Office of Emergency Management
Mission Statement
It is the mission of the DFW Airport Department of Public Safety to
provide the highest level of PROFESSIONAL services to the
Airport community through efficient planning, mitigation,
response and recovery from natural and manmade events that
threaten lives, critical assets or business continuity.
2
DFW’s 18,000+ acres of land will ultimately support eight runways, six
terminals and a variety of land development opportunities.

7 runways










4 are 13,400 feet
4 aircraft can land simultaneously
under VFR/IFR Cat I conditions
3 aircraft can land simultaneously
under IFR CAT III conditions
Any aircraft at maximum payload can
land at DFW
24-hour operations
No slot constraints or curfews
3 control towers (2 active)
5 terminals
152 active gates
3rd Busiest Airport in the world
3
Dallas/Fort Worth International Airport Overview

Approximately 78 miles of taxiways and runways

7 Runways - 13,850,500 sq. ft. of concrete - 80,403 linear feet

110 Taxiways - 52,612,980 sq. ft. of concrete – 330,452 linear feet

652,782 Operations in 2010

18,953 total runway and taxiway lights

6,885 acres in the Air Operations Area (AOA)

1,000 acres of safety areas

934 total number of signs

56 Navigation facilities; 19 windsocks; 135 obstruction lights

38 miles of AOA fence line with 71 AOA gates
4
Course Objectives
 At the conclusion of this presentation, you should be able to:
 Relate EOC operations to National Incident Management System
(NIMS) requirements.
 Describe the role EOCs play in overall multiagency coordination.
 Describe the relationship between the EOC and the on-scene
Incident Command System (ICS) structure.
 Identify staffing, information, systems, and equipment needs at the
EOC.
The Role of the EOC
 The EOC provides a central location from which government at any
level can provide interagency coordination and executive decision
making in support of the incident response or provide direction and
control to field assets in the absence of an on-scene commander.
The Role of the EOC
 The EOC is the facility at which jurisdictional authority is consolidated.
As such, agencies and departments involved coordinate and
collaborate for an effective overall response.
 The EOC does not command or control the on-scene response. The
EOC carries out the coordination function through:
 Information collection and evaluation.
 Priority setting.
 Resource management.
 Decision making at the EOC affects the incident response as well as
the public response. The decisions made at the EOC are not tactical
decisions, however. Tactical decisions are made by the Incident
Commander and the Command Staff at the incident scene.
The EOC – The Critical Link in Emergency Response
 The EOC coordinates with on-scene incident managers and other
agencies and organizations to:




Acquire, allocate, and track resources.
Manage and share information.
Establish response priorities among incidents.
Provide legal and financial support.
 Liaison with other jurisdictions and other levels of government.
The EOC – The Critical Link in Emergency Response
 A well-organized EOC has several distinct advantages as they:
 Serve as a conduit for information passed from the incident scene,
through lower-level coordination agencies, to higher-level coordination
entities.
 Allow the Incident Commander to focus on managing the incident.
 Promote problem resolution at the lowest practical level.
 Provide strategic guidance and direction to support incident
management activities.
EOC Functions
 EOCs serve several main functions:
 Information collection and evaluation—collecting,
analyzing/trending, and interpreting information from various sources.
 Coordination—coordinating the information flow and resources for
complex incidents or multiple incidents occurring simultaneously.
 Priority setting—ensuring that response systems are interconnected
and complementary, reinforcing interoperability among the various
system components, making response more efficient and effective by
coordinating available resources, and making decisions based on
agreed-upon policies and procedures.
EOC Functions
 EOCs also are critical to:
 Resource coordination—identifying and acquiring needed resources
and allocating existing or known resources.
 Communications facilitation—establishing interoperable
communications among all partners in the MACS and others, as
necessary for the response.
 Trending/Forecasting—taking the known and making educated
guesses as to the future
EOC Purpose
 Remember, the purpose the EOC is to establish a central location
where government at any level can provide interagency
coordination and execute decision making to support incident
response.




Incidents are best managed at the lowest possible level:
Geographically.
Organizationally.
Jurisdictionally.
EOC Purpose
 The EOC provides resource coordination and support to the onscene Incident Command. When local resources are exceeded,
State EOCs may provide additional expertise, resources, and
support.
 When State resources are exceeded, State EOCs may request
additional resource support and coordination assistance from other
States or from the Federal Government.
Emergency Operations Center
Function is to Collect, Gather and Analyze Data to Support
Operations in the Field
Terminal
B
Station
3
Station
2
Alert
Site
Station
4
Station
1
Emergencies That Potentially
Require An EOC Activation
EOC Activations

Level 3


Level 2


Escalation to non-routine emergency,
multi-departmental response
Level 1



Local emergency exists – ICS and
responders at scene
Assistance from other jurisdictions or
mutual aid may be needed
Local area disaster or multi-site
incident S.E.A.D.O.G.
Classified

Any readiness level may be deemed
classified
EOC
Activations
West Texas Wildfire
Response
H1N1 Response
Winter Weather
Major Activations
18
Hurricane Katrina/Rita 2005
DFW Airport Provides Support During Hurricanes Katrina and Rita



Participated in conference calls with
TSA, State and Regional Emergency
Management groups.
Responded 10 Firefighters to Louis
Armstrong International Airport to
provide ARFF services
Assisted with regional shelter
operations
Hurricane Ike 2008
DFW Airport Provides Support During Hurricane Ike

