Developing an Airport Program to Address Human Trafficking: A Guide (2023)

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How-to Guide P A R T I I

29   This How-to Guide contains 20 action steps that airports can take to initiate or enhance a pro- gram to address labor and sex trafficking. These action steps are organized into three phases, as shown in Figure 6. The phases reflect the evolution of program development, from action steps critical for establishing the foundation of a program to more advanced action steps suitable for a program that has grown more comprehensive over time. The How-to Guide was designed in this way to be as broadly applicable as possible, as all airports are at some point along the spectrum of program development, including those that have not yet addressed human trafficking and are looking for a place to start. Each action step is structured in the same way and contains the following sections: • Background and Need: Contextual information about why the action step is important for airports that are addressing human trafficking. • Actions to Consider: A list of specific actions for airports to consider implementing. Actions are generally not listed in sequential order, and airports are encouraged to select actions suited to their circumstances. • Airport Stakeholders Involved: A table indicating which airport stakeholders are likely to be involved in implementation of the action step, along with a description of their roles. Impor- tant parties for a given airport may not be included in the stakeholder table; these will depend on each airport’s particular circumstances. • How to Leverage External Partners: A description of ways in which airports can engage with external partners to help them carry out the action step. External partners are enti- ties that can help airports to develop their programs, such as local community groups and victim advocates, federal agencies, training providers, research institutions, and nonprofits. Local community groups and victim advocates are key external partners throughout program development; they can offer unique insights for building a program that is victim-centered and survivor-informed. • Budget and Resource Implications: A table of the possible budget and resource needs for implementing the action step. • Small Airport Considerations: A description of the particular considerations that GA, reliever, and small commercial airports should keep in mind when carrying out the action step. • Toolkit Resources: A summary table of available resources to help airports carry out the action step. More detailed information on each resource is provided in the Toolkit associated with this How-to Guide. It includes a menu of tools, templates, checklists, training programs, and other helpful resources. The Toolkit can be found on the National Academies Press web- site at nap.nationalacademies.org by searching for ACRP Research Report 249: Developing an Airport Program to Address Human Trafficking: A Guide. If resources from specific cities and airports are presented, it is because they provide information that can be helpful and applicable to any airport. Introduction

30 Developing an Airport Program to Address Human Trafficking: A Guide Airports can undertake some or all of the action steps listed depending on the scope of their existing or proposed program as well as on their unique needs, access to resources and funding, aircraft operations and service, governance structures, availability of potential partners, political environments, and other contextual factors. The action steps within each phase are not intended to be sequential; airports can pick and choose which to pursue. However, airports are encour- aged to undertake the action steps in Phase 1 (Foundational Program) before moving on to the action steps in Phases 2 and 3. The How-to Guide is flexible and can be followed depending on what is most useful to the air- port. Some airports may want to generate a list of specific action items to focus on when getting a program off the ground, while others may wish to develop a stand-alone document that encom- passes all aspects of an existing program and a strategy for evolving the program further. No matter how airports choose to use the How-to Guide, it is important to remember that human trafficking is an evolving topic area. Regulations, available resources, and the way traffickers use airports will change over time. Airports should therefore build flexibility into their programs so that they do not remain static but rather have the ability to adapt to changing circumstances. Figure 6. Phased framework for an airport program to address human trafficking.

31   Action Step: Determine Program Staffing Background and Need Airports may be driven to address human trafficking by a number of factors, including a local mandate, state legislation, direction from airport executive leadership or its board, an airport management initiative, media attention, or community input. As with any new program, appro- priate staff attention should be dedicated to it to ensure its progress and success. An airport program to address human trafficking first needs a responsible person with authority who can serve as the main point of contact and program lead and who can take initial action while laying the groundwork for a more comprehensive program. Actions to Consider • Assign a program lead. A single person should be assigned to be responsible for and lead the program, at least in its initial stages. The program lead should be in an airport management role so that they have the ability and authority to guide direction of the program, recruit support, and connect with more senior decision makers. For a smaller program that is not intended to extend beyond foundational actions, one person may be sufficient to run it. If a more compre- hensive program is envisioned, the program lead should engage with others to secure addi- tional support and to delegate tasks. When assigning the program lead, an airport should: – Ensure adequate time availability. The program lead should identify the estimated time requirements needed to lead the program and ensure that their workload can accommo- date it. The level of effort required will depend on how comprehensive the program will be. – Get supervisor approval. The program lead should secure their supervisor’s approval and any other approvals necessary to dedicate a portion of their job responsibilities to the program. • Secure leadership buy-in. Leadership buy-in at the executive level, board level, or both should be secured to get the program off the ground. Buy-in can take various forms, such as an internal commitment to support the program or a public-facing announcement or pledge to address human trafficking. The program lead should familiarize themselves with the most appropriate channels to secure buy-in within their organization, which could include leverag- ing personal relationships with leadership or formally proposing to initiate a new program. • Determine a process for internal coordination. Depending on how many staff members will be initially involved, the program lead could form an informal team or working group of airport staff and other key airport stakeholders (e.g., representatives from the areas of communica- tions and marketing, operations, law enforcement, customer experience, property manage- ment, human resources, legal, tenants and concessionaires, and airlines), determine meeting frequency, and identify actions to discuss and implement in initial meetings. The number P H A S E 1 Foundational Program

32 Developing an Airport Program to Address Human Trafficking: A Guide of stakeholders involved in the program will grow as the program evolves and the coordination becomes more formalized. The pro- gram lead should also ensure that their role is known to other staff at the airport, including through conducting meet and greet meetings as feasible. Staff will be more inclined to engage with the program if they know who the main point of contact is and have an established rapport with them. • Undertake foundational research. The program lead should con- duct research and connect with relevant networks to start building a knowledge base on human trafficking that they can share with others supporting the program. This could include subscribing to relevant newsletters (such as the DHS Blue Campaign or the U.S. DOT Transportation Leaders Against Human Trafficking newsletters), con- ducting research on local initiatives and potential partners to combat human trafficking, reviewing available resources on human traffick- ing for an airport audience, engaging in conferences and webinars on human trafficking, getting up to speed on regulatory or legisla- tive requirements pertaining to human trafficking, and considering upcoming funding needs to support the program. Many of these activ- ities are expanded upon in later action steps. Airport Stakeholders Involved Table 2 indicates the stakeholders involved in helping to identify the staff involved in an airport’s program to combat human trafficking. How to Leverage External Partners The need for external engagement is limited in this action step, as it focuses on establishing staff leadership and support within the air- port organizational structure. The program lead can begin exploring potential partners as part of their foundational research. Once inter- nal staffing and coordination with airport stakeholders is established, Using Existing Staff Time for the Program at Dallas/Fort Worth International Airport Action Step: Determine Program Staffing The community engagement executive at Dallas/Fort Worth International Airport (DFW) was tasked with researching human trafficking awareness, pulling together stakeholders, and proposing a phased strategy for DFW to raise awareness of and begin to address the issue of human trafficking. Foundational tasks were identified and completed within about 10% of the executive’s workload. As part of phase one, other key executives were consulted to identify action items for phases two and three, and staff were assigned to begin implementing the later phases. Even in phase two, human trafficking awareness activities make up only a small portion of each staff member’s role, and no additional staff were hired. The only specialized staff member in DFW’s program is a detective who specializes in trafficking. All other tasks are completed by existing personnel who have been specifically trained on trafficking awareness and prevention (11). Stakeholder Function Responsible or Accountable Consulted or Informed Role Airport management Identify program lead; secure leadership support; form internal staff team or working group Airport law enforcement, security, and operations Provide input to the program; potentially participate in working group Airline and airline support Provide input to the program; potentially participate in working group Tenants, concessionaires, and contractors Provide input to the program; potentially participate in working group Other: Airport board and/or elected or appointed officials Commit resources; provide approvals Table 2. Airport stakeholders involved for action step: Determine Program Staffing.

Foundational Program 33 they can start to engage local community groups and victim advocates who could support the program build-out. Budget and Resource Implications Table 3 indicates the budget and resource areas affected by assigning staff to a program to combat human trafficking. Example in Practice: DFW’s program is supported by six staff members who focus on human trafficking about 5% of their time on average (including two who focus about 10% of their time, and one who focuses 50%). Small Airport Considerations Staffing considerations for small airports are inherently different from those of larger air- ports. Small airports have fewer staff (who often bear numerous responsibilities), whereas larger airports can typically spread those responsibilities among many specialized staff. The program lead at a small airport will likely have limited time to dedicate to a program to address human trafficking and will need to rely on readily available resources and materials used by other air- ports or aviation industry organizations and that do not require much or any customization. The internal coordination needed to set up and garner support for the program may include engagement with tenants like FBOs, some of which may have corporate initiatives that the air- port can join. Small airports that are part of a larger airport system can also leverage resources made available by partner commercial service airports to reduce their internal level of effort. Toolkit Resources Table 4 includes a resource to assist with identifying staff for a program to combat human trafficking. More detail is included in Appendix D associated with this guide. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Dedicated staff time to lead and coordinate the program Contractors/vendors Equipment/materials/IT* Other: N/A *IT = Information Technology Table 3. Budget and resource implications for action step: Determine Program Staffing. Source Resource Name Type Description ACRP Airport Program to Address Human Trafficking: Stakeholder Worksheet Decision- support tool This document (included as Appendix D associated with this guide) includes a graphic of the types of internal and external stakeholders to engage with in an airport program to address human trafficking and enables the user to develop a contact list of specific individuals they can engage with. Table 4. Toolkit resources for action step: Determine Program Staffing.

34 Developing an Airport Program to Address Human Trafficking: A Guide Action Step: Identify Partnerships and Victim Resources Background and Need Human trafficking is a multi-faceted issue that concerns various industries and sectors. Given the broad reach of human trafficking, a multi-entity approach is critical to successful efforts to combat it. While airports can take action against human trafficking within their own spaces, combating human trafficking is not an airport’s main focus. To develop a program to combat human trafficking, an airport will need to build relationships and forge collaborative partner- ships across sectors and industries. These can include law enforcement agencies, service pro- viders, community members, and more. Local community groups and victim advocates can provide unique expertise and a victim-centered focus that airports may not have the resources to fulfill themselves, such as providing victim support and aftercare. Actions to Consider • Identify staff and resource gaps. Airports should determine the areas of expertise in which they need additional support. This step will help determine which individuals and organiza- tions to engage for potential partnerships. A successful partner can lend resources and sup- port in areas that airports may not be equipped to handle themselves. For example, because airports have competing priorities and budgetary restrictions, some airports opt to sign a Memorandum of Understanding (MOU) to join BLI, which provides members with free training videos, communication materials, and more. Compared to airport staff members, such organizations can bring more immediate accounts and a higher level of expertise to inform successful practices for combating human trafficking. • Consult other law enforcement entities. Airport law enforcement can establish connections with local, state, and federal law enforcement entities to provide information on available resources, training opportunities, other partnerships with local community groups and victim advocates, and more. In particular, federal law enforcement agencies such as DHS and the Federal Bureau of Investigation (FBI) have more resources and dedicated task forces and teams working to combat human trafficking, such as DHS’s Homeland Security Investigations (HSI) and Blue Campaign. • Identify community groups and victim advocates. Community groups and victim advo- cates are critical partners. They can work hand-in-hand with airports to ensure that programs to combat human trafficking are victim-centered and trauma- and survivor-informed. Com- munity organizations can provide airports with information on available resources, training programs, and other partners to engage. Possible types of partners include: – Government agency staff. Airports can foster relationships with government agency staff by joining government task forces and programs, such as BLI (led by DHS and U.S. DOT) or government efforts at the local level. Joining these groups provides airports with a host of resources and a network that they can leverage to establish further connections. Coordi- nating with partners at the local level can also demonstrate a cohesive, organized effort to address human trafficking within the jurisdiction. – Academics. Airports can reach out to local universities to see if they have clinics special- izing in legal, health, research, and other areas related to human trafficking, especially in light of the important role that law clinics play in providing pro bono legal aid to vulnerable populations, including victims of human trafficking. – Community groups and nonprofits. Some survivor advocate nonprofits provide training pro- grams or consulting services that airports can utilize to inform their efforts to combat human trafficking. Victim advocates can provide the critical expertise and insights needed to develop victim-centered and trauma-informed programs and care. Victim advocates can also pro- vide recommendations on other organizations to partner with, such as training providers. Airports can rely on vetting done by groups such as Polaris or state governing bodies that

Foundational Program 35 oversee standards of care (where they exist) for supporting victims of human trafficking to determine which organizations to partner with, as not all organizations have the necessary level of expertise. – Travelers Aid. Travelers Aid agencies operate information booths at 17 airports worldwide. Volunteers and staff provide help to travelers in distress, including social service support and trans- lation services. • Connect with airport leadership. Support from airport leadership at the executive and board level is instrumental in forming effective partnerships. Executive leaders can distribute resources and encour- age external engagement to establish strong partnerships. Support can take various forms, such as leaders using their own networks to engage external organizations; board members attending and actively participating in meetings with partners; and executives announcing partnerships publicly through press releases, social media, emails, and newsletters. • Seek out local and state task forces. Airports should reach out to local and state task forces that offer lists of victim-centered resources and the organizations that participate in the task forces. Airports can use this information to get a sense of the organizations involved and can seek to join the task forces themselves. For example, the New Jersey Coalition Against Human Trafficking has a list of all organi- zations it engages, including federal agencies and training organiza- tions, with which airports could also engage. The airport’s program lead can reach out to such task forces to identify which partners would best suit their needs and goals. • Finalize partnership logistics. Airports should coordinate with each partner organization to finalize the logistics of their partner- ship, taking steps including the following: – Formalize partnership. Airports may need to formalize certain partnerships because of the sensitive nature and legal implications of human trafficking. This can be done through an MOU (which BLI requires), or a contract (which some nonprofits such as BEST may require for their support). Items discussed in MOUs or contracts may include the use of intellectual prop- erty, jurisdictional questions, and victim support interactions. Some organizations may not mandate anything formal, but airport leadership may still choose to publicize the partner- ship with a press release or similar announcement. – Choose communication channels. Airports and partners should agree on the best mode of communication, such as through emails, phone calls, or weekly meetings. – Coordinate roles, responsibilities, and goals. Airports and their partners should discuss the purpose and intended outcome of the partnership, as well as roles, responsibilities, and goals, particularly as they relate to the action steps the airport is pursuing. Airport Stakeholders Involved Table 5 indicates the stakeholders involved in helping to identify partnerships and resources for victims of human trafficking. How to Leverage External Partners Relevant content on leveraging external partners is detailed in the “Actions to Consider” section for this step. San Francisco International Airport Partnership with the Bay Area Anti-Trafficking Coalition Action Step: Identify Partnerships and Victim Resources San Francisco International Airport (SFO) partners with the Bay Area Anti- Trafficking Coalition (BAATC) on its initiatives against human trafficking. BAATC initially conducted human trafficking awareness training for airline and airport personnel at SFO ahead of a major athletic event in 2016 (12). As of October 2019, BAATC provided ongoing training for customer-facing employees and in 2021 helped SFO to deploy restroom placards listing victim support resources throughout the airport. BAATC has an Airport Initiative Program that provides training tailored for an airport audience and covers reporting protocols and emergency response processes centered on helping victims (13). Through BAATC, SFO was also able to partner with the University of California at Berkeley to evaluate and measure the impact of trainings (14).

36 Developing an Airport Program to Address Human Trafficking: A Guide Budget and Resource Implications Table 6 indicates the budget and resource areas affected by identifying external partner orga- nizations and resources for victims of human trafficking. Example in Practice: DFW pays approximately $5,000 annually for its membership in several local task forces and for attendance at seminars. Small Airport Considerations When identifying partnerships, small airports should approach partners differently than a typical approach by larger airports. Small airports have a smaller customer base than larger air- ports and may have less direct customer interaction because there may be no scheduled passen- ger flights and because most aircraft are privately owned for personal and business use. As such, there may be fewer opportunities for small airports to intervene in potential human trafficking situations and the use of partnerships may need to be more targeted. It may be possible for small airports to partner with larger airports within the same airport system or with local governments that may have staff, resources, and relationships supporting efforts to combat human trafficking. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Coordinate with external groups; assign team members to focus on partnerships; commit resources Airport law enforcement, security, and operations Coordinate with local law enforcement, federal agencies, and other partners Airline and airline support Cooperate with airport management so airlines are appropriately engaged in external partnerships as needed Tenants, concessionaires, and contractors Cooperate with airport management so that tenants, concessionaires, and contractors are appropriately engaged in external partnerships as needed Other: Airport board and/or elected or appointed officials Commit resources Table 5. Airport stakeholders involved for action step: Identify Partnerships and Victim Resources. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Dedicated staff time to identify potential stakeholders and coordinate partnerships Contractors/vendors Ongoing Possible funded contracts with identified partners to provide program support Equipment/materials/IT Other: Membership fees Ongoing Fees to engage with partners as part of task forces or events Table 6. Budget and resource implications for action step: Identify Partnerships and Victim Resources.

Foundational Program 37 Small airports may also elect to focus their partnership efforts on federal initiatives, such as BLI, which can provide an extensive library of resources and tools available at no cost once an MOU is signed. Toolkit Resources Table 7 includes available resources to assist with identifying external partners and resources for victims of human trafficking. More detail is included in the Toolkit associated with this guide. Action Step: Select Indicators for Victim Identification Background and Need Having a set of indicators for identifying human trafficking victims will inform numerous aspects of an airport’s program to address human trafficking, particularly for awareness campaigns and training. However, there is no definitive list of indicators airports can use because indicators vary depending on the type of victim involved, the type of trafficking, the region of the country, and other factors. For example, labor trafficking victims may exhibit different indicators than sex trafficking victims, and behaviors of long-term victims may differ from those recently victimized. In addition, some indicators of human trafficking can easily apply in non-trafficking situations. Source Resource Name Type Description City of Houston Mayor’s Office Mayor’s Policy Council Toolkit Written document The Mayor’s Policy Council Toolkit offers materials that airports can use to create partnerships and foster collaboration. Materials include explanations on how the City of Houston established its own multi-disciplinary task force to combat human trafficking. Airports can review this toolkit to help inform efforts to build their own task forces, partnerships, and collaborations. City of Houston Mayor’s Office Taxi Industry Initiative Toolkit Communication product Airports can use these communication materials to establish partnerships with taxis and transportation network companies, which are potential key partners in raising awareness. DHS Strategy to Combat Human Trafficking, the Importation of Goods Produced with Forced Labor, and Child Sexual Exploitation Written document This strategy guide includes a list of entities that support efforts to fight human trafficking that airports can reference when determining potential partners. New Jersey Coalition Against Human Trafficking Community Awareness Toolkit Written document This toolkit includes an extensive list of organizations and resources on human trafficking that airports can review to identify which partnerships they would like to pursue. Office for Victims of Crime Training and Technical Assistance Center Human Trafficking Task Force e-Guide Written document This e-Guide is a resource to support established task forces and provide guidelines to agencies that are forming task forces. Its purpose is to assist in the development and day-to-day operations of a task force working to combat human trafficking and to provide fundamental direction for effective task force operations. Airports can review the e-Guide to inform their efforts in building a multi-disciplinary task force or partnership. Table 7. Toolkit resources for action step: Identify Partnerships and Victim Resources.

38 Developing an Airport Program to Address Human Trafficking: A Guide Indicators cannot be treated as definitive proof of human trafficking, and the totality of a situation should be evaluated when determining whether someone may be a victim. Some individuals may not recognize that they are victims, which can complicate the process of identifying human trafficking. There are also many misconceptions and stereotypes regarding human trafficking victims, which a simplistic list of indicators could perpetuate. Airports should communicate this nuance when con- veying indicators to employees, the traveling public, and other audi- ences so that the indicators are not misused. Airport employees should be instructed not to confront a potential perpetrator but rather to imme- diately follow prescribed reporting protocols. Actions to Consider • Use the list of indicators in this report. Airports are encouraged to use the indicator list provided in Figure 7 as labor and sex traffick- ing indicators that are applicable in an airport context. These indica- tors were selected through an extensive review of resources as well as engagement with stakeholders (including survivors, training pro- viders, legal experts, and law enforcement personnel) and were also reviewed by human trafficking subject matter experts and airport security and law enforcement staff. As such, the list is recommended as the most authoritative resource on human trafficking indicators for an airport audience. Airports may wish to work with local survi- vors and other experts to tailor the list. • Emphasize behavior-based indicators. Airports should prioritize behavior-based indicators over appearance-based indicators, which are superficial and often overly simplistic (e.g., a parent being of a different race than a child) and can affirm people’s biases and per- petuate misconceptions and stereotypes about human trafficking victims. Furthermore, providing overly simplistic indicators can lead to false identification of victims, which can have negative reper- cussions for those involved. • Differentiate indicators. Airports are encouraged to differentiate which indicators apply to which situations to the extent possible. For example, indicators could include specification of whether they apply to child or adult victims. Something such as “not having con- trol of travel documents” would be expected of a child traveling with family, but in the case of an adult (and in combination with other indicators) it may be a sign of trafficking. • Leverage local and survivor knowledge. Because indicators can vary by region of the country, airports should take advantage of the local knowledge among customer service staff as well as local community groups and victim advocates when selecting indicators. These groups are often the most familiar with cultural context and typical behaviors of travelers and can help identify which behaviors are outside the norm. Survivors can provide firsthand, personal information regard- ing trafficking tactics to add nuance to the indicators. Local law enforcement agencies can also provide insights into commonalities between confirmed victims of human trafficking. Suspected Sex Trafficking Victims at Sacramento International Airport Action Step: Select Indicators for Victim Identification An American Airlines customer service agent at Sacramento International Airport noticed several potential human trafficking indicators that led her to contact authorities. Two girls, ages 17 and 15, arrived at the ticket counter without identification, unaccompanied by adults, and with two first-class tickets purchased by someone else using a fraudulent credit card. The agent noticed that the girls had several small bags, which made her think that they were running away from home. They also looked at each other in a way that indicated they were fearful and anxious. The agent contacted the Sacramento County Sheriff’s Department’s Airport Bureau. A deputy conducted an investigation and determined that the girls were at risk of becoming sex trafficking victims (15). Negative Repercussions from Relying Solely on Appearance-Based Indicators Action Step: Select Indicators for Victim Identification A 55-year-old White male sued an airline and five of its employees in 2019 for accusing him of sex trafficking his Black adopted son. The complaint indicated that the two were separated by flight attendants, despite both father and son confirming their relationship. They were met by law enforcement upon arrival, resulting in mental anguish and extreme emotional distress for the father and son (16).

Foundational Program 39 Figure 7. Indicators of labor and sex trafficking in an airport setting.

40 Developing an Airport Program to Address Human Trafficking: A Guide • Contextualize indicators. When providing any list of indicators, it is important for airports to provide appropriate context, so that the list is not used in an unintended way. Airports should note that observing one or even several indicators does not necessarily mean the situ- ation is one of human trafficking. In addition, airports should emphasize that victims can be of any age, race, gender, sexual orientation, religion, ethnicity, socioeconomic background, citizenship, or have any type of immigration status. Airports should also make personnel aware that everyone has internal biases, and individuals need to be very aware of these biases and to think critically when identifying potential victims. • Keep indicators updated and adapt them as needed. A collective understanding of human trafficking indicators will continue to evolve as additional victims are identified. In addition, human traffickers may alter their tactics to avoid being detected. Therefore, airports should periodically revisit the list of indicators they have selected and, in coordination with survivors and other experts, evaluate whether changes are needed. Airport Stakeholders Involved Table 8 indicates the stakeholders involved in selecting the airport’s indicators for identifying potential victims of human trafficking. How to Leverage External Partners When selecting indicators for identifying victims of human trafficking, airports should engage external organizations that are familiar with the local cultural context and with the indicators exhibited by former victims that were missed by observers. Local community groups and victim advocates, as well as local law enforcement agencies that are familiar with human trafficking cases, can help airports to select indicators. Budget and Resource Implications Table 9 indicates the budget and resource areas affected when selecting indicators to identify potential victims of human trafficking. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Coordinate with partners to establish indicators; determine how and where indicators will be shared Airport law enforcement, security, and operations Inform list of indicators based on experience with actual events and cases Airline and airline support Inform list of indicators based on experience with traveler behavior Tenants, concessionaires, and contractors Be aware of indicators and the importance of considering them in context Other: N/A Table 8. Airport stakeholders involved for action step: Select Indicators for Victim Identification.

