Occc fee proposal r1 02 18 2016
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The document is a scope of work for planning the relocation and expansion of the Oahu Community Correctional Center. It outlines tasks such as conducting a site selection study to identify potential sites, performing a utility analysis and environmental impact statement for permitting, and developing a master plan for the selected site. It also includes drafting a request for proposal with financing options and conducting public outreach. The scope of work is divided into sections for the basic planning services, an allowance for additional tasks such as surveys and cost estimates, and attachments providing more details on each task.
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Occc fee proposal r1 02 18 2016
- 1. OAH COR PLAN EXPA Februa Prepared Prepared DAGS P Provided AHL Pro DAGS 1151 P HU C RREC NNING ANSIO ry 2016 FE for the: by: roject No.: d by: oject No.: Punchbowl Str COMM CTIO G FOR ON EE PROPO Departmen Departmen General Se Architects Louis Berg 12-27-5670 Architects 6586.000 reet, Honolulu MUNIT NAL RELOC OSAL - R nt of Public S nt of Accoun ervices. Hawaii Ltd.; ger Group 0 Hawaii Limi u, HI 96813 TY CEN CATIO evised Safety; and th nting and ; Integrus; ited (AHL) TER N AND he D FFebruary 05, 22015
- 2. February 18 Mr. Lance Departmen Public Wor 1151 Punch Honolulu, H Subject: Dear Lance Architects Work dated assembled information made part The fee pro projects fo AHL and su We are hap working w 9636 Ext. 3 Sincerely, Architects Brian Taka Principal 8, 2016 Maja nt of Accountin rks Division, Pla hbowl Street, R HI 96813 Oahu Comm Fee Proposa DAGS Job N AHL Job No e: Hawaii Ltd. (A d February 2nd 2 a familiar team n in a Project D of our fee prop oposal uses acc r the State of H ub-consultant f ppy to continue ith you on this 369 or Joel Gan Hawaii Ltd. hashi, AIA, LEE g and General anning Branch Room 430 munity Correctio al No. 12-27-5670 o. 6586.000 HL) is pleased 2016 for the OC m appropriate f Directory. AHL h posal. cepted rates an Hawaii and City fee proposals t e our strong wo important proje notisi at Ext. 42 ED AP Services onal Center Pla 0 to submit our f CCC Planning f for this type of has also includ nd multiplier th y and County o hat serve as a orking relations ect. Please do 27 should you h anning for Relo fee proposal fo or Relocation a f project and at ed a Scope of W hat are approve f Honolulu. We basis for the Fe ship with PSD a not hesitate to have any quest cation and Exp or the Project S and Expansion. ttached the con Work documen ed for other gov e have included ee Proposal Su and look forwa o contact me at ions. pansion cope of . AHL has ntact nt that is vernment d detailed ummary. ard to t (808) 523-
- 3. Oahu Community Correctional Center Planning for Relocation and Expansion DAGS Job No. 12-27-5670 TABLE OF CONTENTS 1. Table of Contents 2. Team Directory 3. Project Schedule 4. Scope of Work 5. Fee Proposal Summary 6. Architects Hawaii Fee Proposal 7. Subconsultants Fee Proposals Integrus Architecture Louis Berger Group PBR Hawaii & Associates, Inc. Wilson Okamoto & Associates, Inc. ECS, Inc. Communications Pacific, Inc. Cumming The Hallstrom Group Team/CBRE, Inc. Newmark Grubb Affiliate Control Point Surveying, Inc. Stanley Consultants Inc.
- 4. Team Directory Project: Oahu Community Correctional Center Planning for Relocation and Expansion Project No: DAGS Job No. 12-27-5670 Date: 2/5/2016 Subject: Contact information for the planning and design team Discipline Firm Address Name P:Phone M:Mobile F:Fax Email Architect Prime Architects Hawaii Ltd. 733 Bishop Street, Suite 3100 Honolulu, HI 96813 Brian Takahashi, AIA Chase Kersten P:808.523.9636 F:808.521.3280 P:808.792.5423 M:808.224.4388 btakahashi@ahldesign.com Justice Architect & Planner Integrus Architecture 10 South Cedar Street Spokane, WA 99201 Rich Siddons Preston Potratz P:509.838.8681x2315 M:509.499.4284 F:509.838.2194 P:509.838.8681 M:509.435.3257 F:509.838.2194 rsiddons@integrusarch.com ppotratz@integrusarch.com Justice Site- EIS-Land Use Planner Louis Berger Group 412 Mount Kemble Avenue Morristown, NJ 07962 Robert Nardi P:973.407.1681 F:973.267.6468 rnardi@louisberger.com EIS Planners & Permitting (Local) PBR Hawaii & Associates, Inc American Savings Bank Tower 1001 Bishop Street, Suite 650 Honolulu, HI 96813 Vincent Shigekuni P:808.521.5631x17 F:808.523.1402 vshigekuni@pbrhawaii.com Civil Engineer (Local) Wilson Okamoto Corporation 1907 South Beretania Street, Suite 400 Honolulu, HI 96826- 1319 Glenn Kuwaye P:808.946.2277 F:808.946.2253 gkuwaye@wilsonokamoto.com Electrical Engineer (Local) ECS, Inc. 615 Piikoi Street, Suite 207 Honolulu, HI 96814 Michele Adolpho P:808.591.8181 F:808.591.9098 mail@ecshawaii.com Public Relations (Local) Communications Pacific, Inc. Topa Financial Center 700 Bishop Street, Kitty Lagareta David Lato P:808.521.5391 F:808.697.6895 klagareta@commpac.om dlato@commpac.com
- 5. Suite 600 Honolulu, HI 96813 Cost Estimator (Local) Cumming 1132 Bishop Street, Suite 1570 Honolulu, HI 96813 Andrew Tanton P:808.947.4525 F:808.440.3833 atanton@ccorpusa.com Financial /Economic Analyst (Local) The Hallstrom Group Team/CBRE, Inc 1003 Bishop Street , Suite 1350 Honolulu, Hawaii 96813 Tom Holliday P:808.541.5120 F:808.541.5155 Thomas.Holliday@cbre.com Real Estate Constultant (Local) Newmark Grubb Affiliate 1000 Bishop Street, Suite 909 Honolulu, HI 96813 Brant M. K. Yasaka P:808.942.7100 F:808.942.0009 byasaka@cbi-hawaii.com Appraiser The Hallstrom Group Team/CBRE, Inc 1003 Bishop Street , Suite 1350 Honolulu, Hawaii 96813 Esther Price P:808.541.5127 M:808.286.9994 F:808.541.5155 Esther.price@cbre.com Surveyor (Local) Control Point Surveying, Inc. 1150 South King Street, Suite 1200 Honolulu, HI 96814 Ed Yeh P:808.591.2022x110 F:808.591.8333 yeh@cpshawaii.net Construction Scheduler Stanley Consultants Inc. 225 Iowa Avenue Muscatine, IA 52761 Tom Gott P:563.264.6673 F:563.264.6658 gottom@stanleygroup.com
- 6. Oahu Community Correctional Center Planning for Relocation and Expansion PROJECT SCHEDULE DAGS Job No. 12-27- 5670 AHL Job No. 6586.000 2/5/2016 ITEM TASKS A.0 A.1 A.2 A.3 A.4 A.5 A.6 A.8 a b c A.9 A.10 A.11 B.1 C.1 C.2 C.3 C.4 C.5 PROJECT APPROVAL RFP SOLICITATION & AWARD DESIGN CONSTRUCTION Project Planning Schedule Extra Task: Title Report Extra Task: Property Appraisal Extra Task: Phase I Environmental Site Assessment Extra Task: Statements of Probable Cost Project NTP Draft (DB-w/Financing) RFP Performance Docs Extra Task: Topo Survey/Boundary Stake-out OCCC Replacement Planning & Arch. Program Site Selection Study Utility Analysis Environmental Impact Statement (EIS) / Technical Reports Public Outreach & Community Involvement Land Entitlements Special Permits PRU (C&C HON.) CUP (HCDA) SUBDIVISION (C&C HON.) BLDG. PERMIT Project Development Report Master Plan For Selected Site PROJECT APPROVAL 5 Mo. C.3 APPRAISAL 3 Mo. C.4 PHASE I ESA C.5 CONSTR. COST 3 Mo. CONSTRUCTION 30 Mo. RFP SOLICIT & AWARD 6 Mo.RFQ 3 Mo. DESIGN 8 Mo. A.6 LAND ENTITLEMENTS 4 Mo. Mo. 12 Mo. 13 Mo. 14 Mo. 15 Mo. 16 Mo. 7 Mo. 8 Mo. 9 Mo. 10 Mo. 11 Mo. 31 Mo. 26 Mo. 27 Mo. 28 Mo. 29 A.1 PLANNING 3 Mo. Mo. 1 Mo. 2 Mo. 3 C.1 TOPO SURVEY 5 Mo. C.2 TITLE REP. 3 Mo. A.2 SITE SELECTION 6 Mo. Mo. 30 Mo. 24 Mo. 25 Mo. 20 Mo. 21 Mo. 22 Mo. 4 Mo. 5 Mo. 6 B.1 RFP 5 Mo. A.11 PROJECT PLANNING SCHEDULE 7 Mo. A.8.a PRU 10 Mo. A.8.b HCDA CUP 7 Mo. A.10 MASTER PLAN 5 Mo. Mo. 23 Mo. 17 Mo. 18 Mo. 19 A.4 EIS / TECHNICAL REPORTS FOR PERMITTING 11 Mo. A.3 UTILITY ANALYSIS 5 Mo. OUTREACH 26 Mo. A.9 PDR 6 Mo. Mo. 32 PERMITS 7 Mo.
