Airport Emergency Post-Event Recovery Practices (2015) / Chapter Skim
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Pages 35-48
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36 THE MEANING OF "AIRPORT CLOSED" AND "AIRPORT OPEN" Interviewees repeated used such phrases as "the airport was closed" or "the airport reopened," most often in the context of aircraft operations. While some smaller airports may actually close down entirely, larger airports may claim that they never "close," or only close particular areas, because they consider the airport to be far more than just a place where aircraft take off and land.
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37 or legal jurisdiction, such as FAA, TSA, CBP, FBI, and CDC, are respected, involved, and informed throughout the decision processes leading to recovery. A MAJOR CULTURE SHIFT HAS OCCURRED In the 37 interviews and particularly in the four case examples, the authors found that airports appear increasingly willing to share details, results, and lessons learned with their stakeholders, communities, peer airports, the media, and the public.
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38 When used in this report, the term "effective" means that most or all of the airports reported that a practice had improved or would have improved recovery. Effective management practices compiled from the airports in the study are summarized in this chapter to provide guidelines airports can follow when planning, executing, training for, drilling for, and assessing the effectiveness of their recovery efforts.
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39 are needed, delays in establishing the on-scene command post or even activating the airport EOC can result. Training A unifying tenet at most of the airports was that effective training on NIMS and ICS is essential for airport employees, key airline employees, key tenants, and mutual aid partners.
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40 Financial and Accounting Arrangements Airports that made preparations for recovery in their business procedures, finances, and accounting systems reported satisfactory outcomes. Such preparations typically included: • Budgeting for contingencies to cover response and recovery in emergencies and minor disasters; • Establishing adequate cost and expense record-keeping systems to support eventual reimbursement or insurance claims, ideally integrated into a web-based coordination system; • Establishing a system for tracking personnel and equipment for possible reimbursement or insurance claims; • Reserving sufficient cash to run the airport for four to six days (when a forecast allows)
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41 Airports also asserted the absolute importance of ongoing training for ICS, airport EOC and UC roles, responsibilities, and procedures. All airport department heads and key personnel and their backups would benefit from training in airport EOC functions.
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42 formal meetings and informal gatherings build trust, enhance communication, and foster commitment to common goals (Smith 2014)
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43 gather and survey public comments and communications regarding a disaster; this information helps airports better understand public needs and perspectives. While some airports report real success in their ability to utilize social media during an incident or event, others report a need to incorporate or improve procedures and policies regarding social media in their CCCP.
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44 operation groups responding to an airport event must understand and practice the principles of ICS throughout the response and recovery phases. Nearly all of the airports surveyed hold ongoing ICS and NIMS training for their personnel.
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45 Emergencies and accidents generally bring trauma, suffering, and loss. Most airports surveyed identified a stress debriefing as a critical piece of airport recovery, as unprocessed trauma can lead to problems down the road.
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46 guide the process of providing service to travelers in need. Several airports noted that their IROPS plans provided a good basis for this.
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47 EVALUATING AND MEASURING THE EFFECTIVENESS OF RECOVERY PLANS AND ACTIONS Assessment metrics are defined as a set of prescribed measurements used to determine successful performance and/or establish benchmarks with relation to other airports. Reliable data are essential to effective metrics, but in the often chaotic context of emergency response and recovery, it can be challenging to obtain them, much less compare them over time or to another organization.
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48 generally organized around police or ARFF. These types of airports typically conduct emergency response using the same narrow ICS structure with little or no support other than that provided from the core first responder agencies of police, fire, and airport operations.
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49 Status of Comprehensive Crisis Communications Planning and Implementation While all certified airports meet the FAR Part 139 requirement, nearly all airports interviewed indicated that, in reviewing what went wrong and what went right during response and recovery, they found communications planning and implementation called for improvement. Many airports are in the process of developing CCCPs, and inquired if any were available.
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