National Disaster Medical System


Texas Task Force 2


Deployed one police officer
Texas Intrastate Mutual Aid System



Deployed one firefighter
State Incident Management Team


Handled twenty-five patients
Deployed four firefighters
S.E.A.D.O.G.
Participated in conference calls with
TSA, State and Regional Emergency
Management groups.
Hurricane Gustav 2008
DFW Airport Preparations and Response

On August 28, 2008 DFW was
notified to prepare for two major
operations related to Gustav
 National Disaster Medical System
 FEMA Camp for evacuated DHS
Employees
Possum Kingdom Complex Fire 2011

DFW Fire Rescue personnel
assigned to Fire Suppression
Duties as part of North Texas
Task Force
Bastrop County Complex Fire 2011

DFW Airport Fire Rescue
Personnel Assigned to Fire
Suppression Duties
Off – Site Activities; Go – Team Research

American Airline 331
Downed in Kingston, Jamaica
December 26, 2009
Team: Firefighter, Police Officer,
Emergency Manager and
Operations Personnel
What went well? Lessons
learned?
24
Off – Site Activities; Go – Team Research



What went well? Lessons
learned?
Lambert Field St. Louis, MO
Tornado April 22, 2011
Police, OEM, Asset Management
25
Off – Site Activities; Go – Team Research



What went well? Lessons
learned?
San Francisco International
Airport
Crash
July 2013
26
Winter Storm 2013 - Icemaggedon

December 2013
27
Emergency Operations Center
Training and Exercises
EOC Training
Emergency Management Institute
Emmittsburg, MD
Center for Domestic
Preparedness Anniston, AL
ICS/EOC Relationships
 Incident Commanders have several critical needs with which EOC
personnel can assist. These needs include:
 A common operating picture—critical during incidents that are large
or complex, or involve personnel from multiple response agencies.
 Policy direction—critical when jurisdictions with differing policies are
involved in a response.
 Communication support—critical in large, complex incidents or when
multiple jurisdictions are involved in a response.
 Resources—includes people, equipment, and supplies required for a
response.
 Strategic planning—allows the Incident Commander to focus on
tactics.
 Legal and financial support—frees on-scene resources to focus on
the response.
Who Has the Authority to Make Critical Decisions?
 Ensuring that all personnel have the authority to perform the tasks
assigned is of paramount importance.
 Many people may have the knowledge, skills, and ability to manage a
contract, few have the authority to execute a contract.
 Most staff have an opinion of what policy to implement, few have the
authority to enact policy.
ICS vs. ESF
 Which is the best method of managing the EOC?
 ICS
 ESF
 Hybrid
 What are the strengths?
 ICS
 ESF
32
Organizing the EOC Staff
 NIMS requires all jurisdictions to adopt ICS as its incident
management system. NIMS does not require EOCs to adopt ICS
as their organizational structure. An EOC should be organized to
facilitate effective operations.
 An effective organization has these characteristics:






Ability to acquire, analyze/trend, and act on information.
Flexibility in the face of rapidly changing conditions.
Ability to anticipate change.
Ability to maintain public confidence.
Reliability over time.
An EOC should be organized to maximize each of the characteristics of
an effective organization.
EOC Organization
How we do it:
 DFW Airport utilizes a hybrid ICS/ESF Structure.
 We utilize the ICS frame and build out the structure with ESFs,
manned by Dept. Representative Subject Matter Experts.
Organizing Around ICS
The EOC Command function is not the Incident Commander,
therefore we call this the EOC Manager. The Incident Commander
or Unified Command are on-scene command structures. The EOC
Manager serves a similar role to the Policy Group and makes
decisions that establish the overall strategy of the response.
Organizing Around ICS
 The Operations function has responsibility for coordinating with and
supporting Dept. Representatives and the on-scene
responders. Branches, Divisions, and Groups assigned to the
Operations function can be organized as necessary to support the
incident(s).
ESFs in the Operations Section
 This EOC organization structure is based on the Emergency
Support Functions (ESFs) of the National Response
Framework. The Command and General Staffs have descriptors
similar to the ICS model. ESFs are assigned under each General
Staff position.
ESFs = Department Representatives
The Department
Representatives include:











DPS/Fire
DPS/Police
Ops/Airfield
ETAM/Asset Mgt
ETAM/Energy
CS/Terminal Management
ITS
ADE/Planning
Environmental
Parking
Concessions



Public Affairs
Risk Mgmt.
Procurement
Organizing Around ICS
The Planning function serves the same purpose as at the incident
scene—gathering and analyzing/trending information, keeping
decision makers informed, and tracking resources. Technical
Specialists may be assigned to the Planning function or may be
assigned elsewhere, as needed.
Organizing Around ICS
 The Logistics function also serves the same purpose as at the
incident scene, frequently serving as the single ordering point for the
incident(s) in its purview, providing overall communications planning
for the jurisdiction, coordinating transportation and housing, etc.
Organizing Around ICS
 The Finance/Administration function provides a coordinated
financial management process for the incident(s) in its purview.
Hybrid
42
Questions?
David M. McCurdy
Emergency Management Coordinator
Dallas/Fort Worth International Airport
[email protected]
972-973-3590
43