charting a brilliant future - faa managers association · 2017. 6. 27. · president, david conley...

T h e A d v o c A T e f o r A v i A T i o n L e A d e r s

July/August 2012 • vol.10 no.4

Charting a Brilliant Future

T H E A D V O C A T E F O R A V I A T I O N L E A D E R S

32nd Annual Gathering of eagles

Disney’s Coronado Springs Resort | Orlando | October 14-18, 2012

Faa ManageRS aSSOCiatiOn

“Making Time count”Complimentary to all FAAMA convention registrants, Hourglass T&E will be providing the following services:

¢¢ ¢Assistance and advice on room accommodation dynamics available to each family at Coronado Springs Resort. This is important for extended families or families of five or more who may require special arrangements.

¢¢ Management of each attendee’s free airport ground transportation through Disney’s Magical Express.

¢¢ Arrange optional paid private transfers or rental car reservations.

¢¢ Counsel on the purchase of the correct park ticket options and value.

¢¢ Email and phone support on any questions regarding your stay on Disney Property prior to your trip such as Child Care, Nightlife Venues, Disney Entertainment Shows like Cirque Du Soleil, celebrations and festivals in the parks like the Epcot Food and Wine Festival, various park tours, Character Dining, and other options and more to maximize your Disney experience.

¢¢ Cast Services assistance onsite at FAAMA convention registration to aid in answering any last minute questions and assistance to make your vacation smooth upon arrival.

Contact [email protected] to begin “Making Time Count” for registration and convention information.

“Pixie dust”Hourglass T&E also is pleased to offer customized, concierge Vacation Planning services for FAAMA convention registrants at a special rate to maximize family value. Our concierge service includes exceptionally detailed and customized planning for your entire stay. Our “Pixie Dust” service permits you to completely enjoy your travel experience as Hourglass T&E plans the details of your trip, including:

¢¢ Taking your specific family dynamics (i.e. interests, gender, age, size, etc.) into consideration as we research the best park for you and your family to visit each day.

¢¢ A daily park plan unique to you and your travel group.

¢¢ All dining reservations booked for you in advance.

¢¢ Arranging extra experiences that will make your trip uniquely “magical.”

¢¢ Tips on where to sit for shows, fireworks, and much more.

Your family’s custom vacation details will be presented to you in a colorful itinerary to be used during your trip to assist you in “making time count” and to provide a keepsake of the great memories you will make.

Contact [email protected] to experience the “Pixie Dust” for Disney Resort and vacation planning information.

Hourglass T&E Services

Soarin’ to New Heights

The AdvocATe for AviATion LeAders

July/August 2012 vol. 10 no. 4

fAA MAnAGers AssociATion, inc. #3154410 Massachusetts Avenue NW Washington, DC 20016Tel 202.741.9415 | www.faama.org

MissionWe promote aviation safety and efficiency, advocate for our members’ interests, prepare the managers of today to be the leaders of tomorrow, and support the highest ideals of the Federal Government.

officersPresident, David ConleyVice President, Stephen SmithSecretary, Julie FidlerTreasurer, Tom Dury

direcTorsDirector of Administration, VacantDirector of Communications, Anita EngelmannDirector of Legislative Affairs, Tony TisdallDirector of Membership, David ChappuiesParliamentarian, Andy TaylorMembership Education Committee Chair, Hal AlbertPolitical Action Committee Chair, Dan CunninghamCorporate Relations Representative, James GraysonAlaskan Region, Darla GerlachCentral Region, Joyce DavisEastern Region, Rich BakerGreat Lakes Region, Heather Mullett New England Region, Bruce HallNorthwest Mountain Region, Lori ScharfSouthern Region, Billy ReedSouthwest Region, Michael (Hitch) CombeWestern Pacific Region, Phil Freed

PubLisherKathleen Cummins Mifsud

MAnAGinG ediTorAnita Engelmann

sTAff ediTorPam Adams

conTribuTorsLouis Dupart, Anita Engelmann, Kathleen Cummins Mifsud, Sam Silverstein, Paul V. Mifsud Esq., Abigail Smith, Brian Udell, Robert W. Poole, Jr., David S. Kerr, Michael Klesius, Rich Baker, Glenn Livingston, Michael Livingston, Daryl Hart, Dr. Supriya Raman, and Michael “Hitch” Combe.

PhoToGrAPhYCover: Stockphoto.com; ThinkStock.comPhotos page 8 by Bill Shivers; illustrations pages 12-14 supplied by AeroNav Products; photo page 15 by Jonathan Burkhart; illustrations pages 21-23 supplied by FAA NextGen Office.

desiGnSagetopia, 703.726.6400, www.sagetopia.com

AdverTisinGMarshall Boomer, Sales Representative800.501.9571, [email protected]

ediToriAL & subscriPTion inquiriesManaging the Skies1775 East Riviera Drive, Merritt Island, FL 32952Telephone: 202.251.0386Email: [email protected]

Managing the Skies is a benefit of membership in the FAA Managers Association, Inc. To become a member, go to www.faama.org. For all others, the annual sub-scription rate is $49. Please address your inquiries to [email protected] and [email protected].

Managing the Skies is published bi-monthly by the FAA Managers Association, Inc.

The views expressed herein are solely those of the authors and should not be construed to be the opinion of the FAA Managers Association. Suggestions and opinions expressed in Managing the Skies are not necessarily endorsed by the FAA Managers Association. Nothing in these pages is intended to supersede operators’ or manufacturers’ policies, practices, or requirements, or to supersede government regulations.

© 2012 FAA Managers Association, Inc. All rights reserved.

