Guideline ABCX AIRWAYS Part 1

Transcription

© AERPS / MASTERAVCON (A Williams) 2007 to 2014 - some rights reserved (but see preamble note 9B)
Guideline
ABCX AIRWAYS
Crisis Response Planning Manual
Part 1
EMERGENCY RESPONSE PLAN
Volume 3
Note - This series of guideline and guideline / template documents has been designed to provide
a strong and well researched information framework upon which aircraft operators can build
reliable and high quality emergency / crisis response plans, which will deliver should the
unthinkable happen - provided, as always, that the operator has done its part in the entire
building process of the plan and everything else which follows on, particularly training in and
exercising of the plan
Aircraft operators wishing to use the guidelines and guideline / templates to assist in the
production (original or rewrite) of their own equivalent emergency plans, have the complete
flexibility of using as much or little of the provided information - as is desired
A significant advantage of using this series of documents to prepare emergency plans is
‘standardisation’ - thus alleviating the potential difficulties of having as many different
emergency response plans as there are aircraft operators and airports - which e.g. can make
mutual emergency support operations between airlines (and airlines & airports) more problematic
than they otherwise ought to be in the 21st century
www.aviationemergencyresponseplan.com (Parent Website)
Revision - Original / 31 Oct 13 / CRPM Part 1 (ERP) / Volume 3 - Humanitarian Assistance
1
Preamble
Reading of the below notes is strongly recommended before proceeding further
Note 1 - This document is intended for use as a guideline to assist in the production of an
aircraft operator (airline) emergency response plan (ERP) - with this particular document (CRPM
Part 1 / Volume 3) dealing specifically with airline ‘Humanitarian Assistance’ operations - as
related to an airline catastrophic aircraft accident type scenario
The assumption has been made that no humanitarian assistance operation is currently in place
OR - that it is desired to review / upgrade any existing humanitarian assistance operation by
using this guideline as a reference
Note 2 -There are two types of documents in the CRPM series - you are reading one type right
now i.e. a ‘guideline’. The other type is a ‘guideline / template’. CRPM Part 1 / Volume 3 exists
only in the guideline format
A guideline provides fairly comprehensive information & guidance on its specific subject area but is generally not a true template for actual production of an emergency response plan (but
can nonetheless be a very useful aid in the task - & should be used as such accordingly).
Guidelines are generally used when the specific subject area of concern is too complex to be
easily presented in the more comprehensive guideline/template version
Conversely, a guideline/template, if implemented as intended, should lead to the successful
production of an associated airline emergency response plan - in the area of interest covered by
the relevant ‘subject specific’ area of the selected template/guideline i.e. it is more of a true
document template, in the more commonly accepted sense of the word
Both types of document are produced as ‘works of reference’. The reader hopefully appreciates
that any work of reference needs to be comprehensive enough to deliver what is required hence the comparatively large size of some of the documents in the ‘guideline’ and ‘guideline /
template’ series
It is anticipated that larger/more complex aircraft operators may need to account for the
greater majority of subjects areas covered in these documents - whilst smaller/simpler
operators may be able to ‘mix, match & adapt’ to a degree - as appropriate to their own
circumstances
Note 3 - Fictitious (scheduled) passenger airline ‘ABCX Airways’ has been used to provide
‘context’ throughout this document - and has been broadly based on a medium to large sized
United Kingdom registered, headquartered & main based operator. ABCX Airways is an
international carrier (including USA destinations). The airline can be assumed to be well
resourced and supported from an emergency response planning context (manpower, budget,
facilities, top management approval & support etc.)
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Whatever applies to ABCX Airways in this document may be regarded as also being typically
applicable, to a greater or lesser degree, to other (medium to large sized) scheduled passenger
airlines worldwide (and most other passenger carrying airlines e.g. charter and lease operations)
- with regard to emergency response planning. However, there will always be differences - and it
is for users to adequately account for them, when producing their own emergency plans as based
on a CRPM series guideline or guideline/template
This document may also be adapted for use as a guide by other aircraft operators (e.g. cargo /
executive / VVIP / rotary etc.). However, appropriate differences should be accounted for
Non-UK registered and / or non-UK main based operators should interpret & adapt this
document accordingly - as applicable to their own specific circumstances - but do remember
that when operating into UK and / or the European Union, then some parts of this document may
still be applicable / advisable / best practice e.g. those concerning humanitarian assistance
Note 4 - Most terms and abbreviations used in this document are generic i.e. not specific to any
particular airline, airport etc. Whilst many will be the same or very similar to terms in actual
(real / operational) use world-wide, the ‘generic’ use and nature of such terms and abbreviations
should always be remembered and accounted for accordingly i.e. when preparing real emergency
plans based on using this guideline as a reference - ensure that all generic terms are replaced
with specific (real / in-use) local terms (i.e. your own airline’s / airport’s actual (in-use) terms),
where appropriate
However, if you are able to adopt the terminology, acronyms etc. (+ associated concepts,
practicalities) used in this guideline into your own ERPs, this will assist in achieving a highly
desirable degree of world-wide standardisation between aircraft operators - and between
aircraft operators and airport operators
Note 5 - An airline requires a suitably effective and efficient method of documenting, in detail,
the requirements of its emergency response plan. A brief account of such a documentation
method as used in this series of guideline or guideline / template documents will be found on
pages 18 - 20 of this document (i.e. the one you are reading now). It is a well tried and proven
method and it is recommended that airlines consider adopting same. If done, this will further
strengthen the standardisation aspects of ERPs amongst airlines
Note 6
How to use this Guideline (Instructions)
Information for preparation & production of a new or upgraded airline HAT ERP (as based on this
guideline) will generally be provided by:

‘Written instruction’ - requiring already completed sections of the appropriate guideline
document (pre-prepared generic material, which will be provided as part of the
appropriate document) to simply be ‘copy & pasted’ into any new or upgraded airline plan
under preparation. Where required the ‘copy & paste’ material can (must) be altered of
course, to suit any specific requirements of the new or updated ERP being worked upon
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AND / OR

‘Written instruction’ - requiring the person(s) working on the new or upgraded airline
plan under preparation to obtain and insert appropriate information him / herself which will almost certainly require some original thought and research, some decision
making (e.g. policy & budget), time and effort etc. (What we are referring to here is
information which no ‘generic’ guideline such as this is able to provide)
An example of how typical ‘instructions’ appear in the guideline documents series is shown below:
Example Instruction x -The front cover sheet for your own CRPM Part 1 / Volume xx will be
found on the next page of this guideline document. You can simply ‘copy & paste’ it into the front
(first page) of your own document
Remember to:
* Insert the name of your airline in the appropriate place
* Change or remove the logo (top left of header)
* Amend the rest of the ‘header & footer’ text to your own requirements - as required
* Insert any other required information
Such ‘written instructions’ plus any associated material to ‘copy & paste’ will generally be
included within the specific guideline or guideline / template document as associated with any
specific new or upgraded airline ERP under preparation. This means e.g. that for each airline
Part 1 Volume to be produced / upgraded - there will be a corresponding and separate guideline
or guideline / template document to refer to; ‘copy & paste’ information from; take instruction
from etc. i.e. ……………………
Crisis Response Planning Manual Part 1 (Emergency Response Plan - ERP)
New / Upgraded Airline Plan under Preparation
Volume 1
Volume 2
Volume 3
Volume 4
Volume 5
Volume 6
Volume 7
Volume 8
Volume 9
Volume 10
Associated Guideline Document
Volume 1*
Volume 2
Volume 3
Volume 4*
Volume 5
Volume 6
Volume 7*
Volume 8
Volume 9*
Volume 10
You are currently reading the document highlighted above in yellow (right hand side of table).
Red asterisked (*) documents listed in the table above (right hand side) are guideline /
templates. All others listed are guidelines only
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Note 7
Terms such as ‘humanitarian assistance’, ‘humanitarian assistance team’, ‘humanitarian assistance
centre’ etc. are used throughout this document (i.e. emphasising use of the word humanitarian)
There is good reason for this e.g. the common airline & airport use of the equivalent terms
‘family assistance team’, ‘family assistance centre’ etc. is prevalent. However, such terms imply
that such teams, centres & services involved are just for ‘families’ - which is incorrect of course
Similarly, use of words ‘Special Assistance Team’ and ‘special assistance’ generally implies (to
airports & airlines) services supplied as part of an airline’s & airport’s ‘normal operations’ (e.g.
provision of wheelchairs; escorts for unaccompanied minors etc.). Consequently, the use of such
terms can be rather confusing in the emergency response context – and might be best avoided
Lastly, ABCX Airways is based upon a UK airline. In UK contingency (crisis) response operations
the appropriate word used is ‘humanitarian’. Accordingly (for the sake of standardisation & to
prevent confusion) - exclusive use of the word ‘humanitarian’ (as described and in context with the
above) is actively encouraged
Note 8 - This guideline is predicated on ABCX Airways being a large airline with plenty of
resources, including manpower - which can be deployed during a crisis response. This will
obviously not be the case for some users. For aircraft operators with limited resources
(especially manpower), this guideline should be adapted & downsized accordingly. It is clearly
acknowledged here that this might prove difficult to accomplish but must nevertheless be done
to the best ability of the operator and its resources. No airline should ever be without a viable
Humanitarian Assistance plan & team! (Note that it is often possible to outsource some element
of the Humanitarian Assistance task to appropriately qualified, experienced and specialist (i.e.
aviation) third party commercial service providers)
Note 9A

This original document (the ‘work’) contains material protected under International and
/ or Federal and / or National Copyright Laws & Treaties. Any unauthorised use of this
material is prohibited

However, all & any entities & persons are licensed / authorised (by the copyright owner /
original author) to use the work under the terms of something known as a ‘creative
commons licence’. (Follow the link below to see the basic terms of this licence in plain
language (from there you can then also link to the ‘legal’ language version)):
Attribution - Non-Commercial 3.0 Unported Licence - (CC BY-NC 3.0)
Note - ‘attribution’ means placing the following (below) text in the header (or some other
prominent position e.g. the page after the title page / front cover) of all and any derivative
document(s) (known as ‘adaptations’) - which you make at any time - as based on this work:
‘© AERPS / MASTERAVCON (A H Williams) - some rights reserved’
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
For any other use of the work (e.g. use for commercial / for profit purposes) - written
permission is required. Such permission can be requested from: [email protected]

The copyright owner / original author agrees that the term ‘commercial’ (as used above)
can be fairly interpreted as not applying to any use of this work as a template /
guideline, where such use is made solely (only) for producing an emergency response plan
or similar document - and where such use is solely (only) made by an entity (e.g. an
airline) or a person(s) in the employ of such entity - for use by such entity alone

If derived / adapted / changed versions (adaptations) of this work are made, then a
statement to this effect must be placed in some appropriate, prominent position (e.g.
the page after the title page / front cover) of all and any such derived / adapted /
changed versions e.g.
‘…………This is an adaptation of [insert title / name of the work] by [AERPS /
MASTERAVCON / A H WILLIAMS (copyright owner and author)] …………’

If adaptations of this work are made, it is recommended that all images in the original
are replaced and / or omitted in the adaptation. This is in order to avoid any potential
infringement of image copyright, which the original work copyright owner / author might
reasonably be unaware of

Entities and persons intending to distribute this work and / or adaptations to other
entities and persons, shall be responsible for ensuring that the terms, conditions etc. of
this ‘Note’ and the associated ‘creative commons licence’ referred to above, are passed
on in turn. All entities and persons receiving such distributed versions are then bound by
these same terms and conditions
Note 9B - Some information shown in Appendices A, D, E & F of this document is not AERPS
copyright but is believed to be in the public domain. If this is not so - please see note 9C below
Note 9C - Any person / entity having reasonable cause to believe that his / her / its copyright has
been infringed in this document (work) - should please contact the author soonest, in order that the
issue can be mutually and satisfactorily resolved, without undue delay - [email protected]
Note 10 - Despite every care being taken in the preparation of this series of guideline &
guideline / template documents, they will inevitably contain errors, omissions & oversights,
incorrect assumptions etc. Users identifying same in this particular document (the one you are
reading now) are requested to notify the author accordingly at: [email protected]
The information contained in this document is provided on an ‘as is’ basis, without any warranty.
Whilst every care has been taken in the document’s preparation, the author shall have no liability to
any person or entity - with respect to any loss or damage caused (actual or allegedly) directly or
indirectly, by use of such information
Actual (real) instructions for use in this guideline document commence on page 8:
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Memorial to Swissair flight SR 111 - Near Peggy’s Cove, Nova Scotia, Canada
Note - the humanitarian response (immediate and longer term) to the SR 111 mass fatality air
accident (September 2nd 1998) is generally acknowledged as an example of a very well managed
and implemented operation – by the airlines involved (Swissair & Delta - code-sharing - SR being
the operating carrier)
Most importantly – this has been clearly acknowledged by many of the families, relatives &
friends of the SR 111 accident victims
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Guideline - Instruction 1
The front cover sheet for your own CRPM Part 1 / Volume 1 will be found on the next page of
this guideline document. You can simply ‘copy & paste’ it into the front (first page) of your own
document.
Remember to:
* Insert the name of your airline in the appropriate place
* Change or remove the logo (top left of header)
* Amend the rest of the ‘header & footer’ text to your own requirements - as required
8
Insert airline name here xxxxxxx
Crisis Response Planning Manual (CRPM)
Part 1 - ERP
EMERGENCY RESPONSE PLAN
Volume 3
Insert Appropriate Image Here?
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Guideline - Instruction 2
As this document (the one you are now reading) is a ‘guideline’ rather than a ‘guideline /
template’, no further instructions will be provided other than the general instruction below:
(It has been assumed that this general instruction is targeted at the airline person(s)
responsible for introducing ‘humanitarian assistance operations’ into the airline’s overall
emergency response plan as related to a catastrophic aircraft accident
Users are reminded that this guideline document is based on the assumption that ‘the airline’
does not yet have its own Humanitarian Assistance operation (but is about to introduce one) - or
is desirous of reviewing and updating its current system)
General Instruction
You should use your own common sense, logic, skill, experience; consultation with appropriate
colleagues and external ‘experts’; direction from ‘above’ etc. - to adapt the information provided
in this guidelines document (the one you are now reading) to prepare, document and implement a
Humanitarian Assistance operation which is specific to your own airline’s circumstances and
purposes - possibly as also influenced by interested third parties such as local airport
operators; emergency services; government authorities etc.
Where felt useful, the layout (but not necessarily the content) shown on pages 11 to 20 of this
guidelines document, might be adapted for use in the introductory section of your own
‘Humanitarian Assistance Operations’ plan
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Contents
Contents
Document Approval
List of Effective Pages
Revision List
Revision Procedure
Distribution
Abbreviations
Important Note
Phone Home Scheme
Practical Use of the Crisis Response Planning Manual
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12
12
12
13
13
14
16
17
18
Section 1
Section 2
Introduction
Key Elements of an Airline Humanitarian Assistance
22
24
Appendix A
Additional Explanatory Material
49
App A / Attachment 1 U.S. Model
App A / Attachment 1 UK Model
Family Assistance Centre & JFSOC
Humanitarian Assistance Centre
61
72
Appendix B
Appendix C
Some Typical Examples / Samples (Checklists etc.)
Template Leaflet for HAT Recruitment Use
91
132
Appendix D
Appendix E
Appendix F
Further informal notes on the HAT
Further informal notes on the FAC
Article - In the event of Disaster - Family Assistance Programmes
136
165
181
Appendices D to E are provided for information only
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Document Review & Approval
This document has been reviewed for adequacy by ‘ABCX Airways’ Humanitarian
Assistance Manager, whose confirming signature appears below
(x xxxxxxx)
31 Oct 13
This document has been approved for adequacy by ABCX Airways Operations
Director, whose confirming signature appears below
(y yyyyyyy)
31 Oct 13
List of Effective Pages
Pages 1 through xxx - effective dates 31 Oct 13 - Revision (Original)
Revision List
Revision No
Revision (Original)
Date
31 October 2013
By
TBA
This document is available to all employees, in electronic version, via *********
(Insert path to ABCX Airways intranet and / or nominated company share-point site here:
………………………………………………………………………………………………………………………………………………………………………)
Five (5) controlled document * hard copies are also available at *********
(Insert location(s) of hard copies here:
…………………………………………………………………………………………………………………………………………………………………………)
* Note - at least 2 hard copies shall be located / stored ‘off-site’ - for business continuity purposes
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Revision Procedure
******* Manager shall be responsible for managing the revision process for this document
Changed (i.e. new, revised, deleted etc.) information will be shown by a vertical bar to the right of
the approximate area of the changed information, as demonstrated in this paragraph. Additionally,
all changed text will be highlighted in blue
Individual revision pages for this document will not be issued. When revisions are required, the
whole document will be re-issued electronically (via the company intranet site - otherwise via a
nominated company share-point site or similar), with the new revision(s) (since the previous version)
having been already incorporated
Each new revision will be notified to all employees via a company-wide broadcast email message or
similar. Additionally, all nominated employees as stipulated in the CRPM should additionally check
the appropriate section of the company intranet / nominated share-point site (or similar) weekly to
check for revision updates
Nominated employees as per the above paragraph shall notify the ******* Manager via email or
similar - to confirm that they have studied the parts of the document affected by the appropriate
revision, understood the consequences / implications / expectations of same - and have
implemented / will implement whatever measures (if any) may be required of them (by the revision)
accordingly
******* Manager shall maintain a current and accurate list of all such nominated employees and use
this list to manage the ‘confirmations’ referred to above
Revisions supplied to authorised external parties shall be managed by direct email / similar methods
******* Manager shall maintain & retain appropriate records concerning relevant parts of the above
Hard copy document revisions will simply require removal of the complete ‘old’ document from its
cover - and insertion of the replacement. ******* Manager shall be responsible for ensuring that
this process is reliably achieved and that appropriate records are maintained and retained
Distribution
See above
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Generic Acronyms used in this Template
AKA
C4
CD
CHC
CIQ
CISD
CISM
CMC
C-LACC
‘also known as’
(Crisis) Command, Control, Co-ordination & Communication
Crisis Director (Person charged with overall airline crisis C4 - at the highest level)
CMC Humanitarian Assistance (Team[s]) Controller
Customs, Immigration & Quarantine (Port Health is an alternative name for latter)
Critical Incident Stress Management - Debriefing
Critical Incident Stress Management
Crisis Management Centre (highest level airline C4 facility - usually located at Airline HQ)
Controller - Local Accident Control Centre (Airline’s Station person with local C4
responsibility)
CPM (ABCX Airways) - Crisis (Response) Planning Manager
CRPM Crisis Response Planning Manual
CRC (A) (Uninjured) Crew Reception Centre - Generally located ‘airside’ at local airport
CRC (L) (Uninjured) Crew Reception Centre - Generally a landside facility (e.g. a hotel) at or near
local airport
DVI
Disaster Victim Identification (also known [especially in USA] as ‘DMORT’)
ECC
Emergency (Telephone) Call / Contact /Information Centre
EOC
Local Airport Authority’s / Airport Management Company’s Emergency Operations Centre
(Airport’s crisis response C4 facility [contrast with ‘LACC’])
*ERP
(Aircraft Operator) Emergency Response Plan (the latter is part of the overarching CRPM)
FAC
FEC
FR
Family, (Relatives & Friends) Assistance Centre (see alternative & preferred term ‘HAC’)
Family, Relatives & Friends Enquiry Card
Family, Relatives & Friends (as associated in some valid way with accident [air and / or
ground] victims)
FRRC FR Reception Centre (usually located landside at or very close to local airport)
GHA Ground Handling Agent / airline representative at airline Station locations (in general)
GHC GO Team - Humanitarian Assistance (Team[s]) Co-ordinator
HA
Humanitarian Assistance
HAC Humanitarian Assistance Centre (usually located landside [e.g. in a hotel{s}] - at or near local
airport)
HAT
Humanitarian Assistance Team (AKA Special / Family Assistance Team; Care Team and so on)
HQ
Headquarters
JFSOC Joint Family Support Operations Centre (usually co-located with or near HAC)
LACC Local Accident Control Centre (i.e. an airline Station’s crisis response C4 facility) (contrast
with ‘EOC’)
LGT
Leader GO Team (person in overall charge of airline GO Team - reports to CD)
MGFR Meeters and Greeters of accident victims (including any FR)
OCC
24H Operations Control Centre at airline HQ
ODM OCC - Duty Manager
NOK Next of Kin / Closest Relative
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PDA
Person(s) Directly Affected. (Note - the preferred term ‘victim’ is used in this document)
Note - ‘PDA’ is trademark registered to Kenyon International Emergency Services
PFA
Psychological First Aid
PPE
Personal Protective Equipment
PRC
Passenger Record Card (also used for crew)
RA (A) Re-uniting Area - on airport
RA (O) Re-uniting Area - off airport
SRC (A) (Uninjured Passenger Survivor Reception Centre - Usually located airside at local airport
SRC (L) (Uninjured Passenger Survivor Reception Centre - Usually located in a land-side hotel at or
near local airport
*ERP - the ‘ERP’ part of the CRPM (i.e. CRPM Part 1 specifically) deals with ‘catastrophic aircraft
accident’ type scenarios only - and does not cover aircraft incidents; operational disruption /
business continuity; public health crises etc.
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IMPORTANT NOTE
EMERGENCY / CRISIS RESPONSE PLANNING - Definitions & Reference Material
If not already done, users of this document are strongly advised to read through the general
‘Definitions / Reference Material / Glossary’ section found at Appendix N of (separate document in
this guidelines or guidelines / template document series) CRPM Part 1 / Volume 1 - before
proceeding further.
Without some pre-study of this material, it will generally be more difficult to acquire a clear
understanding of what is to follow
Additional explanatory material related specifically to Humanitarian Assistance Operations will be
found at appendix A to this document - and it is recommended that this material should also be read
now. Only a clear understanding of this material can lead to the production of an effective &
efficient airline ‘Humanitarian Assistance Operations’ plan - as based on this guidelines document
(the one you are now reading)
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ABCX Airways - Phone Home Scheme
In the extremely unlikely event of one of our aircraft being involved in a major emergency and / or
accident, the airline will activate an emergency telephone enquiry centre, to respond to calls from
relatives and friends of those passengers and crew believed to have been on board the crisis flight
(For a catastrophic & ‘high profile’ aircraft accident, more than 50,000 calls could feasibly be made
to this ‘Emergency Call Centre’, during the first 24 hours post crisis occurrence)
If you are ‘ABCX Airways’ staff (or from a closely related organisation e.g. ABCX Group) and you are
not directly involved with the crisis flight (i.e. you are neither a crew member nor passenger on the
incident flight), you can be of great assistance at this time by participating in the ‘Phone Home
Scheme’ which works as follows:
On hearing news of an ABCX Airways major aircraft accident, immediately contact your own family,
relatives and friends to let them know that you are not involved, and that you are safe and well. You
should make these contacts from wherever in the world you happen to be
Ask your family, relatives and friends to pass on this information to others in turn, who might also
need to be informed that you are not involved (as appropriate and as quickly as possible)
Also ask everyone you contact not to call ABCX Airways or the ABCX Airways Emergency Call Centre
unless the nature of the call is most urgent
If we all do this promptly, thousands of unnecessary calls coming into our Emergency Call Centre will
be prevented, thus releasing precious call centre operator time to deal with those most in need
The scheme is particularly applicable to crew (pilots, cabin crew etc.) as they form a major part of
the airline by number and, furthermore, the nature of their employment sometimes means that
families and friends (of crew) might not always know which flights they are operating and / or in
which part of the world they might be
IMPORTANT NOTE
If you are ‘ABCX Airways’ staff (or from a closely related organisation e.g. ABCX Group) and you are
involved (i.e. you were either a crew member or staff passenger on the incident flight [including for
duty travel and / or vacation purposes etc.]) - then (if able to do so) you should also ‘phone home’ of
course as per above. You should additionally try to make contact with airline HQ (by whatever
means possible) without delay
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Practical use (Concept) of the ‘ABCX Airways’ Crisis Response Planning Manual (CRPM)
The Crisis Response Planning Manual - CRPM
The CRPM is the ‘master’ document which regulates and guides all forms of emergency / crisis /
contingency response within ABCX Airways
The CRPM is made up of 6 (six) separate Parts - each generally dealing with a specific type / aspect of
emergency / crisis response - and containing associated procedures, checklists, information,
explanations etc.
The CRPM comprises:
CRPM Part 1
Catastrophic Aircraft Accident
CRPM Part 2
(Aircraft Related) Serious Incident / Significant Incident
CRPM Part 3
Aviation Business Continuity (Serious Operational Disruption)
CRPM Part 4
Public Health Crisis
CRPM Part 5
Reserved
CRPM Part 6
Training Manual
The document which you are now reading (CRPM Part 1 / Volume 3) is a component volume of
CRPM Part 1 (see next page). These component CRPM Part 1 ‘volumes’ deal exclusively with the
catastrophic aircraft accident type situation - and nothing else
CRPM Part 1 (and its component ‘volumes’) only - is otherwise known within ABCX Airways by the
alternative and commonly used term - ‘Emergency Response Plan - ERP’
The term ‘Emergency Response Plan - ERP’ is never used (except contextually and / or for crossreference) when referring to any of CRPM Parts 2 to 6
18
As mentioned, CRPM ‘Parts’ can be further split down into ‘Volumes’ - where required by the
document owner , in order to make the use of the particular ‘Part’ more effective and efficient whilst also significantly reducing the amount of information required to be studied & retained by
prospective users. For example CRPM Part 1 (Catastrophic Aircraft Accident - ERP) is further split into
ten separate volumes as follows: (you are currently reading the volume’ highlighted in yellow)
Volume 1
Volume 2
Volume 3
Volume 4
Volume 5
Volume 6
Volume 7
Volume 8
Volume 9
Volume 10
ERP - Policy & Executive Overview
ERP - Command, Control, Co-ordination & Communication (C4)
ERP - Humanitarian Assistance
ERP - Emergency (Telephone) Call / Contact / Information Centre
ERP - GO-Team
ERP - (Airline) Station Emergency Response Plan
ERP - Crisis Support Units
ERP - Integrated Crisis Response Planning (e.g. with alliance partners)
ERP - Crisis Communications
ERP - Emergency Response Exercises
Requirements for all designated users of the CRPM
All nominated ABCX Airways and other appropriate personnel needing to use the CRPM to prepare
for and guide emergency / crisis response plans & associated actions *shall / should:

Acquire & retain an appropriate level of CRPM knowledge, commensurate with effectively &
efficiently carrying out designated pre-preparation and actual response duties, as related to
a major airline emergency / crisis

Where appropriate - use the procedures, checklists, information, guidelines, templates &
other appropriate content of the CRPM - to guide preparation of separate plans. The latter
typically includes individual departmental / business unit plans, dealing with different
aspects of emergency / crisis response, for which the specific department / business unit is
directly accountable. (See ‘Crisis Support Unit - CSU’ definition at appendix N to [separate
document] - CRPM Part 1 / Volume 1)
All such ‘separate’ department / business unit plans shall be considered to be subordinate
documents of the parent CRPM on which they are based. In most cases the parent
document will be (separate document) CRPM Part 1 / Volume 7

Use the procedures, checklists, information and other appropriate content of the CRPM to
guide actual emergency / crisis response ‘on the day’, during exercises and during training
19
* Note - The term ‘shall’ generally implies a mandatory requirement e.g. applies to nominated ABCX Airways
staff; the term ‘should’ generally implies a ‘requested and / or recommended’ requirement e.g. applies to nonABCX Airways crisis responders who nonetheless are part of the airline’s crisis response plan - such as ABCX
Group; independent Ground Handling Agents; Third Party suppliers of specialist services etc.
The above requirements have been endorsed by the Chairman (Chief Executive etc.) ABCX Airways
and are thus the authority, direction & instruction - applicable to nominated airline employees - to
undertake all appropriate & required action - as part of their designated emergency / crisis response
roles, responsibilities and accountabilities
Note:
Such a ‘system’ as described above (pages 18 & 19) cannot be viable unless people (an airline’s most
important and valuable resource) are:





Available in required numbers and disciplines to adequately operate 24 / 7 for long periods
(12 hour shifts assumed)
Quickly available e.g. less than 1 to 2 hours response time on a 24 / 7 / 365 basis
Reliably available 24 / 7 / 365
Adequately trained & exercised
Capable of rapid worldwide deployment (selected elements)
There are various methods which an airline can use to achieve the requirements listed above - but
above all else an airline should have such a system in place, which works consistently and reliably
under all circumstances envisaged
If an airline does not have such a ‘manpower’ system in place, its chances of effectively & efficiently
handling any type of major crisis will almost certainly be significantly impaired
20
Purpose & Scope of this Guideline Document
The purpose of this document is to provide a framework upon which an airline can build its
Humanitarian Assistance Plan
This framework may be regarded as the potential ‘bones’ of that plan. However, it will be for the
airline itself to undertake the (considerable) further and on-going work of putting the ‘meat on the
bones’ which, if addressed adequately, should result in an acceptably effective and efficient plan tailored to the airline’s specific requirements
The scope of this document is limited to providing a foundation level of information re airline
Humanitarian Assistance Operations - which an airline can then develop further, in order to produce
its own final plan on the subject - as per ‘purpose’ above
This means that this document will, in general, not provide detailed procedures, processes,
checklists etc. - except for some basic examples, in some cases. The reader will appreciate why this is
so i.e. no generic guideline document such as this can realistically provide for the variable
circumstances specific to the humanitarian assistance plan of any particular airline
Note - Other ‘Parts’ of the CRPM (i.e. Parts 2 to 6) are not covered by this document except for a
possible contextual mention or for cross-referencing purposes only
21
Section 1 - INTRODUCTION
Integral to any airline’s overall emergency response plan (ERP) should be a ‘sub-plan’ for how it will
deal with the considerable humanitarian, welfare and related responses required - following a
catastrophic aircraft accident. In this document the term ‘humanitarian, welfare and related
responses’ come together under the generic heading of ‘humanitarian assistance’
It is assumed that one (the first) group of recipients of such assistance will be those who were on
board the accident aircraft itself and also those killed, injured or otherwise traumatised as a direct
result of the aircraft hitting the ground i.e. ‘ground victims’ (as relevant). In this document all such
persons shall be known collectively as ‘victims’ - sometimes also termed ‘persons directly affected’
The other (second) group to potentially receive humanitarian assistance will be all other persons
associated in some emotional or other valid way with those in the first group above. The second
group will mainly be ‘family, relatives and friends - FR’ of victims, but can also include all types of
‘crisis responder’ - including appropriate airline and airport staff
The key requirements for providing the most effective and efficient humanitarian assistance
operations by an airline (aircraft operator) are:








Adequate approval and support (top management ‘buy-in’)
An adequate plan (Humanitarian Assistance Plan)
An adequate responder team (Humanitarian Assistance Team)
Adequate resources (budget, infrastructure, facilities, equipment etc.)
Adequate and on-going training and exercising
Adequate response - particularly set-up and operation of a Humanitarian Assistance Centre
Adequate supervision during the response - where appropriate
An ‘environment’ conducive to continual improvement of humanitarian assistance
operations
An airline will generally not provide its humanitarian assistance response in isolation - but rather as
an integral part of a larger humanitarian response involving other, external resources - typically:








Emergency Services / Civil Defence (Police, Fire, Ambulance etc.)
Airport Operator / Airport Authority
Other airlines & similar where appropriate e.g. alliance & code-share partners
Various Health & Welfare Service Providers (mainly government and local authority)
Non-government and voluntary organisations
Religious (faith) groups
Commercial (third party / external) Specialist Organisations.
The Media - etc.
22
It is important to understand the different contexts in which an airline might be required to provide /
contribute its humanitarian assistance response:

One context is related to a sophisticated and centrally managed national (government) and /
or regional (local government) humanitarian assistance response - where considerable
airline participation is legally mandated in certain circumstances (e.g. as applies in the USA)

In a different ‘sophisticated’ context, but also legally mandated and centrally managed at
government and / or local government level - where airline participation is not highly placed
(however, it is formally recognised) in the list of responders providing humanitarian
assistance (e.g. as applies in the *UK)
*Since December 2010 the European Union has also initiated similar measures to the
above - perhaps (arguably) positioned somewhere between the US and UK systems
A small number of other countries also have similar measures in place i.e. Australia;
Brazil; China; South Africa (to be confirmed); South Korea

At the other extreme, the airline provided humanitarian assistance operation might be all
that is available i.e. the buck stops with the airline! This might be particularly applicable in
some developing countries (& some developed countries too!) where an adequate crisis
response infrastructure (including the humanitarian element) may be inadequate or even
non-existent
23
Section 2 - KEY ELEMENTS of AIRLINE HUMANITARIAN ASSISTANCE
(Before reading further, the user of this document is reminded of its scope - see page 21 again if
required)
Adequate Approval & Support (1)
The first task in setting up an airline humanitarian assistance response is to gain unqualified approval
from the airline’s top manager and then (where necessary) from the airline board of directors (or
equivalent)
Approval alone is not enough as top level authority and commitment also need to be adequately
demonstrated, as evidenced by e.g. provision of an appropriate budget and all of the other
considerable resources required - the main one of which is the provision of the manpower required
to deliver the humanitarian assistance response i.e. an airline ‘Humanitarian Assistance Team’ - HAT
Ideally, a ‘champion’ for all things related to humanitarian assistance should be appointed (by the
airline’s top manager) from the airline’s top management team - and appropriate ‘terms of
reference’ issued - the main one of which should be to ‘troubleshoot / clear obstacles’ for the lower
level managers charged with preparing, introducing and implementing the humanitarian assistance
response into the airline
Note - The main impetus to be considered by the top management team (if gaining approval & support is
proving ‘problematic’) is the risk to the airline’s brand / image / reputation if it is unable or unwilling to
offer a credible humanitarian assistance response related to a catastrophic aircraft accident type
scenario. This is a real (as opposed to imaginary) risk which could potentially impact adversely on the
bottom line (financial performance and thus on-going existence) of the airline, should the risk materialise
i.e. should a catastrophic aircraft accident occur
Just as importantly as a ‘persuader’ is what is now termed ‘corporate social responsibility’ or ‘corporate
conscience’. In simple terms (and in the context of this document only) the provision of assistance to those
in need is a humanitarian duty - performed at any level within a ‘corporation or entity’ - from individual
through to the entire entity itself. Many organisation world-wide (including airlines) now fully embrace the
concept of ‘corporate social responsibility’
Lastly, an increasing number of countries now have legislation in place relating to ‘corporate manslaughter’ where companies and organisations (especially top management) can be found guilty of serious management
failures resulting in a gross breach of a duty of care. Such duty of care might conceivably link to the need
for an airline to have a viable emergency response plan - of which humanitarian assistance response should
be an integral part
Adequate Approval & Support (2)
Top management buy-in may seem adequate in principle, but in practice it is also necessary for the
airline as a whole to be positively involved in the humanitarian assistance response concept,
whether as an interested and approving onlooker or as someone who will become much more
involved e.g. a future member of the HAT; emergency response command & control staff etc.
24
Employee support (positive ‘buy-in’) can be engendered in a number of ways - with the entire,
holistic approach possibly being described as ‘embedding humanitarian assistance into the airline as
a whole’. Some of the methods which might be considered in achieving this are:




Awareness (leaflets / brochures; intranet articles; road-shows etc.)
Consultation (consult, obtain feedback and act on it - where appropriate & practicable)
Education (training - both general and specific (latter e.g. for potential HAT members)
Reward (from ‘personal’ reward gained from the possibility of assisting a fellow human
being - to the possibility of more material rewards e.g. free airline tickets; access to First /
Business Class airline lounges; shopping vouchers; free or subsidised holidays etc.)
Note - Some airlines have tried the concept of making it compulsory for all employees to be part of the
airline’s emergency response system - including provision of manpower for the HAT. Anecdotal evidence
suggest that such an approach may not adequately deliver the desired outcomes
An Adequate Plan
Once approval and support (as described above) is provided or reasonably expected to be
forthcoming, it will be necessary to produce appropriate documentation which will guide how the
humanitarian assistance response is to be resourced and managed, operated, trained and exercised,
maintained and reviewed, continually improved etc.
Such documentation will be produced as ‘Crisis Response Planning Manual - Part 1 (ERP) - Volume 3
/ Humanitarian Assistance Operations’ (see pages 18 to 20 for more information)
The most likely author and owner of this manual should be the airline manager charged with
preparing the airline for all aspects of emergency response i.e. either a dedicated ‘Crisis (Response)
Planning Manager - CPM’ or otherwise a manager employed primarily on some other duty but taking
on emergency response planning as a secondary (or possibly joint primary) role
However, if the airline is large enough and approval / support is forthcoming (including budget), it
would be ideal to employ a dedicated person to manage (under the direction and supervision of the
‘CPM’) all aspects of the airline’s humanitarian assistance response including e.g. documentation;
recruitment, maintenance and retention of a HAT; training and exercising etc. i.e. a ‘HAT Manager’
It is likely that such an airline ‘Humanitarian Assistance Operations’ documented plan /manual will
have sections covering:

Executive summary / overview (Bird’s Eye View)

Introduction / concept / background / setting the scene

Definitions & associated explanatory material - providing clarity of concepts & terminology
used in the plan (i.e. a glossary - possibly placed in an appendix)
25

A brief overview of the airline’s overarching Emergency Response Plan (of which the
‘Humanitarian Assistance Operations’ plan /manual is a subordinate document)

Overview of humanitarian assistance (HA) operations in general (including ‘self-help’ and
‘peer support’)

Overview of theory of the airline’s HA operations in particular (including command &
control; operations at airports / at hospitals / at mortuaries / at emergency holding or
accommodation facilities (e.g. the HAC) / in the community etc.)

