Design Considerations for Airport EOCs (2018)

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11 Purpose This section will provide direction for airport management to make decisions concerning the complexities of their airport and what the needs may be for EOC facility requirements. Section 3 encouraged airport managers to consider the use of a sound business model such as the ICS during emergencies and events. Using an ICS structure for managing an event influences the size and flow of the EOC facility. Section 4 is based on best practices and lessons learned, how to budget for various concepts, and a Decision Tree to guide airport managers through the concept planning process. The conclusion of this section directs airport managers to consider this a continuous improvement process, which should be readdressed periodically. Best Practices and Lessons Learned EOC development needs to consider many things. Airport owners and operators are chal- lenged to include all the issues that may or may not affect their EOC development, such as: • Who will be accessing and utilizing the EOC when it is activated? • Will it be just airport staff, or will it include outside agencies? • Should the EOC be considered a Joint Operations Center (JOC)? • Was the EOC envisioned as part of the master plan and shown on the Airport Layout Plan (ALP)? These and many other questions are vital to understanding what will be needed as part of an airport’s EOC. These questions and challenges are germane to the EOC development process, regardless of the airport size or complexity. If the process is followed thoroughly and corners are not cut, then the critical questions will be answered. Different components of the decision- making process will need to be conducted simultaneously. One component will feed the next and so on with valuable information. Certain components that are best practices regardless of the physical space, layout, and planning process include training and having standard operating procedures in place that people are familiar with or that can be accessed via a written document or checklist during an event. Best Practices and Lessons Learned Matrices Twenty-seven survey interviews were conducted during the research phase, inclusive of large-hub, medium-hub, small-hub/non-hub, and GA airports. Information gathered concern- ing best practices and lessons learned is documented in Tables 4-1 through 4-6. S E C T I O N 4 Planning Processes

12 Design Considerations for Airport EOCs Large-Hub Airport Best Practices Lessons Learned George Bush Intercontinental Airport (IAH) 1. Easy access for non-badged responders. 2. Not used as a conference room. 3. Controlled access. 4. Standard operating procedures (SOPs) in place. 5. Virtual EOC as a stand-by mode for monitoring. 6. Formal mass notification system (Everbridge). 7. Minimize attendance, regardless of titles. 8. Redundancy for systems such as generators. 9. Paint walls with dry-erase white paint. 1. It is too small for the size of their airport. 2. Better proficiency with WebEOC. 3. Sidebar conversations do not get tracked. 4. Long and narrow facility is not good for flow. 5. Make sure to have a break room. 6. Have breakout rooms to cut down on sidebars. 7. They are vulnerable in the terminal. 8. Utilize compartmentalized workspace rather than table rows. Dallas Ft. Worth International Airport (DFW) 1. Planning for new EOC based on experience with current space. Expected in 24–36 months. Would increase space to 60,000 square feet and transition into a JOC—an open concept with large and permanent pods for the terminal, IT help desk, TSA coordination center, CBP, American Airlines, North Texas Fusion Center, and other occupants. 2. Current facility has adequate computers and good security, including a camera at the door accessed only with secure badge. 1. Temperature in EOC was too cold. Personnel became ill; some refused to work there. Situation was corrected. 2. Moving away from ICS/NIMS based on experience, and back to Emergency Support Functions (ESFs). Airport EOC positions are identified by function now. 3. Poor flow and management of information and thus, limited situational awareness (SA). Used older information management procedures. Will be upgrading and adding WebEOC in new EOC. Denver International Airport (DEN) 1. Have a backup EOC. 2. Controlled access. 3. The Airport Duty Manager works in the EOC, so it is always in stand-by mode. 4. Have good event tracking software. 5. SOPs. 6. Checklists. 7. Formal mass notification system (Everbridge). 8. Practice using often, and it runs well during larger 1. Need more breakout rooms. 2. Have Section Chiefs with their own work areas. 3. Not large enough. 4. Located between other operational areas makes for bad flow, e.g., people from maintenance traverse through EOC to get to and from work. 5. Do not have people in the EOC unless they have a specific role. 6. Noise levels are high. events. 7. Vulnerable position on 10th floor and one side all glass windows during a tornado. Ft. Lauderdale Hollywood International (FLL) 1. Access plan in place for non-badged responders. 2. If EOC in terminal, have secure access with law enforcement posted at door when necessary (during activation). 3. Controlled access. 4. Bunk areas. 5. Locker rooms/shower facilities. 6. Make sure external people have a method of responding back to EOC so tasks can be received and carried out then reported on. 7. Plan for extended opening of EOC. 8. Work collectively when planning a new EOC. Speak to every division: TSA, Fire, law enforcement, airlines, etc. Make sure EOC will accomplish what it needs to accomplish without going overboard. Put logic and realism to it. 9. If situation is expanding, then people need to be asked to leave when necessary. 1. It is too small for the size of their airport. 2. Better proficiency with WebEOC. 3. Make sure to have a kitchen. 4. Have breakout rooms to cut down on sidebars. 5. They are vulnerable in the terminal if situation is active within terminal (active shooter, fire etc.). 6. Have a logistics plan (resources such as generators tend to be difficult to obtain during activation). 7. Do not rely solely on terminal tenants to sustain EOC (for food etc.). 8. Having EOC outside of terminal makes parking easier, especially during activation when more people (badged and non-badged) are present. 9. EOC outside of terminal building makes it less complicated to escort non-badged personnel. 10. Each event makes the EOC better. 11. Extended opening of EOC burned personnel out. 12. Each incident is unique so plan for as many different types of scenarios as possible. Minneapolis St. Paul International Airport (MSP) 1. Backup EOC in terminal. 2. Controlled access. 3. Command staff and general staff are arranged accordingly to work within their groups. 4. Highly equipped for IT logistics, laptop-charging cart, video walls, plenty of phone and local area network (LAN) access. 5. SOPs. 6. Checklists. 7. Formal notification system (Everbridge). 8. Positions are placarded so people know where to go. 9. Keep a stock of various charging cords, protein bars, and bottled water to sustain people who respond in haste not knowing how long to plan for. 1. Because the EOC is not on site it does not get used much except for exercises. 2. They do not have their own event tracking SA software and must log into different software of working with the county or state. 3. It is not a dedicated facility and setup can take 30 minutes. 4. Exercises usually attract more people than a real event might. 5. People are in disparate areas of the airport and it is hard to remember to brief everyone. Table 4-1. Large-hub airport best practices and lessons learned.

