A Guidebook for Integrating NIMS for Personnel and Resources at Airports (2014)

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39 This chapter has been developed expressly to serve GA airports in recognition of the different needs and resources that exist at this classification of airport. The information herein will help GA airports and their emergency planning team better understand how ICS can fit their organization. Integrating NIMS/ICS into GA airport incident and event response plans and management introduces a methodical way to coordinate the airport, community, regional and (possibly) state response organizations into the framework of the airport. GA airports can range in size and complexity, and many of the larger operations can be as complex as Part 139 airports. The smaller and midsized GA airports tend to have fewer personnel, fewer tenants, and—at rural airports—a different level of community stakeholders. In many cases, particularly in the smaller GA airports, off-airport responders take the lead for primary incident response. The larger GA airports may have ARFF vehicles on the field with a fire staff or responders who will utilize the equipment once on scene. Some GA airports will have a maintenance or commercial drivers licensed (CDL) operator take the ARFF vehicle to the scene and begin to deploy agent or water until fire department personnel are on scene. Most fire responders will be familiar with and will be using ICS from the CP and NIMS from the area’s EOC if that is activated. NIMS/ICS provides a framework that all entities can work from using a common blueprint for emergency planning and management, with accepted protocols that take the incident or event through all stages: initiation, response, recovery, and return to regular operations. Establishing NIMS/ICS at GA Airports GA airports are not held to the same requirements for emergency planning as FAR Part 139 airports. However, the importance of a GA airport’s maintaining operational capability can be critical to any region, and therefore emergency planning is just as important for GA airports as it is for Part 139 airports. Moreover, GA airports often serve as a reliever to larger Part 139 airports. If the regional GA reliever is shut due to an incident or accident, a regional Part 139 airport may be impacted by having to accept additional GA aircraft operations. This could be especially critical in crowded airports and airspaces such as the Washington, DC to Boston areas, Atlanta, Chicago, southern California, and San Francisco areas. In other cases, the GA airport may be the most active and only available regional transportation option in a rural area, making that airport a critical infrastructure for the community. A GA airport may also be the geographic best choice for managing relief efforts and resources to the region during a major disaster, required to accept fly-in logistical and operational support for such things as Disaster Medical Assistance Teams (DMAT), Strategic National Stockpile (SNS) of pharmaceuticals, Disaster Mortuary Response Teams (DMORT), and others. GA airports can help their region and local community by developing a robust and capable NIMS/ICS program that involves airport management, first responder organizations, and C H A P T E R 7 GA Airports

40 A Guidebook for Integrating NIMS for Personnel and Resources at Airports volunteer stakeholders whereby each understands the roles and responsibilities, supported by training, certification, and practice. Management Support The impetus for driving forward the NIMS/ICS agenda will begin with airport leadership. It is recommended that policies—such as requiring staff training, certification, and other requirements set forth for NIMS/ICS roles and qualifications—be placed in writing from the most senior manager and/or the governing body staff. Once management communicates that they are invested in the structure of NIMS/ICS, others will more willingly participate in the planning and training necessary to integrate these systems into airport operations and security. Integrating Training and Certification When considering a NIMS/ICS integration effort, it is best to start with establishing what courses staff should take, depending on their roles during an incident or event. Because GA airport staff resources are usually limited (and in some cases may include only one or two employees), it is recommended that the manager and first report level staff take ICS 100, 200, 300, 400, 700, and 800 courses (see Table 11). For any other staff or airport stakeholder volunteers, ICS 100 and 200 are recommended at a minimum. Exercises and Training A fundamental step to establishing a better operating team is training. Training should include integrated teams of stakeholders, internal and external to the airport, who meet to review response plans and identify any procedures that might inadvertently create a negative impact or unnecessarily duplicate each other’s plans. These discussions also provide an opportunity for each stakeholder organization to add provisions that would facilitate resource interaction and communications, thereby streamlining coordination. Integrating the operational model outlined in the NIMS/ICS program will facilitate a close coordination of resources among all the stakeholders. After reviewing the various response plans, the next step is to test the plans using scenario- based exercises whereby all stakeholders can practice and validate their plans. Exercises can be tabletop exercises run from a single office where all participants meet, or configured to be executed from remotely connected platforms, thereby allowing outside stakeholders to play the problem from their own office. GA airports may want to conduct a field exercise to test response and coordination within the airport fence line. Airport management and stakeholders Number Course Title IS 100.b Introduction to IC System IS 200.b ICS for Single Resource and Initial Action Plans G 300 ICS for Public Safety (Available at State Emergency Management Training Office) G 400 General and Command Staff (Available at State Emergency Management Training Office) IS 700.a NIMS, An Introduction IS 800.b National Response Framework, An Introduction Table 11. Recommended NIMS/ICS courses.