- 7. 1 OAHU COMMUNITY CORRECTIONAL CENTER PLANNING FOR RELOCATION AND EXPANSION DAGS Job No. 12‐27‐5670 SCOPE OF WORK (FEBRUARY 2, 2016) ‐ REVISED Table of Contents A. Planning for New OCCC at New Location (Basic Service) ................................................................. 3 1. OCCC Replacement Planning Goals and Objectives/Architectural Program and Planning Concept Development ........................................................................................................ 3 2. Site Selection Study ............................................................................................................ 3 3. Utility Analysis ..................................................................................................................... 4 4. Environmental Impact Statement ....................................................................................... 4 5. Public Outreach and Community Involvement ................................................................... 4 6. Land Entitlements ............................................................................................................... 4 7. Special Permits .................................................................................................................... 5 8. Project Development Report .............................................................................................. 5 9. Master Plan Report for Selected Site .................................................................................. 5 10. Project Planning Schedule .................................................................................................. 5 B. Draft Request for Proposal with Financing for New OCCC Project Development (Basic Service)...... 6 1. Draft Documents and Performance Standards (Primary RFP Intent) ................................. 6 2. Financing Strategy Outline .................................................................................................. 6 C. Extra Cost Allowance Tasks (Additional Services) ........................................................................... 6 1. Topographic Survey, Subdivision Application and Boundary Stake‐Out ............................ 6 2. Title Report ......................................................................................................................... 6 3. Property Appraisal .............................................................................................................. 7 4. Phase I Environmental Site Assessment ............................................................................. 7 5. Statements of Probable Construction Cost ........................................................................ 7 D. Attachments ......................................................................................................................... 7 Attachment A ‐‐ OCCC Replacement Planning Goals and Objectives/Architectural Program and Planning Concept Development ........................................................................ 8 Task 1: OCCC Replacement Planning Goals and Objectives ............................................................ 8 Task 2: Architectural Program and Planning Concept Development .............................................. 9 Attachment B – Site Selection Study .................................................................................................. 10 Task 1: Develop Inventory of Potential OCCC Sites ...................................................................... 10 Task 2: Screen Candidate Potential Sites Against Site, Environmental, Infrastructure and Other Criteria .............................................................................................................................. 12 Task 3: Conduct Detailed Evaluations of Three Finalist Sites ........................................................ 12 Task 4: Economic and Financial Impact Analysis of Relocated and Expanded OCCC .................... 13 Attachment C – Environmental Impact Statement ............................................................................. 16 Task 1: Final EA/EIS Preparation Notice and Scoping .................................................................... 16 Task 2: Draft Environmental Impact Statement Preparation ........................................................ 18
- 9. 3 OAHU COMMUNITY CORRECTIONAL CENTER PLANNING FOR RELOCATION AND EXPANSION DAGS Job No. 12‐27‐5670 SCOPE OF WORK Situated on 16 acres in Honolulu, the Oahu Community Correctional Center (OCCC) is the largest jail facility in the State of Hawaii. OCCC houses pre‐trial detainees and in addition to its jail functions, provides reintegration programming for male sentenced felons. The Hawaii Department of Public Safety (PSD) also manages and operates the Laumaka Work Furlough Center (WFC) which is located near the OCCC. Inmates assigned to the Laumaka WFC are either actively seeking employment or working in the community. It has been determined that the State of Hawaii has an immediate need for a modern and expanded OCCC. In response to this need the Hawaii Department of Accounting and General Services (DAGS) and Hawaii PSD are proposing to relocate and expand the secure OCCC campus along with relocating the minimum‐security Laumaka WFC campus. The intent of this project is for PSD and DAGS, assisted by a team of consultants led by Architects Hawaii, Ltd. (Consultant team), to undertake the planning, engineering, architectural, environmental, and related services necessary to support the proposed relocation of the OCCC campus and the Laumaka WFC campus. The tasks required to successfully accomplish this undertaking are summarized below and described in detail in the attachments. A. Planning for New OCCC at New Location (Basic Service) 1. OCCC Replacement Planning Goals and Objectives/Architectural Program and Planning Concept Development The Consultant team shall conduct a fact finding workshop with PSD and DAGS leadership to explore, define and document the planning goals and objectives and PSD and DAGS vision for this engagement. See Scope of Work for the OCCC Replacement Planning Goals and Objectives in Attachment A. The Consultant team (led by the Justice Architect and specialty subconsultants) shall also work with PSD and DAGS to prepare an architectural space program and planning concepts for all spaces to be included in the new facilities. See Scope of Work for the Architectural Program and Planning Concept Development activities in Attachment A. 2. Site Selection Study Based on the results of the OCCC Replacement Planning Goals and Objectives/Architectural Program and Planning Concept Development task, the Consultant team (led by the Site Selection Planner/Specialist and specialty real estate subconsultant), shall identify potential candidate sites to relocate and expand the OCCC and replace the Laumaka WFC. Alternative sites will be reviewed and ranked according
- 10. 4 to the Government’s preference. See Scope of Work for the Site Selection Study in Attachment B. 3. Utility Analysis The proposed relocated and expanded OCCC will rely heavily upon the availability and capacity of water supply, wastewater collection and treatment, electric power, and natural gas systems and services. Therefore, the Consultant team (Civil and Electrical engineers) will analyze/review information on the availability and capacity of utility services in and near the candidate sites to determine the improvements needed and the associated order of magnitude costs to serve a relocated and expanded OCCC. The results of this task will be incorporated within the Site Selection Study and the Environmental Impact Statement. (The Consultant will ensure there is no duplication of effort between and among these tasks.) See Scope of Work for conducting the utility analysis in Attachment D. 4. Environmental Impact Statement The Consultant team shall assist PSD and DAGS with the preparation and processing of a Final Environmental Assessment and Environmental Impact Statement Preparation Notice (FEA/ EISPN), Draft Environmental Impact Statement (DEIS), and Final EIS (FEIS) under HRS Chapter 343, the Hawaii Environmental Policy Act that analyzes and documents the potential environmental impacts of relocating and expanding OCCC and replacing the Laumaka WFC. See Scope of Work for preparing the EIS in Attachment C. 5. Public Outreach and Community Involvement The Consultant team shall assist PSD and DAGS with development and implementation of a public outreach effort combining strategic advice and guidance, preparing and distributing public information materials; arranging and attending formal and informal meetings; responding to public information requests; and coordinating internal project team discussions, activities and meetings. At the onset of this task, a clear division of roles, responsibilities, activities, and deliverables between the Consultant team and PSD, DAGS and others, as applicable, will be established. Doing so will ensure a successful outcome and avoid conflicts and duplication of effort. See Scope of Work for Public Outreach and Community Involvement activities in Attachment E. 6. Land Entitlements The Consultant team shall determine land entitlement‐related issues for candidate sites, such as zoning change or variances that may be required. Also considered will be the impacts of the entitlement process as it affects the overall development schedule. (Note that zone changes would not be required if the selected candidate site was located on lands regulated by either the City and County of Honolulu or HCDA.) See Scope of Work for Land Entitlements in Attachment G.