Planning Processes 13 Large-Hub Airport Best Practices Lessons Learned Phoenix Sky Harbor Airport (PHX) 1. They use the AEOC on a regular basis and are very familiar. 2. They did a formal concept planning approach to meet the needs. 3. They realistically decided how many chairs and how much breakout space is needed. 4. They did a threat and vulnerability analysis, which helped eliminate some options. 5. They involved all the key stakeholders in the planning process. 1. The state uses Webbook for managing events and it does not really integrate with the event tracking system, so efforts are duplicated. 2. Managing accurate information within groups who are getting intel from various places. 3. Have someone from the communications center in the EOC to bridge information. Portland International Airport (PDX) Current Day 1. Controlled access. 2. Concept planning for new facility. 3. Pre-identified responders and their roles. 4. Org chart. 5. SOPs. 6. Checklists. 7. Identifiable gear. 8. People are trained. 9. Bring in more SMEs like IT and GIS. 1. Too small. 2. Vulnerable location in main terminal. 3. If you do not use technology regularly like WEB EOC, it is hard to keep current. 4. Collocation to Com Center or Operations is not as important as having a liaison. 5. Layout is not good as one long room and table, would prefer smaller breakout set up for face-to-face communication. 6. Need better technology for good tracking and SA. 7. Finding a common area to access electronic manuals and checklists has been challenging, SharePoint, a file transfer platform (ftp), did not work well. 8. The setup of the EOC is as important as the process and procedures. 9. Would rather lose proximity to the terminal in lieu of secure facility. 10. Getting people to think about the EOC for smaller events, not just the bigger ones. Washington Reagan (DCA) 1. Airport Police Chief obtained a grant to help fund emergency planning for the airport. 2. Two EOCs: large one (1,200 sq. ft.) located on the Security Identification Display Area (SIDA) side of the airport in a hangar. Alternate EOC is in the Ops Center. 3. Use WebEOC and are conducting training on it. 4. Have separate conference area and do video conferencing there. 5. Seats for all airport EOC personnel and all stakeholders (including hospital rep and Red Cross plus Feds, fire and police, etc.). 6. Put EOC on stand-by status for national security events (Inaugural and other major events). 7. Good continuous information displays. 1. Space in alternate EOC is insufficient. 2. For better logistics, wants to establish pods and more flexible space arrangements. Layout is extremely important. Should be able to compartmentalize and change. 3. Noise problems; wants more virtual EOC capabilities to solve problem. Washington Dulles (IAD) 1. Emergency manager has purchased 30 new laptops along with a storage “cage” where they are kept. The computers are on a permanent connection to periodic updates and will be available for use whenever the EOC is activated. 2. Currently training all staff on WebEOC. 3. Good representation for positions at EOC: Air ops, police, fire, airlines, Federal partners (traffic control, FBI, CBP, FAA), Red Cross, hospital rep, state and local jurisdictions. Source: Faith Group, LLC. 1. Space in EOC is insufficient. Planning to build new facility. 2. Must be able to compartmentalize space according to the type of incident and personnel in the EOC. 3. Emergency Management Director is a proponent of virtual EOC where possible and preferred, e.g., public information officer (PIO) functions. Table 4-1. (Continued).

