HomeMy WebLinkAboutOB 1 MCAS CLOSURE 11-18-91ANN& VA 30
•'~„ OLD BUSINESS NO. 1
=� 11-18-91
AG E N"'; 0
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NOVEMBER 18 19 91 1 i � t ( ; r - C o l"11-ATE:
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TO: WILLIAM A. HUSTON, CITY MANAGER
FROM: COMMUNITY DEVELOPMENT DEPARTMENT
SUBJECT: MARINE CORPS AIR STATION CLOSURE
RECOMMENDATION
It is recommended that the City Council take the following actions:
1. Authorize the Mayor to appoint two of the City Council members
to the Base Closure task force.
2. Confirm the remaining list of proposed base closure task force
members.
BACKGROUND/DISCUSSION
With final decision on closure of 'the Marine Corps Air Station
having been finalized on September 30, 1991, there will be three
critical process steps important to the Tustin Community in
proceeding with its base reuse efforts. These process steps
include organization, planning and implementation. Exhibit A
summarizes some of the tasks associated with each of these base
closure process steps.
Tustin,is currently at the initial stages of the organization and
planning processes and there are a number of actions within each
process that will be necessary in proceeding over the next few
months as follows:
Organization
While the ultimate responsibility for determining the final base
reuse plan rests clearly with Tustin's community leadership alone,
the most successful base realignment cases have utilized an
advisory task force of key decisionmakers from both the public and
private sectors in developing their base reuse plan. Task forces
have been found to be essential in helping the communities
determine their priorities and in guiiding,the development efforts
of all supporting agencies and organizations within and adjacent to
the community and from state and federal agencies. Based on
conversations with other jurisdictions having been through closure
activities, staff believes the following list would be
City Council Report
Marine Corps Air Station Closure
November 18, 1991
Page 2
representative of the interests that should be reflected on the
task force:
Base Closure TAsk Force
° 2 members of the City Council
° 2 members of the Planning Commission
- Kathy Weil
- Casper Kasparian
° Tustin Chamber of Commerce representative
- Angie Kardashian
° Private sector representation
- Barbara Warso, Ricoh
° County of Orange
- Mike Ruane, EMA Director
° City of Irvine
- To be assigned by Irvine
City of Santa Ana
- Councilman Rob Richardson
° Marine Corps
- Colonel Bratten
- Colonel Fuchs
° Representative of residential areas to the north
- Rex Combs is the representative requested by Tustin
Meadows
We would recommend that the City Council confirm its own members to
be representatives as well as the entire list. We would anticipate
an initial orientation meeting in early December.
In addition to the base closure task force, staff also believes
that a complimentary internal policy steering committee similar to
-- City Council Report
Marine Corps Air Station Closure
November 18, 1991
Page 3
the former East Tustin Policy Committee should be established to
include the following:
2 members of the City Council
City Manager
Assistant City Manager
Planning
As the City Council is aware, the Marine Corps Air Station closure
is unique in that realignment has been conditioned to require the
Marine Corps to find a development entity to construct replacement
facilities at Twenty Nine Palms and Camp Pendleton. As a
concession, the development entity would then be provided with
equivalent value of land on the Tustin Air Station site.
Unfortunately, any development entity is going to be reluctant to
take on the obligation for construction of replacement facilities
before they have commitments regarding future entitlements on the
air station site. It is the Marine Corps desire to begin marketing
the site within eighteen months.
Recognizing the Marine Corps' desire to ensure entitlements and to
initiate marketing on a very tight time frame, City staff in
cooperation with the Marine Corps have determined that preparation
of a Reuse Plan in the form of a Specific Plan along with an
accompanied Environmental Impact Report would be the most
expeditious way to ensure any development or reuse proposal for the
site is entitled. Appropriately, a request for proposal and scope
of work be sent to outside consultant firms has been prepared
requesting a response by December 16, 1991 (see Exhibit B). City
staff along with Air Station representatives have also met with the
Department of Defense's Office of Zconomic Adjustment to discuss
the anticipated approach. With a minimum anticipated cost for the
program estimated to approach $800,000, the City has requested
financial support from the Marine Corps, Department of Defense's
Office of Economic Adjustment and the Economic Development
Administration. To date, we are in common agreement that the
request for proposal should be sent out in order to gauge actual
anticipated costs. In any event,. the Department of Defense has
made a commitment to Tustin that they will respond to our funding
request within approximately 45 days.
City Council Report
Marine Corps Air Station Closure
November 18, 1991
Page 4
Staff will be available to answer any questions the Council might
have at your meeting on November 18th.
