Airport Emergency Post-Event Recovery Practices (2015) / Chapter Skim
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Pages 10-34
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11 While the 37 interviews clearly indicated the most informative case examples were the Asiana crash at San Francisco International (SFO) , the ice storm at Dallas–Fort Worth (DFW)
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12 galley was ripped open. The two ejected passengers died of injuries from the crash.
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13 The on-scene commander at the Incident Command Post (ICP) was in place and operating within three minutes.
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14 SFO used seven of the National Preparedness Goal (NPG) mission areas to organize the detailed objectives of recovery (ICF 2013, pp.
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15 SFO managers pointed out that emergency public information and warning, emergency operations coordination, and information sharing will all be elements of the airport's comprehensive crisis communications plan (CCCP) which is under development.
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16 public information planning, which includes implementation of the Bay Area Emergency Public Information and Warning Strategic Plan (ICF 2013, p.
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17 Logistics and Resource Management Standardization of resource management, asset tracking and control, and resource typing benefits recovery as well as response. Timely, precise records support incident management and evaluation, and costs may be reimbursable through FEMA, insurance, or litigation, depending on the case.
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18 Team (A-CERT) in which trained volunteers could supplement customer service airport staff (ICF 2013, p.
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19 Incident and Response On Thursday, December 5, 2013, an ice storm hit the Dallas/Fort Worth area, causing the cancellation of more than 2,100 flights at the airport and stranding more than 9,500 passengers in the terminals. Freezing rain began falling Thursday evening, earlier than forecast, and persisted for the next three days.
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20 passenger" section of the airport's IROPS, which had been tested a number of times over the years and worked well because most staff knew their roles and responsibilities. By all accounts, the IROPS passenger care plan effectively addressed the needs of those stranded in the terminals.
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21 Lessons Learned Customer and Employee Care The airport tested its IROPS a number of times over the years. In actual practice, this plan worked well, effectively addressing the needs of people stranded in the terminals.
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22 structure generated positive change; to take that improvement to the next level, it identified a need for additional EOC training and quarterly exercise involvement for branch-level representatives. DFW reports that recent involvement of department representatives within its EOC is supporting more effective collaboration and coordination across the airport.
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23 CASE EXAMPLE 3: CRIMINAL ACT Los Angeles International Airport (LAX) : Active Shooter Incident of November 1, 2013 The primary source for this case example was an interview conducted on August 15, 2014, with Los Angeles World Airports (LAWA)
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24 self-evacuation event, the simultaneous evacuation of multiple terminals quickly overwhelmed available field staff as well as those in the Airport Response Coordination Center (ARCC)
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25 staff focused on supporting responders and communicating the big picture to airport senior managers, the mayor, the city EOC, and state and federal agencies; for example, "The airport is not closed," "Aircraft are still arriving and departing," "The airport is still operating on the south side," and "The airport is trying to minimize negative impacts to the aviation system and the community." As soon as the police IC team became assured that the situation was no longer critical, it shrank the incident perimeter and returned portions of the airport to operational status. The nature of the situation facilitated a "warm start." While the police and fire departments conducted tactical operations and investigations and cleared the crime scene, airport staff at the field command post concentrated on resuming normal operations.
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26 The UC worked well to execute an efficient recovery. The IC role was transferred to airport staff at the beginning of the official recovery phase.
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27 transition from day-to-day ARCC systems to DOC systems kept in a "cold state," but insufficient qualified staff were available at the time the transition was necessary; this situation quickly led to a gap in the expected support from both the ARCC and DOC and in effective use of available technologies to create a COP during emergency incidents. Some communications failures resulted in dropped notifications.
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28 the life safety aspects of the incident. Airport staff working through the field command post developed an action plan for recovery which they deployed effectively.
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29 has just one feed and no backup generator. EWR's weather response plans and procedures had been modified after Hurricane Irene in 2011, which was a severe rain event (approximately 12 inches of rain in less than half a day)
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30 people movers, and baggage handling systems, the largest and potentially longest lasting impacts originated from flooding of the airport operations area and its lighting and electrical systems. After Irene, EWR purchased sufficient emergency generators to facilitate partial terminal operation, airfield lighting, and operation of an on-site EOC.
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31 for employees to report to work even after the physical issues at EWR were all addressed. Although EWR was able to resume a normal flight schedule within less than 48 hours, it was another 120 hours before all employees were able to work on a regular basis.
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32 Common Incident Objectives • Protect life and safety of passengers and employees. • Care for customers.
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33 parking structures to avoid their being flooded. A sufficient stock of consumable resources should be on hand, and with adequate backup.
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34 Designating in-house staff as go teams for various specific damage or risk scenarios, or assisting during an emergency with customer or employee care, etc., can speed both response and recovery. It is not adequate only to evaluate the best sheltering-in-place locations for various scenarios; it is essential to have a workable plan for relocating passengers and employees (airport and TSA)
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35 Evaluation -- Closing the Loop After dealing with two hurricanes in two years, EWR made changes to its after-action review process and how it uses the results from it. Its recommendations include: • Focus priorities in the AAR to protect assets and prevent damage.
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