14 Design Considerations for Airport EOCs Medium-Hub Airport Best Practices Lessons Learned Cincinnati/Northern Kentucky International Airport (CVG) 1. Dedicated EOC = minimal stand-up time. 2. Backup EOC location with cartload of automatically updated laptops. 3. Effective software: WebEOC, Everbridge. 4. Dry-erase marker maps. 1. Too small = noisy and crowded. 2. Remote from terminal area makes it less likely to be used. 3. Need adjacent breakout rooms. 4. Desktop monitors block face-to-face interaction – should be depressed in tables. 5. Too much brightness/glare without window blinds. Indianapolis International Airport (IND) 1. Dedicated EOC—co-located with the Airport Operations Center (AOC) in a separate non-descript building away from the terminal. 2. The EOC/AOC facility was the result of the security master plan developed in 2002 (after 9/11). 3. Breakout rooms 2,000 sq. ft. total area for the EOC. 4. Single computer access into all systems is available for each representative. 5. The EOC has one console, which can be operated by a dispatcher and can access all systems in real time and not affect the AOC. 6. The area is Access Control System– (ACS-) and closed-circuit television– (CCTV-) controlled. 7. Can be arranged for training events as well (modular desks and computers). 8. One person responsible for EOC’s operation and care. 9. Supports multiple agencies in the area. 10. The EOC is activated several times per year (weather, VIP arrivals, major events, etc.). 11. Everbridge is used for mass notification. 12. Purpose-built facility from a greenfield. 13. Updated computers to provide more workspace on a single point of entry into the systems for representatives. 14. No pending upgrades currently. (Everyone is satisfied with the facility.) 1. Should have designed the IT systems first and then designed the building around them; it was vice versa. (Resulted in several change orders during construction). Mineta San Jose International Airport (SJC) 1. Controlled access. 2. Large main room expandable. 3. Many breakout rooms nearby. 4. Checklists. 5. Formal mass notification system (Everbridge). 1. Originally collocated with police; made them vulnerable. 2. Because it is not dedicated facility, they must set it up for use, which can take 45 minutes. 3. Because the EOC and ICS are not used often, staff and stakeholders are not comfortable with the processes. 4. Phone and LAN jacks limit table arrangements. 5. Exercises probably attract more people than a real event would. 6. Vulnerable position near roadway and all windows facing it. 7. The setup time serves as an excuse not to use the EOC or practice using it. Portland International Airport (PDX) 1995- 2006 1. Controlled access. 2. Pre-identified responders by shift. 3. Checklists. 1. Too small. 2. Vulnerable location in main terminal. Sacramento International Airport (SMF) 1. Controlled access. 2. Utilize ICS structure. 3. Have binders for each position. 4. Do not use the EOC for anything other than emergencies or training. 5. Google Earth works great for drill down into any area of the airport. 1. The TVs are not all the same make and model and remote controls cannot differentiate among them. 2. Too small, but that may be a function of the furniture and configuration not being well laid out. 3. May be vulnerable in the terminal non-sterile side. 4. Direct TV may not be sustainable during events, especially those that are weather-related. 5. Make sure to routinely update the computers so they are not doing updates in the middle of an event. Source: Faith Group, LLC. Table 4-2. Medium-hub airport best practices and lessons learned.

Planning Processes 15 Small-Hub Airport Best Practices Lessons Learned Jackson Evers International Airport (JAN) 1. Controlled access. 2. Organization chart. 3. SOPs. 4. Formal notification system (Everbridge). 1. Provide checklists for EOC positions. 2. Better technology for tracking. 3. People do not always understand their role and start to freelance. 4. Vulnerable location in main terminal. Des Moines International Airport (DSM) 1. Agreement with Polk County to share their EOC as a backup in case it is impacted by event. 2. Access controlled. 3. Multiple breakout rooms available as well as an all glass tower cab for visuals. 1. Older facility, no elevator, not Americans with Disabilities Act (ADA) compliant. 2. It takes a long time to set up, about 1-½ hours. Some of this is due to staff response times and logistics to bring them in. 3. Hard for some people to find. 4. Vulnerable location near terminal and roadway. 5. In a real event, facility will likely be too small. Memphis International Airport (MEM) 1. Dedicated single-purpose EOC. 2. Assigned breakout spaces. 3. Backup EOCs available. 4. Weekly computer check, monthly tabletops, yearly exercises. 5. Adjacent to Airport Comm. Center. 1. Sterile area location makes access difficult for some. 2. Somewhat larger facility is desired. Harrisburg International Airport (MDT) 1. Ensured the main EOC was close to airport operations, bathrooms, and communication center; is in a separate building with ample parking. 2. Replacing desk top computers with new laptops which will open more work space. 3. All EOC personnel have checklists and are familiar with their responsibilities. 4. For small events use the alternate EOC inside the terminal at the police station. 5. Went to the county’s EOC for a tour and a meeting regarding best practices for the EOC. Obtained helpful information and strengthened working relationship/awareness between county and airport. 6. We are anticipating a whiteboard and computer- assisted displays. That will be our working log/action tracker and will help with SA. 1. Challenged by nearby hazards: rail line is next to airport and Three Mile Island nuclear plant is a few miles away. 2. Encountered problems with IT during triennial exercise. We realized improvements were needed in terms of access to Wi-Fi, ease of using laptops, and addition of power cords in conference table itself. Decided to upgrade main EOC. 3. Airports need better training in emergency management for airport personnel and their roles. They need to learn what their role is and how to carry it out with other members of the team. The American Association of Airport Executives (AAAE) should consider setting up EOC training classes. 4. Key factors to planning most functional EOC are who is going to be there, what resources needed, and how will the room function to resolve the incident. Tulsa International (TUL) 1. Access from sterile and non-sterile side. 2. Primary and secondary electrical feeds as well as backup generators. 3. Separate area designated for media updates. 1. Slightly less space than required. Colorado Springs Airport (COS) 1. EOC on third floor of terminal—co-located with communication center. 2. EOC used to be on different floor—relocation jointly planned with ops, internal IT, electronic specialists, and a local architect. 3. Two ergonomic workstations; each has six monitors. 4. Badged access to elevator and to room. 5. For big incidents, plan to put other stakeholders in a separate conference room with plug-in phones and Wi-Fi capability. This would become the adjunct EOC. It is 22 yards away from the main EOC. 6. Review SOPs once a quarter so personnel do not have to look up their duties when activated. 7. You must plan five years out if you want to have the budget to do what you want. 1. Airport Ops and EOC overwhelmed communication center and vice versa. Had to install a barn-style door to separate functions. 2. High windows created a glare. Put adjustable blinds on windows and a dimmer switch for the lights. Source: Faith Group, LLC. Table 4-3. Small-hub airport best practices and lessons learned.