HAT - structure, recruitment, management, administration, medical, security, retention etc.

Airline GO Team in general - and HAT involvement in particular

HAT specific Alerting & Activation procedure for crisis response

HAT Communications during Crisis

The Humanitarian Assistance Centre (otherwise widely known as ‘Family Assistance Centre’)

HAT Procedures, Processes (& similar) in detail - other than those already covered above

HAT Checklists

HAT - Training & Exercising

Appendices covering e.g. contact lists; vaccination requirements; compensation; forms etc.
Producing an adequate and ‘fit for purpose’ documented plan is a vital initial step. However, unless
further action is then taken to bring the written word to reality (plan implementation) - no airline
humanitarian assistance response exists in reality
An Adequate Response Team
The ‘response team’ in the above title is, of course, the airline’s HAT
Who makes up the HAT?
For a number of valid reasons it is strongly suggested that, apart from the ‘HAT Manager’, the HAT is
made up of trained & exercised volunteers, and this document now continues on that assumption
At least one dedicated (non-volunteer) person should be *permanently assigned to manage the HAT
and this has already been covered above in the section entitled ‘An Adequate Plan’. To recap, the
title used in this document for such person is ‘HAT Manager’
(* Many airlines will only have the resources to provide a ‘job-sharing’ HAT Manager)
26
HAT volunteers can, in general, be recruited from almost all parts of the airline. Where an airline is
part of e.g. a parent group - recruitment of staff from the latter is also encouraged, where
circumstances so permit / are practicable so to do
For a scheduled passenger airline operating (i.e. main based) from an airport at or near the airline
HQ or the main airline hub (e.g. British Airways at London Heathrow; Emirates in Dubai) - it is likely
that the greater majority of HAT volunteers will be recruited from geographic areas near to such HQ
/ hub location. Thus the British Airways HAT can report (assemble) very quickly for a GO Team flight
or ground transport deploying from the London area - with similar applying to Emirates in Dubai
Conversely, (tour operator owned) charter airlines (and similar) are likely to need to recruit their
HAT s from a much wider geographical area - due the generally wide geographic dispersion of main
operating bases e.g. the UK charter airline ‘Thomson Airways’ recruits its HAT in relatively small
numbers (per region) from all over the UK - thus creating logistics and transportation problems in
getting such a dispersed team to come together at the nominated (primary) GO Team departure
airport (assuming accident is outside UK) - which will almost certainly be located in SE England e.g.
London Gatwick or Luton
Note - the above two paragraphs help to explain why many scheduled passenger airlines can reasonably
expect their GO Teams to be in the air within about 3 to 4 hours of accident notification; whereas charter
operators are typically looking at around 6 to 9 hours
There may also be considerable benefit in providing HAT training to airline or airline representative
staff at airline stations and in airline country / regional headquarters locations, where appropriate thus forming an extended and geographically localised part of the airline’s main (central) HAT. This is
particularly important where long travelling times from airline HQ / main hub to a particular station /
destination are involved i.e. where it is going to take the deploying main HAT a long time to arrive
‘on site’. A further advantage here is that airline stations close (or relatively close) to the station (at
or near which an accident occurs) can deploy small numbers of their own HAT trained staff to assist
the accident station - prior to the arrival of the main airline HAT from HQ (part of a concept which
some airlines call ‘Buddy Stations’ )
Airlines can be innovative in their search for HAT volunteers e.g. retired staff (especially if already HA
trained) and adult family members (of staff) have been used (with appropriate insurance cover;
vaccinations etc. being provided by the airline - and so on)
Many airlines use the company intranet and hard copy brochures to ‘advertise’ for HAT volunteers.
Another method is to provide a quick brief on the HAT during new employee induction training - and
to then revert to such staff at an appropriate later time (e.g. within 6 months) to see if they might be
interested in becoming a volunteer
A very small number of commercial, third party (external) specialist organisations offer what might
be termed ‘one-stop shop’ emergency response services for major incidents - especially as related to
transportation type ‘disasters’. Most can provide airline related humanitarian assistance type
services - including a HAT and the set up and operation of a Humanitarian Assistance Centre
Many airlines, unable to provide HA services themselves, contract for same with such commercial
organisations and are generally satisfied with the arrangement
27
Of course, there are advantages and disadvantages to this and some airlines choose a compromise
whereby they have their own, core HAT - supplemented by a third party provided HAT
Where commercial HA services are deployed operationally, it is important for the airline to retain
strategic command and control of same. This will require an appointed airline person (and at least
one backup person) to become very familiar with the third party’s HA plan & procedures
How many HAT volunteers required?
The optimum target size of an airline HAT depends on many variables, all of which should be
accounted for as appropriate - typically:








Seating capacity of largest aircraft in airline’s fleet (potential number of victims)
Size of airline (manpower availability)
Support from very senior management - particularly policy approval & budget
Type of operation - scheduled; charter (tour operator); budget; executive; cargo etc.
Statistical PAX analysis of e.g. family groups carried versus single travellers
Statistical analysis - HAT show / no show rate during real deployments and exercises
Time of year (peak staff holiday times & Winter sickness rates etc. = low HAT turnout)
Morale, dedication and commitment of HAT members (impacts on HAT turnout)
Note - ‘average statistics’ with regard to volunteer ‘show’ rates are probably best obtained during exercises. As
an example only, one major passenger airline came up with a statistical ‘show rate’ figure of between 60 and
70% after monitoring such empirical data over a number of years
Two more factors to consider i.e. should a deployed HAT be planned to have enough team members
to support 24H operations or can it be assumed that accident victims (and / or family, relatives and
friends of victims) will need to sleep thus permitting HAT members (assigned to them) to also sleep?
One must also consider HAT support operations at airline HQ - e.g. manning the HAT management /
support desk 24H in the airline’s Crisis Management Centre; meeting and greeting at airports;
deploying in support of family, relatives & friends who elect not to travel to accident location etc.
A suggested ‘rough guide’ to making the calculation (size of HAT) uses a simple formula i.e.
Fairly safe method
Safe method
=
=
maximum seating configuration of largest aircraft in airline fleet x 2.5
maximum seating configuration of largest aircraft in airline fleet x 3
The above assumes 1 x HAT member is assigned to 1 x single person or 1 x single family group (a 1:1 ratio) as
appropriate, and that the airline is a ‘normal’ scheduled, passenger carrying operator
If the result indicates that there is (or will be) insufficient HAT manpower available, the ratio of HAT members
to victims can be changed if airline policy permits i.e. to 1:2 or 1:3. It is probably not advisable to increase
beyond a 1:3 ratio - in which case the services of a third party specialist ‘HAT supplier’ might be considered
However looked at, if an airline operates an Airbus A380 (e.g. in high density seating configuration), it is going
to need a large HAT - typically between 1000 & 2000 persons plus - depending on HAT / passenger ratio used!
Note - the above is a suggestion only. Airlines must make their own calculations and policy decisions
28
HAT Selection
The greater majority of persons applying to be part of an airline HAT will be ‘suitable’ in most ways
for the role e.g. education, skills, character, stability, commitment, willing to deploy overseas, willing
to face traumatic situations, personal resilience, line manager’s support, family support etc.
An unwillingness to travel overseas or face traumatic situations etc. - need not bar a person from
becoming a HAT member e.g. at time of crisis they can serve in administrative / support positions at
airline HQ; act as ‘meeters & greeters’ at airports etc.
However, a word of caution is required here i.e. be aware (and applicants might not be aware of this
themselves) that HAT applicants may already have overriding airline responsibilities which might bar
them from HAT duties e.g. essential staff required to maintain normal airline operations during a
major aircraft emergency (* pilots, cabin crew and operations control staff are typical examples); e.g.
staff having a higher priority commitment within the overall airline emergency response - such as
staff manning the Crisis Management Centre in non-HA related positions…………….. etc.
It is inevitable that a small minority of applicants will not be suitable for final selection as a HAT
member and a strategy for ‘sensitively’ managing such a situation will be required
* Note - despite the comment above re pilots and cabin crew, a relatively small number of same should be
actively encouraged to join the HAT - primarily in the sub-specialist role of ‘peer support’
For required numbers - it is suggested that multiplying the largest number of crew (who might possibly be
operating) by a factor of 3 should be good enough e.g. for a long haul, wide-body aircraft with 4 pilots and 20
cabin crew the ideal planning size of the peer support team (for crew) should be around 15 (pilots - number
rounded up to nearest ‘5’) and 60 (cabin crew)
The number of HAT Peer Support members required should be independent of the similar calculations
required to estimate the planning number (size) of the remainder (non-Peer Support element) of the HAT
Crew (pilot & cabin crew) managers should generally not be part of the Peer Support team as they will almost
certainly have higher priority crisis and / or normal business response roles to undertake
See glossary (page 58) for more on ‘Peer Support’
Whilst the above notes will give some guidance to HAT selection - it is strongly recommended (when
setting up a HAT for the first time) that the airline also engages the services of a ‘specialist / expert’
third party organisation to assist in the process (e.g. mental health professionals (or equivalent),
experienced in psychosocial support to ‘those directly affected’ post major incident)
The intention here is that the airline’s own HAT recruitment person(s) works with the expert
organisation, until such time as he /she feels confident enough to undertake the task alone - but
with continuing expert support readily available - as required
29
It is further recommended that the airline also engages the services of the same (or similar)
specialist / expert organisation to undertake or assist with other HA related tasks - including training,
testing (exercising), supervision, expert advice and expert psychosocial support (the latter three
probably applying during actual deployed operations)
It will probably be necessary to involve the airline’s HR department / section in appropriate HAT
matters as there may be implications related to employment contract, conditions of service,
personal record, disciplinary record, insurance, compensation / reward / financial reimbursement,
health & safety / medical / vaccinations etc. Applicants’ Line Managers should also be requested to
provide their written approval in support of applications. Airline policy should reflect that such
approval should not be unreasonably withheld
Adequate Resources
Budget
Obviously some cost is involved in the provision of an integral 24H airline HA response capability.
However, looking at the overall constituent components of an airline emergency response plan, HA
is probably the most cost effective in relative terms, as it will usually depend almost entirely on
unpaid volunteers
However, adequate budget provision must still be made for HA of course - and this is likely to relate
to the following areas - mainly accounting for those occasions when the HA response is not being
invoked for real i.e. for 99.999 etc. % of the time (i.e. during recruitment, training & exercising):
Note - Whilst not the subject of this guideline document, it is vital for an airline to pre-plan and approve in
principle a budget (and insurance) to adequately cover the potential requirements of its entire emergency
response plan (both pre-crisis and for actual (anticipated) crisis operations) - including the Humanitarian
Assistance element. For example, the set-up and operation of a real (longer term) Humanitarian (Family)
Assistance Centre associated with a relatively recent catastrophic aircraft accident resulted in a cost (to the
airline) for this facility alone of several million US Dollars

Selection & Recruitment
Selection & recruitment will incur costs mainly related to retention of third party specialist /
expert support aimed at ensuring that only suitable persons are actually recruited. As the
process becomes more mature / developed with time, the services of the expert / specialist
might be gradually dispensed with. Other costs related to selection & recruitment (e.g.
travel to interviews) are generally covered under other headings shown below

Training
A major airline flying wide body aircraft is likely to require a HAT numbering up to 1000
persons - and probably even more (the largest aircraft in service (2013) will typically require
1500 + HAT members - depending on seating configuration). All need training & re-training
Initial & on-going (recurrent) training are fundamental concepts of an airline HAT and all
aspects need to be considered for budget purposes (including preparation, issue and
maintenance of training documentation)
30
Again, third party expert support is likely to be the major cost initially as it is recommended
that such experts conduct all HAT training until such time as the airline is in a position to
take over the role itself - which might typically take a year or two from the date on which the
first course was run. Once the airline is able to undertake its own training and if it is able to
use its own training facilities - on-going training costs should reduce

Exercising
Realistic and reasonably frequent exercising is a must if the HAT is to be able to put its
training into effect during a real crisis
It is anticipated that most airlines will be able to run their own exercises - keeping costs to
the minimum (most being related to travel, accommodation and sustenance)

Medical
The major cost here will be for vaccinations
As an aircraft accident can occur anywhere in the world - so must the airline’s ‘GO Team’ be
capable of world-wide deployment - and by far the greater part (typically around 70 - 80%)
of any GO Team should be the HAT
It follows that the HAT (and all other potential GO Team members for that matter) should
maintain current vaccinations for travel to any part of the world to which the airline
operates or flies over (it is generally too late to vaccinate once the GO Team has deployed as many vaccines need a period of time (sometimes many months) to become effective)
It is an unfortunate fact that some airlines willing to fund a comprehensive GO Team hesitate at providing or paying for comprehensive, world-wide vaccination cover for same.
This is almost certainly a false economy as the inability to deploy an airline GO Team due to
lack of appropriate vaccinations is counter-productive - to say the least
Note - in many cases the full range of required vaccinations will not need to be administered - as
some airline employees already require vaccinations in order to undertake their duties (e.g. aircraft
crew; staff travelling regularly on duty) and many others will have been vaccinated (to a greater or
lesser degree) at their own choice and expense e.g. for vacation and similar purposes

Travel, Accommodation, Food & Beverage etc.
Mainly related to recruitment, training and exercising

Administration

Communication e.g. newsletters
31

Rewards
Some airlines offer incentives to HAT members if e.g. attending recurrent training;
participating in exercises etc. Such rewards are generally of little cost to the airline but can
really encourage team member participation. Examples of incentives include free flights and
holidays; access to First & Business Class lounges; shopping vouchers etc.
Note - A real life example relates to a competition run by a major airline to see which current HAT
volunteer could recommend for selection the most new volunteers. The winner’s reward (which was
only awarded when all selectees finally became fully trained HAT volunteers - there were about 45 of
them!) was a week’s holiday for the winner and family in an upmarket resort in Mauritius. The flights
were provided by the airline and the hotel stay was ‘donated’ by an associate company

Miscellaneous
Notes:
1.
Employment of a full time airline person (HAT Manager) dedicated only to management of the HA
response is strongly recommended
Whilst a dedicated airline Crisis (Response) Planning Manager could undertake this task as one of his /
her many other duties, it would be almost impossible to manage effectively and efficiently if the size
of the HAT is large and, therefore, such recourse is not recommended. This situation is made even
worse if the airline’s entire emergency response plan (including HA) is the responsibility of a nondedicated person undertaking the task as a ‘secondary duty’ - typically the airline’s safety, quality or
security manager
Should a full time, dedicated HAT Manager be employed - this will, of course, be a budget issue
2.
Where an airline cannot provide an adequate integral (its own) HAT resource - the costs related to
rd
engaging 3 party HA support must also be included in the appropriate budget
Material Resources
The HAT requires few additional material resources in addition to those ‘service resources’ already
identified above. Such additional resources as are required typically include:

Uniform and ’bespoke’ identification
Many airlines identify their HAT by means of uniform - which may be essentially the same as
that worn by uniformed airline staff working e.g. as cabin crew or at airport customer facing
positions - or can be unique to the HAT, albeit retaining some form of airline branding
Additionally, it is essential to create unique airline identification (ID card or similar) for the
HAT, to include airline branding and preferably also a photograph. Somewhere on the ID
document / card should be a very brief explanation of the HAT members’ role and a ‘request
to all parties’ to fully assist the HAT member in that role
Note - Normal airline ID should also be carried and displayed (where required) whilst on HAT duty
32

GO Kit
The GO Kit comprises equipment and documentation designed to support the airline’s GO
Team when deployed in support of a crisis. Part of the GO Kit will be specific to supporting
the HAT element of the crisis response and might typically include:
o
o
o
o
Basic Personal Protective Equipment (PPE) & similar e.g. rubber gloves; surgical
masks; mosquito nets; sun hats; sun block cream; water purifying tablets etc.
Resilient communications e.g. satellite phone(s); mobile phones capable of sending
& receiving data; email; internet; FAX etc.
Portable IT equipment e.g. laptops; printers
Badging equipment & associated supplies (Note - Those to whom the HAT is providing
assistance at a central facility, such as a ‘Humanitarian Assistance Centre’ (HAC) - should be
provided with identification badges. This will assist considerably with both the administration
and security of such persons and of the HAC facility itself)
o
o
o
o
o
o
Portable office equipment e.g. filing cabinets; fold-up desks and chairs
Spares; refills; adapters, cables; batteries; chargers etc. - as appropriate
Appropriate emergency response documentation e.g. airline ERP; HAT Manual
(including all appropriate procedures, checklists etc.); Crisis Contacts directory
(listing essential and useful telephone & FAX numbers; email addresses etc.)
Stationery - all types and in sufficient quantity
First-aid kits - from basic to fully comprehensive
Permitted Medical supplies e.g. anti-malaria drugs
Note - it is implicit that the HAT element of an airline GO Team will not deploy to / operate in what might be
termed ‘survival conditions’ e.g. in harsh or hazardous terrain and / or environmental conditions or in areas
where personal safety cannot be reasonably guaranteed. Therefore, a HAT generally requires some form of
minimum infrastructure in which to operate. This is generally not a problem at major cities, towns and airports
but, where this is not the case, the HAT will generally be looking for the following minimum operating facilities
/ conditions:







Sufficient security - for both personnel and equipment. THIS IS IMPORTANT
Basic shelter - e.g. school hall; gymnasium; tent etc. The ‘host organisation’ (whoever this might be
e.g. government; police; military; Red Cross / Crescent’ NGOs; local airlines etc.) should supply
appropriate furniture, bedding etc. - if not already in place
Basic sustenance (food & drink). Food and water must be contamination free or, in the case of water,
capable of being easily de-contaminated e.g. using water purifying tablets. Type & quality of
foodstuffs to be ‘reasonable’ (Note - the expectation must be that it will generally not be possible to
cater for cultural, ethnic, religious and similar diets in such circumstances)
Basic sanitation (washing and toilet facilities) must be available. ‘Primitive’ toilet facilities will
generally not be acceptable
Basic health protection e.g. measures available to avoid malaria (mosquito nets available; mosquito
repellents and anti-malaria drugs available; written guidance on avoiding infection etc.)
Electrical power supply essential (use generators where appropriate)
Landline telephone connection desirable; land based IT connection desirable (note - telephone & IT
connections via satellite or similar (e.g. 4G) are acceptable
33
HAT Training
It is imperative that all HAT members undergo ‘adequate’ initial training and, thereafter, attend
regular recurrent training sessions at periods to be specified by the airline (usually annually or two
yearly). There should never be such a thing as an ‘untrained HAT member’
As previously mentioned, the airline should initially engage the services of a third party specialist
(mental health expert or similar) to prepare and deliver both initial and recurrent HAT training. The
specialist should ideally be familiar with the concept and operation of a transport related (airline
ideally) humanitarian assistance operation. Such specialists do exist
Perhaps the best way to find such specialist (the specialist can be an individual(s) or an organisation)
might be via recommendation from another airline which has already been through the process of
using an external specialist in the set-up and maintenance of its humanitarian assistance operation
Prior to commencing actual training operations the airline and external specialist should jointly
agree on and prepare all training related material and further agree on the adequacy of the training
(fit for purpose?) and method(s) of training delivery - and checking that learning objectives are being
achieved
The airline person responsible for HAT management (i.e. the HAT Manager or equivalent) should be
involved in all aspects of training preparation and attend all training sessions up to the point where
he / she feels confident in providing the training - in place of the specialist. Similar should apply to
selected ‘next level below’ HAT supervisors (e.g. team leaders) in order to spread the training load
and allow for trainer leave, sickness etc.
Once the airline is able to conduct its own training, it is recommended that the external specialist
still be retained to periodically audit the entire HAT training system - including on-going assessment
of all trainers. The specialist should also deliver appropriate training for all new ‘prospective trainers’
joining the training team
Assuming for the moment that training will be conducted in the ‘traditional’ classroom way - it is
suggested that initial HAT training be conducted over two days in order to provide sufficient time for
the appropriate syllabus to be delivered. Anything less than two days might mean that the syllabus is
not comprehensive enough for purpose (Note - significant role play will almost certainly be involved in
initial training, and this takes time). An appropriate method of checking that learning objectives have
been achieved should be utilised at the end of initial training
Recurrent HAT training is usually undertaken annually (or perhaps two yearly) by all HAT members
(generally not all at the same time of course i.e. staggered training). Perhaps half a day should be set
aside for annual recurrent training and a full day, if done every two years
A separate training regime should be available for HAT managers / subordinate managers / team
leaders / trainers etc. Such training should be delivered by the retained third party specialist
34
Many airlines now use ‘eLearning’ to assist with training - and this can be particularly efficient and
cost-effective for HAT training e.g. it is feasible to cut face to face initial training down to one day
provided that an appropriate eLearning package has been pre-studied and validated by trainees
Again, it is possible to conduct recurrent training entirely by eLearning - provided that the latter is
sufficiently effective and comprehensive. A major advantage of eLearning is that it can be made
available anywhere, anytime from any appropriate IT device (think of both the flexibility & cost
savings!)
Comprehensive training records must be maintained and retained by the airline
Note - where an airline has its own training department the latter can be of considerable assistance in the
preparation of HAT training, especially with eLearning (if available). However, it is still recommended (for a
number of valid reasons) that the main training itself is delivered ‘face to face’ by the retained external
specialist and / or by specialist airline HAT trainers
Exercising the HAT
The process of preparing a HAT to the point where it is ‘fit for purpose’ involves many considerations
- two of the most important being quality documentation and quality training. Hand in hand with
these last two goes effective and efficient exercising / testing of all aspects of the HA response
HAT - Major Exercises
Many airlines hold major emergency response exercises every one or two years. A ‘good’ exercise
generally requires months of planning, considerable resources, is as realistic as possible and
exercises most major elements of the airline’s ERP - including the HA element
The HAT Manager (or equivalent) must take every opportunity to involve the HA plan and the HAT in
such major exercises, to the fullest extent possible - particularly as this is generally the only
emergency exercise where everything has the opportunity to get ‘joined up’
In general, commercial airports are legally required to conduct a full scale emergency response
exercise at least every two years. ‘Smart’ airlines will arrange for one of their own major emergency
exercises to run concurrently with and as part of such airport exercises, if circumstances permit. Not
only will this enhance the airline’s ‘learning experience’ as a whole, but the HAT in particular will
probably be able to deploy to airport (and even off-airport) facilities where their services will be
required. These typically include:








Airport Uninjured (Survivor) Reception Centre(s)
Airport Family & Friends Reception Centre(s)
Airport and off-airport Re-uniting Locations
Hospital(s)
Mortuary / Morgue
Off-airport facilities where uninjured victims can be held / accommodated
Off-airport facilities where family & friends can meet / be accommodated (HAC / FAC)
etc.
35
In particular, a major role for the airline HAT might be to contribute to the set up and operation of
the off-airport facility where family and friends (of accident victims) might meet / be accommodated
etc. - if they so desire. This centre is known in this document (the one you are now reading) as a
Humanitarian Assistance Centre (HAC)
Note - in time it is expected that uninjured survivors will also transfer to the HAC if they wish so to do. The HAC
is meant to assist all persons affected by the accident - not just family, relatives & friends
Note - in certain circumstances the airline might be fully responsible for all aspects of HAC operation
(particularly relevant to HA operations in some developing countries where no HA infrastructure exists at any
level)
Another type of airline major exercise might be based on an aircraft accident occurring e.g.
‘overseas’ - the aim being to exercise as many aspects as practicable of GO Team deployment. Such
exercises can extend to the point where the GO Team is actually on board the GO Aircraft (fully
crewed, catered, flight planned etc.) and the aircraft ready to start engines. As around 70-80% of the
GO Team typically comprise the HAT - this is an excellent opportunity to exercise HAT alerting &
activation; travel to departure airport; check-in and boarding; loading of GO Kit; pre-departure
briefing; meet the rest of the GO Team etc.
An unavoidable disadvantage of major airline emergency response exercises is that they cannot (for
a number of valid reasons) be held as often as might be considered ideal e.g. with a 1000 strong HAT
and a major exercise being held annually - it will take some years before all of the HAT get the
opportunity to participate
HAT - Modular (Minor) Exercises
Modular HA exercises are designed to test selected components of the airline’s overall HA operation
Such exercises are typically run every six months and thus give the opportunity for wider HAT
involvement - albeit at the cost of not being able to participate in an exercise which tests the entire
plan
Modular exercises should be designed to cover the entire HA operation over a period of around two
years (i.e. over 4 different exercises). They should be de-conflicted and well separated by time from
the airline’s major exercises
Note - Comprehensive exercise records must be maintained and retained by the airline
Note - Each exercise should be followed up by ‘wash-up’ debriefings designed to highlight and deal with issues
that ‘could have been done better’
36
Adequate Response
As per the ‘purpose and scope’ of this document (see page 21) it is generally not the intention of this
guideline document to provide detailed information as to the provision of what is an ‘adequate
response’ from the HA viewpoint
It is for the ‘retained external third party specialist’ and the HAT Manager (or equivalent ) to include
in the airline’s Humanitarian Assistance Operations plan (CRPM Part 1 / Volume 3) all of the
information necessary to conduct actual HA operations to a defined, achievable level which is
commensurate with the task - i.e. an adequate response. After this has been done, training and
exercising will do the rest
However, some limited example / sample information (e.g. a small number of typical terms of
reference, checklists etc.) has been provided to assist in the task documented immediately above.
This information can be found at Appendix B (Note - Examples of typical (associated) procedures and
processes have not been provided - but in reality, same must be provided of course)
Additionally, some diagrammatic type information has been provided on pages 40 to 47, which
might be of further assistance in understanding how an airline HA operation works and interrelates
with other emergency responders
Lastly, as it is particularly important that airline participation in Humanitarian Assistance Centre
(HAC) operations is conducted effectively, efficiently and competently - a fair amount of general
information has been provided herein on this subject (see Attachments 1 & 2 to Appendix A)
37
Adequate Supervision
An airline HA operation is expected to be ‘fit for purpose’ as already described in this guideline
document. Where the ‘purpose’ extends to mental health and similar issues, there is only so much
that the airline can do i.e. generally no more than the application of ‘psychological first aid - PFA’ in
the shorter term, and only then where circumstances so warrant and at the ‘invitation’ of the
persons at which the *PFA is to be targeted
* See glossary page 60 for explanation of term & concept - ‘PFA’
Following a catastrophic aircraft accident there will no doubt be cases of significant psychological
trauma amongst surviving victims and their FR, which can only be treated effectively by mental
health (and equivalent) professionals. Statistics on the subject indicate that the numbers requiring
such intervention in the medium and possibly longer terms comprises a significant minority of all
persons so impacted following any particular major incident
Accordingly, the airline should retain the services of a suitable third party commercial entity capable
of supplying such professional mental health intervention. Additionally (and as already mentioned
earlier in this guideline document), the retained ‘third party’ should also assist the airline with the
production of its HA Manual and also conduct training and audit in / of the airline’s entire HA
operation, as requested by the airline
During actual crisis response operations the third party specialist(s) may also be asked by the airline
to supervise certain elements of the HAT operation. This will typically apply to situations where any
particular psychosocial support task (PFA) being conducted by the HAT is deemed to be bordering on
the need for specialist intervention. Where necessary, the specialist can recommend specialist
intervention in appropriate cases and then take over or facilitate said intervention
IMPORTANT REMINDER
An airline’s emergency / crisis response will not be viable unless people (the airline’s most
important resource & which includes the HAT) are:





Available in required numbers and disciplines to adequately operate 24 / 7 for long
periods (12 hour shifts assumed)
Quickly available e.g. less than 1 to 2 hours response time on a 24 / 7 / 365 basis
Reliably available 24 / 7 / 365
Adequately trained & exercised
Capable of rapid worldwide deployment (selected elements)
There are various methods which an airline can use to achieve the requirements listed above but above all else an airline should have such a system in place, which works consistently and
reliably under all circumstances envisaged
If an airline does not have such a system in place its chances of effectively & efficiently
handling any type of major crisis will be severely impaired
38
Airline HA Operations- some diagrammatic representations
The diagram on the next page depicts the entire ABCX Airways command and control system
applicable to the HA model used in this guideline document
Page 41’s diagram indicates typical locations to which the HAT might deploy during actual operations
and the diagram on page 42 portrays a typical GO Team deployment (which will almost always
include the HAT of course)
Pages 43 to 46 depict typical movements of the uninjured, injured and deceased once they leave the
aircraft accident location
Page 47 provides a simple representation of the major communication links associated with a
catastrophic aircraft accident
39
ABCX Airways - Concept of Humanitarian Assistance Operations
V. Senior Management
HAT Manager and / or
Crisis Planning Manager
Crisis Management Centre
(Crisis Director + Team)
Airline HQ
CMC - Humanitarian
Assistance Controller
GO Team
(Leader GO Team)
Humanitarian Manager
GO Team
HAT Co-ordinator (GHC)
rd
3 Party Mental Health
Specialist(s)
Deputy GHC
Local Accident Control Centre
(Station Manager / GHA)
HAT Team Leader
HAT Team Leader
HAT Team Leader
HAT Team Leader
HAT
HA Tasks
HAT Team Leader
…and so on
CMC = Crisis Management Centre; HA = Humanitarian Assistance; HAT = HA Team; GHC = GO Team - HAT Co-ordinator
rd
Note - the above diagram does not show any engaged 3 party (commercial) HA support specialists. In reality many airlines engage such support e.g. from Kenyon; Blake; Aviem; FEI etc.
40
Catastrophic Aircraft Accident - Humanitarian (Family) Assistance Team (HAT) - Typical Assignments
Crisis Director or Leader GO Team
HAT Manager
Airline Contracted
Third Parties HA
Support (if available)
HAT Leaders
Alerting &
Activation
HAT Members
Deploy (i.e. as part of a GO Team on most occasions)
Uninjured Crew Reception Centres (Airport Airside and / or (usually off-airport) Landside)
Uninjured Passenger Reception Centres (Airport Airside and / or (usually off-airport) Landside)
Friends and Relatives Reception Centre (Landside - usually at or very near to airport)
Re-uniting Centres (one on-airport and the other off-airport (latter possibly part of HAC))
Humanitarian Assistance Centre (Land/Groundside - usually off-airport but may be close by)
Hospital(s)
Mortuary / Mortuaries
Homes / residences of Victims and associated Families, Relatives and Friends
Peer Support - i.e. in support of each other, other airline colleagues & external responders
Anywhere else as required (e.g. JFSOC; airport ‘meet & greet’ etc.)
41
Catastrophic Aircraft Accident - ABCX Airways GO Team / GO Kit / GO Aircraft
See (separate document) CRPM Part 1 (ERP) - Volume 5 for further detail
Leader GO Team (LGT)
Alert, Activate,
Generate &
Despatch
Forward GO Team
Airline Air Accident
Investigation Team +
Support
HAT & CSUs
Investigation Manager in
Charge
Forward GO
Kit
Rear GO Team
Rear GO Kit
HAT + CSUs
Deputy LGT in Charge
Crew
GO Team Check in - Departure Airport
Despatch - Departure Airport
Board
Board
To be airborne within
x hours or less (target)
of initial alert
GO AIRCRAFT
GO Team Airport
nearest (Arrival)
3rd Party HAT Support (if any)
Deployed Operations Control Centre
Deployed GO Team Operations
Control Centre
42
Catastrophic Aircraft Accident
Typical Processing & Movement of Accident Victims + associated Relatives and Friends
MOVEMENT OF UN-INJURED PASSENGER VICTIMS (Accident on / near Airport)
Humanitarian Support
Triage
Airport
Buses
GHA
Airport
Authority
Airline
HAT
Other
Police & Security
SRC (A)
RA(A)
Passenger
Record Cards
CIQ
Medical Asst
(PRC forms completed and
sent to Airline CMC)
SRC (L) RA(O)
Reuniting
Escorted by HAT
FRRC or HAC
Friends & Relatives Enquiry Card
(FECs completed & sent to CMC)
To Homes
Continue Journey
Other
Note - the diagram above is representative only
CIQ
CMC
FEC
FRRC
GHA
HAC
HAT
PRC
SRC (A)
SRC (L)
RA (A) / RA (O)
=
=
=
=
=
=
=
=
=
=
=
‘Customs, Immigration and Quarantine (Health)’
‘Crisis Management Centre’ (at airline HQ)
‘Friends & Relatives Enquiry Card’
‘Friends & Relatives Reception Centre (at Airport or near Airport)’
‘Ground Handling Agent’ (Airline Representative)
‘Humanitarian (Family) Assistance Centre’
‘Humanitarian (Family) Assistance Team(s)’
‘Passenger Record Card’
‘Uninjured (PAX) Survivor Reception Centre - Airside’
‘Uninjured (PAX) Survivor Reception Centre - Landside Hotel’
‘Reuniting Area - Airport’ & ‘Reuniting Area - Off-airport’
43
MOVEMENT OF UN-INJURED CREW VICTIMS (Accident on / near Airport)
Triage
Airport
Buses
GHA
Airline
HAT
Other
Airport
Authority
Police & Security
CRC (A)
CIQ
PRC
(PRC forms completed
& sent to Airline CMC)
Medical Asst
CRC (L)
Reuniting
Crew Families
Escorted by HAT / Peer Support Team
Crew to Homes
Crew - Other
CIQ
CMC
GHA
PRC
HAT
CRC (A)
CRC (L)
=
=
=
=
=
=
=
‘Customs, Immigration and Quarantine (Health)’
‘Passenger Record Card’ (also used to record ‘crew’ details)
‘Humanitarian (Family) Assistance Team’
‘Uninjured (Crew) Reception Centre - Airside at Airport’
‘Uninjured (Crew) Reception Centre - Landside Hotel’
44
MOVEMENT OF INJURED AND DECEASED VICTIMS FROM CRASH SITE
Triage / CCS / TM
Injured Survivors
Passenger
Record
Card *
Friends & Relatives Enquiry Card
(FEC completed & sent to CMC)
(PRC forms
completed & sent
to Airline CMC)
Home
Onward Journey
Reuniting
Escorted by HAT
Hospital(s)
Dead
FRRC or HAC
Temp
Mortuary
GHA
Airline Rep
Mortuary
HAT
Local Coroner,
KENYON
etc
Repatriation of Human
Remains and / or
Funeral Arrangements
Other
*Note - MGFR found at the hospitals & mortuaries should be asked to complete the’ Friends & Relatives
Enquiry Card’ (FEC). Uninjured accident victims found at hospitals & mortuaries should be asked to complete
the ‘Passenger Record Card’ (PRC)
CCS
CMC
FEC
FRRC
GHA
HAC
HAT
MGFR
PRC
TM
=
=
=
=
=
=
=
=
=
=
‘Casualty Clearance Station’
‘Friends & Relatives Reception Centre (Airport or Near Airport)’
‘Humanitarian (Family) Assistance Team’
‘Meeters & Greeters + Friends & Relatives’
‘Passenger Record Card’
‘Temporary (at or near accident site) Mortuary
45
MOVEMENT OF MGFR
MGFR segregated from other public
Airport
Authority
GHA
FRRC
Airline
FEC forms
HAT
(FECs completed
& sent to CMC)
Home
Families travelling
in from overseas etc
Police & Security
Immediate Reuniting
Airport Arrivals Hall
Medical Asst
RA (A)
HAC / JFSOC
Non-immediate Reuniting
Escorted by HAT
RA (O)
SRC (L)
CMC
FEC
FRRC
GHA
HAC
HAT
JFSOC
MGFR
RA (A)
RA (O)
SRC (L)
=
=
=
=
=
=
=
=
=
=
=
‘Friends & Relatives Reception Centre (Airport or Near Airport)’
‘Humanitarian (Family) Assistance Team(s)’
‘Joint Family Support Operations Centre’
‘Meeters & Greeters + Friends & Relatives’
‘Reuniting Area - Airport’
‘Reuniting Area - Off-airport’ - usually co-located with SRC (L))
‘Uninjured (PAX) Survivor Reception Centre - Landside Hotel’
46
Catastrophic Aircraft Accident TYPICAL COMMUNICATIONS & INFORMATION FLOWS
FCC
SM
REG
CRCs
CST
CCC
Airport
CSUs
SRCs
GO Team
ECC
CMC (Airline HQ)
FRRC
LACC (Accident Station)
Accident
Site
HAT
RAs
Hospitals
HAC
TPs
OPs
Mortuary
REG
OPs = Other Parties; REG = Legal / Regulatory etc. SM = Senior Management; TPs = Third Parties providing airline with emergency response support services
47
Deliberately Blank
48
Appendix A
Additional Explanatory Material (Glossary)
Study of this appendix plus attachments is strongly recommended in order that the explanations &
concepts used in this guideline document are clearly understood
Even if you are already an experienced airline ‘emergency planner / humanitarian assistance expert’
- you will find study of this section useful if you are to implement this guideline effectively, efficiently
and to best advantage
49
Critical Incident Stress Management - CISM
CISM is an intervention (support) treatment developed specifically to assist victims of traumatic
events. It is a formal, highly structured and professionally recognized process for helping those
involved in a major incident to share experiences; vent emotions; learn about stress reactions,
symptoms and mitigations - and to be provided with referral for further help if required
CISM providers are generally (suitably trained) first responders or mental health professionals
There are several types of CISM intervention which can be deployed, depending on the actual
circumstances. Variations can be used for dealing with groups, individuals, families and in the
workplace. Two of the better known interventions are:
CISM Defusing - a shorter, less formal version of a ‘CISM debriefing’ (see next title below)
As with the ‘debriefing’, defusing is a confidential and voluntary opportunity for ‘those affected’ to
learn about stress, share reactions to an incident and vent emotions. The main purpose is to stabilize
people affected by the incident so that they can return to their normal routines without undue
stress
Defusing typically lasts from 30 to 60 minutes, but may last longer. It is best conducted within one to
four hours after the associated major incident occurrence (whatever it might be) and is not usually
conducted more than 12 hours after the incident
Where appropriate, CISM debriefing may also be offered / recommended
CISM Debriefing - a proactive, intervention typically involving a group meeting or discussion,
following a particularly distressing occurrence
Based on core principles of crisis intervention, the debriefing (Critical Incident Stress Debriefing CISD) is designed to mitigate (lessen) the impact of a major traumatic occurrence by assisting those
affected to recover from and / or deal with the associated stress and other adverse impacts. CISD is
typically facilitated (conducted) by a specially trained team and is ideally provided between around
24 to 72 hours occurrence, but may be held later where circumstances so dictate
Note - Some mental health experts now believe that Psychological First Aid (PFA) is the better intervention of
choice (in contrast to the major element of CISM i.e. Critical Incident Stress Debriefing (CISD)) - to help those
affected by major crisis to better manage post traumatic occurrence stress - and to also identify those who
may need additional treatment
Such experts are of the opinion that ‘debriefing’ survivors or asking them to recount their experiences in the
first week or two after a traumatic event (as per CISD) is not recommended, as such form of approach has
apparently been shown to ‘make things worse’. Furthermore, they believe that it is important not to impose a
particular method of treatment or a timeline for recovery
However, CISM defusing (in contrast to CISM debriefing) would appear to accord / equate fairly well with
Psychological First Aid and, for the purposes of this guideline document (CRPM Part 1 / Volume 3) the two
terms and principles shall be treated as synonymous and interchangeable
50
Humanitarian Assistance - HA (Generic Term)
Those activities aimed at addressing the practical and emotional needs of persons affected by major
traumatic occurrences
Expressed more ‘technically’, such needs are typically categorised as:

Psychological & social (psychosocial) aftercare and support needs - in the short, medium and
longer terms, as required. The term ‘psychosocial needs’ generically refers to:
o
o
o
o
Psychological - mental & behavioural characteristics (individual or group)
Emotional - personality, mood, temperament, disposition, motivation etc.
Social
Physical
The table diagram below shows some typical human reactions in the immediate aftermath
of major traumatic occurrences. The reactions may be of very variable intensity, duration
and meaning. Appropriate psychosocial intervention can be provided where required /
requested
Psychological
Emotional
Social
Physical
Impaired memory
Shock & numbness
Regression
Insomnia
Impaired
concentration
Fear & anxiety
Withdrawal
Hyper-arousal
Helplessness
Irritability
Headaches
Confusion or
disorientation
Hopelessness
Interpersonal conflict
Intrusive thoughts
Fear of recurrence
Avoidance
Somatic problems
(pain, weakness,
fatigue etc.)
Disassociation or
denial
Guilt
Hyper-vigilance
Reduced appetite
Anger
Reduced energy
Lack of confidence or
self-esteem
Psychosocial support is an approach to ‘persons affected’ by a major incident - designed to
foster ‘resilience’. Its aims are to ease resumption back to ‘normal life, by encouraging:

Self-participation in the convalescence process…………………and

Prevention and / or mitigation (lessening) of adverse pathological (physical or
mental) disease
51
‘Persons Affected’ (in the context used above) refers to all persons who are directly affected
by the consequences of a major traumatic occurrence (i.e. they were part of the occurrence
itself) - together with any other persons indirectly affected and who are associated in some
way with persons directly affected. Those indirectly affected typically include family,
relatives & friends (FR)
Note - It is important to clearly understand that crisis responders (e.g. airline staff) can also
become ‘persons affected’ - thus possibly requiring appropriate HA intervention themselves
- in any of its forms
‘Resilience’ (in the context used above) is the positive capacity of people to cope with stress
and adversity. This coping may result in the individual “bouncing back” to a previous state of
normal functioning - or possibly using the experience of exposure to adversity to produce a
“steeling (reinforcing) effect” and, therefore, function better than expected (much like an
inoculation gives one the capacity to cope better with future exposure to disease)
Note - psychosocial support (in the context of more immediate / shorter term airline humanitarian
assistance operations) is typically provided by first responders (emergency services) and trained
laypersons - particularly (for the latter) the airline’s own ‘Humanitarian Assistance Team’ - (HAT) or
similar
Such support is typically known as ‘Psychological First Aid’. Providers should be appropriately trained
(initial & recurrent training), exercised, supported and (where required) supervised by professional
mental health specialists
Longer term psychosocial support (including treatment for mental health problems) should be
administered only by appropriate medical and mental health professionals
The airline HAT is also likely to be involved, to a greater or lesser extent, with the provision of welfare
(see below)

Welfare - in all of its appropriate forms
o
o
o
o
o
o
o
o
o
Physical Needs (Medical; Health & Safety; Shelter; Sustenance etc.)
Personal Needs (Clothing; Transport; Finance. Legal; etc.)
Personal Needs (Communicating e.g. with family, with other affected persons etc.)
Personal Needs (Faith & equivalent (as appropriate))
Security Needs (Personal; Information (including IT); Property etc.)
Information Needs (general - who, what, where, when, why, how etc.)
Information Needs (how to get further help - shorter & longer term)
Information Needs (investigations; inquiries; prosecutions etc.)
etc.
52
(Airline) Humanitarian Assistance Centre - HAC
Reminder - the more correct, appropriate and preferred term to use here is ‘Humanitarian Assistance Centre’
(HAC). However, the equivalent term ‘Family Assistance Centre’ is in very common airline use world-wide.
Both may be used herein (depending on the context) with the same and interchangeable meaning
The airline (or similar) HAC is the location to which local Family, Relatives & Friends (FR) of aircraft
accident victims might eventually be taken (if they wish to go there), once their processing is
complete at the initial ‘Friends and Relatives Reception Centre’ (FRRC) facility at the accident airport
(or near the accident site or at some other, appropriate location) - as appropriate
The purpose of an airline HAC is to provide FR with a more comfortable and longer term
environment (other than the airport or accident site’s FRRC) - where the airline and others might
typically provide them with the necessary humanitarian, welfare, information, financial and other
support required (however mandated e.g. legal, regulatory, best practice etc.)
Activation, setup and management of a HAC are usually (but not exclusively - as is the case in the
USA and UK) responsibilities of the accident airline and / or its local representative(s)
Local airline / airline representative / other staff and possibly ‘volunteers’ from organisations such as
the Red Cross / Crescent, local ‘welfare’ authorities, other humanitarian and welfare organisations,
together with hotel staff (as appropriate) etc. - should typically receive and handle all FR at the HAC
until others e.g. the airline’s own ‘Humanitarian (Family) Assistance Team’ (HAT) might become
available with time to supplement and / or take over the task
The airline HQ should send a significant number of HAT personnel (if available) to support the
response at the local HAC. However, note carefully that it might take considerable time (24 to 48
hours in extremis) for the airline HAT to arrive ‘on site’
FR travelling to the accident location (post-accident) from locations not local to the accident site (e.g.
from overseas) should also be accommodated at the HAC upon arrival, if they so desire
Note that no one is “forced” to use the HAC
Once the airline (or others) has (have) made appropriate matches between accident flight victims
and appropriate / associated FR, the latter (possibly located at the HAC) will be re-united with their
associated victim(s) - usually being located at any of ‘Uninjured Survivor Reception Centres Landside’, Hospitals or Mortuaries, as appropriate (This paragraph assumes that immediate reuniting (e.g. at the airport) had not been accomplished or had only been partly accomplished)
Note - for several valid reasons many airlines prefer to place uninjured victims (requiring immediate local
accommodation post aircraft accident) in a location (hotel if possible) which is different from the local facility
used for associated FR (i.e. the HAC). The term which ABCX Airways uses for the former is ‘Uninjured Survivor
Reception Centre - Landside’.
53
Outside of the airline accident context it is more common to place both uninjured victims and FR in the same
facility - i.e. both groups use just the HAC. Even within an airline context, some legal jurisdictions (e.g. USA &
UK) plan on placing both groups in the single facility HAC
For accidents involving many deaths, irrecoverable human remains, longer term search and rescue
operations etc. - it is likely that the HAC might be operational for many days and possibly even for
several weeks or longer. Budget requirements for same can easily run into several million US dollars
- or possibly more!
The HAC should ideally be located (circumstances permitting) in one or more suitable hotels, as it is
likely that a typical HAC might need to accommodate large numbers of FR (e.g. 1,000 persons +)
‘ABCX Airways’ Station Managers or equivalents (airline representatives e.g. GHA) are required to
pre-identify and pre-arrange for a HAC facility as part of their local ‘ABCX Airways’ station emergency
response plan preparation. This information is to be documented in the ‘ABCX Airways Emergency
Response Plan’ for the particular Station
Specific procedures for the operation of a HAC / FAC (and JFSOC in USA) apply in some countries e.g.
the USA and UK
Note - for more comprehensive background information on 2 types of real HAC models (planned for actual use
at time of major crisis) - see attachments 1 & 2 to this appendix A
For additional general information on HAC operations - see appendix E
54
Typical Humanitarian (Family) Assistance Centre - Schematic Diagram
See diagram on next page. Note that:

The diagram is ‘stereotypical’ but serves as a reasonable representation

The diagram is not exclusive - there will be other ways to set up a HAC

The diagram has not been drawn to any particular scale

Whilst only one ‘interview room’ is portrayed - more will be required in reality

Not shown but understood is that appropriate accommodation (lodging) & dining facilities
(at or near to the HAC) are available to persons needing same

A HAC is typically located in (one or more) large hotel(s), large public building(s) or similar

HACs (especially if located in hotel(s)) can be extremely expensive to operate over a
protracted period e.g. typically running into millions of US ($) dollars

Separate working areas of the HAC for ‘persons affected’ and ‘staff’ is a typical HAC ‘best
practice’ - shown in the diagram by colour coding as per example shown immediately below
and on the next page

Ideally staff should be accommodated and fed etc. - in a facility separate from the HAC
Persons Affected
Staff
Separation
55
Humanitarian Assistance Centre - Typical Layout
JFSOC
Briefing / Meeting Room
Airline Operations Centre
HAT Managers
Spiritual / Faith Room
HAT Managers
Quiet Room
HAT ‘Crew-room’
Interview Rooms
Internet / Telephone
Red Cross / Crescent +
Similar
Childcare
Coroner / Med. Examiner
Medical / First Aid
DVI / DMORT
Travel & Information
Admin & Records
Records
Press Office
Lounge / Refreshments
Meeting / Spare Room
Lounge / Refreshments
Reception, Security & Badging Facility
56
(Airline) Humanitarian Assistance Team - HAT
Note - the more correct, appropriate and preferred term to use here is ‘Humanitarian Assistance Team’ (HAT).
However, the equivalent terms ‘Family or Special Assistance Team’ or ‘Care Team’ (amongst other terms) are
in very common use world-wide. All may be used herein (depending on the context) with the same meaning
The airline HAT comprises specially trained and exercised airline and other personnel providing the
initial and on-going (generally (but not always) face to face) humanitarian, welfare, emotional,
financial and other support to crisis victims and their families, relatives and friends - in the days and
weeks (possibly months in some cases) post major incident
The HAT must be capable of deploying 24H as part of an airline GO Team
Amongst its other duties, the HAT might be described as providing ‘psychological first aid - PFA’ to
victims and others adversely affected by a traumatic occurrence (note - airline staff, including HAT
members themselves, can and do fall under the category of ‘others’)
In the initial phases of an airline HQ / main operating base or main airline hub located aircraft
accident - the HAT would typically be deployed to e.g. (Uninjured) Crew Reception Centres,
(Uninjured) Passenger Reception Centres, the RA (A) and RA (O), the FRRC and the FAC (HAC),
typically taking over from any initial responders where applicable. Additionally, the HAT should
deploy to hospitals and possibly to mortuaries (if permitted, safe, culturally / legally acceptable so to
do etc.)
Longer term, the HAT would primarily be responsible for the set up & operation of the airline’s HAC
(FAC) and for providing the set-up plus airline representation and support - at the Joint Family
Support Operations Centre
Some limitations on the use of the HAT for an accident away from airline HQ / main operating base
or airline main hub location might be e.g. the (long) travelling time to the accident site location (as
long as 48 hours or more in extremis) - and, sometimes, local politico / legal / other requirements
related to airline involvement with humanitarian aspects of an accident response - e.g. as with
accidents occurring in Australia, Brazil, China, the European Union, South Africa, South Korea and the
USA
In cases of anticipated long travelling times for HQ HAT deployment to a particular Station / other
accident location, all local airline / other staff (i.e. traffic, cargo, engineering, commercial and tour
operator representatives etc.) at such stations or in the local area (e.g. in the associated city / town
office) - should receive abbreviated (initial and recurrent) HAT training
In the cases of Australia, Brazil, China, European Union, South Africa, South Korea and USA
destination HAT operations (possibly with the exception that one of these countries is where the
airline is main based or headquartered) - the airline should consider “buying-in” (pre-arrange)
appropriate commercial (third party) local and / or ‘nearby’ Humanitarian Assistance services where
possible - until the airline’s own HAT staff can arrive on site (remember - this latter can take up to 48
hours in extremis)
57
This is because some of these countries have an expectation (legal requirement in some cases) of a
near immediate HAT deployment (airline responsibility) in support of accident victims and their FR
An integral part of any airline HAT should be the Peer Support team - which endeavours to link HAT
type support in a ‘like on like’ manner e.g. pilot to pilot; cabin crew to cabin crew; engineer to
engineer etc. i.e. volunteers from such staff categories become trained HAT members, deploy with
the HAT in the usual way and then offer their services to their ‘peers’ as described above. Of course,
all HAT members can also offer peer support to each other and, for that matter, to all staff & others
Note that whilst an airline HAT should be fully trained and exercised in its roles and responsibilities,
it is prudent for professional mental health specialists (contracted to the airline for the purpose) to
deploy with the airline GO Team in support of the HAT and, where directed and / or felt necessary,
to supervise (or undertake themselves) the more ‘complex’ HAT interventions with affected persons
Such professionals can also provide expert intervention to HAT and other airline GO Team staff in
need of same, where peer support and PFA need to be enhanced
For additional general information on HAT operations - see appendix D
Humanitarian Manager - Airline GO Team
A suitably experienced and senior airline manager responsible to the airline’s Crisis Director (via
Leader GO Team) for overall co-ordination and control of all relevant aspects of GO Team emergency
response as it relates to “people and humanitarian assistance” type issues. Such a manager could
typically be supplied by the airline’s HR or Customer Services departments
Peer Support
Peer support operations (aircraft accident context) involve airline colleagues meeting as equals - to
give each other humanitarian assistance type support, on a reciprocal and / or ‘donor’ basis
Typically, members of an airline’s ‘peer support team’ are fully trained and exercised members (i.e. a
sub group) of the overarching airline Humanitarian Assistance Team (HAT) - the main difference
being that the peer support team is generally composed of flight crew, cabin crew and (more rarely)
other groups such as aircraft engineers
The intention is that whilst the (non-peer support) element of the HAT will provide ‘humanitarian
assistance services’ during major crisis to passengers, ground victims and their associated families,
relatives and friends - the peer support element will do likewise for crew and their associated
families, relatives and friends - pilot on pilot; cabin crew on cabin crew etc.
By default, all HAT members are each other’s peers. Therefore it is quite usual for HAT members to
‘defuse’ each other where necessary. Even if it is simply chatting to each other about the day’s
events over a cup of tea or coffee - this is effective defusing (psychological first aid) at its simplest!
Again by default, HAT members can and do support other airline staff and, where so required, can
provide such service to absolutely anyone in need
58
Psychological First Aid - PFA
What is Psychological First Aid?
PFA is an ‘evidence informed’ approach for assisting affected persons in the immediate aftermath of
a major traumatic occurrence. It is targeted at reducing the adverse impacts of initial psychological
distress caused by traumatic events - and to foster shorter and longer term adaptive functioning
(recovery)
Principles and techniques of Psychological First Aid meet four basic standards:




Consistent with research evidence on risk and resilience following psychological trauma
Applicable and practical in field settings
Appropriate to further development across the lifespan of the intervention - and
Culturally informed and adaptable
PFA is typically delivered by qualified mental health specialists embedded in a variety of response
units - including first responder teams, primary & emergency health care providers, faith-based
organizations, disaster relief organizations etc.
Trained and exercised laypersons (under supervision where necessary) can also be involved in PFA
delivery. This includes airline ‘Humanitarian Assistance Teams’
The primary objectives of PFA are to:










Establish a human connection in an unobtrusive & culturally sensitive way
Provide safety and security - both physically and emotionally
Calm and orient the emotionally overwhelmed or distraught
Help affected persons to specify their immediate needs
Offer immediate practical assistance & information
Connect affected persons to appropriate psychosocial support networks
Provide information to help reduce stress reactions
Support and encourage adaptive coping behaviors (self-help)
Facilitate on-going continuity in response efforts
Withdraw from PFA at the appropriate time - providing notice, reasons, next steps etc.
Note - Some mental health experts now believe that PFA is the intervention of choice (in contrast to the major
element of CISM i.e. Critical Incident Stress Debriefing (CISD)) to help those affected by major crisis to better
manage traumatic occurrence stress - and to identify those who may need additional support
59
These experts agree that “debriefing” survivors or asking them to recount their experiences in the first week or
two after a traumatic event (as per CISD) is not recommended, as such approach have apparently been shown
to make things worse. Furthermore, they believe that it is important not to impose a particular method of
treatment or a timeline for recovery
However, CISM defusing (as opposed to CISM debriefing) would appear to accord (equate) fairly well with
Psychological First Aid and, for the purposes of this guideline document (CRPM Part 1 / Volume 3) the two
terms and principles shall be treated as synonymous and interchangeable
Follow the links below if you wish to have some further insight into the information provided in this note
http://www.sciencedaily.com/releases/2010/10/101014111334.htm
http://www.livescience.com/13413-disaster-psychology-aid.html
60
Attachment 1 to Appendix A of CRPM Part 1 (ERP) / Volume 3 Guideline
The (United States model of a) Family Assistance Centre (FAC) +
Joint Family Support Operations Centre (JFSOC)
Relevance: Airline Crisis Response - Assistance to accident victims and their families
The ‘original’ concept and models for the FAC & JFSOC came about as a consequence of mid 1990s
United States legislation regarding support to families of major air accident victims. The current
‘evolution’ document describing this legislation can be found by following the link in the box at the
bottom of this page
This section of the guideline document (the one being read now) relates directly to certain aspects
(FAC & JFSOC) of these USA legal / regulatory requirements - as applicable to all (or most) air carriers
(aircraft operators) operating into and / or over the USA and its Territories. US terminology is used
Note that the information contained herein has been assumed to not be legally binding to foreign air
carriers (i.e. non-US carriers) whilst not operating into and / or over the USA and its Territories
Note - A small number of countries have similar humanitarian assistance legislation or ‘codes of conduct’ to
that of the USA - currently comprising Australia, Brazil, China, EU, South Africa and South Korea. Where not
mandated by law or ‘code of conduct’ - many air carriers have voluntarily adopted similar humanitarian
assistance principles to those described above as a matter of ‘best practice’. Such legislation, codes and
principles generally incorporates the concept of a HAC - however, the JFSOC concept (or equivalent) is less
prevalent
FEDERAL FAMILY ASSISTANCE PLAN FOR AVIATION DISASTERS
Prepared by the United States National Transportation Safety Board - Office of Transportation
Disaster Assistance
Revised December 2008
http://www.ntsb.gov/doclib/tda/Federal-Family-Plan-Aviation-Disasters-rev-12-2008.pdf
61
IMPORTANT REMINDER
The information in this attachment generally concerns air carrier operations within or over the
United States of America and its Territories
It is specifically related to aviation emergency response (disaster) operations
It might be found most useful (i.e. as an example) to those within airlines charged with
humanitarian assistance type responsibilities related to major crisis - particularly the
catastrophic aircraft accident scenario
Information in this attachment is © US Government
62
APPENDIX A to FEDERAL FAMILY ASSISTANCE PLAN FOR AVIATION DISASTERS - 2008
Family Assistance Centre Operations
The Family Assistance Centre (FAC) is the focus of services for family members when they travel to /
arrive at the accident location
FACs are designed to meet the immediate and shorter term needs of family members - typically
safety, security, physiological needs (food, sleep etc.), information (e.g. about the victim recovery
and identification process, the various investigations etc.) and crisis / grief counselling. Additionally,
family members may be interviewed to gather ante-mortem (pre-death) information about
deceased victims and to submit DNA samples to facilitate such victim identification
The air carrier (airline) is generally required to provide (and pay for) the FAC facility
The FAC is generally established at a hotel(s) or similar. Consideration should be given to a facility
that has suitable accommodation, multiple meeting rooms, a large ballroom or similar, up-to-date
information technology resources, food / beverage services etc. Arrangements for the FAC are
coordinated jointly by the air carrier and the United States Government’s National Transportation
Safety Board (NTSB)
The NTSB’s Director of Transportation Disaster Assistance (TDA) manages FAC operations or assigns
a designee in her / his absence
Staff present at the FAC should include the following:
1. Air carrier support team personnel (e.g. the airline’s Humanitarian (Family) Assistance Team)
and associated management and operations team(s)
2. NTSB (Transport Disaster Assistance - TDA) staff
3. Local law enforcement personnel
4. American Red Cross personnel, including approved child care providers, spiritual care staff,
health professionals and crisis counsellors
5. Medical examiner (coroner) staff
6. Personnel designated by the medical examiner to conduct ante-mortem interviews
7. Management representative(s) of personal effects contractors appointed by air carrier
8. Local support agency personnel
Certain critical functions take place at the FAC which must be closely coordinated - typically:
1.
2.
3.
4.
5.
Safety and security - including badging of staff and family members
NTSB daily briefings - typically held twice daily
Ante-mortem interviews conducted by medical examiner personnel or designee(s)
Childcare, spiritual care & crisis counselling (conducted by US Red Cross & similar)
Death notifications - generally made by the medical examiner (coroner)
63
Typically, the FAC will remain operational until the decedents (fatalities) have been identified - or
until families are notified that the identification process will continue for an extended period of
time. If the latter occurs, families will be contacted at home (at some future point) regarding positive
identifications
It is essential that each agency in the FAC understand its role in the support of families
Not all family members will travel to the FAC. If there are family members already residing in the
accident city, they will most likely visit the FAC to receive updates at the briefings and then return
home. Other family members might participate in the briefings via a telephone conference bridge /
video link
Simple schematic of a typical Family Assistance Centre
ME / C
DMORT
=
=
Medical Examiner / Coroner
Disaster Victim Identification Team
64
APPENDIX C to FEDERAL FAMILY ASSISTANCE PLAN FOR AVIATION DISASTERS - 2008
Joint Family Support Operations Centre
The Joint Family Support Operations Centre (JFSOC) is an important element of the centralised
control and coordination of supporting organizations’ responses and resources - to aviation accident
victims and their families
The JFSOC is a central location where participating organizations are brought together to monitor,
plan, coordinate, and execute a response operation maximizing the utilization of all available
resources. (Note - communication & information sharing continue to be challenges to a successful
emergency response). The JFSOC is designed to address these challenges
Organizations involved in the JFSOC typically include:






NTSB
Air Carrier (the accident airline)
American Red Cross
Local Government and Law Enforcement
Supporting Federal agencies
Other organizations as required - depending on the extent of the disaster
The JFSOC and one or more of the organizations involved (listed above) will generally:
1. Serve as the central point for coordination and sharing of information among participating
organizations
2. Monitor on-going family support activities and track mission activities of each organization,
such as the status of available resources
3. Maintain a current list of locations and key telephone numbers of participating organizations
and personnel
4. Manage and coordinate requests for services
5. Maintain a daily journal (log) of organizational activities and responses
Agency representatives assigned to the JFSOC typically undertake the following tasks:
I.
Maintain current status of family support activities
II.
Prepare information for the NTSB family website
III.
Provide information for the daily family briefing / conference bridge
65
IV.
Brief participating agencies daily about activities concerning family support
V.
Coordinate and share information among all organizational representatives
VI.
Maintain locations & telephone numbers of organizations along with key personnel (e.g.
FAC, medical examiner, staff processing centre, NTSB investigators, air carrier, accident site,
supporting organizations, national law enforcement (FBI), local law enforcement, local
government etc.)
VII.
Maintain and update daily plans, incident action plans, and plans for future operations
VIII.
Maintain the status and location of injured victims
IX.
Maintain the status of victim identification effort, utilizing information provided by medical
examiner personnel or their designee
X.
Update information on numbers of families at the accident city / location and projected
departures / arrivals (next 24 / 48 hours)
XI.
Track the progress of ante-mortem interviews and ante-mortem data collection
An aviation accident may take place anywhere - therefore, it is necessary to remain flexible in
planning the location of the JFSOC, taking into consideration the location and the severity of the
accident
The location of the JFSOC will generally be determined on the basis of available space, in such places
as hotels, local government buildings or mobile command posts
The air carrier (airline) is responsible for securing space to accommodate family members, the FAC,
and the JFSOC. The involved air carrier should plan on securing a hotel area (if possible) that can
accommodate the people, equipment, and activities of a JFSOC
Although hotel space for family members and the FAC will be at a premium, it is important that the
JFSOC be co-located with the FAC where possible. A small ballroom or large conference room is
appropriate. Should the air carrier have difficulty securing space, the NTSB TSD will contact local
authorities to determine the availability of alternatives
66
The following is a general description of the duties and responsibilities of agency representatives
assigned to a JFSOC:
1. Coordinator: The JFSOC Coordinator represents the NTSB and is charged with managing the
day-to-day JFSOC activities. The coordinator may direct any of the following tasks:








assign responsibilities to JFSOC members
facilitate the exchange of information among JFSOC participants
ensure that critical information is kept current
inform other participants of significant developments
collect information that may be used for family briefings
ensure that individual logs are kept current
coordinate with NTSB headquarters regarding information to be placed on the
Board’s special family website
other duties relating to the specific requirements of the accident response
2. Deputy Coordinator: A Deputy Coordinator may be designated to assist the Coordinator.
The Deputy Coordinator may be from the air carrier or from the local emergency
management agency
3. Administrative Officer: An Administrative Officer will assist the Coordinator with
administrative functions, such as preparing drafts of documents, collecting and posting logs,
assembling clips of media coverage of the accident, providing supplies, and performing other
duties relating to the specific requirements of the accident response
4. Air Carrier (airline & similar) representative: The air carrier representative serves primarily
in a coordinating role for the carrier. Responsibilities include passing along information to
the carrier’s command centre regarding positively identified passengers (after families have
been notified); addressing questions related to current and future support provided to
families by the air carrier; providing updates regarding other agencies’ current and future
plans and developments; scheduling meetings and related agendas; maintaining a daily log;
monitoring status of injured victims and numbers of family members on and off site;
providing information for daily briefings to family members; updating other JFSOC
participants on the carrier’s activities & developments
5. Local Government representative: The local government representative is the coordinating
point for JFSOC participants on issues of security of the morgue, FAC, hotels for family
members and other designated sensitive areas. He / she is responsible for keeping his or her
organization informed of family affairs activities & meetings, updating other JFSOC
participants on local government’s activities & developments and maintaining a daily log of
events
67
The local government representative provides information for daily family member briefings
and identifies local assets and resources to support the operation - and also assists other
participants in their understanding of the local community & their leaders
6. Medical Examiner (ME) representative: The medical examiner representative serves as a
liaison between the victim identification activities at the morgue, the ante-mortem interview
process at the FAC, and the DMORT FAC team. They may also provide information on the
victim identification process at the family briefings
7. American Red Cross (ARC) representative: The American Red Cross representative assigned
to the JFSOC coordinates the American Red Cross’ operations in the FAC and the staff
processing centre. Responsibilities include responding to questions that relate to current
and future support provided to families and support workers, answering questions related
to persons and organizations who want to volunteer services or support, informing the
American Red Cross of scheduled meetings, maintaining a daily log, monitoring status of
support personnel in the FAC and other sites, answering or redirecting calls from family
members who may be off site, providing information for daily briefings to family members,
and updating other JFSOC participants regarding operational activities and developments
8. Department of State (DOS) representative (if required): The DOS representative serves in a
coordinating role between the JFSOC and the DOS. The representative will coordinate issues
involving foreign passengers and the support they will need from DOS, the victim’s embassy
/ consulate, and other participants of the JFSOC. Other tasks include maintaining a daily log,
monitoring status of foreign victims and their families, providing advice on cultural issues,
answering or redirecting calls from foreign government officials, providing information for
daily briefings to family members, and updating other JFSOC participants on the
organization’s activities and developments. If foreign consulate officials participate in the
activities of the JFSOC, the DOS representative will serve as their sponsor
9. Department of Justice (DOJ) / FBI - Office for Victim Assistance (OVA) representative (if
required): DOJ / FBI OVA will only be involved in the JFSOC when the cause of the disaster is
suspected to be of criminal intent. The representative serves primarily in a coordinating and
informational role for DOJ / FBI
10. Federal Emergency Management Agency (FEMA) representative (if required): The FEMA
representative is not normally involved in the JFSOC, unless the disaster requires substantial
Federal government assistance. For example, a disaster that occurs in a highly populated
area causing severe structural damage and a substantial number of ground casualties will
require a FEMA representative at the JFSOC. The representative will be primarily responsible
for coordinating the local and State emergency management agency efforts with the family
support operation
68
APPENDIX D to FEDERAL FAMILY ASSISTANCE PLAN FOR AVIATION DISASTERS - 2008
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
AC
ARC
ME
DOS
DOJ
JFSOC Daily Status Report Information
By?
Number of families notified / number pending notification
Number of families on site / number of families at home
Number of total family members at the FAC hotel
Number of families expected to arrive within the next 24 hours
Number of families expected to depart within the next 24 hours
Number of families at home contacted by air carrier within the last 24 hours
Status of injured personnel and location of family members
Number of families on site who have requested American Red Cross (ARC) assistance and
have been assisted by ARC personnel within the last 24 hours
Number of families at home who have requested ARC assistance and have been
contacted by their ARC within the last 24 hours
Number of workers who have received ARC assistance in the last 24 hours
Number of injured emergency responders having received ARC assistance
Status of ante-mortem data collection and DNA reference samples
Status of ante-mortem and disposition of remains interviews
Status of identification efforts
Status of families notified of positive identification
Status of the release of remains
Update on assistance provided to foreign families
Update on assistance provided to victims and families
Number of Federal support personnel, to include DMORT and ARC personnel on site plus their locations
Remarks on daily activities
Remarks on activities scheduled for the next 24 hours
AC
AC
AC
AC
AC
AC
AC
ARC
=
=
=
=
=
ARC
ARC
ARC
ME
ME
ME
ME
ME
DOS
DOJ
All
All
All
Air Carrier (Airline)
American Red Cross
Medical Examiner
Department of State
Department of Justice
69
NB To fully understand the responsibilities and implications for an air carrier (airline) re the
contents of this guideline document it is desirable that the entire (current) version of the US
‘FEDERAL FAMILY ASSISTANCE PLAN FOR AVIATION DISASTERS’ - be studied
Follow the link below for the 2008 version. However, checks should be made for later updates
before any operational, administrative or training use - etc.
http://www.ntsb.gov/doclib/tda/Federal-Family-Plan-Aviation-Disasters-rev-12-2008.pdf
Note
United Kingdom legislation (Civil Contingencies Act 2004) and ‘best practice’ provides for a similar
facility (to a FAC) to be set up and operated following a major UK (or UK related) incident. The UK
equivalent of the US NTSB FAC concept is known as a ‘Humanitarian Assistance Centre’ - (HAC)
Whilst the basic concepts of both FAC and HAC must obviously be similar, the UK has taken the
opportunity (with the benefit of lessons learned from previous major incidents in UK and elsewhere)
to further develop some of the concepts to better support the intent of the HAC. A few are
mentioned below:





