AGENDA - codot.gov

Division of Aeronautics | 5126 Front Range Parkway, Watkins, CO 80137 P 303.512.5250 www.colorado-aeronautics.org

AGENDA Wednesday, August 25, 2021

Colorado Aeronautics Division – Joseph H. Thibodeau Room 5126 Front Range Parkway – Watkins, CO 80137

9:00 A.M.

PLEDGE OF ALLEGIANCE

1. CALL TO ORDER

2. AMENDMENTS TO THE AGENDA – Chair Kenny Maenpa

3. APPROVAL OF MEETING MINUTES – Chair Kenny Maenpa3.1. June 10, 2021 Action Needed

4. BOARD MEMBER REPORTS – Chair Kenny Maenpa

5. PUBLIC COMMENTS – Chair Kenny Maenpa

6. DIRECTOR’S REPORT – Dave Ulane

7. FINANCIAL UPDATE7.1. Financial Dashboard – Bryce Shuck

8. 2021 DIVISION STRATEGIC PLAN APPROVAL – David Ulane Action Needed

9. DIVISION PROGRAMS & PROCEDURES MANUAL UPDATE APPROVAL – Scott Storie Action Needed

10. AWOS CAMERAS PHASE III – David Ulane Action Needed

11. REPROGRAMMED ALTERNATIVELY POWERED AIRCRAFT INFRASTRUCTURE STUDY – David UlaneAction Needed

12. 2022 CAB MEETING CALENDAR APPROVAL – Kaitlyn Westendorf Action Needed

13. INDUSTRY UPDATE13.1. PreFlight Aviation Camp – Morgan Mitchell

14. PROGRAM UPDATES14.1. Remote Tower – Bill Payne

15. LEGISLATIVE ISSUES – Chair Kenny Maenpa/Dave Ulane

16. PROPOSED CALENDAR – Dave Ulane16.1. Wednesday, October 14, 2021 – Lunch with TC- Noon & General Meeting -1:00 pm CDOT HQ – Denver, CO16.2. Wednesday, December, 2021 - General Meeting - 1:00 pm Division Offices – Watkins, CO

17. OTHER MATTERS BY PUBLIC & MEMBERS – Chair Kenny Maenpa

18. ADJOURNMENT

Entire Packet of 100

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MINUTES Board Meeting

Thursday, June 10, 2021, | Virtual Meeting I 1:00 p.m. Colorado Airport Operators Association Spring Conference

The Peaks Resort 136 Country Club Drive, Telluride, CO 81345

MEMBERS PRESENT:

Kenneth Maenpa Chair Kent Holsinger Vice-Chair Chic Myers Secretary Mark Van Tine Trimbi Szabo George Merritt via Zoom Chaz Tedesco

OTHERS PRESENT:

David Ulane CDOT - Division of Aeronautics Director Todd Green CDOT - Division of Aeronautics Kaitlyn Westendorf CDOT - Division of Aeronautics Scott Storie CDOT - Division of Aeronautics Kip McClain CDOT - Division of Aeronautics Bryce Shuck CDOT - Division of Aeronautics Shahn Sederberg CDOT - Division of Aeronautics Tonya Hill CDOT - Division of Aeronautics Dana Abbott KLJ Engineering Jules Ackerson PK Electrial Inc. Casey Adamson Kimley Horn Rebecca Adkin Telluride Regional Airport Adam Ambro Gensler Cooper Anderson Greeley Weld County Airport Barbette Andre Colorado Aviation Historical Society Kate Andrus Mead & Hunt Craig Arndt OJ Watson Lloyd Arnold Montrose Regional Airport Brook Barber Armstrong Consultants Dan Bartholomew Aspen-Pitkin County Airport Colin Bible Garver Larry Blackwell Montrose Regional Airport Kevin Booth Yampa Valley Regional Airport Patrick Bowman Colorado Springs Municipal Airport Katy Brink Atlantic Aviation Adam Burg Adams County Jeffery Campbell Jacobs Tom Carle OJ Watson/Oshkosh Justin Carver Atlantic Aviation

CAB 8-25-21 Agenda Item 3.1

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Steve Ceresa Kiewit John Cessar Dibble Engineering Nick Clabber Kaplan Kirsch Rockwell Gina Conley Centennial Airport Jason Currie Telluride Regional Airport Phil Dorenkamp Trinidad Perry Stokes Airport Martin Droze HDR, Inc. Roger Duncan Mineral County Memorial Airport Harrison Earl Crawford Murphy & Tilly William Epps Alfred Benesh Jesse Erickson Jviation Jesse Fabula Armstrong Consultants Stacie Fain Steamboat Springs Airport Angela Folkestad American Concrete Paving Association CO/WY Chapter Mick Francis Telluride Regional Airport Mike Fronapfel Centennial Airport/Colorado Airport Operators Association Darrell Fry Gunnison-Crested Butte Regional Airport Jon Gambrill Garver Byron George Jet Infrastructure Tom Gibson Kimley Horn Jon Gilbert KLJ Engineering Matt Gilbreath Jviation Denis Godfrey Boulder Municipal Airport Luis Gonzales Centennial Airport David Grigg NV5 Geospatial Brad Grose Asphalt Systems Jeremy Gunn Centennial Airport Bradley Hamilton Crawford Murphy & Tilly Amanda Hartman PK Electrial Inc. Ryan Hayes Mead & Hunt /Colorado Airport Operators Association Dylan Heberlein Grand Junction Regional Airport Will Hickman San Luis Valley Regional Airport Lorie Hinton Centennial Airport Jake Hoban Garver Brent Holt Alfred Benesh Tyler Horn Crawford Murphy & Tilly JD Ingram Jviation Pimm Jintasawang Dibble Engineering Robert Jones Kimley Horn Jeff Kohlman Aviation Management Consulting Group Dave Krogman West Star Aviation Bret Kudlicki Mead & Hunt Rick Lamport Gunnison-Crested Butte Regional Airport Steven Lee Denver International Airport/Colorado Airport Operators Association Jason Licon Northern Colorado Regional Airport/Colorado Airport Operators Association Brian Lincoln HDR, Inc. Jared Manning Asphalt Systems John Manzi USAF Ret Brent Mather Garver Eric McClure AECOM Charlie McDermott McDermott Tracy McDonald McDonald



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Frank Mclllwain Garver Sarah Menge Grand Junction Regional Airport Cole Miller KLJ Engineering David Mittleman Avfuel Corp Jesus Moncada Jacobs Richard Mowbray Jacobs Bill Myslik Myslik Inc. Pawan Nelson Office of the Attorney General Cristi Newton Glenwood Springs Municipal Airport Tim O’Krongley Garver Robert Olislager Former CAB Member/Centennial Airport Steven Osit Kaplan Kirsch Rockwell Jeremy Owings Colorado Springs Municipal Airport Angela Padalecki Grand Junction Regional Airport Bill Payne William E. Payne & Associates Greg Pecoraro National Association of State Aviation Officials Greg Pedroza Pueblo Memorial Airport Greg Phillips Colorado Springs Municipal Airport Justin Pietz Armstrong Consultants Josh Puzek Aircraft Owners and Pilots Association Kerri Quinn Kimley Horn David Reid Eagle County Airport Matthew Robb Denver International Airport Brad Rolf Mead & Hunt Dave Ruppel Colorado Air & Spaceport/Colorado Airport Operators Association Sarah Sanders American Concrete Paving Association CO/WY Chapter Tyler Sanders Crawford Murphy & Tilly Josh Schroeder Granby/Grand County Airport Luke Skaflen Centennial Airport Mike Skinner Colorado Asphalt Paving Association Brian Smith Glenwood Springs Municipal Airport Linda Soucie Telluride Regional Airport Julie Thiessen Armstrong Consultants Nancy Thomsen DBT Transportation Matthew Tomasson Armstrong Consultants Travis Vallin Jviation Robert VanderMeer NV5 Geospatial William VanHercke Jacobs Tyler Vasquez Greeley Weld County Airport Tony Vicari Durango - La Plata County Airport Stephanie Williams Gunnison-Crested Butte Regional Airport Alan Wiskus PK Electrial Inc. Jen Wolchansky Mead & Hunt Rick Zabel Dibble Engineering Dave Zarlengo Centennial Airport Jacque Zirbes Short Elliott Hendrickson

Pledge of Allegiance

1. CALL TO ORDER

The meeting commenced at 1:00 p.m.



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Chair Maenpa requested a moment of silence for the people that have been affected by the COVID-19 pandemic.

2. AMENDMENTS TO THE AGENDA

David Ulane requested an amendment to the agenda to delete item 10.1 Industry Updates - Aspen Flight Academy High School Program

3. APPROVAL OF MEETING MINUTES

3.1 April 14, 2021

Chic Myers made the MOTION to approve the minutes from April 14, 2021. Kent Holsinger seconded.

The MOTION carried unanimously

4. BOARD MEMBER REPORTS (By member)

4.1 Kim Day Recognition

Chair Maenpa recognized Kim Day for her thirteen years of service with Denver International Airport. Chair Maenpa presented Kim Day (who was not in attendance) with a plaque for all of Mrs. Day's dedication as CEO of Denver International Airport.

Trimbi Szabo briefed the Board that The Women in Aviation will host a training in the reduced oxygen training enclosure on August 16-23, 2021, at the Rocky Mountain Metropolitan Airport. Trimbi also briefed the Board that the Seaplane Pilot Association will hold a Fly-In on June 12 & July 17, 2021. Finally, Trimbi briefed the Board that CPA is looking for pilot reps at airports, so if anyone knows someone interested, direct them to get with CPA.

Chic Myers briefed the Board that Frontier Airlines launched a Pilot Hiring Program with Embry-Riddle Aeronautical University.

Kent Holsinger thanked Chair Maenpa for hosting the CAOA Spring Conference in Telluride. Kent briefed the Board that he’s received positive reviews regarding the new mountain AWOS cameras. Kent is looking forward to receiving the mountain AWOS camera at the Walden-Jackson County Airport. Kent noted that Frontier Airlines has begun serving the Durango-La Plata County Airport. Kent stated that he’d had productive conversations regarding wildlife fencing. Kent will be attending CAP 2021 Trinity Site and Spaceport America Fly-In in New Mexico this fall.

Mark VanTine briefed the Board that the Exploration of Flight at the Centennial Airport hosted a Young Eagles Rally event on May 15, 2021, where kids 8-17 received a free flight with an FAA certificated pilot. Mark noted The Colorado Skies Academy Charter School provides space and aviation-centric education to middle school students, with 238 students in attendance, of which 52 eighth graders graduated this past school year. The charter school occupies 15 acres on Centennial Airport leased by the Wings Over the Rockies Exploration of Flight. In addition, the Cherry Creek Innovation Campus has opened next to the airport. The curriculum is built around project-based learning, including airframe and power plant mechanics. Finally, Wings Over the Rockies has partnered with the Captain Jeppesen Foundation to create flight training scholarships for Colorado students between the ages of 14-18.



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Chaz Tedesco briefed the Board that Colorado Air & Space Port has signed a Memorandum of Understanding with Dawn Aerospace. Reaction Engines has begun construction of a high-temperature airflow test facility located at the airport.

George Merritt briefed the Board on Denver International Airport’s activity levels. In April, DEN had an 18% decrease over 2019 in passenger traffic. On Memorial Day, DEN had a post-pandemic record traffic level of 66,000 passengers through TSA. George acknowledged Kim Day’s retirement at the end of July and recognized all the hard work Kim has put into DEN for the last thirteen years

Dave Ulane introduced Pawan Nelson with the Office of the Attorney General as the new Attorney General representative for the Division.

5. PUBLIC COMMENTS

Jeff Kohlman with AMCG noted that aviation scholarships are a vital way to assist with bringing new individuals into the aviation industry and bringing individuals back into the industry that had been into aviation in the past. Jeff briefed the Board that the AMCG Foundation created the Future of Aviation Initiative, a resource for individuals to find scholarships, grants, and internships in the aviation industry.

Casey Adamson provided the Board with a brief update regarding the Colorado Ninety-Nines.

6. INTRODUCTION OF NASAO CEO GREG PECORARO

David Ulane introduced Greg Pecoraro the President and CEO of the National Association of State Aviation Officials (NASAO). Greg provided the Board with a brief update on all the current NASAO activities.

7. DIRECTOR'S REPORT - David Ulane

David Ulane briefed the Board that the first meeting with the Strategic Planning team was held on May 18, 2021. The team reviewed the 2018 plan, its goals and objectives, and the progress made on those goals and objectives. In addition, the planning team provided excellent input into updating the SWOT analysis and is currently completing an online SWOT survey that will provide crucial insight into the plan development. On May 17, 2021, the FAA Alaska Weather Camera team arrived in Colorado and by June 1, all the new camera installations have been completed at the following airports: Walden-Jackson County Airport, Aspen/Pitkin County Airport, Durango-La Plata County Airport, Eagle County Regional Airport, Gunnison-Crested Butte Regional Airport, Yampa Valley Regional Airport, Limon Municipal Airport, Leadville Regional Airport, Rifle Garfield County Airport and, Telluride Regional Airport. Testing and website configuration will take place over the next week, and we expect these ten new sites to go live in mid-June. David thanked the Division’s planning team for all their work on the pavement condition indexing (PCI) and FAA 5010 airport inspections. Lastly, on Tuesday, August 24, 2021, the Division staff will host their annual CAB/Staff workshop from 9 a.m. to 4 p.m. The regularly scheduled Board meeting will follow on Wednesday, August 25, at 9 a.m. September 12-15 the Division and the Colorado Springs Airport will host the 90th Annual NASAO Convention and Tradeshow. Due to financial circumstances posed by the impact of COVID, Denver International Airport has advised the Division that they will not be disposing of any used equipment for the Surplus Equipment Program this year.



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8. DENNY STONG MEMORIAM PRESENTATION

David Ulane and Chair Maenpa presented the family of Denny Stong with a propeller to celebrate Denny Stong’s memory and passion for aviation. Denny was an aspiring pilot and victim in the Boulder King Soopers shooting. Denny’s father noted how wonderful it was to see all the youth aviation scholarships available for youth interested in aviation.

9. FINANCIAL UPDATE

9.1 Financial Dashboard

Bryce Shuck briefed the Board that the Division's total revenue for May came in at $1.9M, which was 124% of the forecast ($1.5M). In comparison, this is 373.1% of the $527K of revenue for May 2020 and 92.4% of April revenue, and we are forecasting $2.0M in revenue for June. Forecasted revenue for FY21 is $17M, as updated in April. The Division's cash balance for May closed at $10.5M, up $345K from $10.1M in April. May's cash balance is projected to decrease to near $9.4M. This increase outpaced our projected balance of $9.2M due to fewer than expected CDAG drawdowns in the month. The Division sent out $1.44M of tax disbursements in May. Our tax disbursements followed the normal cycle of being one month behind revenues. The contingency slide shows our current 2020 CDAG program at $6.7M is financially secure, as is our 2021 CDAG program of $2.86M. The FY21 administration expenses were $931K, the forecasted total for FY21 is $1.05M of the $1.28M budgeted. This would put the Division's Administrative expenses at 3.94% of FY20 revenue, which is well below the 5% statutory cap. The current fuel flowage at Denver International Airport for May was 29.1M gallons, up 119% from April's 24.4M gallons and down 348% from April 2020. The forecast flowage at DEN for June is 34.4M gallons, which would increase of 248% from June 2020. The Division's total expenditures for April were $1.6M.

9.2 FY 2021 Year-End Accruals

Bryce Shuck explained that grant accruals are due to the Division by June 18, 2021. All airports have previously received emails from the planners requesting this information. Any work performed on projects funded by a Division grant through June 30 needs to be accrued even if an invoice hasn't been received. Bryce requested that airports submit accruals for any work performed through June 30 so the Division can submit the correct paperwork to CDOT by fiscal year-end.

10. INDUSTRY UPDATE

10.1 Aspen Flight Academy High School Program

Removed from CAB agenda as noted in the amendments to the agenda section.

10.2 West Star Aviation (GJT)

David Ulane introduced Dave Krogman with West Star Aviation. Dave briefed the Board that he is the General Manager at West Star Aviation, located at the Grand Junction Regional Airport. West Star is now the largest tenant at the Grand Junction Regional Airport with five hundred and six employees and has been on GJT for sixty-nine years. West Star is a class IV repair station with the following services centers: Textron, Embraer, Honeywell, GE, Pratt & Whitney, Rockwell Collins, Honda (paint), and Pilatus (paint).

11. 2021 AWARDS PROGRAM



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11.1 Aviation Professional of the Year

David Ulane presented Greg Pedroza, the Interim Director of the Pueblo Memorial Airport, with the Aviation Professional of the Year Award. This award was presented in recognition of Greg’s continued commitment and contributions to the Colorado aviation system.

11.2 Airport of the Year

David Ulane briefed the Board that the Division proudly bestowed the Airport of the Year Award to Grand Junction Regional Airport in Grand Junction, CO. This award recognizes the healthy and productive relationship with the surrounding communities, the airport’s contributions to our state airport system, and their demonstration of values that align with the Division’s mission.

