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OCR for page 39
Establishing a Water Resource Issue Management Program 39
In the Mitigation Facility Inventory, the airport operators should document the following for
each mitigation category:
· Currently available capacity within the facility;
· Permit requirements for use of the facility, including submittal requirements for permit
applications;
· Costs for use of the facility;
· Copies of standard permit conditions and agreement terms;
· Verification that facility is approved for mitigation of the affected water resource issue by the
regulating agency; and
· Timeframes associated with use of the facilities.
2.3 Water Resource Issue Management Plan
A Water Resource Issue Management Plan is a document
used to guide the process of managing water resource issues
Key Notes
within the development project implementation process.
The plan identifies the stakeholders who will be involved and A well-thought-out and documented plan for how
the protocols, methods, and strategies that will be used. to coordinate between water resource issue man-
Some airports may want to include airport policies related to agement and development project implementation
the subject matter in the plan. will have a significant effect on reducing impacts to
the project.
It is recommended that the general elements of the
Water Resource Issue Management Plan be developed as
part of the Water Resource Issue Management Program
outside of the planning process. When planning processes are initiated, the plan should be
modified to adapt to project-specific needs. Utilization of this strategy should provide an
important level of consistency to the approach to water resource issue management through
the ongoing implementation of multiple development projects. Individual elements of the
plan are described below.
2.3.1 Project Management Roles and Responsibilities
A well-defined and communicated program structure for managing water resource issues will
reduce the potential for unnecessary project delays and costs. All airports have their own unique
organizational, management, and personnel structures for development project implementation
and water resource issue management. The uniqueness in management structures can be traced
to a variety of factors, including the following:
· Number and types of operations (e.g., hub, non-hub, cargo, general aviation, or military);
· Staff resources and time commitments;
· Organizational mission, policies, philosophies, and protocols;
· Funding availability;
· Number, distribution, and level of involvement of airlines;
· Roles and relationships with tenants;
· Use of airport staff or consultants;
· Local regulatory structure, regulations, and involvement;
· Regional and local attitudes and approaches toward environmental compliance, stewardship,
and sustainability; and
· Involvement of interest groups.
OCR for page 40
40 A Handbook for Addressing Water Resource Issues Affecting Airport Development Planning
The organizational structure for development projects can encompass a variety of stakeholders.
Frequently involved stakeholders, their typical roles, and descriptions of their responsibilities are
provided as follows.
1. Airports (5):
· Airport Authority, Board, or Government Commissioners--responsible for administra-
tion and development of the airport.
· Airport Director--responsible for day-to-day operation of airport with authority over air-
craft operations, personnel, finance, maintenance, construction, and community-relations
matters. Involved in the planning process for airport expansion projects and capacity
enhancement. Also responsible for compiling the annual airport budget.
· Finance and Administration--responsible for financial matters including purchasing,
personnel, facilities, and office management. Participates in fiscal planning and budget
administration.
· Planning and Engineering--responsible for supporting airport groups and activities with
technical assistance for construction and development projects and industrial safety mat-
ters. Also develops standards and performs reviews related to construction documents and
contracts and industrial safety.
· Environmental--many airports have a separate environmental department that tracks
and manages environmentally related matters, including the acquisition of required per-
mits and approvals; compliance with existing permits and regulatory conditions; response
to environmental issues such as spills or contamination; coordination of operations and
maintenance (O&M) related to environmental compliance, including compliance moni-
toring and BMPs; development and maintenance of pollution prevention and spill control
plans and programs; and coordination with other departments to review environmental
considerations for development projects.
· Operations--responsible for matters involving both airside and landside operations.
Airside-related matters include airfield and airline activities, airfield safety, aircraft gate
assignments, monitoring of airfield conditions, recommendation of procedures, and com-
pliance with airside regulations, noise, and safety areas. Landside-related matters include
security, access, parking, public safety, terminal use, and compliance with operational and
security regulations.
· Maintenance--responsible for the maintenance of all airport facilities including buildings,
vehicles, and utilities, development of standards and policies for maintenance of these facil-
ities, overseeing maintenance contracts and responsibilities, and coordinating and inspect-
ing maintenance activities.
2. Airlines:
· Properties/Real Estate Management--sits on the Airline and Airport Affairs Committee
(AAAC) and plays the key role in the approval of airport projects affecting the airline and
coordinates the airline's other participants in the project.
· Facilities Management--represents the airline in working with the airport on plans and
construction of facilities affecting the airline.
· Environmental Management--works with the airport's environmental staff to address
any environmental issues/impacts related to the project from an airline perspective.
· Station Management--the airline's eyes and ears on the day-to-day issues related to the
project. Also coordinates cooperative efforts required of airline to accommodate the proj-
ect such as relocation of activities during construction, and so forth.
· Station Plant Maintenance Management--maintains the airline's station facilities and
interfaces with the airport regarding existing station-specific facility information.
· Flight Operations--includes navigation management, flight safety management, runway
and taxiway construction group management. There are several functions the flight oper-
