Consolidated List of Best Practices/Lessons Learned

A consolidated list of all the best practices/lessons learned (BP/LL) identified as part of ACRP Project 08-03 related to construction safety and phasing plans (CSPPs) is provided below. Specific lists of the BP/LL applicable to each phase of the CSPP process can be accessed by clicking on the CSPP Process drop-down tab at the top of the page and clicking on the specific phase.

A short video is provided below that discusses the BP/LL developed through the research process and how to utilize them.

Airport Construction Requirements Documentation: Airports with regular construction activity should consider creating airfield construction guidelines that provide detailed information regarding specific construction safety and phasing requirements the airport desires to institute for all airfield projects. This may include items such as preferred methods for airfield lighting and signage covering, security requirements, escorting procedures, haul route delineation, barricade requirements, and vehicle marking/lighting. Documents such as these can aid consulting engineers/designers and contractors in understanding the unique requirements of the airport and ensuring that these requirements are addressed in the CSPP and safety plan compliance document (SPCD). This also promotes standardization across all airport projects which can speed up review and approval processes. If developed, it is important that these requirements be kept up-to-date to ensure they remain useful and compliant with appropriate FAA Advisory Circulars. Other related airport documents (e.g., Airport Rules and Regulations) also need to be incorporated, where applicable.

Coordinate with Key Stakeholders Early: Key stakeholders should be identified in preliminary project planning or early in the design process. Once identified, key stakeholders should be consulted with to understand their needs/requirements that should be considered as part of the development of the CSPP. Key stakeholders include but are not limited to airport staff, FAA Office of Airports, local air traffic control tower (ATCT), local FAA Technical Operations (TechOPS), Transportation Security Administration (TSA), tenants, airlines, and airport users. In general, the higher the operational impact of a project, the earlier the coordination process should be initiated. Airports with regular construction activity should consider the development of a standing construction exploratory committee that meets on a regular basis and is composed of a diverse group of stakeholders. These meetings should include a review of planned construction projects and discussions on their potential impacts. Airports should also leverage other stakeholder meetings (e.g., regular tenant meetings) to provide an overview of upcoming projects and discuss their potential impacts.

Establish Standard Construction Notification Process: Airports should establish a consistent process for notifying stakeholders about upcoming construction on the airport. This improves overall awareness of the various projects occurring at the airport and the impact of each project. The initial notification should be made early enough to allow stakeholders time to contact the airport if they have questions/comments regarding the project. The means and methods of a standard notification process may vary widely based on the size of the airport and the airport’s unique mix of stakeholders. For some airports, this may include e-mailing tenants or posting notices regarding the construction project in the fixed base operator (FBO), on access gates, or other commonly used areas. For other airports, this may include standardized construction publications or dedicated websites.

Identify CSPP Impacts on Regulatory Documents and Prescribed Approval Timelines: Early in the development of the CSPP, any modifications that are required to regulatory documents [e.g., Airport Certification Manual (ACM), Airport Security Program (ASP), Airport Emergency Plan (AEP), and Stormwater Pollution Prevention Plan (SWPPP)] should be identified as well as any prescribed review and approval timelines. For example, for an airport regulated by 49 CFR Part 1542, if a project or phase will require a “change of condition” under 49 CFR 1542.105, the proposed amendment must be submitted at least 45 days prior to the change occurring and Transportation Safety Administration (TSA) has 30 days after receiving the proposed amendment to respond.

Collaborate with the FAA Office of Airports to Establish a Plan if Revisions Need to be Made to the CSPP: Paragraph 2.3.4 of FAA AC 150/5370-2G Operational Safety on Airports During Construction states that “All revisions to a previously approved CSPP must be re-submitted to the FAA for review and approval/disapproval action.” As airfield construction projects frequently have tight timelines, the airport and consulting engineer/designer should work collaboratively with the FAA Office of Airports as part of the development of the CSPP to establish a plan for revising the CSPP if the need arises. Any official revisions will need to be coordinated with the FAA.

