The Incident Assessment Team (IAT) Karratha Airport
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The Incident Assessment Team (IAT) Karratha Airport INCIDENT Revision No. V2-01 ASSESSMENT TEAM (IAT) Effective Date: August 2014 TABLE OF CONTENTS Page 1. Introduction 3 2. Process for Establishing the IAT 5 3. Operations of the IAT 6 4. Stakeholder Responsibilities 8 5. Incident Assessment Team Control Sheet 12 6. Category 2 Incident Lead Stakeholder Guide 13 7. IAT Meeting Agency Contact List 14-16 8. Attendance List 17 9. Meeting Guide 18 10. IAT Meeting Flowchart 19 11. IAT Process Flowchart 20 The Incident Assessment Team (IAT) Page 2 of 20 This electronic document is a controlled document August 2014 INCIDENT Revision No. V2-01 ASSESSMENT TEAM (IAT) Effective Date: August 2014 1. INTRODUCTION The intent of this model is to provide a coordinated response to an incident in a timely and appropriate manner to enable restoration of normal operations. The primary stakeholders that may be involved in responding to and resolving incidents, events and threats are: The Airport owner; Airline Operators and/or appointed representatives; Police, Fire and rescue Critical Service providers: Council, Hydrant & Fuel; Airservices Australia; and Other government agencies as appropriate i.e. Australian Customs and Border Protection Service, Australian Security Intelligence Organisation, etc. The model allows for any of the above agencies to request an IAT meeting. The Airport Security Contact Officer / Airport Compliance Coordinator would establish the IAT on behalf of the stakeholders. The IAT does not have to physically meet. It can be convened via teleconference if the matter is time critical or stakeholders are unable to attend in person. Following the IAT meeting the incident would continue to be managed by existing operational processes as appropriate. Also, the IAT does not need full representation of all stakeholders listed above. As few as two agencies can form an IAT. Individual agencies will develop and maintain tools and checklists to be used to support IAT decision making processes. These tools and check lists will contribute to ensuring appropriate rigour and accountability is maintained in the decision making process. Also these tools and checklists provide an audit trail to be followed during incident de-briefs and investigations. The first points of contact for each agency in the event an IAT needs to be established – a contact list is located on page 13-14. Each agency is responsible for ensuring these contact numbers are kept up to date and any changes to contact numbers are communicated to the Airport as soon as possible after the change is made. These guidelines will then be updated and re-distributed to all agencies included on the distribution list. There are a broad range of events that occur at the airport whereby it may not initially be clear what the issue is, who is responsible for resolving it, what the potential impacts are and what needs to be done to resolve it. Events that fall into this category include, but are not limited to: Power fluctuations; Bomb threat under assessment; Sterile area breaches; Other security threats under assessment; Baggage system failures; The Incident Assessment Team (IAT) Page 3 of 20 This electronic document is a controlled document August 2014 INCIDENT Revision No. V2-01 ASSESSMENT TEAM (IAT) Effective Date: August 2014 Check-in system failures; IT outages; Security system failures; Water Systems Failures Fire Systems failures Threat of significant industrial action; and Natural Disasters. These events could be caused by a wide range of factors. However, they all have the potential to have a significant impact on the airport and its operations. Such impacts may include, but not be limited to: Significant adverse media interest; Regulatory compliance action; Reduction in operational capacity; Significant impact on commercial returns; Adverse reputation impacts; Death and or injuries; Major criminality; Public safety concerns; and, Requirement for a multi-agency response to resolve. Any event which has the potential for any of the impacts set out above, and which does not fall into the category of a declared emergency under the AEP, warrants the establishment of an IAT. The diagram at Attachment A sets out the decision making process described above. Agencies are encouraged to move to establish an IAT as soon as possible after an event occurs to ensure the various participating organisations are brought together to assess the event, determine and agree on lead stakeholder responsibility and commence resolving the issue. The lead stakeholder will always chair the IAT. However the first agency identified as the lead stakeholder may delegate this position to another agency due to available resources etc. Further information regarding the lead stakeholder is provided in the section titled - Operations of the IAT. If it is determined that the event is a lower level concern the IAT can be stood down and the affected agencies can work to resolve the matter. Following the IAT meeting the incident would continue