Bert Mooney Airport
ASP Implementation Plan
Bert Mooney Airport Sustainability Plan
Implementation Plan
Preface
Bert Mooney Airport (BTM) Sustainability Plan was developed following a request from the FAA to
create a plan using their guidelines on sustainability. FAA personnel were interested in an example for
other airports of similar size throughout the U.S.
After BTM staff, board, and consultants discussed options, the consultants worked with the staff to
develop an initial plan. It was extremely aggressive with detailed plans for a new LEED-Silver terminal
and ideas for future policies and procedures. What they discovered while creating the document was
that an airport of this size struggles to build a new airport terminal to LEED standards. In addition, many
of the policies and procedures, while commendable, are not practical in this region with their level of
air/auto traffic.
With a staff of eight, what they want to do and what they are able to do are two very different things.
Their number one priority is to become a viable business and then to improve upon that by following
good, sustainable business practices that will benefit the local community, the southwest Montana
region, and the environment.
An aggressive plan presented a challenge that overwhelmed the board members and staff. A better
approach is a more basic plan based on continual improvement. The current plan is a living, changeable
document. The board and staff can be successful with reaching goals by working on one initiative at a
time within their base budget.
Summary of SMA Board and Staff Activities
In the truest form of sustainability, BTM has operated for years as an environmentally friendly airport.
This is a very small facility with only 2 scheduled passenger flights per day on 1 airline, 7 scheduled cargo
flights on 1 airline, and 8 employees. Nonetheless, the airport continues to operate 20 hours daily, 7
days per week. Activities require all available staff resources and everyone participates serving local
customers and visitors. For example, all 8 employees are trained for fire and safety and constitute the
airport’s fire department. The Assistant Airport Director and one of the maintenance staff make sure
the airport’s recycling bins are emptied and taken to the recycling facility on a regular basis.
When reading through this implementation plan, you will see the same positions listed throughout as
the responsible party. This makes implementing a sustainability plan difficult for airports of this size.
The administration and staff are already utilized to the maximum extent with operation, safety, and
maintenance of the airport. Every initiative in this plan is another “to do” item on their already full list.
1|Page
While working with consultants to create the Airport Sustainability Plan, the airport staff has already
implemented many of the initiatives. This plan is a dynamic document and will be continuously updated,
changed, and improved. It is as important to monitor what is working, as it is to detect what is not
working. For example, in order to save money and energy, airport administration started a Turn-Off-theLights initiative in the terminal. They now operate the offices and terminal with the lights off during
most daylight hours. Now is the time to evaluate this initiative by comparing actual energy/dollars
saved versus the effects on personnel. Is it straining their eyes, is it affecting their moods or energy
levels?
The highest priorities in this plan are detailed in the Economic section. The airport must continue and
advance as a financially viable business or the balance of the plan will simply remain a written
document. A 2013 report on Airport Profitability in Airport World Magazine states that “70% of airports
lose money”, and “…it follows that the profits that do exist are concentrated in the major hubs.” As a
small airport in a rural area, BTM understands the challenge to operate as a viable business which is why
the Airport Sustainability Plan and this Implementation Plan exist.
The key to growing profits requires increasing income and cutting costs. As a bare bones business, it is
difficult to find ways to do either. With only one airline having scheduled passenger flights in and out,
the number of travelers/customers is so small that even if each one purchased items from the vending
machines, paid for cart rental, and car rentals, the increase in income would be minimal. For this
reason, the BTM board and staff have pushed to construct a new terminal. Although the initial
operations and maintenance costs will increase, this new, efficient facility can entice additional airlines,
and thus more flights and travelers through the airport.
As mentioned in the BTM Sustainability Plan, targets and initiatives need to be documented and
checked if progress is to be measured. The Airport Director and Assistant Airport Director will track
sustainable activities in this plan and report to the Board of Directors on an annual basis with monthly
updates at regularly scheduled meetings. Noteworthy successes can be reported to the community
through a press release or social media.
Economic - Financial
The goal is to operate the airport as a financially viable business. The Airport Director (AD) and the
Airport Authority Board (Board) will continue to evaluate current and potential sources of income with a
measurable target of increasing income by 5% over the next five years.
The specific targets will be discussed each quarter at regularly scheduled board meetings. New ideas
with potential will be discussed as they are discovered. The AD is responsible for this target.