08 12 features

07 Five Critical Elements of an Accountable Leader

08 Angel Flight Southeast: Pilots Giving 100 Percent – Time, Skills, Aircraft, and Fuel

10 Metal Neutrality and the Nation-Bound Airline Industry

12 All in a Day’s Work: AeroNav Products

15 The Courage to Make Decisions Part II

departments

04 Washington Watch: Retirement – What FAAMA Can Do for You

19 Opinion: Creating a Supportive Culture for NextGen

26 Money Talks: Making a Decision About Long-Term Care Insurance

30 Spotlight: Tim Collard

06 JobTarget Has Launched! FAAMA Job Seeker Strategies

14 New FAAMA Director of Communications Anita Engelmann

20 NextGen: Today and Tomorrow

22 FAAMA Hero John Goodson: A Sense of Duty

25 Heroes in the Tower IV: The Day the Pilot Died

27 Did You Know? Airport Disability Compliance Program (ADCP)

28 Chapter 207 Hosts University of North Dakota Aerospace Alumni Advisory Board

31 2012 FAAMA Leadership Training | FAAMA Corporate Partners

Advertisers 02 FAAMA 2012 Convention,

Hourglass T&E Services, Orlando FL

09 Plantronics, Inc. www.plantronics.com/government

32 FAAMA 2012 Convention, Orlando FL

Soarin’ to New Heights

4 MANAGING THE SKIES | www.fAAMA.orG

RetirementT H E A D V O C A T E F O R A V I A T I O N L E A D E R S

A s a federal worker with 28 years of ser-vice, I understand the daunting chal-lenges facing you when you look at the

next phase of your life – retirement. while daunt-ing, it can be a bridge over which you can pass easily. what is critical is to begin planning in advance. Let me give you some of my thoughts on how I managed and crossed this milestone.

You are not the first, nor are you the last. Most important, you are not alone. This leads me to note that the staff of The Normandy Group is here to help you before and, impor-tantly, after you retire. Yes, fAAMA member-ship has its rewards and they keep giving even after you leave the government.

As you prepare to enter retirement, figure out what you are going to do when you retire. Too many men and women – in my experience mostly men – don’t have a clue about what they are going to do. The best time to prepare is when you still have a job and can assess and manage the challenges that you will face.

Will You Work After retirement from Government service? Question one: will you work after retirement? If the answer is “yes,” and you want to stay in the aviation field, be cautious in using your current position to identify target companies. federal Government has developed rules and regulations for ethics and federal employees’ interactions with contractors. Being knowledgeable about the legal navigation of your research is integral to your success.

Conventions, trade fairs, conferences, and even through the course of your work, are options, but be aware of the boundaries outlined and ensure that a conflict of interest does not develop.

Establishing a network of contacts with out-side employers can be done legally, but you must know the Law. Violations of 18 U.S.C. § 208 can lead to prosecution and fines. (See the excerpt from 18 U.S.C. § 208 below.)

demonstrate Your Problem-solving skillsIn your capacity as an fAA employee, you are integral to the resolution of problems. You are in a position to help our government efficiently and quickly fix problems. when you demonstrate that you can successfully resolve issues, you are building a portfolio of useful experiences with which to develop an attractive resume.

In my personal experience, I know there is a powerful message that you can deliver to pro-spective employers:

“If you think I was effective in my job as a federal employee when I had myriad issues to deal with, imagine how much more effective I can be when working for you, concentrating only on your issues and being paid to accomplish them.”

Be aware of a company approaching you with the offer of a potential position or post-fAA opportunity. This behavior may fall within the parameters of the Procurement Integrity Act and must be reported. Below is an excerpt from the Procurement Integrity Act.

begin Preparing at the beginning of Your Last Assignmentwhen should you start preparing – at the very beginning of your last assignment? Delay is your greatest enemy. Too often I have seen folks who first turn to their post-retirement “to do list” with six months or less before they leave – this defi-nitely is not enough time. You will have missed

Washington Watch

What fAAMA can do for YouA message from the executive director

I have seen folks who first turn to their post-retirement “to do list” with six months or less before they leave –

this definitely is not enough time

JULY/AUGUST 2012 | MANAGING THE SKIES 5

a wealth of opportunities to gather infor-mation about prospective employers and which companies may interest you. waiting only means lost opportunities.

fAAMA has recently launched JobTarget through our website (see page 6 for more information). This company has the expertise to turn your work experience into a professionally-developed resume that will stand out to employers. There also are prospective companies who will be advertising vacancies, supplying you with an opportunity to see what’s out there before you retire.

If you plan to rely upon and live upon your retirement income, be prepared for delays in receipt of your first check. Delays can mean that you have to pay your bills from your savings. Don’t expect to see your check immediately.

retirement checks May come slowlySadly, The Normandy Group was asked to help one fAAMA member who waited nearly a year for the checks to start. when we brought this to the Chairman of the House Government reform Committee, the Staff contacted the US office of Personnel Management (oPM) immediately to resolve the problem.

If you face the same or a similar issue, fAAMA can help you as well. we will point you to the right Committee, member of Congress, or Senator and their staff who will be your advocate.

we cannot do it for you due to privacy reasons – Congressional Staff will work only with the affected party. However, we can guide you on what to say and what to have ready in order to expedite the process. we can provide you with staff names, phone numbers, email addresses and so on.

Longer term, working with fAAMA’s Director of Legislative Affairs, Tony Tisdall, we will try to determine whether we need legislative rem-edies to address the problems in retirement pay at oPM. Undoubtedly, there will be additional changes in federal retirement rules.

Congress is busy considering new laws that affect your annuity, its computation, and future cost of living adjustments. we also are work-ing with the Government Managers Coalition and the federal Postal Coalition to stop the most egregious ideas and to refine and limit the others.

fAAMA has a relationship with Livingston federal Employee retirement Planning – a retire-ment advisory group that provides individual-ized retirement advice (see their Money Talks

article on page 26). Speak with them and consult with other firms as well. They can provide a direct and realistic assessment of what your financial needs will be to meet your goals.

In closing, the bedrock of your retirement will be your annuity. we are here to help ensure that it flows to you as soon as possible after your retirement. You can reach me at [email protected] or at 202.223.8950. £

The Advocate for Aviation Leaders Louis Dupart, Executive DirectorFAA Managers Association, Inc.

18 U.S.C. § 208Section 208 prohibits you from participating personally and substan-tially, through decision, approval, disapproval, advice, recommendation, investigation, or otherwise, as a Government official, in certain particu-lar matters. Such matters include those in which, to your knowledge, an organization with which you are negotiating, or have any arrangement concerning prospective employment, has a financial interest.

The phrase “arrangement concerning future employment” is broad enough to encompass an informal or tacit understanding that you will join a particular firm, corporation, or other organization when you leave the Government.

