Seattle-Tacoma International Airport

SMS Assurance Plan

Prepared For: Seattle-Tacoma International Airport

Airport Operations

Prepared By: Landry Consultants LLC

Date: 3/31/10
Safety Assurance Plan i

Revision History

Date Version Description

3/29/10 .1 Initial draft for review with Sea-Tac SMS team

3/30/10 1.0 Updated following review by Sea-Tac SMS team
Safety Assurance Plan ii

Table of Contents

1. Introduction.......................................................................................................................... 3

1.1 SMS Assurance Plan Overview ................................................................................... 4

1.2 SMS Goals .................................................................................................................. 5

2. Perform Quality Control ....................................................................................................... 6

2.1 Recommended Quality Control Self-Inspections .......................................................... 6

2.2 Quality Control Outputs................................................................................................ 6

3. Quality Assurance ............................................................................................................... 7

3.1 SMS Goals and Targets............................................................................................... 8

3.2 Regular Quality Assurance Checkpoints .....................................................................12

3.2.1 Kickoff Checkpoint Requirements............................................................................13

3.2.2 Month-6 Checkpoint Requirements .........................................................................14

3.2.3 Year-1 Checkpoint Requirements............................................................................16

3.2.4 Year-2 Checkpoint Requirements............................................................................22

3.2.5 Year-3 Checkpoint Requirements............................................................................24

3.3 Quality Assurance Checkpoint Output.........................................................................26

3.4 Regular SMS Global Program Audits..........................................................................27

3.4.1 Internal Program Audit Process...............................................................................27

3.4.2 Internal Program Audit Criteria ................................................................................28

3.4.3 Internal Program Audit Output.................................................................................30

3.4.4 Peer Review............................................................................................................31

Appendix A: SMS Goals Traceability Matrix .............................................................................32

List of Figures

Figure 1-Cost of Conformance Diagram..................................................................................... 4

List of Tables

Table 1- SMS Goals and Targets Years 1-3..............................................................................11

Table 2- SMS Goals and Targets Years 4-5..............................................................................11

Table 3 - Kickoff Checkpoint Requirements ..............................................................................13

Table 4 - Month-6 Checkpoint Requirements ............................................................................15

Table 5 - Year-1 Checkpoint Requirements ..............................................................................21

Table 6 - Year-2 Checkpoint Requirements ..............................................................................23

Table 7 - Year-3 Checkpoint Requirements ..............................................................................25

Table 8 - Internal Program Audit Criteria...................................................................................30
Safety Assurance Plan 3

1. Introduction

In order to focus on the principle of continuous improvement, Safety Management Systems 

(SMS) require a robust and comprehensive Assurance program. Such a program requires both 

Quality Control (QC) and Quality Assurance (QA) components. QC involves monitoring and 

recording results of specific safety-related activities and will include self-inspections, checklists, 

and tracking results. QA involves program-level audits to ensure that the SMS program is 

meeting defined safety goals and targets, that SMS is performing as expected, to recognize 

successes, and to identify opportunities for improvement.

The SMS Assurance Plan is designed to provide the tools and methods to 1) ensure that Seattle 

Tacoma International Airport (Sea-Tac) is a safe operating environment and 2) that the SMS 

program is effective. To that end, the plan is directly tied to the objectives documented and 

published in the Sea-Tac formal SMS Policy. Should those objectives change, it will be 

necessary to update this plan and other correlated SMS program documents. This plan has 

been authored to bridge the gap between existing Sea-Tac safety assurance activities (primarily 

consisting of current Part 139 inspections) and additional elements identified as required for a 

robust SMS implementation. 

The SMS Assurance plan is based upon widely accepted Quality Management principles. One 

of the primary philosophies that underlie modern Quality Management is that quality is planned 

in, not inspected in. Quality Management is also founded on the fact that the cost of quality, or 

in the field of SMS, the cost of safety, is generally higher when applied reactively through

inspection than when applied proactively through a robust assurance approach. From an SMS 

perspective, this means that, though both QC and QA are vital to a comprehensive Assurance 

plan, it is more efficient and effective to proactively ensure that safety goals are being met (QA), 

than to identify issues that already exist through inspection (QC).

One of the challenges in implementing a full SMS Assurance program at Sea-Tac will be the 

inclusion of QA elements in addition to standard QC functions. Because of the existing level of 

knowledge and comfort with current QC and inspection practices grounded in Part 139 

compliance, Sea-Tac personnel and SMS team members are already exceptionally wellprepared and experienced in these types of activities. However, because airport operators have 

been primarily focused on QC activities to date, it may require a period of adjustment and 

additional training to develop and enact the higher program-level QA functions. 
Safety Assurance Plan 4

The figure below represents, in context of SMS, the basic Quality Management principle related 

to conformance (prevention) vs. nonconformance (failure).

1

Cost of Conformance Prevention Costs · SMS Training & Orientation · Conduct Risk Management Activities · Implement Data Collection & Reporting Solution · Document & Publish Strong SMS Policy · Assign Specific Roles & Responsibilities/Staff Accordingly · Promote SMS ActivitiesCost of Nonconformance Failure Costs · Insurance Claims & Liabilities · Equipment Repair · Impacts to Public Perception · Injuries or Loss of Life · Rework

Money spent to avoid failures Money spent because of failures Figure 1-Cost of Conformance Diagram

1.1 SMS Assurance Plan Overview

As discussed, Quality Management tenets generally state that quality, i.e. safety, is planned in 

- not inspected in. Therefore, this SMS Assurance Plan provides considerable detail 

surrounding QA elements and activities. 

The SMS Assurance plan has been segmented into 2 distinct components:

1. Quality Control – Conducting and documenting regular self-inspections.

2. Quality Assurance – Validating SMS actual performance against specific targets, 

identifying and aggregating corresponding metrics, and conducting periodic program 

audits to verify that the program itself is functioning as effectively and efficiently as 

possible.

 

1 Modified from A Guide to the Project Management Body of Knowledge – Fourth Edition, © 2008 Project 

Management Institute, Newtown Square, PA
Safety Assurance Plan 5

1.2 SMS Goals

In order to evaluate the successes and opportunities for improvement of the Sea-Tac SMS 

program, it is necessary to identify and measure against a specific set of goals. To this end 

goals have been established for both the near- and long-term SMS implementation timeframe. 

The SMS goals can and should be traceable back to the broad objectives published in the SMS 

Policy and approved by Sea-Tac executive and senior management. Appendix A includes a 

traceability matrix linking SMS objectives, SMS goals, and specific targets (further discussed in 

Section 3 Quality Assurance).

As discussed in Section 3 Quality Assurance, it is anticipated that these goals will be continually 

refined and revised as progress is made during implementation, internal program audits are

conducted, and QC and QA activities begin. In particular, the long-term goals identified for SMS 

in years 4 and 5 are expected to develop and be significantly enhanced as the program 

matures.

It is important to note that a specific start date for Year 1 has not been determined as of this 

writing. Therefore, all associated milestone and start dates will need to be identified when the 

SMS implementation kickoff date is firmly established.