GA Airports 41 may also want to identify and participate in exercises being coordinated by other agencies that understand the value of the GA airport and want to include the airport in training exercises. Deploying NIMS/ICS in Nonemergency Situations NIMS and ICS can be highly advantageous in dealing with situations that are not necessarily emergencies, but which nevertheless require a substantial effort to manage. Even nonemergency situations, such as air shows where there is an increase in traffic and complexity of operations along with a higher risk of incidents and accidents, would benefit from preparedness planning that is organized using the NIMS/ICS construct. Usually there are many mutual aid agencies participating in the planning and execution of air shows, and these agencies are likely to have an ICS structure in place. It is a good idea to designate an area or a room where operations among airport stakeholders can be coordinated during incidents and events. Many GA airports may not think of this as being an EOC, but it is the function that matters. As long as the room is large enough to hold those players who contribute to the coordination of an incident or event—a space where face- to-face planning and shared information can take place—then that space becomes the EOC. GA airports may also be able to utilize a city or county EOC and should discuss and plan with those agencies accordingly. Figure 7 depicts the full process of integrating NIMS/ICS at airports. Common Terminology Since communications is one of the single most important aspects of response, using the same terminology is critically important. When all concerned can understand each other during chaotic situations, the chances for mistakes are greatly reduced. For example, a lack of common terminology could result in a misappropriation of resources, or, worst case, the possibility of a responder becoming part of the problem instead of the solution. An example of how disparate definitions can cause confusion during an incident or event response on-airport is the term operations on the radio. At many airports the call sign operations refers most commonly to an airfield operations staff member. However, in an ICS environment, operations is used for the tactical response personnel associated with the operations section in the CP. Figure 7. Process for integrating and using NIMS/ICS at airports.

42 A Guidebook for Integrating NIMS for Personnel and Resources at Airports Some airports have taken active steps to change call signs on-airport so transitioning from normal operations to emergency response operations does not cause confusion. As an example, they designate airport operations as Airfield IC or Airfield Branch. Airport managers should establish day-to-day titles as well as who should play what role in the ICS organization and communicate clearly to all staff personnel who may be assigned. NIMS uses a common set of terms that most responding agencies and mutual aid responders understand and expect to use in emergency situations. These common terms also help to make up the ICS organization configuration. This configuration can be compared to any organization’s structure and the employees of such organizations understand their title, responsibilities, and lines of communication and authority that are delineated through the structure. The same holds true for an ICS configuration; it delineates roles and lines of communication using common terminology during an incident/event. Differences Between FEMA’s ICS and ICS at GA Airports ICS, as a structure and tool kit, utilizes the same common terminology and organization flow regardless of the entities training in it and deploying it. However GA airports may utilize an ICS model slightly different from ICS as used by local, state, and federal government agencies. Incidents or events that trigger a response at GA airports tend to be shorter in duration, and generally impact employees, tenants, and transient aircraft operations as opposed to a perma- nent residential population or a full-scale community environment that encompasses many commercial and industrial uses, street networks, residences, and so forth. It is the transient nature of the GA airport population and the size of the jurisdiction that create the most difference between the airport response environment and that of a community or region. However, the basic ICS construct found in the typical FEMA model, organization and flexibility to expand or shrink as the situation demands, remains the same no matter where you implement ICS. Another difference may be found in the ICS structure at an airport where it is recommended the IC maintain a day-to-day staff section that monitors and otherwise resolves conflicts with ongoing operations at the airfield during an incident or event. Other differences include the use of an EOC that is usually located in some pre-established facility or room. As noted, the EOC for a GA airport is most likely to be as simple as a conference room or large office where people are assigned some of the section chief roles and can meet and assist with the field tactical command while also keeping the doors open for continuing aircraft operations. Airports normally do not utilize base camps because they usually have facilities readily available or nearby and responders are usually only on scene for a short duration, perhaps a few hours at most. The key difference is the magnitude and duration of a deployment of resources and an airport ICS structure is usually far more scalable to handle the events as well as incidents or emergencies. Airport Command Posts The incident CP is best described as a site close enough to safely lead or manage an incident response. The DHS NIMS/ICS manual provides an ICS organization chart that organizes human resources for extended time periods. In most cases at an airport, however, there will not be a long-term response, though recovery may extend for several days, depending on the incident. The on-site ICS command and general staff from the emergency services agencies usually operate from the CP. This can be a mobile platform with support tools, communications, white boards, etc. or it can simply be the back of a vehicle like the fire chief ’s vehicle. In either case,