- 11. 5 7. Special Permits The Consultant team shall determine the need for any special permits. Plan Review Use (PRU) and SUP for the selected site will be identified if needed. PRU, HCDA and SUP applications and fees are included and coordinated as a joint EIS/Special Permits application(s) of the project. However, utility permits and fees are not included as part of this effort and are deferred to be part of the future design of the project. A detailed description is provided in the Scope of Work for PRU and HCSA Conditional Use–related activities in Attachment H. 8. Project Development Report The Consultant team shall prepare a draft and final Project Development Report (PDR) necessary for later use (by others) in designing the relocation and expansion of OCCC. The PDR will include the following items: ‐ Brief justification of the Project in terms of the present and future operation ‐ Space requirements and design criteria required as input for a Consultant in designing the relocation and expansion of OCCC ‐ Recommended site location and related site information ‐ Project development schedule for all phases ‐ Economic impact analysis of all phases 9. Master Plan Report for Selected Site Construction of the relocated and expanded OCCC is likely to be accomplished in phases. The Consultant team shall prepare a Master Plan report that takes into consideration the phased development of the selected candidate site. A Comparative Alternative Project Financing Analysis will also be performed for the selected site which examines all financing options available to the State for funding and maintaining the new correctional facilities. Also provided are Value for Money (VfM) calculations to compare construction financing between traditional and private sector funding sources as well as a comparison of long‐term management costs between delivery methodologies. See Scope of Work for Master Plan report in Attachment I. 10. Project Planning Schedule A project planning schedule is attached to this proposal and will be further developed and periodically updated as needed to reflect estimated construction schedule (via extra cost allowance). When necessary (following identification of the selected site) and requested, the Consultant team shall prepare the analysis and narrative for the overall development schedule and project construction schedule relative to the future development of the selected candidate site. An allowance has been provided for preparing such schedules which can be added at the time of request as additional services. See Scope of Work for schedule preparation in Attachment M.
- 12. 6 B. Draft Request for Proposal with Financing for New OCCC Project Development (Basic Service) The Consultant team shall prepare two‐step design build documents, upon in which a future final design RFP can be based for the purposes of receiving competitive design build proposals after a design contract is executed. The primary intent of this draft RFP prepared, within the scope of this planning project, is to describe in general what the facility may look like and outline a construction project financing strategy. 1. Draft Documents and Performance Standards (Primary RFP Intent) i. Graphic material and other collateral for public display 1. Conceptual facility and site design 2. Diagrams 3. Renderings 4. Narratives 2. Financing Strategy Outline 1. Project Delivery Agreement 2. Payment Schedule 3. Miscellaneous Financing Information C. Extra Cost Allowance Tasks (Additional Services) In the absence of a final selected candidate site there is no need at this time to conduct other miscellaneous tasks associated with property acquisition and related undertakings. When necessary, such Other Miscellaneous Tasks shall be performed by the Consultant team. Allowances have been provided for various miscellaneous tasks (below) which can be added at the time of request as additional services. 1. Topographic Survey, Subdivision Application and Boundary Stake‐Out In the absence of a final selected candidate site there is no need at this time to conduct boundary and topographic surveys, prepare subdivision applications, or other related tasks. When necessary and requested, land surveying shall be undertaken by the Consultant team. An allowance has been provided for preparing a topographic survey, subdivision application and boundary stake‐out which can be added at the time of request as additional services. See Scope of Work for land surveys for the selected site in Attachment J. 2. Title Report In the absence of a final selected candidate site there is no need at this time to prepare a title report. Preparation of a title report may be required if the selected site is to be acquired from a private entity. An allowance has been provided for preparing a title search report which can be added at the time of request as additional services.
- 13. 7 3. Property Appraisal In the absence of a final selected candidate site, there is no need at this time to prepare a property appraisal of the site. When necessary and requested, an appraisal shall be performed by the Consultant team. An allowance has been provided for preparing the necessary appraisal which can be added at the time of request as additional services. See Scope of Work for property appraisal services involving the selected site in Attachment K. 4. Phase I Environmental Site Assessment In the absence of a final selected candidate site there is no need at this time to prepare a Phase I ESA. When necessary and requested, a Phase I ESA shall be prepared by the Consultant team to comply with due diligence requirements (to identify any environmental or natural resource issues and conditions that will need a mitigation plan and cost) prior to property acquisition. An allowance has been provided for preparing a Phase I ESA of the final selected site which can be added at the time of request as additional services. See Scope of Work for preparation of a Phase I ESA for the final selected candidate site in Attachment L. 5. Statements of Probable Construction Cost The Consultant team (led by the Cost Estimator) shall prepare Statements of Probable Construction Cost for the selected development option. The Cost Estimator will base the cost assumptions on the conceptual design provided in the Master Plan report. If phasing is provided in the Master Plan, the cost estimate will be prepared for each phase of the construction of the proposed OCCC relocation and expansion. Project costs will include the escalation to the mid‐point of construction and consider contractor OH and mark‐ups. A budget for FF&E and collateral equipment will be provided as an allowance to determine total project costs. See Scope of Work for Statements of Probable Construction Costs in Attachment F. D. Attachments
- 14. 8 Attachment A ‐‐ OCCC Replacement Planning Goals and Objectives/Architectural Program and Planning Concept Development Task 1: OCCC Replacement Planning Goals and Objectives The AHL Consultant team will work with PSD and DAGS to determine the basic plan and program for siting the proposed relocated and expanded OCCC and replacement Laumaka WFC. To streamline coordination with PSD the Consultant will prepare and submit Requests for Information (RFIs) to PSD in an easy to use format to solicit knowledge and information available only from PSD and requirements specific to PSD operational procedures. To determine general PSD preferences in facility sizing and layout a draft document or framework will be developed and submitted to initiate and help guide such a discussion. With such a draft document in hand, the Consultant team shall then prepare for, attend, and facilitate a Project Workshop with representatives of PSD, DAGS and the Consultant to further explore, define and document the understanding of project goals and objectives; the PSD/DAGS Vision for the engagement; the nature, scale, capacity and key features of the proposed facility; and to elicit input, topics of importance, and issues of concern regarding the planning, siting and eventual development of a relocated and expanded OCCC and replacement Laumaka WFC. During and following the Project Workshop and in collaboration with PSD and DAGS, the Consultant team will define the purpose and objectives underlying the planning for the proposed OCCC and its anticipated components and characteristics which will be refined as the process unfolds: Planning horizon (i.e., 20 years, 30 years, etc.) New OCCC location limitations and/or constraints Potential for co‐location with existing Prison Potential for split facility, Central Honolulu and remote location Potential for conversion of existing Prison to OCCC and develop a new Prison at another location Land area requirements based on representative building layouts, buffer area, expansion potential, etc. Preliminary siting, design, and development schedule Based on the results of the Workshop, PSD, DAGS and the Consultant Team shall determine the optimum size and desired configuration of a proposed relocated and expanded OCCC from which minimum land requirements needed for development will be evaluated. The Consultant shall develop a conceptual footprint of a pro‐typical OCCC for site evaluation purposes. The footprint will be schematic in nature with configuration and sizes of housing units and support areas based on PSD preferences. Allocations for vehicular site access and parking will be included as well as "stand‐off" space between perimeter fencing and
- 15. 9 adjacent properties. The above information will be utilized to determine the optimum site area and configuration requirements (and as input to the Site Selection Study). Task 2: Architectural Program and Planning Concept Development The Consultant team’s Justice Architect and specialty sub‐consultants will work with the Hawaii PSD and DAGS to prepare an architectural space program and planning concepts for all spaces to be included in the new facilities. Tasks include determining: Future detainee and inmate population projections organized by classification level for the targeted planning period, using prior studies as starting point. Specific programs, departmental and support functions to be included Secure and non‐secure housing configurations Secure and non‐secure detainee and inmate movement patterns External functional space requirements External secure and non‐secure access to the facility Parking requirements based on zoning code requirements Develop departmental relationship diagrams to illustrate all intra‐department spaces Develop facility relationship diagrams to illustrate all departmental relationships Develop conceptual department and facility plans based upon the above Identify and document estimated staffing requirements based on concept design and industry best practices Identify and document Estimated Operational Budget for initial and future phases The effort associated with this task will help ensure that the eventual site will be sufficient to accommodate the proposed OCCC along with support and ancillary facilities. The information will also be used to convey to decision‐makers and the public the rationale for considering sites for the relocated and expanded OCCC, how the sites will allow for development of the new facility, and how PSD will continue to ensure the safety and well‐ being of offenders, staff and the public.