The previously used title ‘Family Assistance Centre’ was changed to ‘Humanitarian
Assistance Centre’- as UK experience showed that many had previously thought that such a
facility was for families only - which is not the intent of the UK system i.e. a HAC is meant to
support all who are adversely affected by a major incident (not just ‘families’) - regardless of
whether directly or indirectly involved
Primary (legal) responsibility for setting up and operating a HAC is placed on the appropriate
UK local government authority (not the airline (even in the case of an aviation major
incident))
Dedicated HAC staff recommended for dealing with the media and (separately) maintaining
and operating web sites, email correspondence, social media etc.
Whilst a ‘physical’ HAC should always be maintained, it was found that additional use of a
‘virtual’ HAC has major advantages
No separate JFSOC - rather the JFSOC equivalent is already embedded within a UK HAC by
design
For more information on UK HAC concept & operation - see Attachment 2 to this Appendix A
70
Deliberately Blank
71
Attachment 2 to Appendix A of CRPM Part 1 (ERP) / Volume 3 Guideline
The (UK model of a) Humanitarian Assistance Centre (HAC)
Relevance
Airline Crisis Response - Assistance to accident victims and their families
The ‘original’ concept and model for a Family Assistance Centre (FAC) came about as a consequence
of mid 1990s United States legislation regarding support to families of major air accident victims
Whilst the US FAC model has developed over the intervening years, separate UK legislation (Civil
Contingencies Act 2004) has placed a legal requirement on certain UK ‘authorities’ to set up and
operate a similar facility with similar objectives. The latter is known by the UK title ‘Humanitarian
Assistance Centre - HAC’
‘Official guidance’ (provided by appropriate UK authorities) on how to prepare for, set up and
operate a UK HAC, is the subject of this guideline attachment - the content of which has been taken
directly (in parts) from the UK government publication on the subject - ‘Humanitarian Assistance in
Emergencies - Non-statutory Guidance on establishing a Humanitarian Assistance Centre’ (Crown
copyright hereby acknowledged). Whilst the document is lengthy, it does go into the depth of detail
that airlines must also consider when setting up their own HACs - and, therefore, the detail provided
is considered to be worth the long read!
Note - a small number of countries have similar legislation or ‘codes of conduct’ to that of the USA and
UK- currently comprising Australia, Brazil, China, South Africa and South Korea. Similar legislation is (still)
currently (2013) developing within European Union (EU) countries (UK is part of EU) - based on December
2010 EU legislation (e.g. Spain produced its related legislation in August 2013)
Where not mandated by law or ‘code of conduct’ - many air carriers have voluntarily adopted similar
humanitarian assistance principles to those described above - as a matter of ‘best practice’
IMPORTANT REMINDER
The information in this attachment applies to the United Kingdom only. It covers all types of major
incident and is not specific to (but includes) aviation emergency response operations
However, it might be found most useful (i.e. as an example) to those within airlines charged with
humanitarian assistance type responsibilities related to major crisis - particularly the catastrophic
aircraft accident scenario
Information in this attachment is © UK Government
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INTRODUCTION
The Focus and Structure of the Guidance
The guidance focuses on how to plan for and operate a UK based and / or operated Humanitarian
Assistance Centre (HAC). It also describes how a HAC complements other related but separate
welfare facilities, such as Survivor Reception Centres, Family and Friends Reception Centres, and
Rest Centres, and outlines a multi-agency framework for taking this work forward
Why has the name changed?
The HAC concept was originally given the name ‘Family Assistance Centre’ (after the FAC set up in
New York following the 11th September 2011 attacks). However, one lesson learned from
emergencies has been that this title can lead some of those affected who are not bereaved families
(particularly survivors), to believe that a HAC is not open to them. The concept has, therefore, been
re-defined to that of the ‘Humanitarian Assistance Centre’ (HAC)
In practice, any specific HAC will probably be named after the particular emergency that it is set up
to support e.g. the ‘7 / 7’ bombings in London in 2005 lead to the HAC being named the ‘J7AC’ (July
7th Assistance Centre); following such practice should ensure that the facility is more readily
identifiable by the community
The Strategic Co-ordinating Group (SCG) and, once the SCG has been stood down, the Humanitarian
Assistance Centre Management Group (HACMG), will be responsible for prioritizing access to the
HAC. This will be particularly important in a high impact emergency where resources may become
overwhelmed. A flexible approach should be taken to reflect the need for different services to be
available during the varying stages of an emergency and recovery process
Context - The Wider Humanitarian Response
The consequences of an emergency can be devastating and far-reaching for all those affected particularly worried and bereaved families, friends and survivors, but also the emergency services
and the wider community. From the outset the relationship between the people affected and the
responding agencies is crucial. To provide an effective humanitarian response, local responders need
to understand the needs of their communities at this difficult time, and to draw on joint planning,
exercising and training to meet these needs in a joined up, people focused way
Of course early on in any emergency response the priority will be to save lives and to meet the
immediate needs of survivors. However, mechanisms need to be established to effectively provide
information and support to everyone adversely affected by the emergency at the earliest practical
stage. Local responders need to also engage as early as possible with the medium and longer term
needs of all of those affected, both directly and indirectly
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The humanitarian response to any emergency will be a package of care, with a range of agencies
working together. The exact focus and nature of provision will depend on the type of emergency,
the impact it has had on the community, and people’s needs. But it is likely to include:

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basic shelter
information about what has happened
financial and legal support
emotional support
advice and direction on how to get further help and assistance
communication facilitation - allowing people to meet each other
where relevant, a link to any on-going police and other investigations
a point of contact for longer-term support and advice
Regardless of where the event takes place those affected need to know that there is somewhere
where they can access timely and accurate information, advice and support. As they may be in a
state of deep shock, it is vital that information is well coordinated, consistent, and provided in a safe
environment.
The role of a HAC is to provide a focal point for this co-ordinated information, support and
assistance. But while it has a central role, it should be remembered that it will form only one part of
the overall response
When Should a HAC be Set-up?
During the first 48 hours or so following a major incident it is expected that various types of
response will be carried out - typically:

Immediate emergency services operations e.g. fire and rescue operations; medical
operations; fatality operations etc.

Set-up and operation of a shorter term ‘Survivor Reception Centre’ - for the uninjured and
slightly injured

Set-up and operation of a shorter term ‘Family & Friends Reception Centre’

Set-up and operation of a shorter term ‘Rest Centres’ (provision of sustenance & shelter)
The last three facilities bullet-pointed above will be temporary and will generally be expected to
operate for around the first 48 - 72 hours or so post crisis. It is anticipated that this period will
provide the appropriate local authority enough time to invoke its pre-prepared plan for the setup, manning and operation of a HAC - if so directed by the appropriate superior authority (i.e.
generally by the senior police officer in charge of the entire operation and his / her team sometimes known as ‘Gold Command’)
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The Following Days & Weeks (or longer)
The HAC (physical or virtual) may be expected to operate for a period of weeks or months - and
potentially for a much longer period. During that time, it will be important to:

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maintain a constant publicity / communications campaign to try to reach everyone who
might find the HAC helpful and make them aware of its existence and location
develop telephone, website and social media services to back up what is provided by the
physical HAC
make sure the HAC brings in additional support services as they are developed or the need is
realised (e.g. particular benefits packages, or pro-bono (free) legal / financial help)
put together a plan for the closure of the HAC (exit strategy)
conduct an assessment of HAC effectiveness through a ‘lessons’ learned exercise
As the HAC closes, it is likely that the personal details of persons affected will need to be passed to a
successor support service at local, regional or national level (see Chapter xx for advice on how such
data can be shared legally). Local Authorities must consider what resources they can make available
in this longer-term recovery period to facilitate additional follow-up support (help lines, support
networks etc.) and to contribute to memorials and anniversaries
Key Messages for Responders
Planning

Put together flexible multi-agency plans for a humanitarian response, including detailed
plans for how a HAC would be set up, if needed, within 48 hours

Include in that plan a co-ordinated publicity and media-handling strategy, to be led by Local
Authorities, working with appropriate partners
Principles to guide ‘on-the-ground’ Decision Making

Focus on meeting the particular needs generated by the specific emergency and structure
the HAC accordingly - not every emergency will require the same form of response; the
primary aim is to find the best way to help people recover in the most appropriate
surroundings available

Ensure that information is flowing properly - both so that details of telephone lines, websites
and centres reach all who need them, and so that there is a properly co-ordinated process
for collecting data from those who visit such centres, in order to offer them appropriate
follow-up support
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THE PURPOSE OF A HAC
The purpose of a HAC is to:
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Act as a focal point for information and assistance to families and friends of those missing,
injured or killed, to survivors and to all others directly or indirectly affected by the
emergency. This is also likely to include the wider community
Enable those affected to benefit from appropriate information and assistance in a timely, coordinated manner
Where necessary, facilitate the gathering of forensic samples in a timely manner, in order to
assist the identification process
Offer access to and guidance on a range of agencies and services - allowing people to make
informed choices according to their needs
Ensure a seamless multi-agency approach to humanitarian assistance in emergencies,
designed to minimise duplication and avoid gaps
A HAC is distinct from other centres which may be part of a humanitarian response (particularly in
the early stages of the response for the latter centres). However, the initial rest and reception
centres are expected to eventually channel individuals to a HAC for further support and information
It is vital that people are not passed from rest or reception centres to a HAC without their needs
being fully understood. Therefore, appropriate links need to be made in the planning process to
allow the necessary flows of information between the various types of centre which might be set up
in response to any given emergency
Initial centres might also develop into the more comprehensive HAC as time progresses
Establishing a HAC should be considered as part of the response to a wide range of emergencies,
including terrorist incidents, major transport incidents and natural disasters such as severe flooding.
There is likely to be a strong case for establishing a HAC in these circumstances because it enables
the appropriate authorities and responding organisations to focus resources on providing for the
needs of those affected.
In order that a HAC can be established rapidly it is essential that advanced multi-agency planning is
carried out
The concept of a HAC has been developed to deal with an emergency occurring in the United
Kingdom. However, there is no reason why, if it is appropriate and the circumstances are suitable,
some form of HAC cannot be mobilised in the UK (or even overseas) when there are a significant
number of UK casualties following an overseas emergency
Local responders’ plans should take account of the possibility that some form of HAC - whether in
physical or virtual form, might be a practical way of channelling help to large groups of people
affected by overseas emergencies
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The HAC must meet the specific needs of people who have been affected by any emergency.
Disasters such as the Indian Ocean Tsunami in 2004 and major multi-agency exercises have shown
that different emergencies will require different responses. The first consideration should be how to
get the support to the people, rather than necessarily expecting people to travel to the support.
This is particularly pertinent where emergencies occur abroad, or where they involve national
transport links, where the people involved could be from all across the UK, and from further afield.
Depending on the emergency, a small HAC linked to a telephone line and a website might be the
best option. Alternatively, it may be more suitable to set up a number of smaller HACs to ensure
accessibility.
Whichever model is adopted, effective communication links between all the different elements HAC(s), help lines, websites, etc. - would be of vital importance.
When people return to their homes, or if they are returning from abroad, it will be important to
ensure they receive support from their home Local Authority and doctor /health authority. A HAC
can help to put people in touch with that authority in the days immediately following an emergency
and to join up the response provided by different and / or neighbouring authorities. Planning should
incorporate that need to join up the response
HISTORICAL EXAMPLE: The Tsunami Support Network - a virtual HAC
A few months after the Indian Ocean Tsunami, the British Red Cross, with UK Government support,
extended the Tsunami Support Line to become the Tsunami Support Network (TSN). This included a
helpline; website (www.tsunamisupportnetwork.org.uk); facilitated local support groups;
newsletters; and national meetings
Police Family Liaison Officers (FLOs) acted as points of contact for bereaved families and survivors
Over time, members of the TSN have established the Tsunami Support Group UK – a self-help group
without external facilitators
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THE PLANNING PHASE (What can be done in advance)
General Planning Principles
Humanitarian Assistance Centre planning should be:

Risk-based and scalable - risk assessment work required under the Civil Contingencies Act
2004 should be used to inform preparations. Furthermore, planning should be flexible and
scalable to allow the delivery of a facility (physical or virtual) that is proportionate to the
circumstances

Realistic - establishing a HAC is a complex undertaking and requires the co-ordination of
personnel and resources provided by a wide range of organisations. It will take time to
establish and will need to take account of other support mechanisms already in place
(including rest and reception centres). This should be reflected in planning frameworks

Integrated - multi-agency planning, training and exercising is crucial to effective preparation
for establishing a HAC. This guidance recommends establishing a Humanitarian Assistance
sub-group to oversee this work in the preparation phase. Preparations for delivering a HAC
should not be carried out in isolation from planning for other welfare facilities, otherwise
fragmentation, confusion or double-counting could result
Location
In most circumstances, a HAC will need a physical site, at which the appropriate support and
information services can be located. The responsibility for identifying and securing the use of
suitable premises rests with Local Authorities
It may not be appropriate or desirable to locate a HAC at or near the location of the actual
emergency. The emphasis is on creating an environment that is safe, secure, and private with easy
access to public transport, accommodation and other facilities, including mobile phone reception
A number of alternative sites should be identified in advance. The choice of premises to be used
should be made with great care and special attention paid to whether they will be fit for purpose.
Issues to be considered in selecting a suitable venue include:
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Size, which should be sufficient to accommodate appropriate functions e.g. family briefings
Health and Safety requirements
Security
Public transport links
Communication or potential communication links
Impact on location’s normal use and impact on the local community
Able to meet the additional requirements of people with disabilities (including the sensory
impaired); young people and small children
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Sustainability - a HAC is likely to be a longer-term facility and on-going availability and
affordability are likely to be an issue
 Potential for the site to itself be subject to the emergency. HACs should not, for example, be
located in high-risk flood zones

It should be kept in mind that more than one centre at different locations may be required depending on the geographic location and scale / nature of the emergency. Factors to be considered
include:
Security
Depending on the nature of the emergency, it may be essential that the HAC has a good level of
security. A full risk assessment should be conducted at the outset and reviewed on a regular basis.
The police, particularly the Counter-Terrorism Security Advisors in each force, can provide advice to
local emergency planners on particular sites that may be at risk.
There will be issues for those using the HAC surrounding their privacy and the security of
information about them. Additionally they will need to feel safe and secure- and a range of issues
could impact on that, including the physical location of the HAC e.g. locations high up in tall
buildings, or in isolated parts of a city / town, are unlikely to be appropriate
Facilities
A HAC should be designed to be a comfortable facility where people can access multiple areas of
expertise and assistance easily and in a manner that suits their needs at that time. It should also be
environmentally suitable for the purpose (as far as is possible)
Access to interpreters, people with special language skills and an informed awareness of cultural
sensitivities will also facilitate an integrated and inclusive response
Planning should be done in advance to allow a HAC to be opened as soon as is practicable after the
event (although it should not open so soon that its function would be undermined by lack of
preparation or resources). It should be co-ordinated with any other centres that have already been
established
Experience suggests that rest and reception areas, which are set up immediately, can deal with the
immediate needs of individuals caught up in an emergency. Within 48 hours, the needs of those
affected begin to get more complex and the more sophisticated and integrated support which a HAC
provides may become necessary
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Consideration should be given to locating some or all of the following facilities within a HAC. Not all
of these facilities will need to be delivered (and some may be delivered separately). Local responders
will need to draw from this list to meet the prevailing circumstances. However, in the planning
phase, local responders should identify how they would meet these potential requirements:
Potential Services / Service Areas

Registration and reception area - where police or other appropriate agency (e.g. Local
Authority, voluntary agency or contracted security company), can check the validity and
record details of all those attending a HAC. This area could also be responsible for issuing
daily bulletins with up-to-date information. It should provide practical resources such as
pens, paper, plans of the HAC, the location of local amenities e.g. banking facilities, places of
worship, phone cards, and transport routes etc.

An interview area where those affected by the emergency can be taken in order that their
enquiries are dealt with in a private and compassionate manner with the minimum of
disruption

Telephone and internet areas - people may wish to relay messages to concerned others all
over the world; the internet may be the most efficient way to do this

Welfare area - suitably trained and prepared staff from Adult and Children’s Social Care,
voluntary sector or other organisations should be available to assist and offer emotional
support in the Welfare area, whether this is in a listening role, or to discuss, identify and
respond to the needs of people affected

Quiet areas - people may want a quiet area, without disruption, for private time alone

Adequate toilet facilities
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Food and refreshments - with particular efforts made to cater for varied dietary
requirements
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Childcare facilities - many families will find it difficult to attend without such facilities being
made available to them. This will need to include provision for suitably qualified personnel,
separate crèche, toys for various ages and baby changing facilities
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Basic first aid provisions should be made available
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Animals - for health and safety reasons, pets should not be allowed free access to a HAC. A
separate pet holding area should be identified
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Desks (with telephone/electrical socket) which can accommodate required staff or ‘official’
personnel, which may include:
o
Casualty Bureau (Police Emergency Call / Contact / Information Centre) liaison
station
o
Police family and survivor liaison - a team available to provide up to date
information about any investigation or victim recovery / identification process;
provision of information and support to families prior to and during viewing of
deceased at mortuaries; arrangements for site visits, if appropriate. Survivors might
also have questions relating to the event which the police may be able to assist with
o
Local Authority representatives (Adult and Children’s Social Care) - available to
assess the social and psychological needs of individuals; discuss the options available
to them and meet/facilitate needs. This may include helping people to complete
forms and other practical forms of assistance
o
A staffed accommodation desk. People may need temporary accommodation or rehousing
o
A staffed transport desk. People may need travel advice and/ or transport to and
from the HAC, and to relevant venues such as hospitals
o
A staffed finance desk - people may require emergency financial assistance /
vouchers to pay for clothes, childcare, toiletries, food, travel, and accommodation if
they live at a distance or do not have access to funds. If the emergency is connected
to a company, e.g. transport operator - they may provide financial support.
Otherwise, the appropriate government agency can arrange emergency funds
o
Representative(s) from the Coroners Service (if appropriate)
o
Voluntary sector services
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o
Interpreters and signers, if necessary
o
Assistance in respect of individual and diverse requirements - including multi-faith
and cultural support
Where applicable:
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Victim Support Services
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Criminal Injuries Compensation Authority representatives
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Representatives of the Foreign and Commonwealth Office - through Government Offices or
central Government - and officials from foreign governments where required
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Representatives of airline/ train/ sea travel operator Humanitarian Assistance (Care)teams

Legal Advisors and Insurance company representatives (the latter possibly through the
umbrella organisation the Association of British Insurers or ABI) - people may be unfamiliar
with legal procedures and may require advice on compensation claims, benefits payments,
and insurance related issues. Office Space for staff should be kept separate from public
areas, comprising:
o
o
o
o
o
Management and administration offices
Briefing / de-briefing rooms
Toilets
Private areas with telephones. Multi-agency Press Officers, whose role will involve
maintaining people’s privacy, managing media interest, and handling publicity for
the HAC, should be located away from public areas
Secure storage space (e.g. lockable filing cabinets)
Support of a ‘Physical’ Humanitarian Assistance Centre
To provide multi-agency, seamless humanitarian assistance, a HAC will often need to be supported
in the weeks after an emergency by a telephone helpline (possibly 24 hours a day), a website and
some basic leafleting / printing capabilities. In some circumstances, consideration may be given to
establishing an entirely virtual HAC, with no physical premises
Such considerations should be built into planning
Voluntary organisations such as the Red Cross can provide particular advice about running such
services, but the police should also be consulted to make sure no telephone line is set up before the
initial Casualty Bureau has done its job - it is vital to avoid confusion about where to go to report any
information relevant to a police investigation
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Websites and telephone lines should form part of a co-ordinated communications strategy to make
sure that everyone who might want to use the HAC is aware of its existence and has a means of
accessing its services.
Chapter xx provides detailed guidance on how to develop a communications strategy and the key
elements it should contain
Telephone Lines
The purpose of a support telephone line is to offer information, advice and practical and emotional
support to those affected by the emergency. The line should never be diverted to an answering
machine. There must always be the facility to speak to somebody in person.
Telephone lines must have sufficient capacity to deal with potentially large numbers of calls. Care
should be taken in finding a location for staff on a support line as it is important to avoid creating a
call centre right in the middle of a HAC
Staff employed on any helpline must be properly briefed on the role and facilities available at the
HAC and be able to offer the appropriate advice and support to callers commensurate with the
demands of the emergency. For example, if the emergency is subject to a police investigation it is
recommended that police FLOs (Family Liaison Officers) are part of any helpline teams
Websites
Many Local Authorities have resilience elements to their own websites, and these could be
expanded in the immediate aftermath of an emergency to carry information on the purpose and
location of the HAC, facilities available, and details of the telephone helpline
Alternatively, a specific site could be created. If so, advanced planning is important, to allow a
prompt response, and a skeleton template should be prepared. Care should also be taken to make
sure any web presence is co-ordinated and linked with all others which might be putting official and
related information online in various forms - including social networking
Some persons in need of support might not know the name of the relevant Local Authority.
Consideration should be given to where people may attempt to obtain information, and efforts
made to ensure that information about a HAC is available through such avenues. Cross-promotion is
vital to ensure that everyone who is in need is reached. Responding partners should agree phrasing
which can be posted on all websites
Funding
Local Authorities will be ultimately responsible for meeting the costs of securing the use of premises
in the planning phase, and for providing the HAC itself in the event of an emergency. However, it is
important to adopt a multi-agency approach to this task in both the planning and response phases. It
is also important to ensure Local Authority Procurement and Finance Departments are involved at
the planning stage
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During the planning phase Local Authorities should consider entering into agreements with
voluntary agencies to provide certain aspects of assistance in the event that a HAC is established.
Where such agreements are entered into, these should be built on shared expectations as to what, if
any, costs will be reimbursed. Consideration should be given to involving local businesses in plans, as
they may be well placed to donate funding and/or resources (particularly furniture and equipment)
Wherever possible, standing contracts should be entered into, since these can significantly reduce
costs. Planning on a regional basis can also enable costs to be pooled
The use of special requisition/purchase order forms (and the setting up of dedicated budget codes
within organisations) during an emergency should be planned for, so the cost recovery from
insurance companies and other emergency grant schemes has a clear audit trail
Staffing
Staff Resources and Welfare
It is important to identify and train in advance those staff and volunteers who will be responsible for
providing the range of potential services at a HAC. As far as is practicable, this training should be
done on a multi-agency basis
Whilst there will be a range of specific services offered at the HAC (possibly by agencies who are
likely to supply their own staff) there will be a requirement for a core (central) staff team to act as
guides for those affected and as a central point of contact on an on-going basis. It is likely that these
staff will come from the social services departments of Local Authorities - although they will
probably be supported in the management of the HAC by their colleagues in emergency planning
and communications
Core staff should work in close contact with the police Family Liaison Officers (FLOs) (when they are
deployed) - to avoid confusion and ensure a coordinated approach. The police will tend to be the
initial point of contact at the HAC, and in some cases FLOs will be on site to guide families and
survivors around
Core staff should be given training, both on how HACs should work (available from the Emergency
Planning College) and on how to respond to the needs of people who are likely to be traumatised
and / or bereaved
‘Burn-out’ is a risk that should be factored into planning, especially since the HAC may need to be up
and running for a number of weeks or even months. It is therefore important in the planning phase
to identify:

How the additional demands on staff will be handled - for instance by working in shifts or
putting in place a network of trained volunteers from different parts of the organisation

How handover procedures will operate between shifts to ensure seamless continuity of care
to HAC users
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
How to plan the involvement of outside agencies at the appropriate stage in the response whilst the tendency may be to launch ‘all hands on deck’ immediately, some may have
experience and skills better suited to meeting the needs of people a couple of weeks, or
months, further on. Organisations should be built into the plan according to their strengths
and capabilities
Planning for a HAC should include arrangements to look after the short and long term needs of staff.
Support mechanisms should be in place for individuals working in a HAC during and after their
involvement.
Training
It is vital that Individuals should be trained and prepared to perform their HAC role and / or deliver a
HAC service, and briefed regularly during their involvement
Guidance about training is contained in the Cabinet Office (2005) Emergency Preparedness
document
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THE RESPONSE PHASE
Initiating the Response
The senior team in charge of the entire crisis response (GOLD Command) will take the decision on
HAC activation
The decision to activate a HAC will lead to appropriate (pre-planned) alerting and activation of all
concerned with HAC set-up, manning and operation
Where rest or reception centres have been established to meet the immediate needs of those
affected post emergency, consideration must be given to the arrangements to migrate from these
temporary facilities to the longer term HAC, so that seamless support continues to be provided
Management of the HAC
Once GOLD Command has authorised opening the HAC, a Humanitarian Assistance Centre
Management Group (HACMG) will be established to manage it. Terms of reference, including
membership of this group, should be pre-designated during the planning stage as should the
chairpersonship of the group
The HACMG must determine which of the functions and services identified in Chapter xx are
appropriate to the particular dimensions of the emergency, and will also be responsible for
prioritising access to the HAC
Using existing local plans, the HACMG must decide on:
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Location, form and layout of any HAC
Staffing
Services to be provided, who is to provide them and how costs are to be met
How to implement the communications strategy
The HACMG should only open the HAC when it is adequately staffed and equipped to fulfil its
designated functions. Effective communication with all those who might wish to make use of the
HAC must be part of the initial strategy to avoid chaos and confusion from the outset
Communications Strategy
A HAC is likely to be of intense interest to the media. The media will be useful in promoting the
existence of the HAC, especially to those that may not have received information from the Casualty
Bureau, any helpline in use, rest or reception centres or local hospitals.
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It is paramount that the privacy of individuals using the HAC and the sensitivities surrounding them
are respected. The HAC Communications Strategy, developed in the planning phase (see Chapter xx)
should cover media relations in the aftermath of an emergency, and should form an integral part of
local responders’ media and public communications strategies
Some Specific Roles within a HAC
The Chair of the HACMG will have overall responsibility for administration of the HAC. However,
each organisation involved will have responsibility for managing, resourcing and providing
administrative, operational and emotional support for their teams
Particular posts to be considered include:

Initial reception - normally staffed by police and Local Authority personnel or other
appropriate and trained staff. This post will record details of all those initially attending the
HAC. Each individual permitted access will be issued with an identity pass (which should
have been pre-developed) that should be displayed at all times. This also applies to
emergency services personnel

Support teams - after initial reception, those affected will need guiding through the various
services offered by the HAC and they will need a longer-term point of contact for follow-up
support. Core teams of Local Authority and other appropriate staff should be set up to
perform this function in accordance with pre-prepared plans

Security - will normally be carried out by police in the first instance and, subject to risk
assessment, may be handed over to private security. There must be clear, effective
communication between security personnel and the initial reception

HACMG Secretariat - this team will be responsible for recording minutes of meetings,
preparing briefing papers for the HACMG and assisting the Chair in co-ordinating the various
organisations working at the HAC. It will also co-ordinate the ‘lessons learned’ report of the
HAC

HAC Duty Officer - it is recommended that the HACMG considers appointing an individual to
act as the ‘Duty Officer’, during any period the HAC is open. This individual will be
responsible for the overall maintenance of security, good order and efficient running of the
HAC, ensuring that all personnel are properly briefed and supported. He / she will also be
responsible for ensuring that any ‘ground rules’ are adhered to and act as the first point of
contact in the event of any further emergency
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Staff Briefing
It is vital that all personnel working at the HAC are properly briefed and trained in terms of both
their specific role, the wider role of the HAC and the organisations and facilities within it. Personnel
should also be briefed when commencing their duty with the latest situation report, updated
information and any other relevant matters. This is a task that may be performed by the Duty Officer
(see above)
Notice / poster boards to provide information updates might prove useful
Ground Rules
Prior to opening the HAC, the HACMG should consider drawing up ‘ground rules’ in respect of the
use of the HAC, by staff and visitors. For example, in order to maintain the dignity and integrity of
the HAC and show the necessary respect and privacy to those attending, it may be necessary to
prohibit staff from using mobile phones throughout the HAC and to maintain facilities primarily for
the use of visitors e.g. catering and internet terminals
In addition, it may be appropriate to accommodate smokers in a way that doesn’t impact on other
users and staff and / or contravene health and safety legislation. It is also important that staff have
their own facilities, separate from the public areas, where they can both relax and conduct private
work related business
Closure of a Humanitarian Assistance Centre
The decision to open and keep open a HAC must be subject to regular review. The decision on
closure and future service provision should be based upon the advice of the HACMG Chairperson
Consideration should also include an assessment of the HAC’s effectiveness against its original
objectives via a ‘lessons learned’ exercise
Local Authorities must consider what resources they can make available in the longer-term recovery
period to facilitate additional follow-up support (helplines, support groups etc.) and to contribute to
memorials and anniversaries
The possibility of a phased closure or moving the location in due course to smaller premises should
be considered. The nature and circumstances of an individual emergency should determine whether
these are appropriate measures
It is important to involve all partners in plans for closure. As the HAC closes, it is likely that the
personal details of the people affected will need to be passed to a successor support service at local,
regional or national level (see Chapter xx for advice on how such data can be shared legally). Many
other decisions will also have to be made, such as agreements about on-going service provisions and
the future use of any equipment and facilities procured specifically for the crisis operation
88
Note to reader of this guideline - the complete UK document and a subsequent ‘update’ can be
found by following the respective links below:
http://www.cabinetoffice.gov.uk/sites/default/files/resources/hac_guidance.pdf
http://www.culture.gov.uk/images/consultations/HA_strategic_guide_draft.pdf
Note
United States legislation (Federal Family Assistance Plan for Aviation Disasters - as amended)
provides for a similar facility (to a UK HAC) to be set up and operated following a major US (or
possibly for a US related) incident. The US equivalent of a UK HAC is known as a ‘Family Assistance
Centre’ - (FAC)
Whilst the basic concepts of both FAC and HAC must obviously be similar, there are important
differences - the most important being that the US law relates specifically to aviation related disaster
and is, therefore, very specific as to the roles and responsibilities of the air carrier (airline) involved
For more information on the US FAC concept and operation - see attachment 1 to this Appendix A
89
Deliberately Blank
90
Appendix B - to CRPM Part 1 (ERP) / Volume 3 Guideline
This appendix provides just a few examples of generic ‘terms of reference’ and checklists used in
typical airline humanitarian assistance operations
Appendices B1 to B3 and appendix B4.4 contain actual information - whilst the remainder (checklists
only) are blank, but are included by title to indicate to the appropriate reader some typical items to
consider for inclusion when preparing his / her own airline Humanitarian Assistance team terms of
reference and checklists. Note that whilst the only example relating to ‘terms of reference’ will be
found in appendix B1 - all of the other checklists found in appendices B2 to B4.12 must, in reality,
also have corresponding terms of reference for each and every role assigned
The reader is reminded that what is included in this appendix B is effectively a ‘sample’ only, and a
small one at that!
For clarity re the above, the scope of this information document is again repeated below:
The scope of this guideline document is limited to providing a foundation level of information re
airline Humanitarian Assistance Operations - which an airline can then develop further, in order to
produce its own final plan on the subject
This means that this document will, in general, not provide detailed procedures, processes,
checklists etc. - except for some basic examples in some cases. The reader will appreciate why this is
so i.e. no generic guideline document such as this can realistically provide for the variable
circumstances specific to the humanitarian assistance plan of any particular airline
91
Appendix B1
EXAMPLE ONLY
Typical Terms of Reference (TOR)
GO Team - Humanitarian Manager
Responsible to LGT for
Overall oversight (including co-ordination and control where required) of relevant aspects of the GO
Team emergency response, as it relates to ‘humanitarian assistance’ and ‘people’ type issues
Main Purpose of Job

Oversee all on site airline emergency response functions related to Humanitarian Assistance
(HA), Personnel & Administration (HR), Employee Welfare, Medical, Health & Safety and other
appropriate functions etc.

