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HomeMy WebLinkAboutbocc.con.143.2011A Rev. 08 -30 -11 jls COUNTY CLERK'S CONTRACT COVERSHEET CONTRACT #: 143A -2011 ORIGINATING DEPARTMENT: Airport PROCUREMENT OFFICER: David Ulane PHONE #: PROJECT NAME: Master Plan CONTRACTOR: Barnard Dunkelberg & Company, Inc. DOLLAR AMOUNT: $555,507.00 LINE ITEM # 404.69.94799.86000 CONTRACT EXECUTION DATE: 9/21/2011 CONTRACT END DATE: 9/20/2012 AUTOMATIC RENEWAL: ❑ YES ® NO TERM: 9/21/2011- 9/20/2012 ❑ BOCC AGENDA ITEM (Grants, IGA) ❑ STAFF AUTHORIZED SIGNATURE (Requires BOCC Signature) (Per Revised Procurement Code 7/2005) ® OVER $50,000 (Requires Section Leader & County Manager's Signature) ✓ CHECK PROCUREMENT TYPE: ❑ None ® Informal ❑ Formal ❑ Sole Source ❑ Emergency ❑ Outside Agency /State Bid ❑ Compliance with C.R.S. 8 -17 -5 -101, 102 as amended (Immigration Form) ❑ Exempt ❑ Contract Renewal ✓ CHECK CONTRACT TYPE: ❑ Services/Maintenance ❑ Employment ❑ License/Use ❑ Intergovernmental Agreement (Resolution Required) ❑ Lease ❑ Non -Profit ❑ Construction ❑ Quasi - Public (e.g. -AVH) ❑ Goods, Equipment, Supplies ❑ Grant Agreements (Notify Finance & Resolution Required) ❑ Other (e.g. revenue) ® Change Order /Contract Amendment (C /O: 10% or $25K whichever is the lesser must have County Manager signature) All Contracts should be proofed and all exhibits and notices must be attached for the following: ✓ ® No Pages Missing ✓® All Other Blanks Filled In ✓ ❑ If Page Left Intentionally Blank —Note on Page ✓® All Exhibits Attached ✓ ❑ Page numbered consecutively ✓❑ All Legal Descriptions attached (if applicable) ✓ ® All Original Signatures Affixed ✓❑ Notice of Award/Notice to Proceed Attached (if applicable) ✓ ® All Dates Filled In ✓❑ Warranty (if applicable) ✓ ❑ Special Instructions for Finance Department: ✓ ® Authorized Procurement Officer's Name: John Peacock BY CHECKING ABOVE AND ENTERING NAME, THE AUTHORIZED STAFF PERSON INDICATES THAT THE ATTACHED DOCUMENT HAS BEEN PROOFED AND READY FOR SCANNING. NOTE: CLERK'S OFFICE WILL KEEP ORIGINAL DOCUMENTS IN COMPLIANCE WITH COLORADO STATE ARCHIVES RETAINAGE SCHEDULE. ALL ATTACHMENTS MUST BE WITH THIS CHECKLIST! TASK ORDER No. 1 - 141A•Z31t TO PROFESSIONAL SERVICES AGREEMENT Contract 143 -2011 Ledger 404.69.94799.86000 BETWEEN: Aspen/Pitkin County Airport (COUNTY) Aspen, CO AND: Bamard Dunkelberg S Company, Inc. (CONTRACTOR) EFFECTIVE DATE: September 21, 2011 RECITALS This is the First Task Order to the Contract for Professional Services (°Contract ") .effective August 1, 2011, between the County and Contractor. AGREEMENT 1. Scone of Services to be Provided. The Scope of Services is to provide professional airport master planning services as outlined in the attached Exhibit A. 2. achmjuk. The project shall be completed whin 12 months from the date of this task order, unless otherwise extended by the County. 3. Consideration. The services shall be provided on a time and materials basis, not to exceed $555,507 as described in Exhibit B. Progress payments shall be made in accordance with the Contract. Accepted by: Approved by: PITKIN COUNTY BOARD OF COUNTY BARNARD DUNKELBERG & CO., INC. COMMISSIONE ,( ` t By By c9\ J )i( �JJ N t cK. Name: Ryk A. Dunkeibedq Name: 3'6 ►R o Title: CANNON .4.414444L. Tale: Executive Vice President Date: q -Zi -ll Date: c i -2 \ 01C Exhibit A Master Plan Update Completion Scope of Services Aspen/Pitkin County Airport Aspen, CO September 8, 2011 The following scope of services was prepared by the original Master Plan Update (MPU) PRIME CONSULTANT Mead & Hunt Inc. (Mead & Hunt) under contract to provide airport planning services to the Pitkin County Board of County Commissioners (County) and the Aspen/Pitkin County Airport (Airport). The following revised scope of services covers the transition of PRIME CONSULTANT from Mead & Hunt to Barnard Dunkelberg & Company, Inc. (BD &C). The majority of the work under Element 1 through Element 7 has been completed /invoiced for by Mead & Hunt and paid for by the Airport. This transition primary takes place in Element 8, Alternatives Analysis. The tasks and associated work products from Elements 1 through 7 will be reviewed, updated, revised and reformatted accordingly by BDC. Starting with Element 8 through the remaining scope of services, the majority work will be completed by BDC with assistance from the sub - consultant team, including Mead & Hunt. The words below in italics red are taken from the Mead & Hunt Scope of Services for work that, for the most part, was been completed by the Mead & Hunt Team. The non - italic bold words have been added by the Barnard Dunkelberg & Company (BD &C) Team and primarily relate to work which will be accomplished as part of the Master Plan Update Completion Scope of Services. Bold text has been added by BD &C. The Airport has a number of other projects on -going at this time, most significantly an Environmental Assessment related to the runway extension project, an environmental initiatives study, and a terminal area improvement project. Due to the strong interrelationship between projects, this scope of services includes close coordination and communication between Mead & Hunt and Airport Management, as well as the other consultants working with the County and Airport on these other projects, most particularly Barnard Dunkelberg & Company and Jviation Consultants Inc. This scope of services includes work efforts for an update of the Airport's Master Plan. The development of Aviation Demand Forecasts for use as part of this master plan effort, and for the other consultants and their work on the environmental assessment, environmental initiatives project, and terminal area planning /development is part of a separate contract being done for Jviation Consultants. This scope covers the following key components: 1. Study Design 2. Project Management, Coordination, Communication (18 months) 3. Consultant Team Meetings (18 months) 4. Public Information, Education, and Outreach 5. Data Collection / Inventory 6. Demand Capacity Analysis 7. Facility Requirements 8. Alternatives Analysis 9. Environmental Overview and Land Use Plan 10. Financial Feasibility Analysis 11. Pitkin County Land Use Application and Approval 12. ALP Update 13. Documentation 14. Outside Consultant Review A number of the items are services which are on -going and dependent upon the duration of the project. This scope of services includes 18 months of project management and team meetings. It is anticipated that additional task orders will extend the duration of these services if additional technical analysis and planning support items are added. The proposed scope of services anticipates the involvement of the Darnauer Group, LLC. for public outreach efforts, Bluegreen for site planning and sustainability initiatives, TG Malloy for local site plan review and approval assistance, and Leibowitz & Horton for financial feasibility analysis. The following elements provide greater detail as to the level of effort and work that will be conducted. 1. Study Design It is important at the onset of the planning process to define a detailed scope of services for conduct of the master plan update elements. The study design includes development of a comprehensive scope of services, definition of effort necessary to accomplish the work scope, and preparation of realistic work effort and cost budgets for completing the work. It also serves to organize the Project Planning Team, which includes Mead & Hunt, its sub - consultants, Airport Management, other consultants working for the Airport (namely, Jviation Consultants, Barnard Dunkelberg & Company, TG Malloy Inc.), so that the necessary study effort is effectively comprehensive and the participant roles and responsibilities are clearly defined. The study effort commenced with a team meeting in Denver on May 7, 2008 (effort for the meeting is included under Element 4 of this Scope of Work, Team Meetings). This meeting initiated communications regarding the master plan update, other projects the Airport is currently pursuing, and the coordination involved among them. An onsite .meeting was held on July 17, 2008 for the specific purpose of discussing the project and scope elements to be completed as part of the Master Plan Update. The effort for this Element includes preparation of this scope of services for the master plan efforts. Any subsequent task orders may (depending on the level of complexity) require additional study design effort. The deliverables for this element will be draft and final scopes of work, schedule, an agreed - upon project planning budget and a task order contract for the proposed planning work. Specialty sub - consultants and their scope of work will be identified and included in the process. The scope of work, the schedule and the budget will all be detailed by study element. In addition to elements, the budget will be identified using rates by role, labor hours by task, person- trips, reimbursable costs and specialty sub - consultant's allowances. Where no specific quantity is indicated for identified output deliverables (such as reports or drawings) in the following element descriptions, necessary copies shall be distributed and electronic versions will be provided. These documents will form the basis of our contract for work with Pitkin County. The BD &C Team will revise the study design to identify required tasks necessary to satisfactorily complete the Master Plan update, including a Scope of Services and a fee basis spread sheet. 