- 16. 10 Attachment B – Site Selection Study The AHL Consultant team understands the unique challenges facing the State of Hawaii and the Departments of Public Safety (PSD) and Accounting and General Services (DAGS) as it moves forward with planning, siting, design and development of a relocated and expanded OCCC and replacement Laumaka WFC. Those challenges make the process more complex and time‐consuming than other public projects of a similar scale. A successful site selection process involves a well‐defined plan forward, a transparent and inclusive approach to siting, and defensible decision‐making that builds towards stakeholder consensus on the outcome. To maximize the effort and investment in the site selection process, the Consultant team will utilize all data gathered and analyzed during the planning, engineering and environmental studies to expedite completion of other related tasks. For example, the site selection process will rely heavily upon the information and analyses conducted during the Utility Analysis (Attachment D). Understanding the locations, capacities, needed improvements, and potential costs for utility system upgrades will be important inputs to the site screening and evaluation process. Use of information and analyses performed during the Utility Analysis will reduce the effort, costs and schedule for completing the Site Selection Study. Similarly, the benefits of a robust Site Selection Study include the opportunity to utilize the siting study results to expedite preparation of the Environmental Impact Statement (EIS). The effort to identify and evaluate alternative sites is fundamental to the EIS process and the data collected and analyzed involving environmental conditions and features, cultural resources, utility services and systems, transportation networks, and land ownership and land use entitlements will also reduce the time and effort necessary to prepare the initial environmental impact studies. The Consultant team is well versed in methods to maximizing the use of data, reduce overall study costs, and reduce the time to completion. Provided below is a description of the key tasks inherent in a successful OCCC siting study. Task 1: Develop Inventory of Potential OCCC Sites The Consultant team shall establish an initial site search radius within which efforts to identify prospective sites for a relocated and expanded OCCC and replacement Laumaka WFC will be focused as outlined below. Current OCCC workforce place of residence (by zip code) Location(s) of medical and health care services currently supporting/serving OCCC Location(s) of legal infrastructure (courthouses, etc.) supporting OCCC Regional transportation networks and public transit services Known community interest in hosting a relocated and expanded OCCC Evaluating prospective sites within the site search area must rely upon criteria to determine whether OCCC development is feasible at a site and if the site and its surroundings are well‐
- 17. 11 suited to host the facility. At the same time, it is recognized that evaluating sites with strict adherence to all siting requirements is unlikely to be successful and will result in elimination of viable sites from consideration. Therefore, flexibility is necessary to achieve the desired result; sites that can be developed for a relocated and expanded OCCC (and replacement Laumaka WFC) within a preferred geographic area, at a reasonable cost, and with minimal adverse environmental impacts. Working in collaboration with PSD and DAGS, the Consultant team shall establish minimum site features and conditions, infrastructure requirements, hazard avoidance standards, and other factors inherent in siting a relocated and expanded OCCC as outlined below. Site Features/Requirements ‐ Minimum land area (acreage) and configuration ‐ Topographic conditions ‐ Cultural and natural environmental resources ‐ Physical limitations to development (potential for contamination) Utility Requirements (from Utility Analysis, Attachment D) ‐ Water supply ‐ average daily potable water and fire protection requirements ‐ Wastewater treatment ‐ average daily wastewater volumes ‐ Access to publicly‐owned/operated water supply and wastewater treatment systems ‐ Electricity ‐ average daily demand, load factors, voltage requirements, service reliability and redundancy ‐ Natural gas requirements (based on availability) Transportation Requirements ‐ Motor vehicle access ‐ Public transit services Other Factors ‐ Site ownership (public vs. private, single vs. multiple owners) ‐ Hazards to be avoided (flood and tsunami areas, airport clear zones, former landfills, etc.) ‐ Emergency response, fire protection and health care services ‐ Likely acquisition costs, site preparation costs, and costs to provide required infrastructure (order of magnitude) ‐ Industrial, institutional, or equivalent zoning ‐ Land entitlement review, approval and permitting process The Consultant shall prepare a Siting Information Packet describing the siting process and identifying the initial search area and minimum relocated and expanded OCCC siting criteria and requirements for candidate sites. Following review and approval by PSD and DAGS, the Consultant shall widely distribute the Siting Information Packet (via direct mailing, email, and other means) to key agencies, organizations and officials within and surrounding the initial search radius to solicit interest and comments on the identified potential candidate sites. In collaboration with PSD and DAGS, the Consultant will actively consider other potential development sites (industrial and business parks, properties for sale, etc.) from property
- 18. 12 owners and the real estate industry. This will include arranging and attending meetings with economic development officials, municipal and regional planners, real estate industry representatives, elected officials, and others who received the Siting Information Packet and are considering offering properties to the PSD for initial evaluation of candidate sites. Task 2: Screen Candidate Potential Sites Against Site, Environmental, Infrastructure and Other Criteria To avoid the time and expense of conducting in‐depth evaluations of numerous potential sites which may be offered or available for consideration, the Consultant, in collaboration with PSD and DAGS, will employ a desk‐top screening tool to inventory, analyze, assess, up to five potential sites against the siting criteria. Only limited field visits to the five prospective sites to verify conditions will occur at this stage of the siting process. Information concerning up to five individual sites will be evaluated for completeness, verified as to accuracy, and assessed for: General features: acreage, configuration, ownership, number of parcels Proximity to population centers (as surrogate for housing, amenities, etc.). Development considerations: topography, seismic potential, soils, water features, etc. Utility services: providers, availability, capacity, proximity and access to utilities (from Utility Analysis, Attachment D) Transportation systems: highway access, travel time, transit service availability, etc. Environmental resources: floodplains, tsunami zones, wetlands, historic and cultural resources, special status species habitats, etc. On‐site, adjoining and nearby land uses including potential conflicts with schools, parks, cultural sites, etc. Accessibility to courts and ancillary legal services, medical services, etc. The Consultant will provide preliminary land entitlement review, approval and permitting process information for each alternative site being considered. The Consultant will also provide information on land entitlements and approval process that would be considered in evaluating the three finalist sites. With the input and assistance of PSD and DAGS, the Consultant team will rate the sites based on the results of the screening process and analyze the sites that are judged to best meet the siting criteria and are worthy of more in‐depth evaluation. The results of this effort will be summarized in a Site Screening Assessment Report to be submitted to PSD and DAGS. Task 3: Conduct Detailed Evaluations of Three Finalist Sites The rationale for the selection of the three candidate sites for OCCC (and replacement Laumaka WFC) development was explained earlier. The three prospective sites will be considered highly rated following the analysis process above will be subjected to further in‐ depth analyses. On that basis, the Consultant, with the assistance of PSD and DAGS, shall conduct on‐site field investigations of the three sites to gather information, verify conditions, and analyze development opportunities and constraints for the following topics:
- 19. 13 Site features: acreage, number of owners, number of parcels, jurisdiction Topographic features: slope, anticipated site preparation (cut and fill) requirements Seismic potential, geologic features, soil limitations, past landfilling Water resources: streams, floodplains, tsunami zones, drainage‐ways, on‐site wells, etc. Utility infrastructure: jurisdiction, availability, capacity, proximity and access (from Utility Analysis, Attachment D) Environmental resources: extent/location of wetlands, special species habitats, etc. Cultural resources: prehistoric/historic resources, architectural resources, etc. Potential for contamination: past/current land uses, commercial databases Transportation and transit systems: highway access, bus and rail services Adjoining/nearby land uses: potential for conflicts, health and safety risks, etc. Accessibility to courts and ancillary legal services, medical services, volunteers, etc. Land entitlements (zoning, local permits and approvals) Development potential: site planning options, implementation schedule, other Development costs: land acquisition, site preparation, infrastructure improvements, environmental mitigation, other Host community: interest, acceptance, support, opposition Three sites will be subjected to in‐depth analysis and investigation with the Consultant summarizing the results and comparing sites in matrix form within a Site Investigation and Recommendations Report addressing: Identification of potential development constraints Likely property acquisition, site preparation, infrastructure development and remediation costs Ease of implementation Anticipated implementation schedule Community acceptance and support The baseline data, analyses, and findings and recommendations resulting from the detailed site evaluations are intended to assist PSD and DAGS in the site selection decision‐making process. However, the detailed evaluations will also provide critical inputs to the environmental impact statement documents and various permits and approvals needed to support relocated and expanded OCCC and Laumaka WFC development, ultimately reducing the time and effort needed to produce such documentation. Task 4: Economic and Financial Impact Analysis of Relocated and Expanded OCCC Constructing and operating a relocated and expanded OCCC would catalyze economic impacts well beyond the direct expenditures involved in its construction and operation. Additional employment, personal income, output, and increased tax revenues would be generated as the spending by construction companies, OCCC suppliers, and PSD employees and their families would boost economic activity on Oahu. The economic and financial effects of the relocated and expanded OCCC would be both short‐term and long‐term. An important part of the overall undertaking (and preparation of the EIS and community