to be managed by existing operational processes. For prolonged incidents the Airport incident control team may elect to re-establish the IAT to provide an update to a broader set of stakeholders. If it is determined that the event is an emergency then the declaration and response arrangements will be carried out in accordance with the Aerodrome Emergency Plan. The Incident Assessment Team (IAT) Page 4 of 20 This electronic document is a controlled document August 2014 INCIDENT Revision No. V2-01 ASSESSMENT TEAM (IAT) Effective Date: August 2014 2. PROCESS FOR ESTABLISHING THE IAT If any one of the stakeholders set out above becomes aware of such an incident the following process must be followed: Contact the Airport Compliance Coordinator - Security Contact Officer on 0409 XXX XXX and request that an IAT be formed. The Airport, in conjunction with the requester, will assess whether the IAT should meet in person or if a teleconference is sufficient. Note a combination of parties meeting in person and via teleconference is also acceptable; If meeting in person the location will be at the Airport Management Offices. The IAT should always be located remotely from the Forward Command Post if established; Compile relevant tools/checklists to assist in the assessment process and recording decisions made; and, If certain stakeholders can’t be initially contacted continue to attempt to contact the stakeholder to ensure as broad a representation as possible on the IAT. Note: it is the responsibility of each agency to ensure that appropriate communication means are available to enable IAT discussions. The Incident Assessment Team (IAT) Page 5 of 20 This electronic document is a controlled document August 2014 INCIDENT Revision No. V2-01 ASSESSMENT TEAM (IAT) Effective Date: August 2014 3. OPERATIONS OF THE IAT Determining Lead Decision Making and Response Stakeholder and Support Arrangements One of the key early tasks of the IAT is to undertake a tactical assessment of the event to determine the most appropriate response requirements and the lead stakeholder which will be designated responsibility for the primary decision making and response handling. Each event will be assessed on its merits and depending on the particular issue and the impact it may have on the various IAT stakeholders a determination will be made as to which agency has lead stakeholder responsibility. As a general rule the stakeholder who is most significantly affected by the incident will be designated the lead stakeholder in the IAT unless that stakeholder delegates that position. Whilst the most significantly affected stakeholder may delegate the role of Chair of the IAT they cannot delegate their decision making responsibilities. In recognising that stakeholder organisations will most likely be managing the incident by their standard operational responses processes, upon initiation of the IAT, the Airport Security Contact Officer will contact the lead stakeholder first (when apparent) to advise of the request to establish an IAT and negotiate for an appropriate representative to join the IAT. This will also include determining the time when such a representative would be available. This approach is designed to provide a two way benefit. The representative from the lead stakeholder organisation will be required to provide an initial impact assessment but they will also be able to bring back to their operational team an understanding of how other impacted stakeholders will be managing the situation. Note: It may be the case that legislative requirements dictate who the lead stakeholder/agency will be rather than who is most affected by the incident – e.g. hazardous materials located within an aircraft may result in the airline being most affected yet law enforcement/Fire may in fact take the lead. Other stakeholders will then support the lead stakeholder in the decision making and response process. This support will include the provision of advice and additional information regarding the emerging incident situation. Support will also include resources to assist in responding to the incident. Such resources may include law enforcement capabilities along with airport response resources (i.e. CCTV, security personnel, safety vehicles, access to the wider airport community etc.). The Incident Assessment Team (IAT) Page 6 of 20 This electronic document is a controlled document August 2014 INCIDENT Revision No. V2-01 ASSESSMENT TEAM (IAT) Effective Date: August 2014 GUIDING PRINCIPLES The following principles will guide the operation of the IAT: The Airport will establish an IAT upon the request of any Stakeholder. All Stakeholders commit to providing a representative, with linkages back to their operational response team, to inform the IAT of the impact and response plans. The IAT will review the event based on all relevant information available from all relevant stakeholders to make a tactical assessment of the event and to consider the response and resolution arrangements most appropriate to the event. The lead stakeholder will be formally agreed between participants and recorded in writing.