2. Project Management, Coordination and Communication (18 months) Projects such as this study demand a refined approach to project management to achieve success. This is especially true at the beginning of the process when the goals, direction, criteria, assumptions, roles, and expectations are developed. Continuous and timely coordination with the Airport and its designated Program Manager will be provided throughout the study. Project management tasks will continue throughout all aspects of the anticipated project schedule. The project management and coordination process includes the following elements: 2.1 Project Management This effort includes communication among the project team for purposes of tracking the progress of the studies. Managing the various technical work tasks among the project team is necessary for a successful project. Project management duties will include: • Developing and documenting the project plan • Organizing the project team • Launching the project activities • Executing project activities • Monitoring and controlling the project to achieve results • Managing /mitigating risks and solving challenges • Invoicing and monitoring project budget • Preparing FAA Grant Applications and/or requests for reimbursements • Closing out the project The BD &C team will assume the Project Management role as part of the MPU Completion process. 2.2 Sponsor Coordination Regular project status briefings will take place throughout the study process. These briefings will take place in person or via a telephone call or an email between the Airport project manager, Program Manager (Jviation Consultants), and Mead & Hunt 's Project Manager or deputy Project Manager. These briefings will include status reports of current work, upcoming meetings and work effort and discussion of any challenges in the study effort which may affect the schedule, process or budget. Aspen /Pitkin County Airport Point of Contact Consultant Team Point of Contact David R. Ulane Tom Schnetzer Assistant Aviation Direction /Administration Project Manager Aspen /Pitkin County Airport Mead & Hunt 0233 East Airport Road Suite A 7900 West 78th Street, Suite 370 Aspen, CO 81611 Minneapolis, MN 55439 ph: (970) 429 -2853 ph: (952) 941 -5619 fax: (970) 920 -5378 fax: (952) 941 -5622 Secondary Point of Contact Secondary Point of Contact James Elwood Mark Breukink Aviation Director Deputy Project Manager Additionally, Mead & Hunt will coordinate with Jviation Consultants in their role as Program Manager, and also with Barnard Dunkelberg & Company, in their role on other planning projects. Monthly written status reports will be compiled to coincide with Consultant Coordination meetings. Specific critical needs of this project will be identified for related consultant support. Mark McFarland, Ryk Dunkelberg and Ryan Hayes will be the primary points of contact for BD &C for the Project. The BD &C team will assume responsibility for the Sponsor Coordination Task as part of the MPU Completion process. 2.3 Consultant Coordination Mead & Hunt will coordinate with the various other consultants working at the Airport in their respective roles and responsibilities. This will include involving key players such as: Jviation Consultants in their role as Program Manager, Terminal area improvement project lead, and for historic engineering perspective and information; Barnard - Dunkelberg in their role on the Environmental Assessment, historic planning documents, and other planning projects; TG Malloy for historic planning approvals; Synergy for Greenhouse Gas Study; and Shannon Murphy LA for historic landscaping vision and previous community concerns in Master Plan study groups. Also included in this coordination is sharing of information formally and informally between various groups to provide the best possible product for Pitkin County. This should not be construed as performing the work of various other elements but understanding and providing comment on work scopes and work products, plus gathering data on past communications efforts and public reaction, prior to public presentation of information, and historic support. The BD &C team will assume responsibility for Consultant Coordination as part of the MPU Completion process. 1 Consultant Team Meetings (18 months) In person team meetings among Mead & Hunt, Airport Management, the Program Manager, and the other consultants performing work for the Airport will be held monthly to facilitate information and data exchange, to coordinate the master plan update efforts with the various other consulting efforts ongoing at the Airport, to present and review the results and output of Mead & Hunt's planning and communications efforts, and to plan and outline Mead & Hunt's upcoming efforts. These meetings will be held either in Denver or Aspen. Mead & Hunt will, to the greatest extent possible, coordinate these meetings to coincide with other project activities, especially as it relates to public outreach efforts in Aspen /Pitkin County. However, it is understood based on discussions with Airport Management that additional on -site meetings (in Aspen) will be required. It is anticipated that team meetings will be held monthly and will include the following meetings: • Seven (7) half day meetings in Aspen o Mead & Hunt Project Manager onsite for 6 o Mead & Hunt Deputy Project Manager onsite for 5 o Darnauer Group staff present for 5 o Bluegreen staff present for 5 • Eleven (11)half day meetings in Denver o Mead & Hunt Project Manager onsite for 9 o Mead & Hunt Deputy Project Manager onsite for 9 o Darnauer Group staff present for 2 o TGMalloy staff present for 7 as part of Master Plan Project Additionally, Mead & Hunt participated in three team meetings prior to the master plan update contract being approved: two in Denver (one with just the PM and one with both PM and Deputy PM attending) and one in Aspen (with just the Deputy PM attending). Reimbursement for the attendance at these meetings in included within this scope of services and fee. The monthly team meetings will be supplemented by team telecons, which could include up to three Mead & Hunt staff members, and staff from all sub - consultants (Darnauer Group, Bluegreen, TGMalloy). This effort also includes consultant coordination meetings which were held in June, July, and August of 2008 prior to the initiation of the primary Master Plan Update activities. The meeting in June was held in Denver and attended by the Project Manager. The meeting in July was held in Aspen and attended by the Deputy Project Manager and Jeanette Darnauer, and the meeting in August was held in Denver and attended by Project Manager and Deputy Project Manager. Reimbursement for the attendance at these meetings in included within this scope of services and fee. BD &C will assume primary responsibility for the attendance of the Consultant Team Meetings related to the MPU Completion process. Two BD &C staff members are programmed to attend 6 Consultant Team Meetings in the Scope of this Master Plan Update Completion Project. 4. Public Information, Education, and Outreach The general public is most often unaware of the contributions an airport makes to the local economy and its infrastructure. When airport expansion is required to support future demand, the public often views expansion negatively. It is, therefore, vital to pre -empt any negative reaction with proactive outreach strategies. As the process ensues, it is important that every effort be made to keep the community informed of the planning process and the needs of the Airport from the inception of the study. This work task will focus on positive communication with the public, educating the public regarding airport needs, benefits, opportunities, and project rationale and it will provide a forum for public comments and concerns to be heard and addressed in a proactive manner. It will also involve identifying "key influencers ", potential "naysayers ", and negative reactions, and developing a strategy to address those public concerns. The public information and outreach process includes informational workshops or presentations, presentations at County Board meetings, an informative web site, and other techniques. The web site is discussed in item 4.3. The established public information, education and outreach program will be continued through the completion process. 