Establish Letters of Agreement to Promote Standardized Practices and Coordination Procedures: Airports commonly sign Letters of Agreement (LOAs) with their local air traffic control tower (ATCT) facilities related to the designation of movement/non-movement areas, emergency procedures, and other regular activities. If an airport has regular construction activities, the development of an LOA related to construction safety elements should be considered. Establishing an LOA will standardize practices and could reduce review times. LOAs could potentially address processes for handling haul routes that cross active taxiways and processes for shutting down navigational aids (NAVAIDs) during construction. 

Conduct a Safety Risk Assessment or Safety/Hazard Review as Part of CSPP Development: Some projects require a formal Safety Risk Management (SRM) panel under FAA Order 5200.11 FAA Airports Safety Management System. In instances where a formal SRM panel is not required, the airport should determine whether a formal Safety Risk Assessment (SRA) should be completed or whether an informal safety/hazard review meeting should be completed with key stakeholders to identify potential hazards and mitigation strategies. Some airports with a Safety Management System (SMS) program require an SRA to be completed for capital projects even if a formal SRM panel under FAA Order 5200.11 is not required. The need for conducting an SRA or safety/hazard review meeting should be decided as part of the project planning effort. 

Prepare Detailed and Comprehensive Signage and Marking Plans for Each Project Phase: Providing detailed plans showing airfield signs, lights, and markings to be covered, removed, or modified during each phase of the project is critical to minimizing the potential for pilot confusion. Airports and consulting engineers/designers also need to ensure that the plans provide a consistent visual indication to pilots regarding whether an area is closed for construction. Visual cues that provide conflicting information (e.g., a taxiway centerline that leads to a closed area while the lights and signs in the area are covered) can create pilot confusion. Additionally, specifications should be provided for how airfield signage and lights will be covered.

Identify and Plan for Construction Capacity Constraints: For construction projects with tight schedules, a review should be completed to identify potential capacity constraints or bottlenecks in the construction project (e.g., site access points, security screening). Identifying and addressing constraints before the project starts can help ensure that the timelines described in the CSPP are actionable. During the research effort, having a sufficient number of security access points and screening personnel when entering the air operations area was identified as a common capacity constraint. As a result, providing a sufficient number of access points and a sufficient number of security personnel to handle screening duties can be essential to the timely completion of a project. The airport, consulting engineer/designer, and contractor should work collaboratively to identify potential construction capacity constraints.

Develop Detailed Haul Route Plans: In establishing haul routes, focus should be placed on specific details that will impact the proper utilization of the haul routes. Details like signage, marking, foreign object debris (FOD)/dust control, and placement of barricades along the route should all be considered and defined as part of the CSPP to ensure that the haul routes are utilized properly. Any signage used to provide guidance to vehicle operators regarding a haul route should be consistent (e.g., color, placement). Additionally, barricades, construction fences, or other means of delineation (e.g., snow fence, stakes) should be used to visually delineate a haul route, where possible, to eliminate the potential for confusion. In areas where there is a past history of drivers deviating from a designated haul route, the route should be continuously delineated and signage should be added to the area.

Pre-Construction Investigation is Critical: As a general practice, doing as much pre-construction investigation work as possible (e.g., geotechnical, existing utility documentation, site survey) can help prevent project delays due to unforeseen conditions. This can also minimize the number of unforeseen circumstances that could require changes to the CSPP and safety plan compliance document (SPCD) once the project is underway. During the initial planning of a project, items that may need to be investigated should be identified and included as part of the design process, if possible.

Involve Utility Vendors Early: The involvement of utility vendors was identified as a challenge that can sometimes affect the CSPP for a project. Utility vendors (e.g., electricity, water, gas, fiber optics) frequently have requirements (e.g., relocation of utility lines by their staff or a select vendor) that can potentially impact the schedule for a project unless properly coordinated ahead of time. As a result, utility vendors should be involved early in the project planning and design effort to try to minimize CSPP impacts.

