Runway-Taxiway 

Construction 

Best Practices and Lessons Learned 

Rev. I as of May 11, 2021 

For further information on Best Practices feel free to contact the 

Airport Construction Advisory Council (ACAC)
Page 1 

LOC Best Practice / Lesson Learned

BDL

Construction equipment shall not be staged for overnight parking or 

non-operational use on the edge of active runways. This facilitates the 

need to have associated support equipment and personnel also 

operating in the vicinity increasing the likelihood of an incursion. By 

staging equipment in a benign midfield area, any danger of a 

movement area transgression was minimized.

BDL

Runway guard lights were utilized under all meteorological 

conditions to serve as an additional warning mechanism to 

construction operators to be mindful of potential "hot spots" of high 

traffic zones.

BDL/JFK

Isolate construction area: Turning construction area into "landside" 

property reduces interface with "airside" operations; active control of 

adjacent roadways with flagmen and active barricading systems 

reduces the likelihood of errant vehicles entering the movement area; 

lit jersey barriers and barricades were placed at taxiway and runway 

intersections beyond which no vehicle could proceed beyond; it was 

emphasized with great fervor to all contractors that this was the “point 

of no return” - any vehicle driver that crossed beyond this point 

without direct approval would be immediately removed from the 

construction site.

BDL/JFK ASDE-X configuration map filtered to eliminate safety logic 

processing of construction vehicles located within barricaded areas. 

BDL

To avoid jet-blast to workers/equipment, all engine run-ups shall be 

coordinated with Airport Operations prior to the aircraft accessing the 

movement area; all aircraft operators have been informed that they 

shall coordinate with Ops prior to calling GC.

BDL ARFF access must be considered when planning construction 

activities

ORD/JFK

Planning as far as possible in advance allows for input and ideas to be 

incorporated before the sponsor signs contracts. Define project, 

restrictions. It is important to involve the air traffic personnel, airport 

operator, airline representatives, and airport certification personnel. A 

diverse group (pilots, dispatchers, FAA groups, adjacent facilities) 

yields diverse ideas.
Page 2 

LOC Best Practice / Lesson Learned

ORD/JFK

Refine operating concept, and break projects down into phases. 

These phases may allow gradual return of runways or operations. 

Integrating projects into single plan ensures that the cumulative effect 

of projects is considered, rather than projects being evaluated as stand 

alone. Matrix/Timelines provide a good visual reference of project 

overlap and/or influence on other projects. Identify critical stages 

needing completion prior to next phase: i.e. a taxi route needed for 

completion of one phase might be eliminated by the next phase; 

always look into each construction phase carefully to identify critical 

events that could ripple into the next phase(s)

ORD Once the phases and timeline have been broken down, involve Sys 

Ops. Start to develop impact statement.

ORD/JFK

Airlines and airport operator work together on publicity campaign; 

start of the communications campaign is driven by the ability to get 

the information out to the aircraft operators; typically, information is 

published about 1 month prior to actual work; make sure to involve 

air carrier Certificate Management Offices (CMO); Begin outreach 

with customers at least one year in advance, sooner if possible. They 

also have a tremendous amount of planning to do, especially if they 

are planning to adjust schedules and marketing plans for the 

construction period. This involves major airlines, dispatchers, chief 

pilots, scheduling, marketing, and user groups such as ALPA, NBAA 

and AOPA.

ORD

We typically try to brief controllers/operational staff on all changes 

anticipated as far in advance as possible; this offers front-line 

employees their first peek at what is coming on a broad scale. 

ORD

Start final briefing to controllers prior to construction commencing 

about 1 month prior to change; face-to-face whenever possible, 

mandatory briefing item, read-and-initial

ORD Publicity campaign in tower about 2 weeks before change.

ORD Personnel in tower to remind controllers the day of change.
Page 3 

LOC Best Practice / Lesson Learned

JFK/MSP

Conduct hands on classroom and simulator training. Simulator

modeling of runway/taxiway closures allows development of safe 

options and is significantly more effective than R&I briefings; We 

worked with airport authority Engineers developed simulations of 

ground movement and provided SIMMOD showing what normal 

surface traffic movements look like. This allows us to see where 

bottlenecks may develop with the impacted construction areas. Have 

Tower personnel provide suggestions and allow engineers to update. 

(same type of modeling is available at the Technical Center in 

Atlantic City). If feasible, have subject matter experts from the CPC 

ranks provide the construction training with management oversight. 

Keep a list of Frequently Asked Questions from the training. Use the 

FAQs as training continues and also publish this list in the R&I for all 

employees.

JFK

Identify a single P.O.C. for Air Traffic. Using multiple contacts 

increases chance of "I cleared it with ____". Single point of contact 

maintains single point of accountability.

JFK

ATM needs to be involved and show presence. Let's other entities 

know how serious we take these issues. If it is important to the ATM, 

it will be important to all.

JFK

Schedule “FAA only” meeting prior to attending first construction 

meeting with others. Any disagreement between Air Traffic and 

Airports, Tech Ops etc needs to be resolved prior to meeting with 

external entities. FAA presents one unified position.

JFK

Schedule frequent follow up meetings during project. This allows for 

modifications to op plan as needed; recommend weekly during the 

beginning and ending segments; as required during the construction 

periods where no reconfigurations are occurring

JFK

Short-notice or immediate projects/closures require increased 

scrutiny. Changing starting dates and spot closures need to be looked 

at with the same level of assessment as a planned project. Same risk 

being introduced without planning meetings; “just say, NO”

MSP

The number one ingredient for a successful closure is communication 

both internally and externally (with the customers). We have worked 

for many years to solidify relationships with customers (both pilots 

and dispatchers), the airport authority, airport authority’s engineers 

and consultants, adjoining Air Traffic facilities; Transparent, open 

communications and a good working knowledge of everyone’s role is 

essential for a successful outcome.
Page 4 

LOC Best Practice / Lesson Learned

MSP

Work with airport authority and their contractors to determine best 

time of year to complete the work based on traffic levels and 

historical weather data. Also discuss and determine the general scope 

of the project including potential impact to traffic flows in the air and 

on the ground.