12. PROGRAM UPDATES

12.1 Remote Tower

Bill Payne briefed the Board that since we are near the end of the COVID-19 pandemic, the FAA is starting to travel. Bill is hoping the FAA will travel here to proceed with phase one testing of the Remote Tower.

13. LEGISLATIVE ISSUES

David Ulane briefed the Board that Dan Reimer gave an excellent overview of federal issues earlier in the day. Dave noted that the state legislative session adjourned a couple of days prior to the CAB meeting and that no legislation directly impacting the Division was passed. Dave introduced Kelly Sloan with CABA, who reviewed state legislation related to energy efficient building reporting that may have an impact on aircraft hangars.

14. PROPOSED CALENDAR

14.1 Tuesday, August 24, 2021 –CAB/STAFF Workshop – 9:00 a.m. - 4:00 p.m. – Division Office – Watkins, CO.

14.2 Wednesday, August 25, 2021 – General Meeting – 9:00 a.m. Division Office – Watkins, CO.

15. OTHER MATTERS BY PUBLIC & MEMBER

Stacie Fain with the Steamboat Springs Airport provided a brief update on events at the Steamboat Springs Airport.

16. ADJOURNMENT

The meeting adjourned at 2:46 p.m.



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Board Meeting Minutes approved by:

_______________________ __________ Board Member Signature Date

CAB Seal __________________________________________________________ Please Print Name and Position



Aeronautics Revenue UpdateJune revenue came in at $2.0M. Total revenue for the year was $17.0M.

Our final FY21 revenue forecast was $17M, which was set after the end of Q3.

Monthly Revenue BreakdownTotal revenue for June came in at $2.0M which was 99.9% of forecast. In comparison, this is 636.7% of the $317K of revenue for June 2020, and 102.5% of May revenue.

Of note we reference 2019 numbers as well to give an idea of what a "normal" cycle would look like as we get into the months when Covid was fully impacting the aviation industry in 2020. June 2021 revenue was 80% of June 2019's $2.6M in revenue.

Forecast History- Our initial FY21 Budget set in January 2020 was for $33.0M before any of the Covid-19 pandemic set in.- Our Q1 forecast update set in October 2020 was for $12.8M as we were slowly coming out of the pandemic.- Our Q2 forecast update set in January 2021 was for $14.5M as we continued to come out of the pandemic.- Our Q3 and final forecast update set in April 2021 was for $17.0M as we started to see increased traffic at DENafter the pandemic.

$17,002,068.68Revenues in Jun 2021

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Monthly Division Financial DashboardColorado Aeronautical Board (CAB) FY21 Final Update August 25, 2021

YTD CumulativeRevenueCumulative Revenues

Data Updated last week



Aeronautics Cash BalanceMonthly Close BalanceFund 160 balance finished June at $10.5M, up $580K from $10.0M at the end of May 2021.

Overall the Division's cash balance increased $587k over the course of the fiscal year. This was accomplished due to measurements made proactively fiscally once Covid-19 happened. Our cash balance remains healthy and we are in a good position to move forward.

$11,080,318.00Fiscal Year in 12 - Jun

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FY21 Aeronautics CashBalanceFund 160 Balance

Data Updated 7 days ago



Tax Disbursements By MonthTax Disbursement InformationThe Division sent out disbursements of $1.16M in JuneSales Taxes - $1.033MExcise (AvJet) - $117KExcise (AvGas) - $10K

Context InformationTax disbursements followed the normal cycle of being 1 month behind revenues.

$1,161,051.07Expenses in Jun 2021

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FY21 Tax Expendituresby MonthTax Expenditures by Month




Contingency Analysis

As approved by the CAB at the August 2020 Board Meeting, we have set our 2021 CDAG Program at $3.25M.

As we forecast future revenues and expenditures, and combine that with our conservative approach to future revenues, we see that our previous 2020 CDAG Program of $6.7M is secure financially, as is our 2021 Program of $2.86M.

Of note, we have now plugged in preliminary numbers for increasing CDAG programs in 2022 and forward. 2022's CDAG program will be approved by the CAB at our August 2021 workshop.

The Division maintains an indexed, risk-based contingency fund balance (within the Division’s fund 160) that will allow the Division’s current obligations and subsequent year discretionary aviation grant (CDAG) and statewide initiative commitments to be met in the event of a prolonged worst-case reduction in aviation fuel tax revenues ($40/bbl. oil price and a reduction in DEN fuel flowage to 35 million gallons per month average for more than 12 consecutive months).

Current levels are near $70/bbl and 35M gallons per month. Oil prices are well above our wost case scenario, though flowage at DEN continues to fall behind, though Covid-19 is something that never could have been planned for, nor should it be forecast in a responsible budget or forecast model.

The positive news remains however, despite our depressed revenues, because of our contingency model and fiscal disciplines, our cash balance remains healthy, and we are poised to react quickly as the industry comes out of Covid restrictions.



Aeronautics Administrative ExpensesState statute mandates that our administrative expenses cannot exceed 5% of the previous fiscal year's gross revenue.

FY21 state mandated 5% cap of FY20 revenue is $1.32MFY21 Administration budget approved by the CAB in January 2020 is $1.28M.

We spent $1.05M on administration in FY21. This put the Division at 3.94% of FY20 revenue, which is well below the 5% statutory cap.

$1,051,718.02Expenses in Jun 2021

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Aero Admin ExpensesCumulative




Denver International Airport (DEN) Fuel Flow

Due to the large impact fuel flowage at DEN has on the Division's finances, we track and forecast fuel flowage on a monthly basis to ensure revenue forecast accuracy.

Current Month DataFlowage at DEN in June was 36.2M gallons. This was up 125% from May's 29.1M gallons, and up 262% from June 2020, and 80% of June 2019 numbers.

Yearly DataFor fiscal year 2021 total flow at DEN was 285M gallons, this was 72% of the 394M gallons during FY20, and 59% of the 485M gallons in FY19. Covid-19 made its effects known on the flow at DEN, but the good news is they are recovering faster than anyone has expected up to this point.

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DEN Flowage by MonthFY20 Year End AnalysisYellow - 2021 Orange - 2020Dark Blue - 2019 Light Blue -2018




Monthly Division Expenditure BreakdownA breakdown of expenditures for the Division in June. In total, the Division had $2.4M in expenditures

As normal Airport Tax Disbursements were the biggest portion of our expenditures at $1.16M. As expected Grant drawdowns were much higher than normal in June at $966k as airports submitted drawdowns for work done prior to our fiscal year end.

$2,440,837.06Expenses in Jun 2021

Tax Disbursements

MiscAdministration

SWI

CDAG

A MILE OF HIGHWAY WILL TAKE YOU A MILE. A MILE OF RUNWAY WILL TAKE YOU ANYWHERE!

OpenGov CDOT Aeronautics Division Website

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AeronauticsExpenditures by CostCenter




https://opengov.com/

https://www.codot.gov/programs/aeronautics

https://opengov.com/

2021 Strategic Plan Update

Colorado Department of Transportation

Division of Aeronautics

Facilitated By:

CAB 8-25-21 Agenda Item 8


I. INTRODUCTION ....................................................................................................... 2

II. MISSION, VISION, AND VALUE STATEMENTS...................................................... 3

A. Mission Statement .......................................................................................... 3

B. Vision Statement ............................................................................................. 3

C. Value Statement .............................................................................................. 3

III. SWOT ANALYSIS ..................................................................................................... 4

A. Strengths and Weakness Elements .............................................................. 4

B. Opportunities and Threat Elements .............................................................. 6

IV. GOALS AND OBJECTIVES ...................................................................................... 8

V. ACTION PLANS ...................................................................................................... 15

VI. APPENDIX .............................................................................................................. 16

A. Value of the Division’s Strategic Plan ......................................................... 16

B. Elements of the Division’s Strategic Plan .................................................. 17

C. Division’s Strategic Planning Process ....................................................... 18

D. Background Information .............................................................................. 22

1. Colorado Airport System .................................................................... 22

2. Division Roles and Responsibilities .................................................. 22

3. Board Roles and Responsibilities ..................................................... 23

4. Colorado Aeronautical Board Members ............................................ 24

5. Division Management and Staff Members ........................................ 26

6. Division Funding Sources .................................................................. 28

7. Division Programs .............................................................................. 28

E. Division’s 2018 Strategic Plan Goals, Objectives, and Action Plans ....... 32



I. INTRODUCTION In 2017, the Colorado Department of Transportation’s (CDOT) Division of Aeronautics’

(Division) undertook the development of a Strategic Plan to drive the day-to-day governance, management, and operation of the Division. This included hiring of Aviation Management Consulting Group (AMCG) to facilitate the strategic planning process and the formation of a strategic planning team of Division stakeholders that utilized a logical, disciplined, and collaborative structure to establish the Division’s mission, vision, goals,

objectives, and action plans. On January 22, 2018, the Colorado Aeronautical Board (Board) adopted the Division’s 2018 Strategic Plan.

Now that many of the Division’s 2018 Strategic Plan goals and objectives have been

achieved and the industry has continued to morph, the Division is undertaking an update of the Division’s Strategic Plan. This includes the utilization of AMCG to facilitate the

strategic plan update process and the formation of a strategic planning team of Division stakeholders (discussed further herein) to provide valuable insight and input.

The value of the Division’s Strategic Plan is outlined in Appendix A, the elements of the Division’s Strategic Plan is outlined in Appendix B, the strategic planning process utilized

by the Division is outlined in Appendix C, and background information on the Colorado Airport System and the Division is outlined in Appendix D.

Included in this draft working document in Appendix E are the Division’s 2018 Strategic Plan goals, objectives, and action plans for reference as the Planning Team undertakes the Division’s Strategic Plan Update.



II. MISSION, VISION, AND VALUE STATEMENTS Following are the CDOT Division’s mission, vision, and value statements reviewed and revised during the Strategic Plan Update and approved by the Colorado Aeronautical Board (Board).

A. Mission Statement The mission of the CDOT Division of Aeronautics to support Colorado’s multi-modal transportation system by advancing a safe, efficient, and effective statewide aviation system through collaboration, investment, and advocacy.

B. Vision Statement The vision of the CDOT Division of Aeronautics is to be the leading state aviation organization by enhancing the efficiency, economic benefit, and sustainability of Colorado’s aviation system through funding, innovation, education, and support of current

and emerging technologies.

C. Value Statement In addition to CDOT’s mission and vision statements, the Division’s values serve as a compass for our actions.

PASSION – We value the passion, enthusiasm, drive, and commitment each person contributes to fulfilling the Division’s Strategic Plan, engaging all interested stakeholders, and reaching their own personal goals. We celebrate victories and milestones!

INTEGRITY – We value doing the right thing – each and every time. We are transparent, honest, open, ethical, and genuine in all our interactions.

INNOVATION – We value thoughtful and imaginative entrepreneurial spirit that anticipates change and strategically develops and implements pioneering ideas, systems, and programs.

RELATIONSHIPS – We value, build, and respect relationships with our colleagues, stakeholders, and families through collaboration, kindness, and empathy.

COMMITMENT – We are dedicated to the success of Colorado’s multi-modal transportation system, air and space system, the Division, the Colorado Aeronautical Board, and our colleagues and stakeholders through an unwavering commitment to these values.



III. SWOT ANALYSIS As part of the development of the Division’s Strategic Plan Update, a new SWOT analysis survey was sent out on June 2, 2021, to the Strategic Plan Planning Team (Planning Team) to reassess their understanding of the Division and provide framework for reviewing and updating the Division’s mission, vision, and goals.

The definitions of strengths, weaknesses, opportunities, and threats follow:

STRENGTHS - internal items accomplished particularly well or unique assets of the Division, especially in comparison to competitive and comparable agencies. Strengths need to be preserved, built on, and leveraged.

WEAKNESSES - internal items that: (1) are not accomplished particularly well; (2) hinder or prevent desired performance; or (3) are acutely lacking or need to be improved. Weaknesses need to be addressed and remedied.

OPPORTUNITIES - external items that could help realize the mission and vision for the Division. Opportunities may be identified by studying changes or trends in the industry, the region, and/or the state. Opportunities need to be seized or capitalized on.

THREATS - external items that could threaten the realization of the Division's mission, vision, and goals. As with opportunities, threats are typically identified by studying changes or trends within the industry, the region, and/or the state. Threats need to be managed or, if possible, eliminated.

A. Strengths and Weakness Elements Following are the Division’s greatest strengths and weaknesses, as determined by the Planning Team.

Governance The greatest strength in this category was:

➢ Board

Operations (Personnel Focused) The greatest strengths in this category were:

➢ Management and Staff ➢ Partnerships

The greatest weaknesses in this category were: ➢ None



Operations (Physical and Technology Infrastructure Focused) The greatest strengths in this category were:

➢ Offices ➢ Website


Communications/Outreach The three greatest strengths in this category were:

➢ With Airports ➢ With FAA ➢ With Board


Statewide Initiatives (Airport Focused) The three greatest strengths in this category were:

➢ Web-Based Information Management System (WIMS) ➢ Colorado Discretionary Aviation Grant Program (CDAG) ➢ Pavement Condition Indexing (PCI)


Statewide Initiatives (Aviation System Focused) The three greatest strengths in this category were:

➢ Economic Impact Study of Colorado Airports ➢ Aviation Weather Camera Program ➢ Automated Weather Observing System (AWOS)


Financial (Management and Uses of Funds) The greatest strengths in this category were:

➢ Financial Controls ➢ Financial Statements




B. Opportunities and Threat Elements Following are the Division’s greatest opportunities and threats, as determined by the Planning Team.

Governance The greatest opportunities in this category were:

➢ Division’s Forming Legislation ➢ Board Members Appointment Process

The greatest threat in this category was: ➢ None

Operations (Personnel Focused) The greatest opportunities in this category were:

➢ CDOT Division ➢ CDOT Policies and Procedures

The greatest threats in this category were: ➢ None

Communications/Outreach The two greatest opportunities in this category were:

➢ With Airports ➢ With FAA

The greatest threats in this category were: ➢ None

Statewide Initiatives (Airport Focused) The greatest opportunity in this category was:

➢ Relationship with DIA

Statewide Initiatives (Aviation System Focused) The greatest opportunity in this category was:

➢ Public Perception

The greatest threat in this category was: ➢ Pilot/Mechanic Shortage



Financial (Sources of Funds) The two greatest opportunities in this category were:

➢ Future Technology ➢ Existing Technology

The two greatest threats in this category were: ➢ Oil Price Fluctuations ➢ Funding Support from Airlines



IV. GOALS AND OBJECTIVES The Division’s goals and objectives were developed to preserve, build on, and leverage the

Division’s strengths; address and remedy the Division’s weaknesses; seize and capitalize on

the Division’s opportunities; and manage or, if possible, eliminate the Division’s threats.

Definitions for terms and acronyms utilized within the goals and objectives follow:

Aircraft Rescue and Firefighting (ARFF) – Personnel, equipment, and facilities located on or off an airport dedicated to dealing with aircraft accidents/incidents and all rescue and firefighting tasks, structural fires, and other firefighting or rescue emergency activities at an airport.

Airport Cooperative Research Program (ACRP) – An applied research program that develops near-term, practical solutions to airport challenges.

Airport Management 101 Program – A one-day workshop designed to educate professional and non-professional individuals with the responsibility to manage and operate a Colorado general aviation airport.

American Association of Airport Executives (AAAE) – The largest professional organization for airport employees, representing thousands of airport management personnel at public-use commercial and general aviation airports.

Colorado Aeronautical Board (CAB) – A seven-member board, representing specific statewide aviation interests, responsible for aviation development in Colorado.

Colorado Airport Operators Association (CAOA) – A statewide organization serving the common interest of the owners, operators, and users of Colorado’s 74 public-use airports.

Colorado Aviation Conference – A conference the Division is interested in developing and hosting on a regular basis.

Colorado Energy Office – Promotes sustainable economic development in Colorado through advancing the state’s energy market and industry to create jobs, increase energy

security, lower long term consumer costs, and protect the environment.

Economic Impact Study – A study conducted and updated approximately every five years to help inform the public, elected officials, airport sponsors, communities, and many others about the true economic benefit of Colorado airports to the local, regional, and national economies.

Elected Officials 101 Program – A one-day workshop designed to educate local elected and appointed individuals with the responsibility to govern (and sometimes manage and operate) a Colorado general aviation airport.

Federal Aviation Administration (FAA) – The agency within the Department of Transportation of the United States Government that has the responsibility of regulating aeronautical activities.



Fiscal Year – July 1st through June 30th

Greenhouse Gas Mitigation Program – Program for the state to reduce greenhouse gas emissions from the transportation sector, to improve air quality and reduce smog, and provide more travel options.

National Association of State Aviation Officials (NASAO) – A national association in place to ensure uniformity of safety measures, to standardize airport regulations and develop a truly national air transportation system responsive to local, state, and regional needs.



Mission The mission of the CDOT Division of Aeronautics is to support Colorado’s multi-modal transportation system by advancing a safe, efficient, and effective statewide aviation system through collaboration, investment, and advocacy.

