Emergency Working Groups at Airports (2019) / Chapter Skim
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6 Results from Interviews Methodology Data on existing practices regarding EWGs and alternative collaborative frameworks were collected through telephone interviews conducted September through December of 2018 and through a literature review. Interviewees were drawn from 25 airports, five airlines, one consultant, and the NTSB (see Appendix A)
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Results from Interviews 7 formally considered an EWG but thus far has chosen to stay with its airport-led collaborative approach that is similar to the approach taken by BOS. The collaborative approach found at Dallas Love Field Airport (DAL)
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8 Emergency Working Groups at Airports station managers, ramp managers, or ground service contractors. At two airports (HNL and SEA)
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Results from Interviews 9 The interview question that elicited this information was open ended; therefore, this data is best used as a list of candidate EWG member organizations or as an invitation list for EWG exploratory meetings. The 14 EWGs do not have any formal agreement, such as a memorandum of agreement or contract, with an outside agency.
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10 Emergency Working Groups at Airports Catalysts for EWG Formation In the interviews with the airports and the other stakeholders, airports cited several catalysts for the formation of EWGs (see Table 2)
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Results from Interviews 11 In general, outreach efforts fall into two categories: presentations at regularly scheduled meetings of airport stakeholders (e.g., a station managers' meeting or airport tenants' meeting) ; or 1:1 (face-to-face)
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12 Emergency Working Groups at Airports Types of Emergencies Envisioned to Trigger EWG Involvement The primary type of emergency envisioned to trigger EWG involvement is an aircraft accident. This is true for the 14 EWGs in this synthesis.
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Results from Interviews 13 than once a month. One interviewee pointed out that EWG meeting frequency does not tell the entire story -- EWG participation in training, drills, and exercises is also important (SEA, S
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14 Emergency Working Groups at Airports more elements of using EWG volunteers to support victim and family assistance. All 14 airports stated their intention to incorporate the EWG in future exercises that involve mass casualties.
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Results from Interviews 15 Figure 1. SEA's EOC organizational chart.
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16 Emergency Working Groups at Airports Figure 2. TPA's EOC organizational chart for family assistance.
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Results from Interviews 17 Issue Solution Gathering and reviewing all airlines' emergency plans and family assistance plans Build relationships with airline station managers in context of EWG. Build relationships with airline corporate emergency preparedness and business continuity managers.
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18 Emergency Working Groups at Airports Issue Solution Newly hired airport emergency manager or turnover in emergency manager position Gain airport situational awareness through orientation, training, and acclimatization to airport environment. Build collaborative relationships.
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Results from Interviews 19 Benefits of EWGs The most frequently reported benefits of EWGs are building relationships, building connections, and building community; the interviewees cited many more important benefits of EWGs: • Improved customer service during emergencies, with airports and airlines working together to take care of people • Building capacity: – Building a partnership for assistance regardless of nature of event – Providing structure to convert airline competition into cooperation in an emergency – Developing leadership, coordination, and procedures in advance of need – Providing focused, targeted training – Increased coordination – Increased collaboration – Filling gaps – Giving the airport additional resources for day-to-day operations and for emergency situations – Serving as "first-responder think tank for airport-related EM issues" to bring ideas and issues forward (CLT, M Tobin interview, 9/28/18)
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20 Emergency Working Groups at Airports Lessons Learned The interviewees offered the following important lessons learned in addition to the specific ideas presented earlier in Chapter 2: 1. Every EWG needs a champion to sell the concept and to invigorate the group's development.
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