Christine A. Shing on
Assistant City Manager
CAS:kbc\mcasclos.cas
cc: Rita Westfield
' Dana Ogdon
BASE CLOSURE
PROCESS S'T'EPS
Organization
EXHIBIT A
1. Establish Air Station Base Closure 'T'ask Force to coordinate activity and
provide focal point for community adjustment activities
2. Provide representatives from public/priyate sector
3. Set goals and objectives for organization
4. Develop assumptions for planning
5. Provide focal point for state and federal interaction and assistance
6. Provide a forum for community issues/concerns and guide public participation
7. Recommend directions and objectives for reuse strategy
Planning
1. Define impacts, opportunities and needs created by closure
2. Determine land/facilities available for reuse
3. Apply for/receive/distnbute loans/grants for planning
4. Conduct market analysis
5. Refine goals/objectives for reuse/recovery
6. Develop alternative reuse/recovery Strategies
7. Evaluate and prioritize alternative strategies
8. Develop consensus
9. Develop overall community reuse/recovery strategy
10. Develop detailed base reuse plans
Implementation
1. Identify, acquire and apply resources' to carryout base reuse plan/recovery
strategies
2. Coordinate project development
3. Expedite necessary project actions
4. Ensure maintenance and service of property
5. Monitor program
ia
i N Community Development Department
November 5, 1991
City Of Tustin
15222 Del Amo Avenue
Tustin, CA 92680
(714) 544-8890
FAX (714) 832-0825
The City of Tustin is seeking a multi -disciplinary consultant team
to prepare a Reuse Plan/Specific Plan and Environmental Impact
Report for the reuse of the Marine Corps Air Station, Tustin. As
you may be aware, the Marine Corps Air Station, Tustin is one of a
number of military installations than will be closed.
The project is viewed as a major undertaking involving data
collection and analysis, issue identification, formulation of goals
and objectives, coordination and facilitation of extensive
interagency and public participation and creation of a suitable
strategy to guide future reuse of the Marine Corps Air Station,
Tustin. An anticipated scope of work is attached as Exhibit A.
Background on the Marine Corps Air Station, Tustin, is attached as
Exhibit B.
It is the City's desire to sef
completed and approved by the
time frame. Therefore, we arf
proposal request to see a kE
project coordinator/manager rc
consultant to administer z
coordinate all efforts between
a minimum will include:
the proposed Specific Plan and EIR
City within an eighteen (18) month
highly desirous in response to our
Y consultant team member assume a
le. This would provide for the key
11 sub -consultant contracts and
consultants,and the client. This at
Coordination and expedition of the flow of information
Participate in project meetings with client and subconsultants
required for exchange of information, resolution of issues,
and review of draft documents.
Review and maintain master budget and cost control system
inclusive of all anticipated project costs. Prepare a monthly
report -on overall project status, budget and cost status,
schedule and team performance.
Base Closure RFP Letter
November 5, 1991
Page 2
Interaction with and assistance to base closure task force,
will require extensive public gontact, coordination between
multiple jurisdictions and agencies and attendance at numerous
meetings with the public and other interested parties.
Maintain master schedule which will identify all major
activities. Review progress and implement corrective actions
to accelerate schedule, when needed.
Attend public hearings and community workshops for the
project.
Those consulting firms responding to this request for proposal will
be evaluated and screened by a selection committee on the basis.of
proposal information submitted.
The previous experience of key personnel, the relevance of the
firm's projects and products, proposed action plan and the
favorable responses from references regarding the firm's
performance will be weighed and crelativity� in solving problems,
soundness in planning processes and methods, meeting the legal and
state guideline requirements and the quality of previously prepared
specific plans and EIR's will be solicited and reviewed.
Experience and knowledge of the Tustin vicinity and regional Orange
County issues is critical. Previous experience in military reuse
and/or facility planning is also highly desirable. Prior
experience with planning and development of billion dollar,
complex, multi-purpose land use programs is a must.
Those consultant teams ranked highest will be invited to be
interviewed. Please note that this proposal request is not to be
a cost competitive bid request, but the cost effectiveness of the
response will be considered in future contract negotiations. In
light of cost discussions, the City would like any respondent to
identify an alternate schedule and identified costs in the event
additional time is made available by the Congress/ Department of
Defense for preparation of this product. For purpose of this
analysis assume 24-30 months instead of 18 months.
Respondents are also encouraged to suggest approaches to minimize
the cost of the study and its implementation.
If. you are interested in responding to this proposal request,
please provide all information noted in the format identified in
Exhibit C of this package and limit your proposal to not to exceed
50 pages. Four copies of your proposal should be transmitted to:
Base Closure RFP Letter
November 5, 1991
Page 3
Christine Shingleton
Assistant. City Manager
15222 Del Amo Avenue
Tustin, California 92680
Proposals must be received by 5:00 pm. on December 16, 1991.
All questions concerning the meaning or intent of this request for
proposal should be directed only to Ms. Shingleton at (714) 544-
88901 extension 253.