The term “negotiating” suggests discussions and an active interest on both sides regarding the prospective employment. Nonetheless, the term is con-sidered broader than this, encompassing some situations in which you or a prospective employer have made a unilateral expression of interest. A simple rejection will serve to insulate you from future jeopardy under Section 208 in circumstances where you may have received an unsolic-ited and unilateral expression of interest from a prospective employer.

The kinds of “particular matters” in which you must not participate if the pro-spective employer has a financial interest include both matters which clearly focus on the prospective employer – adjudication, contract negotiations, bids, and the like – and matters of a more general applicability that can affect the financial interests of a discrete and identifiable class of entities that includes the prospective employer. for example, if you are discussing future employ-ment with an aircraft manufacturer, you may not participate in consideration of a policy that could affect the financial interests of aircraft manufacturers.

The law provides criminal penalties of up to five years in jail and fines of up to $5,000, or both, as well as civil penalties of up to $50,000, for violation of Section 208.

Procurement Integrity ActThe fAA reauthorization Act has made certain provisions of the Procurement Integrity Act applicable to the fAA. If an fAA employee who is participating in a procurement contacts, or is contacted by, a bidder or offeror regard-ing possible employment, the employee must immediately give a written report to his/her supervisor and to the Associate Chief Counsel for Ethics.

In addition, the employee must immediately either reject the possibility of employment, or be disqualified from the procurement until the employment discussion is resolved. If the discussion ends with anything other than a mutually understood, and final, withdrawal of the employment solicitation the disqualification must continue. It is not permissible to continue partici-pating in the matter if you put the discussion “on hold” until a later time.


T hinking about retiring and wonder-ing what job options are available to you or which companies are hiring?

Look no further than the fAAMA website! Click the “Jobs” tab and view available con-tractor job listings.

fAAMA has partnered with JobTarget to inform members of corporate job vacancies – many in the aviation industry. This brings the latest available jobs to you in a single, handy location. Although aviation contrac-tors will be using fAAMA’s site to advertise

vacancies, the positions offered are not limited to this career field.

interested in an advertised job? Simply click on the “view/apply” link next to the advertisement. Detailed information is then available for you. If you decide to apply, just follow the instructions and submit your infor-mation and paperwork. There’s no cost to you.

interested in a job not currently listed as a vacancy? Set up a job alert to notify you when a specific vacancy is posted.

upload your own personally-developed resume to the site for employers to search. Personal information is not shared with the com-pany without your con-sent. If an employer is interested in your resume

and wants to contact you, JobTarget will notify you by email. You then can decide if you’re inter-ested in learning more about the potential job and whether to share your contact information with the company.

do you need help developing a resume? JobTarget can assist you, whether you want to update your current resume or prepare a new resume for seeking a second career after retire-ment. The experts at JobTarget can assist you in selecting what information to include, in mak-ing your resume stand out to potential employ-ers, and also will supply proven expertise in formatting. Professional resume development is a fee-based service.

navigating through the site is easy. There is a help link included to assist you with your questions or issues. View the frequently Asked Questions & Answers within the “help” area. If you cannot find the answer, simply submit your ques-tion and a representative will respond to you.

it couldn’t be simpler. Save valuable time in your job search by clicking the “Jobs” tab on the fAAMA website. £

JobTarget has Launched!Check out the newest feature of the FAAMA website!

FAA Managers Association Job Seeker Strategies

Target your dream job on www.faama.orgHere are three resume tips to land you an interview:

1. Focus. Your resume must target a specific job function and include only your most relevant work experience.If your job search focuses on multiple job types you need multiple resumes.

2. Ask “So What?” Your resume needs to show results. Just listing tasks you’ve performed doesn’t answer “So what?” Make sure employers under-stand the results you’ve achieved.

3. Be Concise. Your resume won’t get you a job offer. But if you highlight your accomplishments and leave the reader wanting to learn more about you, it will get you an interview. Be succinct and make every word count. Too much detail can turn off recruiters.

Proofread your resume and upload it to the fAAMA website so that employers can find and contact you about your next job.



5Accountable leaders communicate the vision.

It is critical for everyone in the orga-nization to understand the ultimate mission or goal. If we have a clear understanding of the target, it is easier to make the adjustments necessary to hit it. Understanding the vision also answers a critical question: why?

There was a time when you could just tell someone to do something and they would do it. Today people want and need to know “why.” when someone knows why they are being asked to do something, they are better positioned to execute and to do it successfully.

Sharing information is critical. It just makes good sense to keep everyone who is involved informed; let them know why something needs to be done – not just that it needs to get done. when people understand the vision, they will create new and innovative ways to achieve it – maybe even better than was expected.

Accountable leaders disperse the power.

Accountable leaders realize it is not about how much power you have. Great leaders know that they need to get the power into the hands of the peo-ple on their team for significant results. Some people feel that they are the only

person who can get a job done. A leader is focused on ego, negates success. Ego-driven leaders hold on to power. Accountable leaders delegate power.

Accountable leaders develop future leaders.

Creating the leaders of the future for an organization is a critical element of great leaders. Accountable leaders recruit, iden-tify, and train people to move up. The ultimate goal is achieved in developing a leader who eventually will replace you. Identify the leadership training that each individual needs, and take the steps to make sure they receive it.

Accountable leaders ensure the success of others.

one of the greatest gifts we can make to a relationship is helping someone achieve his or her goal. when we help others succeed, we all succeed in the process. If you can shorten the learning curve, provide resources, lend a hand, or just emotionally support someone as they take on new challenges, you are helping them grow and achieve success. At the same time you are developing people who will have the ability to help others be successful – maybe someday it will be you.

Accountable leaders lead by example.

As an accountable leader, you help establish expectations and your actions are seen as what is right and acceptable. A position of leadership doesn’t give someone the right to take a shortcut. A position of leadership means that you are always under the watch of someone on your team, and your example sets the pace for everyone concerned.

Accountable organizations are made up of accountable leaders. The more people within an organization who are taught and understand the skills of personal accountability, helps create a greater chance of shaping an organiza-tional culture in accountability. Master these five leaderships skills and you will be an accountable leader. £

critical elements of an Accountable Leadersam silverstein | Sam Silverstein Enterprises, Inc.