As stated in the Sustainability Policy, signed by the Chairman of the Board, an additional economic goal
is to proactively seek potential funding sources for airport sustainability projects. The AD will take
responsibility for identifying and applying for appropriate grants each quarter.
The additional objectives in this section are all geared towards the goal of increasing income.
2|Page
Operations – Airport Facilities & Procedures
The goals are to increase sustainable practices in the daily operations where possible and create a
positive work environment that will attract and retain management and staff.
The priorities are to ensure a clean and safe environment by using green products (environmentally
friendly, regional, and recycled content materials) throughout the offices and terminal. With allergies
and contagious diseases on the rise, it is important to take into consideration the health and well-being
of everyone who uses the airport from the child with chemical allergies flying in from Salt Lake City to
the airport staff using cleaning products or chemicals in the course of their day.
Through the process of working with consultants to create the Airport Sustainability Plan they have
already begun to implement many of the initiatives in the plan.
The new terminal will include improved offices and facilities for staff and travelers.
Environment – Environmental Resources
This section was split into two categories – Natural Resource Management and Resources Efficiency with
Resources Efficiency being divided into sub-categories for Energy, Water, Waste, and Pollution. The
main goal in this section is to reduce the impact on the airport’s surrounding environment.
Many of the targets and initiatives were written for the new terminal project that is not yet under
construction.
Social – Socioeconomics
The priority is to increase local awareness of BTM’s sustainability efforts.
In order to increase awareness and connectivity, the logical place to start is with an internship program.
With a small, overtaxed staff, an increased labor force will allow them to tackle many of the
sustainability initiatives. The first internship will be for a social media person to handle the website and
other possible social media platforms.
The Assistant Airport Director will be responsible for initiating this program, starting with reaching out
to the appropriate staff at Montana Tech in Butte.
3|Page
BMA Implementation Plan
5/18/2016
Bert Mooney Airport - Airport Sustainability Plan - Implementation Plan Details
Who is Responsible Key
AD = Airport Director
AAD = Assistant Airport Director
SJ = Security/Janitorial
BAM = Building & Airfield Maintenance
FDS = Fire Department/Safety
MM = Morrison-Maierle
BMA Implementation Plan
Term
Economic - Financial
Targets
Timeline
Who is Responsible
Reporting
Income +5%
2021
AD, Board
Annual Budget, Quarterly Reports
AD
Monthly board meeting
Board, MM
Monthly board meeting
AD
Monthly board meeting
Goal - Operate BTM as a financially viable business.
Objective - To continue to operate as a financially viable airport in order to
be sustainable.
Long Term
Measurable Targets - Increase income by 5% over the next five years.
Ongoing
Initiative - Ensure Delta continues their service
Short Term
Initiative - Build a new - energy efficient - terminal
New Terminal
Initiative - Add at least one additional airline to our schedule
Spring 2016
Objective - Consider additional income sources
Ongoing
Measurable Target - Research & Evaluate new ideas each quarter
Ongoing
Initiative - Look at other income sources used by airports of similar size
4 ideas per year Ongoing
AAD
Report quarterly at board meetings
Short Term
Initiative - Create a spreadsheet with each current income source
AAD
Short Term
Initiative - Consider each source (above), evaluate potential to increase
rates e.g. increase restaurant lease payments
AD, AAD, Board
Objective - Find grants & funding to pay for sustainability initiatives
Ongoing
Measureable Target - Identify & apply for new grants each quarter
Quarterly
AD
Short Term
Initiative - Spend time researching national, state, and local grants
4 grants/year
Now
AD
Short Term
Initiative - Look into Small Community Air Service Development Program
Grant Application (http://www.airlineinfo.com/ostpdf84/805.pdf )
Now
AD
Report quarterly at board meetings
Comments
BMA Implementation Plan
Term
Operations - Airport Facilities & Procedures
Targets
Timeline
Who is Responsible
Reporting
Comments
Goal - Increase sustainable practices in our daily operations
Objective - Maximize operational efficiency
Short Term
Qualitative Target - Determine if saving electricity, by turning off the lights
during the day, is worth the effort and effects on personnel and travelers
Short Term
Short Term
Initiative - Look at how much energy/money is actually saved by turning off the
lights in the terminal. Compare electric bills prior to establishing this practice to Set a % of savings to ensure this
current bills using the same months from prior years.
procedure is creating more
ADD, MM
benefit than harm.