16 Design Considerations for Airport EOCs Small Non-Hub Airport Best Practices Lessons Learned Bangor International Airport (BGR) 1. Camera connections between EOC and breakout rooms, vehicles for field view. 2. WebEOC connection with county and state. 3. Controlled access. 4. Proximity of management to staff prevents them from going to the field. 5. Configurable space, flexible IT infrastructure. 6. Enlarged FEMA forms laminated to write on. 7. Provide identifiable gear to prevent others from wearing their organization vest and having numerous ICs. 8. Used often so people are familiar with it. 9. Keep it simple; what is used daily works best in crisis. 1. Vulnerable location in the terminal. 2. Not big enough for a large event. Lincoln Airport (LNK) 1. They train together and with their mutual aid agencies a lot. Everyone knows everyone and works well together. 2. They utilize the ICS structure very well. 3. They have three adaptive spaces to be used depending on the size of the event. 4. They are taking advantage of existing space coming available to turn it into an Operations and Unified Command Control Center (UCC). 5. They have practiced for large events taking advantage of training during the large air show every five years. 6. Each facility is access controlled. 7. Train often. 1. Noise levels in all three areas can be problematic. 2. The heating and cooling of the fire station bay the largest room is difficult to control. 3. When they are in the large room they are a bit far from the CP and if an immediate briefing needed to happen, it could be difficult to do a face-to-face meeting. 4. They must set up each facility and bring in any equipment except for the smallest room, which has phones and computers ready. The large facility for a big event takes time to set up. Midland, Bay City and Saginaw - MBS International Airport (MBS) 1. Use the county EOC for large incidents or any incidents involving an airline. 2. Access controlled. 3. Immediately staff the EOC with one member in advance of inclement weather or any concerns outside of normal operations. 4. Always set up for an emergency so if it is used outside EOC operations, those users adjust to the room, as 1. Lighting is not adequate. 2. Most users are standing yet the workstations are seated only. opposed to the other way around. Tallahassee Regional Airport (TLH) 1. City-owned airport so they can use the city’s WebEOC as well as the county’s. 2. EOC members notified via Incident Resource Inventory System (IRIS). It is user friendly and affordable—good for small airports. 3. Cut down audible tone on phones to reduce noise—use a light on the phone to notify when a call is coming in. 4. Made sure that bathrooms were close and easily accessible within the secure area. 5. Has tertiary backup for phone and radio communications. 6. Standing procedure is to conduct twice-daily updates/situation reports in the EOC. 7. Use the city’s PIO staff to help; they schedule press conferences and control access. 8. Visual displays include connection to Sheriff Department’s helicopter visual feeds for bigger picture of the impacted area. 9. Chose EOC location without windows due to security concerns. Also wanted to be next to communication center. 1. We needed to do a more comprehensive review of our needs because the facility is too small. Has only 240 sq. ft. plus a couple breakout rooms. Would prefer a more formal EOC with designated workstations. Must use duct tape to secure wires and line. Traffic flow is impeded. 2. Be careful with the press. Media placed a highly sensitive microphone not far from the EOC leaders and the press picked up conversations. The hot mic topic can be a very sensitive issue and should be highly monitored by airport staff during media interviews. Source: Faith Group, LLC. Table 4-4. Small non-hub airport best practices and lessons learned.

Planning Processes 17 General Aviation Airport Best Practices Lessons Learned Addison Airport (ADS) 1. The building is very sustainable made of all concrete block. 2. They have updated new technology equipment including TVs, monitors, and projectors. 3. Their EOC is in the fire station so it is well stocked with supplies, kitchen, bathrooms, etc. 4. They use it consistently for monitoring weather events. 5. It easily accessible. 1. They do not have any formal access control. 2. Parking is limited. 3. They do not utilize the ICS structure enough. Many town Directors would not know their role. 4. They need a designated person to formalize their emergency procedures and organize support materials. Spirit of St. Louis (SUS) 1. Several options for space include admin offices, terminal for large events, and a mobile command vehicle. 2. Controlled access plans for all options. 3. Identifiable gear. 1. There are no monitors for the admin space. 2. All logistics such as furniture, computers, etc. would have to be brought to the terminal from the fixed-base operator (FBO). Prosser Airport (RQE) 1. They are working together with multiple agencies to find a suitable EOC facility. 2. They train together well. 1. They have a big airshow coming in 2018 and realized they do not have a good coordinated place to manage the event. 2. An EOC does not have to be just for airplane accidents. Source: Faith Group, LLC. Table 4-5. General aviation airport best practices and lessons learned. City/County EOCs Best Practices Lessons Learned Northeast, State 1. Good on-going training and evaluation. 2. Detailed plans. 3. Separate breakaway rooms for conferencing. 4. Good leadership. 5. Very secure access. 1. Need to move Emergency Medical Services (EMS) Com/Dispatch to a separate room from main EOC. 2. Need to plan for relief shifts for longer duration events. Northeast City, Big 1. Good working relationship with local/regional/state authorities. 2. Excellent plans. 3. Good training. 4. Strong leadership. 5. Positions designated per ICS/NIMS. 1. Space too small. 2. Location in city not optimal. Limited parking and far from other agencies. 3. Should have been on stand-by status. 4. Too many senior leaders on vacation at critical time. Western City, Medium Size 1. Some good training. 2. Basic plans. 3. Good leadership. 1. Space not well utilized. 2. EOC weak; not customarily used to coordinate response; handled by agency-specific ops centers instead. Southeast University, Large .1 Must pre-determine rapid-decision line of authority. 2. Delayed public warning/alert; must have robust public information capability. 3. No designated EOC with established ESFs. 4. No plan for coordination with local/regional/state authorities. Source: Faith Group, LLC. Table 4-6. City/county EOCs best practices and lessons learned.