There are millions of people in leadership positions all over the world but only a smaller subset of these leaders actually qualify as accountable leaders. Accountable leaders possess five traits that make them stand out. It is the presence and combination of these skills that allow accountable leaders to consistently make a difference in both their professional and personal lives.

About The AuthorSam Silverstein Entrepreneur, speaker, author of “No More Excuses” and founder of The Accountability Academy®, Sam Silverstein has a solid track record of building million dollar results.

For a copy of his free Account ability Zone™ ezine or for more information on Sam Silverstein, please call 1-888-MOTIVATE (888-668-4828) or check out NoMoreExcuses.org or SamSilverstein.com.

copyright © 2012 sam silverstein enterprises, inc. All rights reserved.


What is Angel Flight Southeast? for almost 30 years, Angel flight Southeast has been coordinating flights for children and adults who demonstrate medical or compelling humanitarian needs for flights to receive cancer treatment, deliver trans-plant organs, relocate domestic abuse vic-tims, transport wounded veterans, and supply disaster relief.

Who participates in Angel Flight Southeast? we have over 650 pilots who donate their time, aircraft, and fuel to help those in need. with a passion to serve our

communities and a desire to help develop values for our youth, Angel flight pilots gen-erously donate 100 percent of their time, aircraft, and fuel to fly these missions.

The satisfaction of helping those in need is the only reward these pilots need. In the past six years I have personally flown over 150 donated Angel flight missions. we all have that passion.

Is any pilot eligible to participate?The pilots who fly for Angel flight Southeast typically have more than 1,000 hours of flight time, are instruments-rated (meaning they

Recently, Managing the Skies interviewed Bill Shivers, Wing Leader, Tampa/St. Pete Wing, Angel Flight Southeast, who said, “I’ve kept my hand in aviation for 41 years now and I’ve been flying Angel Flight missions for the past seven years.” To learn more about Angel Flight, contact Bill Shivers at [email protected], call 727.385.9942, or go to www.angelflightse.org.

angel FlighttM Southeast:

TiMe, skiLLs, AircrAfT & fueL

Pilots Giving 100%

ToP, LefT To riGhT:

These florida volunteers in the Bahamas are roofing a hurricane

damaged home in inauga, bahamas. Angel Flight pilots flew the workers

and emergency materials there.

This lady is flown regularly from Marathon, fL to orlando for cancer

treatment. At the request of many passengers, bill shivers’ golden

retriever, salty, accompanies the flight, wearing a life vest for flights

over water and “Mutt Muffs” for hearing protection – note that the

airplane is “n900sd” for salty dog.

here is a child with mom and dad ready to fly from St. Petersburg, FL to Miami

for specialized eye cancer treatment.

k-Life youth – members of a community-wide, interdenominational

christian ministry – depart from st. Petersburg, fL bound for eleuthera,

bahamas to work during spring break. They are flown by Angel Flight pilots.

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can fly in less than ideal weather), and own their own aircraft.

How can pilots assist with this organization? we are always look-ing for more pilots to help with the more than 3,000 missions coordinated every year. we particularly need them these days since pilots are flying less due to the high cost of fuel.

How is this mission funded? we are funded primarily through individuals and events such as our annual Golf Tournaments located in Clearwater, fL in May and Leesburg, fL in November. In addition, individuals can adopt missions on our website at www.mercymiles.org and watch them fly in real-time.

Give us some examples of Angel Flight’s humanitar-ian efforts. Hurricane Katrina and

the Haiti earthquake relocation effort are two great examples of times and events when our pilots sprang into action.

In addition to these major relief efforts, we fly volunteer workers for Bahamas Habitat (a U.S.-based orga-nization) to the Bahamas to work on substandard housing. Immediately following hurricanes, we also support recovery efforts with volunteer work-ers, medical supplies, and materials.

If a non-pilot wants to assist, what are their options? we are always looking for people to hold events for us and to help us spread the word by doing presentations, answering phones, and driving patients to and from air-ports and medical facilities. To help, just call 352.326.0761 and ask for the volunteer coordinator.

Angel Flight Southeast’s Mission: Transportation should not be an obstacle for those who have medical or compelling humanitar-ian needs. By coordinating the link between patient and treatment, donor and recipient, we save lives every day. we make the miracle of modern medi-cine accessible to more people in need. Angel flight Southeast represents hope and the virtual embodiment of the adage “on a wing and a prayer” for those we serve.

Angel flight Southeast is there when loved ones have a need to travel and commercial flights are unavailable or unaffordable. we coordinate more than 3,000 free flights per year offering help, providing hope, and saving time and millions of dollars in travel costs for those we serve.

for details about what qualifies for a mission, go to www.angelflightse.org. £



T he system of trade in international avia-tion services is a product of post-world war II economic nationalism. It has

resulted in an international airline industry in which international airlines are effectively nation-bound, because their operations all must begin and end in their home countries.

The growth of branded global alliances and the evolution of US and European avia-tion policies are accelerating rapidly. As part of its deregulation policy, the US has used the possibility for antitrust immunity (ATI) for cooperative marketing arrangements with national carriers that accept open Skies liberalization.

‘Metal Neutrality’ Definedrecent developments in US policy now require airlines seeking such immunity to commit to operate joint ventures that are metal neutral. A metal neutral joint venture is structured so that partners in the venture are indifferent as to which operates the ‘metal’ (aircraft) when they jointly market services. The metal neutral requirement is a work in progress but holds the potential to diminish economic nationalism and alter the nation-bound nature of aviation operations.

deregulation of international Aviation Deregulation of the international airline indus-try is a continuing evolutionary process that began in 1978 with the US domestic industry.1 Although the process is now more than thirty years old, it is by no means complete. However, in the last few years, airline liberalization has picked up considerable speed.

This accelerating process is rapidly inject-ing the airline industry into a global economy based upon commercial principles that are either unknown in the airline industry or

the antithesis of its traditional economic foundations.

So far, the ability of airlines to accom-modate themselves to these radically differ-ent economic and regulatory environments has depended on a variety of factors includ-ing geography, scope, and the ability of airline management to operate in the old regulated context while, at the same time, taking advan-tage of the rapidly expanding opportunities of the global economy.

