Western Airports Disaster Operations Group 
(WESTDOG) 
Airports Mutual Aid Plan 

WESTDOG 
Mutual Aid Plan 
"Airports Helping Airports" 
November 2007 







1 
November 29, 2007

Western Airports Disaster Operations Group 
(WESTDOG) 
Airports Mutual Aid Plan 
Table of Contents 
1.0    Executive Summary 
2.0    Plan Basics 
2.1    Glossary of Key Terms 
2.2    Acronyms 
2.3    Background 
2.4    Premise 
2.5    Participation 
3.0    Roles and Responsibilities 
3.1    Lead Airport (LA) 
3.2    Deputy Lead Airport (DLA) 
3.3    Participating/Affiliating WESTDOG Airports 
4.0    Concept of Operations 
4.1    WESTDOG Mutual Aid Plan (MAP) 
4.2    Transfer of Lead Airport Responsibilities 
4.3    Other Disaster Response Plans 
4.4    National Incident Management System (NIMS) 
4.5    Incident Command System (ICS) 
4.6    Emergency Management Assistance Compact (EMAC) 
4.7    Logistics 
4.8    Affiliation 
5.0    Activation 
8.5    Lead Airport 

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Western Airports Disaster Operations Group 
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Airports Mutual Aid Plan 
Table of Contents (continued) 
5.2    Impacted Airport(s) 
5.3    Deployed Airport(s) 
6.0    Guidance/Information for Deployed Airports 
6.1    Protection and Security 
6.2    Communications 
7.0    Appendices 
7.1    Forms 
7.2    Checklists 
8.0    EMAC Reference Section 
8.1    EMAC Information 
8.2    EMAC Benefits 
8.3    EMAC Administration 
8.4    EMAC Processes and Administration 
8.5    EMAC Operations and Key Entities 



[End of Table of Contents] 




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Western Airports Disaster Operations Group 
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Airports Mutual Aid Plan 

1.0    Executive Summary 
Started in May of 2006, the Western Airports Disaster Operation Group 
(WESTDOG) is a consortium of airports in the western region of the United
States committed to airport assistance and response during a disaster. Simply
stated, the motto of WESTDOG is "airports helping airports." 
The Western Airports Disaster Operations Group (WESTDOG) Mutual Aid Plan
(MAP) establishes the basis for the provision and management of airport
assistance to an affected airport impacted by a catastrophic or significant
disaster or emergency which results in a requirement for local, state or federal
response assistance. Airports that participate in WESTDOG do so with the
understanding that it is a volunteer  program and affiliation has no legal
underpinnings and is not binding. This concept allows airports to contribute
based on their willingness and ability to provide assistance and resources. 
The WESTDOG Mutual Aid Plan (MAP) is based on the fundamental assumption
that a significant disaster or emergency will overwhelm the capability of an airport
or local government to carry out the extensive emergency response necessary to
save lives, protect property, and most important, restore operations.
Consequently, resources of affiliate or supporting airports will be used to provide
response assistance to the affected airport. The designated Lead Airport will be
responsible for executing the plan coordinating response resources. 
Under the Mutual Aid Plan, the Lead Airport will appoint a WESTDOG Incident
Coordinator (WIC) to coordinate the overall delivery of airport response and
assistance. Affiliated or supporting airports will provide response assistance
directly to the affected airport or local government, under direction of the Lead
Airport/ WESTDOG Incident Coordinator. 
Airports that affiliate with WESTDOG volunteer to support the overall concept of
operations of the Mutual Aid Plan (MAP) and to provide assistance when needed
or requested. In addition, affiliate airports also volunteer to participate in planning
efforts, conferences, and exercises in order to maintain an overall airport-toairport
response capability. 
2.0    Plan Basics 
2.1    Glossary of Key Terms: 
General - The definitions contained in this section apply to the terms used
in this plan. Where terms are not included, common usage of the terms
shall apply. 
Agency - Defined either as jurisdictional (having statutory responsibility
for incident management) or as assisting or cooperating (providing
resources or other assistance). 

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Airports Mutual Aid Plan 
"Shall" - Indicates a mandatory requirement. 
"Should" - Indicates a recommendation or that which is advised but not
required. 
"Will" - Indicates a mandatory requirement. 
Deployed Airport - An airport recovery team deployed for the purposes of
rendering service-  and site-restoration; the reconstitution of airport
operations and services. 
Lead Airport - Defined as the Airport having responsibility for activating
and coordinating WESTDOG or as assisting or cooperating (providing
resources or other assistance). 
WESTDOG Incident Coordinator (WIC)  Is the Lead Airport Primary
Point of Contact for WESTDOG during an incident. 
WESTDOG Liaison  Is the WESTDOG point of contact that arrives at the
Impacted Airport and is the main link to WESTDOG. 
Impacted Airport - Is the airport that is affected or impacted by an
Incident, Emergency, and or Major Disaster requesting assisting from
WESTDOG. 
Incident - An occurrence or event, natural or human-caused that requires
an emergency response to protect life or property. Incidents can, for
example, include major disasters, emergencies, terrorist attacks, terrorist
threats, wild land and urban fires, floods, hazardous materials spills,
nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes,
tropical  storms,  war-related  disasters,  public  health  and  medical
emergencies, and other occurrences requiring an emergency response. 
Emergency - Absent a presidential declared emergency, any incident(s),
human-caused or natural, that requires responsive action to protect life or
property. Under the Robert T. Stafford Disaster Relief and Emergency
Assistance Act, an emergency means any occasion or instance for which,
in the determination of the President, Federal assistance is needed to
supplement State and local efforts and capabilities to save lives and to
protect property and public health and safety, or to lessen or avert the
threat of a catastrophe in any part of the United States. 
Major Disaster - As defined under the Robert T. Stafford Disaster Relief
and Emergency Assistance Act (42 U.S.C. 5122), a major disaster is any
natural catastrophe (including any hurricane, tornado, storm, high water,
wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption,
landslide, mudslide, snowstorm, or drought), or, regardless of cause, any
fire, flood, or explosion, in any part of the United States, which in the
determination of the President causes damage of sufficient severity and
magnitude to warrant major disaster assistance under this Act to
supplement the efforts and available resources of States, tribes, local

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Western Airports Disaster Operations Group 
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Airports Mutual Aid Plan 
governments, and disaster relief organizations in alleviating the damage,
loss, hardship, or suffering caused thereby. 
Affiliate Airport - An airport connected to WESTDOG and has a current
affiliate airport application form on file with the Lead Airport. 
Resources - Personnel and major items of equipment, supplies, and
facilities available or potentially available for assignment to incident
operations and for which status is maintained. Resources are described 
by kind and type and may be used in operational support or supervisory
capacities at an incident or at an EOC. 
2.2    Acronyms: 
EMAC  Emergency Management Assistance Compact 
OES or OEM or EMD    Your state department of Emergency
Management 
AAAE  American Association of Airport Executives 
ACI  Airports Council International
NIMS  National Incident Management System 
ICS  Incident Command System 
UC  Unified Command 
DHS  Department of Homeland Security 
FAA  Federal Aviation Administration 
TSA  Transportation Security Administration 
FEMA  Federal Emergency Management Agency 
SEADOG - Southeast Airports Disaster Operations Group 
CONOPS  Concept of Operations 
MAP  Mutual Aid Plan 
WESTDOG  Western Airports Disaster Operations Group 
WIC - WESTDOG Incident Coordinator 
2.3    Background: 
2.3.1  The Western Airports Disaster Operations Group (WESTDOG)
was formed in May, 2007 following a similar consortium and
program developed in 2004 by the Southeast Airports Disaster
Operations Group (SEADOG). SEADOG was created to respond
to potential natural disasters endemic to the region, such as
hurricanes, tornados, and floods. Under SEADOG, airports are