18 Design Considerations for Airport EOCs The surveys were also utilized to discern the four airports, representing each size to serve as a Use Case to vet the draft sections of the Guidebook. Full Use Case reports may be requested through ACRP. • Addison (ADS), Texas—GA; • Bangor International Airport (BGR), Maine—Small Non-Hub; • San Jose International Airport (SJC), California—Medium-Hub; and • Large Airport (Anonymous)—Large-Hub. The Hartsfield-Jackson Atlanta International Airport (ATL) was not a survey participant for the best practices lessons learned but has contributed the following quote, concerning the importance of an EOC, from a real-world event, power outage, which took place during the development of the Guidebook. On Dec. 17, 2017, Hartsfield-Jackson Atlanta International Airport (ATL) experienced a major power outage. While the Airport did not experience a total loss of power,* the event proved significant enough to warrant the activation of ATL’s Emergency Operations Center (EOC) for coordination of response and recovery efforts. The EOC allowed Airport command staff, policy makers, elected officials, airlines and tenants to meet, share information and develop a coordinated response to the incident. EOC operational processes also facilitated quick recovery from the outage, as the Airport never closed and regained flight operations at 5 a.m. the following morning. The power outage offered many lessons learned for managing future incidents, including: (1) the need to communicate to Airport employees and passengers faster with increased frequency; (2) the need to invest in redundant power sources for communications systems; (3) the need to refine some emergency processes to ensure a more effective response; and (4) the need to mobilize all Airport stakeholders on site (airlines, concessions, facility operators, etc.) as a team of responders. As a result, the City of Atlanta Department of Aviation developed a comprehensive incident manage- ment training for Airport staff, airline and tenant employees. In addition, ATL will provide additional preparation through tabletop discussions, drills, and full functional exercises. The EOC proved to be a valuable asset for Hartsfield-Jackson, airlines and other Airport stakeholders as an information hub and center for operational and policy decisions. *During the Dec. 17 event at Hartsfield-Jackson, all airfield electrical systems remained on and life safety systems in terminal buildings and concourses were powered by backup generator power. Budget Airport managers first must determine their EOC needs before budgets can or should be set. Setting aside capital funds in an airport’s Capital Improvement Program (CIP) is not unusual. Going through a deliberate and thoughtful process will provide airport operators with the infor- mation needed so that appropriate budget decisions can be made. Budgeting for an EOC in most cases will be part of the CIP planning process. At most airports, the CIP contains the larger capital investment projects. Investing in the EOC, either through the development of a greenfield facility or the repurposing of existing space or something in between will most likely require a substantial enough investment to be included in the airport’s CIP. Therefore, knowing how to budget for the EOC becomes an exercise in planning well in advance of the CIP being finalized. Within this section of the Guidebook, an EOC Concept and Development Planning workflow diagram is provided. In addition to that diagram, a funding decision and planning workflow diagram is also provided (see Figure 4-1). The funding deci- sion workflow needs to be looked at as a concurrent process with the Concept and Development Planning. The intent of this information is to encourage airport operators to secure funding for the project as it is being planned.

Planning Processes 19 Sources of Funding AIP Funding Sources of funding for an airport EOC include the FAA AIP, which compares and com- petes for discretionary dollars based on need and safety impacts, in addition to entitlement funds, which are based on enplanements. These funds can be used for site preparation and infrastructure, as well as building construction. According to the FAA Airports’ AIP webpage: https://www.faa.gov/airports/aip/overview/, eligible projects include those improvements related to enhancing airport safety, capacity, security, and environmental concerns. AIP funding must be coordinated through the airport’s FAA Airport District Office (ADO) and be included in the 5-year AIP plan, which is a subset of an airport’s 10-year CIP plan (typically). State and Local Grants Other sources of funding include state and local grants for emergency management. These sources are managed through state and local emergency management offices. Airport EOCs that are identified as an integral part of a state or region’s emergency response system compete for grant funding. Further, there have been joint-use EOCs built using airport capital funds and county funds to develop an EOC located on airport property but utilized by county sheriffs’ officers as a master station and communications center, for example, South Bend Airport (IN). Shared spaces often mean shared costs for airport operators. FEMA FEMA provides preparedness grants for emergency response and for EOCs that are associ- ated with emergency response. The grant application process includes a checklist for vulner- abilities of an existing EOC to ensure that any grant funds are spent appropriately to improve existing conditions. Further, the Department of Homeland Security (DHS) puts out an annual If in Master Plan: Include in CIP [rough order of magnitude (ROM) Cost] Discuss AIP Eligibility with Airport District Office (ADO) Determine Required Enabling Projects (infrastructure) Refine ROM Costs Explore DHS, State, and Local Funding Sources •Determine Funding Sources' Applications (infrastructure funding may differ from the actual facility funding) Determine Necessary Grant Applications (utilize outside assistance as needed) and Execute Output from Concept of Operations and Planning (ConOps) will Drive CIP and Operating Budget Impacts (identify, plan, and budget) Confirm Funding Sources (FAA, DHS, Other) Verify Funding Timing Implications (when is the money available) - Adjust CIP as Applicable Approval/Funding In EOC Concept and Development Planning Source: Faith Group, LLC. Figure 4-1. Funding decision workflow diagram.