Major airlines with strong geographic loca-tions and substantial scope possess consider-able advantages. But they are facing an array of new airline models that take advantage of the new opportunities without the burden of a legacy of pre-deregulation labor struc-tures, commitments, practices, and consumer expectations.

As the pace of deregulation accelerates, there is real danger that certain airlines may be vulnerable if they linger too long in the comfort zones of traditional airline nation-bound com-mercial structures.

‘Nation-Bound’ Definedwhat exactly is meant by nation-bound? A bit of history will aid in understanding this con-cept and its implications for an industry that is not yet part of the global economy. In 1944, as world war II was ending, the Allies met at Bretton woods for the United Nations Monetary and financial Conference. The purpose of the conference was to create the structure of the post-war international economy.

The central theme of the Bretton woods Conference was the need to avoid a return to ‘economic nationalism,’ that is, economic poli-cies based upon domestic control of the econ-omy, labor, and capital formation, often with the imposition of tariffs and regulations on the movement of labor, goods, and capital.2

Economic nationalism was seen by the US and other nations as a factor in the Great

Metal neutrality and the nation-bound Airline industryPaul v. Mifsud, esq.

PART I*

* Parts ii and iii of this article will appear in subsequent issues

of Managing the Skies.

ciTATions1 ‘Act to amend the Federal Aviation Act of

1958, to encourage, develop, and attain an air transportation system which relies on competitive market forces to determine the quality, variety, and price of air services, and for other purposes’. 92 Stat. 1705.

2 For an in depth discussion of economic nationalism, see Michael A. Heilperin, Studies in Economic Nationalism (Publications De L’institut Universitaire, De Hautes Etudes Internationales – N_ 36 Librairie E. Droz.

3 Lori Lyn Bogle, The Cold War: Origins of the Cold War, the Great Historical Debate (London: Routledge, 2001), 282.

4 ‘Globalization Is Grrrreat!’, Cato’s Letter, vpl 1, 2, Fall 2002.

5 Star Alliance is composed of twenty-eight major airlines including United Airlines, Lufthansa, Air Canada, ANA, Swiss, SAS, BMI, etc.; oneworld contains eleven major airlines including American Airlines, British Airways, JAL, Iberia, Qantas, etc., and SkyTeam has thirteen major airlines including Delta, Air France/KLM, Alitalia, Aeroflot, China Southern, AeroMexico, etc.



Depression, as well as in the aggres-sion that led to war.3 The Bretton woods Conference and subsequent meetings led, in the post-war years, to the creation of the world Bank, the International Monetary fund (IMf), the General Agreement on Tariffs and Trade (GATT), as well as the evolutionary process that led to the creation of the world Trade organization (wTo).

In short, what was created at Bretton woods was a multilateral system of increasingly more open world trade in goods, and later in services, that led to what we today call the global economy. However, commercial aviation was spe-cifically excluded from this system of improved world trade.

Later, the same year as the Bretton woods Conference, post-war international aviation was dealt with separately. In December 1944, the Allies again met, this time in Chicago, to develop the interna-tional regime for international trade in aviation services.

In an about-face, this conference and subsequent meetings went in the opposite direction. Instead of the expanding liberal multilateralism that was initially proposed by the US, the Chicago meeting led to a restrictive bilateral exchange of service rights based increasingly on the principles of economic nationalism.

international Aviation faces Trade barriersThus, despite the fact that international airlines fly to many parts of the world, they are not truly global enterprises. Airlines do not participate in the global economy in the same manner as other industries. Unlike other forms of interna-tional trade, the provision of international aviation services is substantially limited by restrictive trade barriers based on such things as nationality-based safety over-sight, severe limitations on foreign market access, and cross-border ownership.

All international airline commercial operations require specific government-to-government permissions. with a few recent exceptions, international airlines continue to access global markets through a system of government-negotiated bilateral air transport

service agreements that provide access to ‘gateways’ in distant locations, but not to the local air transport markets.

Even with the most liberal intergov-ernmental agreements in effect today, with very limited exceptions, all interna-tional airline operations are effectively required to begin and to end in the home country. This is what is meant by describ-ing the industry as being nation-bound. The major international airlines enter for-eign markets with one foot always firmly planted on their home territories.

By contrast, other industries have been participating in a world of diminish-ing economic nationalism. Cato Institute’s Tom G. Palmer describes this process in terms of ‘the diminution or elimination of state-enforced restrictions on exchanges across borders and the increasingly inte-grated and complex global system of pro-duction and exchange that has emerged as a result’.4

As a result of this history, major international airlines rely to a substantial degree on the business of providing glo-balized industries links to their far-flung markets and resources, while the airlines themselves operate within a nation-bound system that even now continues to resem-ble mercantilism.

As can be seen, it is a system that restricts international airlines’ flexibil-ity in the manner in which they provide access to the very markets that their corporate customers are increasingly exploiting.

Until recently, airlines and govern-ments were slow to respond to this dichotomy. But in recent years, the pace of change has been accelerating. At the governmental level, the US and Europe have made the first tentative steps away from the bilateral system. Government approved access to international gate-ways is becoming more open. Government review of rates and fares has all but been eliminated.

with government support, interna-tional airlines have been developing strate-gies to overcome the limitations of this bilateral system. Some airlines have been able to use their geographic location to carry passengers to and beyond their home market hubs. New airlines – particularly those based in the Middle East – have com-bined this to-and-beyond-the- home-hub strategy with the economics of a low-cost home labor market and the absence of legacy commitments.

‘branded Global Alliances’ DefinedThe principal strategy developed by tra-ditional major carriers has been par-ticipation in a Branded Global Alliance (BGA). Today, there are three major BGAs, known as The Star Alliance, one-world, and SkyTeam.5 Nearly fifty of the world’s airlines participate in one or another of these alliances with varying degrees of cooperation.

However, it is important to keep in mind that these developments and strategies are being implemented against the background of a system that is still very much based on bilateral economic nationalism. This results in a world where different governments and their national carriers are deploying a patchwork of varying liberalizing and restrictive initiatives. £

reprinted with written permission from Air and Space Law 36, no. 2.107-120. © 2012 kluwer Law international bv, The netherlands


Among its critical safety functions and responsibilities, the fAA has one that can trace its origins back several millen-

nia to the dawn of civilization, probably before written language came into existence.