SMS Goals Years 1-3

1. Sea-Tac executive and senior management clearly and tangibly displays commitment to 

SMS program.

2. Create, integrate, and incorporate safety-focused team into operations by end of year 3.

3. Sea-Tac personnel are effectively trained and informed about SMS program.

4. Establish near perfect attendance at the Sea-Tac Safety Action Committee by end of 

year 3.

5. Establish a SMS Promotions and Orientation plan that engages, informs, educates and 

excites all Sea-Tac SMS stakeholders.

6. Conduct regular internal SMS program audits.

7. Maintain and enhance effective self-inspection program.

8. Implement and manage effective Safety Risk Assessment program.

9. Implement and manage effective Operational Safety Risk Management program.

10. SMS program information and documentation is readily available to all stakeholders.

11. Implement and manage effective FOD program.

12. Facilitate the integration and collaboration of SMS with disparate Port of Seattle safety 

initiatives and programs.

13. Assess baseline Safety Culture.

SMS Goals Years 4-5

1. Sea-Tac executive and senior management continues to support, demonstrate 

commitment to, and facilitate SMS.

2. Implement peer review.

3. Evaluate cost/benefits.

4. Establish firm baselines.

5. Conduct post-implementation safety culture assessment.

6. Make Identified Improvements to SMS.
Safety Assurance Plan 6

2. Perform Quality Control 

QC involves monitoring and recording the results of specific safety-related inspection activities. 

Due in large part to their expertise in Part 139 and other regulations, airport operators are skilled 

at executing inspections. Therefore, this document will not provide significant detail about 

inspection methods and the importance of conducting regular self-inspections. It is important in 

the context of this plan to understand the different self-inspections that will comprise the QC 

components and to understand that QC is only one component of Sea-Tac’s overall SMS 

Assurance plan. 

2.1 Recommended Quality Control Self-Inspections

The following self-inspections are recommended for SMS QC. As each inspection has been 

documented and a corresponding checklist created in a supplemental SMS program document, 

this Assurance plan will not recreate this information or level of detail. Rather, the location and 

title of the documents have been included in the list that follows:

1. Ramp Self-Inspection 

a. Detailed instructions, timelines, and checklists can be located in the SMS SelfInspection Process document.

2. Bagwell Self-Inspection

a. Detailed instructions, timelines, and checklists can be located in the SMS SelfInspection Process document.

3. FOD Self-Inspection

a. Detailed instructions, timelines and checklists can be located in the FOD 

Program Manual.

4. Continued Part 139 Self-Inspection

a. Detailed instructions, timelines, and checklists can be found in the ADM Standard 

Operating Guidelines.

2.2 Quality Control Outputs

As discussed in detail in Section 3 Quality Assurance, the data and information collected 

through the QC self-inspections is critical in determining the success of the SMS program in 

meeting its defined targets and goals. In order to fully realize the benefit and to leverage the 

additional effort undertaken by SMS team members in conducting the new self-inspections, 

results must be systematically and immediately recorded upon completion. All self-inspections 

include an associated checklist that must be completed, submitted to a centralized location or 

staff, and recorded within 48-hours of inspection completion.
Safety Assurance Plan 7

3. Quality Assurance 

As discussed above, QA involves validating SMS actual performance against specific targets, 

identifying and aggregating corresponding metrics, and conducting periodic program audits to 

verify that the program itself is functioning as effectively and efficiently as possible. In essence, 

the QA component is designed to assist the SMS team in answering the fundamental question, 

“Is SMS doing what we said it was going to do?” 

This section includes detailed information regarding the manner and mechanisms by which the 

Sea-Tac SMS team will answer that question including:

· Identification of targets associated with established SMS goals.

· Specific QA checkpoints and requirements to determine whether goals and targets are 

being met.

· Global SMS program audits and peer reviews to determine whether the program is 

meeting its intent and whether the goals and targets remain appropriate and relevant.

· Documentation and outputs of quality assurance functions to ensure that lessons 

learned and findings are preserved for future reference.
Safety Assurance Plan 8

3.1 SMS Goals and Targets

The tables below provide a comprehensive view of detailed targets associated with the SMS program goals Years 1-3 and Years 4-5

discussed in Section 1.2 SMS Goals: 

Sea-Tac SMS Program Years 1-3

No. SMS Goal Associated Targets

1

Sea-Tac executive and senior management clearly and tangibly 

displays commitment to SMS program

a. Commit resources (financial, human, and other) to SMS with a specific line item added to 

appropriate budget dedicated to SMS program

b. SMS Policy is endorsed and signed at beginning of year 1

c. Safety Team begins regular safety briefings to executive management by month 6

d. Executive Director facilitates and initiates SMS briefings (verbal or non-verbal presentation) 

by end of year 1

2

Create, integrate, and incorporate safety-focused team into 

operations by end of year 3

a. Assign responsibilities and accountability for SMS program to individual Safety Manager at 

beginning of year 1

b. Finalize and assign SMS roles and responsibilities and formalize accountability by end of 

month 6

c. Integrate and align roles and responsibilities of existing Sea-Tac personnel by end of year 1

3

Sea-Tac personnel are effectively trained and informed about SMS 

program

a. Develop internal training courses by end of year 1

b. Establish initial and recurring training requirements for internal staff by end of year 1

c. Conduct 100% of training for required personnel by end of year 2

d. Implement recurring training by end of year 2

e. Continue required training - initial and recurring- through year 3 and beyond
Safety Assurance Plan 9

4

Establish near perfect attendance at the Sea-Tac Safety Action 

Committee by end of year 3

a. Establish baseline attendees and attendance record by end of month 6

b. Establish attendance plan by end of month 9, including distinct metrics and performance 

improvement goals

5

Establish a SMS Promotions and Orientation plan that engages, 

informs, educates and excites all Sea-Tac SMS stakeholders

a. Develop mechanism to track effectiveness of campaigns by end of year 1

b. Roll out a minimum of 2 SMS campaigns by end of year 1

c. Implement tenant SMS Orientation by end of year 1

d. Deliver SMS Orientation to all airport tenant employees by end of year 3

6 Conduct regular internal program audits

a. Review and revise SMS Assurance Plan and finalize audit criteria and audit process by end 

of month 6

b. Conduct initial program audit by end of year 1

c. Conduct second program audit by end of year 2

d. Conduct third program audit by end of year 3

7 Maintain and enhance effective self-inspection program

a. Ensure that monthly Ramp self-inspections are conducted and documented by end of year 

1

b. Ensure that monthly Bagwell self-inspections are conducted and documented by end of 

year 1

c. Ensure that Part 139 inspections are not adversely impacted by implementation of new selfinspection programs (FOD, Ramp, Bagwell)

8 Implement and manage effective Safety Risk Assessment program

a. Conduct a minimum of 2 safety case panels for airfield projects by end of year 1

b. Conduct a minimum of 1 safety case panel for bagwell by end of year 1
Safety Assurance Plan 10