4.1 Public Outreach Strategy This element of the project is limited to efforts' needed to develop an overall strategy for the public outreach and education aspects of airport planning. Developing the public outreach strategy is an important initial step in the process, which will incorporate status discussions of the various planning projects ongoing at the Airport (i.e., master plan update, terminal planning, EA, greenhouse gas inventory study, etc.) and determining methods for communicating with the public regarding the needs and goals of the respective planning /improvement efforts. It will involve developing plans for the ideas listed under #4. (above) and adding additional tactics. Additionally, Mead & Hunt will work towards integrating public meeting needs of Pitkin County initiatives related to ongoing planning projects (such as the terminal expansion project) into the overall public outreach strategy. The public outreach strategy, as well as the detailed components needed to execute that strategy, will be identified and defined as part of this work effort. This would include identifying "key influencers" in the community, who may be leaders among certain community networks and /or who have the ability to pressure others positively or negatively about the plans. There are many ways in which communication and education may take place, including but not limited to: web page, neighborhood caucus meetings, airport open houses /workshops, kiosks, community event involvement, town meetings, County meetings, City meetings, etc. This effort also will also include creating public outreach materials, methods, and strategies for both this Master Plan effort and other on -going airport planning projects (i.e. Runway extension EA, terminal expansion planning, etc.) and reviewing and providing comment and support on those materials, methods and strategies. The work effort for this element includes that of Mead & Hunt project management staff and Jeanette Darnauer and her support team at Darnauer Group working in concert with Airport and County Management, Jviation Consultants, and others as appropriate. The Mead & Hunt team will act as the format manager for the Master Plan and Terminal Area Planning work products related to public outreach efforts. The Mead & Hunt team will be provided work products by the Terminal Area Planning team for public outreach efforts. 4.2 Master Plan Advisory Committee Mead & Hunt believes that coordinating with the Airport, and working with a Master Plan Advisory Committee (MPAC) will help assess the airport issues and be a vital part of the overall project. Mead & Hunt will work with the Airport to identify members for and establish a Master Plan Advisory Committee. This group will act as a sounding board for proposed development alternatives, as well as be a conduit for information among various interest groups throughout the community. Interaction with the Airport staff and the Master Plan Advisory Committee will be essential for the review and assessment of project information. Master Plan Advisory Committee Meetings Six (6) meetings of the Master Plan Advisory Committee, over the course of the project, will be held to provide interaction among the Airport staff, Master Plan Advisory Committee members and the Consultant team. These meetings will be scheduled to coincide with critical decision points in the process and be used to solicit information and responses from the Airport staff and Master Plan Advisory Committee members regarding information presented by the Consultant team. The Master Plan Advisory Committee may have up to ten (10)members, representing various areas of interest including Airport staff members, FAA -ADO, and local parties. Project workbooks, as well as related meeting handouts, and meeting notes will be provided for each of the Master Plan Advisory Committee members. This will also include one hard copy of the working documents for each of the project work items. Document deliverables are covered in Section 12 of this Scope of Services. With a large advisory body comes a multitude of ideas and interests which can affect the outcome of a project. Comments will be recorded from the MPAC during regular MPAC meetings. Mead & Hunt will compile the comments into a single document which reflects the Master Plan Advisory Committee input. A record of raw or unfiltered MPAC comments will be kept and documented (likely in an appendix or supplemental document). Since the resulting documents of the overall study effort will be the property of the Aspen /Pitkin County Airport, it is important for Airport officials to act as the final sounding board for information contained in any final work products associated with the study. A specific Airport staff member will be identified as the single Point of Contact (POC) for the final review and approval of all changes recommended by the Master Plan Advisory Committee as they pertain to the documents developed by the Consultant team. This process will streamline the overall project flow and provide for a more refined approach to the review of the various documents which will be developed (chapters, brochures, educational materials, etc.). If questions regarding comments need to be addressed, this can be accomplished by either telephone calls or email for review and clarification. 4.3 Project Website A Project Website will be developed and updated at certain milestones to help inform the public and solicit feedback about the project. Project information will be posted on this Website and used for dissemination of information related to the project. The Project Website, with project specific information, will be hosted on the website the Airport uses for planning information and documents, so that information can be immediately updated and made available during the project. Mead & Hunt will provide the content for uploading to the Airport's website approximately monthly. This method of distributing information has been used for numerous master planning projects with great success. Creating a website to post working papers and draft report chapters has been an effective method of communicating with Master Plan Advisory Committee members, as well as, interacting with the public. Summary information about the study will be written in • layman's language for incorporation on the website. An online comment page will be built that the public and Master Plan Advisory Committee members can use to communicate with the project team will allow the team to be more accessible to the general public. Mead & Hunt will publish the project website address on all project outreach materials. Specific work tasks will include: • Mead & Hunt and Darnauer Group to re- organize the site structure and refine webpage look and, feel for Master Plan and terminal area planning related material. • Provide summary information about the study and related information. • Provide a copy of the project schedule and contact information. • Provide an opportunity for distribution of draft technical reports to the Master Plan Advisory Committee members. • Establish an on -line feedback form for use by the public and Master Plan Advisory Committee members. 4.4 Public Information Meetings As part of the effort to engage and inform the public, six(6) formal opportunities for public involvement are planned. These meetings will take place at decision points during the project which coincide with the decision making process and the Master Plan Advisory Committee meetings'. The specific format for each meeting will be determined by the Airport staff and Mead & Hunt. Examples of various styles include: an open house format where interested persons can view various graphics and ask questions in a very casual environment, a workshop format where a formal presentation can be given along with a working session to solicit information from interested citizens as well as the more conventional public meeting where a formal presentation is made and a specific question and answer session is held. As noted, specific times and formats for the six public information meetings will be determined as the project progresses and more information is obtained regarding local perception of the project and the airport as a whole. Mead & Hunt is responsible for preparing necessary graphics and handouts and will have appropriate personnel available for the public information meetings. The Airport is responsible for advertising and placing appropriate notices to inform the public about the various meetings and workshops, as well as for securing an appropriate location in which to conduct the meetings. In addition to the six public involvement workshops, a public hearing will be held towards the end of the master planning process to allow citizens a more formal opportunity to voice concerns and have their comments noted for the record (likely as part of a policy body meeting). Mead & Hunt will provide presentation materials in PowerPoint format, with handouts, and will provide one staff member to make the presentation and respond to questions. The Airport will provide a location and will handle official notices for the public hearing, as required by local protocol. In addition, the Airport will provide a hearing officer to facilitate the hearing and a court reporter to record the hearing, including public testimony. Mead & Hunt will work with airport staff on providing responses to comments received during the hearing. 4.5 Board of County Commissioner Meetings Mead & Hunt will provide six (6) presentations for the Pitkin County Board of Commissioners (BOCC), providing briefings on the Master Plan's progress and results. For budgeting purposes, it is assumed that half of these meetings can be scheduled to take place to coincide with the Master Plan Advisory Committee meetings. The content and format will be decided upon by the Airport staff and Mead & Hunt. The output of the public information process will be the continuation of the consensus- building process required to ensure the implementation of key development projects. Deliverables associated with this task include text and graphics for use on the website to provide additional public involvement, as well as, convey the information necessary to conduct effective public meetings as noted above. 