Foundational Program 41 Small Airport Considerations Small airports can use the list of indicators in Figure 7 as a starting point, as many of these are common indicators that will be relevant regardless of airport type. However, they will need to take their type of operations into account to determine which of the indicators they would be able to detect; this will depend on the degree of interaction with travelers. Small airports should not only consider the interaction travelers have with their own staff, but also with FBO staff, pilots, and crew members. Small airports may need to revise their indicator lists more frequently than larger airports as a result of feedback regarding which indicators are most feasible to observe. Toolkit Resources Figure 7 presents a recommended list of human trafficking indicators that are applicable in an airport context. Airports are encouraged to use that list as a starting point. Other indicator lists, such as those presented in Table 10, informed the development of the recommended list. If tailoring of the standard recommended list is needed, airports may wish to refer to the lists presented in Table 10 or to work with local survivors and other experts to inform that effort. More detail on these resources is included in Appendix B as well as the Toolkit associated with this guide. Action Step: Ensure Clear Reporting Protocols Background and Need Clear protocols for reporting a suspected human trafficking incident at an airport equip employees, tenants, contractors, airline staff, the general public, and victims with information on who to contact when they notice human trafficking indicators or, in the case of victims, are experiencing it. Airports should pair reporting protocols with any awareness and training initia- tives that are implemented so that their audiences have a clear call to action and feel empowered to make a difference once they have gained an understanding of human trafficking indicators. In order to be effective, protocols should be easy to follow and well-publicized and should direct people to the authorities that can address the specific situation at hand. While airports can struc- ture protocols various ways, what matters most is that protocols are in place so that they can be followed if a human trafficking incident is suspected. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Initial level of effort to establish a list of indicators in coordination with partners; less time needed afterward to keep the list of indicators up to date and accurate Contractors/vendors Ongoing Possible funded contracts with vendors, nonprofits, and/or survivor consultants to identify suitable indicators as part of program support Equipment/materials/IT Other: N/A Table 9. Budget and resource implications for action step: Select Indicators for Victim Identification.

Table 10. Toolkit resources for action step: Select Indicators for Victim Identification. Source Resource Name Type Description ACRP Airport Program to Address Human Trafficking: Labor and Sex Trafficking Indicators List Communication product This two-page resource (included as Appendix B associated with this guide) includes a graphic with a list of indicators applicable for labor trafficking, sex trafficking, and both labor and sex trafficking. It is the recommended list of indicators for airports to use when establishing their programs to address human trafficking. Airports Council International Combatting Human Trafficking Handbook: First Edition 2019 Written document This handbook includes an information card from London Heathrow Airport that contains human trafficking indicators. The handbook also includes a chart listing some indicators of human trafficking. DHS Human Trafficking 101 Written document This one-page fact sheet from the Blue Campaign includes human trafficking indicators categorized by behavior or physical state, social behavior, work conditions and immigration status, and victim age. It is available in multiple languages. DHS Transportation Toolkit Written document This toolkit from the Blue Campaign includes indicators of human trafficking for aviation staff. DHS Trafficking Indicator Cards Communication product These cards from the Blue Campaign include a dozen common indicators of human trafficking and are available in multiple languages. DHS Victim Support Pamphlet for Law Enforcement, First Responders, and Healthcare Professionals Written document This pamphlet from the Blue Campaign includes indicators for human trafficking categorized by labor or service indicators, control indicators, living conditions indicators, travel indicators, and medical indicators. DHS and U.S. DOT Indicator Card Written document This BLI document includes four indicators of potential human trafficking. DHS and U.S. DOT A Guide for Aviation Personnel to Recognize and Report Suspected Human Trafficking Communication product This BLI pamphlet guide includes four indicators of potential human trafficking. ILO Indicators of Forced Labour Written document This booklet includes 11 indicators of potential forced labor situations, determined from the experiences of the ILO’s Special Action Programme to Combat Forced Labour. International Air Transport Association (IATA) Human Trafficking Cheat Sheet Communication product This is a one-page cheat sheet for airlines to identify potential cases of human trafficking. The document includes a list of human trafficking indicators. U.S. DOT Indicators of Human Trafficking in the Transportation Industry Communication product This is a two-page flyer that has been tailored for the transportation industry; it lists several human trafficking indicators. U.S. DOT Advisory Committee on Human Trafficking Combating Human Trafficking in the Transportation Sector Written document This document contains a list of red flag indicators for identifying potential human trafficking victims that has been curated specifically for airports. UN Office on Drugs and Crime Human Trafficking Indicators Communication product This is a two-page fact sheet that outlines potential indicators for various human trafficking situations, including domestic servitude and sexual exploitation.

Foundational Program 43 Actions to Consider • Determine where to direct reports. Airports have several options for where to report a suspected human trafficking incident and can use specific protocols depending on who is reporting. Many airports prefer that employees and others working at the airport (such as tenant staff) call the airport emergency number to reach airport law enforcement personnel (or local law enforcement if the airport does not have its own department) for urgent situations, and that the gen- eral public call the National Human Trafficking Hotline or the U.S. Immigration and Customs Enforcement (ICE) Tip Line, particu- larly for non-emergency situations. Table 11 lists hotlines and other reporting options that airports can consider, along with the pros and cons of each option. If airports direct calls to law enforcement per- sonnel, it is critical that those responding will have completed at least basic training on responding to human trafficking. Ideally, an airport would employ a highly trained and specialized staff member outside of law enforcement to make the initial response to suspected human trafficking incidents, as victims may not be forthright with a member of law enforcement. • Build in protections for the person reporting. Airports should ensure that reporting protocols allow for those who make reports to do so anonymously and confidentially. However, a victim who self- reports may have to later face their accuser in court, so anonymity and confidentiality cannot be guaranteed in all situations. In cases where an airport employee is reporting being trafficked, or they are reporting the suspected trafficking of an airport contractor employee, they should be provided with whistleblower protections so that they do not face negative repercussions for discussing the terms and conditions of their employ- ment. They should also be informed of how an investigation into the claim will proceed and what the steps are for following up on a report. Airport legal departments and law enforce- ment should provide input to and review of reporting protocols before they are approved to (1) ensure that anonymity and confidentiality are appropriately addressed, (2) detail how and where information related to the report is stored, and (3) ensure that the protocols comply with applicable laws. Crisis Response Recommendations for the Port of Seattle Action Step: Ensure Clear Reporting Protocols The Port of Seattle partnered with BEST to develop crisis response recommendations for potential human trafficking incidents. The recommendations were developed through input from the Port of Seattle Police, survivor experts, and regional experts from the criminal justice system and victim services. They include information on who an airport employee should call if they suspect a human trafficking incident and recommended steps for law enforcement to follow once a possible victim has been identified. In addition, they include suggestions for assisting victims in feeling safe, proposed metrics to track the efficacy of the Port’s response to human trafficking, and a list of local victim advocate contacts (17). Reporting Option Pros Cons 911 or the local emergency phone number used for airport dispatch/law enforcement operations center • Best suited for emergency situations when there is imminent danger or if a child is involved • Able to coordinate with other related law enforcement activities • Able to track cases, gather evidence, and lead or support criminal investigations • Quick response • Well-known • Law enforcement officers that respond may not have specialized training in human trafficking • Law enforcement intervention as the initial step could have negative repercussions for victims Table 11. Considerations for various human trafficking reporting options. (continued on next page)

44 Developing an Airport Program to Address Human Trafficking: A Guide Reporting Option Pros Cons Organization local to the airport that works with human trafficking victims • Staffed with personnel focused on and experienced in supporting victims of human trafficking • Human trafficking victims are more likely to reveal information to non- law enforcement staff • Reporting to a service provider organization can connect victims to services right away • Not all airports are located in places that have such an organization • Likely only to be used as an option for staff that have a relationship with the organization, so would not be distributed to all staff as the primary reporting option Airline Ambassadors International (AAI) TIP Line app • Tips can include location, photos, video, and text • Connects the person reporting to local airport operations law enforcement center • International reach • Latest version is only available to those who have completed AAI training Anti-Trafficking International (ATI) National Human Trafficking Intelligence Center (NHTIC) • Accepts calls and online tips • Provided during training offered by the AAAE for airport staff • Coordinates with state and federal law enforcement • Response time may not be as fast as airport or local law enforcement ICE Tip Line • Designated hotline for BLI, which is designed for use by aviation staff • National and international reach • Individuals can provide a tip anonymously • Individuals can submit a tip using the web form reporting option • Law enforcement intervention as the initial step could have negative repercussions for victims, especially given the association between DHS and deportation that many victims may have National Center for Missing and Exploited Children • Accepts calls and cyber tips that can include location and text • Well-known • Coordinates with federal, state, and local law enforcement • Provides extensive victim support services • National reach • Primarily focuses on issues related to child sex trafficking • Response times may vary as this hotline processes a large volume of tips related to child trafficking National Human Trafficking Hotline • Accepts calls and text messages • Well-known • Coordinates with federal authorities and local law enforcement agencies • Facilitates connections to victim support services • National reach • Offers 200+ languages • Primarily serves to connect victims and survivors of trafficking with services and support, so may not be best suited for scenarios where victims are not seeking support • Response time may be longer than that of airport or local law enforcement • The reporting party may expect a high level and speed of responsiveness because this is the go-to hotline for human trafficking, but actual responsiveness may vary Table 11. (Continued).

Foundational Program 45 • Develop protocol steps. Reporting protocols should comprehensively detail the steps involved prior to, during, and after a suspected human trafficking incident is reported, including the responsible party for each step. Reporting protocols should include a clear sequence of events with decision points for the airport employee, member of the public, or other contact doing the reporting, including items such as: – Initial confirmation that human trafficking indicators have been identified, – Evaluation of whether there is imminent danger, – Potential engagement with the suspected victim, – Deciding whether to report, – Confirming which entity to notify, – Documentation of key information and making a report, and – What follow-up (if any) the person reporting may receive. • Incorporate reporting protocols into employee training. Airports need to train employees on its reporting protocols. Training should cover these reporting protocols and ensure that all cases will be assessed objectively before they are reported. Airports can consider including the following components: – Asking non-invasive questions. Airports may train customer-facing employees on questions to ask a suspected victim during an initial assessment, such as “Are you okay?” and “Do you need help?” These questions should be non-alarming and asked in a sensitive manner. Such questions can determine whether the situation warrants further investigation. – Recognizing bias. Bias can affect the perception and interpretation of a situation. Certain situations may raise red flags if employees are not properly trained to recognize bias and to assess the whole situation within context. Bias may lead to inaccurate and inappropriate reports that may cause harm. Bias training should therefore be part of any training that discusses when and how to report. – Emphasizing that not reporting can be a viable option. Airports should convey that there are certain circumstances in which it could be appropriate not to report a suspected human trafficking situation. In cases where the suspected victim is a child, there is urgency and potential legal liability, dependent on mandated reporting guidelines and jurisdictional statutes, to report the situation. However, if the suspected victim is an adult, the decision to report is more nuanced. While airports should generally encourage reporting of suspected human trafficking activity, in some cases it may be best for employees not to report right away but rather to offer resources first (such as information about the National Human Trafficking Hotline) so that the potential victim can use them when needed. Providing someone with the agency to report their situation on their own terms can help them to break out of a pattern of victimization. • Communicate reporting protocols. Airports should communicate their reporting protocols widely, with a goal of reaching airport staff, tenants, contractors, airline staff, the general public, and human trafficking victims. People may be more likely to respond to potential human trafficking situations if they are aware of the steps to take. To communicate their protocols, airports can consider employing the following methods: – Posters. Posters outlining the airport’s reporting protocols can be posted around the airport to broadly raise awareness. – Wallet-sized cards. Airports can provide staff with wallet-sized information cards containing contact information so that it is easily accessible and distributable. – Informational stickers. Airports can provide trained staff with a small informational tab or sticker containing contact information; this can be attached to a badge or lanyard. – Announcements. Frequent intercom announcements on how to report suspicious activity and incidents can familiarize everyone with the reporting protocols.

46 Developing an Airport Program to Address Human Trafficking: A Guide – Digital displays. Digital displays, such as the ones used to display flight information, can be used to showcase relevant contact information and the protocols for reporting suspicious activity. – Airport Wi-Fi landing pages. Airports can include information on reporting human traf- ficking on the landing pages when a user logs in to the airport Wi-Fi. • Create a feedback loop to show reporting impact. Airports should develop a mechanism for tracking data from human trafficking reports in order to provide information on the impact of those reports. Airport employees, tenant staff, and others reporting a suspected human trafficking incident are often curious about whether they have made a difference. Although details of individual incidents may not be shareable, providing some feedback would rein- force and encourage reporting efforts. Feedback could come in the form of distributing infor- mation on how many reports have been made over the course of a year or sharing an example (without providing incident details) of how a report led to successful interdiction. Airport Stakeholders Involved Table 12 indicates the stakeholders involved in helping an airport to develop clear human trafficking reporting protocols. How to Leverage External Partners Airports are encouraged to work with local community groups and victim advocates to help develop reporting protocols that are victim-centered and survivor-informed. Airports will also Table 12. Airport stakeholders involved for action step: Ensure Clear Reporting Protocols. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Coordinate with law enforcement and other partners to establish reporting protocols and incorporate them into training and awareness initiatives Airport law enforcement, security, and operations Provide input to and review of reporting protocols; coordinate with local law enforcement and federal partners (e.g., DHS, TSA, CBP) so that all are aware of their roles as indicated in the reporting protocols Airline and airline support Establish open communication channels with airport staff and law enforcement agencies in case of a potential incident; maintain consistent information sharing with airports to address potential incidents; ensure that employees are trained on human trafficking indicators and reporting protocols Tenants, concessionaires, and contractors Establish open communication channels with airport staff and law enforcement agencies in case of a potential incident; maintain consistent information sharing with airports to address potential incidents; ensure that employees are trained on human trafficking indicators and reporting protocols Other: Legal Review reporting protocols to ensure that anonymity and confidentiality are appropriately addressed and that the protocols comply with applicable laws

Foundational Program 47 need to leverage the expertise and resources of external partners that are part of the reporting process, such as those listed in Table 11. Some of these partners can provide the airport with best practices from other airports and jurisdictions on the development of reporting pro- tocols. Airports can also use proprietary systems from third-party vendors (such as ELERTS and Everbridge) to manage reporting of human trafficking. Budget and Resource Implications Table 13 indicates the budget and resource areas affected by an airport’s efforts to develop clear human trafficking reporting protocols. Small Airport Considerations Small airports should coordinate with their affiliated airport authorities, if applicable. Airport authorities may have basic reporting protocols that small airports could use as a starting point and tailor to suit their specific needs. If there is no corresponding airport authority, the airport can coordinate with local law enforcement agencies to establish tailored reporting protocols. If applicable, small GA airports should also coordinate with their FBOs; these may have their own reporting protocols. Toolkit Resources Table 14 includes resources available to assist with an airport’s efforts to develop clear human trafficking reporting protocols. More detail is included in the Toolkit associated with this guide. Action Step: Develop Connections to Victim Support and Aftercare Background and Need While it is not an airport’s central role to prevent human trafficking, it is an airport’s duty to ensure that all users are safe and comfortable while on airport premises. If a trafficking victim is discovered at an airport, the airport should make every effort to connect the victim to support services and provide resources. The airport will likely need to consult outside organizations that specialize in providing victim-centered and trauma-informed support and aftercare. Engaging with these external organizations will enable airports to provide a basic duty of care in connect- ing victims with the resources and support they need. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Dedicated staff time to develop protocols and coordinate with stakeholders and partners Contractors/vendors Ongoing Possible funded contracts with vendors, nonprofits, and/or survivor consultants to develop reporting protocols as part of program support and to provide platforms to manage reports Equipment/materials/IT Onetime/ongoing Print materials that outline protocols for employees and staff to review Other: N/A Table 13. Budget and resource implications for action step: Ensure Clear Reporting Protocols.

48 Developing an Airport Program to Address Human Trafficking: A Guide Actions to Consider • Consult reputable sources. Airports should seek legitimate and trustworthy organizations with which to coordinate to offer support and aftercare to victims. This can be challenging because there are no nationwide standards for evaluating the resources provided by organiza- tions fighting human trafficking. In order to connect with trustworthy organizations, airports can consider the following actions: – Partner with survivors and victim advocates. Prioritize national and local organizations that consult with survivors to inform protocols, training, and strategies for combating human trafficking. These organizations also likely serve as victim advocates. – Reach out to task forces combating human trafficking. Existing task forces are reliable sources that airports can consult, especially if they are led by government entities. These groups can provide airports with recommended connections to national and local organizations fighting human trafficking. – Take advantage of existing vetting processes. Polaris provides a list of aftercare providers that it has vetted from across the United States. Some states also have governing bodies that oversee standards of care for supporting victims of human trafficking, such as the North Carolina Human Trafficking Commission. • Coordinate with external partners. Once airports have identified one or more possible organizations, airports should engage them to discuss how both parties will coordinate and to develop a plan of action. Since both airports and external organizations have limited resources and competing priorities, a detailed action plan will allow airports to maximize their partner resources and offer a smooth process during an unpredictable situation. The Table 14. Toolkit resources for action step: Ensure Clear Reporting Protocols. Source Resource Name Type Description Airports Council International (ACI) Combatting Human Trafficking Handbook: First Edition 2019 Written document This includes a visual protocol chart for airlines to use when a potential human trafficking indicator is identified. Airports can use this chart as a starting point and further develop and customize it in coordination with staff, union members, and local law enforcement agencies. BEST Crisis Response Recommendations for the Port of Seattle Decision- support tool BEST worked closely with the Port of Seattle to develop recommendations for crisis response, which included measures for the Port of Seattle to evaluate the effectiveness of its initiatives. DHS and U.S. DOT BLI Human Trafficking Training Video This training includes four short training videos for airline professionals. One of the videos focuses on reporting potential cases and educates viewers on ways to report suspected human trafficking activity. Airports include review of this video as part of trainings on human trafficking. DHS and U.S. DOT Reporting a Human Trafficking Tip Decision- support tool This infographic details what happens when a BLI partner reports a human trafficking tip using the BLI protocol. The BLI protocol refers employees to DHS’s ICE Tip Line. Airports can provide employees with the infographic as a visual representation of the reporting process. National Human Trafficking Hotline Human Trafficking Assessment Tool for Airlines & Airports Decision- support tool This one-page flowchart provides a step-by-step process for airports and airlines to undertake when encountering a potential trafficking case, starting with signs to watch for and first response. It then provides appropriate potential responses depending on whether the victim is alone or not, and what to do and who to contact if the situation continues to create suspicion.

Foundational Program 49 following questions are examples that could be discussed with each potential partner: – What types of services does the organization provide? – What bandwidth or level of availability does the organization have to support the airport? – In what types of situations should the organization be contacted? – What is the process for contacting the partner? – What resources can the airport provide to help the partner? – Is an MOU, contract, or other formalized relationship needed? • Build a list of external partner resources. After consulting reputable sources and coordinating with the victim support organizations, air- ports should create a list of external partners for staff to engage when responding to a human trafficking situation. The list should include the name of the organization, the point of contact, and the role the organization plays when responding to a human trafficking situation. The list should be shared across any airport staff members who might be involved in responding to a human trafficking situation so that they know who to contact and when. • Provide basic information to victims. Airports should provide victims with materials and resources they have developed and collected, such as the DHS Blue Campaign materials and U.S. ICE pamphlets. These resources should provide basic information, including the indica- tors of human trafficking and relevant contact numbers. Airport Stakeholders Involved Table 15 indicates the stakeholders involved in helping to develop connections with providers of human trafficking victim support and aftercare. How to Leverage External Partners Airports can refer to the Actions to Consider section for this action step for advice on lever- aging external partners. List of Victim Support Organizations Used by San Antonio International Airport Action Step: Develop Connections to Victim Support and Aftercare San Antonio International Airport developed a list of external partners to engage for victim support when responding to human trafficking situations. The list includes each partner’s roles and responsibilities. SAT partners with multiple local nonprofits that work with survivors of various ages. (18). Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Coordinate with local community groups or nonprofits to identify mechanisms for victim support Airport law enforcement, security, and operations Primary responsibility for enacting victim- centered support protocols when interviewing victims and for providing support materials and organizational contact information to victims Airline and airline support Inform airports of any existing relationships with or knowledge of victim support organizations Tenants, concessionaires, and contractors Inform airports of any existing relationships with or knowledge of victim support organizations Other: N/A Table 15. Airport stakeholders involved for action step: Develop Connections to Victim Support and Aftercare.

50 Developing an Airport Program to Address Human Trafficking: A Guide Budget and Resource Implications Table 16 indicates the budget and resource areas affected by developing connections to pro- viders of human trafficking victim support and aftercare. Small Airport Considerations Compared to large airports, small airports may need to adopt a modified approach when developing connections to victim support and victim aftercare organizations. A less formalized relationship with partner organizations may be adequate, given the airport’s lower volume of passengers and the possibility that there are fewer local victim support and aftercare organi- zations, particularly in rural areas. It may be possible to partner with larger airports within the same airport system; these may have already developed connections to victim support and aftercare organizations. It may also be helpful for some small airports to offer a safe meeting space at their facility for the local community in order to facilitate victim support and aftercare programs. Toolkit Resources Table 17 includes resources available to help airports develop connections to providers of human trafficking victim support and aftercare. More detail is included in the Toolkit associ- ated with this guide. Action Step: Implement Basic Awareness Program Background and Need Building a basic awareness campaign is a key early step to mounting a successful program to combat human trafficking. Airports can more effectively implement successful programs to address human trafficking if more of the airport community is educated and aware of the issue. Basic awareness programs can help educate all levels of airport employees and tenants as well as the traveling public and the broader aviation industry. Airports can use existing and freely available materials to implement a basic awareness program. Actions to Consider • Comply with laws. Airports should be familiar with current laws that require human traffick- ing awareness programs. For example, as of 2019 there were 29 U.S. states with laws related to the issue, with most aimed at increasing awareness on the topic among airport industry Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Dedicated staff time to coordinate with external partners Contractors/vendors Equipment/materials/IT Ongoing Develop flyers and materials to provide staff and victims with information on support organizations Other: N/A Table 16. Budget and resource implications for action step: Develop Connections to Victim Support and Aftercare.

Foundational Program 51 stakeholders and the public. As part of these laws, 12 states require that the National Human Trafficking Hotline number be posted in airports. Additionally, some states already require airports to lead airport-wide awareness campaigns to fight human trafficking. For example, the State of Georgia mandated that ATL develop airport-wide human trafficking awareness campaigns. • Align with aviation industry initiatives. Airports participating in industry associations should be aware of any organizational commitments related to human trafficking and are encouraged to align their initiatives to match. For example, in September 2016, ACI approved Resolution 2 during the 26th Meeting of the ACI World General Assembly to express airports’ commitment to fighting human trafficking. This resolution includes promoting awareness of human trafficking through media, providing access to training materials, encouraging air- port staff security awareness programs to incorporate training material, and supporting other stakeholders’ actions that prevent human trafficking (19). • Use existing and freely available materials. Airports can use existing and freely available materials developed by other organizations as part of a basic program to raise awareness. One agency that provides free awareness-building materials for the transportation industry is the DHS Blue Campaign. BEST also provides free awareness-building materials through its #NotAlone Campaign. Federal campaigns such as these can help airports use standard- ized language that is appropriate and translatable across the industry. BLI, an element of the DHS Blue Campaign, freely offers material specifically to help aviation industry personnel identify potential traffickers and human trafficking victims, and to report their suspicions to federal law enforcement. The Blue Campaign engages partners, including survivors, to pro- vide input to material development and to identify gaps in awareness and training programs. Source Resource Name Type Description City of Houston Super Bowl Information Packet Written document; Decision- support tool This tool includes the protocols that the City of Houston used to reserve shelter beds for victims during the Super Bowl in 2017. It also includes a study and presentation indicating that there is no evidence to show that the Super Bowl causes a greater increase in trafficking than other events. Airports can draw from the materials to inform their own training and protocols. DHS Victim Support Pamphlet for Law Enforcement, First Responders, and Healthcare Professionals Communication product The DHS Blue Campaign developed a victim support pamphlet for law enforcement, first responders, and healthcare professionals on how to support a potential victim. It provides tools and resources to assist victims during case investigations and prosecutions. Airports can use this pamphlet to learn how to approach a victim and how to offer support. ICE Information for Victims of Human Trafficking Communication product ICE developed a pamphlet to inform victims on how to reach out for support. The document informs them of their legal rights in the United States, regardless of immigration status. Airports can make these pamphlets available in their facilities. U.S. Department of State (DOS) Know Your Rights: An Information Pamphlet Describing Your Rights while Working in the United States Communication product This pamphlet informs temporary workers coming to the United States on a nonimmigrant visa about their rights. Airports can distribute these pamphlets. Table 17. Toolkit resources for action step: Develop Connections to Victim Support and Aftercare.