According to scientist and author John Noble wilford, this function was one of man’s earli-est forms of communication. Born of curiosity as well as need – whether to meet the needs of nomadic hunters and gatherers or adventurers setting forth to explore distant lands – it was vital to survival, just as it is today in aviation.

Some of you may still be scratching your heads, but others may have already figured out the function: mapping. Although surpris-ingly sophisticated for their time, ancient maps only faintly resemble today’s high quality maps, especially the precise, detailed maps and charts needed for safe flying.

Maps or charts?we often use the terms “maps” and “charts” synony-mously, but they have unique and separate values in the world

of aviation. A map is a static document used only as a reference guide. A chart, however, serves as a working document, allowing navigators to plot courses from point A to point B. A chart is the life-line of any pilot, the most basic tool in any cockpit.

And that’s where the fAA’s Aeronautical Navigation Products, often referred to as AeroNav Products, come in.

This office of approximately 450 profession-als plays a vital role in the fAA’s mission to ensure the safety and efficiency of the National Airspace System (NAS). with offices in Silver Spring and Glenn Dale, Maryland, and at the fAA’s Mike Monroney Aeronautical Center in oklahoma City, AeroNav Products provide pilots, air traffic controllers, and aviation plan-ners with an array of visual and instrument navigation products, including:

¢¢ U.S. Terminal Procedures Publications,

¢¢ Planning charts,

¢¢ Controller charts,

¢¢ Digital charts,

¢¢ radar video maps,

¢¢ Airport/facility Directory,

¢¢ Supplementary publications, and

¢¢ Electronic products.

Abigail smith

Manager Business

Development, Mission

Support Services

AeroNav Products

Directorate

A chart is the lifeline of any pilot, the most basic

tool in any cockpit.

ALL in A day’s WorkFaa group Helps Pilots Chart a Safe Path


LefT To riGhT: sectional chart, circ. 1930; sectional chart, present day


day’s Workhighways in the skywhile the fAA’s office of flight Standards is responsible for developing standards and criteria for flight procedures, it’s the task of AeroNav Products to take those standards, along with aeronautical and other data, and turn them into clear, useful products for pilots, air traffic controllers, dispatchers, and oth-ers interested in the highways in the sky.

It’s easy to take charting for granted in a world where appli-cations such as Google Maps and MapQuest are at our finger-tips. But a chart’s ease of access belies the hard work that goes into making it.

complexities of chart creationThe creation of an aeronautical ch art is hugely complex. An aeronautical chart is based initially on geological survey maps, with layer upon layer of terrain and navigational data and information added.

These added layers must take into account a host of fac-tors: skyscrapers, communications and other towers, power plants, military facilities, and a myriad of other ground-based structures and features, including topographical and cultural fea t ures that might affect flight safety or efficiency.

Since these ground-based features change often, the chart-ing specialists at the fAA must revise their maps and charts regularly. Terminal and en route charts, for example, are revised every 56 days. And all this continuously changing data and infor-mation must be depicted usefully and appealingly.

“Because of the pure nature of the use of a chart, our prod-ucts have to stay true to cartographic principles,” says ron Haag, a team lead in the organization’s Visual flight rules (Vfr) Charting Team.

unique challenges of en route and Terminal Procedures chartsof particular challenge today is the job of developing en route and terminal procedures charts for both visual and instrument flying. Given the increased use of Area Navigation (rNAV) and required Navigation Performance (rNP) as part of NextGen, the need for accurate, navigational products continues to grow.

ToP To boTToM: final Approach Procedure, circ. 1941; instrument Approach Procedure, present day


LefT To riGhT: enroute chart, circ. 1961; enroute chart, present day

In the NAS today, AeroNav Products maintains more than 23,000 U.S. Terminal Procedures (more commonly known as “approach and departure plates”).

Aeronav’s dynamic electronic Product suiteThe challenge is even greater since charts have gone electronic. AeroNav Products has risen to the occasion, pro-ducing and distributing an impressive and dynamic electronic product suite.

Included on this roster is the Coded Instrument flight Procedures (CIfP) product, which supports terminal and en route navigation, and can be packed and loaded for use into an avionics sys-tem for flight.

“The CIfP puts us at the forefront of the transition from ground-based to space-based navigation with a prod-uct involving the work of AeroNav products, flight Inspection, and the National flight Data Center, to ensure the highest quality,” says Scott Jerdan, manager of the Digital Navigation Products Team, a group that rigorously compiles Instrument flight Procedures into ArINC 424 standard codes (an international file format for aircraft navigation data maintained by Airlines Electronic Engineering Committee and published by Aeronautical radio, Inc.).

Also included in the electronic product suite is the entire line of

Instrument flight rules (Ifr) and Vfr charts, supplemented by the Airport/facility Directory, allowing AeroNav to support safety in flight across the needs of different markets. Electronic prod-ucts are the wave of the future, and AeroNav Products is keeping pace.

As Much Art As scienceCharting is as much art as science, so it should come as no surprise that the employees of AeroNav Products take great pride in their work. Carolyn Meushaw, an aeronautical informa-tion specialist in the En route Products Group, says “our charts grant pilots command of what they cannot see. The quality of our products instills confi-dence in the ability for pilots to safely get from point A to point B.”

from the seasonal pilot to the indus-try aviation giants, customers know they can count on AeroNav Products to churn out critical navigational tools to get them safely from start to finish of their journey.

Although formats and applica-tions for mapping and charting have changed through the decades, some things remain the same for mankind: our inherent curiosity, our desire to explore, and our need for the tools to help us get there.

for the dedicated AeroNav Products’ employees working behind the scenes at Silver Spring, Glenn Dale, and oklahoma City, providing those tools is what mat-ters. It’s all in a day’s work.

To visit AeroNav Products online, go to aeronav.faa.gov. £

Beginning June 2012, Anita Engelmann became fAAMA Director of Communications. for the past few months, Anita has been working with former Director of Communications Laurie Zugay and the fAAMA Communications team to make the handoff and tran-sition as seamless as possible.

To learn more about Anita, see the new member profile on page 29 of the November/December 2011 issue of Managing the Skies.

for information on working with the Communications team, please contact Anita at [email protected].