Vision The vision of the CDOT Division of Aeronautics is to be the leading state aviation organization by enhancing the efficiency, economic benefit, and sustainability of Colorado’s aviation system through funding, innovation, education, and support of current and emerging technologies.

Goal 1

Engage with industry to support and facilitate emerging technologies (e.g., alternatively powered aircraft, aviation fuels, navigation, air traffic control, etc.) by the end of fiscal 202X.

Goal 2

Expand the Division’s outreach, education, and advocacy programs to facilitate engagement with stakeholders and industry partners by the end of fiscal 202X.

Goal 3

Enhance internal professional development to strengthen the capabilities of the Division by the end of fiscal 202X.

Goal 4

Explore and, where appropriate, implement or support new and improved statewide initiatives that sustain the aviation system by the end of fiscal 202X.





Goal 1

Engage with industry to support and facilitate emerging technologies (e.g., alternatively powered aircraft, aviation fuels, navigation, air traffic control, etc.) by the end of fiscal 202X.

Champion Status Start Date Finish Date

Objective 1-1

Complete an analysis of emerging alternatively powered aircraft technology, including anticipated airport infrastructure requirements; potential policy, statutory, and revenue stream changes that may be required; and an analysis of potential intrastate markets by the end of fiscal 202X.

Objective 1-2

Work with CDOT’s Division of Transportation Development, the Colorado Energy office, and other agencies to determine if aviation, and alternatively powered aircraft can be a part of the State’s Greenhouse Gas Mitigation program, consistent with federal pre-emption of aviation by the end of fiscal 202X.

Objective 1-3

With other partners, develop incentive programs to encourage and facilitate research and development of alternatively powered aircraft by the end of fiscal 202X.

Objective 1-4

In coordination with state aviation associations and stakeholders, host a new technologies forum at the Colorado Aviation Conference by the end of fiscal 202X.

Objective 1-5

In coordination with state aviation associations and stakeholders, establish a periodic briefing schedule on emerging aviation technologies for the CAB and Aviation Caucus at the State Legislature by the end of fiscal 202X.





Goal 2

Expand the Division’s outreach, education, and advocacy programs to facilitate engagement with stakeholders and industry partners by the end of fiscal 202X.


Objective 2-1

In conjunction with the CAB, develop a more detailed strategy for CAB advocacy and engagement on legislative/regulatory/funding issues impacting the Division, particularly at the state level by the end of fiscal 202X.

Objective 2-2

Refine and expand (e.g., Economic Impact Study) the offerings of the Division’s Airport Management and Elected Officials 101 programs by the end of fiscal 202X.

Objective 2-3

Develop and host a regular Colorado Aviation Conference, incorporating various aviation associations and stakeholders by the end of fiscal 202X.

Objective 2-4

Develop and implement a State Legislator educational opportunity on the Economic Impact Study by the end of fiscal 202X.

Objective 2-5

Coordinate with state aviation associations and stakeholders to establish a periodic briefing schedule for the CAB and Aviation Caucus at the State Legislature on industry topics (e.g., aviation workforce challenges, importance of the aviation fuel tax, etc.) by the end of fiscal 202X.

Objective 2-6

Enhance the Division’s communication and data platforms (e.g., website, mobile app, etc.) by the end of fiscal 202X.





Goal 3

Enhance internal professional development to strengthen the capabilities of the Division by the end of fiscal 202X.


Objective 3-1

Make available to all Division staff the ability to attain industry certifications and opportunities to participate and engage on appropriate association committees (i.e., AAAE, NASAO, CAOA, etc.) by the end of fiscal 202X.

Objective 3-2

Identify conferences, symposiums, and events that will provide staff with education and professional development training, including participation in Airport Cooperative Research Program (ACRP) panels, conferences, working groups, symposiums, and other functions by the end of fiscal 202X.

Objective 3-3

Identify one professional opportunity or conference for the Board to participate in each year and establish funding in the Division budget by the end of fiscal 202X.





Goal 4

Explore and, where appropriate, implement or support new and improved statewide initiatives that sustain the aviation system by the end of fiscal 202X.


Objective 4-1

Explore the feasibility of a statewide general aviation aircraft rescue training curriculum geared towards fire districts supporting airports by the end of fiscal 202X.

Objective 4-2

Pursue opportunities for small commercial service airports to maintain ARFF certification by the end of fiscal 202X.

Objective 4-3

Evaluate opportunities to build upon the Division’s weather camera collaboration with FAA, including development of app-based image dissemination by the end of fiscal 202X.

Objective 4-4

Explore opportunities to expand statewide aviation safety education and programs by the end of fiscal 202X.

Objective 4-5

Pursue federal and state funding sources for the Division’s mission (i.e., stimulus funds, state general fund SIB recapitalization, infrastructure packages, etc.) by the end of fiscal 202X.



V. ACTION PLANS The Division is currently in the process of drafting action plan worksheets developed and provided by AMCG. These worksheets will assist the Division in the development of Action Plans associated with the goals and objectives developed during the strategic planning process.

The action plan worksheets focus on the following:

➢ “who” (is going to perform the specific actions/tasks),

➢ “what” (specific actions/tasks need to be performed),

➢ “when” (the specific actions/tasks that needs to be completed),

➢ “where” (the specific actions/tasks are going to be performed),

➢ “why” (the specific actions/tasks need to be performed), and

➢ “how” (the objective is going to be accomplished – approach, resources, and budget).



VI. APPENDIX This CDOT Division of Aeronautics Strategic Plan Update used a logical, disciplined, and collaborative structure to set out the mission, vision, goals, objectives, and actions plans to drive the day-to-day governance, management, and operation of the Division.

A. Value of the Division’s Strategic Plan This Strategic Plan is an important planning tool, a critical management tool, and a vital communications tool.

As a planning tool, the Division’s Strategic Plan: ➢ articulates the mission, vision, values, and goals of the Division; ➢ sets forth the objectives for achieving goals; ➢ identifies the action plans for accomplishing objectives; ➢ establishes the parameters for checking progress; and ➢ provides the basis for making adjustments – as needed – to achieve the goals and

realize the Division’s mission and vision.

As a management tool, the Division’s Strategic Plan: ➢ helps the Division’s policymakers, management/staff, and stakeholders maintain

focus on achieving goals and realizing the Division’s mission and vision; ➢ establishes an actionable game plan for building on the Division’s strengths,

address weaknesses, capitalize on opportunities, and manage threats; ➢ provides a framework for making informed, prudent, and defensible decisions

concerning the governance, management, and operation of the Division; and ➢ helps inform budget priorities and amounts.

As a communications tool, the Division’s Strategic Plan: ➢ provides the information needed to assist the Division’s policymakers and

management/staff communicate the role and value of the Division; ➢ justifies investment in the Division and Division programs (or build support); ➢ provides the information needed to assist policymakers and management/staff to

make informed, prudent, and defensible decisions concerning the governance, management, and operation of the Division;

➢ explains the Division’s financial performance and foster transparency; and ➢ demonstrates the value of the Division’s programs and services.



B. Elements of the Division’s Strategic Plan Mission Statement The mission statement conveys the reason for the Division’s existence and identifies the

Division’s core competencies. The direction provided in the mission statement helps guide the Division’s policymakers and management/staff decision making, dictate

conduct, and shape performance on a day-to-day basis.

Vision Statement The vision statement articulates the Division’s aspirations. A vision statement is a picture

of success.

Values Statement The values statement outlines the collective beliefs held throughout the Division. Values are enduring and will not be compromised or abandoned.

Goals A goal is a statement of a desired result, outcome, or level of attainment that needs to be reached to realize the mission and vision of the Division. A goal should be positive and easily understood by the Division’s policymakers, management/staff, and stakeholders.

Objectives An objective is a significant step toward achieving a goal (i.e., it is a means to an end).

Action Plans As the fundamental building blocks of the Division’s Strategic Plan, the action plans

answer the key questions of who is going to do what, when, where, why, and how to accomplish the objectives.



C. Division’s Strategic Planning Process TASK 1: FIRST WORKING SESSION – PROJECT INITIALIZATION MEETING Conduct a working session (by telephone or web-based meeting software) with Division management/staff to (1) initialize project; (2) discuss Work Plan; (3) discuss information to be collected, reviewed, and analyzed during Task 2 (Information Collection, Review, and Analysis); and (4) consult with Division management/staff on the internal and external interviews and the formulation of the Strategic Plan Planning Team (Planning Team).

The Planning Team members are as follows (alphabetically, by organization name):

➢ Colorado Airport Operators Association (CAOA) o Dave Ruppel, President

➢ Colorado Aviation Business Association (CABA) o Brad Elliot, Chair

➢ Colorado Pilots Association (CPA) o Marty Brophy, President

➢ CDOT’s Division of Aeronautics o David Ulane, Director o Kenneth Maenpa, Colorado Aeronautical Board Member o Scott Storie, Aviation Planner o Todd Green, Program Manager

➢ Federal Aviation Administration o John Bauer, Manager, Denver Airports District Office

The Division and the Planning Team will be assisted by Aviation Management Consulting Group (AMCG), with direct facilitation by Jeff Kohlman (Managing Principal) and Katelyn Kueber (Senior Aviation Analyst).

TASK 2: INFORMATION COLLECTION, REVIEW, AND ANALYSIS

Collect, review, and analyze relevant information, data, and documentation on the Division and Division programs.

TASK 3: DRAFT DIVISION OVERVIEW AND BACKGROUND ASSESSMENT (ASSESSMENT) One of the most crucial steps in the strategic planning process is to know “where” the Division

is today and how the Division got “there.” This requires an historical review and present-day assessment of the Division. Therefore, an Assessment of the Division and Division programs will be developed and provided to Client for review.

The Assessment will be a valuable resource for the Planning Team during the update and reassessment of the Division’s Strengths, Weaknesses, Opportunities, and Threats (SWOT).



The Assessment will include the following information.

➢ Enabling legislation of the Division and the associated roles and responsibilities ➢ Existing mission, vision, goals, and objectives of the Division ➢ Roles and responsibilities of the Board ➢ Board members ➢ Roles and responsibilities of Division management and staff ➢ Division management and staff members ➢ Division funding sources ➢ Division programs

o Colorado Discretionary Aviation Grant Program o Web-Based Information Management System (WIMS) o Automated Weather Observing System (AWOS) o AWOS Maintenance Program o Aviation Management Internship Program o Colorado Airport Directory o Colorado Aeronautical Chart o Pavement Crack-Fill Program o Economic Impact Study of Colorado Airports o Mountain Radar/Remote Air Traffic Control Tower o Pavement Condition Indexing (PCI) o Surplus Equipment Sales o Colorado Aviation System Plan o USDA Wildlife Services Program o Airport Sustainability Program o Aviation Education Grant Program o Aviation State Infrastructure Bank (SIB) Loan Program o 5010 Airport Inspection Program o Aviation Weather Camera Program o Division Award Program

TASK 4: SECOND WORKING SESSION – DRAFT ASSESSMENT Conduct a working session (by telephone or web-based meeting software) with Division management/staff to review the draft Assessment and provide comments, identify questions, and make recommendations.

TASK 5: FINAL ASSESSMENT Revise and finalize Assessment based on the comments provided, questions identified, and recommendations made by Division management/staff during Task 4 (Second Working Session – Draft Assessment).



TASK 6: SWOT ANALYSIS Based on the Assessment, the Division’s policymakers, management/staff, and stakeholders

will complete a SWOT analysis utilizing a web-based worksheet/questionnaire developed and provided by AMCG. AMCG will compile and provide the results for the Planning Team’s

review and comment.

The purpose of the SWOT analysis is to isolate and properly categorize actual and perceived strengths and weaknesses of the Division from an internal perspective and opportunities and threats from an external perspective. The results of the SWOT analysis serve to document the understanding of the Division and Division programs and provide the framework for establishing the Division’s mission, vision, and goals.

TASK 7: THIRD WORKING SESSION – FINALIZE SWOT ANALYSIS Conduct a working session with Planning Team to finalize the SWOT analysis based on the information gathered from the results of Task 5 (Final Assessment) and the SWOT determinations of Task 6 (SWOT Analysis). Following the working session, AMCG will compile and provide the results of the SWOT analysis for the Planning Team’s use in

Task 8 (Mission and Vision Statements).

TASK 8: FOURTH WORKING SESSION –MISSION AND VISION STATEMENTS Solicit input from stakeholders and conduct a working session with Planning Team to update the Strategic Plan’s mission and vision statements based on the results of Task 7

(Finalize SWOT Analysis). It may be possible to combine Task 7 and Task 8 into one working session.

TASK 9: DRAFT GOALS Based on Task 7 (Finalize SWOT Analysis) and the mission and vision statements updated in Task 8 (Mission and Vision Statements) and concurred by the Division’s policymakers,

AMCG will develop and distribute a goals and objectives web-based worksheet/questionnaire to the Division’s policymakers, management/staff, and stakeholders in order to identify relevant goals and objectives for the Division. AMCG will compile and provide the results to the Planning Team prior to Task 10 (Finalize and Prioritize Goals).

TASK 10: FIFTH WORKING SESSION – FINALIZE AND PRIORITIZE GOALS Conduct a working session to finalize and prioritize the draft goals. AMCG will compile and provide the results of this task for the Planning Team’s review and the Division’s

policymaker’s concurrence.



TASK 11: DRAFT OBJECTIVES Based on Task 9 (Draft Goals and Objectives) and Task 10 (Finalize and Prioritize Goals), AMCG will develop and distribute an objectives web-based worksheet/questionnaire to the Division’s policymakers, management/staff, and stakeholders in order to identify relevant objectives. AMCG will compile and provide the results to the Planning Team prior to Task 11 (Finalize and Prioritize Objectives).

TASK 12: SIXTH WORKING SESSION – FINALIZE AND PRIORITIZE OBJECTIVES Conduct a working session to finalize and prioritize the draft objectives. AMCG will compile and provide the results of this task for the Planning Team’s review and the Division’s

policymaker’s concurrence.

TASK 13: DRAFT STRATEGIC PLAN Based on the Assessment, SWOT analysis, mission statement, vision statement, values statement, goals, and objectives finalized in prior tasks, a draft Strategic Plan will be developed and provided for Client review.

TASK 14: SEVENTH WORKING SESSION – FINALIZE DRAFT STRATEGIC PLAN

Conduct a working session (by telephone or web-based meeting software) with Client to review draft Strategic Plan and provide comments, identify questions, and make recommendations.

TASK 15: FINAL STRATEGIC PLAN Revise draft Strategic Plan based on the comments provided, questions identified, and recommendations made by Client during Task 14 (Finalize Draft Strategic Plan) and develop and provide Client final Strategic Plan for Division’s policymakers review and

approval.



D. Background Information 1. Colorado Airport System

Colorado’s system of 76 public-use airports, including two seaplane bases, serve Colorado’s local communities with a variety of services ranging from commercial air

transportation, emergency medical evacuation, aerial firefighting, flight training, and high-altitude flight testing (among many other aeronautical and non-aeronautical products, services, and facilities).

In addition to providing the citizens and visitors of Colorado with critical air transportation services, Colorado’s airport system is also essential to supporting a diverse business base. Colorado airports support the employment of over 345,000 people and are responsible for providing the State with a total of $48.6 billion in business revenues (2020 Colorado Aviation Economic Impact Study and System Plan).

2. Division Roles and Responsibilities

It is the responsibility of the Division to provide support to the Board in fulfilling its duties. The Division is responsible for entering into contracts with the FAA for the collection of airport data, assisting airports that request assistance, and entering into contracts with both public or private entities to provide the Division with any work, services, or equipment needed for aviation purposes and to carry out and implement the express duties of the Division.

The roles of the Division include, but are not limited to, the following:

➢ Provide administrative support to the Board in the distribution of moneys credited to the aviation fund for aviation purposes

➢ Promote aviation safety ➢ Promote and facilitate aviation education ➢ Provide advisory assistance to airports providing access to the public, including

technical and planning assistance ➢ Develop and maintain the state aviation system plan utilizing regional aviation

plans ➢ Assist the FAA and local governments in the identification and control of potentially

hazardous obstructions to navigable airspace utilizing the standards described in federal rules and regulations for identifying such hazardous obstructions

➢ Administer the Colorado Discretionary Aviation Grant Program ➢ Develop annual projections of revenue and expenses for review by the Board ➢ Advise the FAA in regard to federal programs in the state ➢ Publish information relating to aeronautics in the state



3. Board Roles and Responsibilities

The Board is comprised of seven members appointed by the Governor. Each position is responsible for a specific demographic of aviation throughout Colorado, as follows:

➢ Two represent Eastern Slope Governments ➢ Two represent Western Slope Governments ➢ One represents the statewide association of airport managers ➢ One represents the statewide association of pilots ➢ One at large position represents statewide aviation issues, interests, and

concerns.

Appointments are made to ensure a broad and balanced representation of the state’s

aviation community. Board members serve three-year terms and Board appointments are limited to two consecutive terms by policy of the current Governor.