Consider the Knowledge and Background of the Pilot Population as Part of CSPP Development and Communication: The knowledge and background of pilots who regularly use the airport should be a consideration as part of CSPP development and outreach. For example, at airports with regular international traffic, pilots who don’t commonly fly in the United States may be accustomed to slightly different construction signage and marking practices. Additionally, if an airport has a high number of student pilots, their knowledge of standard construction signage and marking practices may be limited. The airport and consulting engineer/designer should discuss unique aspects of the airport’s pilot community and integrate the results of that discussion in the development of the CSPP and outreach efforts.

Complete a Schedule Impacts Review: As part of the initial project planning effort or early in the design process, potential external schedule impacts such as FAA work moratoriums, major community events, holidays, VIP visits, and the potential for weather delays should be identified and accounted for in project phasing and scheduling. Community events calendars should be used to identify significant community events that should be accounted for. Historic weather information and long-range forecasts should be utilized to identify potential weather impacts.

Develop Plans for Weather and Low-Visibility Operations: Paragraph 2.17 of FAA AC 150/5370-2G Operational Safety on Airports During Construction states that “the CSPP must detail any special conditions that affect the operation of the airport and will require the activation of any special procedures.” Low visibility operations are included as an example of a “special condition.” As a result, CSPPs should include clear requirements regarding when construction activities should be ceased or when additional safety precautions/procedures must be taken as a result of weather or low visibility. This should include clear lines of responsibility and specific procedures for all responsible parties.

Best Practices for CSPP Phasing Drawings: As part of the research effort, multiple best practices were identified to improve CSPP phasing drawings in order to make them clear and easy to understand. These best practices include:

The implementation of these best practices related to CSPP phasing drawings should improve their clarity.

Best Practices for CSPP Narrative: As part of the research effort, multiple best practices were identified to improve the narrative portion of the CSPP to make it easier to understand. These best practices include:

• Use more graphics and tables to communicate the message as opposed to detailed narrative text,
• Include an executive summary section at the beginning of the CSPP that describes the key drivers behind the development of the CSPP and highlights significant impacts, and 
• Omit any information from the CSPP that is not relevant to construction safety and phasing (e.g., construction/design information).

The implementation of these best practices related to the CSPP narrative should improve its clarity.

Best Practices to Guard Against “Check-the-Box” or “Cookie-Cutter” CSPP Development Mentalities: CSPP authors (typically the airport and/or the consulting engineer/designer) should take steps to prevent the development of a “check-the-box” or “cookie-cutter” approach to creating a CSPP for a project. Best practices that can be used to guard against these mentalities include:

• Consistently focus on whether the CSPP provides a safe plan for completing the project,
• Follow established processes for CSPP development and review,
• Do not “copy” a CSPP for a similar project unless it is properly reviewed and modified based on the project, and
• Utilize the CSPP checklist found in Appendix C of FAA AC 150/5370-2G to ensure that the CSPP meets all applicable requirements.

The institution of these best practices should help focus the development of the CSPP for each project and reduce the likelihood of the development of a “check-the-box” or “cookie-cutter” mentality.

Coordinate CSPPs Between Multiple Projects Taking Place at the Same Time: Many airports have multiple projects underway at the same time. When this occurs, it is critical to coordinate the CSPPs between projects to identify potential conflicts and points of confusion. Different construction entrance points, haul route signage, and other points of coordination should be discussed. This can also help prevent bottlenecks that can impede construction progress. If there are different construction contractors performing different projects, it is also important for the contractors and the safety plan compliance documents (SPCDs) of these projects to be properly coordinated. Coordination meetings involving the affected contractors, consulting engineers/designers, stakeholders, and the airport should be held to identify and resolve potential issues.

Identify Night Work Versus Day Work Early and Plan Appropriately: Nighttime work presents an entirely new set of challenges on an airfield as opposed to day work. Any work done at night should be clearly established as part of the CSPP and additional safety measures put in place (e.g., lighted wands for flaggers, reflective signs for haul routes, proper lighting of the construction area) to ensure safety of the operation. 

Document the CSPP Development and Review Process: Document stakeholder reviews of draft CSPPs through written comments, meeting minutes, sign-off sheets, and other means/methods. Documenting feedback can improve the ability to reference and recall the information during the continued development of the CSPP.