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Western Airports Disaster Operations Group 
(WESTDOG) 
Airports Mutual Aid Plan 
organized in advance of a disaster in order to respond with aid to
another airport impacted by such a disaster. 
2.3.2  The approach of WESTDOG is to formalize the concept of airportto-airport
mutual aid to western region airports that may be
impacted by any natural or man-made disasters such as
earthquakes, floods, wildfires, winter storms or terrorism. Like
other public safety mutual aid agreements, participation in
WESTDOG is voluntary. 
2.4    Premise: 
2.4.1  Airports are critical infrastructure and play a vital role in the
recovery of a region from a disaster, serving as the lifeline for
emergency response, assistance and evacuation. Therefore, it is
imperative that airports be restored to operational capability as
soon as possible following a disaster. Given the importance air
transportation and air services are to disaster response and
recovery, it is  critical that commercial air transportation be
restored as well. 
2.4.2  Individual airports have limited capacity and capability to recover
from catastrophic events. Following a disaster, highly skilled and
specialized employees may be unable to respond to the airport for
many reasons including personal injury, displacement, family
emergencies and other personal tragedy. 
2.4.3  Given the unique and specialized nature of airport operations,
systems, and infrastructure, the skills and resources needed to
restore airport operations more than likely will not be available in
the area. Therefore, it is critical that an airport  network or
consortium is established and ready to respond and assist with
"airport centric" skills and resources. 
2.4.4  The WESTDOG Mutual Aid Plan (MAP) has been developed to
harmonize with existing local, state, and federal disaster or
emergency response plans to provide an effective airport-toairport
response. Establishing coordination, communications and
operations under the fundamentals of the National Incident
Management System (NIMS), the plan ensures an essential
working relationship is created at the appropriate government or
municipal level while providing the vital and timely resources
needed to restore an airport's critical infrastructure and
operations. 


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Western Airports Disaster Operations Group 
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Airports Mutual Aid Plan 
2.5    Participation/Affiliation: 
2.5.1  While all western area airports are invited to participate in
WESTDOG, it is recognized that larger airports have more
resources to dedicate to planning and organizational  efforts.
Therefore, it is anticipated that these airports will assume a lead
role in the WESTDOG initiative. 
2.5.2  All airports participating in WESTDOG are expected to commit a
reasonable number of resources to the ongoing administrative,
planning and organizational efforts of WESTDOG. 
2.5.3  As stated earlier, WESTDOG is a volunteer  program and
participating airports are recognized as affiliates after they
complete and submit a program affiliation form. 
2.5.4  Although the Mutual Aid Plan (MAP) is linked to the Emergency
Management Assistance Compact (EMAC), affiliate airports must
be prepared to absorb costs associated with airport assistance
and disaster response in the event EMAC reimbursement is
unavailable. However, it is unlikely such an instance would occur
given the support, funds, and involvement EMAC has with the
National Emergency Management Association (NEMA).
3.0    Roles and Responsibilities 
3.1    Lead Airport 
3.1.1  Administrative Duties of Lead Airport: 
3.1.1.1 The Lead Airport shall assign personnel within its
organization to coordinate, update, and manage the
WESTDOG program. 
3.1.1.2 In addition, the Lead Airport shall maintain the WESTDOG
Operations Plan, including appendices with checklists for
deployment, EMAC procedures, etc. 
3.1.1.3 As part of its oversight and management responsibilities,
the Lead Airport shall periodically exercise notification
procedures and conduct conference calls. 
3.1.1.4 To   ensure   effective   continuity,   coordination, 
communication, the Lead Airport shall schedule periodic
meetings to review and update the plan, its operational
procedures and checklists, including documenting and
disseminating plans, procedures, protocols and checklists
to associations, airports and others. 

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Western Airports Disaster Operations Group 
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Airports Mutual Aid Plan 
3.1.1.5 As part of a cooperative agreement, the Lead Airport shall
coordinate with SEADOG to share lessons learned. 
3.1.2  One (1) airport will be designated as the Lead Airport  for
WESTDOG for each calendar year. 
3.1.3  A second airport will be designated as the Deputy Lead Airport for
the same year. 
3.1.4  The Lead Airport shall: 
3.1.4.1 Organize and chair meetings and conference calls. 
3.1.4.2 Lead WESTDOG response efforts within western region. 
3.1.4.3 Coordinate WESTDOG response efforts outside of the
western region. 
3.1.4.4 Coordinate any WESTDOG exercises for the calendar
year. 
3.1.4.5 Establish the WESTDOG Disaster Operations Center
(DOC), provide name of WESTDOG Incident Coordinator
(WIC) and  be the focal point for all coordination,
communications, and support to the Impacted Airport. 
3.1.4.6 The Deputy Lead Airport assists the Lead Airport as
needed and assumes that responsibility when the Lead
Airport  is  unable  to  assume  its  primary  lead
responsibilities. 
3.1.4.7 Establish teleconference and data capabilities to ensure
essential communications and coordination with affiliate
airports providing response and assistance. 
NOTE: During the Rita and Katrina hurricane disasters, the
FAA provided SEADOG with teleconference capabilities
through its mobile "phone bridge" system. 
3.2    Deputy Lead Airport 
3.2.1  NOTE: The airport assigned as Deputy Lead Airport shall not be in
the same area as the Lead Airport. To ensure a disaster does not
compromise an airport's ability to fulfill its WESTDOG
responsibilities, it is desired that the Deputy Lead Airport be
separated from the designated Lead Airport by at least 300 miles. 