GA Airports 43 the general and command staff sections are located near the IC and are there to focus on the response. At many GA airports, senior responding management, law enforcement, or firefighting officers may initially fill the role of the IC, assisted by other resources. Within the airport specific staff from airport maintenance and airport operations may be present to augment and support the response and recovery. Based on the severity and duration of the situation, airport management generally will take on the role of PIO, finance, administrative support, and planning if those positions are necessary. GA airport managers usually have limited staff resources and will likely wear many of the command staff hats to support the IC in the field. CP Assignments and Operations At GA airports, IC will often be handled by the first responder, senior management, or the agency appropriate to the type of event, threat, or hazard that is involved. That manager or agency will lead their resources from the CP, using their personnel in accordance with the ICS structure. If additional responders are needed, the CP expands to a UC post (UPC) whereby all trained responders coordinate tactical response and develop IAPs. The following pages and tables contain information that describes the responsibilities of each ICS position at the general CP and in the field and its location on the organizational chart. It is not suggested that GA airport managers (or managers at any airport for that matter) would be responsible for covering all these positions with airport personnel or for overseeing what is actually the role of the IC and emergency services agencies. The information is provided here so that GA managers and key staff are familiar with how arriving resources may be organized and managed during the situation. That said, there may be some positions for airport staff to fill, at the discretion of the manager and per the IC’s needs. It is generally up to the IC if the situation demands a liaison officer or a safety officer. If the incident or event is quickly resolved, and does not require complicated tactical deployments, neither position may be necessary. In addition, the logistics section chief position and the planning section chief position may be handled by the IC if it is a short duration event, or maybe assigned as a collateral duty to other staff. The flexibility of the NIMS/ICS model allows for establishing a command structure that makes sense for the event at hand. Figure 8 depicts an example of an organization chart that could work should a small single- engine aircraft accident occur at a GA airport. If there are no fatalities, the airport most likely would not need to organize in an EOC. The CP could probably handle the event. Airport managers could choose to continue in an ICS organization during transfer of command after response and investigation thru recovery, or elect to hand-off command to an appropriate entity, such as NTSB during the investigation. If the airport manager or designee decide to maintain command, they could establish a UC structure with maintenance personnel and/or contractors handling recovery and restoration of operations. IC in the Field This role is assigned to the lead response agency’s IC who is responsible for the immediate tactical response. The IC is responsible for that specific incident or event while airport man- agement continues to oversee other aspects of airport operations. The role of the tactical IC may transition from fire or police to the airport manager during the recovery phase. In some cases, airport management establishes command and remains the IC throughout the response. Either scenario works, but it is best that these protocols be discussed and vetted with mutual aid agencies.