9

Implement and manage effective Operational Safety Risk 

Management program

a. Develop interim hazard and risk data collection and reporting solution by end of month 6

b. Implement full, automated hazard and risk data collection and reporting solution by end of 

year 1

c. Begin collecting, recording, and prioritizing hazards (leveraging the Sea-Tac risk matrix)

identified through self-inspection program by end of month 6

d. Implement interim tenant hazard reporting mechanism by end of month 6 (through 

meetings, drop boxes, etc.)

e. Prioritize 100% of hazards collected in year 1 by the end of year 1

f. Create mitigation plans and take required actions on 100% of high risk hazards identified in 

year 1

g. Create mitigation plans and take required actions on 40% of remaining hazards identified in 

year 1

h. Review, reassess, and close remaining hazards at end of year 1

i. Develop detailed hazard monitoring and closing procedures at end of year 1

10 SMS program information and documentation is readily available to 

all stakeholders

a. Document and records management system and methodology is in place by end of year 1

b. Public website is updated with relevant external documents, records, and information by 

end of year 1

11 Implement and manage effective FOD program

a. Ensure that regular FOD inspections are conducted and documented by end of year 1

b. FOD sub-committee holds frequent, effective meetings by month 6

c. Decrease in FOD on the airfield and bagwell by month 6 

d. Integrate and align Sea-Tac FOD program with tenant FOD programs by end of year 1
Safety Assurance Plan 11

12 Facilitate the integration and collaboration of SMS with disparate Port 

of Seattle safety initiatives and programs

a. Attend and provide briefings at all Airport Safety Leaders meetings on an ongoing basis

b. Identify trends between and among SMS and other safety initiatives on an ongoing basis

c. Assist and collaborate on mitigations and solutions and lead integrated initiatives in 

resolving joint safety issues on an ongoing basis 

13 Assess baseline Safety Culture a. Conduct focus group and/or survey to develop a baseline for existing safety culture at SeaTac by end of year 1

Table 1- SMS Goals and Targets Years 1-3

Sea-Tac SMS Program Years 4-5

No. SMS Goal Associated Targets

1

Sea-Tac executive and senior management continues to support, 

demonstrate commitment to, and facilitate SMS Enhanced and refined by prior targets 

2 Implement peer review Enhanced and refined by prior targets

3 Evaluate cost/benefits Enhanced and refined by prior targets

4 Establish firm baselines Enhanced and refined by prior targets

5

Conduct post-implementation safety culture assessment

Enhanced and refined by prior targets

6 Make Identified Improvements to SMS Enhanced and refined by prior targets

Table 2- SMS Goals and Targets Years 4-5
Safety Assurance Plan 12

3.2 Regular Quality Assurance Checkpoints 

In order to validate that the SMS program is meeting the goals and targets outlined in the 

section above, it is critical that the SMS team conduct regularly scheduled QA checkpoints. At 

these checkpoints, defined validation criteria and metrics (where feasible) will be utilized to 

compare actual results to the program’s targets and goals. Based upon the SMS goals and 

targets presented above, the following are the initial recommendations for QA checkpoints:

· SMS Program Kickoff

· Month-6

· Year-1

· Year-2

· Year-3

Years 1-3 (particularly Year 1) will focus on establishing the SMS foundation and collecting 

baseline data. Although the official goal for establishing a formal SMS baseline is set for the 

beginning of Year-4, some preliminary baselines and enhanced targets may be set once data is 

collected and aggregated during Years 1-3. Therefore, the SMS Assurance plan is expected to 

be dynamic and frequently updated. 

In this version of the SMS Assurance plan, the most detailed targets and metrics have been 

identified for the Month-6 and Year-1 QA checkpoints, with less details for future Years (2-5). 

The expectation is that experience in the Year-1 implementation coupled with outputs from the

QA checkpoints will provide valuable information and insights that can be used to enhance and 

refine future targets and goals.
Safety Assurance Plan 13

3.2.1 Kickoff Checkpoint Requirements

Goal Target Validation Sample Metrics

Sea-Tac executive and senior 

management clearly and tangibly 

displays commitment to SMS 

program

Commit resources (financial, human, and 

other) to SMS with a specific line item added 

to appropriate budget dedicated to SMS 

program

Line item added to budget Per Se

SMS Policy is endorsed and signed at 

beginning of year 1

SMS Policy endorsed and signed Per Se

Create, integrate, and incorporate 

safety-focused team into 

operations by end of year 3

Assign responsibilities and accountability for 

SMS program to individual Safety Manager 

at beginning of year 1

Safety Manager identified and assigned Per Se

Table 3 - Kickoff Checkpoint Requirements
Safety Assurance Plan 14

3.2.2 Month-6 Checkpoint Requirements

Goal Target Validation Sample Metrics

Sea-Tac executive and senior 

management clearly and tangibly 

displays commitment to SMS 

program

Safety Team begins regular safety briefings 

to executive management by month 6

Briefings scheduled, occurring, and 

attended by executive management

Per Se 

Create, integrate, and incorporate 

safety-focused team into operations 

by end of year 3

Finalize and assign SMS roles and 

responsibilties and formalize accountablility 

by end of month 6

SMS roles, as defined in the SMS Roles 

and Responsibilities document have been 

formally assigned and communicated to 

the asignee by management

Responsibilities and accountability has 

been documented and included on 

individual PREPs

Per Se

Establish near perfect attendance at 

the Sea-Tac Safety Action 

Committee by end of year 3

Establish baseline attendees and 

attendance record by end of month 6

Baseline attendance has been documented Per Se

Conduct regular internal program 

audits

Review and revise SMS Assurance Plan 

and finalize audit criteria and audit process 

by end of month 6

SMS Assurance Plan (this document) has 

been reviewed and updated

Per Se

Implement and manage effective 

Operational Safety Risk 

Management program

Develop interim hazard and risk data 

collection and reporting solution by end of 

month 6

Excel spreadsheet, database, or other 

interim data collection 

Data collection solution enables SMS team 

to capture information related to hazards, 

hazard categories, descriptions, assessed 

level of risk, mitigation strategies and 

effectiveness, responsible party, 

number/type of incidents and accidents, 

and results of root cause analysis

Per Se

Begin collecting, recording, and prioritizing 

hazards (leveraging the Sea-Tac risk 

matrix)identified through self-inspection 

program by end of month 6

Data collected from self-inspections 

entered into interim hazard and risk data 

collection and reporting solution

· Number of hazards

· Number of hazards, by category

· Number of hazards, by location

· Number of high risk hazards
Safety Assurance Plan 15

· Number of medium risk hazards

· Number of low risk hazards

· Number of hazards identified by 

type of self-inspection (FOD, 

Ramp, Bagwell)

· Number, and type of incidents 

and accidents and 

organization(s) involved 

Implement interim tenant hazard reporting 

mechanism by end of month 6 (through 

meetings, phone lines, drop boxes, etc.)