52 Developing an Airport Program to Address Human Trafficking: A Guide DHS evaluates the effectiveness of its programs on human trafficking over a two-year time period, so materials are likely to be updated and evolve over time. The International Air Transport Association (IATA) produces similar materials and graphics as part of its #EyesOpen campaign for users to launch their own anti-trafficking initiatives, irrespective of airport size or resources available. • Ensure that materials include critical messages in multiple languages. Airports should use materials that present indicators of human traf- ficking and that include clear guidelines on how to report a suspected case. They should convey the information in multiple languages to ensure that the information is accessible to as many audiences as pos- sible (e.g., covering the non-English speaking populations of airport destinations served). • Use materials that counter stereotypes. Awareness materials could negatively perpetuate stereotypes and misconceptions about traffick- ing victims as a result of the imagery and language used. Airports should use materials that include counter-stereotypical examples of potential victims (e.g., male sex trafficking victims) to broaden audi- ences’ perceptions. Awareness materials should equally emphasize labor trafficking and sex trafficking; there is some evidence that labor trafficking may be more common but it typically gets less attention. It is also important that imagery in awareness materials not be sensa- tionalized and that it resonate with a diversity of victims. When not using predesigned materials, airports should make efforts to consult survivors on appropriate campaign images and messaging. • Include human trafficking hotline numbers and apps. Airports should direct the airport community (particularly the traveling public) to call human trafficking hotlines or to use specialty apps if they sus- pect potential cases. Airports can distribute hotline phone numbers and app information on posters, display screens, and via public address announcements. Posters could include tear-off phone numbers for the hotline or for victim services. Providing information and resources to aid trafficking victims is helpful even if the victims only turn to those hotlines and other resources after they have left the airport. Since victims may reach out at unpredictable times, airports should consider providing nationally or internationally accessible hotlines and resources. Example hotline numbers and apps are pre- sented in the Ensure Clear Reporting Protocols action step. • Place awareness materials throughout the airport. Airports can dis- tribute informational material throughout areas that are frequented by employees and members of the public. Informational posters can be placed in employee break rooms and offices, in public rest- rooms, throughout the terminals, and near airport security check- points. Airports can post awareness materials that include a QR code (as PANYNJ has done) that viewers can use to access more information online. Airports can add informational tent cards and other materials at baggage belt locations, information or greeter stations, and near entrances within the airports. If there is a gap in advertising or billboard space within the airport, materials such as posters, handouts, or pamphlets can be helpful. Airports can use posters that include informational material to help victims self- identify and reach out for help on their own terms. Posters should be eye-catching, easy to understand, and translated into a variety of languages. Distributing wallet-sized reference cards Awareness Campaign at Milwaukee Mitchell International Airport Action Step: Implement Basic Awareness Program In January 2021, Milwaukee Mitchell International Airport (MKE) launched an awareness campaign comprised of signage posted around the airport encouraging passengers to spot the signs of human trafficking and to report suspected trafficking to the DHS HSI Tip Line (see Figure 8). MKE also has signage inside restroom stalls with information for potential victims, including a phone number to call or text and advice to talk to a nearby airport employee (20, 21). Figure 8. Human trafficking awareness signage at MKE (20).

Foundational Program 53 or lanyard tags with the most common signs of trafficking and contact information for hotlines to employees can also be useful. For example, flight attendants may use the reference cards during layovers—either inside or outside the airport. • Use public service announcements. Airports can broadcast anti-trafficking information via video public service announcements (PSAs) on public and sterile area monitors throughout airport properties. PSAs can be supplemented by clear, succinct, and noticeable awareness materials that are posted throughout the airport. • Offer presentations to employees. Offering presentations at routine employee meetings can be an effective awareness-building strategy for airports. All-staff meetings and employee shift briefings present opportunities to raise awareness and filter the message down to line staff. Airport Stakeholders Involved Table 18 indicates the stakeholders involved in helping to implement an airport’s basic aware- ness program on human trafficking. How to Leverage External Partners Many external partners develop basic awareness materials. Airports can start their awareness program using free materials developed specifically for the aviation industry by external parties. Budget and Resource Implications Table 19 indicates the budget and resource areas affected by implementing an airport’s basic awareness program on human trafficking. Small Airport Considerations Small airports can use freely available awareness materials if those materials are broad enough and not geared toward airports with commercial service. Small airports can collaborate with whichever entity owns or operates the airport to leverage broader awareness campaigns. Terminal Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Help lead awareness program; design awareness program content; endorse the importance of making the airport community aware of the issue; help direct funding toward an awareness campaign if needed Airport law enforcement, security, and operations Should be consulted when airport management designs program; should help implement awareness program and participate in it Airline and airline support Should be consulted when airport management designs program; should help implement awareness program and participate in it Tenants, concessionaires, and contractors Should help implement awareness program and participate in it through distribution of materials to staff Other: N/A Table 18. Airport stakeholders involved for action step: Implement Basic Awareness Program.

54 Developing an Airport Program to Address Human Trafficking: A Guide facilities and bathrooms at some small airports (such as GA airports) may receive more use from flight crews and pilots than from the travel- ing public, so the impact of any public awareness campaign materials may be more limited. Toolkit Resources Table 20 includes resources available to assist airports with imple- menting a basic awareness program. More detail is included in the Toolkit associated with this guide. Action Step: Provide Training for Key Staff Background and Need In order to use airport resources effectively, airports are encouraged to first roll out training to key staff who are in the best position to address suspected human trafficking incidents, and later to train sec- ondary staff. Each airport should define who constitutes key staff; these should include staff who are easiest to train and who are most likely to come into contact with suspected human trafficking victims. Key staff could include customer-facing staff employed by the airport (e.g., in airport law enforcement, the airport fire department, and emergency medical services) and federal customer-facing staff (e.g., TSA and CBP). Training should help staff to understand the resources that are avail- able to help them respond promptly and effectively to suspected human trafficking incidents. Providing robust training and necessary informa- tion helps build confidence and competency so that staff are equipped to report or seek help for possible victims when they observe the indi- cators of human trafficking. There is variability in how airports approach training. Approaches include the following: • Using existing off-the-shelf materials from organizations such as DHS and AAAE Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Some staff time can be dedicated to obtaining or developing awareness materials and helping to raise awareness among colleagues Contractors/vendors Onetime Possible funded contracts with vendors, nonprofits, and/or survivor consultants as part of program support to tailor existing, freely available materials Equipment/materials/IT Ongoing Awareness-raising materials may need to be printed for distribution Other: N/A Table 19. Budget and resource implications for action step: Implement Basic Awareness Program. High-Profile Case Spurs Action on Human Trafficking Awareness Action Step: Implement Basic Awareness Program One of the most high-profile trafficking cases in recent history involved the use of private aircraft and GA airports. The case provided momentum for enhancing human trafficking awareness and expanding training reach (22, 23). Reno–Tahoe International Airport and AAAE Training Partnership Action Step: Provide Training for Key Staff AAAE offers both online and in-person training on human trafficking. The online course was filmed at RNO and developed in coordination with the nonprofit organization Anti-Trafficking International. The training covers various scenarios in which staff at an airport could identify signs of human trafficking, including at curbside drop off, in restaurants and bathrooms, and at the boarding gate. RNO and other airports use this training (24).

Foundational Program 55 Source Resource Name Type Description AAI Wallet card Communication product This wallet card includes descriptive traits of human trafficking victims and some proactive steps that bystanders can take to intervene. Steps include staff being observant of passengers and contacting anti-trafficking professionals about the potential case rather than directly confronting suspected traffickers. The wallet card includes toll-free tip lines and contact information for DHS and AAI. BEST #NotAlone Campaign Communication product This campaign empowers individuals to leave violent and coercive situations and raises awareness of resources they can utilize. The campaign raises awareness among its partners through posters, social media, online training, and more. The posters are free for airports to use. City of Houston Mayor’s Office Watch for Traffick Media Campaign toolkits Communication product These toolkits are publicly available for download by any organization working on a human trafficking campaign or initiative. They include television PSAs, radio spots, advertisements for various media, trifold cards, stickers, and flyers—all in multiple languages. DHS DHS Anti-Human Trafficking Efforts Communication product This is an informative fact sheet describing the Blue Campaign as well as providing a high-level overview of human trafficking. DHS What is Human Trafficking? infographic Communication product This infographic outlines what human trafficking is and what people can do to help; it also describes the Blue Campaign. DHS What is the Blue Campaign? pamphlet Communication product This is a two-page pamphlet that provides a brief overview of human trafficking, DHS’s efforts to end it, and the Blue Campaign. DHS Posters Communication product These posters can be used to raise awareness around the airport on human trafficking issues. They explain what the Blue Campaign is, how individuals can identify potential victims, and how they can proactively respond to suspected cases. DHS Human Trafficking Awareness Guide for Convenience Retail Employees Communication product This is a six-page guide to inform frontline convenience retail employees about human trafficking. It contains a list of indicators that may help workers (while on the job) to recognize a potential victim and includes a set of steps they can take to report suspected cases. DHS General awareness videos Video These videos are each five minutes long, are available in English and Spanish, and provide an overview of human trafficking and the Blue Campaign. DHS Labor trafficking awareness videos Video These four videos feature dramatized scenarios that depict indicators of labor trafficking that airport staff can incorporate into training. The clips cover child servitude as well as rest area, motor coach, and medical clinic situations. Each video is three to four minutes long. Table 20. Toolkit resources for action step: Implement Basic Awareness Program. (continued on next page)

56 Developing an Airport Program to Address Human Trafficking: A Guide Source Resource Name Type Description DHS Sex trafficking awareness videos Video These videos dramatize scenarios depicting indicators of sex trafficking. The videos include what human trafficking can look like in Native American communities. They also include the story of “Ericka” as she is recruited into sex trafficking. There are five videos; each is under 10 minutes long. IATA Human Trafficking Cheat Sheet Communication product This one-page sheet helps airlines to identify potential cases of human trafficking. The document includes key facts about human trafficking in order to raise awareness. IATA #EyesOpen Against Human Trafficking Video This two-minute video provides statistics about human trafficking and air travel and portrays various scenarios that showcase indicators of trafficking. The video is part of IATA’s #EyesOpen campaign and can be shared on any media. International Civil Aviation Organization (ICAO) Comprehensive Strategy for Combating Human Trafficking in the Aviation Sector Written document This comprehensive strategy provides a brief overview of the intersection of human trafficking and the aviation sector; it equips states, civil aviation authorities and organizations, aircraft operators, and airports with direction and recommendations to inform their development of comprehensive counter-trafficking strategies. Illinois Department of Human Services Human Trafficking Resource Center Notice Act – Model Public Notice Written document This model notice was developed in accordance with the Human Trafficking Resource Center Notice Act. In Illinois, businesses within an airport facility, as well as airports, must comply with this notice. The model document provides indicators of human trafficking and includes information about the National Human Trafficking Hotline. The document is offered in 15 different languages, including English, Spanish, Polish, French, and Chinese. UN Office on Drugs and Crime The Blue Heart Campaign brochure and logo package Communication product This brochure and logo package is available in multiple languages and can be used on human trafficking awareness materials to increase the accessibility of information. These materials also include an aircraft safety card (in English) that can be useful for raising awareness among staff working on aircraft. UN Office on Drugs and Crime The Blue Heart Campaign Communication product; website This campaign offers a set of suggested actions for airports and airlines to take in order to join the campaign. Specific actions for airports include the following:  Having a link to the Blue Heart Campaign on the airport’s website  Promoting the Blue Heart Campaign throughout the year, and especially on the World Day Against Trafficking in Persons (July 30)  Showing Blue Heart Campaign/#BeAwareOfTheSigns spots at airports  Displaying #BeAwareOfTheSigns safety cards in lounges, in restrooms, or as posters  Adapting and displaying posters and other Blue Heart Campaign materials Table 20. (Continued).

Foundational Program 57 • Working with an outside organization, like AAAE or BEST, to develop customized training for their airport • Developing their own airport-specific training resources in-house Training may be in person, classroom based, and instructor led, or it may be online and either instructor led (in real time) or self-paced. Some airports require routine training on the topic for all staff; some airports require onetime training for all staff during a specific point in their employment (usually at the beginning); still others will only require training for certain types of employee positions. Airports can consider offering more in-depth trainings to staff once, with shorter refresher courses offered to the same staff at later intervals. The content of the training may differ by employee and position based on their resources, capabilities, and opportunities. Employees with a high level of robust training in combating labor and sex traf- ficking are able to bring a comprehensive approach, but that level of training is not appropriate for everyone. Actions to Consider • Determine the key staff who will receive training first. Key staff are likely to include those who are easiest to train and who are most likely to come into contact with suspected human trafficking victims. They may include law enforcement officers, fire department and emer- gency medical services staff, operations and security staff, custodial personnel and bathroom attendants, information desk staff, shuttle and other ground transportation operators, call center staff, and other airport badge holders. Each airport should determine which staff are key for its context; the difference between key staff and secondary staff may vary by airport. Airline staff are required to have training by law, so airports are not responsible for providing their training. However, airports can consider coordinating training efforts with airlines such that both airport and airline staff attend the same training sessions when feasible. • Prioritize training key staff as soon as possible. Speeding up any processes that can get key staff trained as soon as possible is impor- tant for immediately equipping an airport with on-the-ground indi- viduals who can recognize and report suspected human trafficking incidents and work toward the goal of preventing human trafficking. To get key staff trained quickly, airports can use existing off-the-shelf (OTS) online video or self-paced trainings, or train multiple key staff together in person via instructor-led formats. Airports can consider integrating training into other processes to engage key staff, such as adding trainings to near-term badging requirements for new hires. • Understand regulatory and legislative requirements. Airports should become familiar and comply with federal and state regula- tions related to human trafficking training. Such regulations include: – Aviation-specific federal regulations. The FAA’s Extension, Safety, and Security Act of 2016 and the subsequent FAA Reauthorization Act of 2018 require flight attendants as well as “ticket counter agents, gate agents, and other air carrier workers whose jobs require reg- ular interaction with passengers on recognizing and responding to potential human trafficking victims” to receive initial and annual anti-trafficking training. The 17-minute BLI video training fulfills the air carrier training requirements. As of late 2020, DHS, which manages BLI in partnership with the U.S. DOT, was working in collaboration with survivors and other partners to update the training. Tailored Training for Airline Staff Action Step: Provide Training for Key Staff Several airlines, including United Airlines and American Airlines, developed their own training on human trafficking so that it would be tailored to their contexts and aligned with their needs and policies. American Airlines provides training to flight attendants, pilots, airport agents, and team members with purchasing responsibilities. The training includes reporting requirements and anti-discrimination training (25, 26). United Airlines trains all customer-facing employees using self-led, online training developed by an outside vendor. United also has a separate, tailored training for call center staff, including vocal clues to listen for (6, 27).

58 Developing an Airport Program to Address Human Trafficking: A Guide – State regulations. States may already require human trafficking training for airport workers—or will in the future. There are cur- rently similar examples of state laws for the healthcare field, hos- pitality industry, and for transport agencies. At least one airport (ATL) was mandated (by the State of Georgia) to develop airport- wide human trafficking awareness campaigns. As of late 2020, the State of New York and the State of New Jersey were developing legislation to require state agencies to provide human trafficking training to employees. • Apply best practices. During the planning phases of developing an effective staff training program on combating human trafficking, consider the following best practices: – Training should be survivor-informed. Any airport training should be survivor-informed and survivor-accountable. Having survivors’ input to training, including from both labor and sex trafficking survivors, is critical to helping airport staff learn how to identify victims, create a safe space for them, and approach a potential victim in a manner that is safe for the victim and for the staff member. For example, victims may be fearful of engaging with uniformed law enforcement officers because of prior trauma, fear of prosecution, or fear of possible harm being done to their family members. Survivor- led training is valuable because survivors can speak in compelling ways about their first- hand experiences. Survivors of trafficking should always be compensated for sharing their lived experiences. – Communicate the big picture. Human trafficking is much more complex than a simple indi- cator list can address, and training should present a big-picture approach. Holistic training can help prepare key staff to be more effective in their response by carefully thinking through the steps involved when faced with a real-world suspected case of human traf- ficking, such as addressing bias, leveraging all available resources, following a do no harm approach, and contextualizing any indicators that apply. – Be specific to the airport context. Training should be relevant and specific to what airport staff might see at their specific airport. For example, training on labor trafficking could focus on specific local industries to reflect the types of jobs that passengers flying into that airport are often seeking. Training should also be customized to the participants where feasible, as staff members have their own resources, capabilities, and opportunities. – Plan experiential and engaging training. Training should be as experiential as possible and include stories to assist with memory retention. In-person, classroom-based, and instructor- led training tends to be the most valuable as participants get a chance to ask questions, fully experience the impact of survivors’ stories, and stay present in and focused on the issue. Much more information can be presented in a classroom setting as compared to a virtual format; in-person training also makes it possible to expand on concepts and dig deeper into the subject. Training can be enhanced with quizzes or “Did you notice . . . ?” questions about content to help reinforce concepts. Tabletop exercises may also be useful. – Advanced training opportunities for key staff. Airports should strive to train key staff on human trafficking at least once before training secondary staff. Airports may consider implementing a training as a mandatory employee onboarding process for new hires or as a requirement for receiving or renewing a badge. Tying mandatory training to temporary penalties (e.g., without completion of training, there will be a loss of email access) may result in higher response rates. If training is not made mandatory for staff, they can be encouraged with incentives. – Use “train the trainer” formats. Some airports will offer training to key staff who can then provide training directly to their colleagues. This can be useful for building institutional Training Pays Off at San Antonio International Airport Action Step: Provide Training for Key Staff SAT experienced a couple of incidents in which victims reached out for support from airport law enforcement staff when they were being held against their will. As a result of the training airport staff had received, they were able to help the victims connect to the resources they needed to escape their situations (18).

Foundational Program 59 knowledge and offering direct support to frontline staff who may witness a human traf- ficking scenario and need assistance. – Integrate human trafficking training into other training programs. To maximize efficiency, airports can require training on human trafficking for staff as part of overall training on other topics (similar to what ATL does by including human trafficking training alongside training on food handling). – Incorporate lessons on countering bias. Training needs to address how bias can affect people’s treatment of various victims (e.g., foreign nationals versus U.S. citizens, men versus women, those suffering from substance abuse issues, and those with mental health challenges or disabilities). Using counter-stereotypical examples is a good debiasing strategy in training (e.g., starting a training with a male labor trafficking case because people tend to better remember the first examples they learn). Implicit bias training can teach staff to avoid dis- criminating when identifying suspected cases of human trafficking and to avoid wrongly reporting situations and the associated traumatizing of the individuals involved, such as by separating children from adoptive parents. • Identify desired training content. Training can help inform staff about potential situations they may encounter, indicators of human trafficking, reporting procedures, their roles and responsibilities, and more. Airports should determine their desired outcomes for the train- ings and select trainings on the basis of those priorities. – Indicators. Trainees should, at a minimum, be aware of indicators of potential victims of human trafficking. – Situational training. Training content can include several situations, with before-and-after scenes and discussions to help trainees to identify key details and know the correct ways to approach different situations. – Statistical information. It is important for airport staff to under- stand the prevalence of human trafficking through worldwide, national, and (where available) local or regional statistics. Any statistics should be provided with the context that getting an accu- rate measure of the prevalence of human trafficking is not pos- sible because of the hidden nature of the crime. Where possible, airports should use survivor-informed narratives and ensure that local or regional context is included in training content. – Reporting protocols. Training should help individuals to learn the proper protocols for reporting a suspected case of human traf- ficking. Lessons can equip trainees with survivor support hotlines, a list of law enforcement and other personnel who should be noti- fied, and agencies that may request notification for investigative or data tracking purposes. – Roles. Training offerings should help staff to learn about the indi- viduals within the airport community who can be involved in any response to a suspected case or who are involved in any other coordination role in combating human trafficking. • Identify training format. Training can vary from short, prerecorded videos to more substantive, instructor-led classroom sessions. Air- ports may consider adopting the training format best suited to their budgets and specific needs (e.g., role of staff being trained, regional trafficking considerations, and airport type and size). – Online (instructor-led or self-paced) training. Some online training can be self-paced (with short lessons for which employees can earn credit for completion); other online training may be offered in real time and led by an instructor. Evolution in Training at Baltimore/ Washington International Thurgood Marshall Airport (BWI) Action Step: Provide Training for Key Staff Prior to the COVID-19 pandemic, BWI offered in-person training on human trafficking that reached approximately 100 employees once or twice a year. During the pandemic, BWI continued to offer training in a virtual format, which was open to community members in addition to employees. BWI initially had DHS HSI staff lead this training; it has since transitioned to using local police department trainers. BWI participated in a focus group conducted by the ACRP Project 04-24 research team, and in 2022 had fully adopted the AAAE Human Trafficking for Airports training video. The video is now required viewing for all new and renewing badge holder employees (28).

60 Developing an Airport Program to Address Human Trafficking: A Guide – In-classroom and instructor-led training. Some airports (such as BWI) offer in-person training against human trafficking on a routine basis. – Customized training. Airports may consider whether they will need to customize their training or whether they can use OTS training. These decisions may be informed by avail- able resources, whether the training need is immediate, and whether the available OTS training meets the needs of the airport given its geography, flight locations served, and other factors. • Consider existing training materials. Existing training materials are available (either free or at a cost) to airports. Airports can determine whether to use a training that is OTS or whether to customize a training for their own contexts based on available resources and the speed at which they want to implement the training program. Using OTS trainings could help to accel- erate the timeline for training key staff. Several organizations and agencies produce training on human trafficking, including the following: – Airline Ambassadors International (AAI). For a fee, AAI offers human trafficking briefs and in-person, survivor-informed training to airline and airport personnel. This training provides an overview of human trafficking and its impact on victims, features real-life sce- narios (including a story of a survivor), and covers airport protocols. AAI’s airport training is specifically tailored to airport personnel and covers the use of indicators. The training is 90 minutes in duration but can be extended to a full day. – Airport Law Enforcement Agencies Network (ALEAN). ALEAN offers two training confer- ences per year (with an associated registration fee), each two days long. The conferences are aimed at participants from airports, federal agencies, and the TSA (particularly agents). Prior ALEAN conferences have addressed human trafficking, and topics include discussing case studies with participating airport member agencies. Conference presentations are posted online for ALEAN member airports. – American Association of Airport Executives. AAAE offers online and in-person training, both OTS and customized, for a fee. For the in-person training, AAAE partners with Airline Ambassadors International (AAI) or Just Ask Prevention, an initiative of ATI, and includes survivors that speak about their experiences at airports. AAAE provided 850–900 training sessions a year prior to the COVID-19 pandemic. AAAE’s online video training courses include the Human Trafficking Prevention at Airports Training Course (which explains what human trafficking is and teaches airport staff about key indicators) and the Human Trafficking Awareness (Interviews) Training Course (which suggests action steps for staff responding to potential victims). As of late 2020, AAAE also planned to create targeted GA and business aviation training in collaboration with Signature Aviation. – The Avery Center. For a fee, the Avery Center provides training known as Human Traffick- ing 101. The training is designed for public audiences and can be tailored for law enforcement agencies and other entities. It aims to help individuals identify red flags related to human trafficking and provides information about how to proactively respond to them. – Businesses Ending Slavery and Trafficking. BEST integrates survivor perspectives into every part of the work it does, including training. It also addresses implicit biases. For a fee, BEST can provide either specific, airport-branded training or OTS airport training. – DHS Blue Campaign and Blue Lightning Initiative. BLI offers a free, 17-minute inter active module training video that includes scenario modules and supplementary materials cover- ing both labor and sex trafficking as well as airport protocols. The training fulfills the require- ments set by the FAA to provide airline cabin crews with human trafficking training. In addition to the BLI training, DHS offers free training materials in various media formats and languages. – International Air Transport Association. IATA developed two e-learning courses: (1) a free, high-level introduction to human trafficking that could be quickly integrated into security

Foundational Program 61 training; and (2) a more in-depth training course that could be purchased and used to “train the trainer.” – International Civil Aviation Organization (ICAO). ICAO hosts resources on human traf- ficking on its website, including a seven-minute video that features a survivor’s story and that could be integrated into existing training. – National Survivor Network/Coalition to Abolish Slavery and Trafficking (NSN/CAST). For a fee, NSN/CAST training is available by request. NSN/CAST staff will train airport staff on how to identify victims as well as on how to help create a safe space for victims. They teach airport staff how to approach a potential victim in a manner that is safe for the victim and for the staff. – Other law enforcement training organizations. Some organizations that provide training for law enforcement include sessions on human trafficking, from basic awareness to special- ized investigation techniques. Airports seeking to provide training to their law enforcement officers should ensure that courses meet the licensing standards set by their state’s regula- tory agency. – Other nonprofits and advocacy organizations. In addition to the organizations listed, there are others that could be local to the airport that provide training; several may offer publicly available resources. For example, Framework—an initiative of the International Rescue Committee—created a series of publicly available training resources on labor trafficking in 2020 and 2021. • Identify training frequency and integration with other processes. Airports should define the expected frequency of key staff training requirements. Training that is held more fre- quently will support memory retention. Airports can integrate training with other processes, such as the following: – Badging processes. Some airports require training on human trafficking for employees as part of a badge or rebadging process. Integrating the training into the Security Identifica- tion Display Area (SIDA) badging process for all employees is an efficient and comprehen- sive approach. Any new training included in the badging process may need to be very brief. – Annual all-staff meetings. Some airports can integrate training against human trafficking into annual meetings. • Evaluate training. It is important for airports to track the success of their training programs in order to make continuous improvements and to strengthen overall airport preparedness for human traffick- ing. Airports may use before-and-after training survey tools to assess baseline and learned knowledge. Airports can also consider track- ing data or metrics, such as the number of employees trained, the number of incidents reported, and the number of referrals made to victim support. • Consider visuals to identify trained employees. Airports may con- sider providing employees who have completed the training against human trafficking with an observable, easily identifiable designation such as a pin or badge. These designations could signify that the indi- viduals are aware of the issue, trained, and could serve as a resource to other employees or customers. Additionally, these designations should be included in airport materials so that victims can identify trained employees. Airport Stakeholders Involved Table 21 indicates the stakeholders involved in efforts to provide human trafficking training for key staff. Training as Part of a Badging Process Action Step: Provide Training for Key Staff PANYNJ, ATL, and Harry Reid Inter- national Airport (LAS) all incorporate training against human trafficking as part of their badging processes for at least some employees (e.g., airside employees). Additionally, SEA participated in a focus group conducted by the ACRP Project 04-24 research team, and at the time was exploring incorporating training as part of its badge renewal process, which occurs every two years (17, 18, 29, 30, 31).