Oversee establishment of Humanitarian Assistance Centre (HAC), (Uninjured) Crew Reception
Centre Landside (CRC (L)) and (Uninjured) Passenger Reception Centre Landside (SRC (L)) (if not
yet done upon arrival of GO Team at or near to accident location)

Oversee all aspects of management and running of HAC, CRC (L) and SRC (L), as appropriate

Oversee airline aspects of management and running of Joint Family Support Operations Centre
(JFSOC) (ideally co-located with the HAC, circumstances permitting)

Ensure reuniting process commences and / or continues, as appropriate - and oversee the
effectiveness, efficiency and expediency of same from an airline viewpoint

Oversee on-going local arrangements for the humanitarian assistance, welfare, safety and
security etc. of all surviving victims, crew, others involved in the accident, associated families,
relatives & friends (FR), airline staff etc. - as appropriate and permitted

Ensure insofar as is possible / permitted - the effective, efficient, expedient and compassionate
local handling of the deceased + their locally present and associated FR (in conjunction with
local authorities etc. + any organisation(s) engaged by the airline for the purpose - where
relevant)

Ensure insofar as is possible / permitted - the effective, efficient and expedient search for,
recovery and disposition of property and personal effects (in conjunction with local authorities
etc. + any organisation(s) engaged by the airline for the purpose - where relevant)
92

Oversee the protection of survivors, FR and airline staff from unwanted media / other intrusions

Ensure that locally situated survivors and FR are provided with timely situation briefings (in
conjunction e.g. with local authorities etc. + any organisation(s) engaged by the airline for the
purpose - where necessary)

Oversee daily situational briefing sessions for all appropriate staff / other related emergency
responders, any organisation(s) engaged by the airline etc. - as required and appropriate

Control and co-ordinate local airline efforts, as delegated by CMC, for FR visits to the site of the
accident (in conjunction e.g. with local authorities etc. + any organisation(s) engaged by the
airline for the purpose - where necessary)

Unless governed otherwise by law / local custom or in exceptional circumstances - liaise with
local authorities / whoever for them not to release the victim name list and other associated
information, unless the next-of-kin / closest relative / equivalent person has been notified
beforehand & associated permission has been given and the CD has also authorised such release

Determine with GO Team experts (legal, financial, insurance) and relevant local staff / experts,
an appropriate level of “immediate economic needs” payments and when / how to activate
payment. Co-ordinate this with the CD at airline HQ - via Leader Go Team

Ensure Finance GO Team staff, and other associated local staff, are tracking and recording all
local expenditure related to the emergency response

After consultation with appropriate FR, liaise with local authorities + any organisation(s)
engaged by the airline for the purpose - re the conducting of memorial services and erecting of
monuments, ensuring (if possible) airline representation at all memorial services and dedication
of monuments
Note - the GO Team Humanitarian Manager may be generally regarded as providing strategic
oversight of any airline sponsored humanitarian assistance and similar responses - as related to local
(on-site / deployed) operations. This includes strategic oversight of third parties engaged by the
airline for the purpose of HA support operations
By way of comparison, the GO Team - Humanitarian Assistance Team Manager generally has
complete tactical leadership of a deployed airline HAT - under the strategic oversight of the
93
GO Team Checklist (assumes GO Team deploys by air - which will not always be the case)
Note - where no Humanitarian Manager is available to deploy with the GO Team, this checklist will be enacted
by Leader GO Team. The numbered (sequence) order of this checklist is advisory only
Item
1.
Action
Upon initial alerting & nomination - check the appropriate (pre-issued and separate)
‘GO Team Quick Reference Guide’ to assist with your initial preparations
2.
When so directed - report to nominated departure airport as quickly (but safely) as
possible. Check-in for the GO Team flight as per previous instructions
3.
Identify and make contact with Leader GO Team and receive any briefing update
4.
Board GO Aircraft & take a seat near the front of the aircraft. (During flight prepare
(with LGT & other GO Team managers) an action plan for arrival at destination)
5.
Whilst on-board, contact & brief HAT Manager + any other teams having HA, welfare
& similar roles / responsibilities e.g. HR CSU, H&S CSU, CCP (external party) etc.
6.
In conjunction with LGT, HAT Manager / whoever - formulate a provisional HA action
plan for implementation upon arrival. Refine this plan progressively as (if) more
information becomes available
7.
On arrival at ‘GO Team airport nearest’ report for briefing (if any) with other GO Team
managers (Deputy LGT & remainder of GO Team will remain on-board aircraft)
8.
Return to GO Aircraft and assist LGT to brief those staff who remained on-board
9.
Assist in management of immediate post-arrival tasks such as disembarkation;
Customs / Immigration / Health clearances; off-loading, clearance and collection of GO
Kit / specialist equipment / luggage etc.
10.
When circumstances permit & in conjunction with your HA team managers / local
expert direction / advice provided (if any) - take a few minutes to quickly update the
HA action plan in light of what is now known of local circumstances
11.
When applicable, possible, practicable and agreed with LGT (e.g. typically following
consultations and / or clearances with / from any local government authorities and
similar e.g. local airline representative; local airport operator; local emergency &
security services; local organisations such as Red Cross / Red Crescent; any external
organisation(s) engaged by the airline for the purpose of HA support etc.) - oversee
initial deployment of your humanitarian assistance team(s) to their various emergency
response duties & locations, then adopt and adapt following general responsibilities i.e. checklist item 12 and onwards
?
94
GO Team - Humanitarian Manager - continued
12.
Assist LGT in oversight (to maximum extent possible / practicable / permitted) of all
matters associated with GO Team arrival and initial preparations at destination
airport and / or at or near to the accident location - including:
o
o
o
o
o
o
o
Any other initial arrival procedures
Subsequent arrival procedures
Briefings (received & given) & meetings
Establishing & complying with local legal, regulatory, custom, culture,
best practice + any other specific & / or implicit requirements
Security (personal & equipment)
Transport
*External organisation(s) engaged by airline for purpose of HA support
*e.g. Kenyon International Emergency services
o
o
o
o
o
o
o
o
o
Initial on-site crisis response / liaison / co-ordination / support operations
Finance / budget / allowances / expenses / expenditure tracking
Acquire appropriate office (working) accommodation - DOCC
Acquire appropriate domestic (lodging) accommodation
Arrangements for sustenance (food & beverage etc.)
Medical
Health & Safety matters
GO Team staff welfare in all of its forms
Anything else (there will be lots of other things to do / oversee!)
13.
Maintain regular communications (information in / out) with LGT, with your local
subordinate teams and (with LGT’s authority) with CMC Humanitarian Assistance
liaison & support desk at airline HQ
14.
Ensure that you & your team managers maintain accurate logs of events
15.
Establish contact with all relevant local authorities responsible for HA (if not already
done) and advise them of your roles, responsibilities & contact information. Set up
mutual support & exchange of information arrangements if possible
16.
Ensure that full airline & other available support is being given to any immediate
reconciliation / reuniting task (usually at or near crisis airport), if such processes are
still under way
17.
Ensure (insofar as you are able to do so) the on-going provision of local psychosocial
and religious (faith) counselling services to all in need of same - including GO Team
staff and other crisis responders
95
18.
Report to (or arrange search, selection, negotiation for and set up of - if not already
established) the Humanitarian (Family) Assistance Centre (HAC / FAC) or similar facility
- and establish the airline’s local *HA control & co-ordination centre /office, as
appropriate - in conjunction with local authorities, HAT Manager + any external
organisation(s) engaged by the airline for the purpose (*Note - where appropriate and
with agreement of LGT, this office can also serve as the DOCC)
19.
Pre-invite all appropriate, identified parties to nominate a representative to the Joint
Family Support Operations Centre - JFSOC, when it is established (explain JFSOC role &
provide estimated date & time (+ location) of HAC / JFSOC opening - as appropriate)
20.
Unless dictated otherwise by appropriate laws, customs & culture etc. - ensure insofar
as is locally possible & permissible - that no victim related information is made public /
issued to the media etc., before relevant FR (and / or surviving victims themselves
where appropriate) have first been advised & appropriate permissions obtained
21.
Ensure appropriate support is provided to airline / similar staff operating from
Hospitals & Mortuaries & attempt to maintain / obtain a regular and reliable flow of
relevant victim and FR related information to / from such locations. Where necessary guarantee appropriate medical type payments / lines of credit - in conjunction with
GO Team finance staff
22.
Oversee all relevant airline aspects of effective and efficient set up and running of
local HAC, SRC (L) and CRC (L) etc. - & maintain / obtain a regular and reliable two way
flow of crisis related information with them. Where necessary - guarantee appropriate
& associated payments / lines of credit - in conjunction with GO Team finance staff
23.
Ensure that full / agreed facilities of HAC, SRC (L) and CRC (L) hotels or similar (if
appropriate) are made available to Victims and FR and that the airline and hotel (or
similar) support to same is 100% committed and up front visible
24.
Oversee all relevant airline aspects of the non-immediate local (longer term)
reconciliation (re-uniting) processes, to the extent permitted by local authorities
25.
Set up and manage (if appropriate) a Joint Family Support Operations Centre (JFSOC)
co-located with the HAC if possible (JFSOC ideally headed by senior local authority /
senior officer present i.e. not generally headed by the airline)
26.
Obtain from CD / LGT the policy on ‘fly in of Families & Friends to (or as near as
possible to) Accident Site’ and, if appropriate, oversee all local airline aspects of
reception, transportation, accommodation, financing, briefing etc. - plus general
welfare of this group (To be accommodated in HAC where possible)
27.
Oversee arrangements and conduct for / of regular FR / victim briefs in HAC, SRC (L),
CRC (L), Hospitals - wherever
96
28.
In conjunction with LGT & GO Team finance staff - establish daily living allowance
payments (e.g. typically based on 50% of local full Per Diem as published for visiting
airline staff or similar) for Victims and FR located in HAC, SRC (L), CRC (L) hotels or
similar and Hospitals (if appropriate) - and oversee disbursement of same (Note - this is
effectively a ‘pocket money’ type payment as all usual hotel type expenses (including
sustenance) will generally (additionally) be picked up by the airline. It is expected that airline
staff and similar will be lodged on a ‘full-board’ and ‘reasonable expenses’ basis – and thus not
be in receipt of ‘allowances’)
29.
When policy has been issued by Crisis Director, oversee (via GO Team finance, legal &
insurance CSUs) disbursement of any ‘immediate economic needs’ type payments
30.
31.
32.
Ensure GO Team finance CSU keeps full track of all crisis expenditure
Oversee daily HAT & other staff (internal) briefings
Look out for all aspects of staff welfare; review daily activity; troubleshoot; cyclically
plan next few days’ activities; continually review current & proposed future plans etc.
Revisit this checklist item 32. on a daily basis
33.
Co-ordinate with appropriate authorities, CMC, whoever - re FR requests for visits to
accident site. If approved, oversee local (on-site) airline aspects of such arrangements
34.
If ‘Victims’ Rights’ / ‘Family Advocacy’ type representatives present, assign a suitable
HAT liaison person(s) and afford all courtesies and co-operation
Monitor (& control when required - to the extent permitted locally) the
compassionate, sensitive and efficient handling and eventual disposal of the deceased
(in conjunction with HAT, local authorities etc. + any third party specialist
organisation(s) engaged by the airline for the purpose)
35.
36.
Monitor (& control when required - to the extent permitted locally) the recovery and
disposition of victims’, airline and other property (in conjunction with HAT, local
authorities etc. + any third party specialist organisation(s) engaged by the airline for
the purpose)
37.
Maintain resources (human, financial, logistical etc.) at SCR (L); CRC (L), HAC, JFSOC ,
Hospitals and Mortuaries etc. - for as long as is required up to exit strategy point
38.
Liaise with CMC, local authorities and any third party specialist organisation(s)
engaged by the airline for the purpose - regarding any on-site / near-site inter-faith
memorial service and / or similar (with adequate and appropriate airline
representation where possible / permitted)
This must always be done in accordance with the express wishes of:


surviving victims (if any) and
appropriate FR
97
39.
Liaise with CMC, local authorities and any third party specialist organisation(s)
engaged by the airline for the purpose - re the erection of a suitable (memorial)
monument(s)


40.
appropriate FR
Liaise with the Crisis Director regarding any private, in-house local memorial service
for fatalities involving staff employees, as appropriate


41.
surviving staff victims (if any) and
appropriate FR of involved staff
Oversee, from airline aspect, any plans for memorial services required for any future
burial / disposal of unidentified remains, in consultation with local authorities and any
third party specialist organisation(s) engaged by the airline for the purpose


appropriate FR
42.
In conjunction with CD, LGT, HAT Manager and any external organisation(s) engaged
by airline for purpose of HA support - decide on an appropriate exit strategy
concerning local HA operations
43.
44.
Work with LGT in implementing the HA exit strategy at the appropriate time
Concerning ‘humanitarian assistance’ matters, conduct immediate (hot) and longer
term (cold) ‘wash-up’ debriefings together with recommendations for improvements
due ‘lessons learned’
45.
Submit the wash up / lessons learned and recommendations report to the airline’s
Crisis Planning Manager within 30 days of task completion
Liaise with Crisis Director, Leader GO Team and anyone else concerned to decide on
the policy of formal recognition and recompense of / for all staff involved in the crisis
response - not forgetting those who maintained ‘normal operations’ whilst the crisis
response was underway
46.
END of CHECKLIST
This check list should be used as a high level guide only. Huge amounts of flexibility, logic, common
sense, imagination, lateral thinking, extension etc. - will be required in its application and scope
98
Appendix B2
EXAMPLE ONLY
ABCX Airways Emergency Response Plan - Catastrophic Aircraft Accident / RED Alert
CMC Checklist - Humanitarian Assistance Team (HAT) Controller
Upon Alerting - and / or whilst en-route to airline Crisis Management Centre (CMC)
1
2
TASK
?
Upon alerting (RED alert message received) the on-call ‘CMC HAT Controller’ (CHC) is to
report immediately to the CHC Desk located at airline HQ CMC
Select, contact and appoint two appropriate HAT team leaders - one assuming the title
and role ‘GO Team / HAT Co-ordinator’ (GHC) and the other ‘Deputy GHC’. The role of the
GHC will be to lead the (main) deploying HAT. Direct both to report directly and without
delay to the Go Team *departure airport OR ground transport assembly point OR direct
to accident location
Ensure that you have both person’s full contact details, especially mobile phone number and that they have your full contact details, especially mobile phone number and CMC
CHC landline number
Advise the GHC & deputy GHC of the departure airport (if appropriate) as soon as this
information is known to you
Note - *where GO Team deployment is to be by air, the GHC & deputy GHC should be directed not
to start travelling until the departure airport has been confirmed to them by the CHC. The GHC
will be ‘in charge’ of the deployed HAT at the accident location and will also act as the key (GO
Team HAT) liaison person with the CHC
3
Depending on accident location, consider appointing a (different) HAT Team Leader(s) to
deploy ASAP to the scheduled Departure and / or Arrival Airport(s) of the accident flight
(assuming that the accident has not occurred on or near such airport(s))
Ensure that you have this (these) person’s (persons’) full contact details, especially
mobile phone number(s) - and that this person(s) has your full contact details, especially
mobile phone number and CMC CHC landline number
Note - this person(s) can deploy immediately (subject to flights etc.) as he / she will eventually be
co-ordinating HAT support to ‘families, relatives & friends - FR’ who come to this airport(s).
Method of deployment is expected to be via any commercial flight available (any airline) or by
ground transport where appropriate. Liaise with CMC Business / Staff Travel desk for travel
arrangements. Further HAT manpower (reinforcements) can be sent later
This person will liaise with CHC directly and work alongside the ‘Controller - Local Accident Control
Centre’ (i.e. the ABCX Airways representative (e.g. station manager / GHA) at the station(s) /
(airport(s))
99
CMC Checklist - HAT Controller / continued (after alerting and whilst en-route to CMC)
4
Double check with the airline’s 24H Operations Control Centre (OCC) that the entire HAT
had been included in his / her RED Alert automated alerting system message and that the
subsequent alerting report indicated that this has been successfully accomplished. If not
(unlikely) ask for the alert to be transmitted / re-transmitted to the HAT
Insert here 24H contact details for OCC: + xx xxx xxxxxxx
5
Contact and appoint an appropriately qualified HAT person to take over the next CHC
shift from you (assume 12 hour shifts)
6
Contact the contracted third party supplying ‘mental health specialist services and
support’ to the airline, to ensure that they have been alerted and are preparing to
deploy. Provide them with all appropriate information and update regularly. Note details
(especially contact details) of those deploying
Insert here 24H contact details for this third party: + xx xxx xxxxxxx
On Arrival at CMC
7
Open ‘Outlook’ on your laptop at CMC desk - Your email address is:
[email protected]
Also open HAT ‘Roster and Contacts’ (Excel) stored under ‘My Computer / CMC Drive /
Contingency Response Planning / HAT’
Hard copies of this checklist and the HAT Handbook are stored in the blue, plastic box on
your desk. They are also available electronically under the same path as shown above and also on the ABCX Airways intranet at:
Insert appropriate intranet path here ………………………………………………………………………….
8
Act as humanitarian assistance ‘expert’ within the CMC and keep CMC management
appraised of all significant information concerning HAT and all relevant humanitarian /
welfare matters
9
Commence written log of events
100
CMC Checklist - HAT Controller / continued (On arrival at CMC)
10 When available, provide GHC & deputy GHC with name and contact details for:





Leader GO Team
GO Team - Ops Support & Admin Manager
GO Team - HAT Team Leaders deploying under GHC leadership
GO Team - 3rd party supplying ‘mental health specialist services and support’
Also ensure that all listed above have the name and contact details of the GHC, deputy
GHC and yourself
11 Ensure that GHC has or will have available to him / her sufficient copies of the HAT
Handbook - and also (separate) HAT checklists for all possible locations to which the HAT
might be deployed on arrival at accident location
Note - sufficient hard and soft copies are carried in the GO Kit. However, bear in mind that the GO
Kit may not always be deployed (e.g. accident at airport co-located or near airline HQ)
12 Depending on accident circumstances, decide if full or partial HAT deployment is
required - and use the airline’s automated alerting system (or use direct communication
with individual HAT Team Leaders / members if more appropriate) to manage whatever
course of action you decide upon
Note - The maximum size of the HAT if deploying by air will depend on the seating capacity of the
aircraft used. You should confirm the aircraft’s passenger seating capacity (from Operations
Control Centre) and then subtract * xx to give you an approximation of the maximum size of the
HAT which can be boarded on that particular aircraft type. If a larger HAT than this is imperative
due accident circumstances, it may be necessary to request the Crisis Director to authorise a
second GO Team aircraft to be made available
* the number xx has been derived from the anticipated number of airline staff required to deploy
by air with the GO Team - not including HAT personnel
Another factor to consider is the actual passenger load of the accident flight e.g. if only 50
passengers are carried on a wide body aircraft - the size of a deployed HAT will be
commensurately small
13 Are sufficient numbers of foreign language speakers (appropriate numbers / languages)
included in the HAT? If not, try to arrange for this to be done
Note - at this point in time it might be necessary to make an ‘educated guess’ as to which
languages are required. This can be refined as more information becomes available with time
101
CMC Checklist - HAT Controller / continued (On arrival at CMC)
14 Keep an on-going record of which HAT elements are expected to deploy and to where
e.g. accident site direct; GO Team departure airport; accident flight’s departure / arrival
airport etc.
15 Ensure GHC updates you (and continues to update you) with the total number of HAT
(with names etc.) arriving for travel on the GO Aircraft / arriving at ground transport
assembly point / arriving at accident location (e.g. for latter HAT would have been
directed to make their own way to accident location) etc.
16 Keep a list of available HAT who cannot deploy overseas e.g. to be used for ‘local’ duties
such as ‘Meet and Greets’ and welfare / support duties to relatives & friends at airports
/ at home / wherever
17 If accident occurs at a location to which the GO Team will deploy via ground transport liaise / negotiate with whoever for how GO Team (including HAT) is expected to gain
access to the airport and airport reception centres (including airside access)
Do this in conjunction with the CMC Airports Crisis Support Unit desk and the CMC
Regulatory Liaison desk & arrange to communicate the resulting information to leaders
of deploying elements of the GO team
Note - it is possible that local Police may effectively ‘close down’ mobile phone networks in the
vicinity of the accident location in order to retain unrestricted mobile phone access for
emergency services only
Oversee initial & on-going HAT assignments & numbers required
18 Referring to the number of persons (victims) on board the accident flight (and any ground
victims if appropriate) - ideally one HAT member should be planned for assignment per
one single passenger or one single family group. Where this is not possible a single HAT
member can be assigned to a maximum of no more than 3 single passengers / family
groups, unless extreme circumstances require this assignment ratio to be exceeded
Manage the HAT numbers required accordingly e.g. if you think that you might have too
many HAT reporting for the GO Team / to the accident location - you can stand them
down or reassign them. Also remember to account for GO Aircraft seating capacity for
HAT (see checklist item 12)
102
CMC Checklist - HAT Controller / continued (Oversee HAT assignments and numbers)
19

Find out if ABCX Airways HAT is expected to be working with other HATs e.g.
partner / alliance airlines; mutual emergency support partners; contracted third
party (commercial) suppliers of HAT services etc. If so, obtain appropriate contact
details
Note - If the airline has contracted for provision of HAT services from a third party
commercial supplier (in addition to having its own airline HAT) - it is your decision (consult
with Crisis Director and make the decision now) on whether or not to activate this
additional HAT resource

The ‘third party HAT supplier’ option must also be considered for accidents in
countries where legal and similar requirements dictate that the accident airline
must provide a HAT within a very short time frame e.g. USA, Australia OR when it
will take a long time for the airline’s own HAT to arrive at the accident location and the ‘third party’ HAT could get there much more quickly

Ascertain if customers of e.g. code-share and / or alliance partners were on board
the accident flight i.e. the partner might wish to deploy its own HAT team. Obtain
the necessary contact information for the partners’ CMCs if appropriate

Agree with any other responding HAT agencies (if any)the working relationship
and integration plan - bearing in mind that the ABCX Airways HAT will always take
the lead for an accident occurring to an ABCX Airways aircraft operating on an
ABCX Airways flight number
Insert appropriate contact information here (e.g. for third party HAT suppliers)
…………………………………………………………………………………………………………………………
20 Where necessary, provide HAT ‘reinforcements’ as per this checklist - item 3
21 Commence the planning required to possibly provide HAT members to escort FR choosing
to travel to / near to accident location - together with associated matters such as ‘see-off’
& ‘meet & greet’ + ‘crew and check-in staff briefings’ + ‘special handling requests’ (e.g.
upgrades, meals, provision for children etc.)
22 Consider the need to deploy HAT to support death notifications to next of kin - in
conjunction with appropriate authorities and considering law, regulation, best practice,
custom, culture, religion etc.
23 Consider the need to deploy HAT to support FR remaining in ‘their local community’ (i.e.
at home)
103
Provide Overall Leadership, Guidance, Co-ordination and Communication to / with deployed HATs
24 Ensure that you provide a central and overarching point of leadership, co-ordination,
communication, guidance, support, trouble-shooting etc. to the HAT as a whole, but
particularly to deployed HAT team leaders / subordinate managers
Note - much of the above will be handled ‘on-site’ (at accident location) by the GO Team
Humanitarian Manager, the GHC / deputy GHC and the HAT team leaders / subordinate
managers. However, the ultimate responsibility is yours
25 Provide information as known to you (and update regularly) to deployed HAT regarding
e.g. victim status (dead, injured, uninjured, missing, not known) and location (reception
centre, hospital, hotel, mortuary etc.); latest airline press releases, policy decisions on
financial support to victims and their FR; policy decisions on transporting FR to the
general area of the accident; policy decisions on permitting visits to actual accident
location by FR; policy decisions on memorials and monuments etc.
Deployments at / near to Accident Location
26 Work with Leader GO Team, GO Team Humanitarian Manager, GHC & deputy, GO Team
Ops Support & Admin Manager, deployed third party mental health specialist(s), Country
/ Area / Regional airline managers, Controller-LACC, Local tour operator resort / area
manager etc. - to satisfactorily manage and resolve all issues (insofar as is possible)
associated with:















HAT involvement with setup and / or manning and / or operation of CRC (A)
HAT involvement with setup and / or manning and / or operation of SRC (A)
HAT involvement with setup and / or manning and / or operation of FRRC
HAT involvement with local hospitals
HAT involvement with local mortuaries / undertakers etc.
HAT involvement with setup and / or manning and / or operation of ‘re-uniting
operations’
HAT involvement with setup and / or manning and / or operation of CRC (L)
HAT involvement with setup and / or manning and / or operation of SRC (L)
HAT involvement with setup and / or manning and / or operation of HAC (FAC)
HAT involvement with setup and / or manning and / or operation of JFSOC
HAT involvement with FR visits to (or near to) accident location
HAT involvement with memorial services and monuments
HAT involvement with ‘other HATS’
Contracted third party ‘mental health specialist / expert’ involvement
etc.
104
Humanitarian (Family) Assistance Centre - (HAC / FAC)
27 Work with Leader GO Team, GO Team Humanitarian Manager, GHC & deputy, GO Team
Ops Support & Admin Manager, deployed third party mental health specialist(s), Country
/ Area / Regional airline managers, Controller-LACC, Local tour operator resort / area
manager etc. - to satisfactorily manage and resolve all issues (insofar as is possible)
associated with:

Will (or has) a HAC be (been) set up -if so, when? (note: a HAC will normally be
established unless extraordinary circumstances dictate otherwise)

Who will set up & pay for HAC? (note: this is usually an airline responsibility)

Where will HAC be located / set up? (i. e. in what facility and where e.g. hotel(s),
church halls, gymnasiums, local authority rest centres, public buildings etc.)

Who will lead HAC operations? (e. g. the ‘local authorities, GO Team
Humanitarian Manager, GHC, etc.)

Who will man the HAC? (e. g. airline HAT, other HATs, staff supplied by ‘local
authorities’, volunteer groups etc.)

How will HAC be operated (i.e. what is the concept of HAC operations if we (the
airline) are running the HAC? If not, what is the concept of operation of the
organisation charged with this responsibility)?
Concept of operation = who / what / where / when / why / how / how much /
how many etc.

For HAC operations in UK - ensure that appropriate co-ordination takes place
with the accountable ‘local authority’ for transfer of HAC (airline) operations to
HAC (local authority) operations (Note - where possible try to pass existing
airline HAC operations on to the local authority as a ‘going concern’ - including
on-going use of the airline HAT)

For HAC (FAC) operations is USA - ensure compliance with appropriate
requirements as per associated US legal stipulations

Anything else
105
During your shift
28 Continue to provide expert support to CMC and airline on all matters related to
humanitarian assistance operations
29 Double check next and on-going 24H ‘CMC - HAT Controller’ shifts have been planned for
30 Continue to provide top level management, direction, advice, support etc. - to / for
deployed HAT
31 Continue to provide information as known to you (and update regularly) to deployed
HAT regarding e.g. victim status (dead, injured, uninjured, missing, not known) and
location (reception centre, hospital, hotel, mortuary etc.); latest press releases, policy
decisions on financial support to victims and their FR; policy decisions on transporting FR
to the general area of the accident; policy decisions on permitting visits to actual
accident location by FR; policy decisions on memorials and monuments etc.
32 Ensure HAT logistics and financial needs are adequately and expeditiously sourced and
supplied. Do this in conjunction with CMC GO Team Support desk, CMC Finance desk etc.
33 Oversee overall welfare of deployed HAT - and also the welfare of their families
34 Ensure that all elements of HAT maintains a record of events (log); adequate records of
expenditure and expenses and obtain / retain receipts; work time sheets to also be
completed and maintained up to date
35 Provide information updates to any HAT members not involved in crisis response
106
Stand-down - Follow Up / Hot & Cold Feedback / Lessons Learned / Action Points
Note - it is expected that the lead for the below checklist will come from the airline’s HAT Manager (or
Crisis Response Manager if there is no HAT Manager) However, the Humanitarian Manager, GHC and
deputy and all HAT team leaders / subordinate managers involved with the crisis will be expected to
contribute
36
Will HAT members be required to work with accident victims and families - both in the
nearer and longer term future? If so, this needs to be planned for and managed - and
an eventual ‘exit strategy’ agreed
37
Arrange defusing meetings for all HAT involved in the response - but only for those who
have requested same
38
Schedule and hold ‘hot wash up’ meetings for all involved. Ensure feedback comments
are noted and recorded - and action points decided and allocated accordingly
39
Ensure follow-on ‘cold wash up’ comments are made by all involved - and emailed /
forwarded for collating with hot wash up points and for allocation of action
40
Liaise with Crisis Director to schedule an adequate rest period for involved HAT
41
Ensure HAT are recognised and rewarded for their deployment
42
Check team members are well and settling back to work.
Recommend that HAT members discuss the deployment with their line managers and
colleagues (subject to confidentiality issues)
43
Communicate details of any proposed future on-site inter-faith memorial services (and
similar) and ensure the provision of adequate and appropriate airline involvement with
same
Deliberately Blank
Ends
107
Deliberately Blank
108
Appendix B3
EXAMPLE ONLY
ABCX Airways Emergency Response Plan - Aircraft Accident / RED Alert
Checklist - GO Team / Humanitarian Assistance Co-ordinator (GHC)
After being alerted and / or whilst en-route to ‘wherever’
TASK
1
?
Reminder - up to this point you will have received the initial RED Alert message - and you will then
have been contacted personally by the ‘CMC HAT Controller - CHC’ and ‘offered’ the position of GO
Team / HAT Co-ordinator - GHC, which (as you are carrying out this checklist) you have accepted
Note down full contact details for the CHC:
Crisis Management Centre - HAT Controller
Name: ………………………………….
MP: ……………………………..
CMC Desk Telephone: …………………………….. Other Contacts: ……………………………………………
2
Consult (separate document) ‘GO Team - Quick Reference Guide (QRG)’ to broadly
remind you what to expect next - until arrival at or near to accident location
Note - QRG is green coloured credit card sized document issued to all HAT members & also copied
on page xx of the HAT Handbook
Ensure that you have or will obtain sufficient copies of the ‘HAT Handbook’ and sufficient copies
of all HAT checklists (recommend minimum of 5 per location) for all possible locations to which
the HAT might be deployed on arrival at accident location (do this via CHC if necessary). Sufficient
hard and soft copies of same are carried in the GO Kit. However, bear in mind that the GO Kit may
not always be deployed (e.g. accident at airport co-located or near airline HQ)
3
Report ASAP as directed by CHC i.e.