Best Practices for Obtaining Sufficient Stakeholder Engagement During CSPP Reviews: Obtaining a sufficient level of engagement from stakeholders that need to be involved in project planning and CSPP development efforts is critical to creating a CSPP. Sufficient engagement is defined as getting the right staff members from each stakeholder group involved in the CSPP process and ensuring that they are actively engaged in providing the feedback and information necessary for the development, implementation, and management of the CSPP. Some of the best practices identified to ensure sufficient stakeholder engagement in the CSPP process include:

• Taking steps to develop and promote a culture of collaboration both inside and outside of CSPP development efforts;
• Communicating to stakeholders what the project is, why they should be involved early in the CSPP development process, and how it could help them during construction;
• Making stakeholders part of the development of the CSPP and not just informing them of the outcomes;
• Asking stakeholders to designate a specific construction liaison; and
• Identifying when it is best to review the CSPP in a collaborative group setting versus a series of individual meetings (see the Group vs. Individual Meeting Guidance tool in this WebResource).

Implementing these best practices should support improved stakeholder engagement.

Isolate the Construction Area from Areas Available to Aircraft: If feasible, it is best to separate construction operations from aircraft operational areas to minimize the potential for conflict. To do this effectively, low-profile barricades, construction fencing, snow fencing, and other forms of continuous demarcation should be used to define the limits of each area, whenever possible. Continuous demarcation of each area reduces the potential for confusion for both pilots and construction workers.

Collaborative Safety Plan Compliance Document Development Meeting: The results of this research effort have shown that there are different approaches to the development of the safety plan compliance document (SPCD). Some airports require a detailed narrative report similar to the CSPP that describes how the contractor will comply with the CSPP. Others treat the SPCD as the contractor’s certification that they will comply with the CSPP. Additionally, multiple stakeholders interviewed as part of the research effort voiced a need for more detailed guidance regarding expectations related to SPCDs and confusion on what an SPCD should include. Based on interviews with FAA personnel and the guidance provided in FAA AC 150/5370-2G, the SPCD should detail “how the contractor will comply with CSPP.” As a result, as part of pre-construction efforts, the airport, consulting engineer/designer, and contractor should hold a joint meeting to discuss the purpose of the SPCD, review the CSPP, and discuss how the contractor will comply with the CSPP. The discussion contained in this meeting should provide a basis for the contractor to develop the SPCD.

CSPPs Should Follow the FAA Review Checklist: It is a good practice for CSPPs to follow the CSPP review checklist used by the FAA Office of Airports when they conduct their official review of the CSPP. Following the checklist outline makes it easier for the FAA Office of Airports to review the CSPP and it can speed up review times. The CSPP template developed as part of this research project will use the checklist as a framework.

Provide Additional Time for Contractor Mobilization to Support Training and Familiarization: If a contractor is new to an airfield or if a project is complex, additional mobilization time may be included in the project schedule to allow the contractor to be properly trained and to familiarize themselves with the airfield and the CSPP. This is a best practice for the airport and consulting engineer/designer in developing the project schedule.

Standardized Inspection Procedures: Standardized checklists and inspection procedures should be established to ensure proper compliance with the CSPP throughout the construction effort. The procedures should include clear lines of responsibility for who will do the inspections and when various inspections should be conducted. The procedures should also include consideration for “unannounced” inspections and more detailed safety “audits.” Safety audits are in-depth inspections to verify compliance with safety procedures.

Contingency Planning for Critical Construction Components: The airport, consulting engineer/designer, and contractor should work together to identify potential issues before construction begins and develop contingency plans for the potential issues identified. This can minimize the number of changes necessary to the CSPP and safety plan compliance document (SPCD) and reduce schedule impacts. Contingency planning scenarios may include the discovery of an undocumented utility line, the accommodation of special operations (VIP arrivals/departures), handling extended periods of poor weather, significant changes in wind direction, and more. The development of contingency plans should be based on the impacts of the project and the unique attributes of the airport (e.g., airfield configuration, stakeholders).

