee and short term and long term

public parking spaces provided). § Public transportation (vehicular and non-vehicular).§ Accessibility of airport for community/customers

WP 2.5 SOCIAL (EONS: SOCIAL RESPONSIBILITY)The Social component of sustainability considers how the airport operates as a socially responsible business and considers stakeholders that are critical to airport activities, such as employees and the local community. The Focus Areas discussed in this section include Employment, Training and Education, and Local Communities.

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WP 2.5.1Employment

The airport directly employs about 35 FTE employees, including seasonal and on-call positions, as shown in Table 2. This includes a combined 33 full-time positions across Airport Administration, Terminal Operations, and Airfield Maintenance.

Table 2: Airport Staffing, FY15 Adopted Budget

Year FTEAirport Administration

Airport Manager 1

Deputy Airport Manager 1

Engineer/Architect II 2

Airport Business Manager 1

Accounting Technician II 1

Administrative Assistant II 1

Office Assistant II .5

Eng/Architect Assistant II 2

Intern IV 0.42

Construction Inspector 1

Terminal Operations

Maintenance Mechanic III 1

Building Maint Technician II 1

Building Maint Technician I 1

Building Custodian 4.5

Airfield Maintenance

Airport M&O Superintendent 1

Sr. Equipment Operator 2

Airfield Safety Coordinator I & II 2

Automotive Mechanic III 1.33

Equipment Operator I & II 8.33

Laborer 2

Source: CBJ, FY15 Adopted Budget

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The CBJ has a health and wellness program to support the health and wellbeing of its employees4. The program is called Health Yourself and encourages employees towards healthy lifestyles through education, competitions, and special promotions such as low-cost blood screenings, disease and lifestyle management, flu shot, and other health and wellness activities and programs. Employees also have access to a staff Wellness Coordinator to assist them and their families. An example of events and activities includes:

§ Functional Fitness Challenge§ Cooking Classes § Back to Basics§ Skate Your Way Across Alaska§ Fitness Journal§ Monthly Healthy Habit Challenges§ Nutrition challenges§ Monthly Health Yourself Newsletters§ Family Fun Days

Health Yourself also includes a Rewards Program which gives employees a $50.00 per pay period discount off their health insurance premium rate if they participate and meet the requirements of the program.

Other components of the Health Yourself program include:

§ Employee Assistance Program / Guidance Resources§ Tobacco Cessation Program§ Lifestyle Management Program

WP 2.5.2Training and Education

Similar to health and wellness programs, airport employees also have access to CBJ employee training and skills management opportunities5. Current training programs include:

§ New Employee Orientation § Supervisory Academy § Coaching for Commitment

Airport employees also receive annual health and safety (H&S) training. This training is managed by the CBJ Safety Officer and is based on the CBJ Safety Plan6.

4 http://www.juneau.org/personnel/wellnessprogram.php 5 http://www.juneau.org/personnel/Training.php 6 http://www.juneau.org/personnel/documents/CBJSafetyPlanRev10-12.pdf

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The airport does not provide any additional regular training or skills management programs outside of those offered by CBJ.

WP 2.5.3Local Communities

The airport is located in the City and Borough of Juneau, the capital of the State of Alaska and is approximately seven miles from the downtown business district. As of 2014, the population of Juneau was 33,0267. Together, state, local, and federal agencies provide 39 percent of the community’s employment (ADOLWD, May 2015). Local government includes JNU employees. The largest private sector employment is in trade, transportation and utilities; tourism; and health services. The highest private wage payers are found in mining and construction.8

Airports engage communities in a variety of ways, such as community and civic events and programs, projects, donations, and sponsored activities. JNU interacts with the local community by allowing use of airport property for non-air travel purposes, providing meeting space, and supporting local arts and music.

Access to the airport is not limited to the terminal. One of the most popular aspects of the airport in the community is the emergency vehicle access road (EVAR), or Dike Trail, and the airport’s support and maintenance of the trail, which included providing parking and installation of an improved non-motorized bridge to access the area. The trail provides a scenic walk around the perimeter of the airport and float pond, including interpretive signage, and provides access and views of the Mendenhall Wetlands State Game Refuge. This area is also accessed by hunters during the waterfowl hunting season. The parking lot used by the public to access the trail is maintained by the airport.

The airport also serves as a community resource, with residents and visitors able to use the airport terminal for non-air travel purposes. For example, non-airport meetings are held in the Alaska and Juneau Room. These rooms are available for rent directly from airport administration.

One of the primary ways the airport has engaged the community is through visual and performing art in the terminal. The airport knows that “artwork adds beauty to the Airport,

7 ADOLWD, July 2014 Population Estimates8 ADOLWD, QCEW data for CBJ, published May 2015.

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reflects the culture and character of the community and helps create an inviting atmosphere for the enjoyment of passengers, workers, and visitors.”9 Current art programs include:

§ Music on the Fly, a live music series held weekly at the airport.

§ Rotating art exhibits, such as international-themed exhibits through CBJ Sister Cities Committee and student art through the CBJ Arts and Humanities Council.

§ 1percent for Art program, where at least one percent of expenditures on facilities from Capital Improvement Project (CIP) funds is devoted to the acquisition of works of art.

§ Special projects such as the Rain Forest Garden Eagle Scout project, which is located on the north side of the terminal's main entrance.

9 http://www.juneau.org/airport/PublicArt.php

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