The roles of the Board include, but are not limited to, the following:

➢ Advise the director on aviation matters ➢ Establish procedures for the administration and distribution of moneys credited to

the aviation fund, for aviation purposes at public airports, commercial service airports, and reliever airports

➢ Seek recommendations of the director for the distribution of moneys credited to the aviation fund

➢ Establish policies for the growth and development of aviation in the state ➢ Provide statewide aviation needs to be included in the department of

transportation's statewide transportation plan ➢ Set and adopt, on an annual basis, a budget for the division including

recommendations to the transportation commission for the amount to be allocated for administrative costs



4. Colorado Aeronautical Board Members

Kenneth Maenpa, Chair – Western Slope Governments

Kenneth Maenpa has over 28 years of aviation management experience that includes airline management, airport management at five Colorado airports, and airport engineering/planning consulting. He has a Bachelor of Science degree in Aviation Management from Metropolitan State University at Denver and is a Certified Member of the American Association of Airport Executives. Kenneth was recently appointed to the Colorado Flights Alliance Board of Directors representing San Miguel County and Telluride Regional Airport.

Kent Holsinger, Vice Chair – Western Slope Governments

Kent is an attorney and pilot from a ranching family in Colorado’s North

Park. In 2019, Kent broke a world speed record for a flight from North America’s highest airport in Leadville, Colorado to its lowest in Death

Valley, California. He is the founder and managing partner of Holsinger Law. Kent previously served as the Assistant Director for Water at the Colorado Department of Natural Resources and worked in Washington, D.C. for U.S. Senator Wayne Allard and Congressman Bob Schaffer. He serves as Secretary to Western Energy Alliance.

Charles Myers, Secretary – Eastern Slope Governments

Charles is the President of Executive Aviation Services in Colorado Springs, which provides consulting, aircraft acquisition and flight operations services to customers operating both Part 91 and Part 135 aircraft. A graduate of Embry Riddle Aeronautical University, and a retired U.S. Army aviator, Charles currently serves as an alternate member of the Colorado Springs Municipal Airport Advisory Committee, and as co-chair of the Southern Colorado Regional Group of National Business Aviation Association companies.

George Merritt – Association of Airport Managers

George is the Senior Vice President of Strategic Operations for Denver International Airport where he coordinates innovation and operations projects among airport divisions and external stakeholders; including the development of the app-based reservation system in response to the COVID-19 pandemic and partnerships with TSA to pilot innovative screening technologies. He has been at the airport since 2015 and prior to his current position, was in charge of leading the airport’s government affairs on federal, state, and local issues.



Trimbi Szabo, Pilot Organizations

Trimbi, a Colorado native, enjoys flying as a Colorado Front Range certified flight instructor. She brings more than 10 years of previous training of a diverse demographic in a non-aviation field. She is also the President of the Mile High chapter of Women in Aviation International, which provides her the opportunity to support and connect women (and mentor girls) within the community to all areas of the industry including aviation, aerospace, and STEM fields. Trimbi has a Bachelor of Architecture degree from the University of Colorado Boulder.

Chaz Tedesco – Eastern Slope Governments

After serving honorably in the United States Navy, Commissioner Tedesco honed his craft as a Master Mechanic for 23 years. He is a member of the United Steelworkers Union and was elected president of United Steelworkers in 2005, a title proudly held until 2013. Commissioner Tedesco has been a consistent voice on the Adams County Board of Commissioners, influencing policy, strengthening proactive government, and protecting vulnerable residents. He has been a champion for the Colorado Air and Spaceport and currently serves on the Coordinating Committee.

Mark Van Tine – Aviation Interests-at-Large

Mark began his career in 1981 with Lockheed DataPlan, which was acquired by Jeppesen in 1989. In 1995, he relocated to Denver to oversee Jeppesen’s worldwide flight information development, printing

and distribution operations. Mark served as Jeppesen’s Chief

Information Officer, Chief Executive Officer, and Vice President of Digital Aviation for the Boeing Company. He has a Bachelor of Science degree in Aviation and a minor in business from San Jose State University and also completed the Harvard School of Business Executive Program for Management Development. Mark is an active

general aviation pilot with a private pilot certificate and lives on an airpark in Colorado where he leads the Everitt Airfield Association (the airpark’s HOA and flying association).



5. Division Management and Staff Members

David Ulane, Aeronautics Director

David was appointed Director of the Division in July 2015, with nearly 28 years of aviation experience in the Northwest Mountain Region accumulated at several airports and the Aircraft Owners and Pilots Association. Dave has a Bachelor of Science degree in Aviation Management from Metropolitan State University of Denver, is an Accredited Airport Executive (A.A.E), and is a passionate and active GA pilot, currently flying a variety of general aviation aircraft. As the

Director, Dave is responsible for leading the Division and all its initiatives, mission, and goals. He is in charge of overseeing the various programs that the Division offers.

Scott Storie, Aviation Planner

Scott began his aviation career at Centennial Airport in 2008 where he worked in various roles with the airport. These roles included operations, planning, administration, finance, and maintenance. He has also worked in restaurant and construction management. Scott has a Bachelor of Science degree in Aviation Management with a minor in Business from Kansas State University. Scott is a private pilot with an instrument rating. As an Aviation Planner, Scott is responsible for the implementation of the

Division’s programs, grants, management, and CIP development with airports in his region.

Todd Green, Program Manager

Todd began his aviation career at Centennial Airport where he worked in each of the Operations, Noise/Environmental, and Planning Departments. Since leaving Centennial in April 2012, he started with the Division as an Aviation Planner and is now the Division's Program Manager. He graduated from the University of Nebraska - Kearney with a Bachelor of Science Degree in Aviation Management and Business Administration. As the Program Manager, Todd is responsible for

oversight of various Division programs and projects.

Shahn Sederberg, Communications Manager

Shahn began his aviation career as an intern at Centennial Airport and then continued on as an Airport Maintenance Technician and Airport Operations Specialist at the airport. He has been with the Division since August 2001 starting as an Aviation Planner and is now the Division’s

Communications and Multimedia Manager. Shahn has a Bachelor of Science degree in Aviation Management from Metropolitan State University of Denver. As the Communications Manager, Shahn is

responsible for public and pilot outreach and publications.



Kip McClain, Aviation Planner

Kip is the Division's newest aviation planner, having joined the team in October 2017. He is a veteran of the USAF who served 26 years as a military aircraft maintenance technician and manager. He began his civil aviation career as an intern at Centennial Airport where he performed various airport management functions within the Operations and Planning Departments. Kip has a Bachelor of Science degree in Aviation and Aerospace Operations from Metropolitan State

University of Denver. Kip recently received his private pilot’s license and is an active glider pilot and lifelong aviation enthusiast. As an Aviation Planner, Kip is also responsible for the implementation of the Division’s programs, grants, management, and

CIP development in his region.

Kaitlyn Westendorf, Aviation Planner

Kaitlyn has been with Division since 2008 and was the Division’s Grants Administrator prior to becoming an Aviation Planner. She has a degree in Business Administration with a Marketing emphasis from the University of Northern Colorado. Prior to working for the Division, Kaitlyn assisted in managing her family’s agriculturally based retail business, O’Malley’s Mercantile, in Watkins, Colorado. As an Aviation Planner, Kaitlyn is also responsible for the implementation of the

Division’s programs, grants, management, and CIP development with airports in her region.

Bryce Shuck, Business Manager

Bryce has been with the Division since 2016. Bryce has over 8 years of experience as a Manager/Analyst in the Oil and Gas industry in the United States. Bryce has a Bachelor of Science Degree in Business and Strategic Management from Grant MacEwan University.

As the Business Manager, Bryce is responsible for the finances of the Division.

Tonya Hill, Accounting/Administrative Technician

Tonya began working for the Division in October 2017. She brings over 12 years of experience in Accounting and Finance in the financial service industry. Tonya earned her Bachelor of Science Degree from Metropolitan State University of Denver.

As the Accounting/Administrative Technician, Tonya is responsible for the administration of the Division’s SAP financial payment system.



6. Division Funding Sources

The Division revenue structure is 2.9% sales tax on all Retail Jet Fuel, Excise tax of $0.04/Gal on Non-Airline Jet Fuel, and Excise tax of $0.06/Gal on AvGas. These revenues are collected by the Colorado Department of Revenue and then deposited into the Aviation Fund to be administered by the Division.

7. Division Programs

Colorado Discretionary Aviation Grant Program (CDAG) The Board has overall responsibility of the CDAG program, which was developed to maintain and improve the statewide aviation system by providing grants that help meet individual airport and statewide aviation goals and needs.

Web-Based Information Management System (WIMS) WIMS is a web-based solution for tracking and managing the CDAG program, Capital Improvement Plans, aviation fuel sales tax disbursements, and various statewide programs including the most recent addition, the AWOS Maintenance Program.

Automated Weather Observing System (AWOS) The AWOS program was developed to help reduce weather related accidents, and provide pilots operating in Colorado’s mountainous regions with more accurate local weather

information. The Division is responsible for the installation and maintenance of 13 AWOS sites strategically located in areas throughout the Colorado mountains. These AWOS sites provide essential weather information for pilots, which is key to safety of flight.

AWOS Maintenance Program The Division allocates funding for the AWOS program on an annual basis to ensure that this vital network continues to provide widely accessible weather data to users of the Colorado Airport System. Each airport that owns and operates an AWOS and has its weather information continuously disseminated to the National Weather Database is eligible for reimbursement of maintenance expenses not to exceed 90% of eligible costs up to $10,000 of state funding annually. This reimbursement can be used to help offset the expenditures for most items associated with sustaining an AWOS.

Aviation Management Internship Program The internship program is designed to develop and educate aspiring aviation professionals and provide them critical on the job experience, so they can integrate into the aviation industry upon completion of the internship. The Division provides grant funding to eligible airports that implement internship programs at their airport.



Colorado Airport Directory The Colorado Airport Directory provides information on each public use airport in the state including, but not limited to, an aerial photograph, runway data, communications frequencies, contact information, and services provided. The Directory also provides information regarding mountain flying, AWOS information, and a density altitude chart.

Colorado Aeronautical Chart The Colorado Aeronautical Chart combines multiple FAA Sectional Charts into a comprehensive state chart. The Chart, like the Directory, features information regarding mountain flying that include suggested routes, density altitude, mountain AWOS information, and information regarding mountain passes and the do’s and don’ts of mountain flying.

Pavement Crack-Fill Program The pavement crack-fill program is intended to encourage Colorado airports to do more preventative pavement maintenance. The Division reimburses up to 90% of the cost of the crack-fill material obtained through the State's cooperative agreements, up to $10,000 of Division funding per airport per fiscal year.

Economic Impact Study of Colorado Airports The Economic Impact Study is conducted and updated approximately every five years to help inform the public, elected officials, airport sponsors, communities, and many others about the true economic benefit of Colorado airports to the local, regional, and national economies.

Mountain Radar/Remote Air Traffic Control Tower The Wide Area Multilateration (WAM) system was deployed to provide radar-like coverage to the surface. The WAM system was initially installed at the Rifle-Garfield County Airport, the Craig-Moffat County Airport, the Yampa Valley Regional Airport and the Steamboat Springs Municipal Airport. The program has gone through two different phases and is now undergoing Phase III. Phase III is expected to provide an airport with remote air traffic control capabilities, obviating the need to construct and staff a traditional control tower structure and facility.

The Division is collaborating with the Northern Colorado Regional Airport (FNL), Searidge Technologies, and the National Air Traffic Controllers Association to implement a Remote Air Traffic Control Tower (RATCT) at FNL. This pioneering project will be the first in the world to integrate both ground-based video and aircraft track-based/radar components to provide necessary air traffic data to air traffic controllers working in a remote facility. This new air traffic concept will ultimately provide an enhance level of efficiency and aviation safety at capital and operational costs dramatically lower than that needed to construct and staff a traditional air traffic control tower.



Pavement Condition Indexing (PCI) The Division assists eligible airports in pavement management by utilizing PCI (a systematic method of assessing current pavement conditions, determining maintenance and rehabilitation needs, and prioritizing these needs to make the best use of anticipated funding levels for local, Division, and FAA programs). This program is authorized by the FAA’s Denver Airports District Office as the accepted method for determining the present

condition of the Colorado aviation system pavements, the required maintenance needs, and forecasts of future requirements for maintenance.

Surplus Airport Equipment Program The Division coordinates surplus airport equipment sales for Colorado public-use airports in accordance with CRS 43-10-110.7. Equipment at these sales are offered to other Colorado airports in order to make critical equipment such as snow removal equipment, mowers, loaders, service vehicles, and others available to airports at a much lower cost than new. When equipment is available, the Division notifies the airports.

Colorado Aviation System Plan The three primary objectives of the Colorado Aviation System Plan are to (1) provide, based on conditions at the time, an update on how well the Colorado Aviation System (System) is performing, (2) identify changes in System performance, and (3) utilize historic information to define the relationship between System performance measurements, benchmarks, facility/service objectives and grants issued by the Division.

USDA Wildlife Services Program The Division contracts with the United States Department of Agriculture (USDA) to perform wildlife management services for Colorado public-use airports. The services consist of performing Wildlife Hazard Site Visits, reviewing and updating Wildlife Hazard Management Plans, permitting, habitat management, surveying, land-use planning, and establishing and maintaining working relationships with property owners adjacent to Colorado public-use airports.

Airport Sustainability Program The Airport Sustainability Program provides guidance, resources, and tools to Colorado public-use airports to assist in the self-preparation of customized airport sustainability plans. The program is accessible through WIMS where an interactive toolkit assists by addressing ways to improve airport sustainability within economic, social, operational, and environmental realms.



Aviation Education Grant Program Aviation education is defined as programs, projects, and or initiatives that improve or enrich aviation within the Colorado aviation community and can include among others, programs for professionals within aviation including airport managers, pilots, students transitioning into an aviation career, and aviation students and educators. An education grant is any request for education funding other than the Division’s airport internship

program, including but not limited to, the education of aviation professionals and outreach to aviation students and educators. Similar to the CDAG program, education grants awarded by the CAB are a budget split of Division funds and grantee funds and are reimbursable only.

Aviation State Infrastructure Bank (SIB) Loan Program This program consists of four separate accounts: a highway account, transit account, aviation account, and rail account. The fund is made up of federal, state, or private moneys in the revolving fund and all moneys that may be transferred or appropriated by the general assembly.

5010 Airport Inspection Program The Division, working with GCR Inc. on behalf of the FAA, performs inspections at non-Part 139 public-use airports to collect and update airport information for the 5010 Master Record. The 5010 Master Record for each airport contains all data regarding airport specifics, operational, safety, and approach obstruction data. This data is used in publications that provide information to pilots such as the Chart Supplement.

Aviation Weather Camera Program This program was developed in partnership with FAA's Alaska Weather Camera group to increase safety for the flying public. Through this program, the Division installed cameras at each of the 13 Division-owned AWOS stations located near commonly used passes through the mountains. The Division will be installing additional weather cameras at ten airports throughout the State in the Summer of 2021. The information from these cameras can be viewed at https://weathercams.faa.gov/.

Division Awards Program To formally recognize and acknowledge the value of contributions by individuals and airports to the Division, the Board, and the Colorado Airport System, the Division has established three different formal awards that may be issued at the discretion of the Board and Division management and staff, as follows:

1) Colorado Aeronautical Board Lifetime Achievement Award 2) Airport of the Year Award 3) Aviation Professional of the Year Award



E. Division’s 2018 Strategic Plan Goals, Objectives, and Action Plans

Mission The mission of the CDOT Division of Aeronautics is to support Colorado’s multi-modal transportation system by advancing a safe, efficient, and effective state-wide air and space system through collaboration, investment, and advocacy.

Vision The vision of the CDOT Division of Aeronautics is to be the leading state aviation organization by enhancing the efficiency, economic benefit, and sustainability of Colorado’s air and space system through funding, innovation, education, and pioneering initiatives.

Goal 1

Support the Division’s commitments for the current and subsequent fiscal year by effectively managing the operating budget to ensure an adequate contingency fund balance.

Goal 2

Improve the efficiencies of the Division and the Colorado air and space system through enhancement and implementation of new technologies by the end of fiscal year 2020.

Goal 3

At least annually, evaluate existing statewide initiatives for enhancement or develop new initiatives.

Goal 4

Develop and implement a public relations and advocacy program by the end of fiscal year 2020 to inform and educate political leaders, airport and aviation stakeholders, and the general public about matters pertinent to the national and Colorado air and space system.

Goal 5

Develop and implement one additional (or enhance at least one existing) educational program each fiscal year.

Goal 6

Develop and implement a Division staff training and professional development program by the end of fiscal year 2020.





Goal 1



Bryce Shuck

Objective 1-1

Develop and implement a comprehensive policy for programming and administering statewide initiatives and the Colorado Discretionary Aviation Grant Program.

Todd Green Complete & Ongoing

4/15/2018 10/17/2019

Objective 1-2

Maintain the financial forecast model to monitor oil prices and fuel sales, and accordingly adjust direct spending and set-asides to avoid going over budget.

Bryce Shuck

Complete & Ongoing

4/1/2018

Ongoing

Objective 1-3

Improve and expand current financial management systems/programs (financials, statement, WIMS, etc.) to improve the Division’s existing technology platform.