Establish a Project Safety Officer: Establish a project safety officer who is only responsible for focusing on the safety of the construction operation and compliance with the CSPP. This is especially important for complex projects with a significant number of aircraft operations occurring in the area. The safety officer should have the authority to stop any unsafe operation identified at the construction site. As part of the development of the project, it is important to establish who will be responsible for providing the safety officer. This best practice is more applicable for large complex projects at bigger airports that require integration with ongoing airport operations. The airport and consulting engineer/designer should determine the need for a full-time safety officer as part of the CSPP development process.

Power Vacuum and Sweeper Truck Availability: If any portion of a construction project (e.g., typically a haul route) is going to cross an active portion of the airfield, a power vacuum/sweeper vehicle should be on stand-by anytime construction activities are in progress. This will ensure that any foreign object debris (FOD) from the construction operation can be quickly removed. The power vacuum/sweeper vehicle should be equipped with poly bristles. Metal bristles should not be utilized as they can fall off and create additional FOD. If the construction project is at an airport with a low traffic volume, someone should inspect and sweep the active portion of the airfield anytime a construction vehicle uses the area.

“Dry-Run” Simulations for Very Complex Projects: For some very complex or time-sensitive phases of a project, a “dry-run” simulation of the phase should be conducted prior to the actual work beginning to ensure that everybody knows their roles and responsibilities and any potential issues can be identified ahead of time. This “dry-run” could include a review of staging areas, haul routes, access procedures, construction boundaries, and other items critical to the safety of the project. Dry-runs can also improve familiarity when moving from daytime to nighttime work.

Post-Construction Reviews: After a construction project is completed, a meeting should be held that involves the key project stakeholders to discuss what went well and what did not go well from a construction safety and phasing perspective. These meetings are sometimes called a “hot wash” or “after-action review.” The meeting should also be utilized to identify ways CSPP practices can be improved for future projects. For large complex projects, these meetings may be held at the conclusion of a major phase. This best practice has been integrated into the CSPP process developed as part of this research effort.

Industry Days: A way to gather feedback from the contractor community regarding a project’s constructability is to host an “industry day” where contractors are invited to learn about the project and ask questions prior to starting the bidding process. This can allow the airport and consulting engineer/designer to identify potential constructability concerns. Some contractors who attend these sessions may choose not to provide feedback. The airport and consulting engineer/designer may want to provide an opportunity for contractors to provide feedback privately. 

Complete Full CSPP Review Anytime Phasing is Changed: A full review of the entire contents of a CSPP and safety plan compliance document (SPCD) should be completed by the airport, consulting engineer/designer, contractor, and other key stakeholders anytime a significant change is made to the original phasing of the project or at the conclusion/beginning of a phase. Doing a full review will help identify any other elements of the CSPP that need to be changed based on the change to the project’s phasing. 

Best Practices for Continuously Reinforcing Safety: Safety should be promoted and discussed throughout a project. Below are some best practices for reinforcing safety throughout the duration of a construction project:

• Complete a safety briefing with contractor staff before every shift,
• Complete rotating “tool box” talks on different safety items,
• Start all construction project meetings with a discussion on safety and any safety issues that need to be addressed,
• Utilize current news stories to reinforce safety messages and the importance of safety, and
• Develop an airside safety tool kit for contractors.

These best practices support the continued reinforcement of the importance of safety. If the contractor has personnel who are not fluent in English, consideration should be given to developing safety promotion materials in other languages and ensuring interpreters (e.g., bilingual contractor personnel) are available during meetings to communicate messages in other languages.

Engage Air Traffic Control Tower and FAA Technical Operations Throughout the Development, Implementation, and Management of a CSPP: For airports with Air Traffic Control Tower (ATCT) facilities and/or FAA-owned navigational aids (NAVAIDs), local ATCT and FAA Technical Operations (TechOPS) personnel need to be consulted in the development of the CSPP and any revisions that are made. This should include participating in CSPP review meetings during CSPP development and ongoing construction progress meetings when construction is underway. If the airport creates a standing construction exploratory committee, local ATCT and FAA TechOPS should be part of the committee.

