Emerald Airport Master Plan

EMERALD AIRPORT MASTER PLAN TENDER SCOPE OF SERVICES Contents 1. BACKGROUND 2 2. SCOPE OF SERVICES 2 3. SCOPE OF WORK 2 4. METHODOLOGY 4 5. INFORMATION TO BE PROVIDED 4 6. ACCESS TO PLANNING DIVISION DELIVERABLES 5 7. TIMINGS 5 8. STAKEHOLDER AND COMMUNITY ENGAGEMENT 5 9. REPORTING ARRANGEMENTS 6 10. OWNERSHIP 6 11. PAYMENT TERMS 6 APPENDIX A 7 1 1. Background 1.1. Background Emerald Airport, owned and operated by Central Highlands Regional Council (CHRC), is located southeast of the town of Emerald, in the Central Highlands region of Queensland. The airport supports regular public transport (RPT) and closed charter services by Fokker F- 100, Dash 8-400 and ATR-72 aircraft to and from Brisbane operated by Alliance, QantasLink and Virgin Australia respectively, other closed charters services operated by a number of smaller operators well as air freight services, general aviation, private and aeromedical operations. Unprecedented and increasing demand for aviation and aviation-related services in the region has led to a requirement to plan for the progressive and affordable upgrade of Emerald Airport. CHRC therefore seeks a suitably experienced and qualified Consultant to prepare the Emerald Airport Master Plan 2012. 2. Scope of Services 2.1. Purpose The purpose of the Master Plan is to establish a framework for the future planning and development of Emerald Airport to ensure the Central Highlands region achieves its strategic objectives and capitalises on the aeronautical and commercial opportunities provided by the airport. The Master Plan is intended to establish the basis for more detailed studies of design, infrastructure planning, land use planning and environmental impacts required to achieve the strategic direction. 3. Scope of Work The master planning study is expected to undertake and report on the following activities: 1. establish the local and regional planning context; 2. describe existing aerodrome facilities and determine operational constraints; 3. establish existing and future demand for aviation and aviation-related services including freight and compatible commercial development; 4. identify constraints to development of the airport; 5. consider the nature and scope of current and anticipated aeronautical activity (airside aspects) to identify the infrastructure required to meet forecast demand. This infrastructure includes aircraft movement areas including the runway, taxiway and apron complex and aviation support facilities; 6. consider the nature and scope of current and anticipated passenger facilitation requirements (terminal aspects) to identify the passenger facilities required to meet forecast demand, 2 7. consider current and planned compatible commercial activities (landside aspects), land use and development to identify opportunities for the future growth of the region’s business activities; 8. consider changes to the ground transport system and utilities required to support anticipated airside, terminal and landside development; 9. consider planning and environmental impacts of the proposed developments including for example, noise (ANEF), flora and fauna, AVISURE report obstacle protection and other airspace issues; 10. develop a Master Plan that provides a strategic framework for the realisation of forecast and potential aeronautical and compatible commercial opportunities; 11. develop a staged implementation plan for the affordable progressive delivery of the Master Plan that can be used to guide planning and investment decisions; 12. prepare cost estimates with reasonable levels of certainty for the delivery of the staged implementation plan; 13. prepare an evaluation of forecast revenues of the proposed developments and other funding sources; 14. prepare a business case for the delivery of the staged implementation plan with conclusions and recommendations based on an analysis of net present value; and return on investment. All financial representation should incorporate a worst, best case and most likely scenario. 15. engage with applicable stakeholders (land owners, related businesses, airlines, CHRC management, CHRC Council) and the community in order that the proposed outcomes of the Master Plan reflect community expectations and review the community plan. Separate to but arising from the developments proposed in this Master Plan, governance/management arrangements will need to be investigated to ensure that Emerald Airport can be effectively managed. This investigation will inform the business case for the proposed upgrades. Considerations relating to determination of the most appropriate structure include: • implications of legal status; • relationship of the aerodrome business with the Council; • funding sources and their continuity; • accountability arrangements; • transparency of use of public funds; • efficiency and effectiveness; and • relationships with industry stakeholders. 3 4. Methodology The development of The Master Plan is expected to be undertaken generally in accordance with the program outlined below: • An inception meeting and site visit will be arranged following appointment of the Consultant (commencement), at which time the scope and timing of study activities will be agreed; • The Consultant will review reference material provided and other material as requested; • Within two weeks of commencement the Consultant will provide a Project Management Plan documenting the agreed outcomes of the inception meeting; • Stakeholder and community engagement activities will be arranged in accordance with the agreed Project Management Plan; • Within six weeks of commencement the Consultant will provide at a site visit an outline presentation and workshop of preliminary findings for items 1-11 of the scope of work for CHRC review and endorsement (hold point); • Within twelve weeks (or an agreed time frame) of CHRC endorsement of the outline presentation of preliminary findings a draft Master Plan will be presented at a site visit for CHRC review (hold point); • The final Master Plan document will be provided within two weeks of CHRC feedback; and • The Consultant may be called to present the Master Plan to a meeting of Central Highlands Regional Council. 5. Information to be provided The following information will be provided by the CHRC: • Final design for the apron extension which is 50% funded by RDAF and construction drawings • Previous studies, master plans, concept designs • Council and other region-level strategic plans applicable to the airport • Survey or as-built data for the airport • Environmental studies • Property details of the airport and other surrounding properties • Lease details • Council town planning GIS database/applicable layers such as flood, property 4 6. Access to planning division Deliverables The deliverable will be a written report that documents the findings of the scope of work. An outline structure indicating the expected content of the report is provided in Appendix A. The report must include but is not limited to this schedule. The content of the report will be supported with graphical images, drawings, tables and figures as necessary to communicate the required information to the intended audience. The deliverables will be provided as: • five bound colour copies of the report including supporting appendices, drawings, maps etc; • an electronic copy in pdf format of the report including supporting appendices, drawings, maps etc; and • electronic data captured or generated in accordance with the following requirements All data should be delivered in a logical and consistent format in ArcGIS (preferred), MapInfo, CAD , MS Excel or MS Access or other commonly used format as agreed All data should be delivered in a standard geographic projection and accompanied by metadata explaining attributes and quality. Where possible each spatial theme should be delivered as one seamless dataset across the study area. 7. Timings Milestone Date Inception meeting/planning workshop and Commencement site visit Project Management Plan Commencement plus two weeks Outline presentation and workshop review of Commencement plus six weeks preliminary findings Final Draft Master Plan Report Within twelve weeks (or an agreed time frame) of endorsement of outline presentation Final Master Plan Report Within two weeks of feedback on Final Draft 8. Stakeholder and community engagement CHRC will arrange, at a mutually convenient time, consultation with the following stakeholders: • Council • Governance arrangement, such as steering committee which would provide oversight of the project • Safety/security/emergency or other such airport user group • Tenants/leaseholders 5 • Aircraft operators • Business oriented groups within the Central Highlands • Planning department • Assist in access to resource companies and other significant users of the airport via CHDC • One open community consultation (Emerald Town Hall) 9. Reporting arrangements The Consultant will report to the CHRC Project Manager, Mr Ashlee Rozario, Executive Manager Commercial Services. The Consultant will provide a project progress summary to the Project Manager each fortnight. Content of the progress summary will be established at the inception meeting and documented in the Project Management Plan. Three meetings with the Project Manager on site are expected during the engagement: • An inception meeting/planning workshop at commencement of the study; • A presentation and review of preliminary findings; and • A presentation of the final draft report. 10. Ownership The Council is the owner of all data information

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