44 A Guidebook for Integrating NIMS for Personnel and Resources at Airports Examples of typical IC assignments: • Aircraft fire – fire chief or senior officer • Air show – airport manager • Natural disaster flood or snow emergency – maintenance or airport manager The IC is responsible for developing and communicating an IAP. The IAP may be either written or verbally communicated, but should be a crisp, clear, and brief overview of the mission, mission execution, and critical success factors. The IC will consult with the other members of the command and general staff on actions to be taken to address issues that arise, in concert with other stakeholder responders. Should the severity of the event demand support from an EOC, the IC can call for activation of an EOC for further support to the incident or event. Conversely, an airport manager or designee may feel the IC needs support and elect to activate an EOC and communicate to the IC that additional support is available to them. Table 12 lists the duties of the IC. As noted before, the assignment of IC normally falls to the pre-established lead agency for that type of incident (for instance, fire/EMS, law enforcement, operations, etc.). As the situation progresses, the lead agency assignment can be transitioned depending on the goals for that particular period of time in the event. For example, when responding to an aircraft fire emergency, the local fire department has the most pressing mission and logically manages the fire/lifesaving tactical response, with everyone else in support. Once the fire has been safely extinguished and the injured or deceased have been evacuated from the site, it may make more sense to pass command to a police agency to manage investigation and then finally back to the airport manager or designee for recovery, site cleanup, and management. Figure 8. NIMS/ICS structure: command staff and general staff.11

GA Airports 45 Operations Section Chief This role, reporting to the IC, is generally responsible for the immediate tactical response to an incident or event and, depending on the scope of the event, may have a number of strike teams or branches reporting to them. The operations section chief ’s responsibilities (see Table 13) include coor- dination of all tactical operations at the incident or event site, coordinating with the IC for status updates, processing resource requests, providing updates to/from the staging area manager (if in place), overseeing the logistics and planning sections, and coordinating air resources on site. Some of the subordinate staff to the operations section chief may include outside stakeholders depending on the incident and their expertise, and their agency’s level of involvement. The operations section chief can establish branches, strike teams, task forces, or a single resource to manage specific elements: • Fire branch director – senior fire official • HAZMAT branch director – HAZMAT fire team • Medical branch director – senior EMS officer • Airfield branch director – airport manager or designee Incident Commander or UC Have clear authority and know agency policy. Ensure incident safety. Establish the CP. Set priories and determine incident objecves and strategies to be followed. Establish ICS organizaon needed to manage the incident. Approve the IAP. Coordinate command and general staff acvies. Approve resource requests and use of volunteers and auxiliary personnel. Order demobilizaon as needed. Ensure aer acon reports are completed. Authorize informaon release to the media. Table 12. IC duties.12 Operaons Secon Chief Ensure safety of taccal operaons. Manage taccal operaons. Develop operaons porons of the IAP. Supervise execuon of operaons porons of the IAP. Request addional resources to support taccal operaons. Approve release of resources from acve operaonal assignments. Make or approve expedient changes to the IAP. Maintain close contact with the IC, subordinate operaons personnel, and other agencies involved in the incident. Table 13. Operations section chief duties.13 Image Source: Mike Cheston, Faith Group, LLC

46 A Guidebook for Integrating NIMS for Personnel and Resources at Airports • Law enforcement branch director – senior law enforcement official • Maintenance branch director – senior airport maintenance manager • Staging area manager – ARFF or law enforcement Logistics Section Chief It has been found that this role is best assigned to an individual who possesses knowledge about all the potential resources available to support an incident/event response, and can acquire resources supporting the effort (including those in a staging). A maintenance manager or a senior emergency responder can usually marshal resources not organic to the emergency response organization to quickly support the response. Key duties are shown in Table 14. Planning Section Chief This person is responsible for planning support and response using a planning horizon of 12 to 24 hours out from current incident time. This role may be assigned at the CP or the EOC if response is expected to last more than several hours or if the complexity and scope requires planning functional support at the CP. The IC may elect not to assign the role for relatively straightforward incident response, such as fuel spill, aircraft hot brakes, or other responses that terminate shortly after activation. In general, the CP planning section is focused on the immediate response, through about 24 hours. However, if the IC does not assign a planning section, the IC retains responsibility for the tasks under this title, as appropriate for the scale and impact of the situation. Table 15 presents this position’s duties. For a GA airport, the airport manager may retain the role(s) of EOC manager, planning, logistics, and finance section chief. Safety Officer This position is responsible for ensuring the safety of all involved (responders, victims and the public at large). The safety officer has the unique job of viewing the entire response from a holistic point of view and advising the IC of any concerns related to the safe execution of the response, such as HAZMAT response concerns, hot zone issues, crew rest or other unsafe actions or environments. Again, if the response is relatively short-lived or simple, the IC may assume the role of safety officer or assign the duties as a collateral duty to a subordinate. The key advantage of assigning a safety officer is that recognition of an unsafe condition may Table 14. Logistics section chief duties.14 Logiscs Secon Chief Provide all facilies, transportaon, communicaons, supplies, equipment maintenance and fueling, food, and medical services for incident personnel and all off-incident resources. Manage all incident logiscs. Provide logiscs input to the IAP. Brief Logiscs staff as needed. Idenfy ancipated and known incident service and support requirements. Request addional resources as needed. Ensure and oversee development of traffic, medical, and communicaons plans as required. Oversee demobilizaon of logiscs secon and associated resources.