- 20. 14 partnering effort), is a comprehensive set of economic and financial analyses to demonstrate the economic impact (i.e., benefits) of the proposed action. The Consultant team will estimate the economic impacts of the relocated and expanded OCCC construction and operation using the Hawaii Department of Business, Economic Development, and Tourism (DBEDT) input‐output model. The model will employ the most recent economic data available for Oahu Island and the State of Hawaii. Short‐term and long‐term impacts will be estimated at both the county and state levels for the proposed action. Use of the DBEDT model will allow the Consultant team to estimate the “ripple” effects of building and operating the relocated and expanded OCCC on the economies of Oahu and the State of Hawaii. The model first measures the “direct effects” which are the changes in employment, income, and output associated with building and operating the new OCCC facility. Direct employment, for example, would include the workers hired to construct and operate the facility. The model also estimates indirect and induced effects. Indirect effects result when a firm contracted to build the facilities purchases materials and services such as steel, lumber, and cement from other establishments. These “other establishments” then must increase their output and purchase additional materials and services from their suppliers to meet the new demand. The model also estimates “induced” effects, which are increases in economic activity attributable to additional spending by workers and their families who were directly or indirectly hired as a result of the project. Together, these effects are the “total effects” that are estimated by the model. The estimated economic effects or benefits will be generated using both the DBEDT and IMPLAN model and based on the following assumptions: Total direct construction costs estimates for the proposed relocated and expanded OCCC and replacement Laumaka WFC. An established construction timeframe. Estimated net changes in annual operational and maintenance costs and employment levels. The economic benefits arising from the construction phase would be temporary and would cease once construction of the new facility is completed. In contrast, the benefits arising from the operation and maintenance phase would continue for the entire life cycle of the new facility. However, because the new facility is intended to replace the existing OCCC, the only economic benefits that will be calculated for the operating phase are those incremental to the current facility. It is assumed that the current facility’s workforce would transfer to the new facility and that benefits would derive only from economic activities generated by the new employees that would be hired to meet the additional mission requirements as well as from increases in expenditures (if any) associated with its operation.
- 21. 15 The Consultant team will use its financial model to provide a sound analytical basis to evaluate the costs for operating the relocated and expanded OCCC. The purpose of the analysis will be to estimate and compare operating and maintenance costs on a per inmate per day basis for the new OCCC facility. The “per inmate per day” cost estimates will be generated using a spreadsheet analysis developed by the Consultant team. The operating cost analysis will involve the following components: Parameters – Costs associated with construction, operation and recurring maintenance of the new OCCC facility. Methodology – Consolidation of multiple data sets using a spreadsheet model Results – Average cost per inmate per day for the existing and proposed OCCC The first step will involve the collection, compilation, and categorization of all existing cost data, in conjunction with facility budget information, at a sufficiently disaggregated level to facilitate the allocation of annual expenditures. Next, a spreadsheet analysis will be developed by consolidating multiple data sets into a single, well‐defined set of expenditure categories such that the annual costs can be assigned to OCCC expenditures. The challenge in the development of the analysis will be to consolidate multiple data sets dispersed across many formats, contracts, and spreadsheets into a single unified database that will fully and properly account for all major costs associated with OCCC operation. The financial analysis parameters will have two primary components: expenditures and labor costs. Expenditure data will be disaggregated into operation and recurring maintenance (O&M) costs (including food services, medical, routine maintenance, etc.), capital maintenance and capital costs. Labor costs are any costs associated with staffing, including employee benefits. The model developed and used by the Consultant team will calculate the cost of housing an inmate at the existing OCCC as well as the cost of housing an inmate at the proposed relocated and expanded OCCC so as to provide a comparison. The analysis will use cost data provided by PSD; where cost data are unavailable or not specifically allocated to OCCC, assumptions will be made. The analysis will be developed for a period of 25 years.
- 22. 16 Attachment C – Environmental Impact Statement The AHL Consultant team would assist PSD and DAGS with the preparation and processing of a Final Environmental Assessment and Environmental Impact Statement Preparation Notice (FEA/ EISPN), Draft Environmental Impact Statement (DEIS), and Final EIS (FEIS) under HRS Chapter 343, the Hawaii Environmental Policy Act (HEPA) that analyzes and documents the potential environmental impacts of relocating and expanding OCCC (the proposed action). The HRS 343 review process shall serve as the basis for PSD and DAGS decision‐making based on an understanding of the project’s potential environmental impacts and their mitigation. The Consultant team shall develop the content of all documents such that they meet the requirements of PSD and DAGS and are pursuant to Chapter 343, HRS and Title 11, Chapter 200, HAR. (It is assumed that no Federal funds will be involved, so the requirements of the National Environmental Policy Act will not be addressed during this task.) The activities to be carried out are described below. Task 1: Final EA/EIS Preparation Notice and Scoping The Consultant shall prepare a FEA/ EISPN document for filing with the appropriate State of Hawaii regulatory authority(s) and conduct pre‐assessment consultations with pertinent state and local agencies and organizations as required by Section 11‐200‐9, HAR. This will include early consultations with the City and County of Honolulu, Department of Planning and Permitting as well as other agencies or individuals that may have jurisdiction or expertise with respect to the proposed action. The effort will involve preparation of the following: FEA/EISPN Cover, Table of Contents, List of Exhibits, and List of Appendices. List of Abbreviations and Acronyms. Abstract. FEA/EISPN Summary to include the project applicant(s), accepting agency, contact person(s), a description of the proposed action and location, summary of pre‐ consultation activities, alternatives considered, secondary and cumulative impacts, summary of findings, and FEA/EISPN preparation date. Purpose and Organization of the FEA/EISPN. Description, purpose and need for the proposed action (relocation and expansion of OCCC), the goals and objectives of the action, current and projected bed‐space needs, PSD’s mission, design features of similar new institutions, security measures, Summary of steps in the HRS 343 Environmental Review and Implementation Process. Alternatives Analysis to include the No Action Alternative, alternative sites considered (based on Site Selection Study), and other alternatives considered and eliminated by PSD and DAGS and not subjected to detailed analysis of environmental impacts. General description of the affected environments within and surrounding the three alternative sites including traffic and transportation movements, air and noise quality, compatibility with zoning and adjoining land uses, biological resources, demographic and economic considerations, housing, water resources, cultural resources, utility services, housing, topographic features, geologic and seismic characteristics, soils, visual
- 23. 17 and aesthetic resources, climate, fiscal considerations, potential for contamination, community facilities and services, etc. Potential construction and operation impacts and mitigation requirements associated with traffic and transportation movements, air and noise quality, compatibility with zoning and adjoining land uses, biological resources, demographic and economic considerations, water resources, cultural resources, utility services, housing, topographic features, geologic and seismic characteristics, soils, visual and aesthetic resources, climate, fiscal considerations, potential for contamination, community facilities and services, etc. at the alternative sites along with the No Action Alternative. Relationship of the proposed action to existing land use plans, policies, and controls including the Hawaii State Plan, State Functional Plans, State Land Use Classification, Coastal Zone Management Act , City and County of Honolulu General Plan, Land Use Ordinance (Zoning), Special Management Areas, etc. Summary of findings and determination of significance in accordance with Section 11‐ 200‐12, HAR. Preparation of a List of References used in preparing the FEA/EISPN document (documents and personal communications). A List of Preparers responsible for FEA/EISPN preparation including PSD, DAGS, Consultant team members and others (names, title, licenses, and educational credentials). Preparation of a FEA/EISPN distribution list to include: Federal and State of Hawaii elected officials; federal and state agencies and officials; county and municipal officials and agencies; public repositories (local and regional libraries); Native Hawaiian organizations, and others. Appendices to include supporting technical studies and documentation, public scoping documentation, correspondence, and other relevant supporting documentation. Per HAR §11‐200‐23, coordinate with the Office of the Governor to confirm which agency will be the authorized representative to accept the EIS. The Consultant team shall prepare the necessary filing materials and transmit the FEA/EISPN to the Hawaii Office of Environmental Quality Control (OEQC) for publication of the Notice of Availability (NOA) for the FEA/EISPN in the OEQC Environmental Notice as required under Section 11‐200‐3, HAR, initiating the 30‐day public comment period. Filing of the FEA/EISPN with OEQC will initiate the public review period and during this review period one public hearing will be held in accordance with HRS 343 requirements. The Consultant team will assist and support PSD and DAGS to successfully carry out the FEA/EISPN public scoping meeting by: Arranging for a public scoping meeting location. Provision of public scoping meeting sign‐in sheets and comment forms. Preparation of a public scoping meeting agenda and FEA/EISPN Summary handout. Preparation of meeting exhibits and information materials concerning the proposed action and locations. Preparing public scoping meeting presentations (including PowerPoint slide show) for use by the PSD officials and Consultant team members in attendance. Arranging for a preparation of a transcript of the public scoping meeting.