Form/template developed that allows 

tenants to document and submit airfield 

hazards. Form/template may also be used 

by internal Sea-Tac resources to record 

hazard reports

Solution provides tenants an avenue to 

submit hazard reports verbally (through 

ACC and/or through the Sea-Tac Safety 

Action Committee)

Per Se

Implement and manage effective 

FOD program

FOD sub-committee holds frequent, 

effective meetings by month 6

Baseline attendance and meeting 

occurrences have been documented

Per Se

Facilitate the integration and 

collaboration of SMS with disparate 

Port of Seattle safety initatives and 

programs

Attend and provide briefings at all Airport 

Safety Leaders meetings on an ongoing 

basis

Baseline attendance and meeting 

occurrences have been documented

Per Se

Identify trends between and among SMS 

and other safety initiatives on an ongoing 

basis

Documentation of any identified trends 

and/or overlapping hazards, accidents, 

incidents

If no trends are identified, validation efforts 

should include a review of Airport Safety 

Leader meeting notes/presentations to 

determine if any information or trends that 

could have been identified were missed

· Number and type of 

accidents/incidents documented 

by SMS as compared to other 

groups represented in Airport 

Safety Leaders (Health & Safety, 

Construction, Police, etc.)

Assist and collaborate on mitigations and 

solutions and lead integrated intiatives in 

resolving joint safety issues

Documentation resulting from collaboration Per Se

Table 4 - Month-6 Checkpoint Requirements
Safety Assurance Plan 16

3.2.3 Year-1 Checkpoint Requirements

Goal Target Validation Sample Metrics

Sea-Tac executive and senior 

management clearly and tangibly 

displays commitment to SMS 

program

Executive Director facilitates and initiates 

SMS briefings (verbal or non-verbal 

presentation) by end of year 1

Baseline attendance and meeting 

occurrences have been documented

Per Se

Create, integrate, and incorporate 

safety-focused team into operations 

by end of year 3

Integrate and align roles and 

responsibilities of existing Sea-Tac 

personnel by end of year 1

Tasks and actions identified in the SMS 

Roles and Responsibilities document are 

occurring on a regular basis

SMS is incorporated into existing 

departmental meetings (i.e. ADM meeting) 

and is discussed with frequency in daily 

operations

Modifications to the SMS Roles and 

Responsibilities document have been 

identified based on experience and lessons 

learned through year 1

Per Se

Sea-Tac personnel are effectively 

trained and informed about SMS 

program

Develop internal training courses by end of 

year 1

All training courses included in the SMS 

Training and Orientation plan have been 

developed and test runs delivered 

Per Se

Establish initial and recurring training 

requirements for internal staff by end of 

year 1

Item and Curriculum as defined in the SMS 

Training and Orientation plan have been 

configured within the Learning 

Management System

Reports and queries can be created to 

identify completed and overdue training 

requirements for Sea-Tac employees

Per Se

Establish near perfect attendance at 

the Sea-Tac Safety Action 

Committee by end of year 3

Establish attendance plan by end of month 

9, including distinct metrics and 

performance improvement goals

Attendance plan is documented based on 

baseline established in month 6

Per Se
Safety Assurance Plan 17

Establish a SMS Promotions and 

Orientation plan that engages, 

informs, educates and exites all SeaTac SMS stakeholders

Develop mechanism to track effectiveness 

of campaigns by end of year 1

SMS Promotions metrics and performance 

targets are added to SMS Promotions Plan 

based upon lessons learned and data 

collected through the year 1 

implementation

Per Se

Roll out a minimum of 2 SMS campaigns 

by end of year 1

SMS campaigns detailed in the SMS 

promotions plan executed

· Number, type, and date of 

promotional campaigns launched

· If related to hazard reporting, 

average number of hazard 

reports before/after campaign 

and percentage 

increase/decrease

· If related to FOD walk or FOD 

program participation, number of 

attendees (meeting, FOD walk) 

before/after campaign and 

percentage increase/decrease

· Number of promotional pieces 

distributed (posters, SOCs)

· Number of promotional pieces 

available for continued use

· Number of promotional pieces 

that need to be created or 

ordered for upcoming campaigns

Implement tenant SMS Orientation by end 

of year 1

SMS tenant orientation as documented in 

the SMS Training and Orientation plan is 

developed and installed on client 

workstations at the Sea-Tac Training Office

· Number of expected trainees 

(based upon SIDA projections)

· Number of completed SMS 

Orientation

· Percent of completed SMS 

Orientation based on projections

Conduct regular internal program 

audits

Conduct initial program audit by end of 

year 1

Results from internal program audited and 

documented, published, and distributed for 

review

Briefing is conducted for executive and 

senior management on audit results

Per Se
Safety Assurance Plan 18

Maintain and enhance effective selfinspection programEnsure that monthly Ramp selfinspections are conducted and 

documented by end of year 1

Completed Ramp self-inspection checklists 

are submitted, recorded, and archived for 

further review and validation

ADMs are able to discuss findings and 

trends in relevant meetings

· Total number of monthly Ramp 

self-inspections completed

· Number of Ramp self-inspections 

completed, by month

· Number of Ramp self-inspections 

completed, by ADM 

· Correlation of number of selfinspections completed and 

number, type and location of 

identified hazards

Ensure that monthly Bagwell selfinspections are conducted and 

documented by end of year 1

Completed Bagwell self-inspection 

checklists are submitted, recorded, and 

archived for further review and validation

ADMs are able to discuss findings and 

trends in relevant meetings

· Total number of monthly Bagwell 

self-inspections completed

· Number of Bagwell selfinspections completed, by month

· Number of Bagwell selfinspections completed, by ADM

· Correlation of number of selfinspections completed and 

number, type, and location of 

identified hazards

Ensure that Part 139 inspections are not 

adversely impacted by implementation of 

new self-inspection programs (FOD, 

Ramp, Bagwell)

Part 139 certification inspection results are 

improved or equal to the prior year

· Average number of Part 139 

inspections conducted monthly 

prior to and after implementation 

of new self-inspections

· Average number of 

discrepancies identified monthly 

prior to and after implementation 

of new self-inspections

· Average time to discrepancy 

resolution

Implement and manage effective 

Safety Risk Assessment program

Conduct a miniumum of 2 safety case 

panels for airfield projects by end of year 1

2 SRMD or SRMDM documents are 

developed and approved for airfield 

projects

Per Se

Conduct a miniumum of 1 safety case 

panel for bagwell by end of year 1

1 SRMD or SRMDM document is 

developed and approved for bagwell 

project

Per Se
Safety Assurance Plan 19

Implement and manage effective 

Operational Safety Risk 

Management program

Implement full, automated hazard and risk 

data collection and reporting solution by 

end of year 1

Full, automated hazard and risk data 

collection and reportng solution has been 

developed and deployed in a production 

capacity

Data collection solution enables SMS team 

to automatically capture information related 

to hazards, hazard categories, 

descriptions, assessed level of risk, 

mitigation strategies, responsible party, 

number/type of incidents and accidents, 

and results of root cause analysis

Solution provides the ability for tenants to 

submit hazard reports online and 

anonymously

· Number of hazards

· Number of hazards, by category

· Number of hazards, by location

· Number of high risk hazards

· Number of medium risk hazards

· Number of low risk hazards

· Number of hazards identified by 

type of self-inspection (FOD, 

Ramp, Bagwell)