Bryce Shuck

Complete & Ongoing

4/1/2018 1/1/2020

Objective 1-4

Develop and implement detailed quarterly reporting on the Aviation Fund forecast and contingency fund balance model. Bryce

Shuck Complete & Ongoing

4/1/2018

Ongoing



Goal 1


Goal Champion

Bryce Shuck

Objective 1-1

Develop and implement a comprehensive policy for programming and administering statewide initiatives and the Colorado Discretionary Aviation Grant Program.

Objective Champion

Bryce/Todd

What (the task)

The Division Director, Business Manager, and Planning Team will collaborate to develop/update a general written policy for grant programming for the next 3 fiscal years, including recommended prioritization based on current CIP's and new initiatives/programs.

Where (the location)

Statewide

Why (the reason)

A clear, well-articulated and CAB-adopted funding policy will ensure the CAB, Division staff and our constituents have clear expectations and guidance for near term funding priorities and plans.

How (the approach) Who (the people) When (the schedule)

1. Analyze next three years of CIP's for needed CDAG funding.

Lead Todd Green Start: 4/15/18 Finish: 1/30/19

Support Planners Progress: ☐25% ☐50% ☐75% ☒100%

2. Analyze next three years of current statewide initiatives for needed funding, including contingency for new/expanded initiatives.


Support Planners/Director Progress: ☐25% ☐50% ☐75% ☒100%

3. Assess expected fund availability from financial model. Lead Bryce Shuck Start: 4/15/18 Finish: 9/1/18

Support Scott Storie Progress: ☐25% ☐50% ☐75% ☒100%

4. Develop general policy for programming those funds in the three-year window. Engage CAOA.

Lead Dave Ulane Start: 5/1/18 Finish: 3/30/19

Support Todd Green/Bryce Shuck Progress: ☐25% ☐50% ☐75% ☒100%

5. Include policy in Policy and Procedures Manual Update. Lead Dave Ulane Start: 8/1/18 Finish: 8/15/19


6. CAB consideration of revised P&P manual/communication to constituents of policy.


Support Division Staff Progress: ☐25% ☐50% ☐75% ☒100%

Other Notes

Goal is to develop recommended policy for CAB consideration at the Aug CAB workshop and approval at the Oct meeting. New policy to be discussed at the Oct CIP Workshop.

Budget

N/A



Goal 1


Goal Champion

Bryce Shuck

Objective 1-2

Maintain the financial forecast model to monitor oil prices and fuel sales, and accordingly adjust direct spending and set-asides to avoid going over budget.

Objective Champion

Bryce Shuck

What (the task)

Constantly adjust the Aeronautics Warehouse to show updated information in regards to oil prices, flowage at DEN, and all tools utilized for calculating short and long-term forecasts.


Aero Offices

Why (the reason)

To ensure we have the most recent data, and can adapt quickly to any unforseen changes that will affect division revenues and funds available.


1. 1 Develop a dynamic forecasting model utilizing flowage information at DEN as well as oil prices as forecast by EIA to forecast division revenues.

Lead Bryce Shuck Start: 1/1/18 Finish: 7/1/18

Support Progress: ☐25% ☐50% ☐75% ☒100%

2. Update monthly all Sales and Excise tax revenue data in the warehouse.

Lead Bryce Shuck Start: 1/1/18 Finish: ongoing

Support Tonya Hill Progress: ☐25% ☐50% ☐75% ☒100%

3. Update EIA forecasts for fuel prices monthly. Lead Bryce Shuck Start: 1/1/18 Finish: ongoing

Support Scott Storie Progress: ☐25% ☐50% ☐75% ☒100%

4. Update monthly expense forecast quarterly for current fiscal year.



5. Lead Start: Finish:

Support Progress: ☐25% ☐50% ☐75% ☐100%



Other Notes

These are all ongoing projects that are already in place, while the job will never be finished, all of these processes and resources are already implemented and functioning.

Budget

N/A



Goal 1


Goal Champion

Bryce Shuck

Objective 1-3

Improve and expand current financial management systems/programs (financials, statement, WIMS, etc.) to improve the Division’s existing technology platform.

Objective Champion

Bryce Shuck

What (the task)

Ensure the division is using updated, and ever evolving solutions to monitor, store and communicate different financial functions


Aero Offices

Why (the reason)

To ensure that all data is presented in a format that is understandable to all constituents. To ensure that we're utilizing the newest and most productive ways of storing, and housing our data.


1. Maintain, update, and improve the Aeronautics Warehouse.



2. Look for ways to improve compatibility between the Warehouse, WIMS, and SAP.

Lead Bryce Shuck Start: 1/1//18 Finish: ongoing

Support Todd Green Progress: ☐25% ☐50% ☐75% ☒100%

3. Develop a method to track Excise taxes in WIMS, and to streamline Sales Tax processes. This was completed using the OpenGov platform.



4. As approved by the CAB in August 2019, the Division is leading the implementation of the Open Gov financial transparency/reporting platform.


Support Todd Green/Scott Storie Progress: ☐25% ☐50% ☐75% ☒100%





Other Notes

OpenGov is being developed to tackle the areas within #3. We are at the final demo stage, with an official go live due in February. While processes haven’t changed, reporting both internal and external will be drastically improved.

Budget

No further budget required at this time



Goal 1


Goal Champion

Bryce Shuck

Objective 1-4

Develop and implement detailed quarterly reporting on the Aviation Fund forecast and contingency fund balance model.

Objective Champion

Bryce Shuck

What (the task)

Develop, maintain, and communicate the Division's fund balance, and the designated portion toward a contingency that counter-balances the division's financial commitments.


Aero Offices

Why (the reason)

To ensure the health of the Division's funds. Ensures strategic planning with regards to future grant programs based on forecasted funding and forecasted expenses. Allows for timely communication with stakeholders on future program changes.


1. Develop and Implement Contingency Model. Lead Bryce Shuck Start: 1/1/18 Finish: 7/1/18


2. Monitor, and communicate changes to future grant programs as it relates to contingency levels needed.



3. Develop graphical display of contingency model to communicate effectively to CAB at board meetings.









Other Notes

The contingency model is functional and working to help ensure we understand risk levels as we set future grant programs. By using a dynamic model that accounts for all costs, it ensures the most up to date, and reliable data possible.

Budget

N/A





Goal 2

Improve the efficiencies of the Division and the Colorado air and space system through enhancement and implementation of new technologies by the end of fiscal year 2021.


David Ulane

Objective 2-1

Redevelop and publish the Division’s website to the new CDOT format and add timely and relevant content, providing more efficient and dynamic access to Division information.

Shahn Sederberg

Planned 1/1/2021 3/31/2021

Objective 2-2

Identify a centralized data warehouse for storing all relevant Division data, including incorporation of excise tax. Todd Green In Progress 7/1/2018 9/30/2021

Objective 2-3

Develop and deploy applications for mobile devices specific to stakeholder needs (e.g., airport directory, pilot passport, etc.). Kip McClain In Progress 8/1/2020 TBD

Objective 2-4

Develop and implement an integrated and coordinated Division social media presence [see Objective 4-4].

Shahn Sederberg

Complete & Ongoing

6/1/2018 12/31/2018



Goal 2 Improve the efficiencies of the Division and the Colorado air and space system through enhancement and implementation of new technologies by the end of fiscal year 2021.

Goal Champion

Shahn Sederberg

Objective 2-1 Redevelop and publish the Division’s website to the new CDOT format and add timely and relevant content, providing more efficient and dynamic access to Division information.

Objective Champion

Shahn Sederberg

What (the task)

Utilizing the new CDOT webpage format and development software, update the Division’s website to align with CDOT’s new format and look.


NA

Why (the reason)

An effective and easy to navigate website that provides Division stakeholders with accurate, current and pertinent information is key to our outreach efforts.


1. Shahn to meet with CDOT webmasters to learn new platform software.

Lead Shahn Sederberg Start: ongoing Finish: ongoing

Support CDOT Communications Progress: ☐25% ☐50% ☐75% ☐100%

2. Shahn leads meeting with Division staff to validate current website information and confirm retention/deletion.

Lead Shahn Sederberg Start: 3/1/2021 Finish: TBD

Support Division staff Progress: ☒25% ☐50% ☐75% ☐100%

3. Update website to new CDOT format. Lead Shahn Sederberg Start: 3/1/2021 Finish: TBD

Support CDOT Communications Progress: ☒25% ☐50% ☐75% ☐100%

4. Lead Start: Click Here Finish: Click Here


5. Lead Start: Finish: Click Here




Other Notes CDOT’s communications group is really in charge of the pace of this effort, and they have been largely focused on other issues in the past year.

Budget

Click or tap here to enter text.




Goal Champion

Dave Ulane

Objective 2-2 Identify a centralized data warehouse for storing all relevant Division data, including incorporation of excise tax.

Objective Champion

Todd Green

What (the task)

Leverage WIMS to become the Division's all encompassing centralized electronic information warehouse.


"The Cloud"

Why (the reason)

The Division's data is currently stored in multiple locations and on multiple platforms. A centralized warehouse will allow for easier management of the information and provides a user-friendly portal through WIMS for both the Division and airport staff.


1. Evaluate current data locations planned for transition into the centralized data warehouse. Create spreadsheet.


Support Division Staff Progress: ☒25% ☐50% ☐75% ☐100%

2. Leverage Kimley-Horn to develop a list of data fields needed for the System Plan & Economic Impact Studies.

Lead Scott Storie Start: 8/1/18 Finish: 3/1/20


3. Create the data warehouse salesforce object and fields within the Division's Salesforce Sandbox and promote into the Production environment.


Support Division Intern Progress: ☐25% ☐50% ☒75% ☐100%

4. Upload all information into the newly formed warehouse. Lead Todd Green Start: 7/1/21 Finish: 9/30/21

Support Planners/Division Intern Progress: ☐25% ☐50% ☒75% ☐100%

5. Leverage a salesforce developer to clone the current Sales Tax module to allow for Excise Tax management. *This task was completed using the OpenGov Platform.


Support Bryce Shuck Progress: ☐25% ☐50% ☐75% ☒100%

6. Create links to all external data sources that feed from the Master Data Warehouse.


Support Division Staff Progress: ☐25% ☐50% ☐75% ☐100%

Other Notes The CAB approved $75K (FY21) of State funding for Aeronautics Reporting on January 27, 2020. This new cost center includes funding for ongoing WIMS updates and OpenGov development/implementation.

Budget

FY21 $75K




Goal Champion

David Ulane Objective 2-3 Develop and deploy applications for mobile devices specific to stakeholder needs (e.g., airport directory,

pilot passport, etc.). Objective Champion

Kip M./Shahn S

What (the task)

Evaluate development of a phone/tablet application for sharing Division information, i.e. our airport directory.


NA

Why (the reason)

With the proliferation of technology and handheld devices in the aviation world, an android/iOS app may be a useful way to share information with our constituents and build engagement with our system users.


1. Establish centralized Division information database/location from where app data can be pulled.

Lead Shahn Sederberg/Todd Green Start: March 2021Click Here

Finish: TBD

Support Click or tap here to enter text. Progress: ☒25% ☐50% ☐75% ☐100%

2. Survey users and stakeholders on what functionality/ features they might find useful and valuable.

Lead Kip McClain/Shahn Sederberg Start: March 2021 Finish: Dec. 2021


3. Engage OIT to coordinate app development requirements and processes

Lead Shahn Sederberg Start: March 2021 Finish: TBD


4. Procure app developer and develop app. Lead Click or tap here to enter text. Start: Click Here Finish: TBD


5. Roll out app and promote through Division social media channels.

Lead Click or tap here to enter text. Start: March 2021 Finish: TBD

Support Click or tap here to enter text. Progress: ☐25% ☐50% ☐75% ☐100%

6. Click or tap here to enter text. Lead Click or tap here to enter text. Start: Click Here Finish: Click Here


Other Notes Click or tap here to enter text. Budget




Goal Champion

Shahn Sederberg Objective 2-4 Develop and implement an integrated and coordinated Division social media presence [see Objective 4-4]. Objective Champion

Shahn Sederberg

What (the task)

Develop and implement an integrated and coordinated social media presence for the Division of Aeronautics.


Statewide, National and Global Reach, from within the offices of the Division of Aeronautics.

Why (the reason)

To ensure that the Division's message is distributed to the widest audience range as possible, further perpetuating the values encompassed in the Division's overall mission and vision.


1. Develop a presence that falls in line with CDOT's prescribed social media policy.

Lead Shahn Sedeberg Start: 5/1/18 Finish: Ongoing

Support David Ulane Progress: ☐25% ☐50% ☐75% ☒100%

2. Partnering with other aviation organizations to on social media platforms to increase reach; i.e. Wings Museum



3. Implement a Twitter Account for the Colorado Division of Aeronautics.

Lead Shahn Sedeberg Start: 5/1/18 Finish: 6/1/18


4. Investigate using other social media platforms that would create increased reach for the Division’s messaging.



5. Invest in post-boosting on social media platforms such as Facebook to increase the reach of key messages.



6. Continue to utilize current social media platforms; Facebook, Twitter and YouTube to distribute messaging.



Other Notes This will be an ongoing initiative. Staff will continue to evaluate future additional platforms.

Budget

N/A





Goal 3



Todd Green

Objective 3-1

Evaluate the expansion and enhancement of the existing crack fill program to create a more encompassing pavement maintenance program.

Kip McClain Complete &

Ongoing 6/1/2018 9/30/2019

Objective 3-2

Work towards process improvement for the SIB Loan Program (application to closeout) through communication and collaboration with CDOT Division of Accounting and Finance, the Colorado Aeronautical Board (CAB), and airports.

David Ulane

In Progress 3/1/2018 1/31/2021

Objective 3-3

Evaluate the recently expanded surplus program for awareness, eligibility, and participation. Kaitlyn

Westendorf Complete &

Ongoing 1/1/2018 Ongoing

Objective 3-4

Evaluate the existing AWOS Program for any opportunities or possible deficiencies. Todd Green

Complete & Ongoing

1/1/2018 Ongoing



Goal 3


Goal Champion

Todd Green

Objective 3-1

Evaluate the expansion and enhancement of the existing crack fill program to create a more encompassing pavement maintenance program.

Objective Champion

Kip McClain

What (the task)

Revamp the current Crack Fill Program to give airports better access to crack fill machines along with protecting the State's investment in the program. Also looking at the feasibility to include larger pavement maintenance projects (i.e. fog/slurry seals).


Statewide

Why (the reason)

Pavement maintenance is one the most important maintenance items an airport can perform to ensure that pavements meet their expected life span. The Division currently does not have a policy in place for ownership, use, nor maintenance of the equipment.


1. Determine location, current ownership, and registration status for each crack fill machine bought by the Division.

Lead Kip McClain Start: 2/1/18 Finish: 5/31/18


2. Meet with CDOT Risk to ensure the future crack fill policy will not conflict with CDOT procedures.


Support Kip McClain Progress: ☐25% ☐50% ☐75% ☒100%

3. Perform a use assessment to ensure the current machines are located at the correct locations along with determining areas that are underserved.



4. Develop an all encompassing policy for the crack fill program.



5. If the need exists, purchase additional crack fill machines for areas that are underserved and feasibility of mastic.

Lead Kip McClain Start: 1/1/19 Finish: Ongoing


6. Work with vendors to acquire a state agreement for all crack fill types including mastic and look at the possibility of adding fog/slurry seals.



Other Notes

$50K per new crack fill machine. Areas that appear to be underserved currently are SE Colorado along with the Metro Area. $100,000 budget allocated in FY19, $150K FY20.

Budget

$150,000



Goal 3


Goal Champion

Todd Green

Objective 3-2

Work towards process improvement for the SIB Loan Program (application to closeout) through communication and collaboration with CDOT Division of Accounting and Finance, the Colorado Aeronautical Board (CAB), and airports.

Objective Champion

David Ulane

What (the task)

Evaluate the current SIB Loan process for opportunities for improvement, and implement developed improvements as feasible. Accomplished through the Lt. Governor's Lean Challenge Process.


Within CDOT for the benefit of our airport customers.

Why (the reason)

Ensuring that the process for airports to avail themselves of this important alternative capital improvement funding source is as efficient, straightforward and as customer-focused as possible.


1. Submit SIB loan process improvement as one of CDOT's projects in the Lt. Governor's Lean Talent Challenge.

Lead David Ulane Start: 3/1/18 Finish: 3/31/18

Support Herman Stockinger- OPGR Progress: ☐25% ☐50% ☐75% ☒100%

2. With project team, attend required SOLVE Training Bootcamp process improvement three day course.


Support Gary VanSuch- Process Imp Progress: ☐25% ☐50% ☐75% ☒100%

3. Meet with project team (Aero/DAF/OPGR) to map current SIB process.


Support DAF/OPGR Progress: ☐25% ☐50% ☐75% ☒100%

4. Reconvene project team to review existing process and identify/prioritize potential improvements.


Support DAF/OPGR Progress: ☐25% ☐50% ☐75% ☒100%

5. Implement chosen improvements and communicate changes to all stakeholders

Lead Project Team Start: 10/1/18 Finish: 02/28/20

Support Project Team Progress: ☐25% ☐50% ☐75% ☒100%

6. Review process regularly going forward for potential further improvements.

Lead David Ulane Start: TBD Finish: Ongoing

Support DAF/OPGR/Airports Progress: 25% 50% 75% 100%

Other Notes

Ability to submit apps online in WIMS beta tested in early 2020, implemented in November, 2020. PD Update in progress to reflect new process.