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Western Airports Disaster Operations Group 
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Airports Mutual Aid Plan 
3.3    Participating/Affiliating WESTDOG Airports shall: 
3.3.1  Determine their legal ability, liabilities and limitations with regard to
participation in WESTDOG. In addition, an affiliate airport shall 
report determinations to the WESTDOG Lead Airport. 
3.3.2  Indicate participation by completing a WESTDOG  "Affiliation
Form." 
3.3.3  Make a good faith effort to participate in WESTDOG conference
calls, meetings, and exercises. 
3.3.4  Ensure an airport Affiliation Form is current and on file with the
Lead Airport. 
3.3.5  Maintain a close relationship with local, county, and state 
emergency management agencies to facilitate efficient processing
of requests for assistance reimbursement. See Section 8.0 for
further information. 
3.3.6  Coordinate  Emergency  Management  Assistance  Compact
(EMAC) procedures and details with local, county, and state
emergency management services/agencies. 
3.3.7  Assess its ability to deploy resources following an event and
coordinate with the WESTDOG Lead Airport. 
NOTE: Affiliate airports SHALL NOT self deploy. 
3.3.8  Provide to the extent possible, planning, operations, logistics and
finance  support  to  WESTDOG  organizational  efforts  and
responses to incidents, emergencies, or disasters. 
4.0    Concept of Operations 
4.1    WESTDOG Mutual Aid Plan 
4.1.1  The WESTDOG Mutual Aid Plan (MAP), as the core operational
plan for regional airport disaster response and management,
establishes a regional-level coordinating structure, process, and
protocols that are designed to be implemented by the designated
Lead Airport. The WESTDOG Mutual Aid Plan (WMAP), which
identifies affiliate airports and incorporates each organization's
pertinent information, provides the basis for contacting affiliate
airports, coordinating response and resources, and managing
emergency support operations. This is generally accomplished by
the Lead Airport's WESTDOG Incident Coordinator (WIC). The
WIC is the primary point of contact (POC) for operations related to
activation of the WMAP. 
4.1.2  To ensure effective coordination and communication with the Lead
Airport, specifically, the WIC, it is paramount that the WESTDOG
Liaison be deployed to the affected or impacted airport's
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Western Airports Disaster Operations Group 
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Airports Mutual Aid Plan 
Emergency Operations Center (EOC). This person is the primary
point of contact (POC) and the "single link" for all coordination and
communication with the WESTDOG Incident Coordinator (WIC).
The WESTDOG Liaison communicates directly with the impacted
airport's  EOC  Director  to  coordinate WESTDOG's  incident
response and resources.
4.1.3  The WMAP, together with other established airport mutual aid
plans, integrates the capabilities and resources of various airports
into a cohesive, coordinated, and seamless regional framework for
airport incident and disaster management. 
4.2    Transfer of Lead Airport Responsibilities 
4.2.1  The WMAP is maintained and managed by the Lead Airport for a
period of one calendar yearfrom January 1 to December 31. To
ensure program and plan continuity, the current Lead Airport is
responsible for coordinating the transfer of responsibilities to the
relieving Lead Airport. 
4.3    Other Disaster Response Plans 
4.3.1  The WESTDOG MAP is considered a regional affiliation program
for airport mutual aid and is not formally related to or associated
with any state or federal incident-  or hazard specific plans.
However, WESTDOG augments local, state and federal incident
response plans and establishes a relationship with the Emergency
Management Assistance Compact (EMAC). Each affiliate airport
is responsible to ensure proper coordination with and linkage to its
local and/or state EMAC coordinator. 
4.4    National Incident Management System 
4.4.1  The WESTDOG MAP and the National Incident Management
System (NIMS) are complimentary documents designed to assist
and enhance the Lead Airport's incident management capabilities
and overall effectiveness. The NIMS provides a template for
incident management regardless of magnitude, scope, or cause.
Use of NIMS and the WMAP enables the Lead Airport, Impacted
Airport, and Deployed Airports to work together effectively and
efficiently to prepare for, respond to, and recover from disasters or
incidents. 
4.5    Incident Command System 
4.5.1  The Incident Command System (ICS) is generally used to
establish a Unified Command (UC) when there is more than one 
agency with incident jurisdiction or when incidents cross-political
jurisdictions.  Agencies  work  together  through  designated
members of the Unified Command to establish their designated
Incident Commanders at a single Incident Command Post (ICP).
In the Unified Command, entities develop a common set of
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Western Airports Disaster Operations Group 
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Airports Mutual Aid Plan 
objectives and strategies, which provides the basis for a single
Incident Action Plan (IAP). 
4.6    Emergency Management Assistance Compact 
4.6.1  The Emergency Management Assistance Compact (EMAC) is a
national Governor's interstate mutual aid compact that facilitates
the sharing of resources, personnel and equipment across state
lines during times of disaster or emergency. EMAC is formalized
into law by member parties. Currently, each state is a member of
EMAC. 
4.6.2  The Emergency Management Assistance Compact (EMAC),
established in 1996, has been effective and reliable when
activated and stands today as the cornerstone of mutual aid. The
EMAC mutual aid agreement and partnership between member
states exist because from earthquakes, wildfires to toxic waste
spills, and terrorist attacks to biological and chemical incidents, all
states share a common enemy: the threat of disaster. 
4.6.3  Since being ratified by Congress and signed into law, in1996,
(Public Law 104-321), 50 states, the District of Columbia, Puerto
Rico, Guam, and the US Virgin Islands have enacted legislation to
become members of EMAC. EMAC is the first national disasterrelief
compact since the Civil Defense and Disaster Compact of
1950 to be ratified by Congress. 
4.6.4  For more detailed information on EMAC, its administration,
processes, and management, access the EMAC website at
www.emacweb.org. 
4.7    Logistics 
4.7.1  Once the WESTDOG MAP is activated, the Lead  Airport's
WESTDOG Incident Coordinator (WIC) shall communicate names
and key contact information to the WESTDOG affiliates as well as
AAAE, ACI-NA and the FAA Region. 
4.7.2  Each affiliate airport is responsible for maintaining WESTDOG email
and telephone contact information. 
4.7.3  To ensure continuity of data and information, the Lead Airport is
responsible for maintaining the WESTDOG MAP and associated
affiliate airport data file (Airport Affiliation Application and Profile). 
4.8    Affiliation 
4.8.1  Airports that affiliate with WESTDOG do so in volunteer status. 
However, once the WESTDOG MAP is activated, affiliate airports
should expect to be contacted by the Lead Airport regarding its
ability to provide response and assistance to an impacted or

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Airports Mutual Aid Plan 
affected airport. Within the spirit and intent of WESTDOG, each
affiliate airport contacted shall determine its ability to provide
response and assistance at any given time. 
5.0    Activation 
5.1    Lead Airport shall: 
5.1.1  Designate a WESTDOG Incident Coordinator (or coordinator if
working multiple shifts) from the Lead Airport to coordinate,
administrate and manage the WESTDOG Mutual Aid Plan (MAP). 
5.1.2  Activate WESTDOG Mutual Aid Plan (MAP). 
5.1.3  Make every attempt to contact the Impacted Airport following an
emergency to establish points of contact at the Impacted Airport.
In addition, the Lead Airport shall remind the Impacted Airport and
Deployed Airports to use the WESTDOG MAP to ensure essential
coordination and communications. 
5.1.3.1 Assess the situation and determine if the Impacted Airport 
will need assistance. 
5.1.3.2 After speaking with the Impacted Airport or if unable to
make contact, determine if a reconnaissance team should
be deployed to assess the situation. If a team is deployed,
it should contact the appropriate authorities to advise and
facilitate access to the incident site. 
5.1.3.3 Identify and define the initial actions and roles for
WESTDOG airports that are providing response and
assistance. 
5.1.4  Remind the Impacted Airport to coordinate with their state Office
of Emergency Services (OES) to initiate the EMAC process and
obtain a mission number for the incident or disaster. 
5.1.5  Determine what resources are available on scene to support
deploying   personnel   (food,   quarters,   transportation,
communications, etc.). 
5.1.6  Schedule conference calls to coordinate initial actions. 
5.1.7  Continually disseminate information to all WESTDOG airports-- 
both deployed and affiliates. Also, provide vital information to
AAAE, ACI, FAA and others, as appropriate. 
5.1.7.1 Submit a Situation Report (SITREP). See Forms. 
5.1.8  Delegate and/or assign specific tasks to other airports (such as
collecting data, receiving reports, conducting research, tracking
resources, etc.) and track task progress. 

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Airports Mutual Aid Plan 
5.1.9  Coordinate actions with AAAE/ACI/FAA/SEADOG local, county,
and state OES  to facilitate wide dissemination of resource
requirements. 
5.1.10 Schedule and assign deployments of volunteer WESTDOG airport
resources. 
5.1.10.1 Assign a Lead Liaison to represent all the Deployed
Airports (teams) to the Impacted Airport. 
5.1.11 Track the progress of Deployed Airports to the Impacted Airport. 
5.1.12 Schedule additional follow-on airport response and assistance
deployments, as necessary. 
5.1.13 Host conference calls as required to coordinate actions. 
5.2    Impacted Airport(s) shall: 
5.2.1  Contact the Lead Airport (WESTDOG Incident Coordinator), if
able, and provide a damage assessment and list of critical
personnel and equipment resources required or needed. Use the
Airport Damage Assessment Checklist  for this purpose.  See
Checklists. 
5.2.2  Initiate EMAC process with the local, county and state Office of
Emergency Services (OES). 
5.2.3  Refer offers of assistance to the Lead Airport (WESTDOG Incident
Coordinator) for coordination. 
5.2.4  Determine what lodging and provisions would be available to
responding Deployed Airports (teams). 
5.2.5  Designate a WESTDOG liaison for communications coordination
with Lead Airport (WESTDOG Incident Coordinator). 
5.3    Deployed Airports (teams) shall: 
5.3.1  Designate a WESTDOG Liaison. 
5.3.1.1  The WESTDOG Liaison establishes contact with the
Impacted Airport Emergency Operations Center (EOC)
upon arrival and determines the current rules of
engagement for response and assistance  at the
Impacted Airport. The Lead Liaison should plan to work
in the EOC. 
5.3.1.2  The WESTDOG Liaison establishes Work Team Lead(s)
for the Deployed Airports (teams)  to coordinate the
response, mitigation and recovery efforts in the field.
Multiple leads may be necessary for each work area
(maintenance, operations, law enforcement, fire, etc.). 