4.6 Neighborhood Caucuses and Other Outreach Methods Airport staff will present at any required neighborhood caucuses or other community group meetings. The Mead & Hunt team project manager and /or deputy project manager will attend up to two neighborhood caucus meetings to gauge local opinion of the project and receive public input. Darnauer Group will also attend up to four neighborhood caucus meetings (at the direction of Airport Management) to gauge local opinion of the project and provide notes on items of importance to those caucuses. The Mead & Hunt team will play a support role for Airport staff and provide materials and input to Airport staff for their use in these meetings. The materials prepared by the Mead & Hunt team will generally be the same or similar to those being prepared for the MPAC meetings, public information meetings, and BOCC meetings. Additional outreach methods to be used in the master plan update process include display panels for use in the passenger terminal building and the County courthouse, and DVD's with information to be run on the video monitors in the passenger terminal building. For budgeting purposes, Mead & Hunt assumes three display panels (typical poster -size drawings mounted on foam core) will be developed at four milestones during the master planning process. In the passenger terminal building, a good place to locate them is in the bag claim area, since there is a captive audience. Airport staff will be responsible for securing appropriate locations and for positioning these displays. DVD's will be developed using the PowerPoint presentations (already developed for public information purposes) as the basis. These will essentially include a looped series of slides from the PowerPoint. For budgeting purposes, Mead & Hunt assumes these will be developed at six milestones during the master planning process. 5. Data Collection /Inventory The initial step in the inventory process will be to review previous planning, environmental, and other issue - specific studies undertaken for the Airport to determine their continued validity. Federal and State aviation plans, as well as plans from airport tenants will be investigated as appropriate. Data collection and analysis may include, but will not be limited to, the following: 5.1 Plan & Report Collection and Review Mead & Hunt will identifj, and review existing airport planning documents to assist in developing a comprehensive base of information to be used in the planning process. The Airport shall provide Mead & Hunt with copies of any existing electronic files which may be of assistance in developing the ALP update, as well as reports or studies which contain information related to the planning topics identified within this scope. These may include documents such as, but not limited to the following documents: • 2004 Master Plan Update (Barnard Dunkelberg & Company) • 2007 Aspen/Pitkin County Airport Survey • Previous air service market studies (Mead & Hunt has in- house) • Existing Exhibit "A" property map drawings and documents • Existing Airport Approach Protection Plans and/or Airport Zoning Ordinances • Existing and past Airport Layout Plan Sets (electronic files) • GIS Data • County master plans, zoning, transportation plans and studies • Currently on -going environmental assessment • Currently on -going Greenhouse Gas Study • Previous landscape study work Mead & Hunt shall coordinate with and obtain existing GIS database information from the City of Aspen and Pitkin County. Deliverables for this sub -task will include a summary list of data sources which will be included in the master plan report. Mead & Hunt shall use the collected data resource information for the various work tasks. An inventory of changes to existing land use, County master plans, zoning, and related regulations since adoption of the 2004 Airport Master Plan, will be prepared by TGMalloy. An inventory review of financial and legal information related to financial condition, Airport policies, administrative regulations, grant status, airline use and lease agreements and other Airport user agreements which affect the financial management of the Airport and which will affect the financial reasonableness of implementing the Master Plan CIP. These efforts will be performed by Leibowitz & Horton. Aviation demand forecasts are being developed as part of a separate scope of work with Jviation Consultants. Some work effort to incorporate those forecasts and documents into this Master Plan Update is included within this task. 5.2 Aerial Photography & Mapping Mead & Hunt shall utilize and obtain existing mapping from Jviation Consultants. The Airport and /or Jviation Consultants will provide available electronic files of the appropriate CAD mapping files for Mead & Hunt's use. Mead & Hunt shall obtain new aerial photography of the airport and it's immediately surrounding environs. This shall include digital ortho rectified geo- referenced electronic images. Aerial image coverage shall be approximately 1.5 miles wide by 3 miles long centered and in -line with the runway at the Airport. Large color aerial prints shall be provided approximately as follows: • (1) unframed 44 "x44 "photo • (1) framed photo 3`x3' photo • (1) photo mounted on two (2) Gator Board panels at a 1 " =100' scale, each panel approx. 36 "x54 "for a total of 36 "x108" (centered and in -line with the runway) 5.3 Existing Facilities Review Mead & Hunt will conduct an on -site visual ("windshield') inspection and review secondary sources, to prepare a description and inventory of existing airfield and landside facilities. This inspection will likely not be able to be held in conjunction with one of the team meetings, and a separate trip will be anticipated. The 2004 Airport Master Plan Update, site inspections, on -going terminal area planning project, and as -built facility plans will serve as the basis for majority of the inventory information. Items to be inventoried include: • Runways and taxiway (including pavement condition taken from previous studies) • Apron and ramp areas (including pavement conditions taken from previous studies - summarize/incorporate information from the terminal area planning project) • Terminal and offices (summarize /incorporate information from the terminal area planning project) • Air cargo facilities • Corporate aviation facilities • Airport access roads • Maintenance facilities • Hangars • Ground access, circulation, and auto parking (summarize /incorporate information from terminal area planning project) • Fuel facilities • Existing and proposed uses of Airport property • Airfield lighting • Landing aids and instrumentation • Wind data (no new data to be acquired) • Runway Protection Zones and Obstructions • Affordable Housing Sites 5.4 Environmental Factors/Constraints Environmental factors and constraints will be an important consideration during the development of improvement alternatives. Work effort includes research and review of existing environmental reports, maps, and databases showing environmental or physical attributes that may represent constraints. Data will be compiled into composite drawing(s) illustrating the constraints. This task will rely mostly on data available from existing sources, or from the Airport's EA consultant, and will not include new field investigations or delineation surveys. Effort will include coordination with Pitkin County, resource agencies, and research into Pitkin County Code to research environmental constraints, including but not limited to riparian zones, wetlands, encroachments into designated habitat, migration corridors, and water and wastewater treatment. Any field investigations or delineation surveys necessary for the, Master Planning effort will be identified for inclusion in subsequent task orders. 5.5 Existing Facilities Summary The data collection and inventory effort will summarize the historical and existing facilities and conditions at the Airport as well as information and direction necessary to develop the Airport Master Plan Update. Deliverables from this Data Collection and Inventory task will include a brief summary including text and graphics pertaining to the existing facilities at the airport along with existing land use, zoning, County Master Plans, previous planning studies, etc. This summary will serve as the draft copy of the inventory chapter of the Master Plan Update. All work already completed in Element 5 will be reviewed, revised and reformatted by BD &C for use as a component in the Draft Final Report and the Final Report. This will include review, revision and reformatting of the Forecast of Aviation Activity Chapter. 6. Demand/Capacity Analysis Within this task, current activity levels will be compared to the Airport's operational capacity. Using established FAA criteria and the findings from previous work efforts (i.e. inventory, and forecasts). Mead & Hunt will review the existing runway configuration to determine its capacity and limitations. The capacity of the airport's existing aviation facilities will be compared to demand projections for the short -, intermediate -, and long -range planning periods (5, 10 and 20 years). Surpluses and deficiencies will be identified. Existing and future capacity enhancement needs /options will be identified and options for providing them will be reviewed in a subsequent task of this Scope of Services. The Airport's ability to accommodate existing and projected activity will be determined using approved FAA capacity methodologies. The capacity, or that level of activity at which unacceptable delay occurs, will be compared with aviation forecasts to determine if and when additional capacity should be provided in the future. 