62 Developing an Airport Program to Address Human Trafficking: A Guide How to Leverage External Partners External partners are critical for helping airports to create, prepare, and deliver training on human trafficking. The following avenues for engaging external partners will be particularly useful for airports: • Consult other airports. Some airports have implemented training programs and could pro- vide useful models or best practices to airports wishing to implement their own training on human trafficking. • Engage local community groups and victim advocates. These organizations can provide useful information on best training practices, such as trauma-informed responses and how to provide services for survivors. • Use training developed by external agencies or organizations. Numerous organizations and agencies have developed training and can be a critical resource for airports wishing to leverage outside expertise to train their staff. Budget and Resource Implications Table 22 indicates the budget and resource areas affected by providing human trafficking training for key staff. Example in Practice: DFW spent approximately $30,000 to develop customized digital train- ing on a platform for its staff called Learning Hub. Separately, the DFW police department spent $1,800 ($40 per class, per officer) to train its officers online through the Office of Strategic Services (OSS) Academy, a licensed police training provider that meets standards set by the Texas Commission on Law Enforcement. As of January 2021, at least five officers of DFW’s Airport Police had completed Basic Human Trafficking training and 40 officers had completed Advanced Human Trafficking training through the OSS Academy. Example in Practice: National Survivor Network/Coalition to Abolish Slavery and Traffick- ing (NSN/CAST) charges a rate of approximately $81 per hour to develop training and $650 per instructor per day to deliver training. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Responsible and accountable for training program; responsible for selecting training format, content, frequency, and order of priority for deciding which key staff get trained; should be trained on human trafficking; can provide input on training program design; can help assess training to improve program Airport law enforcement, security, and operations Public-facing airport law enforcement, security, and operations staff should be trained in trauma- informed response; can serve as trainers to other staff Airline and airline support Participate in airport-provided training as feasible Tenants, concessionaires, and contractors Participate in airport-provided training as feasible, although may often be considered among secondary staff to train rather than key staff Other: N/A Table 21. Airport stakeholders involved for action step: Provide Training for Key Staff.

Foundational Program 63 Example in Practice: AAI offers in-person, survivor-informed training to airline and airport personnel. They charge $3,000 per training, which covers travel costs and a stipend for the sur- vivor involved in training delivery. Small Airport Considerations Most existing training materials are designed for staff in larger com- mercial airports; there are limited training materials tailored to the needs of small airports. While much of the content being used by larger air- ports is still useful for staff at smaller airports, there is a need for training materials to include more scenarios applicable to GA airports, including opportunities to train private and corporate pilots and crews. Signature Aviation participated in a focus group conducted by the ACRP Proj- ect 04-24 research team, and at that time shared that it was working with AAAE to develop a training for staff working in an FBO setting, as well as on another training video to be developed in a GA airport setting. Toolkit Resources Table 23 includes resources available to assist with providing human trafficking training for key staff. More detail is included in the Toolkit associated with this guide. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Training staff takes time—airports may consider requiring training as part of an onboarding or annual process for its employees; costs for training law enforcement may be incurred by the airport or entity that owns airport if the airport does not rely on local or state law enforcement Contractors/vendors Occasional Training materials and services are typically provided by outside organizations, agencies, or contractors at a cost Equipment/materials/IT Occasional Airports may need to invest in additional materials, equipment, or IT depending on training requirements Other: N/A Table 22. Budget and resource implications for action step: Provide Training for Key Staff. Training Through Nearby Commercial Service Airport Action Step: Provide Training for Key Staff Some staff at North Las Vegas Airport attend training against human trafficking provided by AAI twice a year at the nearby commercial service airport serving Las Vegas (30). Signature Aviation Spearheads Training Program Action Step: Provide Training for Key Staff FBOs such as Signature Aviation are key tenants at GA airports, and their staff often have more interaction with customers than do airport staff. Training against human trafficking for FBO staff is therefore highly important in a GA setting. Signature Aviation has taken the initiative to provide training for all staff, first by using an AAAE video training that was filmed at a commercial airport. Signature Aviation’s training is mandatory for all new frontline staff, and they receive retraining every two years. The training is optional but recommended for corporate and support staff. Signature Aviation participated in a focus group conducted by the ACRP Project 04-24 research team, and at that time planned to collaborate with AAAE to develop new video training that is customized for the GA context (32).

64 Developing an Airport Program to Address Human Trafficking: A Guide Source Resource Name Type Description AAAE Human Trafficking Prevention at Airports training course Video This 12-minute online video facilitated by Bill Woolf of NHTIC explains what human trafficking is and teaches airport staff about the key indicators to look for prior to reporting a potential trafficking incident to authorities. The video shows various locations within an airport (including curbside drop off, restaurants, bathrooms, and the boarding gate) and presents signs staff should look for in each case. AAAE Human Trafficking Awareness (Interviews) Training Course Video This 12-minute online video features interviews between Bill Woolf of NHTIC and two human trafficking survivors. The interviewees emphasize that human trafficking victims and human traffickers can come from any background. They provide some of the indicators that a victim is traveling through the airport that should raise suspicions for airport staff as well as sample questions to ask the victim. AAI AAI Anti-Trafficking Training Flyer Communication product This flyer describes tips on how to report potential human trafficking cases to law enforcement officers. Airports can post these flyers around the airport for staff to use as needed. AAI Recognize It Report It: Human Trafficking Awareness Training for Airport/Airline Personnel Video This online course trains airline employees on human trafficking awareness. The training program consists of approximately one hour of video divided into 11 sections. It presents updated information that airline employees need to know to combat human trafficking. ALEAN Combatting Human Trafficking: Practical Tips for Airport Law Enforcement Professionals Presentation This 34-slide PowerPoint presentation on human trafficking tips for law enforcement was shared at an ALEAN conference and provides high-level information on the trafficking industry, with a particular focus on sex trafficking. It also includes example characteristics of trafficking victims, indicators of trafficking cases, and challenges to be aware of when interacting with trafficking victims. It includes a case example of a trafficking victim who reached out for help after boarding a flight, as well as a set of lessons learned as a result of that incident. The Avery Center Introductory, Intermediate, and Advanced Training Instructor-led training These training options cover topics such as domestic sex trafficking, including sessions on terminology and holistic healing for survivors. BEST Flights to Freedom: Human Trafficking Prevention Training Video This 30-minute video training was developed in conjunction with the Port of Seattle for aviation industry employees and stakeholders. It includes messages and stories from executive leaders at the Port of Seattle, survivors, and airport employees. It provides an overview of human trafficking and includes indicators as well as information on who to contact. It also includes questions throughout the training in order to engage viewers. California Commission on Peace Officer Standards and Training Human Trafficking Training Instructor-led training These training courses for law enforcement officers vary in duration between eight and 40 hours. Cost ranges from free to $625 per class, per officer. Table 23. Toolkit resources for action step: Provide Training for Key Staff.

Foundational Program 65 CAST JetBlue Security Champion Summit: Human Trafficking—It Ends with Us Presentation This 36-slide PowerPoint presentation (originally created for JetBlue employees) discusses common myths, trauma- informed care, labor trafficking, sex trafficking, and trafficking indicators. It also includes survivor stories. Source Resource Name Type Description DeliverFund Human Trafficking Training Courses Instructor-led training These free training courses are available for law enforcement personnel involved in advanced human trafficking investigations nationwide. Courses range from a human trafficking awareness course of up to three hours to a seven-day advanced course on human trafficking intelligence analysis. DHS Law Enforcement Awareness Training Video This web-based training course trains law enforcement officers to recognize the indicators of human trafficking. It contains training videos (each about one hour long) on combating human trafficking in tribal communities, interviewing victims of human trafficking, and Continued Presence (a temporary immigration status provided to victims of human trafficking who may be potential witnesses). DHS General Public Indicators Training Course Video This is a 21-minute web-based training course that provides guidelines for recognizing and reporting suspected human trafficking in general public settings. The video includes indicators of human trafficking, guidelines for how to report suspected human trafficking, and example scenarios. DHS General Awareness videos Video These videos are each five minutes long, are available in English and Spanish, and provide an overview of human trafficking and the Blue Campaign. DHS Labor Trafficking Awareness videos Video These four videos feature dramatized scenarios depicting indicators of labor trafficking that airport staff can incorporate into training. The clips cover child servitude as well as rest area, motor coach, and medical clinic situations. Each video is three to four minutes long. DHS Sex Trafficking Awareness videos Video These videos feature dramatized scenarios depicting indicators of sex trafficking. The videos show what human trafficking can look like in Native American communities. They also include the story of “Ericka” as she is recruited into sex trafficking. There are five videos; all are under 10 minutes long. DHS and U.S. DOT A Guide for Aviation Personnel to Recognize and Report Suspected Human Trafficking Communication product This two-page document provides a brief overview of human trafficking and the BLI. It includes indicators and how to recognize human trafficking as well as contact information for reporting tips. DHS and U.S. DOT BLI Human Trafficking Training Video These four training videos for airline professionals are each between three and six minutes long. The first training video provides definitions of human trafficking, including information about how airline professionals can proactively respond if they see a potential case. The second training video shares indicators of human trafficking in the aviation context. The third training video educates viewers on ways to report suspected human trafficking activity. The fourth training video gives viewers the opportunity to test their ability to identify potential cases of human trafficking in various scenarios. Table 23. (Continued). (continued on next page)

66 Developing an Airport Program to Address Human Trafficking: A Guide Action Step: Identify Funding and Resources Background and Need Most airports fund initiatives to combat human trafficking out of their own operating budgets, but many airports face constraints such as limited funding, staff time, resources, or skill sets. These constraints may hamper their ability to develop and implement comprehensive and effec- tive programs against human trafficking. Therefore, airports may need to seek external sources of funding and resource support in order to maximize their efforts. Such sources are limited, but examples include free or low-cost materials (such as those developed by DHS) as well as other federal or state initiatives or grants. Working with outside groups such as government agencies or nonprofit organizations can also help airports to ensure consistency in approach, terminology, and use of materials such as trainings, awareness-building informational documents, and other resources. Actions to Consider • Gather information on existing agency funding options. There are a limited number of federal, state, and local agencies that offer funding opportunities or other resources for airports to implement programs combating human trafficking. These include the following: – The U.S. DOT sponsors the annual Combating Human Trafficking in Transportation Impact Award, which currently provides $50,000 in funding for innovative efforts to combat human trafficking. Airports can apply to this opportunity. – The Frederick Douglass Trafficking Victims Prevention and Protection Reauthorization Act, signed into law in 2019, authorizes funding for efforts to combat human trafficking. Although it does not provide funding directly to airports, it does fund programs that support IATA Human Trafficking Awareness Training Video This free online training course takes about 30 minutes to complete. The course includes information on how to identify cases of human trafficking and how to spot signs of possible victims. The course is interactive and includes quizzes throughout. Framework Labor Trafficking Training Resources Video These resources were developed through a grant from the U.S. Department of Justice’s Office for Victims of Crime (DOJ OVC). They include several video trainings covering labor trafficking in agriculture, labor trafficking of minors, and other topics. Source Resource Name Type Description ICAO Fatima’s Story— Preventing Human Trafficking Website This seven-minute video features a firsthand account of a human trafficking victim’s experience. The victim shares her story and what she thinks cabin crew members could do to help victims in the future. OSS Academy Basic and Advanced Human Trafficking Training Video These online classes are available à la carte for law enforcement officers and cover a variety of subjects and costs. Courses include a basic and an advanced human trafficking course, which are each available for $40. Public Agency Training Council Human Trafficking Investigations Seminar Instructor-led training This two-and-a-half-day seminar on human trafficking investigations is available for law enforcement officers at a cost of $450 per officer. Table 23. (Continued).

Foundational Program 67 anti-trafficking efforts at airports, including the National Human Trafficking Hotline and funding for DHS. – The Office for Victims of Crime (OVC) within the U.S. Department of Justice (DOJ) offers many grants to help victim service organizations provide trauma-informed, victim-centered, and culturally appropriate services for victims of human trafficking. It also provides links to additional funding opportunities, such as those provided through the Administration for Children and Families’ Office on Trafficking in Persons. – The Bureau of Justice Assistance within the DOJ assists law enforcement agencies and partners to develop task forces that implement coordinated, victim-centered approaches toward identifying victims of sex and labor trafficking and providing them with services. This bureau also investigates and prosecutes sex and labor trafficking cases at the local, state, tribal, and federal levels. – The Office on Violence Against Women within the DOJ provides funds to support pro- grams for victims of human trafficking, domestic violence, sexual assault, dating violence, and stalking. – While DHS does not offer grants, the U.S. government operates a website featuring grant opportunities. Airports can use this agency website to track future grant opportunities that could potentially support initiatives to combat human trafficking. • Consider regulatory requirements or implications related to funding. Airports should consider federal regulatory requirements set by the FAA for federally funded airports as well as any state or local requirements. Federally obligated airports can use airport revenue to pay for training for their own employees. There may be restrictions on whether airport revenue can be used to pay for training for employees of other entities (e.g., contractors providing custodial, operations and maintenance, security, or other services; ground transportation operators; or anyone who does not normally work in the airport environment). Airports are advised to con- sult with the FAA’s designated Airports District Office or Regional Office, or with the FAA’s Office of Airport Compliance and Management Analysis. • Designate funding for anti-labor trafficking as well as anti-sex trafficking. Funding and other resources (e.g., training, education, and awareness-raising materials) should emphasize combating both labor trafficking and sex trafficking. • Apply for funding opportunities. Engage staff within the airport and externally to apply for grants or other funding opportunities. Specific offices within the airport that specialize in grant applications as well as human resources or law enforcement personnel can be engaged. These offices, in addition to external partners, can provide technical assistance to ensure high-quality applications for grant opportunities that fund efforts to combat human trafficking. • Devote adequate resources for personnel program support. Airport leadership may inves- tigate opportunities to designate budget for staff support of the airport’s program to address human trafficking as part of existing job descriptions. • Consider external sources for opportunities to reduce spending on materials. Airports may turn to outside organizations or agencies that provide low- or no-cost services or funding assistance. Examples include the following: – The U.S. DOT is working on expanding trainings (including BLI, a new multi-modal training, and a poster series) to include aviation. – DHS offers several free awareness-building materials. – Grants may be available to airports through local jurisdictions. Some airports (such as SEA) have leveraged funding through partnerships with local jurisdictions. Airport Stakeholders Involved Table 24 indicates the stakeholders involved in identifying funding and resources for efforts to combat human trafficking.

68 Developing an Airport Program to Address Human Trafficking: A Guide How to Leverage External Partners External partners are critical for helping airports to secure the funds needed to execute effec- tive programs to combat human trafficking. The following external partners and avenues will be particularly useful for airports to engage: • Agencies that offer funding opportunities. Airports can seek information on funding oppor- tunities through agencies’ websites, designated points of contact for grant requirements, notices of upcoming funding opportunities, or public webinars. • Victim-centered organizations. These organizations may offer useful materials or resources for airports to use in implementing programs to combat human trafficking. Working with these organizations on program development can also help to attract funding opportunities. Airports can also support nonprofits and advocacy organizations through their lobbying and advocacy efforts. Airports could sign letters of support, lend their voices in committee hear- ings, and partner to obtain funding for both parties’ efforts to fight human trafficking. • Task forces. Participating in task forces can help airports to advocate for more funding opportunities. For example, SEA participated in the U.S. DOT’s Advisory Committee on Human Trafficking’s subcommittee on protocols and policies. The subcommittee encouraged the creation of funding at the federal level to provide reimbursement to transportation enti- ties that develop human trafficking training programs. Budget and Resource Implications Table 25 indicates the budget and resource areas affected by efforts to identify funding and resources to combat human trafficking. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Task staff with writing grant applications; provide approvals and signatures for seeking opportunities; commit resources Airport law enforcement, security, and operations Can serve as supporting role for seeking funding opportunities Airline and airline support Can serve as supporting role for seeking funding opportunities Tenants, concessionaires, and contractors Can serve as supporting role for seeking funding opportunities Other: Human resources; finance Can help identify funding needs and support grant applications Table 24. Airport stakeholders involved for action step: Identify Funding and Resources. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Staff time should be devoted to securing funding for programs. Contractors/vendors Equipment/materials/IT Other: N/A Table 25. Budget and resource implications for action step: Identify Funding and Resources.

Foundational Program 69 Small Airport Considerations Small airports may have fewer funding opportunities than larger airports. Small airports that are part of a larger airport system may be able to leverage resources available through their partner commercial service airports to reduce their internal level of effort. For example, North Las Vegas Airport relies on the larger primary commercial service airport serving Las Vegas for programs and materials to fight human trafficking. Some commercial airports may be able to secure funding to address human trafficking within their regions, in which case small airports may be able to share materials and programs with their larger regional counterparts. Toolkit Resources Table 26 offers an available resource that can assist with funding efforts to develop a program to combat human trafficking. More detail is included in the Toolkit associated with this guide. Source Resource Name Type Description DOJ OVC Office for Victims of Crime Training and Technical Assistance Center website Website This program offers grants to help victim service organizations provide trauma-informed, victim-centered, and culturally appropriate services for victims of human trafficking. The website also provides information about other available grant opportunities. Airports are not able to apply directly to these grants but can offer support to grant applications submitted by partners that provide victim services. A partner receiving a grant will benefit the airport through enhanced local opportunities for victim support. Table 26. Toolkit resources for action step: Identify Funding and Resources.

70 Action Step: Undertake Needs Assessment Background and Need A needs assessment is a systematic way to identify gaps between the current state of an orga- nization, program, or other system and the future desired state. When applied to an airport pro- gram to address human trafficking, a needs assessment is a concerted effort to gather information and conduct evaluations to determine program weaknesses or opportunities for enhancement. Conducting a needs assessment can help an airport identify ways to take its program to the next level after establishing an initial program foundation. Given the need for additional informa- tion and resources, this action is presented here as part of Phase 2. However, some airports may decide to complete this step in Phase 1. Actions to Consider • Identify scope and goals. Before an airport undertakes a needs assessment, it should define the assessment’s scope and goals. Airports can choose how to define the scope of the needs assessment (e.g., limited to awareness, limited to airport employees only, or encompassing all airport tenants). Airports should generate a series of questions they want answered in order to identify the objectives of the needs assessment. For example, an airport may want to assess the human trafficking training it provides and identify whether it is reaching the right people, or it may want to conduct a review of existing policies to identify where human trafficking language can be incorporated. • Integrate into other assessments. Airports may already be conducting periodic assess- ments or reviews of documentation into which a human trafficking assessment could be inte- grated. For example, as part of a security vulnerability assessment, an airport could specify risks associated with human trafficking activities in order to generate strategies to miti- gate them. • Evaluate resource needs. As program gaps are identified through the needs assessment, air- ports should consider the financial resources and staff time necessary to fill them. Gauging the anticipated resource demands can help airports prioritize which gaps they can realistically fill in the near term and what types of funding opportunities to pursue. Airport Stakeholders Involved Table 27 indicates the stakeholders involved in helping to undertake a needs assessment for an airport program to address human trafficking. P H A S E 2 Expanded Program

Expanded Program 71 Table 27. Airport stakeholders involved for action step: Undertake Needs Assessment. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Establish focus of the needs assessment; designate employees to conduct the assessment Airport law enforcement, security, and operations Integrate human trafficking into existing security assessment, such as integrating into plans for large local events and setting clear expectations for officers and operations staff responding to calls for service Airline and airline support Provide input to the needs assessment if requested Tenants, concessionaires, and contractors Provide input to the needs assessment if requested Other: N/A Table 28. Budget and resource implications for action step: Undertake Needs Assessment. Budget/Resource Type Applicability Frequency Explanation Staff time Occasional Dedicated staff time to lead and coordinate a needs assessment Contractors/vendors Onetime Airports may hire a consultant to assist with a needs assessment Equipment/materials/IT Other: N/A How to Leverage External Partners Although a needs assessment will focus on the internal needs of an airport, external partners can provide a valuable outsider perspective to help identify program gaps. Local community groups and victim advocates can help an airport identify ways to tailor its program to reflect the forms of trafficking prevalent in the community and ensure that the airport is connected to available victim services. If an airport is incorporating human trafficking as part of security vulnerability assessments, local law enforcement could help the airport to identify collaboration opportunities to mitigate human trafficking risks. Airports are also encouraged to connect with peer airports that have programs to address human trafficking in order to compare program components and identify any that may be missing or need to be enhanced. Budget and Resource Implications Table 28 indicates the budget and resource areas affected by undertaking a needs assessment of a program to address human trafficking. Small Airport Considerations Needs assessment considerations for small airports are likely to be less complex than at larger airports. Small airports owned or operated by an airport authority that also includes a com- mercial service airport could coordinate needs assessment efforts with the airport authority or commercial service airport.

72 Developing an Airport Program to Address Human Trafficking: A Guide Toolkit Resources Table 29 includes resources available to assist with undertaking a needs assessment for a pro- gram to address human trafficking. More detail is included in Appendix C as well as the Toolkit associated with this guide. Action Step: Develop Organizational Plan/Strategy Background and Need An organizational plan or strategy provides a roadmap for implementing actions against human trafficking. Such plans identify specific actions and procedures and assign responsibility for implementing them to key individuals within the airport community. An organizational plan or strategy should describe existing efforts and outline future actions to enhance the program. An organizational plan with a stepwise approach can enable airports to take immediate initial steps while also planning their work toward later goals. Airports may find it helpful if their organiza- tional plans steer them to start small and focus efforts on solvable issues rather than tackling the entire problem at once. To do this, airports need to first determine what they can address on their own (e.g., which efforts are within their core competencies, what their available staffing resources are, and who their existing partners are) and focus there. Any organizational plan or strategy should have a survivor-informed, victim-centered, do no harm approach. Actions to Consider • Designate a process for developing the plan. Airports should first determine a process for developing an organizational plan. They may incorporate the drafting process into an individual program staff person’s job, or they may pull in a variety of staff from the airport’s Source Resource Name Type Description ACRP Airport Program to Address Human Trafficking: Program Status Worksheet Decision- support tool This worksheet (included as Appendix C associated with this guide) helps airports to document and track progress on the evolution of their programs to address human trafficking. It provides a table that airports can use to track (by action step) activities to date, next steps, estimated progress, and notes. National Safe Skies Alliance, Inc. Airport Security Vulnerability Assessments (Program for Applied Research in Airport Security 0016) Written document, decision- support tool This guide provides airports with a methodology and tools to support planning and conducting of airport-wide security vulnerability assessments (SVAs) addressing a broad base of malevolent threats, although it does not reference human trafficking specifically. The guide includes an eight-step methodology shown as an airport SVA process flow diagram. It is also accompanied by tools (including checklists and a report template) for use by airport SVA project teams at small, medium, and large hub airports. TSA Security Guidelines for General Aviation Airport Operators and Users Written document, decision- support tool This document provides GA airports with recommendations for addressing GA security concepts, technology, and enhancements, although it does not reference human trafficking specifically. It includes an airport security assessment and a protective measures matrix to help GA airports establish a baseline from which to identify and implement security measures. Table 29. Toolkit resources for action step: Undertake Needs Assessment.

Expanded Program 73 communications, customer experience, law enforcement and secu- rity, or other departments to assist with writing. The organizational plan or strategy should be reviewed by relevant departments and airport leadership. If needed, airports can use consultants for plan development; they may also consider engaging external partners for consultations when developing their plans. These partners may include airlines, tenants and concessionaires, local law enforcement agencies, local community groups, victim advocates, and peer airports. • Develop a stand-alone, prioritized plan. Writing a stand-alone plan or strategy for addressing human trafficking, as opposed to integrat- ing elements of efforts to combat human trafficking within existing plans, can be effective for targeting resources and directing attention. Airports can outline a stepwise approach to prioritize simpler steps first. For example, the Port of Seattle’s strategy is tiered into three incremental phases of engagement, with near-term activities in the first tier and activities that require additional actions, time, and capacity in the third tier. An alternate approach is to focus on spe- cific pathways or areas of priority. DFW’s strategy follows the “3P” framework by focusing on prevention of human trafficking, while also targeting efforts toward prosecution of criminals and protection of individuals. • Determine the plan’s contents. The organizational plan or strategy may include some or all of the following plan sections: – Definition of human trafficking. Provide a definition of human traf- ficking. Airports in the United States can refer to the country’s most widely accepted definition of human trafficking, which is provided in the amended TVPA. The organizational plan should also reflect any additions to the definition that occur over time, and any specific regional considerations. – Common human trafficking indicators. Describe the character- istics an airport witness may notice in a suspected human traf- ficking case. This guide provides a suggested list of indicators (see Figure 7) that airports can use for this section, which can be tai- lored to a specific region or airport context. – Employee training. Describe the airport’s approach to training various types of airport employees and other personnel working at the airport. Varying approaches may be taken for badged versus unbadged employees, customer-facing versus behind-the-scenes staff, airport employees versus staff of tenants or concessionaires, and others. – Public awareness programs. Describe the airport’s approach to aware- ness campaigns, including the materials being used, whether they are tailored, and the ways in which different communication channels are employed. – Employee responsibilities. Describe the roles and responsibilities of employees with respect to combating human trafficking. Agencies can include organizational charts or other visuals to explain employee responsibilities. – Employee reporting protocol. Include a clear reporting protocol, such as directing employees to report potential cases to airport law enforcement personnel. – Policy statement. Include any airport policy on human trafficking. Port of Seattle Anti-Human Trafficking Strategy Action Step: Develop Organizational Plan/Strategy In January 2018, the Port of Seattle released its first comprehensive strategy for addressing human trafficking at all facilities, including SEA (see Figure 9). Development of the strategy was spurred by a motion passed by the Port of Seattle Commission. The strategy focuses on four elements: training, communications and infrastructure, partnerships, and policies and protocols. The strategy categorizes specific tactics in three tiers, prioritizing near-term actions and expanding to additional tactics depending on time and capacity (33). Figure 9. Cover page for the Port of Seattle Human Trafficking Strategy (33).