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5.3.1.3  The WESTDOG Liaison (lead person) regularly gives
status reports to the Lead Airport (WESTDOG Incident
Coordinator). 
5.3.1.4  At least twice daily, the WESTDOG Liaison shall
coordinate with the Impacted Airport to ensure Deployed
Airports (teams) have clear work tasks and adequate
provisions and lodging. 
6.0    Guidance/Information for Deployed Airports 
6.1    Depending on the circumstances of the incident or disaster, Deployed
Airports may chose to bring their own law enforcement personnel (LEP)
to assist with security and protection of response and assistance teams. 
6.2    To ensure essential and vital communications and coordination, Deployed
Airports should strongly consider deploying with its own equipment for
point-to-point communications, for example, walkie-talkies, CB radios,
SAT telephones, etc. 
7.0    Appendices 
7.1    Forms/Checklists 
7.1.1  Affiliation Application Form 
7.1.2  Impacted Airport Damage Assessment Checklist 
7.1.3  Request for Assistance Form 
7.1.4  Situation Report Form (SITREP) 
7.1.5  Impacted Airport Recovery Checklist 
7.1.6  Deployment Checklist 
8.0    EMAC Reference Section 
8.1    Information: Emergency Management Assistance Compact (EMAC) 
8.1.1  The  Emergency  Management  Assistance  Compact
(EMAC), established in 1996, has weathered the storm
when tested and stands today as the cornerstone of
mutual aid. The EMAC mutual aid agreement and
partnership between member states exist because from
hurricanes to earthquakes, wildfires to toxic waste spills,
and terrorist attacks to biological and chemical incidents, 
all states share a common enemy: the threat of disaster. 
8.1.2  Since being ratified by Congress and signed into law, in 
1996, (Public Law 104-321), 50 states, the District of
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Airports Mutual Aid Plan 
Columbia, Puerto Rico, Guam, and the US Virgin Islands
have enacted legislation to become members of EMAC.
EMAC is the first national disaster-relief compact since the
Civil Defense and Disaster Compact of 1950 to be ratified
by Congress. 
8.1.3  The strength of EMAC and the quality that distinguishes it
from other plans and compacts lies in its governance
structure, its relationship with federal organizations, states,
counties, territories, and regions, and the ability to move
just about any resource one state has to assist another
state, including medical resources. 
8.2    EMAC offers the following benefits: 
8.2.1  EMAC assistance may be more readily available than
other resources. 
8.2.2  EMAC allows for a quick response to disasters using the
unique human resources and expertise possessed by
member states. 
8.2.3  EMAC offers state-to-state assistance during Governor
declared state of emergencies: 
8.2.4  EMAC offers a responsive and straightforward system for
states to send personnel and equipment to help disaster
relief  efforts  in  other  states.  When  resources  are
overwhelmed, EMAC helps to fill the shortfalls. 
8.2.5  EMAC establishes a firm legal foundation: Once the
conditions for providing assistance to a requesting state
have been set, the terms constitute a legally binding
contractual  agreement  that  make  affected  states
responsible for reimbursement. Responding states can rest
assured that sending aid will not be a financial or legal
burden and personnel sent are protected under workers
compensation and liability provisions.   The EMAC
legislation   solves   the   problems   of liability   and
responsibilities of cost and allows for credentials to be
honored across state lines. 
8.2.6  EMAC provides fast and flexible assistance: EMAC allows
states to ask for whatever assistance they need for any
type of emergency, from earthquakes to acts of terrorism. 

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8.2.7  EMAC's simple procedures assist states in dispensing with
burdensome bureaucratic processes. 
8.2.8  EMAC can move resources other compacts can not - like
medical resources. 
8.2.9  Thanks to EMAC, states are able to join forces and help
one another when they need it the most: whenever
disaster strikes. 
8.3    EMAC Administration 
8.3.1  The strength of EMAC and the quality that distinguishes it from
other plans and compacts lies in its governance structure. EMAC
is administered by NEMA, the National Emergency Management
Association. 
8.3.2  The EMAC Committee of NEMA, led by its chairperson, is the
managing body of the compact and provides overall policy
direction for EMAC operations. The committee is made up of
representatives from each member state, either the state director
or his or her appointed representative. The committee formally
meets twice a year, usually concurrently with the NEMA annual
and mid-year conferences. 







8.3.3  The Chair and the EMAC Executive Task Force ensure that
EMAC is in a constant state of readiness and that improvements
to the processes are ongoing to meet the needs of member
states. The Executive Task Force comprises the Chair, the Chair-
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elect, the Past Chair, Lead State Representatives (LSRs) from
each of the 10 FEMA regions, three at-large members, Legal
Liaison, as well as the National EMAC Coordinator and the EMAC
Senior Advisor.  The Executive Task Force meets (at least
bimonthly) to conduct the business of the compact. 
8.3.4  The National EMAC Coordinator and the EMAC Senior Advisor 
serve ex officio on the Executive Task Force. They do not vote
and their positions do not count against the authorized
representation. The NEMA EMAC Coordinator is the national point
of contact for EMAC, coordinates EMAC activities, maintains the
EMAC Operations Manual, the Field Guide, and the Operating
Protocols with support from the Senior EMAC Advisor. 
8.3.5  The Chair of the Executive Task Force can also appoint Special
Assignment implementation and maintenance of the compact. 
Typically, Special Assignment Task Forces are involved in
updating procedures and developing training courses. 
8.3.6  The Lead State Representatives (LSRs) serve as information
conduits between the Operations Subcommittee and the member
states. LSRs represent the viewpoints of the member states by
actively participating and voting on official ETF matters. LSRs
facilitate training courses and mentor states within their regions. 
8.3.7  The NEMA staff provides administrative support to EMAC. 
8.4    EMAC Processes and Administration 
8.4.1  Generally speaking, EMAC works because the members of the
Compact are passionate about helping one another during times
of disaster. 
8.4.2  EMAC is administered by NEMA, The National Emergency
Management Association, who provides the day to day support
and technical backbone for EMAC education and operations. To
understand the administrative organization of EMAC, please visit
"Who Administers EMAC". 
8.4.3  During the times of an emergency, NEMA staff work with EMAC
Member States to ensure that a smooth relay of information
passes through the EMAC system to coordinate relief efforts. 
8.4.4  In the simplest of terms, EMAC works as follows: 

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8.5    There are eight (8) key entities in EMAC operations: 
8.5.1  Requesting State - any EMAC member state that is asking for
interstate assistance under the Compact. The governor must
declare a state of emergency before the EMAC process can be
initiated. 
8.5.2  Assisting State -  any EMAC member state responding to a
request for assistance from and providing resources to another
EMAC member state through the Compact. 
8.5.3  Authorized Representative (AR) - the person within a member
state empowered to obligate state resources (provide assistance)
and expend state funds (request assistance) under EMAC. In a
Requesting State, the AR is the person who can legally initiate a
request for assistance under EMAC. In an Assisting State, the AR
is the person who can legally approve the response to a request
for assistance. State Emergency Management Directors are
automatically ARs. The director may delegate this authority to
other emergency management officials within the organization, as