- 24. 18 Task 2: Draft Environmental Impact Statement Preparation Working in conjunction with PSD and DAGS, the Consultant team shall undertake investigations and analyses necessary to prepare a DEIS and all applicable items specified in State of Hawaii regulations addressing environmental documentation and compliance for the proposed relocated and expanded OCCC. The effort will involve preparation of the following: Response to comments on EISPN Response to determination of significance by accepting agency DEIS Cover, Table of Contents, List of Exhibits, and List of Appendices. List of Abbreviations and Acronyms. DEIS Abstract. DEIS Summary to include the project applicant(s), accepting agency, contact person(s), a description of the proposed action and location, scoping activities, alternatives considered, secondary and cumulative impacts, summary of findings and DEIS preparation date. Purpose and Organization of the DEIS. Detailed project description, purpose and need for the proposed action (relocation and expansion of OCCC), goals and objectives of the action, current and projected bed‐ space needs, PSD’s mission, design features of similar new institutions, and security measures. Summary of the HRS 343 Environmental Review and Implementation Process, etc. Preparation of Alternatives Analysis to include the No Action Alternative, alternative sites considered (based on Site Selection Study), and other alternatives considered and eliminated by PSD and DAGS and not subjected to detailed analysis. Description of the affected environments within and surrounding the three alternative sites including traffic and transportation movements, air and noise quality, compatibility with zoning and adjoining land uses, biological resources, demographic and economic considerations, housing, water resources, cultural resources, utility services (from Utility Analysis, Attachment D), housing, topographic features, geologic and seismic characteristics, soils, visual and aesthetic resources, climate, fiscal considerations, potential for contamination, community facilities and services, etc. Potential construction and operation impacts and mitigation requirements associated with traffic and transportation movements, air and noise quality, compatibility with zoning and adjoining land uses, biological resources, demographic and economic considerations, water resources, cultural resources, utility services (from Utility Analysis, Attachment D), housing, topographic features, geologic and seismic characteristics, soils, visual and aesthetic resources, climate, fiscal considerations, potential for contamination, community facilities and services, etc. at the alternative sites along with the No Action Alternative. Relationship of the proposed project to existing land use plans, policies, and controls including the Hawaii State Plan, State Functional Plans, State Land Use Classification, Coastal Zone Management Act , City and County of Honolulu General Plan, Land Use Ordinance (Zoning), Special Management Areas, etc. Summary of environmental analysis including Unavoidable Short‐Term Adverse Impacts, Unavoidable Long‐Term Adverse Impacts, Proposed Mitigation Measures, Secondary and Cumulative Impacts, Irreversible and Irretrievable Commitments of Resources,
- 25. 19 Summary of Unresolved Issues and the Relationship Between Local Short‐Term Uses of Humanity’s Environment and Maintenance and Enhancement of Long‐Term Productivity. Preparation of a List of References used in preparing the DEIS document (documents and personal communications). A List of Preparers responsible for DEIS preparation including PSD, DAGS, Consultant team members and others (name, title, licenses, and educational credentials). Preparation of a distribution list to include: Federal and State of Hawaii elected officials; federal and state agencies and officials; county and municipal officials and agencies; public repositories (local and regional libraries); Native Hawaiian organizations, and others. Appendices to include supporting technical studies and documentation, public scoping documentation, correspondence, and other relevant supporting documentation. Appendices to include supporting technical studies and documentation, public scoping documentation, correspondence, and other relevant supporting documentation. Among the technical studies will be a traffic impact analysis report (TIAR) prepared to satisfy the requirements of the Hawaii Department of Transportation and the City and County of Honolulu Departments of Transportation Services and Planning and Permitting (Traffic Review Branch). The TIAR shall include: data collection (including existing traffic counts/intersection turning movement volume data); development of future traffic volume forecasts for the preferred alternative with or without the OCCC relocation; traffic analyses of three scenarios (existing, future year without OCCC relocations, future year with OCCC relocation); report preparation (as a DEIS technical appendix); and meeting attendance. In 1998, the Hawaii State Legislature enacted HRS 353‐16.35 to address impacts associated with developing or expanding in‐state correctional facilities. Notwithstanding compliance with HRS 343 and its technical and procedural requirements, any plans to develop or expand in‐state correctional facilities must address both the construction and operational aspects of a new or expanded facility including the following: The percentage of low, medium, and high security inmates and the number of beds needed to incarcerate each of the foregoing classes of inmates. The proposed facility’s impact on existing infrastructure and the improvements and additions that will be necessary to support facility operation. The proposed facility’s impact on available modes of transportation including airports, roads, and highways. A Useful Life Costs Analysis consisting of an economic evaluation that compares alternate building and operating methods while providing information on the design, construction methods, and materials to be used with respect to efficiency in building maintenance and facilities operation. Incorporated within the overall DEIS report will be the above‐mandated information and analyses to ensure compliance with HRS 353‐16.35. The DEIS report will be organized in accordance with the Table of Contents in Exhibit 1.