· Prioritization

· Number, and type of incidents 

and accidents and 

organization(s) involved

Prioritize 100% of hazards collected in 

year 1 by the end of year 1

All hazards collected by the end of year 1 

have been assessed and prioritized 

according to Sea-Tac risk matrix and risk 

tolerances

· Number and priority of hazards

· Hazards without specific 

prioritization 

Create mitigation plans and take required 

actions on 40% of remaining hazards 

identified in year 1

All hazards collected by the end of year 1 

have been assessed and prioritized 

according to Sea-Tac risk matrix and risk 

tolerances

· Number and priority of hazards

· Number of mitigation plans 

developed

· Number of hazards with 

mitigation complete

· Number of hazards without 

specific prioritization
Safety Assurance Plan 20

Review, reassess, and close remaining 

hazards at end of year 1

All hazards collected by the end of year 1 

have been assessed and prioritized 

according to Sea-Tac risk matrix and risk 

tolerances and those that can be, are 

closed

· Number of open hazards

· Number of closed hazards

· Average time between opening

and closing of hazard

· Number of mitigation plans 

developed

· Number of hazards with 

mitigation complete

Develop detailed hazard monitoring and 

closing procedures at end of year 1

Documented process and criteria, based 

upon year 1 baseline, for formally closing a 

reported hazard (with or without mitigation)

Per Se

SMS program information and 

documentation is readily available to 

all stakeholders

Document and records management 

system and methodology is in place by 

end of year 1

Document storage and archival is available 

and has been communicated to all relevant 

SMS team members

SMS documents have been added to 

identified repository

Per Se

Public website is updated with relevant 

external documents, records, and 

information by end of year 1

The Port of Seattle public website and/or 

other SMS public website provide access 

to relevant SMS documents and 

information

Per Se

Implement and manage effective 

FOD program

Ensure that regular FOD inspections are 

conducted and documented by end of year 

1

Completed FOD self-inspection checklists 

are submitted, recorded, and archived for 

further review and validation

ADMs are able to discuss findings and 

trends in relevant meetings

· Total number of FOD selfinspections completed

· Number of FOD self-inspections 

completed, by month or week

· Number of FOD self-inspections 

completed, by ADM 

Decrease FOD on the airfield and bagwell Baseline FOD performance documented 

and trends identified from continued selfinspections

· Correlation of self-inspections 

completed to location and type of 

FOD issues identified

· Specific areas/tenants for FOD 

issues

· Number of FOD discrepancies 

identified, by month or week

· Increase or decrease in 

discrepancies identified
Safety Assurance Plan 21

Integrate and align Sea-Tac FOD program 

with tenant FOD programs

Documented understanding and 

knowledge of tenant FOD programs

Joint FOD walks and other FOD activities 

occurrring

Per Se

Facilitate the integration and 

collaboration of SMS with disparate 

Port of Seattle safety initatives and 

programs

Attend and provide briefings at all Airport 

Safety Leaders meetings on an ongoing 

basis

Baseline attendance and meeting 

occurrences have been documented

Per Se

Identify trends between and among SMS 

and other safety initiatives on an ongoing 

basis

Documentation of any identified trends 

and/or overlapping hazards, accidents, 

incidents

If no trends are identified, validation efforts 

should include a review of Airport Safety 

Leader meeting notes/presentations to 

determine if any information or trends that 

could have been identified were missed

· Number and type of 

accidents/incidents documented 

by SMS as compared to other 

groups represented in Airport 

Safety Leaders (Health & Safety, 

Construction, Police, etc.)

Assist and collaborate on mitigations and 

solutions and lead integrated intiatives in 

resolving joint safety issues

Documentation resulting from collaboration Per Se

Assess baseline Safety Culture Conduct focus group and/or survey to 

develop a baseline for existing safety 

culture at Sea-Tac by end of year 1

Focus group and survey results analyzed 

and documented

Targets and goals for improvement created

Per Se

Table 5 - Year-1 Checkpoint Requirements
Safety Assurance Plan 22

3.2.4 Year-2 Checkpoint Requirements

Goal Target Validation Sample Metric

Conduct 100% of training for 

required personnel by end of year 2

Conduct 100% of training for required 

personnel by end of year 2

Learning Management System reports to 

provide complete and incomplete training 

requirements for all required SMS 

personnel

· Completed training courses, by 

date, by personnel type, and by 

course

· Incomplete training requirements

· Number of training courses 

conducted

· Number of attendees

· Percentage of required attendees 

with completed training 

requirements

· Percentage of required attendees 

with incomplete training 

requirements

Implement recurring training by end of 

year 2

Recurring requirements have been 

configured in the Learning Management 

System

Recurrent training courses have been 

developed

Recurrent training courses have been 

scheduled or completed for a subset of 

required personnel

Per Se

Conduct regular internal program 

audits

Conduct initial program audit by end of 

year 2

Results from internal program audited and 

documented, published, and distributed for 

review

Briefing is conducted for executive and 

senior management on audit results

Per Se
Safety Assurance Plan 23

Facilitate the integration and 

collaboration of SMS with disparate 

Port of Seattle safety initatives and 

programs

Attend and provide briefings at all Airport 

Safety Leaders meetings on an ongoing 

basis

Baseline attendance and meeting 

occurrences have been documented

Per Se

Identify trends between and among SMS 

and other safety initiatives on an ongoing 

basis

Documentation of any identified trends 

and/or overlapping hazards, accidents, 

incidents

If no trends are identified, validation efforts 

should include a review of Airport Safety 

Leader meeting notes/presentations to 

determine if any information or trends that 

could have been identified were missed

· Number and type of 

accidents/incidents documented 

by SMS as compared to other 

groups represented in Airport 

Safety Leaders (Health & Safety, 

Construction, Police, etc.)

Assist and collaborate on mitigations and 

solutions and lead integrated intiatives in 

resolving joint safety issues

Documentation resulting from collaboration Per Se

Table 6 - Year-2 Checkpoint Requirements
Safety Assurance Plan 24

3.2.5 Year-3 Checkpoint Requirements

Goal Target Validation Sample Metrics

Sea-Tac personnel are trained and 

informed about SMS program

Continue required training - initial and 

recurring- through year 3 and beyond

Learning Management System reports to 

provide complete and incomplete training 

requirements for all required SMS 

personnel

· Completed training courses, by 

date, by personnel type and by 

course

· Incomplete training requirements

· Number of training courses 

conducted

· Number of attendees

· Percentage of required attendees 

with completed training 

requirements

· Percentage of required attendees 

with incomplete training 

requirements

Establish a SMS Promotions and 

Orientation plan that engages, 

informs, educates and exites all SeaTac SMS stakeholders

Deliver SMS Orientation to all airport 

tenant employees by end of year 3

SMS tenant orientation as documented in 

the SMS Training and Orientation plan is 

developed and installed on client 

workstations at the Sea-Tac Training Office

· Number of expected trainees 

(based upon SIDA projections)

· Number of completed SMS 

Orientation

· Percent of completed SMS 

Orientation based on projections

Conduct regular internal program 

audits

Conduct initial program audit by end of 

year 3

Results from internal program audited and 

documented, published, and distributed for 

review

Briefing is conducted for executive and 

senior management on audit results

Per Se

Facilitate the integration and 

collaboration of SMS with disparate 

Port of Seattle safety initatives and 

programs

Attend and provide briefings at all Airport 

Safety Leaders meetings on an ongoing 

basis

Baseline attendance and meeting 

occurrences have been documented

Per Se
Safety Assurance Plan 25

Identify trends between and among SMS 

and other safety initiatives on an ongoing 

basis

Documentation of any identified trends 

and/or overlapping hazards, accidents, 

incidents

If no trends are identified, validation efforts 

should include a review of Airport Safety 

Leader meeting notes/presentations to 

determine if any information or trends that 

could have been identified were missed

· Number and type of 

accidents/incidents documented 

by SMS as compared to other 

groups represented in Airport 

Safety Leaders (Health & Safety, 

Construction, Police, etc.)