Budget

None



Goal 3


Goal Champion

Todd Green

Objective 3-3

Evaluate the recently expanded surplus program for awareness, eligibility, and participation. Objective Champion

Kaitlyn Westendorf

What (the task)

As the surplus program has expanded beyond equipment at DEN, the Division needs to determine the feasibility of adding additional airports along with determining the best and fairest way to manage those sales while still ensuring quality equipment.


Statewide

Why (the reason)

Expanding the surplus program beyond DEN will continue to help reduce stress on the CIP's for equipment statewide, thus freeing up funding for other capital needs for airports.


1. Reach out to airports statewide to encourage their participation in making equipment available to other airports

Lead Kaitlyn Westendorf Start: 1/1/18 Finish: Complete

Support Shahn Sederberg Progress: ☐25% ☐50% ☐75% ☒100%

2. Upon showing interest in selling, evaluate the quality and remaining useful life of equipment made available

Lead Kaitlyn Westendorf Start: 1/1/18 Finish: Ongoing

Support Todd Green Progress: ☐25% ☐50% ☒75% ☐100%

3. Determine best way to manage the sale, whether it be via phone and/or video to allow for remote airport participation


Support Shahn Sederberg Progress: ☐25% ☒50% ☐75% ☐100%

4. Follow up with sale participants for information on how to improve future sales.


Support Planners Progress: ☐25% ☒50% ☐75% ☐100%

5. Review State funding participation for the equipment available for sale.

Lead Kaitlyn Westendorf Start: 1/1/18 Finish: Complete




Other Notes

Depending on interest from the airports to provide equipment for sale, Division staff may need to request additional funding from the CAB for the program on an annual basis.

Budget

TBD



Goal 3


Goal Champion

Todd Green

Objective 3-4

Evaluate the existing AWOS Program for any opportunities or possible deficiencies. Objective Champion

Todd Green

What (the task)

Evaluate the existing Mountain AWOS Program to see if there are any deficiencies in coverage along with determining what opportunities exist to assist with maintenance of airport owned weather stations.


Statewide

Why (the reason)

The AWOS Program is one of the Division's greatest initiatives to increase safety for the flying public. Ensuring that all major air routes have accurate weather available helps to further this initiative.


1. Develop an asset management program to help the Division track the operation and use for each AWOS site.



2. Continue to work with CPA to see if there are any major routes without coverage from an AWOS.



3. Survey airports to see the feasibility of an AWOS maintenance program to offset their maintenance costs.



4. Evaluate the current maintenance agreement with OIT to see if there are better options for continued maintenance

Lead Todd Green Start: 7/1/18 Finish: Ongoing

Support Kip McClain Progress: ☐25% ☐50% ☐75% ☒100%

5. Monitor the ongoing lack of access to adequately priced Vaisala parts.


Support NASAO Progress: ☒25% ☐50% ☐75% ☐100%

6. Determine the feasibility of developing a State Price Agreement for AWOS maintenance and NADIN access.



Other Notes

The CAB approved $250K in funding for FY19 on January 22, 2018. This amount is to fund the current program without any changes. An additional $250K for FY20 was approved by the CAB on 1/28/19 to fund AWOS Maintenance for Airport Owned Units.

Budget

$250K





Goal 4

Develop and implement a public relations and advocacy program by the end of fiscal year 2020 to inform and educate political leaders, airport and aviation stakeholders, and the general public about matters pertinent to the national and Colorado air and space system.


David Ulane

Objective 4-1

Develop and implement an outreach strategy to promote the Division’s existing programs and initiatives and solicit ideas for future programs and initiatives.

David Ulane

Further Discussion

TBD

Objective 4-2

Consider the development and implementation of a standing CAB/Division Advisory Committee. David

Ulane Further

Discussion TBD

Objective 4-3

Leverage the CAB to monitor the political climate and actively participate in the development of legislative positions that will support the fulfillment of the Division’s mission and vision statements.

David Ulane

Complete & Ongoing

6/1/2018 Ongoing

Objective 4-4

Develop and implement an integrated and coordinated Division social media presence [see Objective 2-4]. Shahn

Sederberg Complete &

Ongoing 7/1/2018 12/31/2018

Objective 4-5

Develop and implement an annual statewide awards program to formally recognize the contributions of key airports, individuals, and programs that contribute to the fulfillment of the Division’s mission and vision.

Tonya Hill Complete &

Ongoing 12/1/2018 6/7/2019

Objective 4-6

Develop and implement a campaign to assist state aviation groups that sponsor programs to develop the next generation of air and space professionals and enthusiasts.

David Ulane

Postponed TBD

Objective 4-7

Develop a pilot passport program to encourage pilots to visit Colorado airports. Kip McClain In Progress 04/01/19 6/30/2021



Goal 4 Develop and implement a public relations and advocacy program by the end of fiscal year 2021 to inform and educate political leaders, airport and aviation stakeholders, and the general public about matters pertinent to the national and Colorado air and space system.

Goal Champion

David Ulane Objective 4-1 Develop and implement an outreach strategy to promote the Division’s existing programs and initiatives

and solicit ideas for future programs and initiatives. Objective Champion

Shahn Sederberg

What (the task)




Why (the reason)



1. Click or tap here to enter text. Lead Click or tap here to enter text. Start: Click Here Finish:










6. Click or tap here to enter text.

Lead Click or tap here to enter text. Start: Click Here Finish: Click Here


Other Notes Deferred pending further discussion. It has become apparent that there is great familiarity with our programs, and avenues for stakeholders to suggest new programs.

Budget





Goal Champion

David Ulane Objective 4-2 Consider the development and implementation of a standing CAB/Division Advisory Committee. Objective Champion

David Ulane

What (the task)




Why (the reason)















Other Notes Deferred pending further discussion. Not much interested in doing this given the current excellent efficacy of the CAB.

Budget





Goal Champion

David Ulane Objective 4-3 Leverage the CAB to monitor the political climate and actively participate in the development of legislative

positions that will support the fulfillment of the Division’s mission and vision statements. Objective Champion

David Ulane

What (the task)

This specific objective will focus on the CAB's engagement on the ongoing commercial pilot shortage, and how it might leverage its voice to address this issue and its impact on airports and communities statewide.


Statewide- commercial service airports

Why (the reason)

Commercial service airports are key economic engines. With the exception of DEN, our commercial service airports are small and likely impacted by the current shortage.


1. Monitor the current national state of the pilot shortage and its impact on industry

Lead David Ulane Start: 6/1/18 Finish: Ongoing

Support Jeff Forrest Progress: ☐25% ☐50% ☐75% ☒100%

2. Develop a brief survey tool to query our commercial service airports about the impact of the pilot shortage on their airport/community



3. Disseminate survey, follow up with non-respondents and summarize results


Support Kaitlyn Westendorf Progress: ☐25% ☐50% ☐75% ☒100%

4. Present results of survey to CAB at 2018 CAB/staff workshop to discuss next steps



5. Develop 2019 (and ongoing) Legislative Resolution for CAB consideration/adoption at the 1/28/19 CAB meeting, including pilot shortage


Support Click or tap here to enter text. Progress: ☐25% ☐50% ☐75% ☒100%

TBD Lead Click or tap here to enter text. Start: Click Here Finish: Click Here


Other Notes This is but one example of CAB engagement on legislative/policy items. More are likely to arise during the 2019 legislative resolution discussion.

Budget N/A




Goal Champion

Shahn Sederberg Objective 2-4 Develop and implement an integrated and coordinated Division social media presence [see Objective 2-4]. Objective Champion

Shahn Sederberg

What (the task)

Develop and implement an integrated and coordinated social media presence for the Division of Aeronautics.


Statewide, National and Global Reach, from within the offices of the Division of Aeronautics.

Why (the reason)

To ensure that the Division's message is distributed to the widest audience range as possible, further perpetuating the values encompassed in the Division's overall mission and vision.


1. Develop a presence that falls in line with CDOT's prescribed social media policy.



2. Partnering with other aviation organizations to on social media platforms to increase reach; i.e. Wings Museum



3. Implement a Twitter Account for the Colorado Division of Aeronautics.



4. Investigate using other social media platforms that would create increased reach for the Division’s messaging.



5. Invest in post-boosting on social media platforms such as Facebook to increase the reach of key messages.



6. Continue to utilize current social media platforms; Facebook, Twitter and YouTube to distribute messaging.



Other Notes This will be an ongoing initiative. Staff will continue to evaluate future additional platforms.

Budget N/A




Goal Champion

David Ulane Objective 4-5 Develop and implement an annual statewide awards program to formally recognize the contributions of

key airports, individuals, and programs that contribute to the fulfillment of the Division’s mission and vision. Objective Champion

Tonya Hill

What (the task)

Statewide awards program recognizing "Rising Stars" and mentors at airport locations


Statewide

Why (the reason)

To recognize airports, airport personnel and other individuals for their contributions to airport’s, co-workers and airport community


1. Initial meeting held with staff to discuss opportunities/ideas Lead Tonya Hill Start: 12/1/18 Finish: 12/31/18

Support Planning Staff Progress: ☐25% ☐50% ☐75% ☒100%

2. Research other states’ best practices with awards programs Lead Tonya Hill Start: 1/1/19 Finish: 2/28/19

Support Division Intern Progress: ☒25% ☐50% ☐75% ☒100%

3. Develop draft awards program for staff input and consideration

Lead Tonya Hill Start: 3/1/19 Finish: 4/30/19


4. Finalize awards program and present to CAB for consideration/ formal adoption



5. Communicate awards program and application information to stakeholders

Lead Shahn Sederberg Start: 7/1/19 Finish: Ongoing


6. Accept and evaluate applications and present awards Lead Division Staff/CAB Start: 8/1/19 Finish: Ongoing

Support CAB Progress: ☐25% ☐50% ☐75% ☒100%

Other Notes Click or tap here to enter text. Budget Click or tap here to enter text.




Goal Champion

David Ulane Objective 4-6 Develop and implement a campaign to assist state aviation groups that sponsor programs to develop the

next generation of air and space professionals and enthusiasts. Objective Champion

David Ulane

What (the task)

Develop, implement and fund an aviation education/workforce grant program.


Statewide, using Division resources.

Why (the reason)

The Division’s enabling statutes task the Division with promoting aviation education across a variety of stakeholders. Addit ionally, helping develop the next generation of aviation professionals contributes to the sustainability of our industry.


1. Develop and implement an updated aviation education grant program policy for inclusion in the Division’s P&P Manual.


Support Staff Progress: ☐25% ☐50% ☐75% ☒100%

2. Create new position and secure additional Division FTE to administer education grant program and assist with Division outreach.



3. Work with the CAB to program and secure budget approval for the revised aviation education grant program.



4. Solicit, evaluate and present to the CAB recommended aviation grant awards.

Lead David Ulane Start: TBD Finish: Click Here

Support Staff Progress: ☐25% ☐50% ☐75% ☐100%

5. Review awarded grants for compliance, efficacy and results. Adjust criteria, priorities and focus as needed.

Lead Click or tap here to enter text. Start: TBD Finish: Click Here




Other Notes The FY20 CAB approved amount of $250K was rolled over to FY21 due to process timing change. FY21 also included $250k, however all education grant funding was suspended in April 20 due to the financial impacts of COVID. Will revisit when budget permits.

Budget $250k each FY20 and 21, rescinded 4/21.




Goal Champion

David Ulane Objective 4-7 Develop a pilot passport program to encourage pilots to visit Colorado airports. Objective Champion

Kip McClain

What (the task)

Develop and implement a passport program to encourage pilots to visit Colorado airports.


Statewide

Why (the reason)

Encourage pilots to see all of Colorado through the air and spur activity at airports.


1. Research other state programs to learn best practices, and challenges faced by other programs


Support Aero Intern Progress: ☐25% ☐50% ☐75% ☒100%

2. Develop framework of how the program would work in Colorado


Support Aeron Intern Progress: ☐25% ☒50% ☐75% ☐100%

3. Develop implementation plan including best option for rolling program out to the public. Examples include partnering with other aviation groups or developing an app.


Support Aero Intern Progress: ☐25% ☐50% ☐75% ☐100%







Other Notes Finalization will be completed once the Education/Outreach Specialist had been hired. Budget TBD





Goal 5



David Ulane

Objective 5-1

In collaboration with the Colorado Airport Operators Association and other stakeholders, develop and implement a “Colorado Airport Management 101” education program.

David Ulane

Complete & Ongoing

04/17/2019 12/31/2019

Objective 5-2

In collaboration with the Colorado Airport Operators Association and other stakeholders, develop and implement a “Colorado Airport Governance 101” education program.

David Ulane

In Progress 4/17/2019 6/30/2021

Objective 5-3

In collaboration with the Colorado Pilots Association and other stakeholders, expand aviator education programs that address Colorado’s unique flying environment.

Kip McClain In Progress 1/1/2019 6/30/2021

Objective 5-4

Develop and implement an internal Division internship program. Todd Green Complete 5/1/2018 8/13/2018

Objective 5-5

In collaboration with state aviation associations and other stakeholders, host an annual statewide Colorado Aviation Conference.

David Ulane

Further Discussion

TBD



Goal 5


Goal Champion

David Ulane

Objective 5-1

In collaboration with the Colorado Airport Operators Association and other stakeholders, develop and implement a “Colorado Airport Management 101” education program.

Objective Champion

David Ulane/Staff

What (the task)

An in-person, one day training program conducted by a professional educational group, targeted towards public staff responsible for airport management, but who do not have an airport/aviation background.


Statewide

Why (the reason)

Approximately 25 of Colorado's 74 public use airports are management by non-aviation staff, who may not be familiar with the unique challenges posed by airports. This program would provide these staff a base level of information to ensure safe, efficient airports.


1. Budget funding for FY20 for educational programs, including this.

Lead CAB Start: 1/28/19 Finish: 1/28/19


2. Develop high level curriculum/program logistics concepts and delivery methods and present to CAB for concurrence.



3. Refine concepts, explore procurement methods and requirements and contract for program delivery.



4. Finalize procurement documents and curriculum/delivery schedule



5. Schedule first program- set for 1/28/20 following CAOA conference- outreach underway.


Support Todd Green Progress: ☐25% ☐50% ☒75% ☐100%

6. Conduct program, solicit feedback and adjust future programs as needed.


Support Todd Green Progress: ☐25% ☐50% ☐75% ☐100%

Other Notes

Budget will come from $250K of FY20 education program funding as already approved by the CAB.

Budget

23,000



Goal 5


Goal Champion

David Ulane

Objective 5-2

In collaboration with the Colorado Airport Operators Association and other stakeholders, develop and implement a “Colorado Airport Governance 101” education program.

Objective Champion

David Ulane/Staff

What (the task)

An in-person, part day education/training program conducted by a professional educational group targeted at local elected officials whose jurisdictions include or are impacted by public use airports.


Statewide

Why (the reason)

Helping local elected officials better understand the requirements, practices, rules and regulations about airport operations, as well as the value and importance of those airports will help make for better managed facilities, and better-informed local elected officials.


1. Budget funding for FY20 for educational programs, including this.

Lead CAB Start: 1/28/19 Finish: 1/28/19


2. Develop high level curriculum/program logistics concepts and delivery methods and present to CAB for concurrence.



3. Refine concepts, explore procurement methods and requirements and contract for program delivery.



4. Finalize procurement documents and curriculum/delivery schedule in conjunction with Colorado Counties and Colorado Municipal League conferences.


Support AMCG Progress: ☐25% ☐50% ☐75% ☒100%

5. Confirm/schedule first programs in 2020. Lead David Ulane Start: 1/1/20 Finish: TBD

Support AMCG/Staff Progress: ☒25% ☐50% ☐75% ☐100%

6. Conduct program, solicit feedback and adjust future programs as needed.

Lead David Ulane Start: TBD Finish: TBD

Support AMCG/Staff Progress: ☐25% ☐50% ☐75% ☐100%

Other Notes

CCI and CML annual conferences each summer present the most effective and efficient opportunity to conduct this program. Working with both to see about scheduling.

Budget

$23,000



Goal 5


Goal Champion

David Ulane

Objective 5-3

In collaboration with the Colorado Pilots Association and other stakeholders, expand aviator education programs that address Colorado’s unique flying environment.

Objective Champion

Kip McClain

What (the task)

The Division, in cooperation with the Colorado Pilots Association (CPA) wants to develop Foreflight Content Pack to be used as a comprehensive digital “suitcase” of Colorado-specific flying information and available to any pilot at the click of a button.


Product will be located on CPA website and available to all pilots worldwide for upload into their personal flight software.

Why (the reason)

The flying environment in Colorado is demanding. Single click access to map overlays, airport directories, aeronautical charts and information such as mountain flying hazards, AWOS locations and fuel availability will enhance flight safety and aid in mitigating aviation accidents.