6.1 Airfield Using the FAA's methodology for calculating annual service volume (ASV), the Airport's annual operational processing capacity will be estimated. Inputs for this analysis include aircraft fleet mix, Navigation Aids (NAVAIDs), physical orientation of runways and taxiways, spacing of taxiway exits, percentage of the Airport's training activity, and peaking characteristics. It is important to note that the study of additional runways or alternative airport sites are not included in this scope. Additional runways are not in the scope because of the physical constraints of the surrounding area, as well as the limited existing Airport land envelope and the desires of the community. This analysis will, however, seek to establish the capacity or annual service volume of the existing airfield configuration and operating procedures. 6.2 Landside Landside facilities at the Airport will also be analyzed in terms of their capacity and ability to accommodate current demand. Using FAA guidelines, as well as consultant- developed factors, capacities of landside facilities such as hangars and apron space will be determined. To determine their adequacy, these capacities will be compared to current and projected demand identified during the inventory and forecast elements. The passenger terminal area facilities (air carrier apron, passenger terminal building, terminal area parking facilities) are being analyzed separately as part of an on -going terminal improvement project being undertaken by Jviation Consultants. Effort is included in this task for the review of the materials prepared by Jviation and for incorporation of those results into the full Master Plan report. Deliverables for this task will include a summary of the findings of this task which will be used as a portion of a chapter in the final master plan document. The summary will be provided to the Airport staff and Master Plan Advisory Committee as part of the Master Plan Advisory Committee meetings. All work already completed in Element 6 will be reviewed, revised and reformatted by BD &C for use as a component in the Draft Final Report and the Final Report. 7. Facility Requirements Required facilities will be identified through the inventory of existing facilities and the capacity analyses when compared to projections of aviation demand. Anticipated timing of required improvements will also be identified. FAA Advisory Circulars (AC) referenced as part of this task will include but not be limited to: AC 150 /5300- 13,Airport Design; FAR Part 77, Objects Navigable Airspace; 150/5060 -5 Airport Capacity and Delay, and 150/5070 -6B Airport Master Plans. Utilizing current FAA planning criteria and the existing master plan documents, Mead & Hunt will review the facility needs based on projected future activity and the Airport's role in the local, regional and national aviation and economic system. In the analysis of the Aspen /Pitkin County Airport, it is important to keep in mind the airport itselfhas limited airfield capacity and the potential to expand is limited. Facilities to be analyzed include: • Runways • Runway Safety Areas • Taxiways • Aircraft apron areas • FBO, corporate, and general aviation facilities • Aircraft storage and hangar areas • Air cargo areas • Support facilities such as maintenance, ARFF training facilities, and utilities • Fuel farms • Airport access and circulation • Storm water utilities The passenger terminal area facilities (air carrier apron, passenger terminal building, terminal area parking facilities) are being analyzed separately as part of an on -going terminal improvement project being undertaken by Jviation Consultants. Effort is included for the review of the materials prepared by Jviation and for incorporation of those results into the full Master Plan Update report. Future requirements will provide the basis for evaluating alternative development actions that might be adopted to satisfy the need for improved facilities. The facility requirements analysis for the Airport will focus on a number of specific issues that are most important to the Airport's future growth and development. The alternatives analysis will ident, review, and evaluate options for accommodating these activities in their existing location over the planning period. The objective of the facility requirements analysis will be to ensure that each of the Airport's functional aviation areas has long -term flexibility and growth potential that will enable it to respond to changing demand scenarios. From the requirements and alternatives analysis, properties required for aviation- related development can be identified. Those properties remaining that are not critical to the Airport's aviation- related expansion can be identified for non aviation- compatible development. Facility Requirements will generally be tied to the 5 -, 10- , and 20 year demand projections developed as part of this study. It is important to note that some facilities, particularly General Aviation (GA) and corporate facilities are constrained more by the availability of facilities and by airfield capacity than by aviation demand. Therefore, the assessment of airfield capacity in the previous element may provide the best indication of facility requirements. The interactions between airfield capacity, aviation demand, and required facilities will be assessed as part of this Master Plan Update, particularly to examine the necessity of a west side general aviation area and its potential use and effect on total operations and aviation demand. The Greenhouse Gas Study (GHG) work will be relied upon to develop sustainability goals and objectives. The Master Plan team will review and rely upon the GHG Study's work establishing sustainability goals, objectives, and metrics for the construction and maintenance of vertical facilities along with site and landscape. The metrics that come out the GHG Sustainability Plan will be reviewed and used to establish the sustainability criteria to be used in the Alternatives Analysis efforts of this Master Plan Update. The criteria developed for this effort will also be provided to the GHG Study team for inclusion within the Sustainability Plan document. Deliverables for this task will include summaries of the facility requirements for review by Airport staff Master Plan Advisory Committee and the FAA. This summary will be used to create a portion of a final chapter in the master plan report. All work already completed in Element 7 will be reviewed, revised and reformatted by BD &C for use as a component in the Draft Final Report and the Final Report. 8. Alternatives Analysis The unpublished work completed by Mead & Hunt in Element 8 will be reviewed, revised and reformatted by BDC for inclusion in required work products for the completion of the Master Plan Update. BDC will develop and document feasible alternatives for the development of the Airport's facilities, based on the results of the previous tasks. Each of the alternatives will be graphically illustrated, as appropriate, and presented to the Airport and Master Plan Advisory Committee for review and consideration. These alternatives will take into consideration the long -term development of the airport, while also planning for the near -term implementation of projects. The results and efforts of the on -going planning efforts at the Airport, particularly the runway extension, terminal area development, Airport Traffic Control Tower (ATCT) improvements, etc., will be reviewed and incorporated into the existing /future airfield as appropriate. It is anticipated that these on -going efforts will result in preferred or recommended facilities for runway length, terminal and terminal support facilities, and the ATCT. Alternatives analysis for these items will not be necessary; however incorporation and prioritization into a recommended course of action and capital improvement plan will be performed later in the financial feasibility analysis element of this Master Plan Update. The next step in the alternatives analysis will be to identify potential alternatives for meeting future facility requirements. Alternatives will be identified, graphically depicted, and evaluated in light of demand projections, the capacity analysis, and facility requirements determination. Once reasonable development alternatives have been identified; their merits and deficiencies will be compared. Factors to be considered in the evaluation include: • Sustainability Factors — Using the sustainability goals established for the airport, Study Sustainability Plan goals, objectives and metrics, criteria will be developed as part this Master Plan Update that will be used to evaluate alternatives. This review will identify how each alternative is aligned with the Sustainability Plan, the guiding document for the Airport's planning, design, construction, and