Assist and collaborate on mitigations and 

solutions and lead integrated intiatives in 

resolving joint safety issues

Documentation resulting from collaboration Per Se

Table 7 - Year-3 Checkpoint Requirements
Safety Assurance Plan 26

3.3 Quality Assurance Checkpoint Output

In order to maximize the benefit of the QA checkpoints and ensure focus on continuous 

improvement, formal documentation of the checkpoint findings, identified trends, successes, 

lessons learned, and opportunities for improvement should be authored. The checkpoint output 

can take the form of a Word document, slide presentation, and/or components can be shared on 

SMS internal and external websites. However the information is captured, it must be thoroughly 

documented and archived so that it can be easily accessed and referenced in the future.

While the format and information contained within the checkpoint output can and should be 

tailored based upon its effectiveness, the following components are recommended for inclusion:

1. Summary of Targets for Checkpoint Period

2. SMS Team Members Involved in QA Checkpoint Review

3. Identification of Met and Missed Targets

a. Aggregation of key metrics illustrating level of target completion

b. Link or path to documents or other artifacts illustrating level of target completion

4. Identification of Preventive and Corrective Actions

a. Critical steps and timelines to bring SMS activities in line with checkpoint

requirements for any missed targets

b. Proactive steps identified to ensure that next QA checkpoint targets are 

successfully met

5. Lessons Learned

a. Opportunities for improvement

b. Key successes and accomplishments 

c. Missing resources or department collaboration 

6. Required SMS Program Updates

a. SMS program document updates (Risk Guide, Policy, Assurance Plan, FOD 

Program, etc.)

b. Recommended modifications to processes and procedures

c. Recommended modifications to roles and responsibilities

7. Next Steps

a. Timeline to implement preventive and corrective actions and program updates

b. Approvals needed and/or dependencies

8. Overall Assessment of SMS Program Progress

a. Impact of target status on meeting overall SMS goals and objectives
Safety Assurance Plan 27

3.4 Regular SMS Global Program Audits

As discussed in detail above, the SMS QA checkpoints are designed to ensure that the overall 

SMS program is meeting its specified objectives, goals, and targets. However, in order to 

deliver on the vision of continuous improvement, it is also critical to regularly examine the SMS 

program broadly, at a global level, to verify that the program as a whole is functioning as 

expected and meeting its overarching intent.

The Sea-Tac SMS team has identified several goals and targets for conducting SMS global 

program audits:

1. Goal: Conduct Regular Internal Program Audits

a. Target: Review and revise SMS Assurance plan (this document) and finalize 

audit criteria and audit process by end of Month-6

b. Target: Conduct initial program audit at end of Year-1

c. Target: Conduct initial program audit at end of Year-2

d. Target: Conduct initial program audit at end of Year-3

2. Goal: Implement Peer Review in Year 4-5

3.4.1 Internal Program Audit Process

The intent of the internal program audit is to determine the overall effectiveness of the SMS 

program. As such, the focus of the audit should be on information sharing and continuous 

improvement, rather than on following a stringent set of processes. Particularly as the SMS 

team implements internal program audits and becomes accustomed to being involved in the 

process, it is more critical to create a collaborative environment than to ensure specific steps 

are followed. Based upon the success and outcome of the initial internal program audit, the 

process may be refined to include more rigorous requirements. 

The recommended process for the initial program audit includes the following steps:

1. SMS Manager ensures that key information is available and that dependencies have 

been completed.

a. Month-6 and Year-1 QA checkpoints are completed.

b. Documented outputs from the QA checkpoints are completed.

c. Audit criteria and discussion topics are finalized.

d. Aggregated metrics are available.

2. SMS team identifies resources to participate in a set of collaborative audit workshops.

a. SMS core team workshop (SMS Manager, sponsor, program manager, etc.)

b. SMS extended team workshop (ADM, ACC, Maintenance)

c. SMS tenant workshop (airlines, ground service providers)

3. SMS Manager schedules and coordinates workshops.

a. Criteria and discussion topics are distributed in advance.

b. A minimum of 2-hours is recommended for each session.

c. A designated note taker (other than the SMS Manager) is recommended for each 

session.

4. SMS core team conducts a final workshop to discuss and aggregate all audit findings 

and discussion points.

5. SMS Manager creates and distributed final internal program output audit document.
Safety Assurance Plan 28

3.4.2 Internal Program Audit Criteria

As discussed above, the specific audit criteria for the initial internal program audit should be 

finalized by Month-6 of the SMS implementation. The following is a set of preliminary possible 

audit criteria and discussion topics that may be useful in that effort:

SMS Element Key Area Audit Criteria & 

Discussion Topics

Program Data Collection and Information 

Systems

1. Has our interim data collection and reporting system been easy 

to use and used consistently? Does the interim solution provide 

the data that we are tracking to?

2. Has data collection and reporting to-date helped to identify 

specific requirements for the automated solution?

3. Does the data collection system provide most of the data that we 

need to track to? If not, what other data or functionality is 

needed?

4. Does data collecting and tracking improve or decrease 

efficiency? What can we do to streamline processes and data 

entry?

Policy SMS Policy 1. Have the executive and senior management teams embraced 

and acted as ambassadors for the SMS? What have we seen 

that demonstrates this? What would we like to see done 

differently?

2. Do the SMS Policy objectives and elements accurately capture 

our intent with this program?

3. Do the SMS Policy objectives and elements align with the FAA’s 

expectations of this program?

4. Do stakeholders have ready access to the SMS Policy and have 

they read it? 

5. Do stakeholders concur with the SMS Policy and objectives or 

are there competing interests and/or conflict?

Roles and Responsibilities Are the roles and responsibilities identified for SMS appropriate and 

necessary for the program that we are implementing at Sea-Tac? If 

not, do we recommend additional resources or fewer resources? 

How can we use our resources more effectively?

Risk Safety Risk Assessment 1. Were the projects selected for the safety risk assessment 

process appropriate or relevant? If not, why and how can we 

select more appropriate projects in the future?

2. Were panels efficient and effectively facilitated?

3. Did the safety risk assessment panels identify any hazards or 

risks that might have otherwise not been identified or mitigated?