1. Develop capability to build Foreflight Content Pack. Lead Kip McClain Start: 12/26/18 Finish: 3/31/19


2. Collaborate with Brian Garrett of CPA to determine roles and nail down desired content.



3. Compile and format content such as airport data, waypoints, map overlays etc.


Support Aero Intern Progress: ☐25% ☐50% ☒75% ☐100%

4. Evaluate Content Pack for useability, adequacy of information and presentation.


Support Division Staff Progress: ☐25% ☒50% ☐75% ☐100%

5. Make required adjustments and present for final evaluation.


Support Division Staff Progress: ☐25% ☐50% ☐75% ☐100%

6. Make publicly available to the public. Lead Kip McClain Start: 6/30/21 Finish: 6/30/21

Support Shahn Sederberg Progress: ☐25% ☐50% ☐75% ☐100%

Other Notes

In discussions with AOPA to partner with them in developing their existing Pilot Passport Program into a Colorado specific iteration. Could be incorporated into the Division website and / or Airport Directory

Budget



Goal 5


Goal Champion

David Ulane

Objective 5-4

Develop and implement an internal Division internship program. Objective Champion

Todd Green

What (the task)

An internship program for the Division itself- an opportunity for both the Division and the aspiring aviation professional


Aeronautics Division Offices

Why (the reason)

To further our educational mission, provide additional educational opportunities to future aviation professionals, and to support our Division's and other aeronautics entities' future workforce needs with educated and experienced professionals.


1. Ensure funding availability for FY2019 Lead David UIane Start: 5/1/18 Finish: 5/1/18


2. Gain knowledge of CDOT's internship programs, limitations, guidelines and protocols


Support CDOT HR Progress: ☐25% ☐50% ☐75% ☒100%

3. Develop comprehensive internship syllabus Lead David Ulane Start: 5/1/18 Finish: 5/31/18

Support Aero Staff Progress: ☐25% ☐50% ☐75% ☒100%

4. Develop internship job posting Lead David Ulane Start: 6/1/18 Finish: 6/10/18


5. Post internship position Lead David Ulane Start: 6/10/18 Finish: 6/14/18


6. Select, hire and onboard new intern Lead Todd Greem Start: 7/5/18 Finish: 8/13/18


Other Notes

This will be an ongoing initiative, with interns replaced as they complete their program. Division intern(s) will be funded from allocated administrative budget

Budget

$24,445



Goal 5 Develop and implement one additional (or enhance at least one existing) educational programeach fiscal year.

Goal Champion

David Ulane

Objective 5-5 In collaboration with state aviation associations and other stakeholders, host an annual statewideColorado Aviation Conference.

Objective Champion

David Ulane

What(the task)

Where(the location)

Why(the reason)



Support Progress: 25% 50% 75% 100%











Other Notes To be carried over for potential consideration in the 2021 Strategic Plan update. Budget



Mission The mission of the CDOT Division of Aeronautics is to support Colorado’s multi-modal transportation system by advancing asafe, efficient, and effective state-wide air and space system through collaboration, investment, and advocacy.

Vision The vision of the CDOT Division of Aeronautics is to be the leading state aviation organization by enhancing the efficiency,economic benefit, and sustainability of Colorado’s air and space system through funding, innovation, education, and pioneeringinitiatives.

Goal 6 Develop and implement a Division staff training andprofessional development program by the end of fiscal year2020.


David Ulane

Objective6-1

Work with an educational partner to provide aviation education orcertification opportunities for staff. David

Ulane Complete &

Ongoing 6/1/2018 Ongoing

Objective6-2

Explore possibilities for using tuition reimbursement to pursue workrelated education opportunities. David

Ulane Complete &

Ongoing 3/1/2019 5/1/2019

Objective6-3

Full staff participation in National Association of State AviationOfficials’ aviation education program(s).

David Ulane

Added to Objective 6-1

Objective6-4

Evaluate the feasibility of a staff flight familiarity program.David Ulane

Complete & Ongoing

3/1/2019 5/1/2019



Goal 6 Develop and implement a Division staff training and professional development program by the end of fiscal year 2021.

Goal Champion

David Ulane Objective 6-1 Work with an educational partner to provide aviation education or certification opportunities for staff. Objective Champion

David Ulane/Todd Green

What (the task)

Explore opportunities to work with educational partners to provide training, education, and/or certifications for staff development.


N/A

Why (the reason)

The Division does not have a formal staff training or professional development program for staff.


1. Evaluate the feasibility of participating in trainings sponsored and developed by the FAA Academy in Oklahoma City (5/19 update- only FAA pers at this time)


Support Kip McClain Progress: ☐25% ☐50% ☒75% ☐100%

2. Full staff participation in the National Association of State Aviation Officials’ (NASAO) virtual educational training program



3. Determine opportunities for the Division’s Business Manager to participate in the annual Government Finance Officers Association conference. (Began attending 5/19)

Lead Bryce Shuck Start: 6/1/18 Finish: Ongoing








Other Notes As of May 2019, FAA OKC training is being limited to FAA employees only- may change in 2020. Staff is participating in the NASAO training.

Budget OOST for GFOA and FAA CAB-Approved



Goal 6 Develop and implement a Division staff training and professional development program by the endof fiscal year 2021.

Goal Champion

Click Here

Objective 6-2 Explore possibilities for using tuition reimbursement to pursue work related education opportunities. Objective Champion

Click Here

What(the task)

Work with CDOT’s HR/training team to explore the applicability of CDOT’s Educational and Professional Development Program (PD1262.1) to the Division’s work and staff development.

Where(the location)

Aeronautics/CDOT HQ

Why(the reason)

Leveraging available CDOT education and training/reimbursement programs helps develop staff into more skillful and knowledgeableemployees, and helps them develop personally for future employment/promotional/growth opportunities.


1. Evaluation will begin following the current ongoing update ofPD 1262.1- Educational and Professional Development

Lead CDOT OPGR/HR Divisions Start: 8/2/18 Finish: 10/25/18


2. Host CDOT’s training/education group at the Division toreview eligibility and reimbursement process under PD1262.1 with Division staff.



3. Individual staff will ascertain which, if any, educationalprograms they would like to pursue. This is an individualprogram and participation is solely the employee’s choice.


Support Participating Staff Progress: ☐25% ☐50% ☐75% ☒100%







Other Notes This objective will be rolled into objective 6-4 going forward as they are closely related. BudgetProgram costs are borne by CDOT HR




Goal Champion

Todd Green

Objective 6-3 Full staff participation in the National Association of State Aviation Officials’ aviation education program(s). Objective Champion

Todd Green

What(the task)

This objective will be incorporated into Objective 6-1.

Where(the location)


Why(the reason)















Other Notes Click or tap here to enter text. BudgetClick or tap here to enter text.




Goal Champion

David Ulane

Objective 6-4 Evaluate the feasibility of a staff flight familiarity program. Objective Champion

David Ulane

What(the task)

Work with CDOT’s HR/training team to explore the eligibility of staff flight familiarity/proficiency costs under CDOT’s education/tuition reimbursement program

Where(the location)

Aeronautics/CDOT HQ

Why(the reason)

Staff familiarity with the challenges and perspective of aviation operations from a pilot’s viewpoint will provide for better understanding of how the airport environment affects and impacts flight operations.


1. Evaluation will begin following the current ongoing update ofPD 1262.1- Educational and Professional Development

Lead CDOT OPGR/HR Divisions Start: 8/1/2018 Finish: 10/25/18


2. Make initial inquiry with CDOT’s training/education groupwith the HR Division to ascertain potential eligibility. (CDOTHR determined this is eligible under the current PD)



3. Host CDOT’s training/education group at the Division toreview eligibility and reimbursement process with Divisionstaff.



4. Begin submitting eligible flight training/proficiency costs forreimbursement by CDOT under PD1262.1


Support Participating Staff Progress: ☐25% ☐50% ☐75% ☒100%





Other Notes CDOT HR has determined that pilot certificate ground school costs, flight training costsand ongoing flight proficiency to maintain a pilot certificate is related to our work andeligible for reimbursement in accordance with PD 1262.1.

BudgetProgram costs are borne by CDOT HR



5126 Front Range Parkway, Watkins, CO 80137 P 303.512.5250 www.colorado-aeronautics.org

Action Item Summary - Colorado Aeronautical Board

MEETING DATE:

AGENDA ITEM:

FROM:

RECOMMENDATION:

August 25, 2021

9 – Division Programs & Procedures Manual Update

Scott Storie

Motion to approve the updated Programs & Procedures Manual version 2021-A

Action Item Summary:

The draft P & P Manual version 2021-A includes updates and revisions to reflect current policies and new programs.

Background:

This year no material changes or updates have been made, just routine updates to links and references.

The updated draft P & P Manual version 2021-A can be viewed here

The current P & P Manual version 2020-A approved August 2020 can be viewed here

Link to Strategic Plan and/or State Aviation System Plan: N/A

Financial Impact: N/A

Staff Recommendation:

Staff recommends approval of the updated manual and a Motion to approve the Programs & Procedures Manual version 2021-A

Attachments: None



https://drive.google.com/file/d/1ubeStR2xtgeZtCyK7pbAHAgC6G0c9eiq/view?usp=sharing

https://drive.google.com/file/d/1vY37zNJ5vEGrlHIb2YylfO0fAvj3XIXH/view?usp=sharing



MEETING DATE: August 25, 2021

AGENDA ITEM: 10- AWOS Weather Cameras Phase III

FROM: David Ulane

RECOMMENDATION: CAB Approval of $400,000 in FY2022 Funds for AWOS Weather Cameras Phase III


Per staff discussion with the CAB at the August 24, 2021 workshop, staff is seeking CAB approval of $400,000 of FY2022 grant funds to implement Phase III of our AWOS weather camera program with the Federal Aviation Administration. Phase III would be for additional camera installations at 20 airports.

Background:

Last month, the FAA deployed Phase II of our aviation weather camera program, adding camera systems on ten airports as a follow-on to Phase I, which installed cameras on our Division’s thirteen mountain Automated Weather Observing System (AWOS) stations. As the first state outside of Alaska to have weather cameras in the FAA system, the response and feedback to this pioneering aviation safety initiative continues to be incredible. Since 2019, many other state agencies have taken note of our success, and the FAA’s small Alaska Weather Camera team is receiving multiple inquiries from other states about weather camera implementation. Since Phase I here, the FAA’s Alaska Weather Camera team has installed systems in Hawaii and Montana.

Given our existing strong and “first-in” relationship with the FAA’s weather camera team, we have a unique opportunity to continue to further expand this program next year to additional airports. FAA is eager to partner again with us and is supportive of our concept to install cameras on up to 20 additional airports next year, again under a reimbursable agreement with FAA. Selected airports would be identified through a collaborative discussion with experienced Colorado pilots, Division staff and the CAB.




To that end, and to avoid delays associated with other state agency interest in this program, staff is requesting CAB approval of $400,000 for this effort. As with last year, the expectation is that we would work with FAA to develop the scope of work and negotiate/execute a reimbursable agreement between now and the end of the year, with installations to take place next spring/summer. Completion of phase III would result in a total of 43 aviation weather camera sites in Colorado- 13 on our mountain AWOS units and 30 at public use airports broadly located across the state.

Link to Strategic Plan and/or State Aviation System Plan:

Implementation of additional AWOS weather cameras to our state system has direct applicability to our 2018 Strategic Plan, specifically objective 3-4, which challenges us to “evaluate the existing AWOS program for any opportunities or possible deficiencies”. Weather cameras also have direct applicability to the Safety and Efficiency goal of our 2020 Aviation System Plan.

Financial Impact:

$400,000 to the FY22 budget


Division staff recommends CAB approval of $400,000 in FY22 Division funding to fund Phase III of our Aviation Weather Camera Program, for installation in 2022 of weather camera systems at 20 airports.

Attachments:

None





MEETING DATE: August 25, 2021

AGENDA ITEM: 11- Reprogrammed Alternatively Powered Aircraft InfrastructureStudy

FROM: David Ulane, Director

RECOMMENDATION: CAB Approval of $200,000 in FY22 Funds for a Reprogrammed Alternatively Powered Aircraft Infrastructure Study


Per staff discussion with the CAB at the August 24, 2021 workshop, staff is seeking CAB approval of $200,000 of FY22 funds to re-program/refocus the Airport Electric Aircraft Infrastructure study that was shelved last April due to COVID-induced revenue reductions.

Background:

In December 2019, the CAB endorsed the concept of a Division-funded study to evaluate potential Colorado airport infrastructure needs related to the development and adoption of an evolving generation of electric aircraft. In January 2020, the CAB formally approved $200,000 in funding for the study in FY21, but with the impacts of COVID-19 on the Division’s revenue becoming clear in April 2020, the Division shelved the study, which was intended to develop:

• An overview of the current state of the small electric aircraft industry (aircraft/pilotcertification timelines, demand, sales/options by current manufacturers, etc.)

• An analysis of the types of charging infrastructure and capacity that will be required bythe smaller GA aircraft most likely to be certified in the next five years

• For four selected GA-training intensive airports on the front range (APA, BJC, FNL, COS),an inventory of the airport’s current overall electrical service, and an analysis ofwhether that service is capable of supporting varying levels of electric aircraft activity,specifically at the operational tempo expected in flight school/training operations




• A general estimate of the cost, if any, of upgrading airport electrical service toaccommodate forecast electric aircraft use demand, by airport,

• An evaluation of the mechanisms by which those upgrade costs, if any, could be funded

• An analysis of potential funding mechanisms that could be implemented by airports,fixed base operators and aircraft operators to fund the capital and life cycle costs ofelectric aircraft charging infrastructure

Over the past year, however, significant progress in this arena has been made by others, including the National Renewable Energy Laboratory (NREL), which is soon to publish a broad study on airport electrification, NASA’s Aeronautics Mission Research Directorate (ARMD) , which partnered with the Georgia Institute of Technology on a just-released model regional air mobility analysis on the east coast, and the Airport Cooperative Research Program (ACRP), which later this year, will release report A03-51- “Electric Aircraft on the Horizon”. All of this new and exciting progress on electric aircraft, as well as hybrid/hydrogen/fuel cell aircraft is incredible. Fortuitously, our shelving of our study last year will allow us to capitalize on the great strides made by these other agencies. Going forward, these efforts can help inform an even better analysis of how Colorado might lead the way in this arena, preparing our airports for a future of broader, cleaner and more sustainable aviation mobility. Both NASA and NREL have indicated interest in collaborating with us on potential opportunities here in Colorado.

Additionally, since last year, there have been a number of developments and progress made in the electric aircraft industry, not just with small general aviation training aircraft, but with larger aircraft with up to 19 seats. Using existing general aviation airport infrastructure, this evolving concept of Regional Air Mobility as described by NASA, may provide opportunities to expand transportation system access to communities that cannot economically support traditional air carrier operations. NASA’s ARMD, in particular, is currently looking to kick off a study soon that would align closely with what we would propose here, noting in their draft scope:

Commercial regional air travel accounts for a small portion of the overall air traffic in the United States today due to the confluence of low demand and high relative cost per passenger mile. The low profitability of regional aircraft operation has led major air carriers to abandon many regional routes altogether, concentrating most operations at a few dozen of the nation’s more than 5,000 public-use airports. Several of the regional routes that remain are subsidized by the Essential Air Service program to maintain some level of commercial service to areas that would otherwise be cut out of the scheduled air transportation market.

NASA’s Aeronautics Research Mission Directorate (ARMD) Intercenter Systems Analysis Team (ISAT) is investigating how advances in electrified aircraft propulsion, autonomy, and new air carrier operating models will impact regional air travel as



https://www.nrel.gov/workingwithus/partners/partnership-airports-seaports.html

https://www.dropbox.com/s/b97pysp1tjv66cg/AIAA_Aviation_2021___Operation_Optimization_for_Electrified_Regional_Air_Mobility_1_21%20copy.pdf?dl=0

https://www.dropbox.com/s/b97pysp1tjv66cg/AIAA_Aviation_2021___Operation_Optimization_for_Electrified_Regional_Air_Mobility_1_21%20copy.pdf?dl=0

https://apps.trb.org/cmsfeed/TRBNetProjectDisplay.asp?ProjectID=4625

https://www.dropbox.com/s/j8ex5f5zxymd3d9/NASA%20RAM%20Study%204-2021.pdf?dl=0


part of the “What’s Next in Regional Mobility” study. These advanced technologies can help reduce the total operating costs of regional aircraft in such a way that may stimulate significant demand at the nation’s many underutilized regional airports. ISAT recognizes that addition of electrically-powered aircraft in remote airports could pose an energy distribution challenge for these communities – or perhaps an opportunity.

Most regional airports represent hundreds of acres of sparsely occupied, relatively flat, municipally owned land that is not otherwise suitable for dense development. This makes it ideally suited for renewable energy generation, in particular (though not limited to) solar energy harvesting. As of late 2020, 146 airports across the country had some sort of renewable energy project in work, the majority of which were solar farms. These projects range from powering local aircraft operations to being interconnected into the community power grid. Expanded airport renewable projects could be used to power electric regional aircraft- bringing another customer and local consumer of airport-harvested renewable energy that could greatly impact the economic and use assumptions used when planning such projects. Airports could become renewable energy hubs within many different communities – all while bringing enhanced access to regional travel for what may otherwise be underserved routes.