20 Design Considerations for Airport EOCs memo that explains any nuances of the current year’s grant program. Excerpts from the 2017 memo include (https://www.dhs.gov/news/2017/06/02/dhs-announces-funding-opportunity- fiscal-year-fy-2017-preparedness-grants): WASHINGTON—Secretary of Homeland Security John Kelly today announced the release of Fiscal Year (FY) 2017 Notices of Funding Opportunity for 10 DHS preparedness grant programs totaling more than $1.6 billion. The grant programs provide funding to state, local, tribal, and territorial governments, as well as transportation authorities, nonprofit organizations, and the private sector, to improve the nation’s readiness in preventing, protecting against, responding to, recovering from and mitigating terrorist attacks, major disasters and other emergencies . . . . . . Grant recipients are encouraged to use grant funding to maintain and sustain current critical core capabilities through investments in training and exercises, updates to current planning and procedures, and lifecycle replacement of equipment. New capabilities that are built using homeland security grant funding must be deployable if needed to support regional and national efforts. All capabilities being built or sustained must have a clear linkage to the core capabilities in the National Preparedness Goal. There are certain aspects of EOC design and construction that potentially would be eligible for grant support through FEMA funds that flow from the federal level through states and local jurisdictions. DHS/FEMA grants could be combined with FAA funding. The Emergency Management Division of Michigan State Police produced EOC guidance for the state’s local governments in the paper, Design Recommendations and Criteria for Emergency Operations Centers. In that document are helpful examples of allowable and non-allowable costs related to EOC construction, see Table 4-7. These give an idea of some of the costs that might be eligible for grant support, though airports would need to refer to the specific instructions of any grant source being considered for a final ruling. Determine Costs There are key decisions that must be made before budgeting for an EOC can take place. The first and most important decision is where the EOC will be located and to what extent the EOC needs to be upgraded. The following lists (starting with Figure 4-2 for Cost Considerations) are intended to be used as checklists for issues and items to be considered and or further investigated as needed. These lists are intended to build upon one another and be inclusive of each other. They are presented in this manner for ease of understanding and organization. Allowable Costs Non-allowable Costs Design fees Plumbing and electric Excavations for construction Landscaping Building shell construction and interior finishing Parking lots Modifications to existing building Construction of any space not related to emergency management operations Antenna and towers Space less than 50 square feet per person Heating, ventilation, and air conditioning (HVAC) equipment Equipment designed for daily non- emergency-related use Equipment designed for daily non- emergency use Maintenance Furniture for operations room Land purchase Radio/communications equipment Demolition Emergency generator Kitchen/break room equipment Source: Emergency Management Division of Michigan State Police, Design Recommendations and Criteria for Emergency Operations Centers. Table 4-7. Examples of allowable and non-allowable costs.

Planning Processes 21 Checklist: Cost Considerations Site Selection—Modify Existing EOC Space Furniture Technology growth and upgrades Furnishings Modifications to the building, including access HVAC Power Other utilities Site Selection—Greenfield Space Utilities in the area Site security New construction costs Threats and vulnerabilities (storm loads, as an example) Public access vulnerabilities Site Selection—Move to a New but Existing Facility (See Existing EOC Costs) Who and how many organizations will be included (planned) in the EOC operations Growth needs and anticipated technology upgrades Inflation costs considered for current versus future spending Operational functions What systems and functions are anticipated to take place when the EOC is activated What is the EOC concept for operations Source: Faith Group, LLC. Figure 4-2. Cost considerations.

22 Design Considerations for Airport EOCs Design and Construction The last important component of budgeting for the EOC is how the work will be designed and constructed. Several organization use a “design–build” model in place of the older “design-bid-build” model. These terms represent, in simplest terms, how the airport will hire the designers and contractors for the EOC construction and or redevelopment. A design–build approach enables the airport to hire a team that includes a contractor and a designer under one contract with the general contractor. The traditional design-bid-build model requires sequential steps so it can be more time consuming and produce more overhead costs. Some airports have been utilizing a construction manager at risk (CMAR) model. The CMAR approach allows the airport to hire the general contractor who will work directly with the architects and engineers to ensure the facility is built and or reconditioned with a budget number as the not-to-exceed cost to the airport. Therefore, the general contractor is the one who is “at risk.” While a couple of these approaches to a capital project are relatively new to airports, they do provide an opportunity to streamline the process and allow the airport to have more direct control over the project scope, schedule, and budget. Of course, the airport’s local procurement laws and regulations ultimately govern how capital projects can be procured. Concept Planning Concept planning needs to occur during the scoping and development process. Variations as to the size, style, location, etc. should all be considered as part of this process. Once a preferred concept is established, decisions can be made regarding findings. As with any project, EOCs need to be designed in phases or steps. Typical construction projects generally follow a 30%, 60%, 90%, and 100% document/design process. This translates very well to EOC concept planning and design. Each step in the decision process needs to be thoroughly thought through and executed to ensure enough information is carried over to the next step. Most airports collaborate with other stakeholders during events. The needs of airlines, FAA, or FBI representatives in the EOC need to be considered. Some EOCs are joint-use facilities with local emergency management, police, or fire, for example. If the EOC will be used daily by more than just airport staff, a working group of interested agencies might need to be formed to review and vet design concepts. Joint-use facilities often benefit the airport because project funding can be shared. Organizing all the interested parties will help to facilitate buy-in and will help to ensure holistic and successful concept planning. EOC Concept and Development Planning Decision Tree (Decision Tree) This section contains two planning tools to help airports improve their EOC facility. One is a description and corresponding checklist of the tasks and decisions inherent in each of three EOC improvement options to help airports of any size and complexity navigate through the planning, budgeting, approval, and design process. The other is a Decision Tree that captures the processes in a visual illustration. The three potential EOC improvement options are: • Update current EOC, • Relocate to existing space, or • Build a greenfield. See Figure 4-3 for a Decision Tree depicting these steps.