operations. • Operational Factors - Each alternative will be evaluated to determine its ability to accommodate future demand for aircraft, passengers, and vehicles. This evaluation process will identify deficiencies in such areas as aircraft delay, airfield circulation, and convenience. • Economic Factors - Estimates of each alternative's development costs will be prepared on the basis of planning cost estimates. These cost estimates will provide a general indication of development costs and will also provide a basis for comparing cost - effectiveness among the various alternatives. • Environmental Factors - Environmental analysis will focus on key factors such as noise, air quality, water quality, scenic oversight, land use impacts, County zoning and social impacts. Evaluation of these environmental factors will identify development alternatives that can minimize environmental disruption. • Implementation Feasibility - There are often certain factors, both tangible and intangible, that affect an airport's ability to implement certain development projects. Of particular interest in the case of Pitkin County are the growth quotas for commercial facilities. The fixed growth is competed for on a county -wide basis regardless of applicant. Coordination with the County will likely be required to quantify proposed facilities as public or commercial developments and to assess the ability to compete for and obtain permits for any commercial developments. One of the key areas of assessment or review in this alternatives analysis is the potential development of west side general aviation facilities. These facilities will be evaluated in regards to their effect on airport operations and demand, along with the aforementioned alternatives evaluation criteria. Of particular interest regarding the west side general aviation will be their impact on the environmental factors noted, how these facilities would be constructed, and how they would potentially manifest themselves on the landscape. These efforts will could involve BDC, Mead & Hunt, Bluegreen, and TG Malloy. Typically, the expectations for the planning of facilities is limited, based on budget, to a basic graphic depiction (e.g. plan views on site locations), of such facilities. However in the case of the potential west side development facilities, and the amount of public interest that may be exhibited upon such an expansion of airport facilities in that location, more detailed plan view, profiles, and illustrative site plans will be prepared. The purpose of these drawings and renderings will be to more accurately depict the impacts of the facilities in terms of footprints and grading, and also to depict the potential at which these facilities could be blended into the landscape to lessen the visual impact associated with them. Up to four (4) alternative plans will be developed as loose color sketch options, including one plan view of each alternative. These will be used in discussions with the MPAC. Up to two (2) preferred alternatives will be prepared based on comments from the MPAC. These preferred alternatives will be illustrated in color with one plan view and one aerial or birds eye perspective view. Two (2) intensive planning sessions or charrettes will be held to present, review, and evaluate the airfield alternatives and alternatives analysis. These sessions will be meetings with the Master Plan Advisory Committee, and each session will also include a public workshop /charrette. These meetings are included within the MPAC and public information meetings detailed in Element 4. The alternatives will be quantitatively and qualitatively ranked, according to their performance against operational, economic, environmental, and implementation feasibility criteria. A preferred development alternative for each of the functional components will then be selected. Locational options and development needs for support facilities will be reviewed and investigated as part of this phase of the alternatives analysis. Some facilities may have a single, logical development option associated with them. For those facilities, an analysis of alternatives may not be necessary. The alternatives analysis will result in identification of a recommended course of action for the Airport to follow over the ensuing 20 -year planning period. The logic and justification for following the recommended plan will be detailed. At this stage of the study, the plan will be conceptual in nature and will be subject to further refinement, particularly through the financial feasibility analysis, environmental overview, and as detailed layout plans are prepared in subsequent tasks. • Deliverables for this task will include graphics and text as appropriate to summarize and document the merits of each alternative developed. This information will be presented in a working paper format which will ultimately be included in the master plan report document. 9. Environmental Overview and Land Use Plan /Sustainability 9.1 Environmental Overview and Land Use Plan The objectives of this task are to prepare a summary of the inventory of environmentally sensitive features of the Airport and the potential impacts upon those as part of the recommended development plan. These efforts will could involve BDC, Bluegreen and TGMalloy. The inventory will include readily available information and review the following: • Potential environmental impacts of the selected airspace /land use /airfield/landside plan to allow refinement of the plan. • Potential significance of the impacts. • Possible abatement and mitigation measures which may reduce or eliminate any potentially significant adverse impacts. • Prior environmental and planning documents. • Current site conditions at airport. inspection will be done in conformance with the most current FAA Order 1050.1E, categories where an impact may be anticipate: • . - - - - • _ - - • • • • • • Act (NEPA) document. It is to provide information on obvious environmental resources environmental factors needed for a NEPA documcnt. This scope of work does not include the Environmental Impact Statement. The environmental overview will include the following environmental inventory items and contain appropriate discussion in the Airport Master Plan narrative report. Items will be incorporated into an Environmental Inventory Map as part of the ALP set. Compatible Land Use — Provide a short narrative of compatible land use per various FAA Advisory Circulars. Noise contours developed as part of the ongoing runway extension project will be incorporated into the Master Plan Update. Noise contours will not be developed as part of the Master Plan effort. • Location of Land Use Compatibility o Residential o Public Use (churches, schools, hospitals) o Commercial Use o Manufacturing and Production o Recreational • Identify zoning and /or platting associated within the airport vicinity for land use compatibility (include type or code used such as R1 for residential) o Residential o Commercial o Industrial o Agricultural o Public o Other • Location of landfills, sewage treatment lagoons, wetlands • Location of known DOT 4f land within a one -mile radius • Location of floodplains and floodways. . Prime and unique farmlands on airport or projected to be acquircirport This task will include a discussion of compatible land use issues in the Airport Master Plan narrative report. To the extent necessary, based on changes in the existing land use and other conditions identified in the inventory portion of the Master Plan Update, a land use plan will be developed that depicts the existing and recommended land uses for all land within the airport property boundaries and in the surrounding vicinity of the Airport (generally defined at one mile of the runway ends and one -half mile parallel to the sides of the runway). LocalLand Usc Controls The Master Plan will spc • . • • - - - • - • facilities and land uses in accordance with CountyCode. This effort will be performed by . Thosc that arc currently approved by Pitki„ Count Code . Thosc that rcquirc special use permits, and or sccnic - - - - _ • Those that rcquirc further review Historic and Archeological — The Master Plan will provide a summary of previously identified historic and archaeological properties and newly identified potential historic (above - ground) and archaeological properties do airport property. This information will be used to prepare an environmental constraints map to highlight historic and archaeological properties that have been identified as eligible or having the potential to be eligible for listing in the National Register of fHistoric Places (National Register). A literature search will be conducted to locate previously identified historic and archaeological sites. This will include a review of cultural resource reports in the files of the Colorado Office of Archaeology and Historic Preservation. Since the Airport Ranch Site which has previously been determined to be eligible for the National Register of Historic Places (National Register), no further evaluation will be conducted for this property. For areas on airport property that have not been subject to previous archaeological or historical surveys, reconnaissance -level surveys will be conducted. Survey efforts will be conducted following the Colorado Cultural Resource Survey Manual and will be coordinated