Sincerely,
Christine A. Shing ton
Assistant City Manager
CAS: kbc\baserfpA t r
cc: Colonel Fuchs
Anne Dotson
William Huston
11/4/91
EXHIBIT A
MARINE CORPS/MARINE CORPS AIR STATION TUSTIN
BASE CLOSURE/REUSE PLAN
SCOPE OF WORK
1.0 BACKGROUND ANALYSIS
The primary focus of this task will be to gather background
information to provide a detailed inventory of the physical and
environmental characteristics of the Tustin base and its
surrounding adjacent communities. The background information will
serve as the database for plan preparation in addition to providing
information for the environmental. ,setting portion of the
environmental impact report. Current aerials of the site will be
available from the Marine Corps recently flown by Airborne Systems.
Base maps will also be available from the Marine Corps who have
automated their mapping (Integraph).
1.1 A thorough review of all existing planning documents, as -built
plans, maps, aerials should be completed to assure maximum
utilization of existing data. Evaluate background and
environmental information available to determine topic areas
in which data needs to be generated or updated.
1.2 Review field surveys and supplement with other research and
studies already completed or underway by the Marine Corps to
identify local geology, as well as existing conditions related
to facilities, land uses, transportation systems, services,
noise, air quality, etc. Typical factors in this process
shall include compilation of at least the following:
1.2.1 existing landform & elevations
1.2.2 geotechnical assessm4nt
1.2.3 a soil contamination assessment will be provided by
the Marine Corps
1.2.4 hydrology - includes compilation of drainage
characteristics of site
An identification of existing drainage facilities,
flood control systems (age, physical condition,
location, capacity)and related hydrology
information on facilities will be provided by the
Marine Corps as part of a "Utilities Study".
1.2.5 biological resources -vegetation, wildlife .&
habitat, sensitive resources
Base Closure/Reuse Plan
Scope of Work
Page 2
1.2.6 cultural resources
(1) archaelogical/p4leontogical with source data
available from the Marine Corps including
record and reconnaissance review
(2) historical architecture - documentation of
historical sighificance of hangars (age,
condition, constraints of reuse); any other
historical buildings on site
The Marine Corps will provide source.data on
all MCAS buildings and structures including
support historical information. Coordination
with the State Office of Historical
Preservation will be required.
1.2.7 land
use (existing) and facilities
(1)
areas to be retained by military. The Marine
Corps will provide a real estate boundary map
to identify areas to be sold `and land to be
retained by the Marine Corps. An additional
"Retained Facilities Study" will be additional
information available from the Marine Corps.
This study will {evaluate facility requirements
and documentation to support any remaining
.population at MCAS, Tustin and include an
analysis of established severance lines.
(2)
land use inventory & densities; facility
locations; conditions, age, structural design
of buildings *nd structures, presence of
asbestos, existing utilities and mechanical
systems servicing buildings. Input to the
this task from the Marine Corps will include
the Facility Inlventory Study which will be a
detailed inventory of all MCAS buildings,
structures, including condition of assets and
salvage/market value (does not include family
housing) which will be retained in military
ownership.
(3)
surrounding community land uses
1.2.8 utilities (age, condition, location, capacity)
Input to this task from the Marine Corps includes a
Utility Study and Facility Inventory. The Utility
Study will evaluate' existing utility systems to
determine capacity and logical points of
severance/connection for those portions of MCAS,
Base Closure/Reuse Plan
-- Scope of Work
Page 3
Tustin to be retained by the Marine Corps. The
Marine Corps study includes recommendation for cost
effective utility service. The Marine Corps
Facility Inventory also includes inventory of the
following utilities:
(1) water supply
(2) wastewater
(3) solid waste
(4 ) sewage
(5) electricity
(6) gas
(7) telephone
(8) cable and other communications
1.2.9 transportation/circulation
(1) regional and local setting• surrounding base;
existing and planned projects, current and
anticipated deficiencies, review of adjoining city
capital improvement programs,- a complete traffic
impact assessment of current background per orange
County Transportation Agency's Traffic Impact
Assessment Methodology
(2) on -base transportation systems
Input to this task from the Marine Corps will
include a "Circulation Study" which will evaluate
traffic circulation in and around those portions of
MCAS, Tustin to be retained by the Marine Corps,
with input from local surrounding agencies. .
(a) location
(b) dimensions
(c) existing access
(d) existing physical condition
(e) planned upgrades and improvements
(f) paved pedestrian sidewalks
(g) unpaved paths
(h) bicycle paths
(3) public transportation serving site
Base Closure/Reuse Plan
Scope of Work
Page 4
1.2.10
Helicopter Airfield
This discussion will, be compiled
information in the MCAS Tustin
Discussion might include:
from collected
Master Plan.
a) Layout and dimensions
b) Clear zones/sofety restrictions/approach'
flight paths
C) surfaces
d) Navigational Aids (NAVAIDS)
e) Aircraft parking areas
f) Fuel storage/distribution systems
g) Lighting
Other Public Services
a) law enforcement
b) fire protection
C) schools
d) other
1.3 Compile applicable Data Maps of project site and surroundings
at presentation scale and report scale.