Source: Faith Group, LLC. Figure 4-3. EOC concept and development planning Decision Tree.

24 Design Considerations for Airport EOCs Update Current EOC. The airport has existing facility it is currently using as an EOC and they wish to make updates and improvements to the facility (see Figure 4-4 for associated checklist). Consider the following: • If it is tied to the Master Plan, some high-level planning may have already been done and the airport can move forward to verify needs both internally and externally. • If it is not tied to the Master Plan, the airport should consider conducting some Concept of Operations Planning (ConOps), which includes determining facility requirements, deter- mining IT infrastructure needs, having discussions with internal stakeholders, and identifying needs for security improvements and human factors such as lighting, acoustics, and proper workstations. • Once the Master Plan concepts or ConOps is completed, the airport can begin to consider the needs of outside agencies. • Will the facility be a joint-use facility on a regular basis with other agencies such as fire or local emergency management, for example? If so, their needs must be verified for space, work- stations, and equipment. • If it is an airport-only EOC, the airport should determine the needs of all internal and external stakeholders who will operate at the center during emergencies such as the FAA, airlines, or FBI. • Next, the airport would determine total number of staffing needs for internal and external stakeholders while considering anticipated growth, floor plan needs and size, workstations, equipment, and IT. • It also is necessary to determine total number of staffing needs for internal and external stake- holders, floor plan needs and size, workstations, equipment and IT. • Once personnel and space needs are determined and verified, the ConOps can be updated and the airport can continue toward verifying location options. • If it is determined the airport will remain in the existing EOC, a rough order of magnitude (ROM) of costs needs to be documented. • The next step is approval. If approval is achieved, the ConOps is updated again and the EOC development plan is put into action for design and implementation. • During EOC plan development, either the selection of an external design–build contractor is executed, or internal staff are selected to work on the project. • Elements of the project to be designed and implemented include IT infrastructure, server needs, ACS, workstations, and CCTV, which may or may not be tied to monitors or a video wall. New EOC Utilizing Existing Space. The airport desires to move to a new but existing facility on or off the airport campus (see Figure 4-5 for associated checklist). Consider the following: • If it is tied to the Master Plan, some high-level planning may have already been done and the airport can move forward to verify needs both internally and externally. • If it is not tied to the Master Plan, the airport should consider conducting some Concept of Operations Planning (ConOps), which includes determining facility requirements, determin- ing IT infrastructure needs, having discussions with internal stakeholders, and identifying needs for security improvements and human factors such as lighting, acoustics, and proper workstations. • Once the Master Plan concepts or ConOps is complete, the airport can begin to consider the needs of outside agencies. • Will the facility be a joint-use facility on a regular basis with other agencies such as, for example, fire or local emergency management? If so, their needs must be verified for space, workstations and equipment.

Planning Processes 25 Checklist: Update Current EOC Following are steps that can be considered if the airport has a facility it is currently using as an EOC, and only wishes to make updates and improvements to that facility. ConOps or a Master Plan has been completed: Space requirements have been determined IT infrastructure needs have been accounted for (current and future) Security features are included Workplace ergonomics have been defined for best possible operations (lighting, acoustics, workstations, break room, restrooms, etc.) Internal stakeholders have been consulted and involved in the planning Joint-use facility requirements have been verified by stakeholders for space, workstations and equipment, and appropriate accommodations Airport stakeholder (airlines, TSA, FAA, etc.) space requirements have been verified for work stations, equipment and appropriate accommodations Number of internal and external stakeholder staff expected Floorplan considerations Workstations, equipment, and IT Anticipated growth requirements ConOps Plan has been updated accordingly A rough order of magnitude (ROM) of costs to update current EOC has been calculated and documented The ROM is approved The ConOps has been updated again EOC design and implementation plans are initiated Either an external design–build contractor or internal staff are selected to carry out the project EOC update elements include these: IT infrastructure Server needs ACS Work stations CCTV (including whether to tie this to monitors or a video wall) Others Source: Faith Group, LLC. Figure 4-4. Update current EOC checklist.

26 Design Considerations for Airport EOCs Checklist: New EOC Utilizing Existing Space Following are steps that can be considered if the airport wants to move to a different facility on or off the airport campus. ConOps or a Master Plan has been completed: Space requirements have been determined IT infrastructure needs have been accounted for (current and future) Security features are included Workplace ergonomics have been defined for best possible operations (lighting, acoustics, workstations, break room, restrooms, etc.) Internal stakeholders have been consulted and involved in the planning Joint-use facility requirements have been verified by stakeholders for space, workstations and equipment, and appropriate accommodations Airport stakeholder (airlines, TSA, FAA, etc.) space requirements have been verified for workstations, equipment and appropriate accommodations Number of internal and external stakeholder staff expected Floorplan considerations Workstations, equipment, and IT Anticipated growth requirements ConOps has been updated accordingly The new EOC facility has been evaluated and can accommodate the space, layout, and operational needs of the airport’s EOC Other verifications have been completed regarding sufficiency of utilities and accessibility A threat and vulnerability assessment (TVA) has been conducted to rank survivability A rough order of magnitude (ROM) calculation has been completed for each of proposed sites The preferred site has been selected The ROM for the site and project are approved The ConOps is updated again EOC design and implementation plans are initiated Either an external design–build contractor or internal staff are selected to carry out the project EOC update elements include these: IT infrastructure Server needs ACS Workstations CCTV (including whether to tie this to monitors or a video wall) Others Source: Faith Group, LLC. Figure 4-5. New EOC utilizing existing space checklist.