ISAT is currently executing a study to estimate customer demand shifts and number of aircraft needed to serve the U.S. mid-Atlantic states with fully electric and hybrid-electric regional aircraft. With this information, ISAT has a need to understand how the addition of these advanced aircraft, each of which may need hundreds of kilowatts or more of energy, will impact the local electric grid under a variety of different scenarios. These scenarios range from evaluation of the response of the current grid, to future options with extensive airport-generated renewable energy, under nominal and off-nominal conditions.

To that, and with this new information and interest by others in collaboration, we would like to reprogram this study with $200,000 of funding in FY22, with the following refined general scope:

• An overview of the current state of the alternatively powered fixed wing aircraftindustry (aircraft/pilot certification timelines, demand, sales/options by currentmanufacturers, etc.)

• An analysis of the types of routes, markets and frequencies potential small air carriersusing these aircraft might fly in Colorado

• Airport infrastructure needs and capacity that will be required by these regionalaircraft, as well as the smaller GA training aircraft most likely to be certified in the nextfive years

• An analysis of potential for on-airport solar/renewable generation to meet these needs




• An evaluation of the mechanisms by which airport infrastructure costs, to support theseaircraft could be funded

• An analysis of potential funding mechanisms that could be implemented by airports,fixed base operators, aircraft operators and our Division to fund the capital and lifecycle costs of electric aircraft charging infrastructure

• Opportunities to incentivize and encourage development of the infrastructure necessaryto support these aircraft, including the availability, use and in-state production ofSustainable Aviation Fuel (SAF).

Link to Strategic Plan and/or State Aviation System Plan:

Execution of this study specifically addresses goal 1-1 of the Division’s new 2021 Strategic Plan to be considered by the CAB at this meeting, which challenges us to “complete an analysis of emerging alternatively powered aircraft technology, including anticipated airport infrastructure requirements; potential policy, statutory, and revenue stream changes that may be required; and an analysis of potential intrastate markets.” This initiative also assists with achieving goal 1-2, which guides us to “work with CDOT’s Division of Transportation Development, theColorado Energy office, and other agencies to determine if aviation and alternatively poweredaircraft can be a part of the State’s Greenhouse Gas Mitigation program, consistent withfederal pre-emption of aviation.”

Relative to our system plan, this initiative also assists us in achieving all four of the overarching goals in our 2020 State Aviation System Plan:




Financial Impact:

$200,000 to the FY22 budget


Division staff recommends CAB approval of $200,000 in FY22 Division funding for a reprogrammed and refocused alternatively powered airport infrastructure study. If approved, staff will work to explore formal collaborations as noted above and procurement options compliant with state requirements to develop a more detailed and formal scope to be brought back to the CAB for concurrence prior to proceeding.

Attachments:

None



July 31, 2021

From: William E. Payne, P.E. To: Colorado Division of Aeronautics

Section A – Remote Air Traffic Control Contract Progress Report #01

Re: Period: July 1 through July 31, 2021

Remote Tower Implementation

Relocate Mobile Tower 8/2/2021 8/2/2021 Relocation on schedule- Power and comm installedRemote Tower STARS Display 9/25/2021 10/1/2021 Equiptment installation only, FTI March 2022

Remote Tower System System Upgrade - Tech Refresh In-Progress TBD Continuing System Site Adaptation In-Progress Ongoing Minor adaptation changes post Alt. Phase 1 testingRemote Tower Testing

Alternative Phase 1 - Passive TestingPhase 1 in-person testing 8/17/2021 9/16/2021 Dependent on FAA SME ability to travel

Safety Risk Manage Panel TBD TBD FAA Forecast Schedule 1 week duration Safety Risk Management Document Signed TBD TBD FAA Forecast Schedule 6- 12 months

Phase 2 - Active Testing TBD TBD Subject to FAA Phase 1 SRMD SignaturesSafety Risk Manage Panel TBD TBD

Safety Risk Management Document Signed TBD TBDPhase 3 - Validation & Verification TBD TBD Subject to FAA Phase 2 SRMD Signatures

Safety Risk Manage Panel TBD TBDSafety Risk Management Document Signed TBD TBD

Operational Viability Decision (OVD) TBD TBDPhase 4 - Post OVD Validation &Verification TBD TBD Subject to FAA Phase 3 SRMD Signatures

Safety Risk Manage Panel TBD TBDSafety Risk Management Document Signed TBD TBD

Certification/Commissioning TBD TBD

Colorado Remote Tower ProjectActivity Status

Note: All dates reflect latest FAA proposed schedule and are subject to change based on FAA SME's ability to travel to FNL

RemarksStatus/Start

Date (Projected)

ActivityFinish Date (Projected)



Remote Tower Project Narrative: NextGen and the Headquarters’ subject matter experts (SME) from various lines of business (AJT, AJV and AJI) have committed to support Phase 1 in-person operational testing of the remote tower system. Phase 1 testing will be accomplished in two two-week sessions with a one-week hiatus in between. Session 1 is slated to begin on August 17, 2021 and conclude on August 22, 2021. Session 2 will begin on September 8, 2021, and end on September 16th. After both sessions of the Phase 1 testing NextGen will prepare the test report that will be used by the Safety Risk Management (SRMP) and generate the Safety Risk Management Document (SRMD) allowing the project to proceed to Phase 2 active testing during which the remote tower will provide air traffic control services while the mobile Airport Traffic Control Tower (ATCT) will act as the safety mitigator. It is anticipated that Phase 2 testing will begin in the spring of 2022. We are attempting to shorten the time between the end of Phase 1 and the start of Phase 2. from the forecast six months. During the first week of the Phase 1 Session 1 testing FAA’s Directors of NextGen and Air Traffic as well as the National Air Traffic Controllers Association (NATCA) Director of Safety and Technology will attend various test sessions to evaluate the system. This will be the first visit to the site by the Director of Air Traffic and the NATCA Director of Safey and Technology, so we are hoping to present the system in the best light. With the Biden administration reinstatement of mask mandates, even for people who are vaccinated, there is the possibility that some headquarters SME might not want to travel as Larimer County is designated as an orange risk level. While there has been no indication that this could happen, it still remains a possibility which could further delay Phase 1 testing. Stay tuned. We have 3 new air traffic controllers bringing the complement to five with a sixth slated to start in mid-September. This provides sufficient staffing to support Phase 1 testing. One of the new controllers is on temporary duty (TDY) only to support Phase 1 testing. We are encouraging Searidge to be on site the week before testing to optimize the system and correct some issues that have crept into the system over the shutdown period. Perhaps most important is for Searidge to be at the facility to allow enough time to train the new controllers on the system as they will rotate through the remote tower during Phase 1. Before Phase 1 testing the mobile ATCT will be relocated on August 2nd. A SRMP was convened on July 15th and 16th to evaluate moving the mobile ATCT. There were no hazards identified allowing the relocation to proceed although the SRMD will not be completed prior to the move. The mobile ATCT will be shut down at 1800 on Monday, August 2nd and moved to the new site at which time power and communications will be reestablished. FAA Technical Operations technicians will also reestablish communication for FAA equipment in the mobile ATCT, namely the Flight Data Input/Output (FDIO) and AWOS. After power and communications are complete at the new location all systems will be tested in advance of reopening the mobile ATCT at 0600 Tuesday August 3rd. On Wednesday, July 21st I participated in the Technical Interchange Meeting (TIM) with FAA TechOps and all the remote tower vendors to discuss the proposed remote tower system Requirements Document, Advisory Circular (AC), and Operational Visual Requirements (OVR). I will be providing comments on those documents to be included in the final versions. The most



significant revelation coming out of the TIM was that TechOps is anticipating 24 to 36 months will be required to achieve system Type Certification. Subsequent to that meeting, I met separately with the Manager of the Advanced System Design Team and the Technical Lead of the Advanced System Design Team to get some clarification as to how we might accelerate the process without sacrificing safety. There were several options discussed, the most important of which is that the individual vendor must submit the necessary documentation in the required format. The responsibility to provide the necessary documentation falls squarely on Searidge as the vendor. Proposed Remote Tower Testing Phases:

August 17, 2021 TBD TBD TBD

Projected Start Date

*Dependent on local resources’ ability to travel to FNL

Schedule Note: This status is based on the latest proposed schedule and is dependent upon availability of FAA resources to staff the remote tower and support the Phase 1 SRMP.

Note: The FAA has replaced the term Initial Operating Capability (IOC) with Operational

Viability Decision (OVD). This may change again as the terminology of remote tower certification is in flux.

Phase 1 In-person

testing (Passive)

Phase 2 Operational

Testing (Active)

Phase 3 Validation & Verification

(V&V)

Phase 4 Certification

Operational Viability Decision

(OVD)



REMOTE TOWER PROJECT PROGRAM MANAGEMENT

Program Description/Background

The Program Manager for this project, William E. Payne, will serve as a technical subject matter expert to represent the Division’s investment and interest in the Remote Tower and facilitate the project’s forward progress to FAA certification and deployment. The Program Manager will participate in and assist with the development of all evaluation, testing, and certification activities, as well as attend all project meetings, and will serve as the technical representative for the Division of Aeronautics during all phases of the project as enumerated below.

Tasks:

1. Provide Technical Representation and Oversight of the Project

Effort this Period: Attend weekly and bi-weekly program meeting, attend the TIM and participate on the SRMP for the mobile ATCT relocation as a subject matter expert

2. Participate in Development of the FAA’s Operational Safety Assessment (OSA) Basis for Evaluation of Non-Federal Remote Tower Equipment

Effort this Period: The OSA is still in draft form and is continuing to be developed as both remote tower project proceed toward an Operational Validation Decision (OVD) and System Type Certification.

3. Participate in Development of the Operational Visual Requirements (OVR)

Effort this Period: As with OSA, the OVR is still in draft form and is continuing to be developed as both remote tower project proceed toward an Operational Validation Decision (OVD).

4. Participate in Development of the Requirements/Specifications for Non-Federal Tower Equipment

Effort this Period: Participated in the FAA TechOps TIM to review and comment on the Remote Tower Requirements Document.

5. Assist with Development of System Configuration

Effort this Period: The system configuration will be locked down in its current state prior to Phase 1 testing.

6. Modify System Configuration Based on Testing Phase Comments

Effort this Period: Modifications to the runway end camera presets are necessary before Phase 1 and should be completed by Searidge the week of August 9, 2021.



7. Run Periodic Tests of the Remote Air Traffic Control Tower System During Periods of Evaluation/Testing Inactivity

Effort this Period: The system has been exercised and tested periodically during the shutdown; any deficiencies noted were reported to the FAA and the vendor.

8. Attend System FAA Technical Interchange Meetings (TIM)

Effort this Period: Provided SME representation in the recent FAA TechOps TIM and the SRMP to relocate the mobile ATCT.

9. Participate in FAA Configuration Review Board (CRB) Activities

Effort this Period: The NextGen has yet to establish the CRB. This effort may be rolled into development of the Remote Tower AC.

10. Evaluate an Air Situation Display in Preparation for Testing Against Standard Terminal Automation Replacement System Radar Equipment (STARS)

Effort this Period: There has been no activity on this task this period. Evaluation of the Air Situation Display based on data from the FAA’s System Wide Information Management system will be evaluated when the STARS is installed in the remote tower facility. The STARS equipment is scheduled to be installed in late September 2021; however, it will not become operational until communications from Denver Tracon is established by the Federal Telecommunications Infrastructure (FTI) group in March or April 2022.

11. Collaborate with FAA on Alternate Phase 1 Virtual/Remote Testing

Effort this Period: Alternate Phase 1 virtual/remote testing of the remote tower system has been completed and the project is moving into Phase 1 in-person testing beginning on August 17, 2021.

12. Work with FAA to develop and Implement Phase 1 Passive Remote Tower Testing

Effort this Period: The Phase 1 Passive Remote Tower testing protocols have been completed and Phase 1 testing will begin on August 17, 2021.

13. Work with FAA to Develop and Implement Phase 2 Active Remote Tower Testing

Effort this Period: There has been no activity on this task this period. Phase 2 Active Remote Tower Testing will begin after the conclusion of Phase 1 Passive Remote Tower testing and the SRMD has been signed.

14. Work with FAA and FNL on Phase 3 Industry-Led Initial Operational Capability (IOC)

Effort this Period: This task has been renamed Validation & Verification (V&V). There has been no activity on this task this period. Phase 3 Active Remote Tower



Testing will begin after Phase 2 Active Remote Tower testing is complete and the SRMD has been signed.

15. Work with FAA on Phase 4 Remote Tower System Certification and Commissioning

Effort this Period: There has been no activity on this task this period. Phase 4 System Type Certification and Commissioning will begin after the conclusion of Phase 3 V&V and the SRMD has been signed.

16. Participate in Development of the FAA’s Advisory Circular (AC) for Remote Tower Systems for Non-Federal Applications

Effort this Period: Participated in the FAA TechOps TIM to review and comment on the Remote Tower Advisory Circular on July 20, 2021.

17. Provision of Regular Written Reports, Presentations and Updates on the Project’s Progress to Internal and External Stakeholders

Effort this Period: Preparation of this monthly’s Program status report

18. Travel as Needed (In-State and Out of State) for Meetings with FAA, Airport and Division Personnel

Effort this Period: Two trips to the Northern Colorado Regional Airport to evaluate the remote tower system and meet with the airport, FAA and the contractor installing the power and communications for the new mobile ATCT location.

DEVELOPMENT OF POTENTIAL ENHANCED SITUATIONAL AWARENESS TOOLS FOR NON-TOWERED AIRPORTS Tasks:

1. Explore the Potential Development of a System Consisting of Existing and New Surveillance Sources that can be Deployed, Owned and Operated by Non-Towered Airports to Provide Airport Staff with Improved Visibility into the Local Airspace and on the Airport Surface, with the Ultimate Goal of Improving Aviation Safety and System Efficiency.

Effort this Period: No activity this period.

2. Prepare System Requirements to be Used by Airports and/or the Division when Seeking Vendor Proposals to Implement a Situational Awareness System.

Effort this Period: No activity this period.



Glossary of Project Technical Acronyms

ADS-B Automatic Dependent Surveillance – Broadcast AGL Above Ground Level ARTCC Air Route Traffic Control Center ASDE-X Airport Surface Detection Equipment – Model X ASOS Automatic Surface Observation System ASR-9 Airport Surveillance Radar – Model 9 AWOS Automatic Weather Observation System ATC Air Traffic Control ATIS Automatic Terminal Information System AJT Air Traffic Services AJI Safety Technical Training Services AJV Mission Support Polices and Procedures CTAF Common Traffic Advisory Frequency ERAM En Route Automation Modernization FAA Federal Aviation Administration FAT Factory Acceptance Test (alternately - First Article Test) FDIO Flight Data Input/Output FTI Federal Communications Infrastructure (Harris Corp.) GA General Aviation HITL Human In the Loop HMI Human Machine Interface ILS Instrument Landing System IOC Initial Operating Capability IMC Instrument Meteorological Condition LOA Letter of Agreement MLAT Multilateration MSL Mean Sea Level (above) NAS National Air Space NATCA National Air Traffic Controllers Association NESG NAS Enterprise Security Gateway NextGen Next Generation Air Transportation System NORDO No Radio OTW Out of the Window RSA Runway Safety Area SAT Site Acceptance Test SMR Surface Movement Radar SMS Safety Management System SRA Safety Risk Assessment SRMD Safety Risk Management Document SRMDM Safety Risk Management Document Memorandum SRMP Safety Risk Management Panel SHA System Hazard Analysis SSHA Sub-System Hazard Analysis STARS Standard Terminal Automation Replacement System SWIM System Wide Information Management TAMR Terminal Automation Modernization and Replacement TRACON Terminal Radar Control Facility UHF Ultra High Frequency VFR Visual Flight Rules VHF Very High Frequency VMC Visual Meteorological Condition



ATTACHMENTS

1. FNL “Draft Graphic Remote Tower Timeline” as of July 31, 2021.



2021

Relocate Mobile ATCT

8/2/21

Phase 1 SRMP

9/20/21

2023

Phase 2 Active Testing

TBDPhase 1 Testing

(Passive)

Phase 2 Testing (Active)

Phase 2 SRMP

Phase 2 SRMP TBD

Phase 1 SRMP

Phase 3 Validation & Verification

TBD

Colorado Remote Tower Timeline(Draft)

Phase 4 Certification

TBD

Operational Viability Decision

(CVD)

Abbreviation KeySRMP - Safety Risk Management PanelSRMD – Safety Risk Management DocumentOps – OperationsTBD – To Be DeterminedOVD – Operational Viability DecisionV&V – Validation & Verification

Complete

Upcoming activity

Critical Path Item

Phase 3 SRMP

180° Camera Array

180° Camera Array

360° Camera Array

2022

Phase 1 Passive Testing

8/17/21



AGENDA - codot.gov

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