4. Was the panel effective? Were the correct resources identified? 

Did we experience any reluctance in participation? If so, from 

whom and how can we encourage collaboration and 

participation in the future?

5. Was the time between the panel’s conclusion and the production 

of the resulting documentation acceptable? 

6. Did the introduction of the safety risk assessment process result 

in any delays to the project? Were delays resulting from the 

process more significant than halting project work due to an 

unforeseen safety hazard occurring?
Safety Assurance Plan 29

Operational Safety Risk Management 1. Is the operational safety risk management process being 

followed?

2. Is the process effective in identifying and mitigating day-to-day 

hazards and risks?

3. How do stakeholders perceive their ability to communicate 

safety hazards? Do they believe that their concerns are being 

addressed?

4. Has participation in operational safety risk management 

processes been adequate? If no, why not? 

5. Are there opportunities to streamline the risk assessment and 

risk analysis processes? If so, how? And what impact may 

streamlining have on accuracy?

Assurance Personnel Training 1. How has the training for Sea-Tac employees been received?

2. Are there recommendations or areas for improvement in the 

training courses or curriculum?

3. Do the training courses require more or less time to complete 

than projected?

4. Have we been able to garner appropriate management support 

for employees attending SMS training? If not, why? And how 

can we obtain more support?

FOD Program 1. In general, are the airfield and bagwell FOD-free?

2. Have the FOD inspections been occurring? If not, why and how 

can we improve performance and consistency?

3. Have we created a collaborative environment and participated in 

tenant FOD programs? Have tenants participated in Sea-Tac 

FOD activities? How can we improve collaboration and 

communication?

Minimum Standards 1. Do the minimum standards adequately reflect safety and 

operational requirements?

2. Are the minimum standards published and available to tenants?

3. Do tenants have an understanding of the Sea-Tac minimum 

standards that impact their operation?

4. Are there improvements that can be made to minimum 

standards to further support SMS? If so, what?

SMS Assurance 1. Are the targets and metrics identified in the SMS Assurance plan 

accurately and effectively capturing the success and 

opportunities for improvement in our SMS program?

2. What metrics should be added to the SMS Assurance plan?

3. What metrics should be removed from the SMS Assurance 

plan?

4. Have the self-inspection activities been conducted as planned? 

If not, why and how can we improve performance and 

consistency?

5. Do we have access to appropriate data to gauge our success in 

meeting targets and goals?
Safety Assurance Plan 30

Promotion Promotion and Safety Culture 1. Has the SMS promotion plan been effective in creating a just 

safety culture?

2. What is our assessment of cultural improvements since the 

beginning of the SMS implementation?

3. Have we seen any negative cultural impacts since the beginning 

of the SMS implementation?

4. Are tenants collaborating with the airport and among 

themselves?

5. What is the nature of safety-related communications between 

tenants and the airport? Are communications generally 

perceived positively or negatively?

6. What is the perception of the airport community of the successes 

and opportunities for improvement of the SMS program?

7. Do stakeholders generally have an understanding of the SeaTac SMS program? And what impact has the SMS Orientation 

course had on tenant understanding?

Table 8 - Internal Program Audit Criteria

3.4.3 Internal Program Audit Output

Very similar to the QA checkpoint output, the results of the internal program audit must be 

formally documented. The output can take the form of a Word document, slide presentation, 

and/or components can be shared on SMS internal and external websites. However the 

information is captured, it must be thoroughly documented and archived so that it can be easily 

accessed and referenced in the future.

While the format and information contained within the internal program audit output can and 

should be tailored based upon its effectiveness, the following components are recommended for 

inclusion:

1. Summary of Audit Workshops 

2. Audit Workshop Attendees

3. Summary of Documentation and Metrics Used in Workshop

4. Audit Findings 

a. Opportunities for improvement

b. Key successes and accomplishments 

c. Required SMS Program Updates

i. SMS program document updates (Risk Guide, Policy, Assurance Plan, 

FOD Program, etc.)

ii. Recommended modifications to processes and procedures

iii. Recommended modifications to roles and responsibilities

5. Next Steps

a. Timeline to implement preventive and corrective actions and program updates

b. Approvals needed and/or dependencies

6. Overall Assessment of SMS Program Progress

a. Assessment of program’s ability to meet overall SMS goals and objectives
Safety Assurance Plan 31

3.4.4 Peer Review 

Because the Sea-Tac SMS team will be heavily involved in all of the day-to-day operations of 

the program, it may be difficult to approach QA checkpoints and internal program audits 

objectively. An effective strategy to assist in obtaining objective feedback on the SMS program 

will be to conduct a peer review. In the peer review, Sea-Tac will identify another airport, or 

multiple airports, who are also engaged in SMS implementation and who may be at various 

stages in SMS implementation, to review the program. In exchange, Sea-Tac will review the 

SMS programs at the other airport(s). 

In order to effectively implement the peer review, the following should be performed:

1. Identify airports of a comparable size and/or structure that are at the same or reasonably 

similar stage of SMS implementation.