Cultivate a Team Environment with a Focus on Safety: While this isn’t specifically related to the development of CSPPs and safety plan compliance documents (SPCDs), the importance of having a strong safety culture and cultivating a team environment was identified as a best practice for ensuring good planning related to the development of CSPPs and SPCDs. This is especially important for airport personnel, the project consulting engineer/designer, and the contractor.

Develop an Airport-Specific Airside Safety Tool Kit for Contractors: Airports with regular construction activity should consider the development of an airside safety tool kit that can be used to reinforce construction safety practices with contractors. The tool kit should include electronic and printable publications that the contractor can provide to construction personnel. Graphics or videos should be used as frequently as possible within the tool kit publications to support the communication of safety messages across language barriers. Bilingual tool kit materials should be developed, where appropriate. The tool kit should be closely tied to the airport’s contractor training program.

Develop an Airport-Specific Contractor Training Program: Airports with regular construction activity should consider the development of a formal airside construction safety training program for contractors that can instill and reinforce construction safety practices related to the airfield. This training should be in addition to the training required under federal regulations (e.g., security training, airfield driver’s training) and should focus specifically on the construction safety and phasing requirements of the project. Topics that could be part of this training include but are not limited to

• Aircraft operational patterns in the work area;
• Protected surfaces [Runway Safety Area (RSA), Object Free Area (OFA), Part 77, navigational aids (NAVAIDs) critical areas, etc.] surrounding the work area;
• Haul route familiarization;
• Closure request processes; and
• FOD control.

If the airport has a contractor permitting process, these training requirements should be integrated with the permitting process to ensure the contractor does not receive a work permit until all required training is completed. It is important that the training program include recurrent training during long duration projects and ongoing training (as needed) when new construction personnel are hired or when various subcontractors begin working. Diversity within the contractor workforce should be considered in the development and delivery of the training program. Videos and graphics should be utilized as much as possible to communicate safety messages across language barriers. If the airport commonly has contractor personnel that do not fluently speak English, the development of training materials in other language should be considered. At airports where creating a contractor training program may not be practical, airport staff should at least talk with contractor staff to provide a brief orientation regarding working on the airfield and specific safety expectations. The contractor training guide developed as a deliverable of this project can be used as a starting point for developing an airport-specific program.

Establish a “Base” CSPP For Each Airport: For airports with regular construction activities, a “base” CSPP document should be created and used as a starting point to develop the CSPP for an airport project. The use of a base CSPP document as a starting point for all airport projects will ensure that the unique needs of the airport are consistently integrated into CSPPs. Additionally, this can also reduce review times as all CSPPs will have a consistent structure and appearance. This practice is especially important for larger airports with multiple consulting engineers/designers working on the airfield at the same time. The CSPP template created as part of this research effort can be modified to address specific requirements the airport wants to include in all CSPPs for projects at the airport. 

Establish a List of Stakeholders and Their Needs: The development of a list of airport-specific stakeholders and their general needs/interest related to construction on the airport can be a critical tool for identifying and determining the stakeholders that need to be engaged in the development and review of a CSPP. Airports should develop a list of stakeholders specific to their airport and keep it up to date. The base stakeholder communication checklist developed as part of this project can be used as a starting point.

Utilize Technology Tools to Evaluate Impacts: The utilization of technology tools such as modeling software should be considered to evaluate and understand the impacts of ramp and taxiway closures and to identify potential operational challenges during a construction project.

Develop a RACI Chart to Identify Stakeholders and Their Level of Involvement: The acronym RACI stands for Responsible (R), Accountable (A), Consulted (C), and Informed (I). A RACI chart is a tool for identifying stakeholders for a project and then identifying the level of involvement they need to have in the project. Stakeholders identified as needing to be “consulted” will require more intensive coordination as opposed to stakeholders that just need to be “informed” of the project’s impacts. This tool could be applied prior to the development of a CSPP to identify the various stakeholders for a project and the level of involvement for each stakeholder during various project phases. Tutorial information regarding RACIs and multiple RACI templates can be found on the internet.