GA Airports 47 be missed by the IC due to that individual’s focus on the mission. This is also the only position that may redirect responders or tactical direction from the IC’s command in the event that the IC’s direction may put persons in harm’s way. This type of situation has triggered a number of human factors studies around CRM and other best practices to conduct safer operations. With no other focus but safety, this position brings very high value to the team and should not be overlooked. See Table 16 for a specific list of duties. Liaison Officer The liaison officer is a key resource for the IC who coordinates with outside agency respond- ers not physically represented in the CP or the EOC. This usually takes on the form of coordi- nating with federal and mutual aid responders not at the scene, but may either deploy later as Planning Secon Chief Collect and manage all incident relevant operaonal data. Supervise preparaon of the IAP. Provide input to the IC and operaons in preparing the IAP. Incorporate traffic, medical, and communicaons plans and other supporng material into the IAP. Conduct/facilitate planning meengs. Reassign out of service personnel within the ICS organizaon already on scene, as appropriate. Compile and display incident status informaon. Establish informaon requirements and reporng schedules for units (e.g., resources unit, situaon unit). Determine needs or specialized resources. Assembly and disassemble task forces and strike teams not assigned to operaons. Establish specialized data collecon systems as necessary (e.g., weather). Assemble informaon on alternave strategies. Provide periodic predicons on incident potenal. Report significant changes in incident status. Oversee preparaon of the demobilizaon plan. Table 15. Planning section chief duties.15 Safety Officer Idenfy and migate hazardous situaon. Create a safety plan. Ensure safety messages and briefings are made. Exercise emergency authority to stop and prevent unsafe acts. Review the IAP for safety implicaons. Assign assistants qualified to evaluate special hazards. Iniate preliminary invesgaon of accidents within the incident area. Review and approve the medical plan. Parcipate in planning meengs to address ancipated hazards associated with future operaons. Table 16. Safety officer duties.16

48 A Guidebook for Integrating NIMS for Personnel and Resources at Airports needed or provide support or assistance in roles not directly impacting the incident or event scene (i.e., American Red Cross or NTSB). Other liaison roles at airports may include tenants and—if it is a joint-use airport—the military. Federal liaisons such as TSA and other tenants involved in coordinating the response and providing key information should have plans to assign a liaison. Rather than report to a liaison officer they usually will have direct communication with the IC or manager of the EOC. Table 17 shows the duties of this position. Possible Roles of Airport Staff at the CP It remains the prerogative of airport management to assign specific individuals to roles in the ICS structure. These assignments may vary widely (based upon necessary SME for specific incidents), but generally the key role assignments are used no matter the type of incident or event. EOCs at GA Airports Should an incident or event take place on an airport that extends beyond what is customary for most airport issues, the airport can activate an EOC, usually located on-airport. The EOC provides timely, relevant support to the IC and is a home base for managing support resources. In lieu of their own EOC, a GA airport may coordinate with a local emergency management agency to utilize their EOC and/or mobile command vehicles for incidents or events that may last more than 24 hours. GA airports should consider activating an EOC when the incident or event becomes more complex or disrupts operations at the airport for a significant amount of time, particularly when the situation requires multiple agency response coordination. The EOC can then support the IC and accommodate the overall requirements for the impacted area. Practice using the EOC for various-sized events to ensure staff is comfortable operating in the space and assuming the various roles to which they may be assigned. The EOC could be activated by the airport manager or designee or the IC. Although this is more art than science, experienced and trained professionals can recognize when the situation calls for a more robust management model. The establishment of an EOC to support the CP in no way diminishes the responsibility of the IC. The IC is still the senior decision maker on scene and has the authority to direct the tactical response. The EOC manager’s responsibility is to run the staff at the EOC and ensure it provides timely and relevant support to the IC while keeping a big picture on the entire airport/regional operational status. Figure 9 depicts the EOC command structure. Liaison Officer Act as a point of contact for agency representa ves. Maintain a list of assis ng and coopera ng agencies and agency representa ves. Assist in seng up and coordina ng interagency contacts. Monitor incident opera ons to iden fy current or poten al inter organiza onal problems. Par cipate in planning mee ngs and provide current resource status, including limita ons and capabili es of agency resources. Provide agency specific demobiliza on informa on and requirements. Table 17. Liaison officer duties.17