MSP

If there will be special requirements for aircraft such as LAHSO, this 

is the time to get engaged with the individual carriers. We were able 

to get one air carrier to change their LAHSO procedures in time for 

our construction. Be prepared to show them the impact on them and 

also the overall system.

MSP

Get AJW onboard. They will be a major player, especially when you 

near the end of construction and the final work is needed to restore 

navaids and get the runways flight checked; When will Flight Check 

take place, what are the requirements and timeframe, when will 

NAVAIDS and other facilities will be returned, when will runway 

painting take place, etc. The runway/taxiway will open on a specific 

date but it may be only for VFR operations. Cat I, II, and III will be 

dependent on the flight-check outcomes

MSP

Form airspace working groups comprised of Managers, FLMs, 

Support Staff, and CPCs. The Tower, TRACON, and Center 

generally meet separately and start to determine required airspace and 

procedural changes, i.e. develop potential taxi routes to accommodate 

construction impacts or develop traffic patterns and airspace to 

accommodate new airborne flow patterns.

MSP

Have joint Tower/TRACON/Center meetings when 

airspace/procedural issues are identified which impact all concerned. 

Have these on a regular basis---monthly at a minimum.

MSP/JFK

Develop AARs and ADRs for the potential runway configurations to 

be used. Look at any impacting issues surrounding configurations 

such as weather minimums, converging approaches, LAHSO, etc. 

Also identify any required equipment, automation, or procedural 

concerns that may have long-term resolutions.
Page 5 

LOC Best Practice / Lesson Learned

MSP

If tools such as Converging Runway Display Aid (CRDA), Arrival 

Distance Window (ADW), or Departure Decision Aid (DDA) are 

needed, now is the time to get started on those procedures. They have 

very specific parameters and it takes time to get the ARTS/STARS 

updates, maps changed, and the preciseness figured perfectly. 

MITRE was a great help in assisting with our timing/distance issues 

on the ADW.

MSP

Take every opportunity to share the basic plan and information with 

the customers. Do it as often as possible. Runway configurations, 

LAHSO, AARs/ADRS, etc. If you do not get an invitation, send 

them the information and stress how important it is to get the word 

out to their employees, groups, and membership. Include power point 

presentations so they can self-brief their employees internally, such as 

Dispatcher groups; Outreach is extremely important – be as 

transparent as possible – do it often!

MSP

Prior to the runway closing we “practiced/tested” the ADW 

procedures on live traffic. It gave the FLMs and CPCs an opportunity 

to become familiar with the RADAR maps and get comfortable with 

the timing that was necessary to be successful; TRACON had to use 

Converging Runway Display Aid (CRDA) for the first time on both 

the north and south operation. We provided ETG training four 

months prior to construction and then a brief ETG refresher just prior 

to the closing of the runway.

MSP

Also advise the air carriers that they need to fuel for unusual 

circumstances. Any minor hiccup can cause major airborne or ground 

delays and the additional fuel may be necessary for holding.

MSP

Develop an Operational Impact Statement (Significant Impact 

Statement) to be shared with Center, The ATCSCC, and the 

Customers. Send the initial OIS 4-6 months in advance. Resend an 

updated version of the OIS or SIR 2-3 weeks prior to the closure. In 

2009 we included a power-point presentation along with the OIS to be 

used by the ATCSCC and the customers for internal training and 

briefings.

MSP

Make sure you have completed the SRM process and have the 

SRMD’s that you need complete and in place; don’t hesitate to 

request assistance
Page 6 

LOC Best Practice / Lesson Learned

MSP

Consider quick reference cards or “cheat sheets” as necessary to 

depict changes in airspace, frequencies, and other operational items. 

Have these laminated and posted at the affected positions. Again, 

update as needed.

MSP

Staff additional coordinator/oversight positions for the “extra set of 

eyes.” We employed a crossing coordinator and a local assist in the 

Tower. These positions saved a number of potential OEs. 

MSP

Consider a moratorium on developmental training. MSP/M98 

curtailed training for the construction period. In addition, work with 

the FLMs on keeping positions split for longer periods to alleviate 

volume and complexity.

MSP

Be flexible and available. Operationally we need to be very flexible. 

If the plan is not working don’t stop! Just slow the problem down, 

make the necessary adjustments, and move one. Be transparent, 

open, and honest will all entities concerning changes and adjustments. 

It could very well impact their planning processes as well.

MSP

Don’t be too anxious to get to your full expected capacity. Go slow 

and advance in increments until everyone is comfortable and has 

adjusted to the new flows. BE SAFE!

MSP

Hold daily telcons with local facilities and customers. We held a 

brief telcon at 0730 and 1330 each day to cover weather forecasts, 

runway configurations, general outlook, and unusual operations, etc. 

This does not take long, but reaps huge benefits. It also keeps phone 

calls and operational communications that may come later to a 

minimum.

MSP

Do regular R&I updates for the CPCs. Include construction progress, 

good practices, pitfalls to look out for, etc. This can also be fodder 

for team meetings. (airport authority had a website that updated 

construction progress on a regular basis – including pictures.) 

Employees like to see this---it makes what they are doing real and 

meaningful.

MSP

Construction normally happens during the summer when many of our 

employees are on leave. Be prepared to re-brief these employees 

when they return from one to two weeks away from the operation. It 

is very easy to let this slip through the cracks.
Page 7