“CliffsNotes” CSPP Version: Some personnel may not be able to carry a full version of the CSPP with them at all times while they are working at the construction site. In these cases, a “CliffsNotes” or summary version of the key items in the CSPP should be provided for them (electronic or hard copy) to be able to reference. 

Phase “Flash Cards”: Every day during the initial safety briefing before construction activities begin, the contractor should consider providing employees with a “flash card” notating the phase being worked on that day, areas they are to stay clear of, haul routes to be used, etc. This can help ensure that contractor staff do not get confused on the differences between each phase of the project. This is especially important for complex projects with multiple phases. These “flash cards” can also be made into smaller wallet-sized cards that could be connected to a lanyard or stored wherever an individual’s airport identification badge is displayed. Contact information for key members of the project team can also be included on the card.

Contractor “Buddy” System: Anytime a new contractor employee begins working on the airfield, they should be assigned to another contractor employee (or a “buddy”) who is more experienced with airfield construction. This provides the new employee with a person who can help educate them about items to be aware of during construction activities on an airfield and observe their compliance with safety practices. Some contractors give new personnel a different color of hard hat (or place stickers on their hard hats) so that more experienced personnel can easily identify new personnel.

Plan Ahead for Airspace Clearances: As part of a construction project, multiple aspects of the construction (e.g., equipment, location of batch plant, storage areas, and permanent or temporary facilities) will need to be reviewed and approved via the FAA’s airspace review process provided through the FAA Obstruction Evaluation/Airport Airspace Analysis (OE/AAA) system. It is recommended that airport staff and the consulting engineer/designer work with the FAA Office of Airports to identify items that will need to be airspaced early in the design process and then submit any identified points of interest for airspace review prior to finalizing the project’s design. A link to the FAA OE/AAAE system is provided here – FAA OE/AAA. The FAA recommends airspace cases be filed in OE/AAA 60 to 90 days before the determination is needed.

Contractor Crew Leader Safety/Security Review Meeting: Contractors should hold a special meeting with all crew leaders, superintendents, supervisors, and other key leaders on the contractor’s team who will be engaged in the day-to-day management of the construction project to discuss the CSPP and safety plan compliance document (SPCD) and review critical safety and security–related requirements. This meeting should take place prior to construction starting.

Detailed Pre-Construction Meeting Including Project Stakeholders: A detailed pre-construction meeting that includes airport staff, consulting engineer/designer, contractor, FAA, Transportation Security Administration (TSA), and other tenants/stakeholders should be completed. The meeting should review key elements of the project including the phasing, project schedule, work hours, hazards, haul routes, and closures. FAA AC 150/5370-12B Quality Management for Federally Funded Airport Construction Projects provides a sample agenda for a pre-construction meeting that can be utilized to develop the agenda for this meeting. Depending on the complexity of the project, an internal pre-construction meeting (e.g., airport sponsor, consulting engineer/designer, contractor, TSA, and FAA) and a separate pre-construction meeting for tenant coordination may be needed.

Ensure Development and Submittal of the CSPP is Properly Correlated to the Grant Administration Timeline: Airport sponsors and consulting engineers/designers should work with the FAA Office of Airports to ensure the timing for the development and delivery of the CSPP is in alignment with various milestones contained within the Airport Improvement Program (AIP) grant administration process.

Identify Need for FAA Reimbursable Agreements: The airport sponsor should work with the FAA Office of Airports as part of the initial project planning effort to determine if any FAA Reimbursable Agreements will be required as part of the project.

Planning for Phase Changes During Construction: While a construction project is underway, the contractor should develop communication/education strategies to ensure their staff are aware of any changes associated with the start of a new construction phase (e.g., changing haul routes, protected areas). This communication should be carefully coordinated with the airport sponsor and consulting engineer/designer.

Visual Cues to Prevent Utilization of Previous Haul Routes: When the use of a haul route is discontinued, visual cues should be provided to make sure drivers know the haul route is no longer active. Visual cues may include the use of barricades, signage, and/or flaggers at the entrance to the discontinued haul route.