74 Developing an Airport Program to Address Human Trafficking: A Guide – Partner engagement. Specify which partners to engage and describe how and why they will be engaged. These may include the following: ◾ FBOs ◾ Airport tenants and vendors, including: (1) airlines and their support contractors; (2) concessionaires; (3) companies providing operations and maintenance, custodial, security, or other services; (4) ground transportation providers (including rental car companies, taxicab companies, and shuttle-bus operators); (5) parking facility operators; and (6) on-airport and nearby hotel operators ◾ Local community groups and victim advocates ◾ Nonprofit organizations ◾ Companies within supply chains ◾ Aviation industry associations ◾ Businesses ◾ Educational institutions ◾ Faith-based groups ◾ Federal agencies such as DHS, U.S. DOT, DOJ, and the Department of Labor (DOL) ◾ State or local agencies – Applicable laws and regulations. Reference all applicable laws and regulations to ensure legal compliance. – Coordination with law enforcement. Include details about coordinating with law enforce- ment personnel. Consider establishing a designated employee to serve as a liaison to local law enforcement agencies as well as to any interagency human trafficking task forces. – Proclamation with other agencies. Sign a proclamation condemning human trafficking and set a zero-tolerance policy. This can be a simple early step for airports to include in their organizational plans. – Data collection. Include a statement about data collection, data sharing, and data analysis procedures. – Victim and survivor support. Outline how employees and the public can provide victim sup- port. This section can include contact information for victim-centered nonprofit partner organizations. – Future planned actions. Describe the future actions planned by the airport to better combat human trafficking. For example, the Port of Seattle strategy describes the need for future infrastructure around the airport to allow victims to receive immediate help, such as providing panic buttons in bathrooms. • Get senior leadership on board. A letter from senior leadership could be helpful in the intro- duction of an organizational plan. Senior leadership can obligate resources, sign pledges, publish statements, implement programs in support of employee training and industry education, engage in public awareness and outreach campaigns, collaborate with stakeholders, elevate messaging, direct attention to the issue, and signal support for introducing new pro- grams or strengthening existing ones. Several airports, including SEA, ATL, and PAE have indicated that support from senior leadership has been instrumental to the success of an organizational plan or strategy. • Evaluate the plan’s effectiveness. Plans can outline ways for an airport to determine its pro- gram’s efficacy. The U.S. DOT’s Advisory Committee on Human Trafficking Final Report: Combating Human Trafficking in the Transportation Sector highlights minimum standards for determining program efficacy, such as ensuring that awareness materials dispel basic myths and stereotypes and are compliant with the ADA. The U.S. Department of Justice’s Office for Victims of Crime Training and Technical Assistance Center provides two techni- cal assistance guides to help measure performance and evaluate programs. One of the guides includes resources to determine whether to conduct program evaluation in-house or to hire

Expanded Program 75 an external evaluator, while the other guide can help airports design and conduct a program evaluation and use the results for program improvement. Plans should be reviewed routinely (perhaps annually) and updated as necessary. Airport Stakeholders Involved Table 30 indicates the stakeholders involved in helping airports to develop an organizational plan or strategy to combat human trafficking. How to Leverage External Partners External partners can help airports to ensure that their plans or strategies are informed by multiple perspectives and cover as many bases as possible. Comprehensive plans are stronger and can help direct the airport toward the resources available to them. Once organizational plans are developed, airports can engage other peer airports or executives within the avia- tion industry during policy discussions in order to generate awareness of the issue of human trafficking. Dallas/Fort Worth International Airport Human Trafficking Awareness Strategy Action Step: Develop Organizational Plan/Strategy DFW has a human trafficking awareness strategy that is focused on prevention. The strategy includes several elements, including continued leadership commitment through quarterly senior staff meetings, a multi-faceted awareness campaign in partnership with the nonprofit A21, and training that initially targeted Texas Department of Public Safety staff and was subsequently expanded to all employees (see Figure 10) (34). Figure 10. Elements of the DFW Human Trafficking Awareness Strategy (34).

76 Developing an Airport Program to Address Human Trafficking: A Guide Budget and Resource Implications Table 31 indicates the budget and resource areas affected by efforts to develop an organizational plan or strategy to combat human trafficking. Small Airport Considerations As larger commercial service airports begin to institute training and protocols to fight against human trafficking, human traffickers may begin specifically routing their victims through smaller airports to avoid possible detection. Smaller airports should be prepared to proactively engage in efforts to combat human trafficking; establishing a set of initial strategies can be a key solu- tion. While small airports may not have the resources to develop an extensive plan or strategy to address human trafficking, they can still develop a plan that involves senior leadership in signing proclamations, establishes zero-tolerance policies, and builds public and employee awareness of the issue. Small airports can coordinate with whichever entity owns or operates the airport. Toolkit Resources Table 32 includes resources available to assist with an airport’s efforts to develop an organi- zational plan or strategy to combat human trafficking. More detail is included in Appendix C as well as the Toolkit associated with this guide. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Develop organizational plan in consultation with other airport stakeholders Airport law enforcement, security, and operations Provide input to organizational plan development Airline and airline support Provide input to organizational plan development Tenants, concessionaires, and contractors Provide input to organizational plan development Other: Airport board and/or elected or appointed officials Sign onto pledges, designate resources, make a statement signaling support for efforts against human trafficking; work with other airports’ leadership to jointly sign proclamations against human trafficking (as several airports did through ACI’s Resolution 2 from the 26th Meeting of the ACI World General Assembly) Table 30. Airport stakeholders involved for action step: Develop Organizational Plan/Strategy. Budget/Resource Type Applicability Frequency Explanation Staff time Onetime/ ongoing Dedicated staff time will be required to draft an organizational plan and engage with various airport departments for input and approval; ongoing staff time at a lower level of effort will be needed for updates Contractors/vendors Onetime Possible funded contracts with vendors, nonprofits, or survivor consultants to help develop a plan as part of program support Equipment/materials/IT Other: N/A Table 31. Budget and resource implications for action step: Develop Organizational Plan/Strategy.

Expanded Program 77 Source Resource Name Type Description ACRP Airport Program to Address Human Trafficking: Program Status Worksheet Decision- support tool This worksheet (Appendix C associated with this guide) helps airports to document and track progress on the evolution of their programs to address human trafficking. It provides a table that airports can use to track (by action step) activities to date, next steps, estimated progress, and notes. DFW Human Trafficking Awareness Strategy Presentation DFW has a human trafficking awareness strategy that focuses on prevention of human trafficking through the implementation of several actions. DFW’s strategy involves spreading public awareness, implementing education programs and trainings, setting and enforcing policies, prosecuting criminals, cooperating with agencies, and providing victim assistance and empowerment opportunities. DOJ OVC Technical Assistance Guide: Guide to Performance Measurement and Program Evaluation Website This guide walks users through the steps needed to develop an evaluation plan, establish measurable goals and objectives, design and conduct program evaluation, identify measures for the impact of the program’s activities, and use the program evaluation results for improvement. It was originally developed for grantees who received funding to serve victims of human trafficking. DOJ OVC Hiring a Local Evaluator Website This guide helps users determine whether they have the resources to conduct program evaluation in-house or whether it is best to hire an evaluator. The guide also provides information on the considerations and selection processes to use if deciding to hire an evaluator. It was originally developed for grantees who received funding to serve victims of human trafficking. Government of Canada Government of Canada National Action Plan to Combat Human Trafficking Written document This document is geared toward governments and local agencies, but airports can consider structuring their action plans around the following four core areas, known as the 4 pillars:  Prevention of human trafficking;  Protection of victims;  Prosecution of offenders; and  Partnership with others both domestically and internationally. ICAO Comprehensive Strategy for Combating Human Trafficking in the Aviation Sector Written document This comprehensive strategy provides a brief overview of the intersection of human trafficking and the aviation sector and equips states, civil aviation authorities and organizations, aircraft operators, and airports with guidelines and recommendations to inform their development of comprehensive counter-trafficking strategies. Port of Seattle Port of Seattle Combating Human Trafficking strategy Written document The Port of Seattle’s Combating Human Trafficking strategy emphasizes four key areas of focus, including training, communications and infrastructure, partnerships, and policies and protocols. The strategy is tiered into three incremental phases of engagement, with near-term activities in the first tier and activities that require additional actions, time, and capacity in the third tier. U.S. DOT Advisory Committee on Human Trafficking Combating Human Trafficking in the Transportation Sector Written document This document provides a list of elements that comprise a comprehensive counter-trafficking strategy, including policies and protocols, definitions and indicators, leadership and funding, partnerships, and legal compliance. Table 32. Toolkit resources for action step: Develop Organizational Plan/Strategy.

78 Developing an Airport Program to Address Human Trafficking: A Guide Action Step: Issue Airport Policy Background and Need Establishing a clear, practical, and comprehensive human trafficking policy is an important way for airports to communicate their stance on the issue, raise awareness, and direct action. A comprehensive policy ensures that effective protocols and procedures are in place for respond- ing to, reporting, and preventing cases of labor and sex trafficking. The policy should be specific and detailed, informed by the latest estimates and figures on the issue, and issued by senior man- agement. Airports can create one central policy or address trafficking within existing policies. The policy should be developed in coordination with local law enforcement agencies in order to define any relevant jurisdictional boundaries. Actions to Consider • Conform policy to the law. When crafting a policy, airports should ensure consistency and compatibility with federal, state, and local laws. For example, the FAA Extension, Safety, and Security Act of 2016 and the subsequent FAA Reauthorization Act of 2018 require several types of airline employees to receive training against human trafficking. The policy may need updates over time as new laws are enacted. • Include multiple components in policy. The policy may include a vision or mission statement; a statement of the airport’s commitment and approach to combating trafficking; a reference to any legal requirements applicable in the state; a definition of human trafficking; requirements for staff trainings; a reporting protocol for suspected cases of human trafficking; procedures for handling potential victims; a response practice in place to support employees who may be victims of human trafficking themselves; an outline for engaging employees; the definition of staff responsibili- ties; a communication plan; a zero-tolerance policy (which could focus on demand reduction for commercial sex and related activi- ties); a statement to address keeping the airport’s supply chain free of services and goods derived through human trafficking; a statement to encourage whistleblowing; and a plan for collaborating with other agencies and partners. • Communicate policy to all stakeholders. Once issued, the airport’s policy on human trafficking should be communicated clearly to all staff, tenants, concessionaires, consultants, contractors, and the gen- eral public, as well as to relevant federal, state, and local agency staff. Airports can publicize the policy through emails, social media, sus- tainability and corporate social responsibility reports, press releases, websites, and conference presentations. The policy should then be operationalized through appropriate protocols and procedures. Airport Stakeholders Involved Table 33 indicates the stakeholders involved in helping to establish an airport’s policy on human trafficking. How to Leverage External Partners External partners can play an important role in informing airport policies and assisting with their implementation. Airports can turn to peer airports that have already established policies and protocols to London Heathrow Airport Modern Slavery Statement Action Step: Issue Airport Policy London Heathrow Airport releases an annual statement on modern slavery (i.e., human trafficking) within its business and supply chain in accordance with the United Kingdom’s Modern Slavery Act 2015. The statement includes an introduction from the Chief Executive Officer of Heathrow Airport Holdings Limited that indicates the importance of Heathrow playing a role in addressing human trafficking, provides an explanation of how Heathrow addresses human trafficking risk in its supply chain, lists the airport’s internal policies to prevent human trafficking and to address allegations, and outlines its approaches to providing training on and raising awareness of human trafficking (35).

Expanded Program 79 combat human trafficking for advice. Airports may also consult outside organizations such as ACI, BEST, and IATA, each of which provides suggestions for airport policies. In addition, they may hire an external vendor to perform an evaluation of the implementation of the policy and recruit other external partners to support implementation efforts. Budget and Resource Implications Table 34 indicates the budget and resource areas affected by establishing and issuing an air- port’s policy on human trafficking. Small Airport Considerations Small airports’ policies may not need to be as expansive and detailed as those of larger air- ports. With fewer staff and departments to coordinate, they may not need as much complexity in their policies. A zero-tolerance policy or general statement regarding human trafficking may be an appropriate first step for small airports. Toolkit Resources Table 35 includes resources available to assist with establishing and issuing an airport’s policy on human trafficking. More detail is included in the Toolkit associated with this guide. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Write and institutionalize airport policies on human trafficking Airport law enforcement, security, and operations Provide input on applicable airport policies Airline and airline support Provide input on applicable airport policies Tenants, concessionaires, and contractors Provide input on applicable airport policies Other: Airport board and/or elected or appointed officials Sign-off on airport policies and communicate airport policies to airport staff and other stakeholders; articulate support for efforts to combat human trafficking; issue supporting statement or press release Table 33. Airport stakeholders involved for action step: Issue Airport Policy. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing It will take staff time to develop language for the airport policy, acquire all approvals to issue it, and communicate about the policy both internally and externally Contractors/vendors Equipment/materials/IT Other: N/A Table 34. Budget and resource implications for action step: Issue Airport Policy.

80 Developing an Airport Program to Address Human Trafficking: A Guide Action Step: Formalize Roles and Responsibilities Background and Need Formalizing the roles and responsibilities of stakeholders involved in an airport program to address human trafficking helps to bring structure, organization, and clarity to the program. Because staff involved in the program are likely to hold numerous other responsibilities that are unrelated to human trafficking, it is particularly important to clarify who leads and who supports which activities, so that the program maintains momentum. This action is included in Phase 2 because it requires additional information and resources, but if an airport has the neces- sary resources, staff may decide to complete this step in Phase 1. Actions to Consider • Establish a formal committee. While early airport efforts to address human trafficking may be ad hoc or done through an informal group, airports are encouraged to establish a com- mittee comprised of staff across key departments to add formality and to raise the profile of the program. Airports can consider including staff from the following functional areas: communications and marketing, operations, law enforcement, customer experience, property management, human resources, and legal. Airports can also engage airlines and other tenants to coordinate on program efforts. External stakeholders, such as local community groups and victim advocates, are highly valuable to include in the committee. The committee should establish a regular meeting schedule and set goals and expectations for progress to be made at each meeting. • Designate a law enforcement liaison. Airports should designate a liaison, whether internal to airport law enforcement or from local law enforcement agencies with purview over the airport to coordinate with or serve on the committee. Having a designated law enforcement contact will enable airport staff to gain insight into reports made about human trafficking, the status of ongoing cases, lessons learned from addressing cases, and other key information that will be useful to program development. This liaison should have specialized training in human trafficking and ideally be connected to local, regional, state, or federal initiatives to address human trafficking, such as through task forces. • Prepare for media attention. Having a human trafficking incident on airport property can attract media attention, especially if a high-profile person is involved. To be prepared, airports Source Resource Name Type Description ACI Combatting Human Trafficking Handbook: First Edition 2019 Written document This handbook includes suggestions for key sections to be included in an airport policy on human trafficking. It also contains charts outlining indicators, options for training content, materials to increase public awareness of the issue, and detailed case studies. BEST Safe Job Collaborative Program: Policies to Adopt Website These sample recommended policies are available to help airports to combat human trafficking. They include employment policies, procurement policies, and reporting policies and are part of BEST’s Safe Job Collaborative Program, which connects survivors with employers and job training opportunities. IATA Guidance on Human Trafficking Written document This document can help airports to establish and communicate their policies. It includes suggested types of policies and important content for each policy; it can be found on IATA’s website. Table 35. Toolkit resources for action step: Issue Airport Policy.

Expanded Program 81 can have law enforcement, communications, or public affairs staff coordinate with each other in order to agree on their respective roles as well as on the types of information they are willing to disclose to media and at which points in an investigation. • Create a contact list or organizational chart. Developing a contact list or organizational chart can help airports to keep track of each person’s roles and responsibilities. To be effective, such a document will need to be kept up to date as staff turns over; it will also need to be as specific as possible in defining each person’s responsibilities. Airport Stakeholders Involved Table 36 indicates the stakeholders for helping to formalize the roles and responsibilities of those involved in an airport’s program to combat human trafficking. How to Leverage External Partners External partners are not likely to be defining roles and responsibilities of airport stakeholders, but they can play a significant role in the program, so specifying their responsibilities and who will coordinate with them should be part of the process. Budget and Resource Implications Table 37 indicates the budget and resource areas affected formalizing the roles and responsi- bilities of those involved in an airport’s program to combat human trafficking. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Lead organization of a formal committee and confirm roles and responsibilities among staff Airport law enforcement, security, and operations Provide information to the committee; potentially participate in committee Airline and airline support Potentially participate in committee Tenants, concessionaires, and contractors Potentially participate in committee Other: Airport board and/or elected or appointed officials Potentially participate in committee Table 36. Airport stakeholders involved for action step: Formalize Roles and Responsibilities. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Staff time to define roles and responsibilities, identify gaps to be filled, and carry out assigned responsibilities throughout the program Contractors/vendors Equipment/materials/IT Other: N/A Table 37. Budget and resource implications for action step: Formalize Roles and Responsibilities.

82 Developing an Airport Program to Address Human Trafficking: A Guide Small Airport Considerations Compared to larger airports, small airports may take similar steps to formalize the roles and responsibilities of stakeholders involved, but they may opt to carve out a more prominent role for tenants such as FBOs. Toolkit Resources Table 38 provides an available resource to assist with formalizing the roles and responsibilities of those involved in an airport’s program to combat human trafficking. More detail is included in Appendix D associated with this guide. Action Step: Implement Advanced Awareness Program Background and Need After airports have established basic awareness programs and outreach to the public on the issue of human trafficking, they can strengthen these programs through additional actions, coordination with partners, and the tailoring of materials. Implementing more advanced pro- grams within an airport community can help to enhance and expand understanding of the issue. Actions to Consider • Create or adapt awareness materials. Airports may work with nonprofit organizations, media agencies, or other vendors to procure new and customized awareness materials at a cost. BEST provides survivor-informed awareness campaigns and offers airport-specific materials such as multilingual posters, indicator cards, and foldable cards. PANYNJ had an advertising agency create PSAs and integrate awareness-raising ads on television monitors in terminals. Awareness campaigns can present the public with scenarios they may encounter and give practical tools for reporting potential human trafficking cases. Airports can develop pamphlets that include information and resources on fair business practices, substance abuse treatment, suicide pre- vention, and domestic violence—all of which are frequently connected to human trafficking. By making these widely available instead of instructing staff to provide them only to suspected victims, airports avoid spotlighting victims and instead raise awareness broadly about the issues surrounding human trafficking. • Counter stereotypes in awareness materials. Awareness materials could negatively perpetuate stereotypes and misconceptions about trafficking victims as a result of the imagery and language used. As with basic materials, advanced awareness programs should also include counter- stereotypical examples of potential victims (e.g., male victims of sex trafficking) to broaden viewer perceptions. In order to be effective, awareness materials should use simple language and present realistic and common scenarios of trafficking specific to the area. Awareness programs should also equally emphasize labor trafficking and sex trafficking; there is some evidence that labor trafficking may be more common, but it typically gets less attention. Source Resource Name Type Description ACRP Airport Program to Address Human Trafficking Stakeholder Worksheet Decision- support tool This document (Appendix D associated with this guide) includes a graphic of the types of internal and external stakeholders to engage in an airport program to address human trafficking and aids the user in developing a contact list of specific individuals they can engage with. Table 38. Toolkit resources for action step: Formalize Roles and Responsibilities.

Expanded Program 83 • Form partnerships to strengthen awareness programs. Airports can work with airlines, airport industry associations, and others to use their existing awareness programs as a model or to collaborate on joint efforts. – Partner with airlines. Some airline awareness programs can serve as a model for airports looking to combat human trafficking. For example, Delta’s awareness program has raised public awareness via in-flight videos and a message in its printed Sky Magazine. – Partner with industry associations. Airports can use the networks available to them through industry associations such as ACI–North America or ALEAN to learn what has or has not worked at other airports and can use that information to adjust their own awareness campaigns. These associations can connect airports to resources and provide a shared source of best practices for an awareness campaign. – Partner with local community groups and victim advocates. Nonprofit organizations can help raise awareness for the general public, airport employees, tenants, and concessionaires (such as retail and food court personnel). A nonprofit organization could be invited to set up informational tables at the airport and can work with the airport to tailor awareness Multi-Faceted Awareness Campaign at Hartsfield–Jackson Atlanta International Airport Action Step: Implement Advanced Awareness Program ATL has signage and public service announcements throughout the airport and hosts and engages in multiple local events to raise awareness on human trafficking. The airport uses materials from the nonprofit A21 throughout its terminals and airs PSAs featuring key community leaders, such as the city mayor, to show that Atlanta is taking a stand to end human trafficking. ATL also hosts an annual Human Trafficking Summit and a National Human Trafficking Day event in January. At the summit, high-ranking federal and other officials, international dignitaries, airport leaders, and survivors from around the globe gather to discuss human trafficking (see Figure 11). The January event involves the press and features dignitaries such as the mayor and airport commissioners (31). Figure 11. Survivors providing testimonies at ATL’s annual Human Trafficking Summit (36).

84 Developing an Airport Program to Address Human Trafficking: A Guide Signage for Human Trafficking Victims at San Antonio International Airport Action Step: Implement Advanced Awareness Program In the spring of 2021, SAT installed approximately 150 signs in bathroom stalls with information targeting victims of human trafficking (see Figure 12). SAT worked with a survivor as part of its internal committee to address human trafficking to identify the best locations for posters and signage. Bathroom stalls are one of the few places that victims may find themselves alone. The signs can help victims to self-identify and can provide hotline numbers that they can call for help (37). Figure 12. SAT Security team members install human trafficking signage in bathroom stalls (37). materials to the types of trafficking prevalent in that area. For example, BEST, along with Dallas Love Field Airport and a survivor expert, produced a podcast episode discussing trafficking identification and response. – Partner with federal agencies. Airports can partner with federal agencies to distribute mate- rials, such as the Know Your Rights pamphlet developed by the U.S. Department of State and intended for temporary workers coming to the United States to work on a nonim- migrant visa. The pamphlet provides information on the rights of workers regardless of immigration status and is available in several languages. • Educate tenants and concessionaires on human trafficking. Many tenants and concession- aires are public-facing and interact with the traveling public. It is therefore critical that they be aware of their airport’s program to combat human trafficking. Airports typically hold quar- terly or monthly meetings with tenant supervisors and station managers, concessionaires, and airlines. These meetings are a good opportunity to educate these individuals, equip them with information on human trafficking, and direct them to share the information with their staff. Most concessionaires are focused on their own businesses and duties rather than on issues such as human trafficking, so it is important to get creative in engaging them and encouraging them to participate in efforts to combat human trafficking. • Include survivors in awareness-building activities. Inviting survivors to speak at presenta- tions or staff meetings is a highly effective method for raising awareness. Survivors who share their lived experience should be compensated for their time and effort. • Hold events to raise awareness. Airport-wide events can raise awareness among staff, tenants, concessionaires, and the traveling public. Airports can host Wear Blue days to raise awareness on the issue of human trafficking. Airports can also hold stakeholder forums or

Expanded Program 85 other events in January, which is the United States’ official National Slavery and Human Trafficking Prevention Month. Stakeholder forums could involve the press and feature com- munity leaders such as federal or state officials, international dignitaries, airport leaders, sur- vivors, local elected officials, human rights advocacy groups, law enforcement and border patrol personnel, and airport commissioners. Annual seminars are a good strategy for raising awareness. Airports can work with nonprofit organizations or government agencies such as DHS to facilitate these events or to set up informational tables. • Coordinate awareness campaigns with local activity. Airports can increase the prominence of awareness materials prior to and during large local events, such as sporting events. The increase in activity associated with large events provides airports with an opportunity to reach more people with information on human trafficking. These types of events also pro- vide more chances to observe behavior and identify indicators of human trafficking. How- ever, airports should avoid messaging that implies that human trafficking increases around events such as the Super Bowl, as there is no evidence to support that claim. • Evaluate the impact of the awareness program. Airports should evaluate and work to contin- ually improve awareness campaigns to maximize the effectiveness of materials and outreach channels. There are currently very few tools in place for determining which existing awareness campaigns or campaign materials work best. Therefore, airports may need to use proxies to estimate the awareness program’s impact. One way to determine efficacy is to compare against existing standards (such as the minimum standards set in the U.S. DOT’s Advisory Committee on Human Trafficking: Combating Human Trafficking in the Transportation Sector) for deter- mining the efficacy of awareness programs and trainings (see Figure 13). Another potential way to gauge program impact is to consider trends in calls to trafficking hotlines or tip lines. For example, after SEA participated in a joint public awareness campaign with the City of Seattle, King County, Alaska Airlines, and the regional public transit authority, calls to the National Human Trafficking Hotline increased: in 2015, Washington state had the 13th highest call volume to the hotline, but in 2019 the state’s call volume had jumped to the 8th highest (38). Although it would be difficult to prove the cause for the increase, there was a clear correlation between the implementation of the awareness campaign and hotline usage. Airport Stakeholders Involved Table 39 indicates the stakeholders involved in helping to implement an airport’s advanced human trafficking awareness program. How to Leverage External Partners External partnerships with government agencies and nonprofit organizations can enhance awareness programs by providing outsider perspectives on an airport’s awareness campaign PUBLIC AWARENESS 1. Broad reach (universal) 2. Uniformity of messaging 3. Visually captivating 4. Clear call to action 5. Accessible format 6. Free of charge 7. Multilingual options 8. Survivor-informed 9. Meets state law posting requirements 1. Niche-specific 2. Uniformity of messaging 3. Visually captivating 4. Clear call to action 5. Accessible format 6. Free of charge 7. Multilingual options 8. Survivor-informed 9. Meets state law posting requirements TARGETED AWARENESS Figure 13. U.S. DOT’s rubric to evaluate awareness materials (6).