1.4 Much of the data collected in this phase can be -updated and
depicted on base maps and in summary narrative form.
1.5 Products: An environmental setting report or reports suitable
for incorporation into the EIR (lA screen copies, 25 copies,
1 reproducible) landuse and environmental field survey maps;
base maps at presentation & report scale.
2.0 MARRETZDEMAND.ANALYSIS
2.1 Define market area
2.2 Evaluate area economic trends
Examine regional and localized demographic and market trends.
Specific areas of focus will include existing and projected
population, housing, employment and unemployment, personal
earnings and household income, retail sales, vacancy rates,
general real estate conditions.,, etc.
Base Closure/Reuse Plan
Scope of Work
Page 5
2.3 Analyze and forecast potential demand
2.3.1 Complete a demand analysis of residential,
commercial retail, office, industrial (light &
research and developm
ent), tourist and other
targeted markets that might offer development
opportunities on the base closure site.
2.3.2 Compile supply characteristics of major competitive
projects within each targeted market and compare
against demand information to determine
implications. Annual sales volumes per square
foot, vacancy rates, duration of vacancy, price
range, and land and lease costs will help to
provide an indication. of the magnitude of
unsatisfied market demand.
It should be recognized in the analysis that the
major 'demand for base facilities in the past often
-- has come from companies or entrepreneurs outside of
the local market area who want to enter new markets
rapidly. Existing buildings and infrastructure at
a surplus military site can be readily used to
provide production and distribution facilities with
little or no lead-time required for permitting,
construction, and/or Other start-up activities at
the site.
2.3.3 Based on. the above economic base analysis, identify
by land use type, volusme, timing or schedule, price
or lease range, quality and marketing requirements,
the best economic development targets for the site;
information such as the number of supportable acres
for specific land usos or the number of housing
units required at various pricing lands should be
provided.
2.4 Product: Market Analysis report (10 screen copies; 50 final
copies, 1 reproducible)
3.0 ISSUE IDENTIFICATION
This component of the work program involves identification of
issues, as well as opportunities and constraints. The consultant
will be asked to work closely with the*base closure task force to
assist in identifying issues based on background information
Base Closure/Reuse Plan
Scope of Work
Page 6
collected. A community participation process shall also be
initiated in this stage to assess pl4knning concerns and priorities
of surrounding communities for reuse of the base.
3.1 Preliminary issue identification
3.2 Identification of constraints and opportunities
3.3 Community attitude survey and workshop
3.4 Product:
3.4.1 Presentation scale & report scale maps depicting
opportunities and constraints.
3.4.2 Community attitude survey
3.4.3 Issues inventory in the form 'of a memorandum for
inclusion into the Specific Plan document (10
screen copies, 25 final copies, 1 reproducible)
3.4.4 Materials for presentation at public workshop
4.0 REIIBE ALTERNATIV88
4.1 Develop goals and objectives of Base Reuse based on
participation of task force and results of community
participation.
4.2 Develop and -review alternative land use and circulation plans.
4.2.1 Consultant will prepare at least three alternative
land use and circulation concepts for base reuse.
4.2.2 Each alternative plan will be an illustrative
drawing depicting land uses, densities, urban
circulation, along with support data stating design
concepts, basic assumptions, phasing implications,
open space conceptis, etc. Impacts of each
alternative on 'portions of MCAS, Tustin to be
retained by military, traffic, and key
environmental categories/ issues will be summarized.
Each alternative will be evaluated against its
economic feasibility and fulfillment of goals and
priorities established for base reuse.
Base Closure/Reuse Plan
Scope of Work
Page 7
4.2.3 Organize meeting of task force and community to
introduce alternative plans and obtain public
comment.
4.3 Prepare refined concept plan based on task force direction and
public review.
4.4 Product: Graphics and memorandum report as necessary to
present refined alternative concepts (10 screen
copies, 50 final copies, 1 reproducible) .
5.0 COMMUNITY FACILITIES AND INFRASTRUCTURE PLAN
5.1 The primary focus of this task involves identifying the needed
infrastructure and community faOilities for the. project. Each
alternative will be tentatively examined for impact and cost
of improvements. The intent is to identify the appropriate
infrastructure systems necessary for each alternative plan and
to evaluate the financial feaisibility of each alternative
plan.