New FAAMA Director of Communications: AnitA EngElmAnn

...“Our charts grant pilots command of what they cannot

see. The quality of our products instills confidence in the ability

for pilots to safely get from point A to point B.” Courage


The

Courageto Make decisions

Part ii *

excerpts from an address by captain brian udell at the 31st Annual fAAMA

Gathering of eagles

Capt. Brian Udell began flying at age nine, took his first cross-country flight at 10, and since that time has accumulated over 13,000 hours in a variety of aircraft. In 1989, he was one of sixty US candidates selected to attend the Euro-NATO Joint Jet Pilot Training program, graduating number one in his class, and receiving the Air Training Command Commanders Cup Trophy.

One of the first Lieutenants selected to fly the F-15E Strike Eagle, Brian received the top academic award when he graduated from Strike Eagle training and went on to become an Instructor, Mission Commander, and Air-to-Ground Top Gun winner.

He has flown over 100 combat missions in Southwest Asia and logged nearly 2,000 hours in the Strike Eagle. Brian received four Air Medals and three Aerial Achievement Medals for combat missions during a 10-year military career. Brian currently is a pilot with Southwest Airlines.

* continued from the May/June Managing the Skies, page 19:


“eject, eject, eject”…My legs impact the lower retaining bars with such force that the metal bars bend outward about 45 degrees and the ejection seat metal support bar breaks in two. My right thigh snaps off the ejection handle and then slides over the jagged metal, slashing the back of my leg open.

My leg blows out into the wind stream and starts flailing – the only things holding my right leg on at the knee joint is an artery, nerves, and skin.

My lower left leg hits the bottom of the retaining bar and my foot flies into the wind stream and starts spinning. My left leg and ankle are broken and the ligaments that hold my foot together are torn. But I have things to do.

Atlantic ocean – 65 Miles out at nightI am plunging into the Atlantic ocean at nine o’clock at night, north of its cold line, and 65 miles out. I look up to check my canopy for damage, but can’t see it. However, since I’m not dropping like a rock, I think that it is oK and functioning properly. Next, I’m supposed to take my visor, put it on top of my helmet, and dis-card my oxygen mask from my helmet – don’t have to worry about this step. The whole thing is gone.

when my parachute opens and I separate from the ejection seat, a one-man life raft auto-deploys and is hang-ing from a 15-foot lanyard off my right hip. I reach down, grab the lanyard, confirm it has deployed, and give the line a good yank.

The reason I gave the line a good yank is that there is a 15-foot lanyard attaching the raft to a rucksack survival kit. when the survival kit falls away, the weight of it pulls a pin on a Co2 car-tridge that partially inflates the life raft. So, I was making sure that the raft had inflated.

shredded Life Preserver – not GoodI look at my life preserver unit (LPU), not yet realizing that it is destroyed. The LPU looks something like shredded rags, just hanging there useless around my neck. Now, I am becoming a little bit concerned because I’m going into the ocean with two broken legs, a dislocated left elbow, separated right shoulder, broken ribs, and without a flotation device. I’m hop-ing that my life raft doesn’t look like the shredded preserver around my neck.

At this point, I have no idea how high I am above the water or how much time I have before I hit the water, but I have to get a hold of something that floats. I have the presence of mind to reach down and grab the lanyard that is attached to the raft. with my teeth and my one good arm I reel the life raft up to me. when I grab the raft, I can tell it is inflated – what a relief.

one simple Task saves My LifeAt that point, I go from hanging under the straps of my parachute to plunging 10 feet under the water. Since I am hold-ing onto the inflated life raft, I am pulled back up to the surface by the raft’s flota-tion. That one simple task saves my life.

I come up to the surface and take a deep breath. I throw my right arm over the top of the raft and hold on. My parachute catches wind and I find myself being dragged across the water in a survival tug of war match. I can’t let go of the raft and I can’t release my harness. fortunately, the harness is attached to the parachute with a fitting that includes a universal water acti-vated release system – UwArS.

A few seconds after I shoot up to the surface and am dragged across the water for a few seconds, the pyrotechnic devices in the UwArS detonate. They sound like shotgun shells being fired on

either side of my head. My parachute separates from my harness and I come to rest still clinging to my raft.

The next thing I see is a sea of fluo-rescent green sparkly stuff all around me. I think to myself that I must be hallucinating. Maybe I have severe head injuries and have lost my mind. Then, I remember a Discovery Channel program about phytoplankton, a phosphorescent algae on the surface of the ocean. when you agitate the water, they glow a beauti-ful fluorescent green.

hypothermia?I am extremely cold. The water was reported to be about 60 degrees. If any-thing colder was expected, we were required to fly wearing exposure suits. we didn’t like wearing exposure suits because they are very cumbersome, hard to get into, and make moving dif-ficult. weather reporters knew this, so they always reported the water tempera-ture as 60 degrees regardless of the time of year. I had no exposure suit and the water is actually about 55 degrees.

In water this cold, I have about six hours of useful time before dying of hypothermia. I have to get out of the water. I start kicking my legs to get into the raft. when I do, the top half of my legs move one way and the bottom half bend the other. Several times, I try hoist-ing myself into the raft just using my one functioning arm with no success. I am fighting against three to five foot seas and every time I start to make progress, along comes a new wave to push me away. After several attempts, I reach the point of exhaustion. I begin thinking, “This is it. I’m going to die.”

finding courageAnd, this is where courage comes in. I simply do not want to die tonight. My wife is four months pregnant with our first child and I need to be there for her.

now, i am a little bit concerned because i’m going into the ocean all messed up and without a flotation device – and I’m hoping that my life raft doesn’t look like the shredded preserver around my neck.

« continued from page 15


Courage is derived in a lot of differ-ent ways. This night, my motivation to live comes from wanting to see my wife again, wanting to see my child born.

I stop everything, put my head down on the raft, and said, “God, I need a little help. I’ve got a wife and a baby I need to see being born and I’ve got to get into this raft.” I try one more time. I push hard and don’t stop until I make it over the side and into the raft.

My right leg however, is hanging 90 degrees over the side, my left foot is turned around backward and folded up underneath, and my left arm is dis-located and bent outward at the elbow joint.