86 Developing an Airport Program to Address Human Trafficking: A Guide and suggestions for program improvements. These groups can contribute insights on what has or hasn’t worked in other contexts and provide information on trafficking trends and patterns in the local area that can inform awareness campaign materials. Budget and Resource Implications Table 40 indicates the budget and resource areas affected by implementing an airport’s advanced human trafficking awareness program. Small Airport Considerations Small airports may not have the resources available nor the need to perform some of the advanced awareness actions themselves; they may determine that the free or low-cost awareness Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Help lead the awareness program; design awareness program content—including working with vendors to procure or tailor materials; endorse the importance of making the airport community aware of the issue; help direct funding toward an awareness campaign Airport law enforcement, security, and operations Should be consulted when airport management designs program; help implement awareness program; participate in awareness program Airline and airline support Should be consulted when airport management designs program; help implement awareness program; participate in awareness program Tenants, concessionaires, and contractors Should help implement awareness program; participate in awareness program by distributing materials to staff Other: N/A Table 39. Airport stakeholders involved for action step: Implement Advanced Awareness Program. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Possible staff time dedicated to obtaining and tailoring awareness materials and to helping raise awareness among colleagues, which can include workshops and other events Contractors/vendors Occasional Possible funded contracts with vendors, nonprofits, or survivor consultants to produce customized materials as part of program support Equipment/materials/IT Ongoing Awareness-raising materials may need to be purchased or printed for distribution Other: N/A Table 40. Budget and resource implications for action step: Implement Advanced Awareness Program.

Expanded Program 87 Source Resource Name Type Description A21 Can You See Me? Campaign: posters and brochure information on sex trafficking Communication product These one-page documents and detailed information brochures feature two different scenarios: (1) a schoolgirl who dates an older man and (2) a girl who ran away from home. Each document provides details of the scenarios depicted, a list of indicators, and the phone number of the National Center for Missing and Exploited Children. The information brochures provide more detailed descriptions of the scenarios and longer lists of indicators. The brochures also include information about sex trafficking laws. A21 Can You See Me? Campaign: posters and brochure information on labor trafficking Communication product These posters and information depict two different types of labor trafficking: agricultural labor trafficking and domestic servitude labor trafficking. Each poster provides a short description of the trafficking depicted, a brief list of indicators, and the phone number of the U.S. National Human Trafficking Hotline. The information brochures provide a longer explanation of each type of trafficking and a more extensive list of indicators. They also include information about laws on labor trafficking in the United States. A21 Can You See Me? Campaign: detailed scenario poster and brochure on agricultural labor trafficking Communication product This one-page poster and detailed information brochure feature a scenario of a brother and a sister who were labor trafficked into the United States to work in the agricultural industry. Their parents were approached by a man who promised jobs and education for their kids. Once they reached the United States, they were forced to work and were not permitted to continue their education. A21 Can You See Me? Campaign: detailed scenario poster and brochure on domestic servitude labor trafficking Communication product This one-page poster and detailed information brochure feature a scenario of a young woman in the Philippines who receives a job offer while working for a Filipino American couple. Although she was promised a job, housing, and a salary, upon arrival in the United States her passport and cell phone were taken from her, and she wasn’t given a salary. A21 Can You See Me? Campaign: posters on online sexual exploitation Communication product These two detailed posters provide information on online sexual exploitation. One is aimed at children; one is aimed at parents. Table 41. Toolkit resources for action step: Implement Advanced Awareness Program. (continued on next page) materials made available by government agencies and nonprofits are adequate. However, some small airports may need to customize materials if their particular location and context makes them a likely conduit for certain types of trafficking. However, terminal facilities and bathrooms at some GA facilities may be frequented more by flight crews and pilots than by the traveling public, so the impact of any public awareness campaign materials may be more limited. Toolkit Resources Table  41 provides a list of resources available to assist with implementing an airport’s advanced human trafficking awareness program. More detail is included in the Toolkit associ- ated with this guide.

88 Developing an Airport Program to Address Human Trafficking: A Guide Source Resource Name Type Description City of Houston Mayor’s Office Emergency Disaster Response Toolkit Communication product This toolkit is publicly available for download by any organization working on a human trafficking campaign or initiative. Airports could directly adopt some of the materials in the toolkit for their own campaigns. It includes sample awareness materials to use in the context of natural disasters and information specific to incidents of labor trafficking in the aftermath of Hurricane Katrina. Airports can customize some of the materials and use available examples to develop messaging specific to mitigating the impact of disasters on human trafficking. City of Houston Mayor’s Office Palm-sized cards for direct outreach Communication product These multilingual cards can be provided to individuals in public areas (such as food establishments or on the street). Airports can tailor the types of questions included on the backs of the cards, which are designed to help individuals evaluate whether they are victims of human trafficking. DHS DHS Anti-Human Trafficking Efforts fact sheet Communication product This informative fact sheet describes the Blue Campaign and provides a high-level overview of human trafficking. DHS What is Human Trafficking? infographic Communication product This infographic outlines what human trafficking is and what people can do to help, as well as what the Blue Campaign is. DHS What is the Blue Campaign? pamphlet Communication product This two-page pamphlet provides a brief overview of human trafficking, DHS’s efforts to end it, and the Blue Campaign. DHS Posters Communication product These posters can be used around an airport to raise awareness on several human trafficking issues. The posters explain what the Blue Campaign is, how individuals can identify potential victims, and how they can proactively respond to suspected cases. A21 Can You See Me? Campaign: domestic servitude labor trafficking Communication product This information brochure, brief flyer, and accompanying two-minute video depict domestic servitude labor trafficking. A21 Can You See Me? Campaign: agricultural labor trafficking Communication product These information brochures and accompanying video raise awareness about agricultural labor trafficking. The materials depict a young girl and boy in a forced labor situation and includes contact information for the National Human Trafficking Hotline. The materials include a two-minute video, a brief flyer, and a three-page informational document. The document explains labor trafficking law and includes a list of indicators. DHS General Awareness video; Labor Trafficking Awareness video; Sex Trafficking Awareness video Video These three awareness videos (General Awareness, Labor Trafficking Awareness, and Sex Trafficking Awareness) depict scenarios that can help viewers to recognize similar real-world encounters of sex or labor trafficking. All three videos educate viewers on the indicators shown by victims in a suspected human trafficking case. DOS Know Your Rights: An Information Pamphlet Describing Your Rights While Working in the United States Communication product This pamphlet informs temporary workers coming to the United States on a nonimmigrant visa about their rights. Airports can distribute these pamphlets. Table 41. (Continued).

Expanded Program 89 New Jersey Coalition Against Human Trafficking Community Awareness Toolkit Decision- support tool This toolkit provides customizable action items for several groups, including mayors and municipalities, schools and students, communities of faith, professionals, and all community members. Using this toolkit as a model, airports can develop their own toolkit of action items for staff members and airlines. The toolkit includes guidelines to help airports to post National Human Trafficking Awareness Day and Prevention Month messaging, conduct drives to help survivors, and develop gap services. The toolkit provides a section on the travel industry and includes a list of resources on human trafficking—including books, PSAs, video shorts, movies and documentaries, and federal government resources. It also includes a section on online training. The toolkit provides contact information for hotline numbers. Port of Seattle Safe Space, #NotAlone Campaign, and Ports to Freedom signs Communication product These signs are posted around the SEA on public display. The Safe Space sign informs the general public at SEA that it is a safe space and that all reports will be investigated. The Ports of Freedom sign informs the general public at SEA that everyone in the United States has rights, regardless of immigration status. The #NotAlone Campaign signs depict labor and sex trafficking on separate posters to help trafficking victims self-identify and seek help. The campaign was survivor-led and informed. The signs provide messaging in eight different languages and include contact information for people to call if they need help. Source Resource Name Type Description Framework Labor trafficking outreach resources Video and written document Framework received a grant from DOJ OVC to develop labor trafficking resources, including several resources on outreach campaigns. The resources include a webinar on tailored and trauma-informed outreach materials and an outreach planning discussion guide. Table 41. (Continued). Action Step: Expand Training to Secondary Staff Note: much of the content in this action step mirrors that provided in the Provide Training for Key Staff action step; the same training considerations are applicable to both audiences. Background and Need Once an airport has identified and trained its key staff on human trafficking, it can provide train- ing to secondary staff. Each airport will define who is considered to be secondary staff depending on the unique circumstances of the airport. Secondary staff will likely include customer-facing staff not directly employed by the airport (e.g., tenant, concessionaire, and other contractor staff), non-customer-facing staff employed by the airport, and any other badge holders that have not yet been trained. Training should help staff to understand the resources that are available for them to respond promptly and effectively to suspected labor and sex trafficking incidents. Providing robust train- ing and necessary information helps to build confidence and competency and empowers staff to report observed indicators of human trafficking or to seek help for possible victims. Even if staff are not customer facing, providing them with training will enhance their understanding of human trafficking and enable them to identify suspected incidents even when they are outside of the airport environment.

90 Developing an Airport Program to Address Human Trafficking: A Guide There is variability in how airports approach training. Approaches include: • Using existing OTS materials from organizations such as DHS and AAAE; • Working with an outside organization (like AAAE or BEST) to develop custom training for their airport; or • Developing their own airport-specific training resources in-house. Training may be in person, classroom based, and instructor led, or it may be online and either instructor led or self-paced. Some airports require ongoing training on the topic for all staff; some airports require onetime training for all staff during a specific point in the employment (usually at the beginning); still others will only require training for certain types of employee positions. Airports can consider offering more in-depth trainings to staff one time, followed by shorter refresher courses. The content of the training may differ by employee and position depending on their specific resources, capabilities, and opportunities. Employees with a high level of robust training in combating human trafficking are able to bring a comprehensive approach, but that level of training is not appropriate for everyone. Actions to Consider • Determine which staff are secondary for receiving human trafficking training. Determin- ing which staff will be trained after key staff have been trained will depend on many factors, including available resources and opportunities to engage staff who are not directly employed by the airport. Secondary staff may include retail associates and food vendor employees, shuttle and other ground transportation operators, rental car company staff, FBO staff, and other airport badge holders. Airline staff are required to be trained by law, so airports are not responsible for providing their training. However, airports can consider coordinating training efforts with airlines such that both airport and airline staff attend the same training sessions when feasible. Airports can also work with shuttles and other ground transportation providers to train operators to recognize the signs of trafficking—whether at airports or at other venues such as hotels. • Understand regulatory and legislative requirements. Airports should become familiar and comply with federal and state regulations related to training against human trafficking. – Aviation-specific federal regulations. The FAA Extension, Safety, and Security Act of 2016 and subsequent FAA Reauthorization Act of 2018 require flight attendants as well as “ticket counter agents, gate agents, and other air carrier workers whose jobs require regular inter- action with passengers on recognizing and responding to potential human trafficking victims” to receive initial and annual anti-trafficking training. The 17-minute BLI video training fulfills the air carrier training requirements. As of late 2020, DHS was working in collaboration with survivors and other partners to update its BLI training, which it manages in partnership with the U.S. DOT. – State regulations. States may already require human trafficking training for airport workers— or will in the future. There are currently similar examples of state laws for the healthcare industry and for transport agencies. At least one airport (ATL) was mandated by the State of Georgia to develop airport-wide human trafficking awareness campaigns. As of late 2020, the States of New York and New Jersey were developing legislation to require state agencies to provide human trafficking awareness training to employees. • Apply best practices. During the planning phases of developing an effective staff training program on combating human trafficking, consider the following best practices: – Training should be survivor-informed. Any airport training should be survivor-informed and survivor-accountable. Having survivors’ input into training, including from both labor and sex trafficking survivors, is critical to helping staff learn how to identify victims, create a safe space for them, and approach a potential victim in a manner that is safe for the victim

Expanded Program 91 and for the staff member. For example, victims may be fearful of engaging with uniformed law enforcement officers because of prior trauma, fear of prosecution, or fear of possible harm being done to their family members. Survivor-led training is valuable because survivors can speak in compelling ways about their firsthand experiences. Survivors of trafficking should always be compensated for sharing their lived experiences. – Communicate the big picture. Human trafficking is much more complex than a simple indi- cator list can address, and training should present a big-picture approach. Holistic training can help prepare staff to be more effective in their response by carefully thinking through the steps involved when faced with a real-world suspected case of human trafficking, such as addressing bias, leveraging all available resources, following a do no harm approach, and contextualizing any indicators that apply. – Be specific to the airport context. Training should be relevant and specific to what airport staff might see at their specific airport. For example, training on labor trafficking could focus on specific local industries to reflect the types of jobs that passengers flying into that airport are often seeking. Training should also be customized to the participants where feasible, as staff members each have their own resources, capabilities, and opportunities. Some staff, such as cashiers at restaurants, may not be able to break away from serving a long line of customers to address a sign of trafficking, so they need to know exactly how to respond in the moment. – Plan experiential and engaging training. Training should be as experiential as possible and include stories to assist with memory retention. In-person, classroom-based, and instructor- led training tends to be the most valuable because participants get a chance to ask questions, fully experience the impact of survivors’ stories, and stay present in and focused on the issue. Much more information can be presented in a classroom setting as compared to a virtual format; in-person training also makes it possible to expand on concepts and dig deeper into the subject. Training can be enhanced with quizzes or “Did you notice . . . ?” questions about content to help reinforce concepts. Tabletop exercises may be useful. – Advanced training opportunities for secondary staff. Airports may consider implementing a training as a mandatory employee onboarding process for new hires or as a requirement for receiving or renewing a badge. Tying mandatory training to penalties (e.g., without completion of training, there will be a loss of email access) may result in higher response rates. If training is not made mandatory for staff, they can be encouraged with incentives. – Use “train the trainer” formats. Some airports will offer training to secondary staff who can then provide training directly to their colleagues. This can be useful for building institu- tional knowledge and offering direct support to frontline staff who may witness a human trafficking scenario and need assistance. – Integrate human trafficking training into other training programs. To maximize efficiency, airports can require training on human trafficking for staff as part of overall training on other topics (similar to what ATL does by including human trafficking training alongside training on food handling). – Incorporate lessons on countering bias. Training needs to address how bias can impact people’s treatment of various types of victims (e.g., foreign nationals versus U.S. citizens, men versus women, those suffering from substance abuse issues, and those with mental health challenges or disabilities). Using counter-stereotypical examples is a good debiasing strategy in training (e.g., starting a training with a male labor trafficking case because people tend to better remember the first examples they learn). Implicit bias training can help teach staff ways to avoid discriminating when identifying suspected cases of human trafficking and to avoid wrongly reporting situations and the associated traumatizing of the individuals involved, such as by separating children from adoptive parents. • Identify desired training content. Training can help inform staff about potential situations they may encounter, indicators of human trafficking, reporting procedures, their roles and

92 Developing an Airport Program to Address Human Trafficking: A Guide responsibilities, and more. Airports should determine their desired outcomes for the train- ings and select trainings on the basis of those priorities. – Indicators. Trainees should, at a minimum, be aware of indicators of potential victims of human trafficking. – Situational training. Training content can include several situations, with before-and-after scenes and discussions to help trainees identify key details and know the correct ways to approach different situations. – Statistical information. It is important for staff to understand the prevalence of human traf- ficking through worldwide, national, and (where available) local or regional statistics. Any statistics should be provided with the context that getting an accurate measure of the preva- lence of human trafficking is not possible owing to the hidden nature of the crime. Where possible, airports should use survivor-informed narratives and ensure that local or regional context is included in training content. – Reporting protocols. Training should help individuals to learn the proper protocols for reporting a suspected case of human trafficking. Lessons can equip trainees with survivor support hotlines, a list of law enforcement and other personnel who should be notified, and agencies that may request notification for investigative or data tracking purposes. – Roles. Training offerings should help staff to learn about the roles of individuals within the airport community who can be involved in any response to a suspected case or who are involved in any other coordination role in combating human trafficking. • Identify training format. Training can vary from short, prerecorded videos to more sub- stantive, instructor-led classroom sessions. Airports may consider adopting the training for- mat best suited to their budgets and specific needs (e.g., role of staff being trained, regional trafficking considerations, and airport type and size). – Online (instructor-led or self-paced) training. Some online training can be self-paced (with short lessons for which employees can earn credit for completion); other online training may be offered in real time and led by an instructor. Airports may already have internal websites for communicating with tenants; such sites could be good locations for offering online training. – In-classroom and instructor-led training. Some airports (such as BWI) offer in-person train- ing against human trafficking on a routine basis. – Customized training. Airports may consider whether they will need to customize their training or whether they can use OTS training. These decisions may be informed by available resources, whether the training need is immediate, and whether the available OTS training meets the needs of the airport given its geography, flight locations served, and other factors. • Consider existing training materials. Existing training materials are available (either free or at a cost) to airports. Airports can determine whether to use a training that is OTS or whether to customize a training for their own context based on available resources and the speed at which they want to implement the training program. Using OTS trainings could help to accelerate the timeline for training staff. Several organizations and agencies produce training on human trafficking, including the following: – Airline Ambassadors International. For a fee, AAI offers human trafficking briefs and in-person, survivor-informed training to airline and airport personnel. This training provides an overview of human trafficking and its impact on victims, features real-life scenarios (including the story of a survivor) and covers airport protocols. AAI’s airport training is specifically tailored to airport personnel and covers the use of indicators. The training is 90 minutes in duration or can be extended to a full day. – American Association of Airport Executives. AAAE offers online and in-person training, both OTS and customized, for a fee. For the in-person training, AAAE partners with AAI or Just Ask Prevention, an initiative of ATI, and includes survivors that speak about their experi- ences at airports. AAAE provided 850–900 training sessions a year prior to the COVID-19 pandemic. AAAE’s online video training courses include the Human Trafficking Prevention

Expanded Program 93 at Airports Training Course (which explains what human trafficking is and teaches air- port staff about key indicators) and the Human Trafficking Awareness (Interviews) Training Course (which suggests action steps for staff responding to potential victims). As of late 2020, AAAE also planned to create targeted general aviation/business aviation training in collaboration with Signature Aviation. – The Avery Center. For a fee, the Avery Center provides training known as Human Traf- ficking 101. The training is designed for public audiences and can be specialized for law enforcement agencies and other entities. It helps individuals to identify red flags related to human trafficking and provides information about how to proactively respond to them. – Businesses Ending Slavery and Trafficking. BEST integrates survivor perspectives into every part of the work it does, including training. It also addresses implicit biases. For a fee, BEST can provide either specific, airport-branded training, or OTS airport training. – DHS Blue Campaign and Blue Lightning Initiative. BLI offers a free, 17-minute interactive module training video that includes scenario modules and supplementary materials that cover both labor and sex trafficking as well as airport protocols. The training fulfills the requirements set by FAA to provide airline cabin crews with human trafficking training. In addition to the BLI training, DHS offers free training materials in various media formats and languages. – International Air Transport Association. IATA developed two e-learning courses: (1) a free, high-level introduction to human trafficking that could be quickly integrated into security training; and (2) a more in-depth training course that could be purchased and used to “train the trainer.” – International Civil Aviation Organization. ICAO hosts resources on human trafficking on its website, including a seven-minute video that features a survivor’s story and could be integrated into existing training. – National Survivor Network/Coalition to Abolish Slavery and Trafficking. For a fee, NSN/CAST training is available by request. NSN/CAST staff will train airport staff on how to identify victims as well as on how to help create a safe space for victims. They teach airport staff how to approach a potential victim in a manner that is safe for the victim and for the staff. – Other nonprofits and advocacy organizations. In addition to the organizations listed, there are others that could be local to the airport that provide training; several may offer publicly available resources. For example, Framework—an initiative of IRC—created a series of pub- licly available training resources on labor trafficking in 2020 and 2021. • Identify training frequency and integration with other processes. Airports should define the expected frequency of staff training requirements. Training that is held more frequently will support memory retention. Airports can integrate training with other processes, such as the following: – Badging processes. Some airports require training on human traf- ficking for employees as part of a badge or rebadging process. Inte- grating the training into the SIDA badging process for all employees is an efficient and comprehensive approach; including tenant staff could reduce the burden on tenant executives to provide staff with training. Any new training included in the badging process may need to be very brief. – Annual all-staff meetings or regular tenant meetings or briefings. Some airports can integrate training against human trafficking into annual meetings or regular tenant meetings. One limitation with tenant meetings is that they tend to include management- level tenant staff rather than frontline workers, so the airport will need to encourage managers to share information with their staff. – Leasing agreements. Airports can mandate training for tenants through leasing agreements. Training Tied to Lease Agreements Action Step: Expand Training to Secondary Staff As part of the Hartsfield-Jackson Atlanta International Airport (ATL) lease agreements, tenants and other businesses should provide employees with training on human trafficking within 90 days of on-boarding (31).

94 Developing an Airport Program to Address Human Trafficking: A Guide • Evaluate training. It is important for airports to track the success of their training programs in order to make continuous improvements and strengthen overall airport preparedness for human trafficking. Airports may use before-and-after training survey tools to assess base- line and learned knowledge. Airports can also consider tracking data or metrics such as the number of employees trained, the number of incidents reported, and the number of referrals made to victim support. • Consider visuals to identify trained employees. Airports may consider providing employees who have completed the training against human trafficking with an observable, easily identifi- able designation such as a pin or badge. These designations could signify that the individuals are aware of the issue, trained, and could serve as a resource to other employees or customers. Air- port concessions with trained staff could prominently display similar signage. The signs could signify that it is a safe place and that employees from these concessions have been trained. Airport Stakeholders Involved Table 42 indicates the stakeholders involved in efforts to provide human trafficking training for secondary staff. How to Leverage External Partners External partners are critical for helping airports create, prepare, and deliver training on human trafficking. The following avenues for engaging external partners will be particularly useful for airports: • Consult other airports. Some airports have implemented training programs and could pro- vide useful models or best practices to airports wishing to implement their own training on human trafficking. • Engage local community groups and victim advocates. These organizations can provide useful information on best training practices, such as trauma-informed response and how to provide services for survivors. • Use training developed by external agencies or organizations. Numerous organizations and agencies have developed training and can be a critical resource for airports wishing to leverage outside experience to train their staff. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Responsible and accountable for training program; responsible for selecting training format, content, frequency, and order of priority for deciding which staff get trained; should be trained on human trafficking; can provide input on training program design; can help assess training to improve program Airport law enforcement, security, and operations Be aware of the training staff are receiving and any protocols that involve reporting to law enforcement Airline and airline support Participate in airport-provided training as feasible Tenants, concessionaires, and contractors Participate in airport-provided training Other: N/A Table 42. Airport stakeholders involved for action step: Expand Training to Secondary Staff.