Direct to GO Team *departure airport OR to
Ground transport assembly point OR
Direct to accident location
Note - *where GO Team deployment is to be by air, you should not start travelling until the
departure airport has been confirmed to you by the CHC (unless choice of departure airport is
‘obvious’)
Note - Ensure that you have a fully charged (turned on) mobile phone (MP) & that the contact
number is forwarded on to CHC and your deputy. The MP should be capable of making / taking
international calls. Appropriate battery charging equipment, cables and international adaptor
sockets must be available and serviceable. Ensure that you have the MP contact details for CHC
and your deputy. Any problems with MP requirements as per above, get CHC to troubleshoot
109
Checklist - GHC /continued (After being alerted / whilst en route to report)
4
Your primary duty is to take charge’ of the main airline HAT which will deploy in support
of the accident - and to also act as the key (GO Team HAT) liaison with the CHC
5
Obtain from CHC details (name, contacts etc.) of:






Deputy GHC
Leader GO Team
GO Team - Ops Support & Admin Manager
GO Team - HAT Team Leaders deploying under your leadership
GO Team - 3rd party supplying ‘mental health specialist services and support’
Insert CHC contact information here: ………………………………………………………………………….
6
If time & circumstances easily permit, report to CHC (at airline HQ CMC) for face to face
briefing
Note - this will probably only be possible where the accident has occurred near to airline HQ or
the GO Team departure airport is close to airline HQ
7
Deliberately Blank
On arrival at GO Team’s UK Departure Airport (NB - rest of checklist assumes deployment by air)
8
On arrival at GO Team departure airport do not check-in immediately i.e. remain
landside close to the designated GO Team check-in desk(s)
Note - if GO Team check-in desk(s) is not clearly ‘signposted’ as such, try to get the airport staff
responsible to correct this e.g. physical signposting; via Airport’s Flight Information Display
system; PA announcements etc.
Reminder - GO Team should be checking-in with hand baggage only (i.e. no hold baggage)
9
If possible, Identify and make contact with Leader GO Team, GO Team Humanitarian
Manager & GO Team Ops Support & Admin Manager
10
Obtain provisional deploying HAT name list from CHC / whoever (by any means possible
e.g. FAX, email, telephone etc. Get the airport staff to help you with this if possible). This
task will be on-going until you have the complete list as known to the CMC
110
Checklist - GHC /continued (On arrival at departure airport)
11
Make face to face contact with your deputy and:




Brief him / her as appropriate to circumstances
Provide him / her with a copy of HAT Handbook if required / possible
Direct him / her to remain at the check-in desk(s) in order to assist &
troubleshoot all arriving HAT and any third party support staff through the
check-in process - and then to check-in himself / herself
Direct him / her to brief HAT members to proceed immediately to GO Team
flight’s departure gate / location after check in (no shopping / loitering)
Note - Ensure that deputy has a fully charged (turned on) mobile phone (MP) & that the contact
number is noted by you and also forwarded on to CHC. The MP should be capable of making /
taking international calls. Appropriate battery charging equipment, cables and international
adaptor sockets must be available and serviceable. Provide deputy with your MP contact details
and those of the CHC. If any problems with mobile phone requirements as per above, get CHC to
troubleshoot
12
Check in & proceed immediately to assigned GO Team flight’s departure gate / location
13
Identify and make contact with Leader GO Team, GO Team Humanitarian Manager & GO
Team Ops Support & Admin Manager - if not already done landside
14
Make a list of all HAT members already at / arriving at departure gate & pass the latest
versions of this list on to CHC at 30 minute intervals (by any means possible e.g. FAX,
email telephone etc. Get the airport staff at the gate to help you with this if possible)
15
Identify any unassigned HAT Team Leaders present, brief them and then assign each
such person to an appropriate portion (sub-team) of the remainder of the HAT members
(present and / or as they arrive at the gate) - to act in a supervisory and welfare role for
their teams, under your authority, for the duration of the deployment. Note down the
details and, when convenient, pass on to CHC.
Issue HAT Handbook and checklists to each selected Team Leader. (Do this later if not
possible now)
Obtain contact information (mobile phone primarily) for each such Team Leader
16
After check-in desk has closed and your deputy has arrived at the gate - finalise the list
of HAT members present and forward to CHC - with copies to Leader GO Team, GO
Team Humanitarian Manager and GO Team Ops Support & Admin Manager
111
Checklist - GHC /continued (At departure gate)
17
Identify, make contact with and provide a short briefing to any contracted third party
(mental health) expert staff deploying with the GO Team. Advise CHC of their details
18
If time permits provide a short brief to the HAT members present (use Gate PA if
available?). If no time, provide the briefing after boarding
Note - seek permission from Leader GO Team (LGT) to do this and if LGT is intending to brief the
whole GO Team do not conduct your own HAT brief until this has been done
19
When boarding commences supervise the process (with your deputy and Team Leaders)
insofar as possible. Ensure that no HAT member sits in designated seats near the front
of the cabin except for yourself, your deputy and the person in charge of the contracted
third party team (Obtain these designated seat numbers from the GO Team Ops Support
& Admin Manager)
20
Board the flight yourself and sit in your designated seat
During the Flight
21 Depending on flight duration and as time and circumstances permit, provide regular
update briefings to the HAT on the latest situation concerning the crisis, as briefed to you
by LGT or similar
22 If / as time & circumstances permit - make preliminary assignments of Team Leaders and
their teams (+ third party staff) to expected / anticipated duties at or near to accident
location as per below list:
Note - you may need to adjust your current team compositions to achieve this. The more
immediate tasks are shown in the red font colour)











HAT involvement with setup and / or manning and / or operation of CRC (A)
HAT involvement with setup and / or manning and / or operation of SRC (A)
HAT involvement with setup and / or manning and / or operation of FRRC
HAT involvement with setup and / or manning and / or operation of ‘re-uniting
operations’
HAT involvement with local hospitals
HAT involvement with local mortuaries / undertakers etc.
HAT involvement with setup and / or manning and / or operation of CRC (L)
HAT involvement with setup and / or manning and / or operation of SRC (L)
HAT involvement with setup and / or manning and / or operation of HAC /FAC
HAT involvement with setup and / or manning and / or operation of JFSOC
Contracted third party ‘mental health specialist / expert’ involvement
112
Checklist - GHC /continued (During the flight)
23 If / as time & circumstances permit, advise all to obtain as much rest as possible,
especially on a long haul flight
Note - if the accident occurs in mainland xx it is possible that deployment to (or near to) the
accident location will be via surface transport e.g. via coach; use of own transport etc. Whilst a
separate checklist has not been produced for surface transport deployment within xx - you
should use this checklist for guidance on what to consider
In particular, it is expected that xx Police will place a cordon / roadblock around the accident
airport, which may easily extend to a radius of several miles from the airport - thus making road
access difficult at this stage. You should liaise with the CHC re this (whilst en route to the
accident location) as he / she will be attempting to find a way of getting the deploying HAT
through the cordon / roadblocks
xx Police are expected to be receptive to an accurate name list of deploying HAT members (by
coach, by car etc.) and vehicle registration numbers, whereupon they may allow such persons /
vehicles access to the airport, possibly with an escort
Note that it is possible that xx Police may restrict access to mobile phone networks in the
vicinity of the accident location
Once you arrive at the airport (or accident location if not at airport) you can then use the
appropriate checklist below for guidance
113
Upon Arrival at or near to Accident Location
24

Where possible and practicable, leave the aircraft with other selected GO Team
managers in order to obtain local briefing(s) *

Direct remainder of HAT and third party staff to remain on board (under
supervision of your deputy) and await your return
*Note - briefings may typically include:o
o
o
o
o
o
o
o
o
Disembarkation & CIQ procedures
Collection of GO Kit
Further (onward) transport arrangements (if required)
Latest crisis situation briefing
Crisis response duties and assignments
Logistics (accommodation; transport; food & beverage; finance etc.)
Medical & welfare
Security situation
Local liaison and support etc.
In some circumstances the ‘situation on the ground’ will dictate that there will be no briefings
available as described - in which case the Leader GO Team (LGT) will decide on the course of
action to take
Note - the remainder of this checklist assumes that the accident has occurred on or near an airport and that
some form of local, supporting infrastructure (e.g. airport, government, local NGOs, local logistics, local
security etc.) will be available. Again, this may not be the case ‘for real’ and you and the deployed HAT / third
party teams must be prepared to ‘get on with it’ (whatever ‘it’ turns out to be) under the overall guidance of
LGT. You and your teams must be prepared to operate under the most basic of living and working conditions
where necessary
25 On return to the aircraft (and following any briefing from LGT) provide a specific HAT
brief to your teams
26 Disembark the HAT & ‘third party specialist team’ as briefed and clear immigration,
health and customs ; clear and collect HAT GO Kit and any other HAT kit loaded in the
aircraft’s baggage hold
114
Checklist - GHC /continued (On-site)
27 From this point on HAT / ‘third party specialist’ duties will be dictated by circumstances
‘on the ground - on the day’ and, as such, are unable to be documented here. However,
the following should be used as a guideline (remember that you will be supervising all of
this)














28
Carry out HAT primary duties i.e. the duties for which the HAT has been trained
Carry out duties as assigned by LGT, Humanitarian Manager and CHC etc.
Use the list in item 22 above to guide deployment & utilisation of your teams for
an on-airport (or near airport) accident
Use the list in item 22 above to adapt deployment & utilisation of your teams for
an off-airport accident
Ensure your teams have been briefed; have a leader; have communications
equipment; have checklists & stationery; are suitably attired; have appropriate
ID etc.
For an on-airport (or near airport) accident establish and maintain contact with
the Controller LACC (ABCX Airways Station Manager / airline representative)
Be very aware of local laws, rules, regulations, customs, sensitivities etc. and
ensure that they are respected by your teams
Always look to the welfare (in all of its aspects) of your teams. This includes
rosters (assume 12 hour (or more) shifts); accommodation, transport, food &
rest; security; medical (general and mental); health & safety in general; ability of
teams to communicate with you; ability of individuals to communicate with
‘home’; finance (company and personal); use of PPE etc.
Provide regular HAT SITREPs to all concerned
Attend local briefings, accompanied by other team staff where required
Integrate your HAT with any other HATs present - where appropriate. Be
prepared to take ‘notional’ charge of co-ordination of same
Ensure HAT expenditure is tracked & recorded where appropriate & possible
Arrange HAT personnel rotation (in conjunction with CHC) for long deployments
Anything else (there will be lots more!)

On completion of task oversee (in conjunction with CHC) all preparations for
wrapping up the HAT element of the operation and the return ‘home’

Be mindful that some elements of the HAT operation might continue for many
months after the deployment ceases and, as such, be careful not to give the
impression that HAT involvement with victims and their loved ones is necessarily
terminated at this point - as appropriate to circumstances ‘on the day’
29 Participate in hot and cold wash-up (feedback) debriefing meetings, along with your
deputy and Team Leaders
Deliberately Blank
Ends
115
Deliberately Blank
116
Appendix B4.1
Checklist - GO Team / Deputy HAT Co-ordinator
TASK
?
1
2
3
4
5
6
7
117
Appendix B4.2
Checklist - GO Team / HAT Team Leaders (General)
TASK
?
1
2
3
4
5
6
7
118
Appendix B4.3
Checklist
CRC (A) - Assigned HAT Team Leader
TASK
?
1
2
3
4
5
6
7
119
Deliberately Blank
120
Appendix B4.4
EXAMPLE ONLY
Terms of Reference
HAT Team Leader - (Uninjured Passenger) Survivor Reception Centre (Airside) - SRC (A)
Function - To provide all uninjured (or non-hospitalised) survivors (not including crew) with an initial
holding and processing facility / function - within the airside part of the airport
Location: TBA
Note - for the airline’s main base / hub airport the location of the SRC (A) should be ascertained and inserted
above. For all other airline stations, the Station Manager (or airline representative e.g. GHA) is required to
ensure (in collaboration with the local airport emergency response plan) that an SRC (A) is available and details
documented in the Station ERP
Responsibilities - Use your HAT to:














Provide all and any humanitarian, welfare & material aid to uninjured survivors e.g.
psychological first aid (defusing); minor first aid; catering (including infants); clothing;
blankets; toiletries; communications; etc.
Complete ‘uninjured survivor’ documentation using appropriate forms. Distribute completed
forms as required - ensuring that the airline always retains a copy
Ensure that all completed forms are passed on ASAP to airline HQ (CMC ECC desk)
Identify a suitable system to segregate ‘processed’ and ‘unprocessed’ uninjured survivors
e.g. wrist label, tags, stickers, physical segregation etc.
Provide regular ‘information briefings’ to uninjured survivors e.g. status / location of missing
travel companions; when release from SRC (A) can be expected, reuniting arrangements etc.
Facilitate access to ‘faith’ (religious) representatives - as required
Facilitate the release of uninjured survivors from the SRC(A)
Where possible, arrange for the immediate reunion of uninjured survivor and their
associated FR at the on-airport reuniting area.(Note: the off-airport reuniting area will be
used for longer term reconciliations)
Liaise with authorities regarding the release of uninjured survivors’ baggage (as appropriate)
Ascertain and pass on to GHC the onward travel arrangements for uninjured survivors
Offer transportation to and accommodation at the SRC (L) for uninjured survivors until
onward transportation can be arranged and / or until uninjured survivor feels able to travel
again. Pass requirements on to GHC
Where uninjured survivors live locally and do not wish to go to the airline provided SRC(L),
co-ordinate with GHC for suitable transportation and escort to residence/accommodation
Maintain a log of events throughout
Look out for the ‘health and welfare’ of your team throughout
Note - similar terms of reference (as above) and checklist (as below) are issued for the (different) HAT
Team Leader deployed to the Uninjured Crew Reception Centre Airside - CRC (A)
121
EXAMPLE ONLY Checklist
SRC (A) - Assigned HAT Team Leader
1
2
TASK
Proceed to SRC (A) with your team - taking all necessary identification (passes & permits
(including airside pass, airline ID & HAT ID); equipment (e.g. communications equipment
with charging kit; spare batteries; megaphone etc.) and paperwork (passenger manifest
copies; contact lists, checklists, forms, log-sheets etc.)
Identify SRC (A) person-in-charge; explain why you and team are there; obtain
‘permission’ to carry out your responsibilities as per this checklists OR to assist as
required in accordance with the directions of this person
?
(Note - the reminder of this example checklist assumes the former option has been ‘approved’ by
the person-in-charge)
3
4
5
Set up and man a “reception point” for arriving uninjured survivors
Implement a ‘segregating system to identify the ‘processed from the unprocessed’
As uninjured survivors arrive and pass through reception, direct your team to:
















Meet & greet as appropriate & distribute ‘SRC (A) information leaflets’
Act as the initial liaison point between uninjured survivors and the airline
Use training and experience to facilitate the provision of all and any
humanitarian, welfare & material aid required - and as appropriate e.g.
psychological first aid (defusing); minor medical first aid; catering (including
infants); clothing; blankets; toiletries; communications; etc.
Encourage & facilitate uninjured survivors to undergo a ‘vital signs’ medical
examination (e.g. some might be in shock; have smoke inhalation damage etc.)
Assist uninjured survivors to complete appropriate forms and ensure that
completed forms are passed on to Team Leader without delay
Manage the SRC (A) ‘processing segregation’ system
Provide regular briefings to uninjured survivors e.g. status & location (except
death) of missing travel companions; when can they leave the SRC (A); are FR at
the airport or on the way; how will they be reunited with whomever? etc.
Facilitate access to ‘faith’ (religious) representatives - as required
Facilitate uninjured survivor contact with FR
Record and pass on information which will assist with future baggage
reconciliation (if appropriate)
Record and pass on information re uninjured survivor future intentions
Escort uninjured survivors (when cleared to leave SRC (A)) to the airport reuniting
facility and facilitate reunion process to extent permitted
Act as directed by your Team Leader concerning ‘what happens next?’ e.g. escort
uninjured survivors to airport check-in for onwards flight or return home; escort
‘local resident’ uninjured survivors to their homes / accommodation etc.
Where possible, maintain a very brief log of events re your response together
with any ‘bullet point’ ideas on how things might be improved ‘next time’
Advise Team Leader when it is considered that your assignment is complete
Ensure you request & receive appropriate PFA / peer support if required
122
SRC (A) - Assigned HAT Team Leader - continued
5
Checklist item 5 continued
Throughout the above, request Team Leader intervention where necessary to ‘troubleshoot’ problems beyond your ability to resolve
Throughout the above, try to enable uninjured survivors to have as much control as
possible / practicable over choices & actions
6
Manage and troubleshoot (where necessary) all of the above
7
Provide regular SITREPs to GHC
8
Note any outstanding / unresolved issues and ensure that you either deal with them
yourself or escalate them as appropriate
9
At all times look out for the welfare of your team
10 Maintain a log of events
11 Maintain a very brief ‘bullet point’ list of things which might be done better in future
12 Report completion of assignment to GHC
13 Return with your team to your local airline premises / accommodation
14 See to all aspects of the welfare of your team - including provision of peer support / PFA
- and higher intervention (e.g. from contracted third party mental health specialists) if
considered necessary. Ensure that you do the same for yourself
15 Prepare a brief report of the assignment and pass on to GHC in due course
Deliberately Blank
Ends
123
Appendix B4.5
Checklist
FRRC - Assigned HAT Team Leader
Note - it is possible that two (or more) FRRCs will need to be set up and manned - one at the airport of
departure of the accident flight and another at the destination airport (& possibly at other airports for multisector schedules (e.g. airports A to B to C)
TASK
?
1
2
3
4
5
6
7
124
Appendix B4.6
Checklist
RE-UNITING AREA(s) - Assigned HAT Team Leader
TASK
?
1
2
3
4
5
6
7
125
Appendix B4.7
Checklist
HOSPITAL(s) - Assigned HAT Team Leader
Hospital 1
TASK
?
TASK
?
TASK
?
1
2
3
4
5
6
7
Hospital 2
1
2
3
4
5
6
7
Hospital 3
1
2
3
4
5
6
7
126
Appendix B4.8
Checklist
MORTUARY - Assigned HAT Team Leader
TASK
?
1
2
3
4
5
6
7
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Appendix B4.9
Checklist
CRC (L) - Assigned HAT Team Leader
TASK
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1
2
3
4
5
6
7
128
Appendix B4.10
Checklist
SRC (L) - Assigned HAT Team Leader
TASK
?
1
2
3
4
5
6
7
129
Appendix B4.11
Checklist
HAC - Assigned HAT Team Leader
TASK
?
1
2
3
4
5
6
7
130
Appendix B4.12
Checklist
JFSOC - Assigned HAT Team Leader
TASK
?
1
2
3
4
5
6
7
131
Appendix C - to CRPM Part 1 (ERP) / Volume 3 Guideline
Sample (typical example) Leaflet for use in Humanitarian Assistance Team Recruitment
Ideally, all of the information provided in this appendix should fit onto a single A4 sized document,
printed back to back and folded (in the right places) by a professional printing company. Adequate
budget should be provided for this
Leaflets can be distributed via a number of means - including distribution during induction training
for airline new joiners; displayed at ‘reception desks, waiting rooms & recreational areas’ around
airline premises; electronically available via company intranet; via HAT volunteers etc.
132
ABCX Airways - Humanitarian Assistance Team
WHY YOU MIGHT WISH TO BECOME A HUMANITARIAN ASSISTANCE VOLUNTEER
Are you interested in?
Personal development & recognition
Helping others in need at time of crisis - including colleagues at work
Personal satisfaction in helping others in general
Doing something ‘out of the ordinary’
Being part of a great team
…………………… then please read on
133
WHAT IS THE HUMANITARIAN ASSISTANCE TEAM?
The ABCX Airways Humanitarian Assistance Team (or ‘HAT’) is made up of trained volunteers
recruited from all parts of the airline (and parent / subordinate / associate company (companies) if
appropriate) - with the primary objective of provision of appropriate, basic humanitarian assistance
services to survivors of major air accidents involving ABCX Airways and / or a partner airline. These
services also extend to families, relatives & friends of air accident survivors and fatalities
As air accidents can occur absolutely anywhere in the world, at any time - the HAT is expected to
provide timely assistance on a world-wide basis, where relevant and appropriate
Secondary HAT objectives are:

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Providing humanitarian assistance to victims of other types of crisis involving the airline
Other duties where humanitarian assistance services are called for
Assisting the airline (where appropriate) with Business Continuity / Recovery type issues
*Assisting work colleagues (including other HAT members) with personal crisis matters
* Note: This service is otherwise widely known as ‘peer support’ and is generally provided by the HAT
at a basic level. Where a more in-depth level of support is required, professional medical & mental
health services will be needed. Some airlines provide for the latter by permanently establishing a
specialist department, often known as an ‘employee assistance centre’
HERE ARE SOME OF THE TYPICAL PERSONAL QUALITIES REQUIRED OF A HAT VOLUNTEER
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Compassionate
Committed
Enjoy working with people in general
Good team member
Able to work well under pressure and stress
Flexible
Tactful
Diligent
Patient
Determined
Discrete
Physically & mentally ‘fit’ to a reasonable degree
Note - HAT volunteers should generally be capable of potential deployments away from home &
work for fairly long periods (typically up to two weeks & possibly longer) – sometimes under fairly
harsh personal & environmental circumstances. This not only requires a strong personal
commitment but also positive support from the volunteer’s work (line) manager(s) and, where
appropriate - family, relatives and friends
However, a small number of HAT volunteers are also required for HAT related crisis support
duties at or near airline HQ / home base, at airports located in the country where the airline is
main-based etc.
134
I WANT TO VOLUNTEER BUT AM NOT SURE IF I WOULD BE ’SUITABLE’
In general, all staff volunteering for the HAT will be permitted to undergo the initial training process.
Once this is completed a review will take place to ensure that, insofar as possible, the volunteer is
happy with the HAT and vice versa
It is ABCX Airways policy that Line Managers encourage existing & potential HAT volunteers within
their departments / business units - unless there is an overriding, identified department / business
unit commitment anticipated at time of crisis, which is manpower critical
Lastly, if you have already been assigned a (non-HAT) crisis response duty as part of the overall ABCX
Airways crisis response plan, you should not plan on volunteering for the HAT
WHAT TRAINING WILL I RECEIVE?
The airline will provide both initial and recurrent training to all HAT volunteers. Training will be
delivered via a mix of classroom, e-learning and self-study
Initial training typically takes two full days and includes theory and practical work. Recurrent training
involves a full day’s commitment annually
Opportunities exist within the HAT for advancement to ‘team leader’, ‘team manager’ and similar
supervisory posts. Appropriate further training will be provided
PAYMENT
HAT volunteers are unpaid
However and in general, all reasonable expenses will be considered when associated with HAT
duties - including training commitments. More details will be provided during training
Additionally, a number of incentives may be run by the airline from time to time - aimed at
encouraging new volunteers and retaining trained volunteers
I HAVE READ & UNDERSTOOD THE ABOVE & WANT TO VOLUNTEER - WHAT SHOULD I DO NOW?
You can either fill out the application form available from ……………………………..or via the airline intranet
at ………………………..
Alternatively, please telephone …………………… or ……………………..during office hours
A schedule for HAT training courses can be found at ……………………………….
135
Appendix D - to CRPM Part 1 (ERP) / Volume 3 Guideline
Additional (general & informal) Information concerning the HAT
The following information is provided in the hope that some of it might be found useful. It comprises
a collection (in no particular order) of various pieces of information, from various sources - which
might provide a better understanding of some areas and issues potentially confronting a deployed
HAT - particularly related to an aircraft accident type scenario
Some of the information is original - and some taken from other existing documents. Concerning the
latter, the information is believed to already be generally available within the ‘public domain’ and,
therefore, the author of this document (the one you are now reading) hopes that there is no
copyright infringements here. However, if any person and / or entity has cause to disagree - please
contact the author as soon as possible at:
[email protected]
Note - Appendix D is provided for information purposes only
136
Potential HAT Duties, Tasks & Some General Information / Considerations

Welfare (in all its appropriate forms) of aircraft accident victims (including the deceased)

Welfare (in all its appropriate forms) of ‘others’ who might be adversely affected by the
consequences of a major aircraft accident e.g.

o
o
o
o
Family, relatives & friends (FR) associated with accident victims in some way
Responding / involved airline staff (including HAT members themselves)
Other airline employees
Other (non-airline) crisis responders & similar etc.

Provide ‘Psychological First Aid’ (PFA) / ‘Crisis Defusing’ to all who might need it - providing
potential ‘recipient(s)’ ask for or agree to the provision of same

Identify need for & recommend / facilitate / arrange further (advanced / expert)
psychosocial intervention, where felt appropriate

Identify need for & recommend / facilitate / arrange further assistance outside the scope of
what can be provided by a HAT e.g. appropriate government & local government services

Where appropriate & able so to do - assist colleagues (e.g. airline & airport staff) at
airport(s), wherever etc. - with duties related to the local management of ‘the emergency’

Assist to establish / man / operate a Humanitarian (Family) Assistance Centre

Obtain FR / next of kin (NOK) contact details from surviving accident victims / other available
sources - & pass such information to airline’s CMC and / or Emergency Call / Contact /
Information Centre and / or wherever else such information might be required

Obtain & pass on (to appropriate / authorised parties) other essential information provided
by surviving victims and / or associated FR and / or others

Assist surviving victims to make contact with associated FR & vice versa

Visit and support injured victims in hospital(s)

Visit (or contact by telephone if visit not practicable) & support associated FR at their homes
- if they decide not to use the services of any operating Humanitarian Assistance Centre

Assist with re-uniting process of accident victims with their associated FR

Assist with travel, accommodation, finance & similar - arranged for surviving victims and / or
associated FR
137

Ensure that accident victims and / or associated FR are regularly briefed on the latest
available information regarding the accident - including those FR who choose to remain ‘at
home’

When accident victims and / or associated FR are provided with available information
regarding the accident - ensure that they receive the information before it is released into
the public domain

Arrange for procurement of personal items (at airline expense) to meet the immediate
needs of accident victims and / or associated FR, in accordance with company guidelines
(e.g. clothing & footwear; personal hygiene items etc.)

Assist (when so directed) with gathering of ante-mortem information and materials from
victims and / or associated FR

Consult & support victims and / or associated FR regarding return of mortal (human)
remains

Consult & support victims and / or associated FR regarding personal effects and their return

Represent the airline at memorial services & funerals - if so requested by victims and / or
associated FR

Consult with victims and / or FR about the construction and inscription of / on any physical
memorial which the airline may erect in memory of the deceased

Keep an accurate written log and appropriate records / reports re all consultations and
decisions made with families and of any actions taken - plus any other significant events
The above list is not exhaustive - there are potentially many more duties & tasks for a typical HAT
Guidelines for Handling Media Questions
If you are approached by the press / media, some guidelines for handling questions might be:

Refer all questions to the airline HQ’s *Crisis Communications Centre (via your team leader if
available). Emphasise that the Crisis Communications Centre will answer / return calls as
soon as possible (* or Crisis Communications desk in the airline HQ Crisis Management Centre if
there is no separate Crisis Communications Centre)



Resist any provocation from the media to answer questions. It is imperative that you remain
cool, polite and calm in the face of persistent questioning
Never say “No comment”
Any unwanted intrusion on victims’ and / or associated FRs’ privacy by the media should be
reported to the Crisis Management Centre immediately (via your team leader if available). In
extremis - report the event directly to the local law enforcement agency /police / security
138
Looking after those Affected
Physical and Psychological Reactions of those affected by a Major Aircraft Accident or Similar
A catastrophic aircraft accident will be a very traumatic event - which can adversely affect accident
victims physically (in body) and / or psychologically (in mind). The same generally applies (to a
degree) to family, relatives & friends (FR) associated with such aircraft accident victims - and may
also affect crisis responders (including HAT members)
In the immediate and short term aftermaths of such a situation, victims and / or associated FR may
be in a completely ‘surreal’ environment, dealing with circumstances possibly beyond their
experience & control - and thus possibly dependent (wholly or partially) on the airline and others for care, assistance and information, together with other forms of welfare - as appropriate
This section deals with some of the reactions and / or symptoms which you (the HAT or similar
responder) might come across in such circumstances
HAT members need to be aware of the reactions and emotions which *major accident victims and /
or associated FR may be experiencing. However, it is important to remember that HAT members are
not mental health professionals and it is therefore not for the HAT to diagnose or provide advice on
someone’s state of health - mental or otherwise. Also remember that everyone reacts differently
and so do not judge other people’s reactions
* Note - always bear in mind that because of the work they do, HAT members themselves (and similar
crisis responders) may also be subject to similar reactions and emotions
Whilst working with victims and / or associated FR it is possible that you (HAT member) may
encounter situations which are beyond your ability / capability to handle. If this occurs, seek
assistance from your team leader and / or specialist responders (e.g. physical or mental health
specialists) as soon as possible
The following are some of the general physical manifestations of mental stress / trauma - however
caused:
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increased heart rate and blood pressure
shortness of breath
nausea
diarrhoea
cool, clammy skin
trembling / shakes
headaches
weakness
tingling or heaviness in arms or legs
un-coordination
fainting or dizziness
appetite change
139
Some examples of the general cognitive processes which may typically become present under
mental stress / trauma are:
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memory problems
disorientation
difficulty comprehending
mental confusion
unable to prioritise
loss of objectivity
Some examples of general behavioural responses to mental stress / trauma can include:
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difficulty in communicating
withdrawal
hyperactivity
outburst of emotion (anger, periods of crying)
increased use of alcohol, tobacco and other drugs
More specific mental health problems which may (repeat - ‘may’) present themselves following a
major traumatic event include:
Acute Stress Reaction
Acute stress reaction (also called psychological shock, mental shock, or simply shock) is a
psychological condition which can arise in response to a traumatic event. (It should not be confused
with the unrelated (physical) circulatory condition of ‘shock’)
The onset of a stress reaction is associated with specific physiological actions in the sympathetic
nervous system (both directly and indirectly) via the release of adrenaline and to a lesser extent
noradrenaline from glands in the brain - in other words the well-known ‘fight or flight’ response
140
A stress stimulus perceived as a threat leads to the release of noradrenaline from nerve endings
acting on the heart, blood vessels, respiratory centres and other sites. The ensuing physiological
changes constitute a major part of the acute stress reaction
Causes
Acute stress reaction is the result of a traumatic event in which a person experiences or witnesses
something which causes disturbing and / or unexpected fear, stress and possibly pain. It is a (less
extreme) variation of ‘Acute / Associated Stress Disorder’ and, at a more intense level - of ‘PostTraumatic Stress Disorder’ (PTSD)
Symptoms
The symptoms show great variation but typically include an initial state of "daze / confusion" - with
some constriction of the field of consciousness, narrowing of attention, inability to comprehend
stimuli and disorientation
This state may be quickly followed by either further withdrawal from the surrounding situation (to
the extent of a dissociative stupor) or by agitation and over-activity / anxiety / impaired judgement /
confusion / detachment / depression. Signs of panic anxiety / attack (rapid pulse, sweating, flushing)
are also commonly present. Other symptoms might include continued ‘experiencing’ of the causal
traumatic event (thoughts, dreams, flashbacks)
The symptoms usually appear very quickly after the stressful stimulus or event - and often disappear
within 2-3 days (but sometimes much sooner). Partial or complete amnesia for the episode may be
present
If symptoms last for more than a month, then the person might be suffering the more ‘intense’
‘acute / associated stress disorder’ or ‘post-traumatic stress disorder’
Anxiety and Generalized Anxiety Disorder (GAD)
GAD can occur at intervals during an individual’s everyday life but is generally more likely to occur
(and increase in severity) after a traumatic event
Where death occurs it is estimated that up to 30% of associated grieving individuals will suffer from
some sort of GAD sometime in the following year
GAD can (and often does) overlap with depression in terms of symptoms. The most common forms
of anxiety disorders typically present as:

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Panic attacks
Feelings of being unable to cope with what is happening
Depression
Feeling tense / nervous
Fidgeting
141
For HAC (FAC) Managers and / or HAT team leaders - it is important to pay attention to GAD as these
symptoms may become apparent in responding staff (e.g. the HAT) - including after they have
returned to a ‘normal’ work regime
Treatment for GAD is generally via counselling and support. Use of *‘coping mechanisms’ in / by an
affected individual may also be helpful. GAD generally subsides with time, support and an
understanding personal environment (family and friends, work management / colleagues etc.).
Rarely does GAD require medical intervention in the form of drugs
* Note - coping mechanisms can be described as the sum total of ways in which we deal with minor to major
stress and trauma. Some of these processes are unconscious ones, others are learned behaviour and still
others are skills we consciously master (and thus which can be taught) in order to reduce stress or other
intense emotional problems, such as depression. Not all coping mechanisms are equally beneficial and some
might actually be detrimental
The body has an interior (unconscious) set of coping mechanisms for encountering stress. This includes the
fight / flight reaction to high stress or trauma. The onset of mental illness itself may be seen as a form of
unconscious coping mechanism
We also learn coping mechanisms as we progress through life. Some people tend toward coping mechanisms
which are helpful, whilst others may choose defence mechanisms which might actually cause more problems
Persons using stress as a reason e.g. to exercise – are using a healthy coping mechanism. Persons turning to
e.g. alcohol, drugs, eating disorders, workaholic behaviour etc. – are using coping mechanisms which can be
both dangerous and unhealthy
Both children and adults can benefit from learning coping mechanisms from mental health professionals &
similar, especially when they are suffering from mental illness, or have turned to unhealthy forms of
dealing with stress. In this sense, coping mechanisms are a set of practiced and learned behaviours which
help us better respond to stress. We may not always be able to control the amount of adrenaline that
pumps through our bodies in stressful situations, but many therapists believe we can learn to control our
reaction to it
Coping mechanisms in the therapeutic sense can involve meditation, cognitive behavioural therapy and
recognition of the body’s inappropriate response to stress. These are just some of the coping mechanisms
which can be ‘learned’. They can result in fewer incidences of panic, inappropriate anger and / or turning to
unhelpful behaviours in an attempt to reduce the effects of stress
Post-Traumatic Stress Disorder (PTSD)
PTSD covers a range of symptoms which may develop in response to someone experiencing a major
traumatic event which is outside of the ‘normal’ human experience. It is often a considerably
delayed response
Simply hearing news of very traumatic events can have a lasting effect. If a person is actually present
during such an event it is possible that he / she will become extremely distressed and may also suffer
deep emotional injury. There is no doubt that the reactions which may follow can seriously hamper
and interfere with a person’s life
142
PTSD diagnosis recognises that there are events and experiences which are beyond our control,
which may fill us with fear or horror and which can cause extremely disturbing psychological
symptoms
Symptoms
If you have encountered a major traumatic event / experience you may simply feel emotionally
numb to begin with and stronger feelings may not emerge straight away. Sooner or later you may
develop adverse emotional and physical reactions and changes in behaviour, which might include
some of the following (in no particular order):
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reliving aspects of the trauma / vivid flashbacks (feeling that the trauma is happening all
over again)
intrusive thoughts and images
nightmares
intense distress at real or symbolic reminders of the trauma
avoiding or repressing memories
keeping busy
avoiding situations which remind one of the trauma
feeling detached, cut off and emotionally numb
being unable to express affection
feeling like there’s no point in planning for the future
being easily upset or angry / irritability / aggressive behaviour
lack of concentration
extreme alertness & thus disturbed sleep
panic response to anything to do with the trauma
being easily startled
Many of the above are typical reactions to a major traumatic event - such symptoms usually
disappearing in a relatively short period of time - but if they last for longer than about a month or
they are extreme, a diagnosis of PTSD may be given
Other symptoms may present such as severe anxiety, phobia or depression - along with dissociative
disorder and suicidal feelings. There is no time limit on severe mental trauma and victims may not
develop e.g. PTSD symptoms - until many months (or even years) after the event
In general, counselling and support are the most beneficial forms of therapy - but in serious cases
psychotherapy and prescribing of appropriate drugs are appropriate
Reminder - the HAT does not diagnose or ‘treat’ victims and associated FR who might be suffering from
behavioural mental disorders - this can only be done by qualified clinicians
However, the HAT can and should be alert to typical symptoms and should direct (or arrange for) the
victim to seek assistance from professionals – in cases which they feel might be appropriate
143
Depression
Although clinical depression is caused by a chemical imbalance within the brain, traumatic events
can trigger it / make it worse. As an example and in the case of death to a ‘loved one’ - symptoms (in
grievers) may start to present soon after the event but are more likely to show themselves later in
the grieving process
Depression can be diagnosed as mild, moderate or severe - the severity generally depending on the
individual - rather than the situation. Depression needs to be diagnosed and treated by a
professional clinician
Symptoms include:

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

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

Early morning waking
Loss of appetite
Loss of libido (sexual drive)
Feelings of guilt on a regular
Inability to function on a normal basis
Tearful on a regular basis
Feelings of dread
In more severe cases:



Decrease in level of personal hygiene
Coping dependency on drugs, alcohol, smoking etc.
Aggression
Note - depression cannot generally be treated by use of ‘counselling and support’ alone. Appropriate drug
treatment (anti-depressants and similar) is usually prescribed
Adjustment Disorder (AD)
Although not a true mental health disorder it is worth knowing about AD
AD can occur as a result of common life changing events such as marriage, divorce, bereavement,
redundancy or even moving house. It can and does, however, become more pronounced after
trauma - and may need intervention to support and strengthen individual coping mechanisms
Whilst clinical depression can be associated with grieving - ‘adjustment disorder’ may also be
present when the ‘change of life’ situation is mourned as much as that of the ‘personal loss.’ The
two disorders should be treated in different ways and mental health professionals can be
particularly helpful in identifying either disorder and how then to support the recovery
144
AD symptoms include:





Panic attacks
Inability to sleep - including early morning waking (EMW)
Lack of appetite
General worry
Inability to cope with everyday situations
AD is generally a ‘normal’ side effect of everyday realities and typically does not require medical
intervention or counselling. Recovery usually requires time and a use of appropriate coping
mechanisms
It may perhaps be noted by many layperson readers (i.e. non-medical / mental health specialists)
that the above symptoms for the ‘post trauma’ mental health problems listed on pages 140-145
(there are more!) can tend to merge into rather a ‘confusing mass’ - which can start to look just
about the same for all of the problems - and thus might make it very difficult to work out ‘who might
be suffering from what’
This is precisely why layperson trained HAT members (and similar) should not attempt to diagnose
and / or treat such conditions themselves, apart from the application of ‘psychological first aid - PFA’
where deemed necessary
However, ‘diagnosing’ is very different from recognising that some type of post traumatic
behavioural problem exists - and it is a primary HAT role to try to recognise same and, if so
recognised (or suspected), recommend /facilitate specialist intervention without delay
145
Working with Surviving Victims
An aircraft accident is generally an event which occurs with little or no warning. In such
circumstances accident victims (in the immediate aftermath) are without the support structure
which they might have in more familiar surroundings (e.g. at home) - i.e. they may be way outside
their ‘comfort zones’
As the sudden and unexpected nature of an aircraft accident obviously leaves passengers unable to
prepare for such a situation, it generally leaves them dependent on the airline (and others) to satisfy
their initial basic needs post crisis. Responders’ (including the HAT) understanding of these needs
and how they can be fulfilled will help to ensure that victims do not experience ‘secondary assault’ /
further trauma - and are provided with the necessary assistance and support required
Note - Secondary Assault can occur when someone has already been through a major traumatic event
(‘primary assault’) and then suffers further harm from someone they come in contact with following the
event - e.g. someone who (almost certainly unintentionally) says or does something entirely inappropriate
An airline’s immediate & short term care, assistance and support operations (post crisis) - can and
does positively contribute to victims’ rate of recovery from associated mental trauma
(Of course, similar to the above also applies to others - particularly family, relatives and friends
associated with the accident victims - and, sometimes, also to crisis responders (including HAT
members) themselves)
Needs of Surviving Victims
The initial basic needs which should be taken care of in the immediate aftermath of a crisis generally
include:
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Security and shelter
Appropriate medical treatment
Communication (especially with loved ones) & information
Sustenance (food, drink & similar)
Psychological First Aid - if needed and requested / accepted
Personal hygiene facilities e.g. washrooms / showers
Clean clothing
etc.
Once these initial basic needs of victims have been met, they may begin to think more about the
events which have happened to them e.g. it is normal for victims to run through what has happened
in their minds over and over again. They might think about the (probably traumatic) imagery, sounds
and smells which they experienced during the event
Many victims will now begin to make up a detailed mental picture of what has happened to them
146
They may typically need to talk about the causal incident and go over it again and again - and they
may also ask questions regarding the incident, which might seem inconsequential. It is important to
try to answer such questions - and if you (the HAT) are unable to, try to find someone else who can e.g. maybe a member of any Emergency Services present; maybe an appropriate airline ‘expert’ e.g.
a member of flight-crew etc.
Missing parts of the ‘jigsaw’ can lead to further mental trauma e.g. thinking “what if……………….” or “if
only…………………”
Great care should be taken that any information provided is honest and open to the greatest extent
permissible / practicable. However, there will also almost certainly be constraints on what can be
communicated (e.g. concerning identification of fatalities; re the cause of the accident etc.) and HAT
manager / team leader input and direction on such matters should be sought in such circumstances.
Also remember to never speculate or apportion blame
Once the initial (basic) needs of surviving victims have been met, they will then generally require
similar types of support and assistance as should generally be provided to their associated FR - see
next section below for more information on this
Working with Associated Family, Relatives & Friends (FR)
For associated FR the aftermath of an aircraft accident can be difficult, as they can feel powerless to
deal with the situation
During post-crisis interviews, FR have indicated that their most important concern is receiving ongoing information concerning their loved ones. Accordingly, it is essential that associated FR are
informed and updated to the greatest degree practicable e.g. via contact with the airline’s
emergency call centre; using single family briefings at the HAC / by telephone; via formal HAC
briefings etc.
The latest crisis information should generally be released to you (HAT member) e.g. by your team
leader via HAT face to face briefings and / or via HAT briefing notes - both of which should be
updated as soon as possible after new information becomes available. Your team leader will advise
whether or not such updates can be passed on immediately to those you are assisting e.g. it might
have been decided (for good reason) to release the updated information at a HAC briefing instead so that all present and affected can learn about it at the same time
Remember that as a HAT member you should provide only the information which you have been
authorised to give. Also take care not to promise anything which cannot be delivered
Be careful when speaking about the accident to colleagues if FR may be able to overhear - or when
in a ‘public place’ where others may overhear
147
You should let FR who you are assisting know if you are going to be out of contact for a period of
time and ensure (via your team leader) that a temporary replacement will be provided
If there is a need to change HAT members for any reason (temporary or permanent), the assigned FR
should be introduced to the replacement HAT member by the member departing. As the departing
member, you must remember to update and pass on (to the replacement person) all appropriate
information and paperwork concerning the assigned FR
Some considerations when working with associated FR:




Do position yourself either at eye level or below the FR i.e. try not to look down on them
Do not minimalize / trivialise the situation
Do re-assure them that you will do everything possible to help
Do refer to any deceased person(s) by name - if known
As with accident victims, there is a natural process which associated FR generally experience in order
to come to terms with what has happened and to begin to move on. This is why one often hears e.g.
of FR wanting to know in great detail how a loved one died - and this is perfectly natural in the
circumstances. As with accident victims - honest, accurate and timely answers should be provided
where possible
It is also advisable to generally answer only what is being asked i.e. do not volunteer further
information - especially if it might be damaging. An example of this might be;
A husband (associated FR) asks you (HAT member) “…………. was my wife (deceased accident victim)
still wearing her wedding ring?”
When you check with the Pathologist / Police / whoever, they confirm that the body was burned
beyond recognition (but positive ID has been confirmed using dental records) - and that the wedding
ring was still attached to the finger
Your eventual answer to the husband might simply be “yes, she was still wearing her wedding ring”.
It would almost certainly not be helpful to volunteer the additional information you were given re the
state of the body - unless it is specifically asked for
In certain situations, friends of bereaved FR may come and ask you for advice in how to deal with
their friends who are hurting. Some things you could suggest are:





Don’t worry about what to say - just being there shows that you care
Just listen where appropriate - and also know that there can be a time for silence
Avoid telling them ‘how to feel’ or ‘what to do’
Help with practicalities - prepare meals, care for children, do some washing and ironing etc.
Call regularly, especially after the first couple of months when other people go on with
“normal life”
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

Avoid clichés and easy answers. Don’t tell them they will ‘get better’ or ‘it will get easier with
time’ etc.
Don’t remind the person about what they still have remaining to them (such as other
children). All they can think about right now will probably be their loss
Viewing of Body / Human Remains
Where such viewing has been permitted - the HAT member supporting the associated FR must
always liaise with the appropriate professional personnel on the procedure to be followed - and then
assist the family to follow this procedure accordingly. HAT members are not expected to view the
deceased, but should ensure that an appropriate professional person always accompanies
associated FR during such viewing
When / if permitted so to do, it is up to associated FR whether or not they choose to view loved
one(s). It is important to try to facilitate their wishes insofar as is possible / desirable
Where professional / expert advice is received recommending that ‘remains should not be viewed’ then a suitably qualified and experienced person(s) should be able to explain to associated FR why
the viewing is not possible (or recommended) and (if the FR still insist on viewing) explain what to
expect - and then attend the viewing with them (if the latter course of action is permitted)
Dealing with Bereavement
HAT members may have to comfort and support victims and / or associated FR experiencing
bereavement. Dealing with grieving can be emotionally draining for all concerned. People react
differently whilst grieving - some typical reactions might be:













Talking about their feelings
Having unanswered questions
Being silent and / or not wanting to talk openly
Shock or numbness
Assigning blame
Disbelief or denial - carrying on as though nothing has happened
Focus attention on the facts / details by asking lots of questions
Imagine that they can still see / hear the person they have lost
Guilt e.g. as in feeling that they could have prevented the death
Anger at the world in general, e.g. at themselves, at a specific person, the airline, God (or
equivalent) - or even the person(s) who has died
Anxiety about coping without the person they have lost
Difficulty sleeping, mood swings, depression, loss of appetite, lack of concentration,
exhaustion
May want to return home ASAP - especially if alone at accident location
There is no magic formula to take away the pain of grief, but by listening carefully - appropriate care
can and help can be provided via a range of practical and supporting tasks
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A few things to remember when dealing with a grieving person ‘face to face’:






Acknowledge the bereaved person’s loss
Listen carefully to what he / she / they have to say
Don’t change the subject when he / she / they want to talk about their loss
Avoid saying ‘I know how you feel’; “time heals” etc.
Avoid talking e.g. about your own bereavements, even if you have experienced a similar loss
Concentrate on providing useful information - which the bereaved may not feel well enough
to deal with themselves
Working with Children
Some considerations when working directly with children might be:





Do not leave children unattended while waiting for a parent, family member or guardian
Offer children the same sort of choices you would offer an adult BUT - making appropriate
adjustments for the fact that you are dealing with a child (e.g. substitute juice or milk as a
beverage, instead of coffee or tea)
Look at and speak directly to children - positioning your-self at their level
Encourage children to speak - but do not press for details
Provide children with toys and / or crayons and colouring books etc. (they may express
themselves or describe the incident through drawing pictures or through play)
Some common reactions in children might be;








Fearfulness (especially at night)
Anxiety (especially when separated from family)
“Babyish” behaviour or attention seeking behaviour (naughtiness, tantrums)
Clingy, dependent behaviour
Bed-wetting
Aches and pains
Nightmares and sleep problems
Carrying on as though nothing untoward has happened
Don’t forget the specific needs of adolescents and also try to account for the particular problems
typically associated with teenagers - where appropriate
Threats of Violence / Suicide and Similar
The nature of an aircraft accident is such that it can leave the victim or associated FR feeling out of
control. Whilst violence is usually a rare occurrence, it can occur. It is not the HAT member’s role to
intercede in violent situations
150
If a victim or associated FR becomes violent, withdraw from the situation immediately and then
report the incident to the nearest Police / Security official and also inform your team leader
Some considerations when dealing with a violent person are:


Do not argue with them or touch them
Don’t say things such as “calm down” or “take it easy”, this may cause further outrage
If a victim or associated FR whom you are working with threatens suicide, a medical / mental health
professional should be informed immediately. Also inform your team leader. Ensure that the person
concerned is not left alone until professional assistance is in place
Other Situations
Whilst it is not possible to catalogue all situations which a HAT member may experience, some of the
more common situations have already been covered above. It is important to remember that you
have had limited training and may experience situations beyond your ability and / or experience to
handle. In such situations report the circumstances to your team leader as soon as possible. Know
your limits!
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Some Further General Information / Considerations
Supporting other Responders (i.e. Airline & Airline Associated Third Party Responders)
General
The traumatic effects (of responding to a major aircraft accident) on airline (including the HAT) and
associated third party responders should not be underestimated - as they can be both serious and
long term, depending on roles and exposure involved. The most common effects which might occur
have already been described further above
All airline staff (whether deployed or at home base and whether directly or indirectly involved in a
crisis response) should have easy & rapid access to appropriate mental health specialist support both during and after an incident in which they have participated in some way - and this should also
be extended to any third party responders engaged by the airline, where conditions & circumstances
so dictate
Airline crisis responders (& any airline engaged third party responders also) will usually be assessed
by a *dedicated on-site mental health team(s). Such assessments will usually be carried out regularly
throughout the crisis response itself and before staff leave the deployment for home base. Similar
longer term (home based) support should also available - if deemed necessary or if requested
* Note - such mental health specialist teams can be provided (contracted) directly by the airline - and can
also be provided by local emergency response services / authorities - the latter two usually being part of a
government or local government response. Airline engaged third party teams often deploy as part of an
airline’s ‘GO Team’
The role of such a dedicated mental health team(s) is to assess responders and make decisions on
suitability to continue working - either temporarily or permanently, if damage to the individual is
likely or has already occurred
Note - Such airline engaged dedicated mental health team(s) can also engage with accident victims and / or
associated FR if requested so to do by appropriate responders e.g. the HAT - or at their own discretion
Not all individuals will suffer from all / any of the disorders mentioned above and this depends
heavily on own ‘makeup’ & coping mechanisms and the support network(s) which might be available
Many airlines have their own ‘employee assistance centres’ or equivalents - which can provide
support once responders are back in the ‘normal’ workplace environment - and this forms part of
the longer term re-adjustment to ‘normality’
152
Peer Support
Peer support within airline emergency response operations generally refers to initiatives where
airline colleagues meet as equals - providing each other with mutual humanitarian assistance type
support, on a reciprocal and / or ‘donor’ basis
Typically, members of an airline’s ‘peer support team’ are fully trained and exercised members (i.e. a
sub group) of the overarching airline Humanitarian Assistance Team (HAT) - with the main difference
being that the peer support team is generally composed of flight crew, cabin crew and (more rarely)
other groups such as aircraft engineers
The intention is that whilst the (non-peer support) element of the HAT will provide ‘humanitarian
assistance services’ during major crisis to passengers, ground victims and their associated families,
relatives and friends - the peer support element will do likewise for crew and their associated
families, relatives and friends - pilot on pilot; cabin crew on cabin crew etc.
By default, all HAT members are also each other’s peers. Therefore it is also quite usual for HAT
members to *defuse each other where necessary. Even if it is simply chatting to each other about
the day’s events over a cup of tea or coffee - this is effective defusing (psychological first aid) at its
simplest!
* Note - ‘crisis defusing’ is broadly the equivalent of ‘psychological first aid’
153
HAT Skills
Communication
As a HAT member, much of your time will be spent communicating with victims and / or associated
FR - to both impart and take information and to ascertain their requirements. The environment in
which you will be interacting may not be ideal e.g. it could be an area which is noisy / has no privacy,
is uncomfortable / chaotic etc.
Remember, victims and / or associated FR will be experiencing a wide range of emotions which
might add to the difficulty of communicating effectively. You need to be sympathetic, while
maintaining a focus on determining their needs and providing them with the necessary information,
assistance and support
Goals of HAT Communication
The goals of communication are to:




Help victims and / or associated FR to understand what has happened to them and what
needs to be accomplished in the immediate & shorter term aftermaths of the accident
Assist victims and / or associated FR in expressing themselves in matters pertaining to the
accident and events surrounding it, so that appropriate assistance can be provided
Help victims and / or associated FR express what is most important to them, including help
with the questions they may have concerning the accident (including information on ‘loved
ones’) - and ‘what will happen next?’
Help victims and / or associated FR understand their options concerning the future planning
which might need to take place e.g. potential longer term needs
Communication Hints
The attitude with which you approach victims and / or associated FR plays a major role in whether
you are perceived as helping to facilitate the process they are going through. You will need to be
caring in your approach at all times. There are some considerations which are essential to ensuring
that victims & associated FR do not experience secondary assaults. These are:
Avoid saying things such as:









“We cannot control the weather”
“Equipment failures happen”
“Things could have been worse”
“You are lucky to be alive”
“At least no one died”
“At least you have insurance”
“These things happen”
“Maybe it’s for the best”
“Time heals all wounds”
154
In order to achieve what you are setting out to do, it is important that you plan ahead for what you
wish to accomplish - together with the information you need in order to be of best assistance.
Having appropriate pre-planned questions and answers (FAQs) - in addition to typical information
which victims and / or associated FR will require when making their own decisions, will help you
guide the discussion. Some considerations (in no particular order) which may assist you here:

Start conversations by showing that you care e.g. acknowledge the situation and follow by
expressing your sadness about their loss, the situation etc. You could say e.g. “Hello Mr and
Mrs Jones. I am so sorry about the loss of your daughter, Ruth”

Help the person(s) you are speaking with to continue communicating by use of
encouragement - using expressions such as “Uh huh” or “Yes, go on” and nodding your head

Be patient - allow those you are speaking with to set the pace and establish the flow of the
conversation

Be supportive

Be receptive to needs, concerns and thoughts

If you are not sure of what was said or intended - ask for clarification

Be honest - even a small misrepresentation of facts or situation can destroy a relationship

Only say what you know to be factual - do not speculate

Only promise what you know can actually be delivered

Try to recognise any behavioural problems which may be present

Use appropriate words and expressions during discussions. Some examples are:
o
Used the ‘loved one’s’ name i.e. do not use terms such as ‘victim’, ‘survivor’,
‘deceased’ etc.
o
Use the word “transport” instead of “ship” or “aircraft” when discussing the
movement of human remains. “Ship” or “aircraft” can imply the moving of cargo
o
Use the word “remains” instead of “body”. The use of the word body might imply
that remains are intact - which might not be so
o
Use similar terminology to that used by the associated FR. If they say “crash” - then
call it a crash. Be careful when using the word ‘accident’, especially if the
circumstances indicate the fault might be that of the airline - to FR it is not
necessarily an accident. Also be careful when using the word “incident” - which
might carry the risk of minimalizing the situation
155

Ask if it is okay to go ahead with any course of action discussed - ideally which the victim(s)
and / or associated FR have decided for themselves. (Allowing associated FR to make
decisions themselves gives them back some of the control which they might have lost)

Use a speaking voice and volume appropriate to the room, the situation and surrounding
noise. Be aware of, as well as sensitive to, cultural differences. Some cultures tend to be
much more private and speak in softer tones than others

There may be a reluctance to accept assistance. To start - try mentioning some of the things
that you might have already done and then move the conversation toward suggestions of
other things which might be available. For example, "I am here to help you in any way that I
can. Let's see - I have already arranged your travel and hotel accommodation - are there any
family members I could contact for you?"

Ask open-ended questions and carefully pace your part of the conversation. Stressful
situations tend to make us want to rush. Listen carefully and if necessary, repeat back what
has been said, to clarify your understanding. Examples are:
o
o
o
“Is there anything that you would rather not do that I can do for you?”
“What concerns do you have at the moment?”
“What can I get you to eat or drink?”

Do not become over-friendly or casual - be respectful at all times

Do not become defensive

Do not discuss blame or fault

Avoid using airline jargon

Do not interrupt when others are speaking

Do not discuss similar experiences which might have happened to you

Do not compare the situation being discussed with situations being experienced by other
families

Do not disagree - rather, look for things that you can agree on. This may be a good time to
just nod your head and, at an appropriate time, move on to another aspect of the discussion

Never start with a “NO”. If you are unsure if you can provide something that has been asked
for, explain that you will ‘check with your manager’. Come back with something like - “What
we can do is……………..” It may not be exactly what was requested, but it avoids saying ‘NO’
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
Do not lose your focus

Do not show signs of impatience or lack of judgement

Resist the temptation to complete sentences for those you are speaking with

Allow others to do most of the talking
Listening Skills
Listening skills are essential when dealing with an emotionally charged situation. Such skills will help
you build rapport and credibility with victims and / or associated FR. Some considerations are:

Prepare adequately

Understand that people under stress may have difficulty communicating

Listen carefully - focus on the feelings and meanings behind the words being said. Try to
make sense of the basic message being sent. This may require you interpreting what you
hear and asking for confirmation that your interpretation is correct

Listen more than you talk

Learn to be comfortable with silence

Use ‘reflective’ listening by repeating (at times) what the victim or associated FR is saying

Summarise (from time to time) what you are hearing and ask the victim or associated FR if
what you have summarised is what they meant

Do not allow yourself to be distracted - stay focused on the task

Do not judge what you have heard

Do not anticipate or assume that you know what will be said
Body Language
The body language you use when you are with a victim(s) and / or associated FR should be
appropriate to how they are reacting at the time. Consider your tone of voice, eye contact,
expression and physical body movements - no matter how brief the contact. Some considerations
might be:


Use facial expressions consistent with the message you are trying to deliver
Maintain frequent and direct eye contact - but do not ‘stare’
157

Avoid standing where possible. Try to sit or kneel down - and try to position yourself so as to
be at or below the eye level of those you are communicating with. If you do have to stand,
avoid putting your hands on your hips or folding your arms across your chest

Provide adequate ‘personal space’ between yourself and those you are assisting

Never slouch or appear too relaxed and informal

Make sure your mobile telephone is switched to silent / vibrate mode. If you receive a call
do not answer until the circumstances are appropriate

Take care not to check your watch too much - and when you do, make it as discrete as
possible

Adopt the same type of body language as the person(s) you are talking with, if appropriate
Cultural issues
Cultural norms differ - as a guide, consider the following;
“I am not familiar with your customs and culture and I do not wish to offend you. Please tell me how I
should address and behave with you and your family?”
OR
“Please forgive me if there is anything I do which might offend you. If this happens it will not be
deliberate - but please do not hesitate to tell me so that I can avoid this in future”
Do not be offended if victims and / or associated FR take you at your word and criticise your
behaviour
158
Religious and Cultural Considerations following a Major Aircraft Accident (with fatalities)
How different religions and cultures deal with mental trauma e.g. following death of a ‘loved one’ - is
so varied that is difficult for any airline to provide credible advice and information on the matter.
A major factor (and major headache) in this area is that airlines (especially major, international
passenger carriers) carry millions of passengers of many different nationalities - and thus of many
different customs, cultures and religion (and no religion at all for some of course)
For airline accidents involving many fatalities, the airline will possibly need to consider a host of
differing religious and cultural considerations - including ways of dealing with the formalities of
death and ‘how to behave’ accordingly (mourning; funerals; flowers (or not); dress etc.)
Geo / political considerations might also need to be considered e.g. in a small number of countries it
is ‘normal’ for authorities to immediately release (to the world) the names of those on board the
accident flight - whether dead, injured, uninjured etc. - and regardless of whether or not associated
FR have already been advised of the same information
An airline should probably base the religious and cultural element of its response on facts and / or
via consultation with ‘those that might know’ e.g. embassies & consulates, faith organisations etc.
Some airlines have produced guidelines on how to deal with the various political, cultural, religious
& similar aspects which can apply worldwide - following a major aircraft accident (& similar) with
fatalities - and most of these airlines would probably be willing to share this information with others
A search on the internet will probably also provide related information on the matter
Religion (Diagram Source - Wikipedia)
159
Depending on the main (majority of) religion(s) involved, early religious agency involvement
following a major aircraft accident might be helpful - for both the spiritual and physical wellbeing /
welfare of accident victims and / or associated FR. Most ‘authorities’ are expected to encourage the
involvement of religious representatives. Airlines should plan on doing likewise
If no singular religion is prevalent then a multi-faith response might be appropriate
Culture & Custom
Similar to religious beliefs - an appreciation must be made of cultural background and ‘local’ custom
when conducting HAT operations
It is important that we appreciate and understand an ‘involved’ individual’s cultural and ethnic
background in time of crisis. This appreciation and sensitivity can create within the persons we are
assisting a better sense of ease and comfort through familiarity - and show an element of empathy
which could create and enhance a positive working relationship
‘Culture’ is a term which can have (numerous) different meanings. However, three ways of
expressing the meaning might be:



An integrated pattern of human knowledge, belief and behaviour which depends upon the
capacity for symbolic thought and social learning
The set of shared attitudes, values, goals, practices etc. - which characterizes an institution,
organization, group (ethnic or otherwise)
The ideas, customs and social behaviour of a particular people or society
Similarly, ‘custom’ might be considered to be:





habitual practice / the usual way of acting in given circumstances
collective habits, usages, convention
practice so long established that it has become akin to the ‘force of law’
group pattern of habitual activity usually passed on from one generation to another
All of the above taken collectively
Cultural norms can extend to:
1. Perceptions of death, dying and the afterlife
2. Eating practices & food preferences (which can also be associated with death related
culture / custom)
3. Dress (which can also be associated with death related culture / custom)
4. Etiquette (which can also be associated with death related culture / custom)
5. Mourning
6. Language
7. Ethnicity
160
HAT - Some Practical Arrangements
Handovers
If it proves necessary for a HAT member to return home (or otherwise withdraw from contact) whilst
still working with a victim and / or associated FR - the team member should take the time to
introduce the replacement HAT member - with a reasonable hand over period - before saying his /
her own farewells
All associated and appropriate records, logs, notes & similar which might have been made,
pertaining to appropriate victims and / or associated FR, must be passed on to your replacement
Financial Assistance for Victims and / or Associated FR
Financial Assistance (e.g. immediate economic needs payments) for those affected (and so entitled)
will typically be organised by the airline and / or the airline’s insurers. Appropriate details will be
provided to HAT members via Team Leaders
If a request for financial assistance is made to a HAT member directly, nothing must be promised.
Respond by saying that the matter will be looked into and that a response will be provided ASAP then pass the situation on to your Team Leader
Transportation of Associated FR to (or as close as possible to) the Accident Location
The airline will generally transport associated FR (who might wish so to do) to the area of the
accident, in order for them e.g. to be re-united with associated surviving victims; to be re-united
with associated deceased victims (if appropriate and possible) and to enable visits to be made to the
accident site itself - where this is practicable, possible and ‘desirable’
Accident site visits, in particular, will be a very important consideration to many associated FR of the
deceased, especially if no remains or no viewable remains are found. Such visits can also assist in
coping with grief
If assigned to such a task, you (HAT member) should be advised as to how many associated FR will
be visiting the accident site and briefed on your role(s) & responsibilities in this task. If you have
further questions surrounding this subject ask your Team Leader
HAT members may also be involved here as part of the ‘meet & greet’ process at the various airports
(and similar) which might be involved in the transportation process
Methods of Transportation to an Appropriate Location near to the Accident Site
Transportation to (or near to) the accident site will generally be arranged via the airline HQ’s Crisis
Management Centre, using the most expedient and convenient methods of transportation available
- including air travel
Should associated FR not wish to fly (where this is the preferred method of transport), this should be
respected where practicable and an alternative method of travel sought
161
When Victims and / or Associated FR Return Home
Remember, different associated FR will have varying ‘outcomes’ (i.e. an associated victim might be any
of dead, injured, uninjured, missing or details may be ‘not known’) and you may not solve every problem
before the end of your assignment. Consider a “disengagement meeting” covering issues such as
“This is where we’ve been, what we’ve achieved and what is still to be done”
It may be the case that the victim or associated FR retains legal counsel (legal advice provided by
solicitors / lawyers). Should you become aware of this - take details if so permitted and pass them on
to your Team Leader
Bear in mind that it is likely that the airline will provide continuing on-going support & assistance to
those that have returned to their homes - but there will be a point where this will ultimately need to
be withdrawn. Senior airline management (with expert support) will make this decision
When it’s Time to End Contact
Ending your relationship with a victim and /or associated FR who you have been working with may
be difficult. However, there comes a time when it is in their own best interests that they begin
dealing with the situation on their own
You should have already set the ‘expectations’ about your involvement at the beginning of your
assignment - so that there should already an expectation that you will leave / withdraw at some
point - and will not (necessarily) be expected to stay in touch
When ending contact with a victim and / or associated FR, you should inform them of the reasons
and, if appropriate, explain the next steps in the on-going support process
With the exception of contact by any HAT element which might be managing on-going / follow-up
liaison and communication - the individual HAT member’s contact with victims and / or associated
FR will normally end when either of the party’s return to their homes
In general, do not provide personal contact details to victims and / or associated FR
Be aware - reluctance to ‘let go’ is likely and something you will need to be prepared for
162
HAT - Looking after Yourself
Looking after Yourself
Formal ‘crisis defusing’ (Psychological First Aid) and de-briefing sessions will be arranged during your
activation should same be needed. In such circumstances you will most likely be attended to by a
trained counsellor / de-fuser arranged by the airline. You are the best person to decide if such
assistance is needed - however your team leader and HAT colleagues will also be looking out for you
in this respect - as you will do for them
More informal defusing can be obtained by simply sharing your experiences, thoughts and feelings
with other HAT members - at a convenient time / place (e.g. usually over a coffee or tea at the end
of a shift). The main focus of these sessions is to normalise any adverse emotions and feelings felt but where the need for more formal assistance is not required
An airline provided 24-hour telephone help-line should always be available to you (with a trained
counsellor / de-fuser at the other end) should you wish to talk to someone in confidence
The Return Home
The initial return home can provoke many feelings. You may find you experience one, or all of the
following:







Disappointing reunion (with family; colleagues etc.)
Isolation
Impatience with trivialities
Mood swings
Flashbacks
Lack of communication
Some form of ‘rejection’ from work colleagues as they might e.g. think that your HAT
deployment has been ‘something of a holiday’
Considerations which might help you here include:







Recognise that your family, partner, friends and colleagues may not understand and / or may
not wish to talk about your experience
Remember that you are normal and are experiencing an expected, temporary response to an
abnormal event. Healing from any injury (including mental trauma)takes time
Physical exercise may help
Be responsible with respect to use of alcohol, tobacco and similar
Ensure you take rest and eat regular meals
Use your own ‘personal support system’ - such as your family and friends, pets, religion,
hobby, sports etc.
Use your airline line managers and support system - they / it should be there for you when
needed
163
HAT - On a Final Note
HAT activities can mean that members might be placed in potentially distressing and uncomfortable
conditions
When an individual agrees to undertake HAT training and duties - it is important that he / she fully
understands the nature of what is being committed to i.e. a personal commitment to the HAT is
effectively being ‘promised’ - and the individual should be made fully aware that such promise
should not be lightly given (or taken back)
However, If an individual wishes to withdraw from HAT duties for whatever reason (and there will be
many valid and honourable reasons why this might be done) - he / she should be able to do so
without question
Research by appropriate experts / professionals shows that responders gain a great deal from their
experiences in undertaking HAT duties, not least a sense of satisfaction at having done the right
thing and having eased someone’s suffering, if by only a little
164
Appendix E - to CRPM Part 1 (ERP) / Volume 3 Guideline
Additional (general & informal) Information concerning the HAC (FAC)
The following information is provided in the hope that some of it might be found useful. It comprises
a collection (in no particular order) of various pieces of information, from various sources - which
might provide a better understanding of some areas and issues potentially confronting the set-up
and operation of a typical HAC (FAC)- particularly related to an aircraft accident type scenario
Some of the information is original - and some taken from other existing documents. Concerning the
latter, the information is believed to already be generally available within the ‘public domain’ and,
therefore, the author of this document (the one you are now reading) hopes that there is no
copyright infringement here. However, if any person / entity has cause to disagree - please contact
the author as soon as possible at:
[email protected]
Note - Appendix E is provided for information purposes only
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SUPPORTING VICTIMS’ FAMILY, RELATIVES & FRIENDS (FR) AT TIME OF CRISIS
FAMILY ASSISTANCE CENTRE SERVICES
Note 1 – from author of this CRPM Part 1 / Volume 3 guideline – much (but not all) of the following
information has been based on the website http://www.apctoolkits.com/family-assistance-centre/. The
subject of this website is:
‘Creating & Operating a Family Assistance Centre (FAC) - A Toolkit for Public Health (Seattle & King County USA)’
Whilst this subject covers various FAC elements as related to a ‘public health’ authority located in the
USA - it is generic enough to also be of use to airlines (aircraft operators worldwide) when studying the
subject of the ‘FAC’ in general. This context should be borne in mind by airline readers
The copyright of Public Health Seattle & King County for the appropriate, extracted website information
is hereby acknowledged
Note 2 – from author of this CRPM Part 1 / Volume 3 guideline – The term ‘Family Assistance Centre (FAC)’
has been in common use for many years – but is now widely acknowledged (2013) as probably being the
‘incorrect’ term for describing what such a ‘centre’ actually does. This is because the centre is not just for
families – but is also for all others having some form of appropriate ‘blood’ or emotional / similar tie (link)
with an associated victim of a major crisis
Definition - ‘Victim’ (sometimes also known as ‘person(s) directly affected’ - (term trademarked ™ by ‘Kenyon
International Emergency Services) refers to a person(s) killed, injured or traumatised as a direct consequence
of the crisis itself. For an airline scenario, victims must have either been on board the ‘crisis aircraft’ or been on
the ground at or very close to the point of impact
For differentiation purposes - family, relatives & friends (of accident victims) are not classified as ‘victims’ in
this guideline document
So, in reality, a FAC is actually set-up and operated to assist family, relatives & friends (FR) of crisis
victims - and anyone else having a valid reason for using the FAC. Of course, surviving crisis victims
themselves will also use a FAC in certain circumstances
Accordingly, many organisations planning for a crisis response involving mass casualties / fatalities now
(2013) use the more appropriate term ‘Humanitarian Assistance Centre - HAC’. However, as what follows is
copyright to Seattle & King County Public Health authority – the term ‘Family Assistance Centre’ has been
retained (and the term is also still in very common use worldwide)
Note 3 – from author of this CRPM Part 1 / Volume 3 guideline – Whilst use of the FAC is available to
others (e.g. accident victims themselves) in addition to (victim) associated family, relatives and friends –
the remainder of this document assumes in most areas (for the sake of simplicity) that only associated
family relatives & friends are using the FAC – e.g. as would be the case if all victims had been killed
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Note 4 - from author of this CRPM Part 1 / Volume 3 guideline - the term ‘loved ones’ as used herein
refers to potential victims of a crisis. The term ‘associated FR’ refers to family, relatives and friends
having a familial (blood) or some type of emotional / similar relationship with an accident victim(s)
Family Assistance Centre Services
One of the primary objectives of a FAC is to provide information, assistance and support to
‘associated’ family, relatives & friends (FR) who are seeking news about their ‘loved ones’ and / or
awaiting reunification with same - where the ‘loved ones’ have been involved in some form of major
crisis event - generally involving a significant number of persons
After a mass-casualty / fatality crisis (e.g. catastrophic aircraft accident), victims of the crisis itself
will obviously be at or near the accident location. Those surviving the accident may be injured, may
have ‘lost’ loved ones (fellow travellers) (killed), lost personal belongings etc.
Associated FR generally get to (or near to) the crisis location from different points, under differing
circumstances and timescales. Some might reside relatively close by & arrive in the shorter term
post crisis. Others may have travelled long distance (including from ‘out of country / abroad’)
Under the above conditions it is generally expected that some form of appropriate authority / responsible
entity - e.g. government services; accident airline etc. - will be responsible for the set up and operation of
a FAC or equivalent facility in an appropriate location - to help ensure that basic needs and more are met,
for all appropriate persons entitled to use the facility
FACs will generally be located in appropriate hotels - but can also utilise facilities such as school halls;
gymnasiums / sports centres; suitable public facilities; suitable military facilities and, in extremis, tents
and similar (Note - there are still many parts of the world where the set up & operation of a FAC will probably
not happen - for a number of reasons!)
The following are primary services / activities which should be available to any operating FAC:
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Family Briefings (e.g. search & rescue; missing persons; fatalities; injuries; air accident investigation etc.)
Behavioural Health Services (Mental Health & Spiritual / Religious Care)
Emergency Call / Contact / Information Centre (generally not co-located with FAC)
Child care services & adolescent facilities (where appropriate)
Criminal Investigation (where appropriate)
Death Notification
Identification, reconciliation & release of victims’ personal effects
Medical / Health (including local hospitals / medical facilities)
Reception and registration (including associated FR ‘badging’ where available)
Reconciliation & release of mortal (human) remains
Security
Sustenance (food, beverage & similar)
Translation and interpreter services
Victim identification (ante-mortem data collection (e.g. DNA; dental records; fingerprints))
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Note 5 - from author of this CRPM Part 1 / Volume 3 guideline – an additional primary requirement for
airlines to plan for is ‘accommodation’ at or near the air accident location. Concerning the FAC, it is common
practice for the latter to be located in a hotel(s)
In reality and as associated with an actual catastrophic accident to e.g. a large, passenger carrying aircraft
(Airbus A380 with 6-800 persons on board) – up to two or three thousand persons (mainly associated FR)
might need to be accommodated for a relatively long period (e.g. up to a month) at or near to the accident
location. In such circumstances no single hotel (FAC or otherwise) is likely to have sufficient space for all
As a ‘real life’ example, FAC hotel accommodation was provided to a relatively large number of associated
FR ‘flown in’ to be near to the location of a major aircraft accident (103 out of 104 persons on board killed)
which occurred in 2010. The ‘bill’ for this (hotel services) came to millions of US dollars (airline to pay –
possibly claimed back via insurance??)
Depending on the nature of the crisis and impact on / requirements of associated FR, additional
(secondary) services may also be needed, if available - some examples being:
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Animal Care
Banking Services
Benefits Counselling / Assistance
Child / Youth and Family Services
Clothing
Communications (telephone & IT)
Disability Information
Educational Services
Employment Services
Financial Assistance (e.g. immediate economic needs payments)
Health Care Information Services
Housing Assistance
Immigration Assistance
Insurance Services
IT & Telecommunications Support
Legal Services
Lodging (Accommodation) & associated services e.g. laundry
Mail
Material Goods / Personal Property Replacement
Relocation Assistance
Senior Citizens Service
Other appropriate Social Services (generally provided by government / authorities)
Transport
It is important to clearly understand that even when it has been possible to set up & operate a FAC provision of secondary services (& even some primary services) will very much depend on conditions
in the country of concern in general and the local ‘surrounding community’ specifically
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Family Briefings
From the first hours following a major crisis and throughout the entire response period, FR will have
an intense level of interest in communications and information to help them understand what has
happened to their loved ones (victims) and why
Early interest will be in identifying the whereabouts and status (dead, injured, uninjured, missing
etc.) of loved ones, but will also include questions about a range of topics, such as what caused the
crisis, what is occurring with the recovery of human remains operation and what is the process for
and progress of the victim identification task
The nature of FRs’ questions is expected to change over the duration of the response & recovery.
Throughout this process consistent, transparent and honest communications with associated FR is
paramount. Failure to meet FRs’ informational needs in a timely and consistent manner can erode
the trust that is essential to successful response and recovery operations
FR briefings are a core component of FAC operations and provide a structured and routine
mechanism for providing informational updates to associated FR and addressing their questions.
This consistent process can help provide a sense of structure and familiarity for FR when many things
around them might feel (and actually be) chaotic
In general, FR briefings will include information on the progress of recovery efforts (human remains
recovery), the identification of victims, the accident investigation and other areas of concern. The
following should be considered when planning family briefings:
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Establish a regular schedule for briefings and communicate this information to FR
In general, briefings should occur at least twice daily (e.g. morning and afternoon), but
otherwise as frequently as is necessary
Maintain a consistent briefing schedule even if there is no new information to report
In addition to briefings provided to associated FR physically present at the FAC - other
associated FR should also be included - technology permitting e.g. a conference / video
conference call capability should be made available for ‘external’ FR to access (transcription
services are also recommended)
Communicate ‘sensitive’ and equivalent information to FR before making statements to the
media / ‘going public’
Briefing messages should be pre-coordinated with the any Public Information Office (or
equivalent) to ensure briefing items are coordinated amongst appropriate agencies - so that
information being given to FR is consistent with messages being given to the public
During briefings - provide (as a minimum) information regarding victims, the identification
process and response and recovery efforts
Emphasize that FAC briefings are generally the best source of current & accurate
information
Present information in terms / language that FR can easily understand
Repeat appropriate information as required during briefings to accommodate the different
levels of receptiveness, information processing (taking it in) and grieving
Include question and answer periods after each briefing
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Be honest if a question cannot be answered, but promise to try and get an answer as quickly
as possible, ideally by the next briefing
Provide copies of briefing transcripts / notes and any related information sheets or handouts - in order that FR can keep track of the information they are receiving
Briefings should be conducted by individuals in charge of key areas of response (or their
senior level designees) - such as the FAC Director, Crisis Response Commander, Chief
Medical Examiner / Coroner, Chief of Police, Senior Accident Investigator etc.
Behavioural Health Services
From the onset of FAC operations it is essential to have behavioural health services available for
assistance and support to both associated FR and FAC staff. This includes both mental health and
spiritual care services
Mental Health services are available to:
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Assist FR and FAC staff to understand and manage the full range of grief reactions and other
post traumatic event ‘conditions’
Provide basic and advanced mental health interventions as requested
Provide referrals, as requested, to other appropriate mental health professionals and
support groups
Provide appropriate ‘mental health’ educational and information materials for the FAC
Throughout FAC operations the behavioural health providers should be available at all group
meetings / briefings with FR and available to meet with individual FR or FAC staff, as needed.
Providers should be available to circulate (with permission where necessary) through all areas of FAC
operations, including feeding areas, child care areas, staff rest areas, FR interviews, FR briefings,
reception and registration areas etc.
Spiritual Care services are available to:
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Provide religion specific and / or inter-denominational pastoral and spiritual care - plus
associated facilities (e.g. a multi-faith prayer / worship / solitude room)
Conduct religion specific and / or inter-denominational religious services
Provide emotional support and Psychological First Aid (if so qualified / trained for latter)
Serve as a member of death notification teams; body viewing escorts etc.
Assist mental health & FAC staff in any other possible ways - as required / requested
Note 6 - from author of this CRPM Part 1 / Volume 3 guideline - many airlines train their own teams
(generally ‘volunteers’) to provide a host of welfare services to accident victims and / or associated FR.
Such teams are commonly known by a variety of names – some of which are - Family Assistance Team,
Special Assistance Team, Humanitarian Assistance Team and Care Team
Where an airline is unable to provide such a team (usually because of insufficient manpower & associated
resources) the service can be contracted from specialist (commercial) third party organisations. Most of
such airline teams are trained (amongst other things) to deliver ‘psychological first aid’. Same applies to
any contracted teams
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Emergency Call / Contact / Information Centre Services - Airline Accident Scenario
Reliable, accurate and timely Information (e.g. generally as provided by the accident airline and
other associated responders) is arguably the single most important thing required by associated FR –
following a major aircraft accident. To meet this requirement most airlines either:
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Operate their own emergency call / contact / information centre (ECC) OR (more commonly)
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Contract such services from a specialist (commercial) third party supplier
Such ECCs are usually in operation within one to two hours of accident occurrence and are generally
capable of taking and dealing with a high volume of calls, anything up to 100,000 calls per 24 hours
for the largest of them - but more like 25,000 or less for most
The job of the ECC is to initially take calls from the ‘public’ as related to the accident - with two main
aims:
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Act as a ‘filter’ to eliminate callers who actually have no familial / emotional / other valid
connection with victims known to have been on board the accident flight
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Take information from callers who do have such a familial / emotional / other valid
connection
If the crew & passenger list is available to the ECC at this point, it is usual for callers having a familial
/ emotional / other valid connection to be advised that the name(s) of the person(s) being enquired
about are shown on the crew or passenger list for the accident flight
At some later time and after appropriate corroborating tasks, the airline can re-contact such callers
to confirm a very high degree of probability (or otherwise) that the person(s) being enquired about
was actually on-board the accident aircraft when the accident occurred
With time (probably within one or two days) further information exchanges typically take place
which might lead to the *status of associated victims (i.e. injured, uninjured, missing, not known)
being provided
* Note 7 - from author of this CRPM Part 1 / Volume 3 guideline – in most (but not all) circumstances,
airlines will not provide news of deaths over the telephone / via the ECC. In most (but by no means all)
situations, appropriate government / local government officials (Police, Medical Professionals etc.) and / or
faith representatives are generally the preferred persons to make death notifications. After this has
been done, the airline’s Humanitarian Assistance Team can get involved if the bereaved associated FR so
requires
It is around this time that the airline offers to transport FR (who so wish) to travel to (or as near as
possible to) the accident location - and it is also around this time that consideration is given to
closing or considerably reducing ECC operations (others (e.g. the HAT) can then take over the (now
much smaller) communication / information task)
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Childcare Services
Childcare services should be available (if appropriate) during FAC operations - in order to provide a
safe and secure area for the children of FAC visitors during the FAC’s normal hours of operation
An appropriate childcare area should provide a safe, friendly and healthy environment for shortterm care - which allows FR to tend to necessary business and also provides a period of respite for
parents or guardians during a highly stressful and emotional situation
The childcare area should be prepared to provide support and activities for children representing a
range of appropriate activities and should also be structured & staffed to provide appropriate
monitoring of children’s needs
For the safety, security and well-being of children being cared for - it is recommended that same be
provided by licensed (or equivalent) child care providers
As a part of childcare services, ensure that there is appropriate documentation and ‘tracking’ of
children in the childcare area - e.g. via sign-in and sign-out procedure and badging / tagging
(wristbands, tape with unique identifier on child’s clothing etc.). Also consider taking a digital photo
of the child (together with the responsible parent / guardian) to compare at sign out
Don’t forget to also provide for the needs of adolescents / teenagers at the FAC - where appropriate.
A games / reading / internet café type room or rooms may suffice for this purpose
Criminal Investigation (where appropriate)
Aircraft accidents may lead to associated criminal investigation. This can range from the obvious
(e.g. suspected terrorism) to the not so obvious (flight-crew charged with manslaughter or similar)
Two examples of major criminal investigations associated with fatal aircraft accidents are TWA 800
(July 1996) over Long Island, New York - and Pan American 103 (October 1990) over Lockerbie,
Scotland - the former involving suspected terrorism (later officially refuted) and the latter involving
actual terrorism. More recent examples include the September 11th (2001) terrorist attacks in the NE
USA
Inevitably any criminal investigation will need to run side by side with everything else which is going
on - including the official air accident investigation process itself, and it is in this latter area in
particular that potential ‘conflicts of interest’ can (and have) arise (arisen)
The unfortunate fact of life here is that surviving accident victims and / or associated FR will
probably be ‘mixed-up’ in the middle of this - with the associated risk of ‘secondary assault’ to same
- and whilst airlines and their representatives are generally trained to deal with the humanitarian
side of a catastrophe - the same might not be able to be said for criminal investigators!
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Death Notifications
Death notification is the process of formally notifying the next of kin / closest relative (or
appropriate FR if ‘legal’ NOK cannot be established) about the positive identification of a deceased
loved one (note - this does not mean that the deceased is necessarily a ‘whole’ or physically recognisable
person)
The official confirmation of a loved one’s death is often an important step in the FRs’ grieving
process and also allows the next of kin and other FR to coordinate funeral and memorial services and
begin dealing with the loved one’s estate
The process of death notification is highly sensitive and should be handled by individuals with
experience in this area. A poorly managed death notification can lead to significant personal
(secondary) trauma or distress for NOK / FR and also for the personnel doing the notification
Death notifications are generally made by local law enforcement officers (Police), spiritual care
providers etc. Note that in certain (usually rare) circumstances the airline itself may make death
notifications - ideally in person but in exceptional circumstances, by telephone
Note 8 - from author of this CRPM Part 1 / Volume 3 guideline – it is important to understand that there
are 2 types of death notification. One involves issue of an ‘official’ death certificate – usually from the
appropriate Medical Examiner / Coroner – this is ‘legal’ death. It is quite common for such certificates to
take a long time (sometimes months or longer) to be issued.
‘Unofficial / de facto’ - but nevertheless accurate death notifications can be issued much more quickly –
almost immediately in some circumstances e.g. as in the situation when a medical professional declares the
death of a person at an accident site – and the Police attending then inform the next of kin standing
nearby
Note 9 - from author of this CRPM Part 1 / Volume 3 guideline – many airlines fly internationally to
hundreds of countries. Furthermore, passengers usually comprise many different nationalities. This can
make the death notification process complex and even more sensitive than ‘usual’. Larger airlines usually
employ ‘professional’ crisis response managers and staff – who will usually be able to advise the airline on
how death notifications are made / managed across the world
Identification, Reconciliation & Release of Mortal (Human) Remains
Where a FAC has been established - the above process is generally co-ordinated from there.
Interviews are held with family members and (where necessary) personal (ante-mortem)
information re the associated loved ones is collected
Where human remains are available and considered ‘recognisable’ facially and / or from a
distinguishing feature(s) - and it is considered ‘suitable / appropriate’ for associated FR (next of kin if
possible) so to do - provisional visual identification of the deceased may be made
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However - and for a number of valid reasons, it will almost certainly still be necessary to obtain
further corroborating evidence as to identity (e.g. by matching ante-mortem & post-mortem
material) - as visual identification can be notoriously unreliable
Associated personal effects alone (e.g. a watch, ring etc. found on a body) should not generally be
used as a sole means of identification unless there is absolutely no other method of corroboration
Where mass fatalities are involved a disaster victim identification (DVI) team (or similar e.g. a
DMORT in N. America) will usually be assigned to the identification task - using all means available to
them (usually by use of appropriate ante-mortem and post mortem material) including:
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Dental, Medical & other Records
Fingerprints
DNA
Recent Photographs
Unique Characteristics e.g. tattoos, scars, birthmarks etc.
Other corroborating factors / material
Where identification is achieved associated FR (next of kin) should be informed in an appropriate
manner and by an appropriate person(s). This may need to be accomplished in the FAC and / or at
any other location worldwide where associated FR (next of kin) may be
Following ‘official’ release of human remains - they can then be ‘managed’ according to the wishes
of FR. For aircraft accidents the airline (Humanitarian Assistance Team or equivalent) will generally
work closely with FR to achieve this and will continue to support FR throughout this process
Airlines will also generally arrange multi-denominational memorial services at (or near) the accident
location and at other appropriate locations - as required. The first such service will usually take place
fairly soon after accident occurrence e.g. within a week or so if circumstances so permit. Thereafter
such services might continue for several years - typically on the anniversary date of the crisis. At all
stages of same the wishes of associated FR should generally be respected by the airline
Similarly, the airline will usually erect a memorial(s) at an appropriate location e.g. at or near to the
accident site itself. Again, associated FR would be fully consulted as to the form of memorial,
inscriptions etc. - and their wishes respected
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Memorial to UTA flight 772 - Sahara Desert
Note 10 - from author of this CRPM Part 1 / Volume 3 guideline – formal identification of mortal remains is
usually provided by an organisation often known as an ‘identification commission’. Remember that formal
death certificates can generally only be issued by officials such as a Medical Examiner, Coroner of
equivalent
Note 11 - from author of this CRPM Part 1 / Volume 3 guideline – unidentified human remains are usually
buried in mass graves at or near to the accident site
Medical & Health Services
The ready availability of medical and / or other health services and facilities is important to FAC
operations. At any time FR, other FAC visitors and FAC staff may find themselves in need of medical
assistance - whether due to injury, reactions to stress, grief or emotional trauma - or as a result of
other acute or chronic medical conditions
Accordingly, the FAC should be able to offer at least basic first aid and a location for individuals to
rest and receive such care. In addition, medical / first aid staff present should serve as a liaison /
escalation to hospital(s) and other medical / health services in the community - or which are being
coordinated through the general crisis response organisation
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Reception and Registration
The reception and registration area is the first location associated FR will normally access upon
entering a FAC. In addition to providing the “first impression” and setting the tone, it also serves
several important functions in support of the overall FAC operation. These include:
Welcome and Greeting
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Initial registration - including documenting contact information, name(s) of next of kin
(closest relative) and other appropriate contacts - plus details concerning potential
associated victims, as supplied by the associated FR themselves
Security procedures, badging, photograph etc.
Check in and check out procedure
Providing an overview of services available at the FAC including a schedule of briefings
Assessment of visitors immediate needs (e.g. meals, rest, behavioural health support)
In addition to performing the above, the reception & registration area should also be ideally staffed
with ‘escorts’ who can be assigned or made available to visitors to assist them with navigating and
accessing FAC services
Reconciliation & Release of Victims’ Personal Effects
In the same way that the (human remains) identification and repatriation process is so important to
families, so is the return of a deceased loved one’s personal effects (and remember, the latter may
be the only things that are returned)
This can be a critical and difficult process for FR to go through. An attempt to provide even a single
personal effect (PE) to associated FR can mean so much. Conversely, ‘secondary assault’ can be
inflicted e.g. because of mishandled PEs or where the return of PEs is managed in an unprofessional
and /or undignified manner
The management of the PE process can be accomplished by the FAC team if skills are appropriate for
the task. Alternatively, specialist (commercial) third parties can be engaged to handle the operation.
In either case it is likely that the ‘authorities’ will also be involved to a greater or lesser degree
On collection it is usual (in the more sophisticated PE operations) for PEs to be tagged, bar-coded and
tracked
PEs are deemed to be ‘associated’ when an item(s) is collected which can conclusively be attributed
to a specific victim(s) i.e. name badge on an item of clothing; watch with an appropriate inscription;
mobile phone; appropriate documents etc. In such cases the item(s) can be returned to the surviving
individual(s) and / or to associated FR
PE are deemed ‘un-associated’ if there is nothing specific available which can be attributed to a
victim(s). In this case the process can be much longer and involves the separation of all unassociated items - which are then photographed, described & catalogued - for eventual surviving
victims and / or FR to review
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They then decide if any item(s) catalogued might belong to them and / or their loved one(s).
Obviously an appropriate ‘burden of proof’ process is required before such articles are handed over
Prior to such handover FR are usually consulted as to whether they require the item to be cleaned
and refurbished or not i.e. PEs returned as ‘found’ if so desired
The accident airline’s Humanitarian Assistance Team (or equivalent) should support surviving victims
and / or associated FR throughout the above process
Security
A FAC should be provided with adequate security - in a similar way to how (and for the same
reasons) hotels generally have their own security e.g. secured entry & exit; discourage crime; deal
with various security matters not warranting official law enforcement agency intervention etc.
Enhanced security should be provided where conditions so require - e.g. FAC is in a politically
unstable location; intense media interest / harassment present or expected etc.
Sustenance (Food, Beverage & similar)
In order to meet FR and FAC staff’s basic needs, to provide a sense of comfort & structure / routine
and to promote healthy self-care - the FAC should plan to provide three basic meals each day, as
well as healthy snacks and beverages throughout the day. (No alcohol should be provided or
permitted in the FAC at any time)
Staff and FR should have separate areas to eat and mental health and spiritual care workers should
be available in both areas at all meal times
It is important to consider that for some, food can be a vital aspect of cultural and ethnic tradition
related to death and grieving. Pay attention to the ethnic and cultural composition of the FR at the
FAC and ensure appropriate foods and preparation methods are available and respected
Translation and Interpretation Services
As a part of FAC operations, it is important to consider the need for interpretation and / or
translation services. The services may be needed in order to e.g.
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Provide translation / interpretation services in individual & family meetings and during
family briefings etc.
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Translate FAC materials and ante-mortem records etc.
Because of the sensitivity and sometimes technical nature of discussions at the FAC it is important to
try and identify translators / interpreters who are trained in or familiar with cultural practices,
medical or scientific information and legal processes. To identify these individuals consider working
with local social service agencies, law & order agencies, local embassies / consulates, local hospitals,
universities, courts, faith-based groups or organizations etc.
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Disaster Victim Identification (DVI) (Known as ‘DMORT’ in USA)
The primary function of DVI operations is to collect the necessary ante-mortem (before death)
information and material from FR (& other appropriate sources) + post mortem (after death)
material and information from the deceased and /or the accident site - in support of the possibility
of an eventual positive identification of the deceased and / or the missing (process of elimination for
latter) being made
The activities involved with conducting family interviews for the purposes of gathering ante-mortem
information are some of the most sensitive aspects of FAC operations, but they are also some of the
most critical. Plan for 2 to 3 hours to process and conduct each family interview - allowing for
interview time plus data recording / entry
The range of ante-mortem data which might be gathered can be extensive and requires effective
communication with FR together with having appropriate information management processes in
place to support data collection / entry. Examples of the information which may be gathered
include:
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Physical description of victim + recent, clear photograph(s)
Description of clothing, jewellery and similar
Description of unique characteristics (tattoos, scars, birthmarks etc.)
Dental, medical and fingerprint records
DNA reference samples
Because of the complexity and sensitivity in collecting ante-mortem information, interviewers
should be specially trained in dealing with grieving / traumatised individuals (e.g. Medical Examiner
(Doctor), Coroner, Appropriately Trained Police Officer, Funeral Directors etc.
Anticipate that some FR will not want to provide ante-mortem information because they view so
doing as a sign that they have given up hope
If an ‘official’ Disaster Victim Identification (DVI) team is appointed (which is almost certain where
mass fatalities are involved) - this is the specialised role of such team i.e. they will be the experts
The following should be considered for FAC DVI operations - if so approved by the official DVI
authority ‘in charge’:
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Family interviews should be conducted in private areas / rooms - and / or by telephone
where FR cannot be physically present
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Establish a protocol (rules) for conducting family interviews and documenting and
processing the information, before interviewing begins
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Ensure interview protocol, documentation & record gathering process are pre-approved by
the Medical Examiner / Coroner or equivalent person
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Establish thorough (quality control + clear audit trail) record-keeping procedures. Anticipate
needing to add or change information in a person’s file as additional interviews are
conducted or new information is provided by FR or other sources

Maintain ‘chain-of-custody’ (safeguarding) of records via sign-in and sign-out logs or similar

When scheduling interviews with FR, notify them about pre-interview information which
they might need to collect and then provide during the interview - e.g. for FR to collect (or
arrange collection) from any of:
o
o
o
o
o
o
o
Physician / Doctor
Dentist
Hospital
Police (Fingerprints)
Photographs
Military service records and similar
Essential vital statistics

Notify FR that they should not normally bring physical copies of medical / dental records /
fingerprints, etc. - rather that they should sign a release to allow the interviewer to arrange
for release of original records directly from the appropriate source authority. This helps
ensure the appropriate handling, completeness and authenticity of the records

Follow the Medical Examiner / Coroner’s established protocols for requesting ante-mortem
records (as per their statutory authority)

Notify FR when ante-mortem records have been received

Plan for DNA reference samples to be collected at the FAC if possible. If appropriate FR are
not present at the FAC - then arrange for collection accordingly e.g. by their local health or
law enforcement agency (samples will need to be submitted to the FAC)

Anticipate the need to answer (possibly sensitive / controversial) questions or address FR
concerns about the DNA process and issues regarding family lineage (line of descent)

Consider having genetics counsellors or similar individuals with training in genetics available
to support DNA collection. These individuals may be available through your local university.
They are skilled at communicating with individuals about the science of genetics and DNA
and may be a useful resource for your operations

Maintain copies of all completed forms & similar at the FAC. When the FAC closes the forms
will be turned over to the Medical Examiner / Coroner (or destroyed at their discretion)

Ensure that robust measures are in place for the security of all and any appropriate data,
information and similar held by the FAC
Note – also see section entitled ‘Reconciliation & release of mortal (human) remains’
179
Closing the FAC
Concurrent with an airline opening a FAC, an appropriate ‘exit strategy’ should be formulated by
airline management- based on information available at the time. As the crisis develops the FAC exit
strategy should be continually updated
There will come a point in time (usually predicted & eventually confirmed as part of the exit
strategy) where it should be obvious that a full (physical) FAC can be wound down and most airline
(plus other) responders reassigned to normal work duties. Closure of a physical FAC does not mean
that airline assistance & support to those (still in need) ceases - and the most likely follow-on is likely
to be a mix of:




Setting up a temporary ‘virtual’ airline FAC which (by definition) will be a much lower key
operation than that used for a physical FAC - AND / OR
Operating a suitable (low key & temporary) airline call / information centre - AND / OR
Assigning a small HAT sub-team unit to provide on-going support, assistance and
communication / liaison on behalf of the airline
Assigning an airline (& other appropriate professional / expert) team - to deal with
anticipated legal, insurance & similar follow-on issues
Concurrent Operation of a FAC & a Joint Family Support Operations Centre (JFSOC)
See Appendix A / Attachment 1 to this (CRPM Part 1 / Volume 3) guideline document
180
Appendix F - to CRPM Part 1 (ERP) / Volume 3 Guideline
IN THE EVENT OF DISASTER - FAMILY ASSISTANCE PROGRAMMES
Copy of an article taken (with permission) from ‘Aviation Security International’ magazine of August
2011 - authored by Sue Warner-Bean
Appendix F is provided for information only. However, the article is very useful for clearly and simply setting the scene for
family assistance operations as related to a catastrophic aircraft accident (disaster) type scenario
181
IN THE EVENT OF DISASTER
FAMILY ASSISTANCE PROGRAMMES
Most of our endeavours are designed to prevent acts of unlawful interference taking place, yet
airlines must also prepare for disasters
What are the key elements of disaster preparedness programmes and how can they benefit both the
airline and the family members of the passengers and crew embroiled in a hijacking or, worse still,
the loss of an aircraft? Sue Warner-Bean discusses…………………..…………
Fifteen years ago, stories abounded of airlines’ ill-treatment of families and survivors after the loss
of an aircraft: no access to information; notification messages left on answering machines; personal
effects discarded; unidentified remains buried without notice. None of it was intentional; accidents
were (and are) rare, and the post-crash emphasis was solely on determining cause and preventing
future tragedies. There were no industry regulations, guidance papers or ICAO manuals outlining the
basic tenets of family and survivor assistance, and airlines were left to make it up for themselves
While such stories can still be found, there has been progress. Many airlines, some governments,
and most insurers recognise the necessity of providing immediate, coordinated, compassionate
assistance to those most affected by aviation tragedies. After all, at the end of the day it is the
human toll of these events that is most devastating. Planes can be replaced. Loved ones cannot
Rationale and Expectations
For airlines, having a strong family assistance programme is more than an ethical and moral
obligation - it is also an operational necessity; a growing expectation of the public, stakeholders,
lawyers and insurers and - in some cases, a legal requirement
This tenth anniversary year of the 11th September 2001 attacks is also the fifteenth anniversary of
the US Aviation Disaster Family Assistance Act of 1996. This landmark law was the result of intense
lobbying by crash survivors and victims’ families (including families of Pan Am 103), who then
partnered with airline and government representatives to develop recommendations and ultimately,
legislation for air disaster response. It required the creation of a federal plan, as well as individual
airline plans, assigning responsibilities for various victim assistance tasks
Similar laws with varying levels of detail were subsequently enacted in Brazil, Australia (Code of
Conduct), South Africa (Code of Conduct), South Korea and China. Most recently, Article 21 of EU
996/2010 requires EU member states and all airlines operating in their territory to have civil aviation
accident emergency plans that include “assistance to the victims of civil aviation accidents and their
relatives” although the exact nature of that assistance is not well-defined
Some direction is provided in ICAO Circular 285-AN/166, ‘Guidance on Assistance to Aircraft
Accident Victims and their Families’, but in the absence of detailed national plans, it is still
incumbent on the airlines to define the standards
182
So what is required for a family assistance programme, and how can it benefit both victims and the
airline?
At the most basic level, aviation disaster family assistance is simple: if it were your family member
on the affected aircraft, how would you want to be treated?
In the immediate aftermath, most would say they want timely and accurate notification, access to
resources and all relevant information and the identification and return of loved ones and their
belongings. They would want acknowledgement, answers, apologies, accountability, counselling and
compensation. And they would certainly want their needs to be met with urgency, efficiency, equity
and compassion
Yet for airlines, those needs are deceptively simple. Meeting them is a complex and resourceintensive process that requires a well-crafted and rehearsed plan, trained staff, adequate resources,
coordination with authorities and insurers and support from senior management
It’s been said that “when you’ve seen one accident, you’ve seen one accident” Although there are
no “typical” accidents, there are generally three phases to the family assistance response:

initial contact

site operations

long-term support
A closer look at each can help shed light on both families’ concerns and the airline’s response
requirements.
First Phase: Initial Contact (0-48 hours) (1)
Contacting the relatives of passengers and crew is the crucial first step in family assistance and is
also critical for the airline and authorities. Families will help in identifying hospitalised and deceased
victims - and in criminal events may provide valuable information to the investigation
The initial contact with the family is to confirm that the event has happened and advise whether or
not the loved one’s name appears on the manifest (passenger list). In the words of one family member,
“it is the call (or conversation) that changes everything” and must be handled with sensitivity and by
trained personnel
There are several scenarios here, some in the airlines’ control, some not. Families may hear about
the event through the media (including social media), from co-workers or friends, or, as we learned
during the 11th September 2001 hijackings, from the passengers themselves via phone and text
messages. In all such instances family members are likely to attempt to reach the airline immediately
- for confirmation and additional information
183
Other families may be at the airport arrivals or departure areas and will need to be gathered in a
private room to await and receive information. Still others may be unaware of the disaster until they
are located and advised by the airline and / or authorities
National law will dictate whether initial notification is conducted by the police or the airline. In either
case it must be done quickly and compassionately and the airline must be prepared to field an
extremely high volume of incoming telephone calls for the first 24-36 (2) hours by immediately
establishing a Telephone Enquiry Centre (TEC) with a toll-free (free phone) number. The TEC will
assist in filtering enquiries to identify callers who have a relationship to those on board the aircraft.
Those who are likely “matches” are referred for confirmation and notification by a trained airline
team member or by the authorities
Complicating factors in this process include passenger manifest accuracy, language and cultural
differences, data tracking (including identifying which family members are at which airports),
information on survivors’ status and whereabouts and sufficient telephone capacity. The
conversations will be emotionally difficult and staff must be prepared to respond to needs and
requests. Smaller airlines may not have the resources to perform this function effectively and may
need to rely on assistance from codeshare and alliance partners - or qualified vendors
Phase Two: Site Operations (1-21 days) (3)
Once families receive initial notification they often wish to travel to the accident location. They go
there to be with surviving loved ones or to bring home those who perished. They typically want
access to information about the victim, their belongings, the crash site, the sequence of events or a
myriad of other issues; or they may need to visit the site for cultural or religious reasons. It is the
airline’s responsibility to make these arrangements and to have the procedures, staff and financial
resources in place to do so
To accommodate families, a Family Assistance Centre (FAC) is established by the airline at a city near
the crash site, often in a hotel with a large meeting space (4). This facility is a gathering place for
families where they can receive regular updates from the airline and authorities, and where their
immediate and short-term needs can be met
Security, regularly scheduled briefings and an array of basic services (food, child care, counselling,
communications, badging, basic medical care, financial assistance, etc.) are crucial. The airline
should also assign trained staff representatives, ideally two per each family unit. These ‘Special
Assistance Team’ (SAT) members will provide critical support and serve as a link between airline and
families during the second phase of response
Generally airlines should anticipate 4 to 6 family members at the FAC per person on board the
aircraft. The exact number depends on factors such as the accident location, size of families and the
airline’s own policy for family travel. When possible the airline’s own SAT, logistics and
administrative staff should be lodged away from the FAC so that duty rotations and rest times can be
more easily established
184
Scheduled events and daily milestones will help to create a sense of process at the FAC and will be
helpful to families and staff alike. Informational briefings should be conducted twice daily or more
often as needed, with updates on search and rescue or recovery, the victim identification process
(including the procedures for ante-mortem interviews), the investigation, the recovery of personal
belongings, possible site visits (5), group memorial services and any other relevant information
These are conducted by the airline and / or by the authorities, depending on national law - and
should include spokespeople from each of the represented organisations. For the airline, the
spokesperson should be a senior executive able to convey the company’s sorrow and genuine
concern for family and survivor needs
Not all families choose to travel to the accident location - and those who remain at home must be
given the same information and consideration as those at the FAC, including assignment of SAT
members and access to briefings by conference call or private webcast
The FAC will eventually shut down. When that happens is typically determined by how quickly
victims can be identified and whether families are confident they will continue to have access to
information and support. If the victim identification process is relatively quick (a matter of days or
weeks, rather than months), families may wait so that they can return home with their loved ones’
remains. If the process is lengthier (typically due to the condition of remains), families will likely
return home provided they are kept informed of progress and developments
FAC operations are complex and challenging organisationally, logistically, administratively
and psychologically. Airlines must be prepared to locate and secure suitable facilities immediately, as
they will be competing with the media and others for hotels
As with the first phase of the response, complications include language and cultural differences, data
management, and sufficient staff. Additionally, much will depend on effective coordination with
local and national authorities - and in some locations a significant amount of cash (not just credit
cards) will almost certainly be required. Again, smaller carriers may need the assistance of marketing
partners or vendors to respond effectively
The FAC meets important needs for family members and, despite its challenges - it is also valuable
for the airline. It centralises communications, resources and support. It provides a means to give
consistent, accurate and credible information to families. Having families present aids in the victim
identification process and many families have said that they draw support from being with others in
similar circumstances. At its best, the FAC is a practical and tangible demonstration of the airline’s
concern for affected families
Phase Three: Long-Term Support (one month to one year and beyond) (6)
The first two phases of response can be described as acute; the third is chronic. It demands fewer
airline resources but no less attention - and a post-response organisation should be established at
the airline to manage on-going family assistance concerns
185
This provides continuity of care for families and survivors and ensures consistency, co-ordination and
communication between affected airline departments and staff
Some of the focus in this phase is on previously-discussed needs e.g. identification and repatriation
of remains; burials and funerals; return of personal belongings (a complex and potentially lengthy
process best-suited to vendor assistance); on-going questions about the investigation and
circumstances of the crash etc.
But other issues also come to the fore - financial assistance and claim settlement (dictated in part by
the Montreal Convention); counselling and psychological support; commemoration of anniversaries;
construction of a monument etc.
It is natural, then, that in this phase airline responsibilities typically transition to risk managers,
claims managers and insurers, with continued involvement by the emergency response manager
Lawsuits are another inevitability of phase three and lawyers will have a significant role. And in
criminal events many families will seek ‘truth and justice’ (see Daniele Klein’s excellent article on
UTA flight 772 - Aviation Security International (April 2011))
Conclusions
In time, the tragedy will become an event of the past: claims will be resolved, anniversaries
commemorated, a monument built and the event relegated to the airline’s collective memory
For families it is different. A woman who lost her 22 year old daughter in a crash said that ‘it is like
an amputation - one learns to compensate, but a part of you is always missing’. How families begin
that process of “compensating” depends on a number of factors, including how the airline responds
Preparation is the key. Ensure senior management understands and supports the programme. Do a
gap assessment. Select and train staff, including TEC and SAT members. Negotiate mutual aid
agreements and contract with vendors if necessary. Meet with insurers; family assistance is typically
included in coverage, and they may also have funds available for training and development. Write &
refine procedures. Arrange financial resources. Develop critical relationships. It’s been said that ‘the
worst first call is when you need something most’. And practice
When tragedy strikes your airline, its passengers and families - you can never be completely ready,
but it’s the right thing to do - and it’s smart business to be prepared.
1. Times are estimates for planning purposes only and will vary based on circumstances
2. Some airlines have reported up to 40,000 calls + to the TEC in the first 24 hours. Past accidents have
shown that many enquiries may come from families of employees, particularly crew. A “phone home” policy
can reduce TEC volumes by as much as a third. (When they learn about an accident, unaffected employees
should immediately advise their own families that they were not involved)
186
3. Length of site operations can vary widely based on circumstances. While 2-3 weeks is average, two
airlines surveyed advised that their Family Assistance Centres remained operational for 60 days
4. In rare instances the airline may establish two or more family assistance centres. Air France 447 was a
mid-ocean accident with a large number of French and Brazilian citizens on board. There was no way to
establish a family assistance centre near the site, so FACs were set up at the origin (Rio de Janeiro) and
destination (Paris) cities
5. A site visit is a one-time coordinated effort between the investigative authority and the airline. It
should be done after human remains and belongings have been removed from the wreckage. Investigative
and recovery work is temporarily halted
Families who wish to see the crash site, accompanied by mental health counsellors, are brought to a secure
area some distance from the wreckage where they can leave remembrances, observe religious rites, or
simply grieve. If the crash location is not accessible, suitable alternatives such as a fly-over may be
considered
6. Times are estimates for planning purposes only and will vary based on circumstances
Article reproduced with kind permission of Sue Warner-Bean (author) & Aviation Security International
(publisher / published August 2011).
Sue Warner-Bean is a consultant on aviation disaster planning – focusing on the assessment of company
emergency response plans and the development of family assistance programmes. She can be contacted via
email at [email protected]
187

Guideline ABCX AIRWAYS Part 1

Transcription

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