Planning Processes 27 • If it is an airport-only EOC, the airport should determine the needs of all internal and external stakeholders who will operate at the center during emergencies such as the FAA, airlines, or FBI. • Next, the airport would determine total number of staffing needs for internal and external stakeholders while considering anticipated growth, floor plan needs and size, workstations, equipment, and IT. • Once personnel and space needs are determined and verified, the ConOps can be updated and the airport can continue toward verifying location options. • If it is determined that the airport will want to use an existing facility (which will likely be modified to the tailored needs of an EOC), then other verifications need to be made for utility needs, accessibility, and finally, a Threat and Vulnerability Assessment (TVA) should be conducted for ranking survivability. • Once these tasks are satisfactorily completed and the site selection(s) are finalized, a rough order of magnitude (ROM) of costs needs to be documented for each potential site (if more than one). • The next step is approval. If approval is achieved, the ConOps is updated again and the EOC development plan is put into action for design and implementation. • If the approval is not achieved, airport personnel return to verifying location options and proceed through the appropriate steps until approval for funding is achieved. • Once approval is achieved, the ConOps is updated again and the EOC development plan is put into action for design and implementation. • During EOC plan development, either the selection of an external design–build contractor is executed, or internal staff are selected to work on the project. • Elements of the project to be designed and implemented include IT infrastructure, server needs, ACS, workstations, and CCTV, which may or may not be tied to monitors or a video wall. Build a New Greenfield Space. The airport desires to construct a greenfield EOC (see Figure 4-6). Consider the following: • If it is tied to the Master Plan, some high-level planning may have already been done and the airport can move forward to verify needs both internally and externally. • If it is not tied to the Master Plan, the airport should consider conducting some Concept of Operations Planning (ConOps), which includes determining facility requirements, deter- mining IT infrastructure needs, having discussions with internal stakeholders, and identifying needs for security improvements and human factors such as lighting, acoustics, and proper workstations. • Once the Master Plan or ConOps is complete, the airport can begin to consider the needs of outside agencies. • Will the facility be a joint-use facility on a regular basis with other agencies such as fire or local emergency management? If so, their needs must be verified for space, workstations, and equipment. • If it is an airport-only EOC, the airport should determine the needs of all internal and external stakeholders who will operate at the center during emergencies such as FAA, airlines or FBI for example. • Next, the airport should determine total number of staffing needs for internal and external stakeholders while considering anticipated growth, floor plan needs and size, workstations, equipment, and IT. • Once personnel and space needs are determined and verified, the airport should update the ConOps and continue toward verifying location options. • If it is determined the airport will continue with building a greenfield, then other verifications need to be made for utility needs, accessibility, and finally, a TVA should be conducted for ranking survivability.

28 Design Considerations for Airport EOCs Checklist: Build a New Greenfield Space Following are steps that can be considered if the airport wants to construct a greenfield EOC. ConOps or a Master Plan has been completed: Space requirements have been determined IT infrastructure needs have been accounted for (current and future) Security features are included Workplace ergonomics have been defined for best possible operations (lighting, acoustics, workstations, break room, restrooms, etc.) Internal stakeholders have been consulted and involved in the planning Joint-use facility requirements have been verified by stakeholders for space, workstations and equipment, and appropriate accommodations Airport stakeholder (airlines, TSA, FAA, etc.) space requirements have been verified for workstations, equipment, and appropriate accommodations Number of internal and external stakeholder staff expected Floorplan considerations Workstations, equipment and IT Anticipated growth requirements ConOps has been updated accordingly Other verifications have been completed regarding sufficiency of utilities and accessibility A TVA has been conducted to rank survivability A rough order of magnitude (ROM) calculation has been completed for each potential site The preferred site has been selected The ROM for the site and project are approved The ConOps is updated again EOC design and implementation plans are initiated Either an external design/build contractor or internal staff are selected to carry out the project EOC design elements include these: IT infrastructure Server needs ACS Workstations CCTV (whether to tie this to monitors or a video wall) Others Source: Faith Group, LLC. Figure 4-6. Build a new greenfield space checklist.

Planning Processes 29 • Once these tasks are satisfactorily completed and the site selection(s) are finalized, a ROM of costs needs to be documented for each potential site (if more than one). • The next step is approval. If approval is achieved, the ConOps is updated again and the EOC development plan is put into action for design and implementation. • If the approval is not achieved, return to verifying location options and proceed through the appropriate steps until approval for funding is achieved. • Once approval is achieved, the ConOps is updated again and the EOC development plan is put into action for design and implementation. • During EOC plan development, select project delivery method, designer, and contractor to carry out the project. • Elements of the project to be designed and implemented include IT infrastructure, server needs, ACS, workstations, and CCTV, which may or may not be tied to monitors or a video wall.