Expanded Program 95 Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Training staff takes time; airports may consider requiring training as part of an onboarding or annual process for its employees Contractors/vendors Occasional Training materials and services are typically provided by outside organizations, agencies, or contractors at a cost Equipment/materials/IT Occasional Airports may need to invest in additional materials, equipment, or IT depending on the training requirements Other: N/A Table 43. Budget and resource implications for action step: Expand Training to Secondary Staff. Budget and Resource Implications Table 43 indicates the budget and resource areas affected by providing human trafficking training for secondary staff. Example in Practice: DFW spent approximately $30,000 to develop customized digital train- ing for its staff for a platform known as the “Learning Hub.” Example in Practice: NSN/CAST charges a rate of approximately $81 per hour to develop training and $650 per instructor per day to deliver training. Example in Practice: AAI offers in-person, survivor-informed training to airline and airport personnel. They charge $3,000 per training, which covers travel costs and a stipend for the sur- vivor involved in training delivery. Small Airport Considerations Most existing training materials are designed for staff in larger commercial airports; there are limited training materials tailored to the needs of small airports. While much of the content being used by larger airports is still useful for staff at smaller airports, there is a need for training materials to include more scenarios applicable to GA airports and larger airports that have FBOs, including opportunities to train private and corporate pilots and crews. Signature Aviation par- ticipated in a focus group conducted by the ACRP Project 04-24 research team, and at that time shared that it was working with AAAE to develop a training for staff working in a FBO setting, as well as on another training video developed in a GA airport setting. Toolkit Resources Table 44 provides a list of available resources to assist with providing human trafficking train- ing for secondary staff. More detail is included in the Toolkit associated with this guide. Action Step: Develop Interdiction Protocol and Formalize Jurisdictional Coordination Background and Need An airport interdiction protocol can encompass steps for intervening in a suspected human trafficking case, as well as efforts to disrupt human trafficking networks and patterns. Having a robust protocol in place for responding to a suspected human trafficking case will help air- ports to execute an effective coordinated response. By establishing appropriate points of contact

96 Developing an Airport Program to Address Human Trafficking: A Guide Source Resource Name Type Description AAAE Human Trafficking Prevention at Airports training course Video This 12-minute online video facilitated by Bill Woolf of NHTIC explains what human trafficking is and teaches airport staff about the key indicators to look for prior to reporting a potential trafficking incident to authorities. The video shows various locations within an airport (including curbside drop off, restaurants, bathrooms, and the boarding gate) and presents signs staff should look for in each case. AAAE Human Trafficking Awareness (Interviews) Training Course Video This 12-minute online video features interviews between Bill Woolf of NHTIC and two human trafficking survivors. The interviewees emphasize that human trafficking victims and human traffickers can come from any background. They provide some of the indicators that a victim is traveling through the airport and that should raise suspicions for airport staff, as well as sample questions they could ask the victim. AAI AAI Anti- Trafficking training flyer Communication product This flyer describes tips on how to report potential human trafficking cases to law enforcement officers. Airports can post this flyer around the airport for staff to use as needed. AAI Recognize It Report It: Human Trafficking Awareness Training for Airport/Airline Personnel Video This online course trains airline employees on human trafficking awareness. The training program consists of approximately one hour of video divided into 11 sections. It presents updated information that airline employees need to know to combat human trafficking. The Avery Center Introductory, Intermediate, and Advanced Training Instructor-led training These training options cover topics such as domestic sex trafficking, including sessions on terminology and holistic healing for survivors. BEST Flights to Freedom: Human Trafficking Prevention Training Video This 30-minute video training was developed in conjunction with the Port of Seattle for aviation industry employees and stakeholders. It includes messages and stories from executive leaders at the Port of Seattle, survivors, and airport employees. It provides an overview of human trafficking and includes indicators, as well as information on who to contact. It also includes questions throughout the training in order to engage viewers. CAST JetBlue Security Champion Summit: Human Trafficking – It Ends with Us Presentation This 36-slide PowerPoint presentation (originally developed for JetBlue employees) discusses common myths, trauma-informed care, labor trafficking, sex trafficking, and trafficking indicators. It also includes survivor stories. DHS Blue Campaign Human Trafficking Awareness Guide for Convenience Retail Employees Written document This guide informs frontline convenience store employees about human trafficking and the indicators that can help them to recognize a potential victim. The guide outlines potential scenarios, lists indicators, and provides protocols on how to report a case. DHS Convenience Retail Employee Training Video This web-based course provides training for recognizing and reporting suspected human trafficking in a convenience retail setting. Table 44. Toolkit resources for action step: Expand Training to Secondary Staff.

Expanded Program 97 Source Resource Name Type Description DHS Law Enforcement Awareness Training Video This web-based training course teaches law enforcement officers to recognize the indicators of human trafficking. It contains training videos (each about one hour long) on combating human trafficking in tribal communities, interviewing victims of human trafficking, and Continued Presence (a temporary immigration status provided to victims of human trafficking who may be potential witnesses). DHS General Public Indicators Training Course Video This is a 21-minute web-based training course that provides assistance in recognizing and reporting suspected human trafficking in general public settings. The video includes indicators of human trafficking, guidelines for how to report suspected human trafficking, and example scenarios. DHS General Awareness videos Video These videos are each five minutes long, are available in English and Spanish, and provide an overview of human trafficking and the Blue Campaign. DHS Labor Trafficking Awareness videos Video These four videos feature dramatized scenarios depicting indicators of labor trafficking that airport staff can incorporate into training. The clips cover child servitude as well as rest area, motor coach, and medical clinic situations. Each video is three to four minutes long. DHS Sex Trafficking Awareness videos Video These videos feature dramatized scenarios depicting indicators of sex trafficking. The videos include what human trafficking can look like in Native American communities. They also include the story of "Ericka" as she is recruited into sex trafficking. There are five videos; each is under 10 minutes long. DHS and U.S. DOT A Guide for Aviation Personnel to Recognize and Report Suspected Human Trafficking Communication product This two-page document provides a brief overview of human trafficking and the BLI. It includes indicators and how to recognize human trafficking as well as contact information for reporting tips. DHS and U.S. DOT BLI Human Trafficking Training Video These four training videos for airline professionals are each between three and six minutes long. The first training video provides definitions of human trafficking, including information about how airline professionals can proactively respond if they see a potential case. The second training video shares indicators of human trafficking in the aviation context. The third training video educates viewers on ways to report suspected human trafficking activity. The fourth training video gives viewers the opportunity to test their ability to identify potential cases of human trafficking in various scenarios. Framework Labor Trafficking Training Resources Video These resources were developed through a grant from DOJ OVC. They include several video trainings covering labor trafficking in agriculture, labor trafficking of minors, and other topics. IATA Human Trafficking Awareness Training Video This free online training course takes about 30 minutes to complete. The course includes information on how to identify cases of human trafficking and how to spot signs of possible victims. The course is interactive and includes quizzes throughout. ICAO Fatima's Story – Preventing Human Trafficking Website This seven-minute video is a firsthand account of a human trafficking victim's experience. The victim shares her story and what she thinks cabin crew members could do to help victims in the future. Table 44. (Continued).

98 Developing an Airport Program to Address Human Trafficking: A Guide and clear responsibilities and procedures in the protocol, airports can ensure that incidents are addressed in a way that protects the victim and that the necessary information is collected to build a legal case against the trafficker. Separately or as part of the same protocol, airports can develop steps for identifying human trafficking patterns so that they can play a role in disrupting those patterns and be better prepared to respond should a suspected trafficker or victim pass through the airport. In conjunction with protocol development, airports should have a clear understanding of how various jurisdictions interact and coordinate to address human traffick- ing cases that involve the airport. Actions to Consider • Incorporate input from partners. While interdiction protocol development may be pri- marily under the purview of airport law enforcement (or local law enforcement agencies in the case of an airport without in-house law enforcement), protocol development should involve partners such as local community groups and victim advocates, as well as staff from local, state, regional, and national law enforcement agencies specializing in human trafficking. Airports should seek input from local community groups and victim advocates in order to develop a protocol that is victim-centered and trauma-informed, so that real-time intervention efforts avoid revictimization and result in useful information for prosecution. In addition, coordinating with law enforcement agencies will help clarify roles and responsibilities among various jurisdictions. • Include necessary detail and a process for updating. Airports should develop a protocol that includes detailed steps, such as: – Which jurisdiction and which of its staff respond to a suspected human trafficking situation; – Indicators for assessing whether the situation could be human trafficking; – Which law enforcement entities need to be coordinated with or notified; – Where the involved parties should be brought for additional questioning; – When to involve a victim advocate, translator, or both; – Where victims should be referred for resources and support; and – The jurisdiction in which charges should be filed. It is important that these steps be documented so that incidents are addressed in a consistent and systematic way and also to ensure that the protocol is continuously updated as lessons are learned from training and real-world experience. • Follow a victim-centered approach during interdiction. Several considerations should be built into interdiction protocols to protect victims and avoid revictimization. These include: – Separating suspected victims and traffickers for individual questioning; – Using spaces for questioning suspected victims that provide a comforting, low-stress environment; – Assessing suspected victims’ immediate basic needs (e.g., for med- ical attention, food, water, clothing, or blankets); – Including a translator, victim support advocate, or both during questioning with suspected victims; – Providing suspected victims with the contact information of after- care providers; and – Providing suspected victims with resources about their rights and the indicators of human trafficking (provide multiple copies in case their trafficker demands that they give up any documents they were given). Tracing Cases to Baltimore/ Washington International Thurgood Marshall Airport Action Step: Develop Interdiction Protocol and Formalize Jurisdictional Coordination BWI proactively investigates possible human trafficking cases that may intersect with the airport by looking at websites advertising illicit services, starting investigations from the hotels nearby, and working them back to the airport. BWI, similarly to several other airports, prefers that suspected human trafficking cases be referred to its internal law enforcement office in order to build its intelligence on human trafficking occurrences, as well as to enable quick resource deployment or to initiate surveillance (28).

Expanded Program 99 • Establish cooperative agreements among jurisdictions. Specifying the responsibilities of jurisdictions through a formal cooperative agreement can clarify which aspects of human trafficking cases each jurisdiction handles and whether and how handoffs between jurisdic- tions can happen. Having an intergovernmental cooperative agreement can be particularly helpful if a human trafficking incident occurs on a Native American reservation, as the com- plexity of responsibilities between tribal nations and the federal government can create confu- sion and uncertainty. • Provide training. Airports should ensure that law enforcement staff, whether internal to the airport or from the local jurisdiction, are sufficiently trained on how to follow the interdiction protocol and understand the relevant nuances and considerations. These include being aware of bias when assessing whether a reported situation is human trafficking; engaging with potential victims in a way that makes them feel safe and secure; and knowing how to coordinate with victim advocates, translators, and any other involved parties. Training should be provided to new hires and should be periodically repeated for existing staff in order to incorporate lessons learned from real-world scenarios. • Leverage available data and research. For airports with the capacity and capability to address interdiction beyond responding to suspected cases on airport property, their law enforcement agency can review the available data and research to inform actions and protocol steps to potentially disrupt human trafficking networks. For example, airports can review data from their own case log and any local or regional human trafficking cases involving the airport to identify the ticket-buying patterns of suspected traffickers. Airline corporate security inves- tigators are instrumental in helping law enforcement agents to identify these patterns of behavior by gathering the flight information of suspects and victims. In addition, airports can monitor websites and social media that are used to recruit trafficking victims for indica- tions that the trafficker or victim may pass through the airport. Airports can also use research developed by organizations such as The Avery Center or Polaris that study financial transac- tion histories and other data connected to human trafficking in order to identify patterns that may involve airports. Airports should also share information about human trafficking cases that occur on their properties with local, state, and federal law enforcement agencies, as well as with local community groups and victim advocates in order to help them identify broader patterns and networks. Airport Stakeholders Involved Table 45 indicates the stakeholders involved in helping to develop an interdiction protocol and formalize jurisdictional coordination. How to Leverage External Partners Airports should engage local community groups and victim advocates in the development of an interdiction protocol to help ensure that the steps detailed in the protocol avoid revictimiza- tion and prioritize the victim’s safety and security. Airports will also need to coordinate with local, state, regional, and national law enforcement agencies such as the FBI, DHS HSI, DHS Fusion Centers, and the TSA’s Federal Air Marshal Service to share information, collaborate on interdiction efforts, and establish clear roles among various jurisdictions. Airports can also use research conducted by external groups (such as The Avery Center and Polaris) that collect and study human trafficking data to help identify patterns that involve the airport. Budget and Resource Implications Table 46 indicates the budget and resource areas affected by developing an interdiction pro- tocol and formalizing jurisdictional coordination.

100 Developing an Airport Program to Address Human Trafficking: A Guide Small Airport Considerations Small airports’ interdiction protocols need to account for the unique challenges these airports face. For example, timely responses from law enforcement officers may be difficult if the officers are located at a separate facility (such as at the local commercial service airport or at a local juris- diction office). In addition, there may be limited interaction between airport staff and customers at small airports. As such, a small airport’s interdiction protocol could include significant roles for FBO staff as well as for local, state, regional, and national law enforcement partners. Customers may also spend a shorter amount of time at small airports than they would at larger airports, so the protocol should specify which data are critical for staff to gather (such as the license plate of vehicles) and which tactics, if any, staff should use to stall potential traffickers or victims until law enforcement arrives. Small airports are also unlikely to have many of the data or processes in place that can help with interdiction efforts, such as passenger manifests or baggage screening. Departure airports may lack information about the specific area of the arrival airport a potential trafficker or victim will go upon landing (e.g., the FBO, aircraft parking area, or hangar); this information is needed to coordinate an interception. Depending on the facility, staff may not be present at each possible arrival area. Small airports will likely have to rely on external partners when developing interdiction protocols, as they may lack the in-house expertise needed to develop victim-centered and trauma-informed protocols or the capacity or capability to pursue pro- active interdiction efforts beyond responding to incidents. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Be aware of any responsibilities included in the interdiction protocol Airport law enforcement, security, and operations Develop, document, and update interdiction protocol and provide training; establish agreements to formalize jurisdictional coordination Airline and airline support Be aware of any responsibilities included in the interdiction protocol Tenants, concessionaires, and contractors Be aware of any responsibilities included in the interdiction protocol Other: N/A Table 45. Airport stakeholders involved for action step: Develop Interdiction Protocol and Formalize Jurisdictional Coordination. Budget/Resource Type Applicability Frequency Explanation Staff time Onetime/ ongoing High initial level of effort needed to develop the interdiction protocol, after which staff time will shift to keeping the protocol updated and to the provision of training Contractors/vendors Ongoing Possible funded contracts with vendors, nonprofits, and/or survivor consultants to provide input on protocol development as part of program support or to provide victim advocate services Equipment/materials/IT Other: N/A Table 46. Budget and resource implications for action step: Develop Interdiction Protocol and Formalize Jurisdictional Coordination.

Expanded Program 101 Toolkit Resources Table 47 provides a list of available resources to assist with developing an interdiction proto- col and formalizing jurisdictional coordination. More detail is included in the Toolkit associated with this guide. Action Step: Begin Data Collection Efforts Background and Need Early collection of data on the scope and type of local human trafficking activity can be helpful in informing how an airport develops its program to address human trafficking. Once the program is underway, ongoing collection of data on human trafficking activity and response can help gauge the impact of the program, as well as identify areas for improvement, resource needs, and trends over time. Data collection processes should be fairly simple at first—focused on key metrics, easily main- tained over time, and flexible enough to allow for updates and augmentation as the program evolves. Actions to Consider • Seek reputable sources of data for program development. Because collecting accurate and reliable data on human trafficking activity is difficult (in part because many cases go unde- tected) airports may never have a complete picture of the types of trafficking activities happen- ing on their properties. However, local community groups and victim advocates as well as local law enforcement agencies may have the most useful data for airports, including the number of cases and victims involved, because their funding could be tied to tracking case data. Airports should seek to access these data to help guide areas of emphasis in their programs. For example, if evidence shows that labor trafficking is significantly increasing in the community, the airport may want to heavily prioritize labor trafficking throughout its program. • Determine the ongoing data to be collected. Airports should determine which data they can feasibly collect, depending on the information they have available and the types of data that will be valuable for program development and evaluation. This can be done in coordination with a researcher or data analyst. Later, airports can regularly evaluate these data by assess- ing reports and other metrics as well as considering what other trends might be emerging. In some cases, airports may need to add granularity to data they already collect. For instance, data on criminal activity at the airport may not have a specific categorization for human traf- ficking. Airports should avoid relying on certain data, such as the number of arrests made in human trafficking cases, as victims may sometimes be the ones arrested. The following are some potential recommended data streams to consider. – Data related to trafficking incidents, including: ◾ Number of trafficking reports made, ◾ Number of referrals made to victim support services, Source Resource Name Type Description The Avery Center Snapshots of the Commercial Sex Trade in Your Area Written document This subscription service provides monthly data on the local commercial sex trade, including trend-level information on known traffickers and victims as well as movements and financial transactions of traffickers and victims. BEST Crisis Response Recommendations for the Port of Seattle Decision- support tool These crisis response recommendations (developed for the Port of Seattle) include measures for evaluating effectiveness of port initiatives. Table 47. Toolkit resources for action step: Develop Interdiction Protocol and Formalize Jurisdictional Coordination.

102 Developing an Airport Program to Address Human Trafficking: A Guide Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Establish data collection processes and coordinate with partners that can provide useful data Airport law enforcement, security, and operations Support airport data collection efforts by sharing relevant data, such as reports made of suspected trafficking incidents Airline and airline support Support airport data collection efforts by sharing relevant data, such as training provided Tenants, concessionaires, and contractors Support airport data collection efforts by sharing relevant data, such as training provided Other: N/A Table 48. Airport stakeholders involved for action step: Begin Data Collection Efforts. ◾ Origins and destinations of identified traffickers, and ◾ Types of trafficking victims identified (although it should be noted that privacy and other concerns make it unlikely that organizations or individuals who observe and report potential trafficking incidents will ever know the final outcome of a situation or the nature of the victims they may have helped). – Data related to training, including: ◾ Number of staff trained, ◾ Type of training received by staff category, and ◾ Hours of staff training. – Data related to awareness, including: ◾ Number of awareness materials posted, and ◾ Reach of awareness campaigns. – Other types of data, such as social media metrics. • Establish data management systems and timelines. Airports need to identify suitable loca- tions in which to store and maintain human trafficking data, either as part of existing data- bases or in new tracking systems. Airports should also establish how frequently data points will be tracked and for how long (e.g., tracking the number of trafficking reports made on a monthly basis, or documenting weekly impressions from social media posts while a dedicated campaign is underway). • Utilize emerging technology. As technology advances, methods to track and share data are becoming more abundant, secure, and innovative—in the form of apps, artificial intelligence software, and other digital platforms. Airports can use these technologies to support their data collection efforts. For instance, airports could utilize technology platforms to receive tips that include geospatial data, photos, videos, and other pieces of information, and manage it all in a centralized database to facilitate information sharing with trusted partners. When utilizing these technologies, airports should ensure that any data servers are secure and tamperproof, as they could be used as evidence during investigations. Airport Stakeholders Involved Table 48 indicates the stakeholders involved in helping with human trafficking data collection efforts.

Expanded Program 103 Table 49. Budget and resource implications for action step: Begin Data Collection Efforts. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Dedicated staff time to collect and maintain data Contractors/vendors Occasional Possible need for a contract agreement or MOU with local organizations to share and obtain data; airports may contract with a researcher or specialist in data analytics to support data identification and collection Equipment/materials/IT Onetime/ongoing Data software licenses or subscriptions may be required Other: N/A Source Resource Name Type Description AAI TIP Line App/digital platform This anonymous reporting app is available for airports to use to manage tips on human trafficking activities and provide law enforcement with a dashboard to track reports and response times. City of Houston Mayor’s Office Social Media Toolkit Communication product This toolkit includes a sample datasheet to track data (such as impressions and engagements) related to a human trafficking social media campaign. Table 50. Toolkit resources for action step: Begin Data Collection Efforts. How to Leverage External Partners External partners, such as local community groups, victim advocates, and local law enforce- ment agencies, can provide some data on the scope and types of human trafficking activity hap- pening in the region, although airports should recognize that confirmed human trafficking case data may not reflect the full extent of human trafficking activity occurring in the community. Partners can also help airports to identify which data will be most useful for them to collect and how to use that data to adjust their programs moving forward. Airports may need to establish agreements with these entities to define the scope and processes for sharing data. Budget and Resource Implications Table 49 indicates the budget and resource areas affected by human trafficking data collection efforts. Small Airport Considerations Small airports owned or operated by an airport authority that also includes a commercial service airport could include their data with the data already tracked by the airport authority or commercial service airport. The amount and complexity of data collected at small airports may be less than at larger airports, so they may not need sophisticated stand-alone systems for collecting and tracking. Toolkit Resources Table 50 includes resources available to assist with human trafficking data collection efforts. More detail is included in the Toolkit associated with this guide.

104 Action Step: Provide Enhanced Victim Support and Aftercare Background and Need As discussed in previous action steps, developing relationships and partnerships with external organizations is important for connecting victims with the support and aftercare they need (and that the airport cannot provide). However, airport employees are the first contacts a victim will make on airport premises. Therefore, if an airport has the means and resources to do so, it may consider developing its own victim-centered, trauma-informed, short-term care that can be provided on-site until the appropriate channels can be accessed. Actions to Consider • Consult victim support and aftercare providers. Airport staff have limited expertise to pro- vide victim-centered and trauma-informed support and aftercare. They will need to consult specialized providers to gain better insight into providing a trauma- and survivor-informed victim support program. Providers can: – Review airport crisis response protocols, – Review the program’s framework and structure, and – Conduct training on victim support and aftercare. • Inform airport employees of victim support partnerships. Customer-facing employees are more likely to encounter a potential victim and may be more likely to establish a rapport with a victim. As such, they should know who to contact when they engage potential victims. When employees are informed and aware of the appropriate pro tocols and available resources, they may be more inclined to intervene. Air- ports can inform employees in the following ways: – Announce partnerships in various employee communication chan- nels. Airports can disseminate a list of external partners through information communication channels, such as employee news- letters and company-wide emails. The list can include each organiza- tion’s name, roles, and responsibilities, as well as a point of contact. – Post a list of contacts where employees can see it. The more employees are exposed to information, the more they will be likely to know where to look and who to call. Lists can be posted in staff locker rooms and break rooms, behind retail counters, and in other places employees frequent. – Facilitate meet and greets between airport and service provider staff. Having airport staff meet and establish personal connections with P H A S E 3 Comprehensive Program Delta Air Lines Mileage Donation Program Action Step: Provide Enhanced Victim Support and Aftercare Through its SkyWish Program, Delta Air Lines allows customers to donate miles for use by human trafficking survivors to seek a safe place, return home, or get medical or legal care (27).

Comprehensive Program 105 victim support provider staff can help to build rapport and could increase the likelihood that they will reach out when encountering a suspected victim. • Provide a translator. Victims may not be native English speakers, and translation services can help victims feel at ease and less confused. Airports can hire translators or utilize existing staff members who have foreign language proficiency. Since language barriers can mask a trafficking situation, translators should be trained to identify trafficking. Airports can also coordinate with law enforcement officers or victim support services to involve a translator when needed. • Designate a safe room. Airports should consider developing a low-stimulation environment, such as a safe room or a soft interview room, to help victims feel at ease while they wait at the airport. Airports can remodel an unused room and designate it as a safe room. If there is no space or additional resources are not available, airports can use existing space (such as an employee wellness room or an airport chapel). Figure 14 shows an example of a designated safe room at SEA. • Engage a victim support advocate. Victim support advocates are critical partners for inter- acting with suspected victims. Such advocates can provide training and resources, serve as a liaison between victims and law enforcement, host awareness events, and more. For example, A21 works directly at airports to provide advice and support, including reassuring the victim that they are safe and will not be harmed; reminding the victim of their rights; providing language interpretation services; offering context on potential trafficking situations; and providing information and resources (such as hotline numbers). Victim advocates could provide training on victim support to airport staff who are likely to engage with suspected victims before a victim advocate can arrive. The method to engage victim support advo- cates will vary depending on the support organization and the types of services and support they offer. • Offer supplementary training on victim support and aftercare. Providing robust training and necessary information can help build confidence and competency in employees wish- ing to help a potential victim. Airports may consider training certain customer-facing employees on victim support and aftercare, going beyond basic human trafficking awareness training to focus on trauma-informed response and care. Training should provide employees with enhanced skill sets that can be used when they interact with victims, coordinate immedi- ate support, and provide basic care directly to victims. This approach could be most applicable in cases where the airport does not have access to dedicated victim advocates. • Coordinate with airlines. Airports and airlines can work together with victim advocacy resources to offer victims either a way back to their original destination or passage to a safe destination. Airport Stakeholders Involved Table 51 indicates the stakeholders involved in helping to provide enhanced human trafficking victim support and aftercare. How to Leverage External Partners Airports should continue to engage external partners before and during the provision of enhanced victim support and aftercare services. Airports can leverage external partners to gain expert insight and a survivor-informed perspective when shaping the airport’s support services and protocols. They will also need to coordinate with their partners to determine which services the partners will continue to provide at airports and which the airport itself may provide. For example, if an airport provides a translator or victim advocate, external partners will not need to offer one.