5.1.1 Identify all publilc improvements, responsible
agencies, facilities and services, and yearly
maintenance requirements.
a. Prepare conceptual water and sewer service
plans identifying servicing agencies, location
and sizing of the backbone facilities and
recognition of *ny phasing needs.
b._ Prepare a .conceptual drainage plan for
addressing the location, sizing and type of
facilities serving the planning area
considering the', impacts on land use and cost
implications of implementation in either a
phased manner or in a single step.
C. Prepare conceptual alignments for any
extension of arterial or secondary roadways
within the planning area including
relationship of base to Eastern corridor
alignment.
Base Closure/Reuse Plan
Scope of Work
Page 8
d. Evaluate development phasing opportunities and
constraints within the context of
infrastructure.
e. Evaluate opportunities for incorporating a
retarding basin in open space/golf course.
5.1.2 Preliminary cost estimates for each improvement or
facility.
5.2 Community facilities and improvements data will be refined for
the preferred land use alternative plan. Recommendations will
be made to provide the needed facilities with the optimum
level of design efficiency.
5.2.1 Further refinement of public improvements and
facilities based on the preferred alternative,
including conceptual circulation, drainage, water
and sewer plans which indicate the location and
size of major facilities.
5.2.2 Cost estimates for eaoti improvement or'facility.
5.2.3 Develop phasing criteria to ensure a balance
between development and public improvements.
5.3 Product: 10 screen copies of a technical memorandum, 25
draft copies, 50 final copies, (reproducible) .
Report information will also be used in Fiscal
Impact Report.
6.0 FISCAL IMPACT AND FINANCIAL ANAkYSIS REPO
6.1 Construct a detailed computer based fiscal model to analyze
the projected City costs and revenues associated with at least
three reuse (land use) alternatives for the base. The purpose
of the analysis is to ensure that the preferred land use plan
will generate adequate revenues to cover any estimated
expenditures, both at build -out and as development takes
place. Revenues shall be shown by major category, capital
expenditures, and in expenditures by functional category, the
next fiscal balance and the discounted net present value of
the fiscal balance. In the case of fiscal deficits,
mitigation measures will be recommended.
Base Closure/Reuse Plan
Scope of Work
Page 9
6.2 Develop a' set of detailed financing options- for any
infrastructure requirements necessary to set the stage for
development. Alternative sets of financing mechanisms and
alternative ways to spread the .financial burden should be
tested. . Alternative financingoptions should be tested
against a range of assumptions regarding the phasing of
development, including type, timing, and extent of
development.
6.3 Product
6.3.1 Fiscal Impact Program & Report (10 screen copies,
50 final copies, 1 reproducible)
6.3.2 Financing Plan (10 screen copies, 50 final copies,
1 reproducible)
6.3.3 User Guide & Training to automated Fiscal Model to
run a City computer i�ystem-(user guide - 5 screen
-copies, 25 final copies, 1 reproducible, training
session for 10 employ0es and original computer disc
in PC format, IBC compatible.)
7.0 SPECIFIC PLAN PREPARATION
7.1 Develop a specific plan in accordance with provisions of
Section 65450 of the Government Code based on the preferred
alternative. The Plan shall at minimum include:
7.1:1 A land use master plan
7.1.2 Urban design plan & design guidelines
7.1.3 A circulation concept plan
7.1.4 A drainage concept plan
7.1.5 Water and sewer concept plan
7.1.6 Landscape concept plan
7.1.7 Phasing concept plan
7.1.8 Land use and development standards
7.1.9 Implementation and Plan Administration
Base Closure/Reuse Plan
Scope of Work
Page 10
7.2 Product
7.2.1 A specific plan suitable for adoption.
Presentation scale maps depicting concept plans, as
needed for.public hearings.
7.2.2 An executive copy of plan (10 screen copies, 25
draft copies, 50 final copies, 1 reproducible)
7.2.3 A 35 mm slide show which illustrates planning
process and summarizes plan. An IBM compatible
word processing disk containing the final plan
report; format to be on word perfect.
8.0 ENVIRONMENTAL IMPACT REPORT ON -6PECIFIC PhWBASE REUSE PLAN
8.1 Prepare Initial Study for EIR and Notice,of Preparation
EIR shall be prepared in NEPA EIS format incorporating all
requirements of CEQA. Input from Marine Corps on this task
will include information they collect for their own
preparation of an EIS for the closure of MCAS, Tustin and
realignment to MCAS, 29 Palms and MCAS, Pendleton.
8.2 Data Collection
8.2.1 Review available data collected during background
analysis including existing and planned adjacent
land uses, socio-economic/demographic
characteristics of Ule project vicinity and city
policies. Some additional analysis may be
required.
8.2.2 Review existing general plan elements and zoning
ordinance to identify goals or policies as they
relate to the project and determine compatibility
and consistency issues.
