marchapril2021 - 34

RUNWAY PROJECTS
plant allowed for the delivery of highquality asphalt while eliminating
approximately 70 miles of travel per
truck trip and saving approximately
132,000 gallons of fuel burn. In addition
to reducing fuel burn, establishing an
on-site paving plant contributed to a
reduction in air emissions, noise and
heavy wheel loading on surrounding
roads. Underneath the 104,500 tons
of asphalt and 460 cubic yards of new
portland cement concrete runway,
26,000 cubic yards of crushed aggregate
base course material was installed
utilizing a wide gravel spreader box
mounted on a Cat D6 dozer. This
installation process increased production,
decreased material segregation, and
provided a highly compacted pavement
base in less time.
Key BM Ps ut i l ized dur ing
constr uction included constant
communication and collaboration
between the owner, contractor and
designer as demonstrated by the four
extra pre-construction, weekly job,

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and daily morning and evening check in
meetings. A chain of command for the
flow of information was established early
and adhered to. With all parties involved
and included in meetings there was little
opportunity for misinterpretations
between team members. A pivotal
application of this BMP was used in
preparing for a two-week runway
closure as part of the Construction
Safet y & Phasing Plan (CSPP)
development which had to be agreed
upon 12 months in advance. Both the
FAA and the NHANG understood they
would have no flexibility in changing
these dates. Once again, this task was
approached in a collaborative spirit
that accounted for typical construction
challenges including material delivery
and potential weather impacts, all to
arrive at the mutually agreed upon
runway closure and re-opening dates.
What no one was anticipating
during the development of that CSPP
in 2019 was the global pandemic that
would impact every phase of our

professional and personal lives. Again,
this was an opportunity to incorporate
innovation both in the office and on
site. On March 20, 2020, Hoyle, Tanner
issued a Viral Outbreak Continuity Plan
which included closing all offices and
working remotely. The airport job site
was equipped with hot water hand
washing basins powered by propane
f ired heaters, hand sanitizer was
supplied to all employees, meetings
of large groups were prohibited in
closed spaces, travelling in vehicles was
limited to the driver only, masks were
always required, and porta potties were
disinfected frequently. An unfortunate
but necessary decision was made to
cancel plans to have a daily meal truck
arrive on the job site to provide food
and drink. Originally planned as a great
way to limit travel of privately operated
vehicles on an already congested
campus environment and provide a
boost to a local catering company, the
initiative was deemed unsafe as it would
encourage group gatherings in close

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