106 Developing an Airport Program to Address Human Trafficking: A Guide Seattle–Tacoma International Airport Soft Interview Rooms Action Step: Provide Enhanced Victim Support and Aftercare SEA engaged its police department to select appropriate spaces to use as “soft” interview rooms. These rooms were existing employee wellness rooms that the airport determined could be used as soft interview rooms when needed. In particular, these rooms are used for talking to potential child victims and sex trafficking victims. Through their décor and lighting, the rooms create low-stress, low-anxiety environments for interviewing victims (17). Figure 14. Soft interview rooms used at Seattle– Tacoma International Airport. Source: SEA

Comprehensive Program 107 Budget and Resource Implications Table 52 indicates the budget and resource areas affected by providing enhanced human traf- ficking victim support and aftercare. Small Airport Considerations Small airports typically do not have scheduled passenger flights; they generally serve private aircraft for personal and business use. As such, they tend to experience less foot traffic and have smaller facilities than larger commercial service airports. Because of this, they may have fewer opportunities to provide on-site victim support and aftercare. Instead, these airports may consider supporting organizations that have existing victim support and aftercare programs or serving as a safe space for the local community. Toolkit Resources Table 53 lists a resource available to assist with providing enhanced human trafficking victim support and aftercare. More detail is included in the Toolkit associated with this guide. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Approve initiatives to enhance victim support; coordinate with local community groups or nonprofits to establish mechanisms for victim support; designate funding Airport law enforcement, security, and operations Ensure all responders are trained in victim-centered, trauma-informed interdiction, including connections to victim support and aftercare; provide access to soft (non-threatening, safe space) interview rooms; provide victims with access to interpreters as needed Airline and airline support Work with airport management to provide victims with complimentary flights to a safe destination Tenants, concessionaires, and contractors Work with airport management to provide services (such as a free meal) for victims Other: N/A Table 51. Airport stakeholders involved for action step: Provide Enhanced Victim Support and Aftercare. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Dedicated staff time to develop and execute service programs Contractors/vendors Ongoing Use of contractors and vendors to provide services to victims, such as providing translation services Equipment/materials/IT Onetime Possible remodeling costs to create a designated safe room Other: N/A Table 52. Budget and resource implications for action step: Provide Enhanced Victim Support and Aftercare.

108 Developing an Airport Program to Address Human Trafficking: A Guide Action Step: Support Recovery Opportunities Background and Need Survivors may face reduced economic and social opportunities. They may also be displaced and living in an unfamiliar community. Airports can help to address these inequities by using their status as instrumental community leaders and as economic hubs that provide major employment and possess purchasing power through their supply chains. Airports can lead anti- trafficking efforts by offering programs to survivors that provide employment, mentorship, connections to private sector opportunities, and other support. Actions to Consider • Consult survivor-informed partners and research existing programs. Airports should con- sult survivor advocates and survivor-led organizations to gain insight into and awareness of the types of opportunities airports can offer. Airports can also research the opportunities offered by other organizations and service providers to get ideas for new programs they can create and existing programs they can support. Survivors could provide on-call support or serve as mentors for participants in any programs the airport establishes, as they will have the greatest insights into navigating recovery. Survivors of trafficking should always be compen- sated for their time and energy, and for sharing their experiences. • Support employment programs that recruit survivors. Airports may consider supporting internships or apprenticeships specifically for survivors. These programs can provide sur- vivors with immediate employment and resume-building experience. For example, BEST established the Safe Jobs Collaborative (SJC) with financing provided by the South King County Community Impact Fund to support sur- vivors to find employment in industries related to the Port of Seattle. SJC also offers resume-building support and trauma-informed manage ment training. Airports can evaluate their hiring and pro- curement practices to facilitate employment opportunities for survi- vors as well as those who are at risk for being trafficked. Airports can ensure that their employment is inclusive, empowering, and mean- ingful as a means of human trafficking prevention and response. They can enforce criminal background check requirements; offer living wages; provide opportunities for individuals who are multi lingual; offer competitive health benefits, childcare stipends, and family leave policies; and consider relevant work experience as equal to formal education. • Develop mentorship or other programs that provide skills and other opportunities to survivors. Airports may consider establish- ing mentorship or networking programs to support survivors’ pro- fessional development. Such programs provide survivors with skill development opportunities and industry connections. Source Resource Name Type Description DOJ OVC Technical Assistance Guide: Guide to Conducting a Needs Assessment Website This guide provides technical assistance to users on identifying services available to victims of any crime. Airports can use this guide to assess the needs of human trafficking victims and identify organizations that provide programs for victims, as well as to develop and refine their own aftercare program. Table 53. Toolkit resources for action step: Provide Enhanced Victim Support and Aftercare. Delta Air Lines Apprenticeship Program Action Step: Support Recovery Opportunities Delta Air Lines created an apprenticeship program, in partnership with the nonprofit Wellspring Living, for women who have either been trafficked, have experienced sexual exploitation, or are at risk. Through the program, survivors gain skills, mentorship, and experience that can help them to access new career opportunities (39).

Comprehensive Program 109 • Support local community groups and victim advocate organizations. Local community groups and victim advocates may already offer recovery opportunities that airports can sup- port. Airports can consider the following: – Seeking out vendors that hire survivors, offer support programs, or are survivor-led – Promoting and supporting organizations that offer recovery opportunities – Hosting or supporting fundraising events by offering sponsorships, providing venue space, offering airport staff as potential volunteers, and more – Providing staff who can serve as guest speakers at mentoring or networking events – Offering a “volunteer time off ” program to encourage employees to volunteer with victim support organizations • Advertise opportunities. Airports can send notices advertising their victim support opportu- nities to local community groups and victim advocates. They may also consider posting ads in local newspapers, on online job boards and social media, and in external-facing newsletters. Airport Stakeholders Involved Table 54 indicates the stakeholders involved in helping to support recovery opportunities for victims of human trafficking. How to Leverage External Partners Airports can work with external partners to promote programs and opportunities, provide resources to bolster partners’ programs, and more. Victim advocates and other victim-oriented groups can help to ensure that the airport’s human trafficking victim recovery opportunities are trauma-informed. Budget and Resource Implications Table 55 indicates the budget and resource areas affected by efforts to support recovery oppor- tunities for victims of human trafficking. Small Airport Considerations Small airports may have limited staff resources to create new recovery opportunities for sur- vivors. Instead, they could promote programs and opportunities led by other organizations and by their external partners. They can offer program information to survivors rather than directly Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Offer recovery opportunities; coordinate with local community groups or nonprofits to support recovery opportunities Airport law enforcement, security, and operations Support and promote recovery opportunities Airline and airline support Support and promote recovery opportunities Tenants, concessionaires, and contractors Support and promote recovery opportunities Other: N/A Table 54. Airport stakeholders involved for action step: Support Recovery Opportunities.

110 Developing an Airport Program to Address Human Trafficking: A Guide offering an opportunity themselves. Small airports can provide space and allow staff members time to participate in job fairs, training, and other events designed to support survivors. Toolkit Resources Table 56 lists a resource available to assist with efforts to support recovery opportunities for victims of human trafficking. More detail is included in the Toolkit associated with this guide. Action Step: Undertake Data Analysis and Information Sharing Background and Need Once airports have systems in place to collect data relevant to their programs, they should share and analyze that data for continuous program improvement. The sharing and analyzing of data between airports, airlines, law enforcement agencies, local governments, and local com- munity groups and victim advocates can help all parties to better understand the connections between human trafficking and aviation. In addition to data, airports with comprehensive pro- grams to address labor and sex trafficking are encouraged to share their experiences, successes, and lessons learned with other airports seeking to develop programs. Actions to Consider • Contribute to data collection and data sharing efforts. Airports should share information about human trafficking cases that occur on their properties with local, state, and federal law enforcement agencies, airlines, and local community groups and victim advocates in order to help identify broader patterns and networks. Depending on the sophistication of on-site Source Resource Name Type Description BEST Safe Job Collaborative Program: Policies to Adopt Website These sample recommended policies are available to help airports in their efforts to combat human trafficking. They include employment policies, procurement policies, and reporting policies, and are part of BEST’s Safe Job Collaborative Program, which connects survivors with employers and job training opportunities. Table 56. Toolkit resources for action step: Support Recovery Opportunities. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Dedicated staff time to develop and execute recovery programs Contractors/vendors Ongoing Possible funded contracts with vendors, nonprofits, and survivor consultants to advise on recovery opportunities as part of program support Equipment/materials/IT Onetime/ongoing Design and production of communication materials, such as handouts and posters Other: N/A Table 55. Budget and resource implications for action step: Support Recovery Opportunities.

Comprehensive Program 111 Iowa Department of Transportation (DOT) Data Visualizations Action Step: Undertake Data Analysis and Information Sharing Iowa DOT published several data visualizations on a main page of its website summarizing key metrics in the state, such as number of calls to Iowa’s Victim Service Hotline, demographics of human trafficking victims, types of trafficking reported, and more (see Figure 15). The page also includes a list of indicators of human trafficking (40). Figure 15. Sample data visualizations published on Iowa DOT’s website (40). technology, the airport could have information such as comparisons of travel documents and images from facial recognition to help identify victims or suspects of human trafficking who may be using fraudulent travel documents. Airports can also take a leadership role in interdic- tion efforts by initiating the collection and sharing of data that would be useful to have across airports and jurisdictions at a national scale. For example, airports could coordinate with each other and with appropriate national law enforcement agencies to support the development of a database of suspected victims.

112 Developing an Airport Program to Address Human Trafficking: A Guide • Identify trends and patterns. Airports can analyze reports of suspected human trafficking activity made to airport or local law enforcement agencies to see if any trends emerge, par- ticularly in relation to initiatives implemented as part of the airport’s program to address human trafficking. Airports can also look at data such as calls made to the National Human Trafficking Hotline to identify trends at the regional or state levels. An increase in reporting could indicate that the airport’s program is having the intended effect of empowering people to report suspected trafficking when they see it. It could also indicate that human traffick- ing occurrences are rising and that additional resources are needed to address the increase. Airports can consider directing their staff to mention that they are calling as a result of the training they received when they make a report to a hotline such as the National Human Traf- ficking Hotline. They can then explore options to coordinate with the hotline to get data back on the reports specific to their airports. • Create data visualizations. Airports can create visualizations of data they collect in order to convey information to internal and external audiences in an easy-to-understand format. For example, airports could show the proportion of airport employees trained on human traffick- ing over time to show its leadership how training is being implemented. They could create graphics depicting the reach of human trafficking information shared through social media to help peer airports prioritize their own communication channels. Airports could also map information (such as locations of local service providers) to aid law enforcement efforts to facilitate connections between victims and service providers. • Analyze data for potential harms. Airports should review available data to identify any poten- tial harms caused by intervention, such as a victim being arrested or deported as a result of law enforcement actions, in order to generate ideas on how to avoid similar outcomes in the future. • Share program experiences with other airports. Through conferences, webinars, one-on-one mentorship, and other channels, airports with significant experience in addressing human traf- ficking are encouraged to share what they have learned with their peers. Because airports across the United States vary widely in the maturity of their programs to combat human trafficking, the entire industry would benefit if airports with comprehensive programs are able to impart their best practices and lessons learned to airports in an earlier stage of their program efforts. Airport Stakeholders Involved Table 57 indicates the stakeholders involved in helping to undertake human trafficking data analysis and information sharing. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Manage data maintenance; designate staff to analyze and convey data; synthesize and present program information to peer airports Airport law enforcement, security, and operations Provide data to airport management as requested; review data to identify trends; indicate if and how specific data can be shared; share data with other law enforcement jurisdictions Airline and airline support Provide data to airport management as requested Tenants, concessionaires, and contractors Provide data to airport management as requested Other: N/A Table 57. Airport stakeholders involved for action step: Undertake Data Analysis and Information Sharing.

Comprehensive Program 113 Budget/Resource Type Applicability Frequency Explanation Staff time Occasional Dedicated staff time to coordinate data sharing and conduct analysis Contractors/vendors Onetime/ ongoing Possible need to contract with a firm specializing in data analytics Equipment/materials/IT Onetime/ ongoing Data software licenses or subscriptions may be required Other: N/A Table 58. Budget and resource implications for action step: Undertake Data Analysis and Information Sharing. How to Leverage External Partners External partners—including local community groups and victim advocates as well as local, state, and federal law enforcement agencies—can help airports to examine the data they col- lect and identify ways to analyze that data such that the airport can gain useful insight into its approach to addressing human trafficking. Airports may need to establish agreements with these entities to define the scope of and processes for sharing this data. Budget and Resource Implications Table 58 indicates the budget and resource areas affected by efforts to undertake human traf- ficking data analysis and information sharing. Small Airport Considerations Small airports that are owned or operated by an airport authority that also includes a commer- cial service airport could coordinate sharing and analysis of data through the airport authority or the commercial service airport. An aircraft flight plan may provide critically important informa- tion about when travelers are departing from smaller airports on private or charter flights. Toolkit Resources Table 59 includes resources available to assist with efforts to undertake human trafficking data analysis and information sharing. More detail is included in the Toolkit associated with this guide. Source Resource Name Type Description AAI TIP Line App/digital platform This anonymous reporting app enables airports to manage tips on human trafficking activities and provide law enforcement with a dashboard enabling them to track reports and response time. Traffik Analysis Hub The STOP APP App/digital platform This app allows for anonymous reporting and is both international and cross-sectoral. It allows for the export of metrics for any agencies that agree to contribute data to it. Its focus is on decreasing gaps in information and data between agencies and sectors in order to get a comprehensive picture of trafficking trends by geography. Table 59. Toolkit resources for action step: Undertake Data Analysis and Information Sharing.

114 Developing an Airport Program to Address Human Trafficking: A Guide Action Step: Develop Mechanisms for Program Evaluation Background and Need Conducting periodic evaluations of their programs to address human trafficking enables air- ports to identify opportunities for process improvement and greater impact. Evaluating such programs can be challenging, and an airport is unlikely to ever know the true impact of its program. For example, travelers may see awareness-building materials at the airport, but only identify and report cases after leaving the airport. Nevertheless, airports should strive to eval- uate their programs where they can, on the basis of available data and by comparing these against their program objectives, using qualitative assessments where necessary. Actions to Consider • Evaluate whether the program can be sustained over time. Airports should examine whether there are systems in place to ensure the longevity of their programs. Some evaluation criteria include the following: – Funding. Airports should assess how the program is budgeted and any funding sources that are used in order to ensure that ongoing resources are available. – Institutional buy-in. Airports should seek to have multiple champions for the program so that its continuity does not rely on one passionate leader whose departure would compro- mise program momentum. – Demonstrated impact. If airports do not periodically communicate program achievements and impacts, particularly to leadership, the program may be deprioritized. • Conduct pre- and post-activity assessments. For specific initiatives such as training, airports can conduct pre- and post-deployment assessments to evaluate whether objectives were met. Potential assessment questions include the following: – Has there been an increase in knowledge about the various types of human trafficking? – Do all stakeholders know who to contact if they see a suspected victim? – Do customer-facing employees know when to safely engage a suspected victim and when not to? – Are stakeholders aware of resources they can share with potential victims? – Has there been an increase in reports after training was implemented? • Conduct surveys for improvement ideas. Airports can conduct follow-up surveys for spe- cific initiatives, such as training, to solicit feedback on improvement. Surveys on training can include questions such as the following: – In what ways was the training useful for your day-to-day role? – What aspects of the training need improvement? – Following the training, have you become more aware of and informed about human trafficking? – Have you encountered any incidents you believed to be trafficking? Were those incidents reported? • Review whether protocols were followed. Following the response to each incident, air- ports should assess whether existing protocols, such as reporting and interdiction protocols, were followed—and if not, why not. This type of review can reveal necessary adjustments to protocols. • Gauge the impact of awareness materials. Airports can survey airport employees, airline and other tenant employees, and members of the general public to determine whether they noticed human trafficking awareness materials and understood the intended messages. • Use a third-party evaluator. Airports could employ a third-party organization, such as a sur- vivor consultant or a victim advocate organization, to review all aspects of a program and identify areas for improvement.

Comprehensive Program 115 • Update program evaluation mechanisms periodically. Airports should review evaluation mechanisms and update them periodically to incorporate recent research and data. Airport Stakeholders Involved Table 60 indicates the stakeholders involved in helping to develop mechanisms for evaluation of a program to combat human trafficking. How to Leverage External Partners External partners can help airports to evaluate their programs by providing input on evalu- ation metrics as well as data that can shed light on the program’s impact. Law enforcement partners could provide summarized, sanitized data to airport leadership, which could give the airport some sense of the percentage of reports that led to interdiction actions. Local commu- nity groups and victim advocates can help airports evaluate whether their programs are suf- ficiently integrating survivor perspectives and can help airports to establish trauma-informed and victim-centered evaluation metrics. For example, an airport may measure program success as an increase in human trafficking-related arrests, not recognizing that arrests may be harmful to victims. A better metric could be the number of referrals made to victim support services. In addition, airports can engage human trafficking hotlines to track referrals and identify trends that could be influenced by the airport’s program. For example, after SEA participated in a joint public awareness campaign among the City of Seattle, King County, Alaska Airlines, and the regional public transit authority, calls to the National Human Trafficking Hotline increased. In 2015, Washington state had the 13th highest call volume to the hotline; it had jumped to the 8th highest call volume by 2019 (38). Although it is difficult to prove the cause for the increase, there was a clear correlation between the awareness campaign and hotline usage. Budget and Resource Implications Table 61 indicates the budget and resource areas affected by developing mechanisms for eval- uation of a program to combat human trafficking. Stakeholder Function Responsible and/or Accountable Consulted and/or Informed Role Airport management Establish mechanisms to be used for program evaluation based on program objectives and available information; design and distribute assessments, surveys, and other evaluation formats to program participants Airport law enforcement, security, and operations Support airport management in tracking evaluation metrics Airline and airline support Support airport management in tracking evaluation metrics Tenants, concessionaires, and contractors Support airport management in tracking evaluation metrics Other: N/A Table 60. Airport stakeholders involved for action step: Develop Mechanisms for Program Evaluation.

116 Developing an Airport Program to Address Human Trafficking: A Guide Small Airport Considerations Small airports should consider engaging FBOs to develop mechanisms for program evalu- ation. FBOs may be able to distribute pre- and post-training assessments as well as follow-up surveys to their staff and customers; these can provide some data for program evaluation. Toolkit Resources Table 62 includes resources available to assist with developing mechanisms for evaluation of a program to combat human trafficking. More detail is included in the Toolkit associated with this guide. Budget/Resource Type Applicability Frequency Explanation Staff time Ongoing Need dedicated staff time to develop mechanisms for program evaluation and collect data Contractors/vendors Ongoing May contract with a third-party to evaluate the program Equipment/materials/IT Onetime/ongoing May be a need to pay for software services to calculate metrics Other: N/A Table 61. Budget and resource implications for action step: Develop Mechanisms for Program Evaluation. Table 62. Toolkit resources for action step: Develop Mechanisms for Program Evaluation. Source Resource Name Type Description BEST Crisis Response Recommendations for the Port of Seattle Decision- support tool These crisis response recommendations include measures for evaluating the effectiveness of the Port of Seattle initiatives. HEAL Trafficking Healthcare Provider Human Trafficking Training: Assessment Tool Decision- support tool This assessment tool is designed to assist basic training development on human trafficking for health professionals. Airports can refer to the tool when developing their own training tools and evaluation metrics.

117   1. U.S. Department of State. Trafficking in Persons Report: 20th Edition. 2020. 2. United Nations Office on Drugs and Crime. Global Report on Trafficking in Persons 2018. 2018. 3. United Nations Office on Drugs and Crime. Assistance for the Implementation of the ECOWAS Plan of Action Against Trafficking in Persons. 2006. 4. Walk Free Foundation, International Labour Office, and International Organization for Migration. Global Estimates of Modern Slavery. 2017. 5. Polaris. 2019 Data Report: The U.S. National Human Trafficking Hotline. 2019. 6. U.S. DOT. Department of Transportation Advisory Committee on Human Trafficking Final Report: Combating Human Trafficking in the Transportation Sector. 2019. 7. United Nations General Assembly. Protocol to Prevent, Suppress and Punish Trafficking in Persons Especially Women and Children, Supplementing the United Nations Convention Against Transnational Organized Crime. 2000. 8. National Human Trafficking Hotline. Human Trafficking Intersections with Transportation. 2018. 9. Airports Council International. Combatting Human Trafficking Handbook: First Edition 2019. 2019. 10. Port of Seattle. Four Facts about Human Trafficking in Washington (web page). https://www.portseattle.org/ blog/four-facts-about-human-trafficking-washington. Accessed February 4, 2021. 11. Cawalti, J. Personal communication. 2020. 12. Yakel, D. SFO Conducts Human Trafficking Awareness Training for Airport Employees. San Francisco Inter- national Airport. 2016. 13. Yakel, D. SFO Launches New Initiative to Combat Human Trafficking. San Francisco International Airport. 2021. 14. Wilton, S. K. San Francisco International Airport and Human Trafficking: All Airports Have a Major Role to Play. Airports Council International World. 2020. 15. Egel, B. Teen Girls Had No IDs and One-Way First-Class Tickets. The Sacramento Bee. 2018. 16. Charlotte Observer. Frontier Falsely Accused NC Man of Trafficking Adopted Son. 2019. 17. Aldridge, C. Airport Management Focus Group for ACRP Project 04-24. Oana Leahu-Alas (The Cadmus Group), facilitator. December 10, 2020. 18. Cole, C., and D. Curtis. Law Enforcement and Security Focus Group for ACRP Project 04-24. Damon Fordham (High Street Consulting), facilitator. December 3, 2020. 19. Airports Council International. Airports Council International Expressed Airports’ Commitment to the Fight Against Human Trafficking (web page). https://aci.aero/2016/09/28/airports-council-international- expressed-airports-commitment-to-the-fight-against-human-trafficking. 2016. 20. FOX6 Milwaukee. Mitchell Intl. Airport Unveils Campaign to End Human Trafficking. Fox 6 News Milwaukee. 2021. 21. Fernandez, J.-G. Mitchell International Airport Wraps Up Awareness Against Human Trafficking. Shepherd Express. 2021. 22. Shelden, M. General Aviation and Reliever Airports Focus Group for ACRP Project 04-24. Damon Fordham (High Street Consulting), facilitator. December 21, 2020. 23. Olivier, J. General Aviation and Reliever Airports Focus Group for ACRP Project 04-24. Damon Fordham (High Street Consulting), facilitator. December 21, 2020. 24. Herbig, K. Personal communication. 2020. 25. Copley, D., and D. Meador. Airlines Focus Group for ACRP Project 04-24. Damon Fordham (High Street Consulting), facilitator. December 10, 2020. 26. American Airlines. Combating Human Trafficking (web page). https://www.aa.com/i18n/customer-service/ about-us/combating-human-trafficking.jsp. n.d. References

118 Developing an Airport Program to Address Human Trafficking: A Guide 27. Gehring, B. Airlines Focus Group for ACRP Project 04-24. Damon Fordham (High Street Consulting), facilitator. December 10, 2020. 28. Thorne, R. Law Enforcement and Security Focus Group for ACRP Project 04-24. Damon Fordham (High Street Consulting), facilitator. December 3, 2020. 29. Olivier, J. Tenants and Concessionaires Focus Group for ACRP Project 04-24. Oana Leahu-Alas (The Cadmus Group), facilitator. December 9, 2020. 30. Karnowska, K. General Aviation and Reliever Airports Focus Group for ACRP Project 04-24. Damon Fordham (High Street Consulting), facilitator. December 21, 2020. 31. Gilbert, T. Airport Management Focus Group for ACRP Project 04-24. Oana Leahu-Alas (The Cadmus Group), facilitator. December 10, 2020. 32. Kobeissi, D. Personal communication. 2020. 33. Port of Seattle. Port of Seattle Human Trafficking Strategy. 2018. 34. Dallas/Fort Worth International Airport. Human Trafficking Awareness Strategy. 2021. 35. Holland-Kaye, J. Modern Slavery Act Statement for 2019. Heathrow Airport. 2019. 36. Lennon, J. Hartsfield–Jackson Atlanta International Airport: The Fight Against Human Trafficking Continues. Airports Council International. 2020. 37. Curtis, D. Personal communication. 2020. 38. Port of Seattle. Human Trafficking Hotline Calls from Washington State Increased in 2019 (web page). https:// www.portseattle.org/news/human-trafficking-hotline-calls-washington-state-increased-2019. 2021. 39. Protis, E. K. From ‘Hopeless’ to the White House: Delta Apprenticeship Program Helps Write New Stories for Survivors of Exploitation. Delta News Hub. 2020. 40. Iowa Department of Transportation (web page). https://data.iowadot.gov. Accessed May 2022.

Abbreviations and acronyms used without denitions in TRB publications: A4A Airlines for America AAAE American Association of Airport Executives AASHO American Association of State Highway Officials AASHTO American Association of State Highway and Transportation Officials ACI–NA Airports Council International–North America ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act APTA American Public Transportation Association ASCE American Society of Civil Engineers ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials ATA American Trucking Associations CTAA Community Transportation Association of America CTBSSP Commercial Truck and Bus Safety Synthesis Program DHS Department of Homeland Security DOE Department of Energy EPA Environmental Protection Agency FAA Federal Aviation Administration FAST Fixing America’s Surface Transportation Act (2015) FHWA Federal Highway Administration FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FTA Federal Transit Administration GHSA Governors Highway Safety Association HMCRP Hazardous Materials Cooperative Research Program IEEE Institute of Electrical and Electronics Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITE Institute of Transportation Engineers MAP-21 Moving Ahead for Progress in the 21st Century Act (2012) NASA National Aeronautics and Space Administration NASAO National Association of State Aviation Officials NCFRP National Cooperative Freight Research Program NCHRP National Cooperative Highway Research Program NHTSA National Highway Traffic Safety Administration NTSB National Transportation Safety Board PHMSA Pipeline and Hazardous Materials Safety Administration RITA Research and Innovative Technology Administration SAE Society of Automotive Engineers SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (2005) TCRP Transit Cooperative Research Program TEA-21 Transportation Equity Act for the 21st Century (1998) TRB Transportation Research Board TSA Transportation Security Administration U.S. DOT United States Department of Transportation

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