8.3 Document Preparation
8.3.1 Prepare an introduction and summary section
8.3.2 Prepare project description
8.3.3 Prepare existing environmental setting discussion
Base Closure/Reuse Plan
Scope of Work
Page 11
8.3.4 Document impacts and recommend mitigation measures
Additional significant traffic analysis of the project and each
alternative will be necessary. Again the level of detail required
will be methodology promulgated by the OCTA for Traffic Impact
Assessments. At minimum, it is expected that City of Tustin,
Irvine and Santa Ana traffic analysisprojection will be necessary,
daily and peak hour travel demands as well as ADT traffic volumes
for identified roadway links and intersections; capacity
deficiencies and.changes necessary to Orange County Master Plan of
Arterial Highways; the impacts of the project and alternative land
use and circulation concepts and the impacts of phasing;
recommended mitigation measures to ensure roadways can handle
future traffice volumes; development of criteria for phasing
mitigation measures; determination of estimated costs and funding
sources for recommended mitigation measures.
Required documentation and consultation with the State Office of
Historical Preservation will be required for any historical
structures proposed to be removed in conjunction with base reuse
decisions or plan.
8.3.5 The land use alternatives developed in the Specific
Plan preparation process will meet the requirements
of CEQA for alternatives to the project.
8.3.6 Prepare any other reauired sections of EIR either
required by CEQA or NEPA, as may be applicable:
8.3.7 Complete all public- notices (i.e. Notice of
Preparation, Notice of Completion)
8.3.8 Prepare any necessary~ resolutions with findings of
overriding consideration
8.4 Product: Screencheck draft EIR, (10 copies) , Draft 75,
Screencheck final EIR (10 copies), Final EIR (75
copies), Notices and Resolutions; List of Agencies
to receive notices and Draft EIR's
9.0 COMMUNITY PARTICIPATION
9.1.1 In conjunction with previous tasks, conduct a
series of public workshops to obtain public
comments on the status and progress of the base
Base Closure/Reuse Plan
Scope of Work
Page 12
reuse planning process. The number, location and
format shall be mutually agreed upon with the City.
However, at minimum, it is expected that at least
four workshops will be necessary.
9.1.2 Contact State, Federal, County and adjacent cities
to determine interests in public benefit uses on
the site.
9.1.3 Prepare any necessary handouts for distribution to
the public at public workshops. '
9.1.4 Attend all Planning Commission and City Council
hearings on the Base 'Reuse Plan (at minimum, two
hearings before each body are anticipated).
Product: Memorandum summary of results. of all community
interactions
chris\mcas
11/5/91
EXHIBIT B
A. GENERAL BACKGROUND - TIISTIN
The. City of Tustin covers approximately 10.8 square miles.
Transected by the Interstate 5 and SR -55 freeways, the City
considers itself at a "hub" location in Orange County with the
cities or Orange to the north, Santa Ana to the west and Irvine to
the south.
Founded by Columbus Tustin in 1868 when Mr. Tustin purchased the
farmer spanish land grant of Rancho Siantiago de Santa encompassing
1300 acres, the City was incorporated in 1927.
The recent growth phenomenon in Orange County can best be
epitanized in Tustin. The City grew from a population of 2,006 in
1960 to 52,145 in January, 1991. Between 1980 and 1991 alone, the
City experienced a 44.4% increase in population which was faster
than the countywide growth rate of 27%.
B. BACKGROUND.- MARINE CORPS AIR STATION# TIISTIN
Annexed to the City of Tustin in 1976, the Tustin Marine Corps Air.
Station, California was initially built as a Navy lighter -than -air
(LTA) base, and commissioned in the fall of 1942. The base was
used as a station to support observation blimps and personnel that
were necessary to conduct anti-submarine patrol off the southern
California coast during World War II. The landmark blimp hangars,
which are considered to be among the largest unsupported wood
structures in the world, are a reminder • of the giant airships once
operated at MCAS Tustin. The station served as a lighter -than -air
base until it was decommissioned as an active facility in 1949.
The base was then used as an outlying field for other military
operations in the area primarily for Marine Corps Air Station, El
Toro.
In 1951 the base was reactivated to support Korean War efforts. It
was officially designated the Santa Ana Marine Corps Air Facility
and was the country's first air facility utilized solely for
helicopter operations. As the facility expanded its operations,
the name was changed on September 1, 1969 to the Marine Corps Air
Station (Helicopter) Santa Ana. The station's name was changed to
MCAS (H) Tustin to reflect its annexation by the City of Tustin in
1976. In 1985, the air station was named MCAS Tustin.
The main station contains approximately 1,536.07 acres of land (137
acres additionally owned at the Helicopter Outlying Landing Field
(HOLF) Mile Square site,' not used for operations) and numerous
facilities to support its mission including a runway of 3,000 feet,
and supporting hangars and aircraft parking apron space. MCAS
1
Tustin's facilities also include the two enormous blimp hangars
- currently used to hangar helicopter squadrons which are listed on
the National Register of Historic Places.
