The National Academies Press

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From page 33... ... 33 As renewable energy projects become more prevalent and desirable, it makes sense to consider and include them into the capital planning and decision-making process at airports. Planning for renewable energy projects, like other airport capital projects, allows an airport to identify and respond to opportunities to develop such projects when physical requirements, strategic objectives, capital availability, policies, and other circumstances make the projects desirable and viable. Read the entire page →
From page 34... ... 34 Developing a Business Case for Renewable Energy at Airports As such, the master plan is typically a high-level study that frames the current conditions, anticipated activity changes, and opportunities to accommodate those changes. Master plans define the intent, anticipated improvements, and phased development that embody the longterm vision of the airport. Read the entire page →
From page 35... ... Integrating Projects with Planning and Decision Making 35 The airport and its planning team will need to answer the following questions to obtain information needed specifically to support a business case for renewable energy projects: • Does the regional setting lend itself to certain types of renewable energy -- solar, wind, geothermal, wave/tidal? • What is the cost of power and the rate structure paid by the airport? Read the entire page →
From page 36... ... 36 Developing a Business Case for Renewable Energy at Airports • What is the reliability history of the power grid serving the airport; what number and duration of outages has the airport experienced in the last five years? Are there other projects underway by the utility to remedy the situation? Read the entire page →
From page 37... ... Integrating Projects with Planning and Decision Making 37 The alternative planning process develops preliminary alternatives (concepts) to meet the projected demand, screens the alternatives (through rounds of qualitative and quantitative evaluations) Read the entire page →
From page 38... ... 38 Developing a Business Case for Renewable Energy at Airports 4.1.4 Implementation and Financial Planning Implementation planning and the plan of finance for master plans essentially form the business case of the master plan, and are intertwined and generally performed in concert. The implementation plan assigns timing to the individual projects that make up the preferred alternative to create a recommended development plan. Read the entire page →
From page 39... ... Integrating Projects with Planning and Decision Making 39 project is not needed to meet immediate energy demand but is proposed to reduce overall cost and improve reliability. Timing of those types of projects may be tied to the availability of funding, including rebates, loans, and grants. Read the entire page →
From page 40... ... 40 Developing a Business Case for Renewable Energy at Airports generated after the project is operational. For renewable energy projects, consideration should also be given to the impact on monthly energy costs after the project becomes operational. Read the entire page →
From page 41... ... Integrating Projects with Planning and Decision Making 41 Airports that are under a state block grant program must comply with the environmental requirements of the state, if using state funding. The FAA may participate with the state in the review of environmental processing and, in that case, the provisions of FAA Orders 1050.1 and 5050.4 will apply. Read the entire page →
From page 42... ... 42 Developing a Business Case for Renewable Energy at Airports The City of Rockford identified the Chicago-Rockford International Airport (RFD) as a suitable location for a city-hosted solar facility given the large amount of underused land on airport property. Read the entire page →
From page 43... ... Integrating Projects with Planning and Decision Making 43 funding sources should be verified to ensure that assumptions are still valid given the anticipated timing of implementation. 4.2 Capital Improvement Planning ACIP further develops the conceptual master plan into a better defined development plan consisting of a project or series of related projects needed to meet the overall objective. Read the entire page →
From page 44... ... 44 Developing a Business Case for Renewable Energy at Airports With an update on funding, the structure of project financing should also be re-evaluated. Questions to consider may include: • Does the business case support airport ownership or private ownership? Read the entire page →
From page 45... ... Integrating Projects with Planning and Decision Making 45 considered. Proposals may be based on 100% designs or somewhat less complete designs; however, the scope should be well developed. Read the entire page →
From page 46... ... 46 Developing a Business Case for Renewable Energy at Airports In some cases, a private party may approach an airport to lease land to develop a renewable energy project. In this case, the airport may not need to follow a competitive procurement process, as the situation would be similar to a general aviation developer requesting to lease land for hangar development. Read the entire page →
From page 47... ... Integrating Projects with Planning and Decision Making 47 4.6 Operations Once the facility has been formally commissioned, it enters the operations phase. While commissioning validates that the facility has been constructed and is operating per specifications, there are many factors associated with airport energy use and environmental conditions that might require that the operations of the facility be adjusted during the early operating phase to optimize its performance. Read the entire page →

From page 33...

... 33 As renewable energy projects become more prevalent and desirable, it makes sense to consider and include them into the capital planning and decision-making process at airports. Planning for renewable energy projects, like other airport capital projects, allows an airport to identify and respond to opportunities to develop such projects when physical requirements, strategic objectives, capital availability, policies, and other circumstances make the projects desirable and viable.