Initiative - Consider the effect on personnel and travelers who use the offices
and terminal with the lights off versus the money/energy it saves.
Long Term
Qualitative Target - Become a more sustainable business
New Terminal
Initiative - Integrate sustainable practices into airport O&M
AD
New Terminal
Initiative - Use & update Sustainability Management Plan regularly
AD & ADD
New Terminal
Initiative - Evaluate and review all new programs & projects in terms of our
sustainability goals
AD
New Terminal
Initiative - Include staff, tenant, and visitor input on sustainability
ADD, MM
New Terminal
Initiative - Use environmentally friendly products and equipment in all
operations
ADD, Staff
New Terminal
Initiative - Purchase environmentally friendly cleaning products for use in the
terminal
ADD, Staff
2014 vs 2015
ADD
When finished with comparison,
report findings to the board
If the savings meet the set % of savings, then continue
with this policy, if not then leave the lights on. The new
terminal should be built with energy efficient lighting
systems.
Report to board when new
products or equipment are
purchased that adheres to the
standards in the Airport
Sustainability Plan.
Objective - Reduce, Reuse, Recycle
Monitor
annually
ADD, Staff
Initiative - Use electronic filing systems
2015
ADD
Initiative - Use 25% less ink in office machines - set default to draft
In progress
ADD
Ongoing
Initiative - Refill ink cartridges on printers & copy machines
In progress
ADD
Ongoing
Measurable Target - Increase use of recycled products & recycling
Long Term
Initiative - Purchase recycled content materials: toilet paper, paper towels,
cups, utensils, garbage bags, etc.
Ongoing
Initiative - Continue to use recycling receptacles
In progress
Ongoing
Initiative - Use recycled content paper when printing & copying
In progress
Ongoing
Initiative - Encourage restaurant inside terminal to buy recycled products, and
use airport terminal recycling receptacles
In progress
Ongoing
Initiative - Recycle oil, batteries, and pavement waste
In progress
BAM
Ongoing
Measurable Target - Measure and increase % of waste directed to recycling
Ongoing
Initiative - Measure trash 1x per month, compare % of recycling in trash
Monthly
SJ
DONE
Initiative - Train employees to use and maintain recycling receptacles
2014
ADD
Short Term
Initiative - Create a measurement log for recycling bins
SJ
Short Term
Initiative - If % is above 50%, increase recycling signage throughout airport and
above trash bins
ADD
Long Term
Objective - Create a positive work environment to attract and retain
management and staff
Short Term
Initiative - Build a new, energy efficient, terminal
Ongoing
Measurable Target - Reduce office supplies cost & usage
Ongoing
Ongoing
Reduce usage
by 5%
Increase usage
by 50%
5 years
Spring 2016
ADD
Board, MM
Report annually to the board.
Initiatives will help reduce costs and usage in the office.
These targets and % are set for the current terminal.
Expect changes with the new terminal.
Report annually to the board.
Monthly board meeting
New terminal will improve offices for staff
BMA Implementation Plan
Term
Environmental Resources
Targets
Timeline
Who is Responsible
Reporting
Comments
Natural Resource Management
Goal - Minimize impact on the biodiversity of the surrounding landscape.
Objective - Manage Wildlife
Ongoing
Qualitative Target - Minimize wildlife hazards
AD
Ongoing
Initiative - Work with state wildlife agencies to ensure wildlife habits,
pathways, and environments are considered in regards to safe airport
operations.
AD
Ongoing
Initiative - Manage wildlife in accordance to BTM approved Wildlife
Management Plan
AD
Ongoing
Initiative - Avoid vegetation that attracts wildlife
BAM
Report to AD
Long Term
Objective - Minimize impact on surrounding landscape
New Terminal
Long Term
Initiative - Cover open spaces with native plants
New Terminal
Landscaping
MM, BAM
Report to board, post on website
Ongoing
Initiative - Preserve existing vegetation
New Terminal
BAM
Ongoing
Measurable Target - Reduce runoff at property boundaries
DONE
Initiative - Install erosion netting
2015
BAM
DONE
Initiative - Build bio-swales
2015
BAM
Resources Efficiency
Energy
Goal - Reduce dependence on fossil fuels to the greatest extent possible.