- 26. 20 EXHIBIT 1: TABLE OF CONTENTS ENVIRONMENTAL IMPACT STATEMENT ‐ RELOCATED/EXPANDED OCCC ABSTRACT EXECUTIVE SUMMARY A. Introduction B. Scoping Activities C. Alternatives Analysis D. Affected Environment, Potential Impacts and Mitigation E. Consideration of Secondary and Cumulative Impacts I. PURPOSE AND ORGANIZATION OF THE EIS A. Project Background B. Purpose and Need for Proposed Project C. Steps in HRS 343 Environmental Review/Implementation Process D. Determination Letter and EISPN Publication 1. Determination Letter 2. Environmental Impact Statement Preparation Notice E. DEIS Scoping 1. Response to Determination Letter 2. Responses to the Comments Received from the EISPN 3. Changes of Content from Final EA Document II. ALTERNATIVES A. Introduction To Alternatives Analysis B. No Action Alternative C. Alternatives Considered D. Preferred Alternative III. AFFECTED ENVIRONMENT A. Site Characteristics/Baseline Conditions 1. Topography 2. Geology/Seismic Considerations/Soils 3. Water Resources 4. Biological Resources 5. Cultural Resources 6. Visual and Aesthetic Resources 7. Fiscal Considerations B. Community and Regional Characteristics 1. Demographics 2. Economics 3. Housing 4. Community Services and Facilities 5. Land Use 6. Hazardous Materials/Contamination 7. Utility Services 8. Transportation Systems 9. Climate/Air Quality 10. Noise Considerations IV. ENVIRONMENTAL CONSEQUENCES: IMPACTS AND MITIGATION A. SITE CHARACTERISTICS 1. Topography
- 27. 21 2. Geology/Seismic Considerations/Soils 3. Water Resources 4. Biological Resources 5. Cultural Resources 6. Visual and Aesthetic Resources 7. Fiscal Considerations B. COMMUNITY AND REGIONAL CHARACTERISTICS 1. Demographics 2. Economics 3. Housing 4. Community Services and Facilities 5. Land Use 6. Hazardous Materials/Contamination 7. Utility Services 8. Transportation Systems 9. Climate/Air Quality 10. Noise Considerations V. RELATIONSHIP TO EXISTING LAND USE PLANS, POLICIES, AND CONTROLS A. Hawaii State Plan B. State Functional Plans C. State Land Use Classification D. Coastal Zone Management Act E. City and County of Honolulu General Plan F. Land Use Ordinance (Zoning) G. Special Management Areas VI. SUMMARY OF ENVIRONMENTAL ANALYSIS A. Unavoidable Short‐Term Adverse Impacts B. Unavoidable Long‐Term Adverse Impacts C. Proposed Mitigation Measures D. Secondary and Cumulative Impacts E. Irreversible and Irretrievable Commitments of Resources F. Summary of Unresolved Issues G. Relationship Between Local Short‐Term Uses of Humanity’s Environment and Maintenance and Enhancement of Long‐Term Productivity VII. REFERENCES A. Documents B. Personal Communications VIII. LIST OF PREPARERS IX. DISTRIBUTION LIST A. State of Hawaii Officials B. Federal Agencies and Officials C. State Of Hawaii Agencies and Officials D. County/Municipal Agencies and Officials E. Native Hawaiian Organizations F. Others APPENDICES
- 28. 22 The Consultant team shall prepare the necessary OEQC filing materials and transmit the DEIS to OEQC for publication of the NOA for the DEIS in the OEQC Environmental Notice as required under Section 11‐200‐3, HAR, initiating the 60‐day DEIS public comment period (in compliance with HRS 353‐16.35). In addition, the Consultant will distribute copies of the DEIS to other agencies or individuals that may have jurisdiction or expertise with respect to the proposed action. Filing of the DEIS with OEQC initiate the public review period and during this review period at least one public hearing will be held in accordance with HRS 343 requirements. The Consultant team will assist and support PSD and DAGS to successfully carry out the DEIS public hearing by: Arranging for a public hearing location (the Consultant will seek to hold the hearing at the same public location that will host the public scoping meeting). Provision of public hearing sign‐in sheets and comment forms. Preparation of a public hearing agenda and DEIS Summary handout. Preparation of meeting exhibits and information materials concerning the proposed action and locations. Preparing a public hearing presentation for use by the PSD officials and Consultant team members in attendance. Arranging for a preparation of a transcript of the public hearing. Task 3: Final Environmental Impact Statement Preparation Working in conjunction with PSD and DAGS, the Consultant team shall respond to comments received on the DEIS and undertake investigations and analyses necessary to prepare a FEIS and all applicable items specified in State of Hawaii regulations addressing environmental documentation and compliance for the proposed relocated and expanded OCCC and replacement Laumaka WFC, including submittal of the FEIS to the accepting agency. The effort will involve preparation of the following: Response to comments on DEIS Summary of Changes in Content from DEIS Document FEIS Cover, Table of Contents, List of Exhibits, List of Appendices and List of Abbreviations and Acronyms. FEIS Abstract. FEIS Summary to include the project applicant, accepting agency, contact persons, a description of the proposed action and location, scoping activities, alternatives considered, secondary and cumulative impacts, summary of findings and EIS preparation date. Purpose and Organization of the FEIS consisting of a project description, purpose and need for the proposed action (relocation and expansion of OCCC), the goals and objectives of the action, current and projected bed‐space needs, PSD’s mission, design features of similar new institutions, security measures, summary of the HRS 343 Environmental Review and Implementation Process, etc. Preparation of Alternatives Analysis to include the No Action Alternative, alternative sites considered (based on DEIS), and other alternatives considered and eliminated by PSD and DAGS and not subjected to detailed analysis.
- 29. 23 Description of the affected environments within and surrounding the three alternative sites including traffic and transportation movements, air and noise quality, compatibility with zoning and adjoining land uses, biological resources, demographic and economic considerations, housing, water resources, cultural resources, utility services (from Utility Analysis, Attachment D), housing, topographic features, geologic and seismic characteristics, soils, visual and aesthetic resources, climate, fiscal considerations, potential for contamination, community facilities and services, etc. Potential construction and operation impacts and mitigation requirements associated with traffic and transportation movements, air and noise quality, compatibility with zoning and adjoining land uses, biological resources, demographic and economic considerations, water resources, cultural resources, utility services (from Utility Analysis, Attachment D), housing, topographic features, geologic and seismic characteristics, soils, visual and aesthetic resources, climate, fiscal considerations, potential for contamination, community facilities and services, etc. at the alternative sites along with the No Action Alternative. Relationship of the proposed project to existing land use plans, policies, and controls including the Hawaii State Plan, State Functional Plans, State Land Use Classification, Coastal Zone Management Act , City and County of Honolulu General Plan, Land Use Ordinance (Zoning), Special Management Areas, etc. Summary of environmental analysis including Unavoidable Short‐Term Adverse Impacts, Unavoidable Long‐Term Adverse Impacts, Proposed Mitigation Measures, Secondary and Cumulative Impacts, Irreversible and Irretrievable Commitments of Resources, Summary of Unresolved Issues and the Relationship Between Local Short‐Term Uses of Humanity’s Environment and Maintenance and Enhancement of Long‐Term Productivity. Preparation of a List of References used in preparing the FEIS (documents and personal communications). A List of Preparers responsible for FEIS preparation including PSD, DAGS, Consultant team members and others (names, title, licenses, and educational credentials). Preparation of a distribution list to include Federal and State elected and appointed officials, federal and State agencies; county and municipal officials and agencies; local and regional libraries, Native Hawaiian organizations, and others contacted during the FEA/EISPN, DEIS, and FEIS processes. Appendices include supporting technical studies and documentation, public scoping documentation FEA/EISPN, DEIS, and FEIS process correspondence, and other relevant supporting documentation. Per HAR §11‐200‐23, coordinate with the Office of the Governor or the authorized representative to accept the EIS. The Consultant team shall prepare the necessary OEQC filing materials and transmit the FEIS for publication of the NOA for the FEIS in the OEQC Environmental Bulletin as required under Section 11‐200‐3, HAR. The Consultant will also distribute copies of the FEIS to other
- 31. 25 Attachment D – Utility Analysis In support of the Site Selection Study (Attachment B) and preparation of the Environmental Impact Statement (Attachment C), the AHL Consultant team shall investigate the three candidate sites and final selected candidate site for potential sources of utility services (water supply, wastewater collection and treatment, electric power supply, and natural gas as applicable) in the vicinity of the prospective sites in order to evaluate the feasibility of providing services to a relocated and expanded OCCC and replacement Laumaka WFC. The Consultant team will arrange and attend meetings with local and regional utility providers and representatives of PSD and DAGS to initiate discussions and acquire information concerning existing utility systems operating in the vicinity of the prospective sites and their ability to provide the required level of service to the relocated and expanded OCCC at each site. On the basis of information gathered by the Consultant team and discussions with utility providers, the capacity of the closest supply line(s) to the prospective OCCC sites and ability of the utility providers to provide a constant supply at the required capacity shall be determined. The utility provider’s current capacity and the ability to meet the demands of the proposed relocated and expanded OCCC will be evaluated. If it is determined that the utility does not currently have the capability or capacity to accommodate the projected demand resulting from the proposed OCCC and Laumaka facilities, order of magnitude cost estimates will be developed for upgrading the utility to accommodate the new OCCC. Study activities to be undertaken are described below. Water Supply Requirements Gather recent water supply usage volumes for the existing OCCC and projected water supply requirements for the proposed OCCC. Gather published water supply rate schedule and connection fee schedule from the service provider. Determine water availability (rights) and capital improvement fees for proposed OCCC. Determine the location, direction, origin, size, pressure and flow rate of water lines to serve the proposed OCCC and located in proximity to the prospective sites. Determine water treatment plant design capacity, current average daily water flows, and available excess capacity to serve future developments. Determine existing storage capacity at the treatment plant and the ability to meet proposed potable water supply and/or fire flow demands of NFPA requirements. Determine the ability of the water supply infrastructure to serve existing and projected water supply demands. Determine the necessity for water system improvements to serve projected OCCC requirements. Determine approximate costs of necessary water supply system improvements. Wastewater Collection and Treatment Requirements Gather recent wastewater generation volumes for the existing OCCC and projected wastewater volumes resulting from the proposed OCCC.