with the Colorado Office of Archaeology and Historic Preservation. The reconnaissance -level survey for historic properties will identi potential historic properties that are fifty years old or older located on airport property. Survey results for historic properties will be presented in a report that identifies surveyed properties and provides location information, basic descriptive and historical information, and photographs. Recommendations will also be made on the need for further evaluation to determine if identified properties qualify for listing in the National Register. Archaeological survey efforts will be limited to a pedestrian walkover of areas that have not been previously inventoried or are not significantly disturbed (estimated at 309 acres). A maximum of two previously unidentified sites will be recorded. Survey results will be presented in a report will follow standard Colorado Office of Archaeology and Historic Preservation Guidelines for cultural resource reports. Water Quality Review existing site drainage conditions and concerns: • . . - , . . .. . . . , . ... , .. . . . . . •- - , . . � . . . - of flow:, . Map future airport drainage facilities, . " Literature /other review for endangered species and habitats on/ncar airport. • Current wildlife controls fences, mitigation, permits - . ... . _ . • . . _. .. • . . - -- interviews to perform an evaluation for hazardous and solid waste issues associated with tho airport. . D"---•" -- . . . . .. . . . . Locate and sizc fuel storage, dispensing, and containment . Locatc and sizc agriculture operations, storage, mixing, and containment • Location and typc of maintenance activities Wetlands — Discuss presence of wetlands on airport property. Designate whether wetlands have been (1) formally delineated by a physical walkthrough by a certified personnel with documentation to the US Army Corps of Engineers, (2) whether data is taken from National Wetland Inventory Maps available, or (3) data is from visual observations, or other records. • Map US Army Corps of Engineers jurisdictional wetlands • Map NWI wetland determinations • Map other "wet lands" noted but not formally delineated. Deliverables for this task will be incorporated into the appropriate chapters such as existing conditions and alternatives development and evaluation. 9.2 Sustainability Documentation This task involves the preparation of a sustainability section for inclusion in the Master Plan Update. The work will pull from existing documentation including early drafts of the Sustainability Management Plan and Definition of Sustainability for ASE, the Sustainable Construction Practices Plan and Checklist, the Runway Extension EA, information from stakeholders, and the greenhouse gas emissions inventory that was conducted for the Airport, as well as concurrent work being completed as part of the overall Sustainability Program. The Consultant will prepare a written section detailing alternatives evaluation criteria, candidate airport sustainability initiatives and programs to be included in the Master Plan Update, as identified and detailed under the Sustainability Program. 10. Financial Feasibility Analysis The financial feasibility analysis includes a preliminary analysis and a final analysis. Cost estimates for the facilities recommended in the alternatives analysis will be developed to support this element of the master plan. Efforts within this element will be performed primarily by BD &C, and Leibowitz & Horton, and Blucgrcen. 10.1 Preliminary Analysis with Capital Funding Options, Consultation and Coordination The objective of this task is to prepare a Preliminary Financial Analysis of up to three Capital Improvement Plan (CIP) alternatives. This preliminary analysis includes considering the Airport's overall capability to fund capital development and finance airport operations. The analysis identifies potential funding sources that are practical alternatives for financing capital development projects, including increasing outstanding debt. The analysis will also look at the identification of revenue enhancement potential for airport operations. The approach for conducting the Preliminary Financial Analysis task includes the following key steps:' • Review the financial and legal information gathered during the Inventory of Financial Information task related to financial condition, airport policies, administrative regulations, grant status, airline use and lease agreements and other airport user agreements which affect the financial management of the Airport and which will affect the financial reasonableness of implementing the Master Plan Update CIP. • Review the aviation forecast and alternative capital development concepts. • Review preliminary development costs and schedules for the CIP alternatives to consider possible revisions in the development scope and timing. • Evaluate the revenue generating potential of food and beverage, news and gift, and specialty retail concessions for the development. Evaluate the revenue generating potential of car rental companies, other ground transportation and public parking fees. Identify other revenue enhancement opportunities which may result from the development. • Develop summary level financial projections of funding sources, funding requirements and other information to provide a basis for assessing preliminary financial plans of the CIP alternatives. Revenue and capital funding projections will be compared with operating and maintenance expense and capital expenditure projections to identify a balanced approach for developing and funding the program. • Conduct a workshop with Airport officials to review and discuss the preliminary financing schedules. Resolve funding shortfalls identified in the capital program alternatives by revising the CIP schedule, CIP scope and /or capital funding sources. Identify funding preferences, potential debt requirements and other funding resources that the Airport may want to utilize. Deliverables of this task include financing schedules summarizing the Preliminary Financial Analysis which indicates whether the potential sources of funding will be reasonably available in the amounts and time frame required to support the scope and schedule of the alternative development concepts. Consultant will conduct a workshop to review /revise the financing schedules. 10.2 Final Financial Analysis with State /Federal Funding Coordination and Negotiations The objective of this task is to prepare a detailed financial plan for implementation of the selected Master Plan CIP alternative. The Financial Feasibility /Implementation Plan resulting from this task will present reasonable guidelines, on a preliminary basis, for matching projected financial resources with financial needs. Airline rates and charges and costs per enplaned passenger resulting from the capital program will be calculated at a summary level using the Airport's current methodology and airline lease agreements for determining user fees. Our approach for preparing the Financial Feasibility /Implementation Plan includes the following key steps: • Develop projection of operating and maintenance (O &M) expenses - review historical O &M expenses and identify trends and anticipated increases /decreases. Review the potential effect of the selected CIP on projected O &M expenses. Interview Airport management to develop appropriate O &M projection assumptions and to identify other anticipated changes. • Develop projection of non - airline operating revenues - review historical non - airline revenues (including concessions, parking, car rentals, general aviation, FBO activities, fuel flowage, hangar leases, commercial /industrial and other leases) and determine trends for future projections. Interview Airport management to develop appropriate non - airline revenue assumptions. • Develop projection of capital improvement expenditures - review the selected CIP project list with construction cost estimates, escalation rates and scheduling of expenditures to determine the annual need for capital funding. Interview airport management and coordinate with BDC to develop appropriate projection assumptions. • Determine funding sources for the financial plan and develop projection for financing the CIP - review the summary of potential funding sources developed in the Preliminary Financial Analysis task (including federal and state grants, PFCs, economic development funds, debt funding, net revenues, bank financing, other alternative funding sources) with Airport management and determine sources to be used for financing the program. Develop projection of capital financing based the annual amount and availability of funds. Interview airport management to develop appropriate projection assumptions. • Determine and develop projection of airline rates and charges - review rate development methodology used for determining rates and charges. Interview airport management to develop appropriate projection assumptions. • Evaluate the reasonableness of projected airline rates and charges and cost per enplaned passenger - calculate the cost per enplaned passenger resulting from the financial projection. Compare the projected airline rates and charges and the cost per enplaned passenger with that of other airports of similar size and operation. Deliverables include a Master Plan financial analysis and detailed Financial Feasibility /Implementation Plan for the selected capital development alternative. A six year Capital Improvement Plan (CIP) will be developed as part of this project. In addition, local requirements (related to the issue of affordable housing) that the Airport must comply with in order to achieve adoption of the Master Plan Update, will be reviewed and options will be documented. 