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long as they possess the same obligating authority as the
director. 
8.5.4  Designated Contact (DC) - is a person within a member state who
is very familiar with the EMAC process. The DC serves as the
point of contact for EMAC in his or her state and can discuss the
details of a request for assistance. This person is not usually
legally empowered to initiate an EMAC request or authorize
EMAC assistance without direction from the AR. A list of DCs is
found in Appendix E in Section V of the EMAC Operations
Manual. 
8.5.5  EMAC National Coordination Group (NCG) - is the nationwide
EMAC point of contact during normal day-to-day, nonevent
periods. The NCG is prepared to activate EMAC on short notice
by coordinating with the ARs and DCs of the EMAC member
states when an emergency or disaster is anticipated or occurs.
The NCG is collocated with the current Chair of the EMAC
Operations Subcommittee and Executive Task Force. Because
the Chair of the EMAC Operations Subcommittee changes every
year, the NCG changes every year as well. 
8.5.6  EMAC National Coordinating Team  (NCT) -  If DHS/FEMA
activates  the  National  Response  Coordination  Center  to
coordinate the federal response and recovery operations during
an emergency or disaster, DHS/FEMA may request a coordination
element from EMAC. The EMAC NCT is the EMAC team that is
deployed to serve as a liaison at the NRCC, located in
Washington, D.C. From the NRCC, the EMAC NCT coordinates
with the deployed EMAC components responding to the
emergency or disaster and is the liaison between the EMAC
assistance efforts and the federally provided assistance efforts.
The costs for deploying and maintaining an EMAC NCT at the
NEOC are reimbursed by DHS/FEMA through NEMA/CSG. 
8.5.7  EMAC Regional Coordinating Team  (RCT) -  If DHS/FEMA
activates a Regional Coordination Center (RRCC) to coordinate
the regional response and recovery operations during an
emergency or disaster, DHS/FEMA may request a coordination
element from EMAC. The EMAC RCT is the EMAC team that is
deployed to serve as a liaison at the RRCC. From the RRCC, the
EMAC RCT coordinates with deployed EMAC components
responding to the emergency in states within the region, and is the
liaison between the EMAC assistance efforts and the federally
provided assistance efforts. The costs for deploying and
maintaining an EMAC NCT at the NEOC are reimbursed by
DHS/FEMA through NEMA/CSG. 
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8.5.8  Member States 
8.5.8.1 All Member States have the following responsibilities (as
defined in the EMAC Articles): 
8.5.8.2 To be familiar with possible joint member situations 
8.5.8.3 To be familiar with other states' emergency plans 
8.5.8.4 To develop  an emergency plan and procedures for
managing and provisioning assistance 
8.5.8.5 Assist in warnings 
8.5.8.6 Protect and ensure uninterrupted delivery of services,
medicine, water, food, energy and fuel, search and rescue,
and critical lifeline equipment, services, and resources 
8.5.8.7 Inventory and set procedures for interstate loan and
delivery of human and material resources, including
procedures for reimbursement or forgiveness 
8.5.8.8 Provide for the temporary suspension of any statutes or
ordinances that restrict implementation 
8.5.9  EMAC can be used for ANY capability one member state has that
can be shared with another member state. So long as there is a
governor declared state of emergency, EMAC can be called to
action and used. 



[End of WESTDOG Mutual Aid Plan] 




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Appendicies 
Description of WESTDOG Forms and Checklists 
*Note- Forms are listed in the general order in which they may be used.
FORMS 
1.  Affiliation Application Form - This form provides basic information for airports who
wish to be part of the WESTDOG plan. Affiliation form information is entered into
an Excel database and maintained by the Lead and Deputy Lead airports. The
spreadsheet is provided to the primary point of contact at all affiliate airports. 

2.  Request for Assistance Form - This form simply formalizes an airports desire to
request activation of the WESTDOG plan. The completed form is ideally sent via
fax and/or email and followed up with a live contact call to the WESTDOG
Incident Coordinator (WIC) at the Lead Airport. Basic contact information for the
impacted airport is provided (verified) by way of this form to ensure efficient
communications at the onset of an event. 
3.  Situation Report Form (SITREP) - This form is designed to notify affiliate airports
and appropriate unified command entities of a WESTDOG activation, impacted
airport(s) status, WESTDOG deployment team(s) status, other pertinent
information, and future WESTDOG conference calls. 
CHECKLISTS 
4.  Impacted Airport Recovery Checklist - This form is a general guideline designed
to assist an airport evaluate its ability to regain operational status to a) facilitate
emergency responders (land based as well as fixed and/or rotor wing aircraft
emergency response) and b) commercial air service. 
5.  Impacted Airport Damage Assessment Checklist- This checklist is a generic
guideline for impacted airports to perform a post event, self-assessment in order
to determine a priority list of resources that may be requested of WESTDOG
affiliates through the Lead Airport. 
6.  Deployment Checklist  Guidance for deploying WESTDOG Airports (teams).




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Forms 




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Airport ______________________________ 
WESTDOG 
WESTERN AIRPORTS DISASTER OPERATIONS GROUP 
AFFILATION APPLICATION 
Prior to submitting this form, applicant should determine their appropriate level of participation and any organizational
legal challenges or concerns. WESTDOG is an informal, unincorporated, voluntary, group of airports designed to
provide airport specialized resources and personnel during disaster situations. Participation is entirely voluntary.
Although provisions will be made to attempt to secure reimbursement of funds, participants should anticipate that their
costs in association with WESTDOG will be entirely born by the participant, without compensation or reimbursement. 

Participating airport: ___________________________________    Main phone: ______________ 
Address ___________________________________   Main Fax # ______________ 
___________________________________ 
Guiding Principles of WESTDOG: 
Airport agrees not to self-deploy and will work within WESTDOG structure (concept of operations) to assist other
airports or to receive airport related assistance. 
Airport understands that all supplies, personnel time and equipment provided in support of WESTDOG operations
may be without reimbursement or compensation. 
Airport will update contact information and provide these updates to Lead Airport. 
Airport will make a good faith effort to participate in conference calls, meetings and exercises. 
Airport will work closely with state, county and local emergency management agencies to facilitate efficient
processing of requests for assistance, mission numbers, etc. and understands it is solely responsible to obtain
reimbursement through these agencies. 
Airport Emergency Point of Contact:
Primary Contact:                   Name _________________________________________ 
Primary #             Cell #         Other 24 hr #          Email address 

Other info/comments 
Secondary Contact:               Name _________________________________________ 
Primary #             Cell #         Other 24 hr #          Email address 

Other info/comments 

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Emergency contact numbers: 
(Provide order of precedence with 1 as the first number that should be attempted) 
Rank                Primary #               Secondary # 
_____Satellite Phone:  ___________________________ ___________________________ 
_____Arpt Emer/Comm Ctr: ___________________________ ___________________________ 
_____City/County 911 Ctr. ___________________________ ___________________________ 
_____ City/County Emer. Mgt ___________________________ ___________________________ 
_____Other         ___________________________ ___________________________ 

AIRPORT PROFILE:            Airport Name: __________________ 
Key Personnel 
Title                         Name                             24 hr contact # 
Airport Director         ___________________________ __________________________ 
Emergency Director/Mgr ___________________________ __________________________ 
Public Safety Director/Mgr. ____________________________ __________________________ 
Fire Chief            ____________________________ __________________________ 
Police Chief           ____________________________ __________________________ 
Operations Director/Mgr. ____________________________ __________________________ 
Unique/Special Resources available from this airport: 
(Identify any resources that may reasonably be anticipated in support of WESTDOG operations and which are available on short
notice and maintained in working condition. Consider only those resources that will not affect your airport's continued operations
and/or Part 139 status or ARFF index requirements. It is understood that this equipment may not be available at the time
of the incident.) 
Personnel/Equipment       Availability Status/ Conditions of use 



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Western Airports Disaster Operations Group 
(WESTDOG) 
Request for Assistance Form 
Date: ___________________ 
Local Time: _____________ Zulu time: ________________ 
Requesting Airport Name: ________________________________________ 
Three (3) Letter Airport Identifier: ______________ 
Name and Title of Airport Representative Requesting Assistance: 

Best available way to contact you? 
Cell Number: ______________________________________ 
Satellite Phone Number: ___________________________________ 
EOC Primary Number: ___________________________________ 
EOC Secondary Number: ___________________________________ 
Office number:      ___________________________________ 
Alternate Airport Representative Name: _____________________________ 
Cell Number: ______________________________________ 
EOC primary number: ___________________________________ 
EOC secondary number: ___________________________________ 
Office number:      ___________________________________ 

Brief Description of Emergency (Facility damage, injuries, effect on commercial air
service): 
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________ 

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WESTDOG SITUATION REPORT (SITREP) 

WESTDOG ACTIVATION DATE: ____________    DAY: ______ 
DATE OF THIS REPORT:   ___________________ 
REPORT NUMBER:      _______ 
UTC & LOCAL TIME OF THIS REPORT: _________/__________ 
ISSUING PARTY (LEAD AIRPORT NAME/NUMBER/EMAIL): 


IMPACTED AIRPORT(S) CURRENT OPERATIONAL STATUS: 


WESTDOG RESOURCE DEPLOYMENT UPDATE: 

ADDITIONAL PERTINENT INFORMATION: 

NEXT WESTDOG CONFERENCE CALL (UTC TIME, PHONE/PIN #): 

EMAIL DISTRIBUTION: 
___ ALL WESTDOG AFFILIATES 
___ IMPACTED AIRPORT(S) 
___ DEPUTY LEAD AIRPORT 
___ UNIFIED COMMAND ENTITIES (LOCAL, STATE, FEDERAL). SPECIFY: 
___ OTHER PARTIES (SPECIFY): 