- 32. 26 Gather published wastewater treatment rate schedule and connection fee schedule from the service provider. Determine wastewater treatment plant usage fees and capital improvement fees for proposed OCCC. Determine the location, direction, origin, size, and slope of wastewater collection main lines to serve the proposed OCCC and located in proximity to the prospective sites. Determine the size of downstream lines leading to the wastewater treatment plant and the location of the plant relative to the prospective OCCC sites. Determine wastewater treatment plant design capacity, current average daily wastewater flows to the treatment plant, and available excess capacity to serve future developments. Determine the ability of the wastewater collection and treatment infrastructure to serve existing and projected requirements. Determine the necessity for wastewater collection system improvements to serve projected OCCC requirements. Determine approximate costs of necessary wastewater system improvements. Electric Power Requirements Research and review available record drawings, reports and other project related documentation. Gather recent electric power usage figures for the existing OCCC and projected electric power requirements for the proposed OCCC. Gather published rate schedule for the projected power loads from the service provider. Conduct field investigation for familiarization with the sites, existing infrastructure, existing facilities, existing conditions, and off‐site utilities. Coordinate and consult with state and city agencies and electric utility companies concerning electrical, communications/data, and CATV utility infrastructure. Determine the location, origin, and capacity of power lines located in proximity to the prospective OCCC sites. Determine the location of the substation that would serve the prospective OCCC sites. Determine the ability of the electric power infrastructure to serve current and projected power demands. Determine the necessity for power system improvements (overhead lines, substations, etc.) to serve projected OCCC power requirements. Determine approximate costs of necessary power system improvements. Prepare applicable electrical portions of Site Selection Study, Master Plan, and Utility Requirements Analysis Report to include narratives addressing off‐site utility connections and distribution for the electrical, communications/data, and CATV infrastructure. Prepare electrical portions of the PDR which will include narratives addressing off‐site utility connections, utility distribution infrastructure to the site, on‐site electrical, communications/data, and CATV utility service, and access roadway and on‐site exterior lighting. Preparation of conceptual (master plan level) electrical site plans.
- 33. 27 Natural Gas Service Requirements Gather recent gas usage figures for the existing OCCC and projected gas service requirements for the proposed OCCC. Gather published rate schedule for the projected loads. Determine the service provided and the location, direction, origin, and capacity of gas lines located in proximity to the prospective sites. Determine the ability of the existing gas service infrastructure to serve current and projected gas demands. Determine the necessity for gas service improvements to serve projected OCCC gas requirements. Determine approximate costs of necessary gas service improvements. The Consultant team will determine the distance from the utility services to the prospective sites and will identify construction requirements in order to bring utility services to each site. The Consultant shall determine whether ancillary facilities such as on‐site wastewater pumping stations, water supply booster stations, electrical step‐down transformers, etc. will be needed to provide the required services. Following the completion of the analysis, the Consultant team shall prepare a Utilities Analysis report describing the purpose and objectives of the analysis, baseline data, analysis methods, and findings and recommendations for submission to PSD and DAGS. Large portions of the report will also be incorporated within the siting study, and the DEIS and FEIS as appropriate.
- 34. 28 Attachment E – Public Outreach and Community Partnering The Consultant team shall develop a public outreach approach and plan and assist PSD and DAGS with implementation of the public outreach effort by providing strategic advice and guidance, preparing and distributing public information materials; arranging and attending formal and informal meetings; responding to public information requests; and coordinating internal project team discussions, activities and meetings as described in the tasks below. At the onset of this task, a clear division of roles, responsibilities, activities, and deliverables between the Consultant team and PSD, DAGS and others, as applicable, will be established. Doing so will ensure a successful outcome and avoid conflicts and duplication of effort Task 1: Public Outreach/Community Involvement Plan The Consultant team shall prepare a Public Outreach/Community Involvement Plan to: Guide internal and external Project Team communications Provide a framework for managing communications during the siting and planning process for the development of the relocated and expanded OCCC and relocated Laumaka WFC Identify public outreach/community involvement objectives; strategies; messages; and PSD, DAGS, and the Consultant team member roles and responsibilities, tasks and activities including the preparer of the EIS Social Impact Assessment and the EIS Cultural Impact Assessment Outline procedures and guidelines to ensure consistency and accuracy of publicly‐ available information about the siting and planning process Identify likely participants in the siting process and develop/maintain contact lists for key officials, organizations, agencies, stakeholders, and others (contact person, mailing address, phone, email) Consider the following outreach approaches tailored to PSD and DAGS needs and preferences: ‐ Direct mailing (including emails) ‐ Public notices, announcements and press releases ‐ Public and individual meetings of various formats (hearings, open houses, information sessions, work groups, etc. ‐ Newsletters ‐ Presentations to organizations and groups ‐ Others The Public Outreach/Community Involvement Plan will define how project information will be used and communications managed. The draft Public Outreach/ Community Involvement Plan will be prepared and submitted to PSD and DAGS and following its review and approval, the Plan will be finalized, shared, and implemented by the overall project team (PSD, DAGS, Consultant, etc.). The Consultant will also continually review, revise and update the Plan so it remains current, accurate and effective. The Public Outreach/Community Involvement Plan will be organized in accordance with the Table of Contents in Exhibit 2.
- 35. 29 EXHIBIT 2: TABLE OF CONTENTS PUBLIC OUTREACH/COMMUNITY INVOLVEMENT PLAN 1. INTRODUCTION Planning for OCCC Relocation Hawaii Department of Public Safety OCCC Relocation Activities Goals and Objectives for Public Outreach and Community Involvement 2. PUBLIC OUTREACH/COMMUNITY INVOLVEMENT PLAN Introduction Internal Project Team Organization Stakeholders Overall Message Host Community Residents and Business Interests Elected Officials Hawaii PSD Employees Current/Future OCCC Contractors Public at Large Public Interest Groups Others 3. INFORMATION TOOLS, APPROACHES, AND STRATEGIES Project Team Activities Supporting the Public Outreach Process PSD Team Meetings and Leadership Briefings Public Information Open Houses Brochures and Newsletters Fact Sheets 4. PROJECT SCHEDULE Task 2: Public Outreach To facilitate public outreach, the Consultant team will prepare informational materials (handouts, fact sheets, newsletters, etc.) for widespread distribution and for use at meetings with potential host community representatives, stakeholders and the public. The informational materials (combining text and graphics) shall present and discuss PSD’s mission and responsibilities, project goals, approach to and objectives of the siting process, siting criteria, project components, potential project and community benefits, etc. Topics covered by such outreach materials will include: Overall planning process and siting criteria Potential site locations and evaluation process Design and appearance of modern correctional facilities Economic impacts and opportunities Community outreach; information sessions, meetings, and hearings; and community partnering Separate and apart from the responsibilities associated with community partnering described in Task 3, the Consultant will initiate in‐person meetings with key representatives of potential host communities to discuss the siting process, establish a dialogue, gain local