ACI-LAC 2015 ANNUAL GENERAL ASSEMBLY Doing it right when things go wrong September 2, Miami-Dade Aviation Department

Transcription

1 ACI-LAC 2015 ANNUAL GENERAL ASSEMBLY Doing it right when things go wrong September 2, 2015 Miami-Dade Aviation Department

2 CRISIS OPERATIONS Planning Exercises Infrastructure Stakeholder Collaboration Notification and Event Management Media Public Communications

3 HURRICANE PREPAREDNESS Given its geographic location, Miami International Airport is particularly at risk during hurricane season (June 1 Nov. 30) MIA has developed a comprehensive hurricane preparedness plan that is exercised regularly Assist airport operators across the Caribbean and Latin America in how to prepare for storm events To date in 2015, MIA has initiated preliminary preparations in anticipation of two named storms (Danny, Erika)

4 HURRICANE PREPAREDNESS Notifications Preparations Facilities Airside Terminals Landside GAAs Fire Police Stakeholders Security Passengers Post Hurricane Mutual Aid Agreements

5 HURRICANE PREPAREDNESS MIA s well-established hurricane season preparations process is initiated every spring: o Departmental preparation meeting (April) o Hurricane season kickoff meeting for all airport stakeholders (May) o Review of all exterior airport structures and remediation as needed (January June) o Activation of Command Post and emergency operations: o Alpha/Bravo staff schedule o Clearing and securing of airfield o Repositioning of jet bridges

6 CASE STUDY: FUEL FARM FIRE On March 23, 2011, MIA s fuel farm experienced a devastating fire Fuel pumps to one of two sections of the farm ignited and burned for several hours amidst a field of fuel tanks Fuel pumping capacity was cut by 50% overnight MIA s engineers were forced to improvise and reestablish fuel flow under extreme conditions and heavy outside pressure

7 Impact to Operations Fuel delayed and cancelled from to Delayed Cancelled Arrivals Departures Arrivals Departures Date 24-Mar Mar Mar Mar Mar Mar Mar Mar Apr Totals

8 Emergency Response A multidisciplinary team of design and construction professionals was immediately put into place which included: Miami-Dade Facilities and Maintenance Division Miami-Dade Civil and Environmental Division Department of Environmental Resources Management Building Department Miami-Dade Fire and Rescue Department Consultants Contractors Fueling Operators 8

9 Temporary Pumping Facilities Just 16 hours after the fire, MIA engineers had built and operationalized a temporary fix for the 14 destroyed pumps Within 7 days built a temporary pump station restoring capacity to 100% The temporary pump station consisted of a bank of six (6) pumps and two (2) filter banks. Initially run with diesel pumps. 9

10 CASE STUDY: FUEL FARM FIRE MIA immediately activated an on-site command post Staff and stakeholders held joint briefings every morning to review progress and plan the way ahead The command post also hosted daily press conferences to inform public

11 An Innovative Solution Learning from our experience, to avoid the potential of a recurring fire spreading to adjacent equipment, the pumps and filters were housed in individual enclosed, fire rated buildings with active fire protection systems. The pump stations were located as far as practicable from the jet fuel storage tanks. The new system s unique design provides additional safety to guard against fire events and to ensure continued operation. The new station consist of, five 200-horsepower motors and five 1,200-gpm pumps housed in three individual concrete block buildings with two-hour fire protection ratings. Three buildings house the five pumps. (Two buildings contain two pumps each, and a third building contains one pump with room for another.) A concrete block wall, also with a two-hour fire rating, separates the pumps within each building. The 2,500-gpm filter vessels are housed in two buildings, and the motor control system is housed in a separate building. Separate buildings house the controllers, emergency generators and electrical vaults. 11

12 Completed Pump and Filter Station 12

13 CASE STUDY: EBOLA RESPONSE The 2014 Ebola outbreak in west Africa forced MIA to quickly reassess its ability to respond to communicable diseases As global concerns grew, MIA initiated a 4-step planning process: o Review existing Communicable Disease Emergency Response Plan o Identify and address gaps/deficiencies in plan o Engage relevant partner agencies o Hold tabletop drill with all partners to test airport community s ability to respond to outbreak

14 CASE STUDY: EBOLA RESPONSE Legal Authorities Reporting Assignment of Stakeholder Responsibilities Command Structure (Scenario Dependent) Notifications Responses Screening Decontamination Quarantine

15 CASE STUDY: EBOLA RESPONSE Throughout the Ebola scare, MIA prioritized timely, ongoing communications with more than a dozen partner agencies: o updates o Weekly conference calls o Regularly scheduled stakeholder meetings o Table Top and Practical Exercises Stakeholder Snapshot (17 total): o Centers for Disease Control (CDC) o Florida Health Department o U.S. Customs and Border Protection o Federal Aviation Administration o Red Cross o Airlines

16 CRISIS COMMUNICATIONS Clear, well-coordinated communication with the media and public is vital during crisis situations As modes of communication have evolved, MIA has placed growing emphasis on leveraging its social media platforms to more effectively disseminate information Traditional media outreach also maintains an important role in overall crisis communications, with both major modes delivering concise, consistent messaging

17 AIRPORT OPERATIONS CENTER MIA is currently planning a world-class Airport Operations Center (AOC) that serves as the center for monitoring, collaboration and coordination of daily airport operations The AOC is also being designed to easily transform into a fully functioning Command and Control Center for emergency and crisis situations Current operations facilities at the airport are small and outdated, and emergency operations are directed from a converted conference room

18 ECONOMIC POWERHOUSE INDUSTRY LEADER INTERNATIONAL BRAND THANK YOU!