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Checklists 




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Impacted Airport Recovery Checklist 
Phase 1: Initial Recovery 
A.    Senior Management/Operations 
1.  Activate Incident Command System (ICS), establish the Emergency Operations
Center (EOC), designate staffing, laptops, and coordinate with the Mobile
Command Post//Incident Command, as applicable. 
2.  Complete WESTDOG Airport Damage Assessment Checklist. Obtain airfield
condition report from Airfield Operations personnel including status of airfield
lighting, fixtures and other airfield needs for the WESTDOG bridge line call 
3.  Contact WESTDOG Incident Coordinator (WIC) and prepare for arrival of
WESTDOG Assessment Team. 
4.  Brief federal partners (FAA Tower/TRACON, TSA, CBP) on the conditions of the
airport. 
5.  Notify TSA of any Changed Condition Affecting Security. 
6.  Develop back-up security program in the event power is not restored or access
control system fails. Coordinate with Law Enforcement and TSA. 
7.  Verify staffing and equipment of ARFF. 
8.  Assess status of fuel supplies. Acquire alternative supply of unleaded and diesel
fuel, if necessary. 
9.  Select location for Emergency Federal and State Command Centers, Forestry
Service, and other agencies which may assist. 
10. Have key personnel utilize 800 MHZ radios if tower is intact. Other
communication devices such as cell phones may be ineffective. 
11. Establish location for daily briefings and WESTDOG bridge line conference calls. 
12. Establish location for WESTDOG Deployed Teams and discuss logistics with
WIC. 
13. The WESTDOG WIC will a schedule for deployment of recovery teams and an
exit strategy for recovery teams during bridge line calls. Post in the EOC. 
14. Establish staging area for disaster relief operation to accommodate cargo aircraft
and 18 wheelers. 
15. Coordinate with power companies for damage assistance and restoration of
power. 
16. Contact Petroleum Recovery Services to ensure fuel in storage tanks is not
contaminated. 
17. Contact suppliers for Fuel Farm for the resumption of delivery of Jet A. 

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18. Request assistance from DOT to ensure all Jet A and fuel deliveries arrive
unimpeded. 
19. Coordinate with Emergency Management and other agencies involved in
recovery. 
20. Designate location for military to set up area for assistance in the distribution of
relief supplies. 
21. Prepare Contingency Plan for arrival of VIP's, including Air Force One. 
22. Utilize the amateur radio (HAM radios) and satellite phones, if available. 
B.    Maintenance 
1.  Obtain generator for the Fuel Farm for dispensing of Jet A. 
2.  Determine location of debris piles and advise the EOC. 
3.  Barricade downed power lines. 
4.  Provide generator power and 500 gal water supply container to the ice machine. 
5.  Shut off water supply lines to public areas and post warnings. 
6.  Clear debris from airport access roads to the terminal. 
7.  Coordinate the posting of stop signs and directional signs on barricades with law
enforcement specific to areas where traffic lights and stop signs are down. 
8.  Dump debris in designated dumpsites separating wood, trees and shrubs, from
construction material such as aluminum, steel, and concrete. Notify EOC of
location of designated dump sites. 
C.    Airfield Operations 
9.  Conduct complete airfield inspection (lights, pavement erosion, fences etc.). 
10. Coordinate with the local military or heavy equipment company for removing
debris from the airfield. 
11. Determine the operational status of the ATCT and advise Operations. 
12. Make all necessary repairs to runways, taxiways and apron areas. 
13. Clear debris and haul to designated dump. 
14. Issue NOTAM's and arrange with ATCT for relief flight clearances. 
15. Provide a complete list of airfield lighting, fixtures, or other items requiring
replacement and advise AF and ATCT. Deliver the completed list of needs to
EOC prior to the Bridge Line call. 
16. Coordinate with Operations for the staging of disaster relief operations for cargo
aircraft and 18 wheelers. 

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D.    Public Safety 
17. Test communications with ARFF, Emergency Management, and other agencies
involved in the recovery. 
18. Verify ARFF is at the required staffing levels and assessment of equipment is
reported. Report staffing levels and equipment assessment to Airport
Operations. 
19. Secure access to the airport terminal. 
20. Establish Mobile Command Post, if necessary. 
21. Establish Incident Command and designate a Safety Officer. 
22. Secure the Airfield. 
23. Contact heavy equipment company or the military for airfield support. 
24. Establish communication through satellite phone in dispatch in the event landlines
and Nextel communications are out of service. 
25. Utilize the Ham Radio should satellite communications fail. 
26. Secure public access roads to the terminal until cleared by the Executive
Director. 
E.    Purchasing 
Accept/log inbound relief supplies and store in Purchasing. 
F.     Administration 
27. Executive Director and Commissioners review the need to meet with
Congressional Representatives in Washington, D.C. 
28. Determine status of employees on the ride out crew. 
29. Contact replacement recovery crews. 
30. The Assistant Executive Director or his designated representative will head a full
damage assessment summary team comprised of the URS Consultant,
WESTDOG Assessment Team, and engineering to conduct assessments of the
infrastructure to include Airfield, Terminal, roadways and support facilities for risk
management. 
31. Log the assignment of Mission Numbers from CEMA and provide copies to the
EOC. 
32. Obtain pictures of damage to the terminal structure prior to repair or removal.
Ensure dates, times and location of the picture are recorded. 
33. Make arrangements for ride-out meals as necessary. 

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34. Contact Emergency Management and establish whether or not the airport will be
the relief distribution point. 
35. Keep log of all phone calls both inbound and outbound. 
G.    Engineering 
36. Inspect airfield. 
37. Inspect terminal for structural damage. 
38. Determine if water is potable and arrange for testing by the city/county officials. 
39. Conduct a drainage structural inspection and report the results to the Director of
Operations. 
40. Make arrangements with the Assistant Executive Director to accompany him on
the full damage assessment summary. 
D.    Fire Department 
41. Determine the condition of Ride  Out Crews on the airport. 
42. Take necessary rescue actions. 
43. Provide emergency medical care to Ride-Out Crews, civilians in the terminal and
injured tenants on airside property. 
44. Check for fire hazards, downed electrical lines and activated fire alarms. 
E.    Marketing 
45. Provide statement to the Press regarding the condition of the airport after
consulting with the Executive Director. 
46. Provide news media with scheduled updates at 8 AM, 12 PM and 4 PM on the
recovery process. 

(Note: Airports should keep records of all labor and material costs resulting from disaster
damage. Where possible, submit work orders to document requests for maintenance support
and document labor hours and costs. Record damage and recovery efforts by an individual
assigned to capture digital/still photos accompanied by a scribe to document damage, date, and
time to ensure timely processing of insurance claims.) 
Phase 2: Secondary Recovery 
A.    Operations 
1.  Determine the overall condition of the terminal and note damage. 

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2.  Custodial supervisor to determine extent of water saturation to the carpet and 
determine whether or not an industrial service is required. 
3.  Contact local mosquito control agency and request assistance for breeding
areas. 
4.  Establish a program for environmental services based on existing conditions. 
5.  Arrange for contractors to make functional repairs. 
6.  Request the Department of Natural Resources conduct an environmental and
animal assessment on the airport. 
7.  Coordinate with TSA and ensure screening equipment is operational and can be
calibrated. 
8.  Reestablish security measures in preparation of the resumption of scheduled
passenger service. 
9.  Test the access control system and verify function of cameras. 
10. Contact Airline GM's as to the resumption of air service. 
11. Contact all tenant managers as to the expected resumption of air service. 
B.    Maintenance 
12. Determine general condition of the terminal, noting all damage. 
13. Board up broken windows. 
14. Remove standing water. 
15. If water is found within the terminal, expect problems with mold, fungus and other
related issues associated with standing water. Evaluate carpet replacement and
report findings to Director of Operations. 
16. Remove locks and clamp devices from jet ways and ensure they are properly
aligned. 
17. Bury dead animals in non saturated soil. 
18. Arrange for contractors to make repairs. 
19. Remove fallen/damaged exterior light fixtures/signs to maintenance area for
repairs. 
20. Inspect and clean up any debris at TSA Security Checkpoint as well as EDS and
remove visqueen. 
21. Position remote air conditioning units and large fans near the Concourse. 
C.    Public Safety Department 
22. Patrol and secure residential, industrial, and airfield tenant areas. 