See additional MCAS, Tustin facts included as Attachment I.
C. IMPACTS OF BASE CLOSURE
With approximately 41000 servicemen assigned to MCAS and an
additional 150 civilian employees, current base activities
circulate significant dollar expenditures in the local
economy. A number of local civilian businesses currently -
contracting with the base will lose revenue as a result of the
proposed closure. It is assumed that these persons will not
relocate to either 29 Palms or Camp Pendleton. Consequently,
these individuals will be faced with potential unemployment or
loss of income affecting not only their personal well being
but also those businesses which are indirectly dependent upon
that income.
Tustin anticipates an (temporary~) increase in the vacancy rate
for apartments as servicemen and their families relocate
elsewhere. It is estimated that nearly 800 Marines and their
families live, off -base in Tustin or other surrounding
communities. However, recovery to pre -closure housing demand
may more than likely not take place until redevelopment of
significant portions of MCAS -Tustin
Privatization/Economic redevelopment of the base presents the
potential for reuse which would result in commercial,
industrial or residential development which will result in
potentially significant revenue for the city, particularly
with finished lot prices in adjacent development at about $1
million an acre. In addition, development activity in the
area could generate renewed ;interest in privately owned
properties which are currently in the vicinity of (and
possibly negatively impacted by) the base. Additional impacts
could result from the fact that the base currently borders the
Tustin City boundary. Some of this renewed interest in
developing adjoining properties could occur outside of the
City of Tustin's sphere of direct influence and control.
Off-site land uses could also be affected and densities and
development height restrictions could be raised within the
Browning Corridor currently restricted due to flight
operations.
Based on our discussions with the base, the existing base
infrastructure (sewer, water) is either close to 50 years old
incrementally installed and may be grossly .inadequate for
future new development. This infrastructure is probably
K
incompatible with much of the City's existing public
infrastructure. Sewage line, water line and roadways would
fall under the City's purview of responsibility.
° The use of the site for aircraft servicing and refueling may
have caused soil contamination clean-up costs (the Marines
have identified, at minimum, approximately 9 "hotspots" on
base) which will initially be borne by the military or some
other federal agency. In addition, the historic wood blimp
hangars have probably been treated with some type of chemical
fire retardant which may add to the 'environmental clean-up
costs. However, known and unknown problems could continue to
impact future projects proposed on the site.
Some 105 buildings on site do contain asbestos and will need
mitigation with any future development.
The two WW II vintage blimp -hangars on the site are listed on
the National Register of Historic Places and are considered
the largest woodframed structuress in the U.S. While the City
will work with the military to and the state's office of
Historic Preservation to determine the effects of closure and
potential reuse, -the City at this time does not have the
resources for the approximate $250,000 - $500,000 per year
maintenance costs.
3
_ ATTACHMENT I
EXHIBIT B
MCAS TUSTIN FACTS
15 JULY 199 1
TUSTIN FACTS
Other
Economic Impact (1990)
69,200,000
1,063,000
Military Pay (Est) .
49,400-1000
13
Civilian Pay
2,400,000
22
Materials, Utilities, etc.
14,400,000
40
New Construction
31000,000
9
' Type Bldgs
Square Footage d s
Admin
630000
10
Barracks/Messing(2500 pn)
5001000
12
Storage
195,000
43
Medical/Dental Clinic
11,000
1
Aircraft Maintenance
860,000
27
Other Maintenance
68,000
12
Operations
32,000
10
Training
78,000
7
Community Support
163,000
33
Utilities
12,000
16
Total
1, 982, 0 0
171
Other
Airfield Pavement
1,063,000
sq yds
.Roads-
13
miles
Telephone Lines
22
miles
Electrical Lines
40
miles
Gas
9
utiles
Sewage
11
miles
Water
15
miles
Acreage
11572
acres
Aircraft
155
acft
Family Housing
1,539
units
SOME OF THE THINGS YOU ALWAYS WANTED TO KNOW ABOUT THE TUSTIN
BLIMP HANGARS BUT NEVER BOTHERED TO ASK
10 July 1991
f
BLDG DIMENSIONS:
298,200 SF (approx 7 acres each)
178' high to top of roof, 157' to bottom of truss inside
1088' long
297' wide, 237' inside truss span
Doors:120' high, 37' wide (each panel) X 6, 326" thick (B.28),
510" thick (B.29)
ORIGINAL COST:
B.28 $21491,086
B.29 $2,322,407
Part of original $8,500,000 contract to build entire
lighter -than -air base. Holmes & NarVer designed the LTA base,
including the hangars.