11. Pitkin County Land Use Application and Approval BDC and TG Malloy will prepare, submit and foster Pitkin County land use approval of the Master Plan as required by current County regulation and practice. This may include detailed in the following efforts: • Pre - application meeting • Prepare Draft Land Use Application Document • Facilitate review of Draft Land Use Application by Client/Consultant Team • Final revisions and submission of Land Use Application • Review staff comments and submit clarifications as necessary • Review staff recommendations and prepare response, as necessary • Planning Commission hearing preparation and presentation • Legal noticing for public hearing (BOCC) • Review P &Z resolution, public comment & prepare BOCC presentation • Presentation to BOCC (required public hearing) • Coordinate with Community Development Department Staff on follow up issues and recordation of approval documents • Correspondence and coordination with consultant team members regarding the preparation of necessary documents and exhibits for land use application, and responses to Staff and Planning Commission comments and recommendations 12. Airport Layout Plan The Airport Layout Plan (ALP) will be updated to show development recommended for the Airport over the 20 -year planning period. BDC will use the existing airport- supplied electronic (AutoCAD) ALP, make the necessary updates and edits, and provide the files to the Airport's civil engineer at the conclusion of the study. The ALP set will be updated in accordance with the most recent ALP standards provided by the FAA -ADO. Preparation of the ALP will be based on the findings of the previous tasks and will include the following individual drawings: • Title Sheet • Airport Layout Drawing • Airport Layout Data Summary • Airport Airspace Drawing — Plan View • Airport Airspace Drawing — Profile View • Runway 15 Inner Portion of Approach Surface Drawing • Runway 33 Inner Portion of Approach Surface Drawing • Runway departure surface drawing (including one - engine inoperative obstacle identification surface drawing) • Terminal Area Plan • Land Use Drawing • Airport Property Map The Airport Layout Plan will consist of 24" x 36" sheets, containing sufficient data to obtain approval from the FAA. No cut lines will be used in the drawings. BDC will submit a signed copy of the FAA ALP checklist with the ALP submittal to the FAA - ADO for airspace review. Deliverables associated with this task include draft and final ALP sets for Sponsor and FAA -ADO review. Details on the ALP documentation (# of sets, electronic deliverables, etc.) are included in Task 13.3 of this Scope of Services. All comments from FAA will be addressed prior to submittal of final ALP set. Work efforts to update the Exhibit "A" Airport Property Map are included in this scope. The Airport will provide BDC with electronic CAD files of the current Exhibit "A" and the available property information they have. It is understood that some existing property information may be lacking. Property research efforts are limited to a budget of 66 32 labor hours to compile existing available property records . and conduct on site property record research. The effort to acquire and document accurate, comprehensive property information is and will likely be an on -going task for the airport sponsor for several years. It is likely that additional property res arch effort will be needed to complete the Exhibit be conducted as part of a subsequent task order. The Exhibit "A" will be prepared using the best information available from the Sponsor at the time of submittal to the FAA for review. 13. Documentation An effective airport plan places emphasis on developing concise, effective study documentation. Several types of materials will be produced to document the planning process as noted below. The report sections or chapters will be provided for FAA and local review, as will the draft and final documents 13.1 Meeting Handouts Meeting handouts documenting each phase of the study's technical analysis will be prepared and distributed for the Airport and Master Plan Advisory Committee review and comment. Handouts will be developed for distribution to the Master Plan Advisory Committee. Handouts may be distributed in advance of the meetings to facilitate review. In addition, a project notebook (three - ring binder) will be provided for each of the Master Plan Advisory Committee members for collection of working papers and other project documents. BDC will also develop meeting handouts for the public information meetings as appropriate, to facilitate a productive dialog at the planned meetings. These handouts may include the same information as developed for the Master Plan Advisory Committee or may be abbreviated versions of the same information. BDC will also develop graphics (boards or PowerPoint presentations) to convey the project information as necessary for the various meetings. 13.2 Master Plan Report BDC shall prepare a draft final and final Master Plan Report which will summarize the planning process and document the findings of the task outlined in this scope of services. This report will be written so that it can be easily understood by the general public. The format of the report will be determined through discussions with the Airport Management, but will be based on the individual sections, or chapters, developed in the individual technical elements of this project. The final product will include a locally adopted Master Plan Update report. Anticipated sections /chapters of the master plan report include: ▪ - : - - - - - - . - . _ ... Executive Summary • Inventory of Facilities (taken from Mead & Hunt working papers) • Forecasts of Aviation Demand (taken from Mead & Hunt work performed for Jviation Consultants) • Demand /Capacity Analysis (taken from Mead & Hunt working papers) • Facility Requirements (taken from Mead & Hunt working papers) • Alternative Analysis • Environmental Overview • Preferred Alternative • Financial Analysis • Appendices • _ - - • - - - - -- -. - . - - - - -- ' -' - -- • . - - review. Electronic files of the Master Plan Update will also be provided on CD. In addition, 10 hard copies of the Draft Final and Final reports will be provided to Pitkin County. 13.3 Executive Summary BDC will prepare an Executive Summary of the Master Plan Update, summarizing the results of the analysis and outcome of the study. The brochure typc summary is typically up to 12panels /pages, full color, and professionally printed. Up to 500 copies of the Executive . - . :. The Executive Summary will be prepared in a manner which can be inserted in the Draft Final and Final Master Plan Update reports and which can printed as a stand -alone document (up to 100 hard copies) to be used in the local review and approval process. 13.4 Airport Layout Plans The Airport Layout Plan sets will be provided in preliminary draft form for initial ADO review and in final draft form for FAA airspace review and local approval. It will then be published as a final document for distribution upon receipt of FAA airspace review. As directed by the ADO at the time of submittal, the documentation will likely include a minimum of the following: • Four (4) draft ALP sets (1 for consultant and 3 for Airport review) • Eight (8) final draft ALP sets (1 for Airport, 1 for consultant, and 6 for FAA review) • Eight (8) final ALP sets for FAA and Aspen/Pitkin County Airport signature (6 for the FAA, 1 for the Airport and 1 for consultant) • Two Disks (2) of CADD /pdf drawings of the final approved ALP Electronic (in formats requested) and hard copies will be provided as directed by FAA ADO staff at the time of submittal. BDC will develop a transmittal package with the required supporting documentation for FAA review. - - . . . _ .. _ - • -- . • . _. . .. - -- ' ' - : overview of the project. It will also including a copy of the ALP checklist as provided by the FAA -ADO prior to development of the line- drawing of the ALP set. Preparation of these documents will be coordinated closely with the FAA -ADO, and Airport Management. Final documents will reflect appropriate responses to comments received on draft materials from all reviewing agencies. Deliverables will include and FAA - approved ALP. -14-0-utside-Consultant- Review - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - o that other consultants can review the work of the BDC Team as deliverables are produced, to ensure consistency among the various work efforts. This clement includes efforts not currently • Jviation Consultants for 20 hours per month for 18 months . :. . . . - . . . - .. . . . _ - _ - . . . ! . . - for 18 months . _ . . .. - . - : - Also included in this clement is effort for the BDC Team to coordinate with, respond to, and revise documents or work products as necessary in response to the outside consultant reviews. 15. 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