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23. Contact vehicle towing company to remove damaged vehicles from access roads
to remote parking lots. 
24. Coordinate issuance of NOTAM's with Airfield Operations Manager. 
25. Designate locations for Federal and State Emergency Management. 
26. Post "Condemned  Do Not Enter" signs on buildings condemned by
Engineering or URS. The buildings will be spray painted with a large red X. 
D.    Administration 
27. Notify insurance companies. 
28. Contact airline managers to determine status of the resumption of flights. 
29. Contact Airline Station Managers and determine if a Critical Response team is
available for support. 
30. Designate a Purchasing employee to pick up supplies for Administrative
purposes. 
E.    Engineering 
31. Establish buildings that are unsafe for occupation and spray paint a red X over
the doors. 
32. Once buildings are inspected and or condemned, report status to Executive
Director and Airport Operations. 
33. Coordinate terminal repairs with URS consultant and maintenance. 

Phase 3: Repairs and Financial Recovery 
A.    Operations 
1.  Review plans for terminal repairs and coordinate with Engineering. 
2.  Review all EMAC mission numbers, recovery team invoices and verify against
laptop data for accuracy. 
3.  Transfer disaster data storage to Accounting. 
4.  Schedule internal and external lessons learned briefings and make adjustments
to the disaster plan(s). 
B.    Maintenance 
5.  Verify that work orders associated with disaster recovery have been isolated from
pre-disaster work orders. 
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6.  Verify work orders within the system are accurate; contain date, time and
description of work performed. 
7.  Attempt to sell debris to an independent salvage company. 
8.  Maintenance Manager to coordinate repairs through airport staff. 
C.    Public Safety Department 
9.  Conduct an assessment and determine the number of stop signs, traffic lights,
road signs, speed limit signs and detour signs require replacement. Order for
overnight delivery. 
10. Submit work order for Grounds to install signage and list as a priority. 
11. Prepare to dismantle the barricades at the direction of the Executive Director and
coordinate with Maintenance. 
12. Submit expenses associated with the disaster such as overtime, additional
security personnel, barricades, and road signs. Ensure documentation exists in
the data base to substantiate expenses. 
D.    Administration 
13. Conduct review with CEMA to determine the flow of reimbursable expenses
associated with the disaster. 
14. Cross reference mission numbers with expenses from recovery teams and
prepare for submission to FEMA. 
15. Sort pictures of disaster damage to the respective reimbursable expense and
submit to FEMA. Ensure date, time and location of picture is documented. 
16. Provide ledger to document the date of reimbursement 
E.    Engineering 
17. Review requirements necessary to obtain FAA Disaster Relief Grants. 
18. File the necessary documents to obtain FAA Disaster Relief Grants. 
19. Coordinate with Maintenance to ensure terminal repairs/construction meet the
required standards. 

[End of Impacted Airport Recovery Checklist] 


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Impacted Airport Damage Assessment Checklist 
Phase 1: Initial Recovery 
A.    Senior Management/Operations 
23. Activate Incident Command System (ICS), establish the Emergency Operations
Center (EOC), designate staffing, laptops, and coordinate with the Mobile
Command Post//Incident Command, as applicable. 
24. Complete WESTDOG Airport Damage Assessment Checklist. Obtain airfield
condition report from Airfield Operations personnel including status of airfield
lighting, fixtures and other airfield needs for the WESTDOG bridge line call 
25. Contact WESTDOG Incident Coordinator (WIC) and prepare for arrival of
WESTDOG Assessment Team. 
26. Brief federal partners (FAA Tower/TRACON, TSA, CBP) on the conditions of the
airport. 
27. Notify TSA of any Changed Condition Affecting Security. 
28. Develop back-up security program in the event power is not restored or access
control system fails. Coordinate with Law Enforcement and TSA. 
29. Verify staffing and equipment of ARFF. 
30. Assess status of fuel supplies. Acquire alternative supply of unleaded and diesel
fuel, if necessary. 
31. Select location for Emergency Federal and State Command Centers, Forestry
Service, and other agencies which may assist. 
32. Have key personnel utilize 800 MHZ radios if tower is intact. Other
communication devices such as cell phones may be ineffective. 
33. Establish location for daily briefings and WESTDOG bridge line conference calls. 
34. Establish location for WESTDOG Deployed Teams and discuss logistics with
WIC. 
35. The WESTDOG WIC will a schedule for deployment of recovery teams and an
exit strategy for recovery teams during bridge line calls. Post in the EOC. 
36. Establish staging area for disaster relief operation to accommodate cargo aircraft
and 18 wheelers. 
37. Coordinate with power companies for damage assistance and restoration of
power. 
38. Contact Petroleum Recovery Services to ensure fuel in storage tanks is not
contaminated. 
39. Contact suppliers for Fuel Farm for the resumption of delivery of Jet A. 

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40. Request assistance from DOT to ensure all Jet A and fuel deliveries arrive
unimpeded. 
41. Coordinate with Emergency Management and other agencies involved in
recovery. 
42. Designate location for military to set up area for assistance in the distribution of
relief supplies. 
43. Prepare Contingency Plan for arrival of VIP's, including Air Force One. 
44. Utilize the amateur radio (HAM radios) and satellite phones, if available. 
B.    Maintenance 
47. Obtain generator for the Fuel Farm for dispensing of Jet A. 
48. Determine location of debris piles and advise the EOC. 
49. Barricade downed power lines. 
50. Provide generator power and 500 gal water supply container to the ice machine. 
51. Shut off water supply lines to public areas and post warnings. 
52. Clear debris from airport access roads to the terminal. 
53. Coordinate the posting of stop signs and directional signs on barricades with law
enforcement specific to areas where traffic lights and stop signs are down. 
54. Dump debris in designated dumpsites separating wood, trees and shrubs, from
construction material such as aluminum, steel, and concrete. Notify EOC of
location of designated dump sites. 
C.    Airfield Operations 
55. Conduct complete airfield inspection (lights, pavement erosion, fences etc.). 
56. Coordinate with the local military or heavy equipment company for removing
debris from the airfield. 
57. Determine the operational status of the ATCT and advise Operations. 
58. Make all necessary repairs to runways, taxiways and apron areas. 
59. Clear debris and haul to designated dump. 
60. Issue NOTAM's and arrange with ATCT for relief flight clearances. 
61. Provide a complete list of airfield lighting, fixtures, or other items requiring
replacement and advise AF and ATCT. Deliver the completed list of needs to
EOC prior to the Bridge Line call. 
62. Coordinate with Operations for the staging of disaster relief operations for cargo
aircraft and 18 wheelers. 

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D.    Public Safety 
63. Test communications with ARFF, Emergency Management, and other agencies
involved in the recovery. 
64. Verify ARFF is at the required staffing levels and assessment of equipment is
reported. Report staffing levels and equipment assessment to Airport
Operations. 
65. Secure access to the airport terminal. 
66. Establish Mobile Command Post, if necessary. 
67. Establish Incident Command and designate a Safety Officer. 
68. Secure the Airfield. 
69. Contact heavy equipment company or the military for airfield support. 
70. Establish communication through satellite phone in dispatch in the event landlines
and Nextel communications are out of service. 
71. Utilize the Ham Radio should satellite communications fail. 
72. Secure public access roads to the terminal until cleared by the Executive
Director. 
E.    Purchasing 
Accept/log inbound relief supplies and store in Purchasing. 
F.     Administration 
73. Executive Director and Commissioners review the need to meet with
Congressional Representatives in Washington, D.C. 
74. Determine status of employees on the ride out crew. 
75. Contact replacement recovery crews. 
76. The Assistant Executive Director or his designated representative will head a full
damage assessment summary team comprised of the URS Consultant,
WESTDOG Assessment Team, and engineering to conduct assessments of the
infrastructure to include Airfield, Terminal, roadways and support facilities for risk
management. 
77. Log the assignment of Mission Numbers from CEMA and provide copies to the
EOC. 
78. Obtain pictures of damage to the terminal structure prior to repair or removal.
Ensure dates, times and location of the picture are recorded. 
79. Make arrangements for ride-out meals as necessary. 