GA Airports 49 GA Airport ICS Assignments GA airports may experience three common incidents or events: an aircraft accident, air show type event, and a natural disaster/weather event. For the purpose of this manual, here are three examples of how a GA airport may function in an NIMS/ICS mode during the following: • Aircraft accident – fire chief or senior officer as IC • Air show – airport manager as IC/EOC manager • Natural disaster (flood) – airport manager as IC/EOC manager Aircraft Accident The size of the aircraft and number of occupants/injuries/fatalities will change the type of response. Small, Single-Engine Aircraft Single Occupant Serious Injury This type of accident would require a single ambulance response, minor HAZMAT cleanup, and minor restoration of the airfield back to normal operations. In this case, it is likely a senior fire responder will be the IC and may or may not assign an operations section chief. Planning and finance sections would probably be retained by the IC. An airport manager or designee could respond to the CP if requested and assist with logistics by coordinating resources and making notifications. One law enforcement officer may be needed to preserve the scene for investigation and EMS would be covered between the responding fire agency and ambulance response. The airport manager may also choose to take the role as the PIO for managing media. The incident may be resolved in a few hours after investigation and restoration of the airfield is complete. The ICS structure would be as shown in Figure 10. Figure 9. NIMS/ICS command structure used in EOC.18

50 A Guidebook for Integrating NIMS for Personnel and Resources at Airports Large Corporate Jet Multiple Injuries and Fatalities In the case of a large corporate jet accident with as many as five to 10 persons on board, the situation may require a mass casualty response with a much longer investigation and recovery period. In this type of accident, the airport may consider opening up an EOC to support a longer term operation in the field (see Figure 11 for the ICS structure). The CP would still have the Figure 10. ICS structure for single-engine aircraft accident. Figure 11. ICS structure for mass casualty incident.

GA Airports 51 initial senior fire staff as IC who may likely add an operations section chief and logistics section assignments as well as multiple branches including EMS, HAZMAT and law enforcement to secure the site. An EOC may need to be considered as this could be a longer-term investigation and recovery of both aircraft and airfield. Air Show In the event of an air show, the airport manager is likely already working with many mutual aid responders and community members. Air shows tend to draw large crowds, bringing the potential of a number of situations, such as roadway congestion and parking issues; EMS responses for heat exhaustion and accidents; pre-staged treatment tents; and a significant law enforcement footprint for security purposes. There is also the coordination of the logistics of the event itself, such as parking aircraft that is arriving to be displayed or just to attend the show. There are a number of vendors that will need to be coordinated as well as a financial oversight for expenditures. An air show is a perfect event scenario to activate an EOC as a central coordination point. Figure 12 provides a sample ICS structure for an air show. Figure 12. ICS structure for air show event.