2. Conduct pre-peer review workshops to coordinate logistics.

a. Expectations for review process

b. Dates 

c. Evaluation criteria

d. Documentation and other output requirements

3. Conduct peer review.

4. Conduct post-review collaboration workshop.
Safety Assurance Plan 32

Appendix A: SMS Objectives Traceability Matrix 

Sea-Tac SMS Program Years 1-3

No. SMS Goal Associated Targets SMS Objectives

1

Sea-Tac executive and senior 

management clearly and tangibly 

displays commitment to SMS 

program

Commit resources (financial, human, and other) to SMS 

with a specific line item added to appropriate budget 

dedicated to SMS program

All levels of Sea-Tac airport management will be clearly committed to 

safety

We will create collaboration and integration between the Sea-Tac SMS 

and all other airport safety programs

We will instill a pervasive, just safety culture at Sea-Tac

We will strive to create openness and willingness and provide 

mechanisms for reporting and discussion of safety concerns

SMS Policy is endorsed and signed at beginning of year 1

Safety Team begins regular safety briefings to executive 

management by month 6

Executive Director facilitates and initiates SMS briefings 

(verbal or non-verbal presentation) by end of year 1

2

Create, integrate, and incorporate 

safety-focused team into operations 

by end of year 3

Assign responsibilities and accountability for SMS program 

to individual Safety Manager at beginning of year 1

All levels of Sea-Tac airport management will be clearly committed to 

safety

We will establish a proactive program for hazard identification and risk 

mitigation 

We will instill a pervasive, just safety culture at Sea-Tac

We will have clear safety metrics, with clear accountability

Finalize and assign SMS roles and responsibilities and 

formalize accountability by end of month 6

Integrate and align roles and responsibilities of existing 

Sea-Tac personnel by end of year 1
Safety Assurance Plan 33

3

Sea-Tac personnel are effectively 

trained and informed about SMS 

program

Develop internal training courses by end of year 1

We will establish a proactive program for hazard identification and risk 

mitigation 

We will strive to understand and mitigate root causes and trends

We will instill a pervasive, just safety culture at Sea-Tac

Establish initial and recurring training requirements for 

internal staff by end of year 1

Conduct 100% of training for required personnel by end of 

year 2

Implement recurring training by end of year 2

Continue required training - initial and recurring- through 

year 3 and beyond

4

Establish near perfect attendance at 

the Sea-Tac Safety Action Committee 

by end of year 3

Establish baseline attendees and attendance record by 

end of month 6

We will have open safety communications

We will instill a pervasive, just safety culture at Sea-Tac

We will establish a proactive program for hazard identification and risk 

mitigation 

We will strive to create openness and willingness and provide 

mechanisms for reporting and discussion of safety concerns

Establish attendance plan by end of month 9, including 

distinct metrics and performance improvement goals

5

Establish a SMS Promotions and 

Orientation plan that engages, 

informs, educates and excites all 

Sea-Tac SMS stakeholders

Develop mechanism to track effectiveness of campaigns 

by end of year 1

We will have open safety communications

We will instill a pervasive, just safety culture at Sea-Tac

Roll out a minimum of 2 SMS campaigns by end of year 1

Implement tenant SMS Orientation by end of year 1

Deliver SMS Orientation to all airport tenant employees by 

end of year 3
Safety Assurance Plan 34

6

Conduct regular internal program 

audits

Review and revise SMS Assurance Plan and finalize audit 

criteria and audit process by end of month 6 We will have clear safety metrics, with clear accountability

Conduct initial program audit by end of year 1 We will strive to understand and mitigate root causes and trends

Conduct second program audit by end of year 2

Conduct third program audit by end of year 3

7

Maintain and enhance effective selfinspection program

Ensure that monthly Ramp self-inspections are conducted 

and documented by end of year 1 We will have clear safety metrics, with clear accountability

We will establish a proactive program for hazard identification and risk 

mitigation 

We will strive to create openness and willingness and provide 

mechanisms for reporting and discussion of safety concerns

Ensure that monthly Bagwell self-inspections are 

conducted and documented by end of year 1

Ensure that Part 139 inspections are not adversely 

impacted by implementation of new self-inspection 

programs (FOD, Ramp, Bagwell)

8

Implement and manage effective 

Safety Risk Assessment program

Conduct a minimum of 2 safety case panels for airfield 

projects by end of year 1

We will have clear safety metrics, with clear accountability

We will have open safety communications

We will instill a pervasive, just safety culture at Sea-Tac

We will establish a proactive program for hazard identification and risk 

mitigation 

We will strive to understand and mitigate root causes and trends

We will improve safety by identifying, prioritizing, and treating hazards 

and risks

We will strive to create openness and willingness and provide 

mechanisms for reporting and discussion of safety concerns

Conduct a minimum of 1 safety case panel for bagwell by 

end of year 1
Safety Assurance Plan 35

9

Implement and manage effective 

Operational Safety Risk Management 

program

Develop interim hazard and risk data collection and 

reporting solution by end of month 6

We will have clear safety metrics, with clear accountability

We will have open safety communications

We will instill a pervasive, just safety culture at Sea-Tac

We will establish a proactive program for hazard identification and risk 

mitigation 

We will strive to understand and mitigate root causes and trends

We will improve safety by identifying, prioritizing, and treating hazards 

and risks

We will strive to create openness and willingness and provide 

mechanisms for reporting and discussion of safety concerns

Implement full, automated hazard and risk data collection 

and reporting solution by end of year 1

Begin collecting, recording, and prioritizing hazards 

(leveraging the Sea-Tac risk matrix)identified through selfinspection program by end of month 6

Implement interim tenant hazard reporting mechanism by 

end of month 6 (through meetings, drop boxes, etc.)

Prioritize 100% of hazards collected in year 1 by the end of 

year 1

Create mitigation plans and take required actions on 100% 

of high risk hazards identified in year 1

Create mitigation plans and take required actions on 40% 

of remaining hazards identified in year 1

Review, reassess, and close remaining hazards at end of 

year 1

Develop detailed hazard monitoring and closing 

procedures at end of year 1
Safety Assurance Plan 36

10

SMS program information and 

documentation is readily available to 

all stakeholders

Document and records management system and 

methodology is in place by end of year 1

We will have clear safety metrics, with clear accountability

We will have open safety communications

We will instill a pervasive, just safety culture at Sea-Tac

We will strive to create openness and willingness and provide 

mechanisms for reporting and discussion of safety concerns

Public website is updated with relevant external 

documents, records, and information by end of year 1

11 Implement and manage effective 

FOD program

Ensure that regular FOD inspections are conducted and 

documented by end of year 1 We will have clear safety metrics, with clear accountability

We will strive to understand and mitigate root causes and trends

We will instill a pervasive, just safety culture at Sea-Tac

FOD sub-committee holds frequent, effective meetings by 

month 6

Decrease FOD on the airfield and bagwell

Integrate and align Sea-Tac FOD program with tenant FOD 

programs

12

Facilitate the integration and 

collaboration of SMS with disparate 

Port of Seattle safety initiatives and 

programs

Attend and provide briefings at all Airport Safety Leaders

meetings on an ongoing basis

We will instill a pervasive, just safety culture at Sea-Tac

We will establish a proactive program for hazard identification and risk 

mitigation 

We will strive to understand and mitigate root causes and trends

We will create collaboration and integration between the Sea-Tac SMS 

and all other airport safety programs

We will strive to create openness and willingness and provide 

mechanisms for reporting and discussion of safety concerns

Identify trends between and among SMS and other safety 

initiatives on an ongoing basis

Assist and collaborate on mitigations and solutions and 

lead integrated initiatives in resolving joint safety issues

13 Assess baseline Safety Culture Conduct focus group and/or survey to develop a baseline 

for existing safety culture at Sea-Tac by end of year 1 We will instill a pervasive, just safety culture at Sea-Tac
Safety Assurance Plan 37

Sea-Tac SMS Program Years 4-5

No. SMS Goal Associated Targets Safety Objectives

1

Sea-Tac executive and senior management continues to 

support, demonstrate commitment to, and facilitate SMS TBD

All levels of Sea-Tac airport management will be clearly committed to safety

We will create collaboration and integration between the Sea-Tac SMS and all other 

airport safety programs

We will instill a pervasive, just safety culture at Sea-Tac

We will strive to create openness and willingness and provide mechanisms for reporting 

and discussion of safety concerns

2 Implement peer review TBD

We will have clear employee safety metrics, with clear accountability

We will have open safety communications

We will create collaboration and integration between the Sea-Tac SMS and all other 

airport safety programs

We will strive to create openness and willingness and provide mechanisms for reporting 

and discussion of safety concerns

3 Evaluate cost/benefits TBD We will have clear employee safety metrics, with clear accountability

4 Establish firm baselines TBD We will have clear employee safety metrics, with clear accountability

5

Conduct post-implementation safety culture assessment

TBD We will instill a pervasive, just safety culture at Sea-Tac

6 Make Identified Improvements to SMS TBD We will have clear employee safety metrics, with clear accountability