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Western Airports Disaster Operations Group 
(WESTDOG) 
Airports Mutual Aid Plan 
80. Contact Emergency Management and establish whether or not the airport will be
the relief distribution point. 
81. Keep log of all phone calls both inbound and outbound. 
G.    Engineering 
82. Inspect airfield. 
83. Inspect terminal for structural damage. 
84. Determine if water is potable and arrange for testing by the city/county officials. 
85. Conduct a drainage structural inspection and report the results to the Director of
Operations. 
86. Make arrangements with the Assistant Executive Director to accompany him on
the full damage assessment summary. 
D.    Fire Department 
87. Determine the condition of Ride  Out Crews on the airport. 
88. Take necessary rescue actions. 
89. Provide emergency medical care to Ride-Out Crews, civilians in the terminal and
injured tenants on airside property. 
90. Check for fire hazards, downed electrical lines and activated fire alarms. 
E.    Marketing 
91. Provide statement to the Press regarding the condition of the airport after
consulting with the Executive Director. 
92. Provide news media with scheduled updates at 8 AM, 12 PM and 4 PM on the
recovery process. 

(Note: Airports should keep records of all labor and material costs resulting from disaster
damage. Where possible, submit work orders to document requests for maintenance support
and document labor hours and costs. Record damage and recovery efforts by an individual
assigned to capture digital/still photos accompanied by a scribe to document damage, date, and
time to ensure timely processing of insurance claims.) 
Phase 2: Secondary Recovery 
A.    Operations 
34. Determine the overall condition of the terminal and note damage. 

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November 29, 2007

Western Airports Disaster Operations Group 
(WESTDOG) 
Airports Mutual Aid Plan 
35. Custodial supervisor to determine extent of water saturation to the carpet and 
determine whether or not an industrial service is required. 
36. Contact local mosquito control agency and request assistance for breeding
areas. 
37. Establish a program for environmental services based on existing conditions. 
38. Arrange for contractors to make functional repairs. 
39. Request the Department of Natural Resources conduct an environmental and
animal assessment on the airport. 
40. Coordinate with TSA and ensure screening equipment is operational and can be
calibrated. 
41. Reestablish security measures in preparation of the resumption of scheduled
passenger service. 
42. Test the access control system and verify function of cameras. 
43. Contact Airline GM's as to the resumption of air service. 
44. Contact all tenant managers as to the expected resumption of air service. 
B.    Maintenance 
45. Determine general condition of the terminal, noting all damage. 
46. Board up broken windows. 
47. Remove standing water. 
48. If water is found within the terminal, expect problems with mold, fungus and other
related issues associated with standing water. Evaluate carpet replacement and
report findings to Director of Operations. 
49. Remove locks and clamp devices from jet ways and ensure they are properly
aligned. 
50. Bury dead animals in non saturated soil. 
51. Arrange for contractors to make repairs. 
52. Remove fallen/damaged exterior light fixtures/signs to maintenance area for
repairs. 
53. Inspect and clean up any debris at TSA Security Checkpoint as well as EDS and
remove visqueen. 
54. Position remote air conditioning units and large fans near the Concourse. 
C.    Public Safety Department 
55. Patrol and secure residential, industrial, and airfield tenant areas. 

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November 29, 2007

Western Airports Disaster Operations Group 
(WESTDOG) 
Airports Mutual Aid Plan 
56. Contact vehicle towing company to remove damaged vehicles from access roads
to remote parking lots. 
57. Coordinate issuance of NOTAM's with Airfield Operations Manager. 
58. Designate locations for Federal and State Emergency Management. 
59. Post "Condemned  Do Not Enter" signs on buildings condemned by
Engineering or URS. The buildings will be spray painted with a large red X. 
D.    Administration 
60. Notify insurance companies. 
61. Contact airline managers to determine status of the resumption of flights. 
62. Contact Airline Station Managers and determine if a Critical Response team is
available for support. 
63. Designate a Purchasing employee to pick up supplies for Administrative
purposes. 
E.    Engineering 
64. Establish buildings that are unsafe for occupation and spray paint a red X over
the doors. 
65. Once buildings are inspected and or condemned, report status to Executive
Director and Airport Operations. 
66. Coordinate terminal repairs with URS consultant and maintenance. 

Phase 3: Repairs and Financial Recovery 
A.    Operations 
20. Review plans for terminal repairs and coordinate with Engineering. 
21. Review all EMAC mission numbers, recovery team invoices and verify against
laptop data for accuracy. 
22. Transfer disaster data storage to Accounting. 
23. Schedule internal and external lessons learned briefings and make adjustments
to the disaster plan(s). 
B.    Maintenance 
24. Verify that work orders associated with disaster recovery have been isolated from
pre-disaster work orders. 
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November 29, 2007

Western Airports Disaster Operations Group 
(WESTDOG) 
Airports Mutual Aid Plan 
25. Verify work orders within the system are accurate; contain date, time and
description of work performed. 
26. Attempt to sell debris to an independent salvage company. 
27. Maintenance Manager to coordinate repairs through airport staff. 
C.    Public Safety Department 
28. Conduct an assessment and determine the number of stop signs, traffic lights,
road signs, speed limit signs and detour signs require replacement. Order for
overnight delivery. 
29. Submit work order for Grounds to install signage and list as a priority. 
30. Prepare to dismantle the barricades at the direction of the Executive Director and
coordinate with Maintenance. 
31. Submit expenses associated with the disaster such as overtime, additional
security personnel, barricades, and road signs. Ensure documentation exists in
the data base to substantiate expenses. 
D.    Administration 
32. Conduct review with CEMA to determine the flow of reimbursable expenses
associated with the disaster. 
33. Cross reference mission numbers with expenses from recovery teams and
prepare for submission to FEMA. 
34. Sort pictures of disaster damage to the respective reimbursable expense and
submit to FEMA. Ensure date, time and location of picture is documented. 
35. Provide ledger to document the date of reimbursement 
E.    Engineering 
36. Review requirements necessary to obtain FAA Disaster Relief Grants. 
37. File the necessary documents to obtain FAA Disaster Relief Grants. 
38. Coordinate with Maintenance to ensure terminal repairs/construction meet the
required standards. 

[End of Impacted Airport Damage Assessment Checklist] 


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November 29, 2007

Western Airports Disaster Operations Group 
(WESTDOG) 
Airports Mutual Aid Plan 
Deploying Airport Response and Assistance Checklist 
Deploying Personnel  Items to consider: 
Sleeping system (sleeping bag & pillow) 
Undergarments 
Socks 
Wash cloth and towel (2 sets) 
Personal hygiene kit 
Raingear and or Gore-tex pants/jacket 
Gloves 
Airport ID cards/Driver's license 
Personal medications 
Alarm clock 
Shower shoes 
Sunglasses 
"Cutter" bug repellant 
Purell hand wash sanitizing liquid 
Flashlight with extra batteries 
Sunscreen 
Padlocks (2 sets) 
Baby wipes (unscentedbugs love scented) 
Baby powder/foot powder (again, baby powderunscented) 
Personal first aid kit 
Phone calling card 
Spare set of eyeglasses 
Mosquito netting for sleeping area if outside 
Variable conditions to consider when developing your packing list. Plan for hardships,
keep climate of area being deployed to in mind. 
Water disruption  no tap water 
Power outage  poor vision/no air conditioning 
Limited food availability 
Extreme heat and humidity 
Housing shortage  sleep in shelters on cots 
Working conditions  long working hours 
Limited health care access  extreme emotional stress 
Travel conditions - transportation limitations  sharing rides 
Air quality  asthma/breathing 
Lifting limitations  50 lb. items 
DO NOT BRING: 
Firearms, pyrotechnics, large knives, hard to secure items, high-dollar items 
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November 29, 2007