52 A Guidebook for Integrating NIMS for Personnel and Resources at Airports Natural Disaster (Flood) In the event of a natural disaster such as a flood that is affecting the region, a GA airport that is not under water may be the only source for transportation of people and goods. In this case the airport manager should activate an EOC to support government agencies and manage communications with them, potentially setting up a coordination center such as a hangar or maintenance facility for food and goods to be brought in and distributed and the transport of sick and/or injured persons. Figure 13 indicates how ICS could be organized for this situation. Involving On- and Off-Airport Stakeholders in Planning During a response to an incident or event, there will be a number of outside stakeholders responding to the airport to assist such as firefighters, EMS, and law enforcement. Others may have less familiarity with the airport such as the American Red Cross, NTSB, local coroner, and local emergency management organizations. It is expected that these stakeholders will have rehearsed response protocols within their agencies, but may not be coordinated with airport personnel. To the extent these outside responders can be woven into the fabric of the EOC and the overall response, the integration can be successful. For GA airports the need to preplan with mutual aid agencies is extremely important as GA airports often are limited in their resources and will need to rely on outside help, especially when facing a large-scale incident or event. Coordinated response plans are best developed in advance of an incident or event so all respondents have a common starting point when they arrive on scene. Plans should include Figure 13. ICS structure for flood (airport in support role to community).

GA Airports 53 a broad spectrum of stakeholders and mutual aid responders to ensure key issues are not inadvertently neglected. Stakeholders and mutual aid organizations should be identified by agency name and contact phone number and not be attached to a personal name. The incidents or events for which response protocols should be reviewed among stakeholders include, but are not limited to, aircraft accidents and natural weather disasters to which the region is vulnerable. The key topics to cover include: • Airfield access familiarization/map (grid ideally) areas • Updated contact lists • Logistical resources such as mobile command vehicle access, HAZMAT trailer, decontami- nation unit, triage trailers, or a bomb disposal unit. • Communications protocols. Representatives from the following resources should be considered for participation in any multi-agency response planning group, and their existing response plans should be known and referenced when creating and updating AEP. Mutual aid responders should be aware of how the airport will structure incident or event management using ICS, both before a warned or planned situation and then while responding and returning to normal operations. Whereas a given stakeholder has its own response plans, it is critical that there not be any conflict between their blueprint for action and the airport’s. A list of stakeholders to consider includes the following at a minimum: • Airport management • Local fire • Local EMS • Local law enforcement • Coroner’s office • American Red Cross • Local volunteer emergency response • Local emergency management departments • Airport tenants • Hospitals Continuity of Operations Many GA airport operators choose to let mutual aid agencies manage the overall event and will wait until the area is clear before taking over the recovery stage. However, if the airport is not involved in the incident management strategy early on, it may cost the owner/operator more in terms of lost revenue due to operational impacts. Lost revenues are not just airport generated but also tenant generated, such as lost charter service, flight school, or maintenance businesses. It is in the airport’s best interest to maintain oversight of the activities during an incident or event and restore the airport to normal operations as soon as possible to limit financial and/or reputational impacts. Beyond the obvious desire to save lives and protect property, GA airports are particularly motivated to keep the airport operating (or returning it to full capacity) as soon as possible, avoiding further disruption to service. To achieve this, it is valuable to review the elements of a COOP and prepare one to cover contingencies under which the airport could suffer a reduction in operations and limited access. COOPs are different from AEPs and are not the topic of this guidebook. Nevertheless, a COOP is part of the family of incident and event plans at an air- port, and therefore is mentioned here. The focus of an airport COOP will be on protecting and restoring efficient operations, not on specifically how to eliminate the danger (put out the fire,

54 A Guidebook for Integrating NIMS for Personnel and Resources at Airports take the criminal into custody, rescue people at an aircraft crash, etc.), but on the functionality of the airport. GA airports often have stiff competition for attracting and retaining tenants and transient pilots. For many GA airports, much of the competition is in the price of fuel or services offered on the airfield, be it mechanical, radio/avionics, or even a nice restaurant at the airport. If these revenue sources are negatively impacted, it could damage a GA airport’s budget. Knowing that an airport is prepared and well equipped to handle emergencies—whether that means equipment to help an aircraft off the runway with a flat tire or a good emergency response plan where pilots feel safer operating in case they would encounter a problem at take-off or landing—could make the difference in the choice of an airport by a pilot as either a tenant or a transient customer.