Construction begun 1942; completed 1943; blimps used until 1949
HISTORIC DESIGNATION: '.
Entered into National -Register of Historic Places 8 Apr 1975
Any proposal to alter or demolish hangars requires consultation
with State Historic Preservation Office (SHPO) and Advisory
Council on Historic Preservation (ACNP) in accordance with. Section
106, National Historic Preservation Act.
MAINTENANCE COSTS:
Bolt tightening - $1.2M per bldg most recent; every 5 years +/-
Recurring maint - $60K (Ml routine type)
Major repair - varies; rept is for approx $400K per year; actual
has been more or less depending on funding available
Major rehab required for continued use as hangars, approx $20M per
bldg.
TRIVIA:
Original materials: 2.7 million board feet lumber for trusses
143 tons of bolts (nobody's counted them)
10 acres of lumber sheathing
(all per bldg)
Original roof: standard granular composition roofing paper with
corrugated wire glass skylights. Conversion to present corrugated
steel and green fiberglass "window" panels done in 1957,
reportedly because Santa Ana winds kept tearing off roofing paper.
Is treated wood hazardous? Unknown. The Protexol Corporation of
New York provided information to the Navy about treating wood w/
- fire retardant chemicals and an impregnating plant at Long Beach
may have been used to treat the lumber, but it is unconfirmed. We
tested a piece of truss in Aug 90 and found no evidence of
chemicals in that particular piece.
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BASE CLOSURE DISPOSAL PROCEDURES
(Summarized from 41 CFR 101-47)
Step 1. Activity prepares "Report of Excess Real Property"
-90 days prior to availability
Step 2. Department of Defense Screening
-Priority to those paying Fair Market Value (FMV)
Step 3. McKinney Act (Homeless) Screening
-Dept of Housing and Urban Development (HUD)
-Dept of Health & Human. Services (HHS)
Step 4. Federal Agency Screening (non -DOD)
-OMB may waive FMV
Step 5. Public Benefit Discount Notification
-For education, public health, energy, state prison or
public park, through regional offices of Depts of'HHS,
Energy, Justice, and Interior.
-FMV unless highest and best use is for specific public
benefit. F 4V would be adjusted to reflect specific use.
Step 6. Steps 1-5 may be concurrent, but DOD and McKinney Act
have priority over Federal Agency and,Public Benefit
transfers. If no transfer determined after 90 days,
property is declared surplus.
Step 7. State and Local Government Consultation
-Determine any local use plans for property
Step 8. •Notice to certain Federal, State and Local Agencies
-Concurrent with Step 7
-FMV for public benefit
Step 9. After Steps 1-8 are completed, whatever property remains
may be disposed of through either advertised or
negotiated methods.- Publicity shall include a statement
in the "Commerce Business Daily" (CBD) and posting
notices in public facilities. Copy of notice with 20
days to respond to Step 5 agencies plus Faa and FHA.
Special disposal provisions for:
-Power transmission lines
-Public airports (FAA recommended)
-Historic monuments
-Education and health
-Highway rights of way
-Chapels, shrines, memorials
-Affordable housing and related facilities
-Public park or recreation
-Displaced persons
_ -Correctional facility use
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EXHIBIT C
Each proposal shall contain the following information in the order
noted
I. Introduction
A. Introductory transmittal for corporate representative
authorized to submit proposal.
B Name of consulting firm or firms responding.
C. Type of entity (i.e: corporation, partnership,
individual, joint venture).
D. How many years has each organization been in business.
Have you worked together pireviously.
II. Approach: A description of the approach the consultant and
consulting team will take to complete designated tasks. A
consultant may elaborate on or revise tasks.
III. 4ualifications of Key Staff: Specialized experience and
technical competence available in the firm and/or
subcontractor consultants identified as4participating in the
Project. Include staff resumes and relevant past projects in
your qualifications packet. Identify key personnel and other
employees who will be assigned to specific tasks, and the EIR.
IV. Experience: Brief description of similar projects and
relevant expertise including examples of completed and
implemented projects. Qualifications and expertise of -any
sub -consultants must also be included. Firm's record meeting
deadlines and creativity in solving, soundness in planning
processes and methods, meeting state guidelines and
requirements.
VI. Schedule: Time needed to reach milestones, work products and
decision points. A preliminary flow chart has been attached.
VII. Products: Content and timing of all work products including
maps.
VIII.Cost: A fee schedule, based on time, materials and expenses
to complete each major task.
IX. Previous Work References: A list from agencies for which your
firm has performed work relevant to the City's project.
Include a list of specific contacts, who was the assigned
project manager.
Please note that failure to limit proposal to not to exceed 50
pages as well as failure to respond in the format noted above will
disqualify a respondent.