Ongoing
Objective - Reduce Energy Consumption
Short Term
Measurable Target - Reduce energy consumption by 5% each year until 10% total
new terminal is built
reduction
Now-2017
AD, BAM
DONE
Initiative - Conduct an Energy Audit to identify opportunities to reduce
demand.
2015
AD, MM
Ongoing
Initiative - Clean or change furnace filters once a month during heating
seasons
Now-2017
BAM
DONE
Initiative - Establish airside lighting controls and procedures to turn off or
reduce intensity of airside lighting (runway, taxiway, apron lights, etc.) at
night, or when not in use.
2015
MM to perform energy audit on a
regular basis and report back to AD Appendix H
This is done.
Waste - See Operations Reduce, Reuse, Recycle
Water Quality
Goal - Maximize water efficiency
Ongoing
Objective - Reduce amount of water used in landscaping
New Terminal
Initiative - Limit high-maintenance landscaping. Include drought tolerant
plant species in any landscaping to reduce or eliminate irrigation.
Now-2017
MM, BAM
New Terminal
Air & Noise Pollution
Goal - Minimize BTM's contribution to air pollution
Long Term
Objective - Improve outdoor air quality
Ongoing
Initiative - Enforce the No Smoking Policy inside the terminal
DONE
Initiative - Discuss bus service to airport with Butte-Silver Bow Transit
2015 AD, ADD
City bus on Harrison Street plans to loop
through the airport as part of their route
DONE
Initiative - Create bus/shuttle routes for air travelers, taking into
consideration flight arrivals & departures.
2015 AD, ADD
Currently has service to 5 local hotels.
SJ, FDS
BMA Implementation Plan
Term
Targets
Timeline
Who is Responsible
Reporting
AAD to initiate, board
members to assist, AAD
will manage interns &
paperwork
AAD reports progress at monthly
board meeting
3 months
Social media intern
Intern will report directly to ADD,
and if appropriate deliver report to
the board
Social - Socioeconomics
Goal - Increase local awareness of BTM's sustainability efforts
Objective - Collaborate with local schools & colleges
Short Term
Measurable Target - Increase labor force with internships
1-3 interns
Spring 2016 start
Short Term
Initiative - Create social media internship - website, instagram, facebook
1 intern
hired by 5/16
Short Term
Initiative - Create sustainability internship - projects to include green cleaning
materials, or research healthy foods to sell in vending machines
1 intern
hired by 6/16
Long Term
Initiative - Create building internship - student to be the liaison between MM and
airport administration
1 intern
hired by 6/16
Objective - Increase awareness through online media
Short Term
Measurable Target - Increase views and website usage
20% increase
Short Term
Initiative - Start website blog
June
Social media intern
Ongoing
Initiative - Create & post on Facebook & Instagram accounts
June-Aug
Social media intern
Short Term
Initiative - Add useful information to website (e.g. weather button, Grill hours of
operation, etc.)
June
Social media intern
Ongoing
Initiative - Look for opportunities to snap photos of local celebrities or politicians
while they are using the airport. Ask for permission to post their photo on
Airport social media
3 months
Sustainability Intern
Earth Day 4/22;
Arbor Day 4/29
Interns
Objective - Increase economic development in the region through marketing
Ongoing
Measurable Target - Expand marketing reach
Ongoing
Initiative - Include Butte-Silver Bow County and Southwest Montana in
marketing materials to increase awareness of the opportunities in the area.
Ongoing
Initiative - Work with Chamber of Commerce, Visitors Bureau, MT Office of
Tourism, and Montana State Travel on marketing and PR projects for the region
Objective - Community connectivity while completing ASP initiatives
Ongoing
Measurable Target - Start and complete initiatives from the Airport
Sustainability Plan
Short Term
Initiative - Work with sustainability intern to complete environmental initiatives
Short Term
Initiative - Intern will learn & get school credit while completing initiatives and
reporting to AAD & Board
1-2 initiatives
Objective - Continue to support local businesses - especially those with a
vision towards sustainability
Long Term
Qualitative Target - Communicate with local groups organizing Arbor Day or
Earth Day celebrations, consider hosting an event on airport property
Short Term
Initiative - Add a line item to the budget for community projects
Ongoing
Initiative - Offer airport wall space to advertise local, green, non-profit events
Ongoing
Initiative - Create a bulletin board at the airport, offer local business sponsorships
Intern will report directly to ADD,
and if appropriate deliver report to
the board
Comments