Gumby in a raft!But, I’m so happy to be in this raft that I can’t help thinking that with my arms and legs bent in every direction – and wearing a green flight suit – that, “Hey, dude, you’re looking a lot like Gumby.”

I reach out and grab my leg and heave it into the raft. It bends from 90 degrees right to 90 degrees left and is resting across the top of my other leg. I think to myself, this doesn’t look right either.

I shove my leg down into the base of the raft and bring my left foot out from underneath my leg. I make sure that it pointed in the right direction. I know I am not doing anything to structurally correct the problem, but I am making myself look a whole lot better.

I feel myself going into shock, shak-ing uncontrollably. I know I have to stop everything and treat myself – I don’t want to lose consciousness. In survival training, they teach us to drink water to combat the effects of shock.

I reach down into my G-Suit pocket where I always carry a water bottle, to retrieve it. Unfortunately, the ejec-tion wind forces were so excessive that they have blown the water bottle right through the bottom of the pocket – it is gone.

Then, I reach over to see if my wal-let is in my other pocket, and discover, of course, that my wallet has been blown out the bottom of that pocket. I am a bit frustrated because I now have to cancel credit cards, get a new driver’s license, and airman certificate. I put all this out of my mind and get refocused.

I need to treat myself for shock and I have to get some fresh water. with my one functioning arm, I reach out and pull the survival rucksack into the raft with me. I break it open, find the water packs, and finally have some fresh water to drink!

It is like somebody flipping a switch. I get the salt water taste out of my mouth, start thinking clearly again, stop shaking, and tell myself that it is time to get busy.

“The rule of 3’s”In a survival situation, we are taught the rule of 3’s. It says that you can only survive three seconds without the will to survive. And, even with the courage to survive, you can only survive about three hours in extreme conditions of heat or cold.

You can survive about three days without water, three weeks without food, and about three months without real companionship before you start going crazy. So I applied the rule of 3’s: I have the will to survive; I’ve treated myself for shock; and I’m in the raft but still have a lot to do.

The other thing survival experts teach is that you’re never going to be as strong as you are at that moment in time – mentally, physically, or emo-tionally. Even though I’m injured, I am as strong as I’m ever going to be, and I need to capitalize on this time regard-less of how bad it is going to hurt. I must have the discipline and determi-nation to see this thing through.

Life rafts 101The life raft has three basic compo-nents: the main doughnut ring that partially inflates automatically upon deployment, a floor which you have to inflate manually, and a manually inflat-able pup tent called a “spray shield.” In my struggle to get into the raft, I ended up sitting on top of the spray shield and the inflation tubes are underneath the material. I have to work my finger down through the Velcro and work the mate-rial out on either side – doing this with-out falling out.

I grabbed the tube that that fills the main doughnut ring so I can finish inflating it. I stick the tube in my mouth and try to blow air into the raft. I realize that my lips and face are so distorted that I can’t form a seal around the tube. I have to wrap my hand around my lips to create that seal. My lips are sticking out past my third finger.

So, I blow and I blow and start to get lightheaded so I pull the tube out of my mouth but the valve doesn’t self-seal. I quickly stick it back in my mouth but have just lost about half the air – it was just like starting over. I have to figure out a way to get air into this raft.

I put the tube in my mouth and hold onto the valve with my teeth. I seal my lips around the tube with my hand and twist my lips and the tube to open the valve. I am now able to blow air into the raft. To take a break, I have to twist it all back off in reverse order. It has taken me two hours to inflate all the raft com-ponents to build my “home.”

I keep plugging away. when I inflate the spray shield over the top of me, it’s wonderful. It is like moving into a resort hotel. The waves are no longer crashing in on me and the wind is no longer blowing on me. My body temperature is heating up inside this little inflatable cocoon.

“ God, i need a little help. i’ve got a wife and a baby i need to see being born. And i’ve got to get into this raft.”

continued on page 18 »


bailing With a sponge?Now, I must get the water bailed out of the raft. The Air force supplies lots of high-tech equipment – in this case though, I have to bail water using a little blue sink sponge. Do you know how long it takes to bail out a raft with a little blue sink sponge? weeks.

Since, I don’t have that kind of time, nor do I want to put in that kind of effort, I have to improvise. when you don’t have the tools you need, you have to come up with a solution. My solution is small plastic Ziploc bags.

Most of the equipment in the sur-vival kit is waterproof – other items are not. I am in total darkness on a moon-less night in a black cocoon, but I can feel several of these Ziploc baggies in the kit being used to protect equipment that isn’t waterproof.

In theory, using plastic bags to keep things dry is a good idea. In reality, the bag does not keep the water out because they are not completely sealed – they fill right up. I have about 30 of these bags floating around inside the raft with me.

I grab a bag, hold it open with two fingers and my thumb, and discover I can get a substantial amount of water out of the raft. occasionally, a wave knocks the bag out of my hand, but not to worry – I’ve got 29 more floating around with me.

“no Possible Way They can find Me at night”It took some time, but I managed to bail almost all the water out using my impro-vised method. I know I need to stay con-scious, stay focused, and continue to work towards my goal. There is no time for sleep – I have to stay busy.

A night rescue is nearly impossible due to the reduced visibility. I know I am the “needle in the haystack.” In perfect seas, in the daytime, there is a 74 percent chance of being found in the open ocean.

I know there was no possible way that they will find me this night. I know they are going to try. But I am not hold-ing any hope that they will succeed. I have to mentally prepare myself to keep going, to have the courage not to give up.

“it Would be so easy to quit”It would be so easy to quit with every-thing that is going against me but, that’s not the way I was raised. I think we’re each born with a certain amount of courage, but I also think we develop more through training and experiences. The better training you have, the better tools you have, the bet-ter leadership skills you acquire – all give you the ability to step forward – you’re not going to fail.

when you are dealing with a crazy situation, if you have the right tools, the right training, and the right leadership skills you will have the courage to step forward. You can make it happen regard-less of what’s going on around you. That is my attitude.

“A complete Team effort”The Coast Guard and the Marine Corps arrived faster than I ever expected. I have been in the water four hours. That’s a long time – but not when you’re prepared to stay out there for a day or two. when they arrived on the scene, I heard the unique sound of four turbo-prop engines from a C-130 and the rotor blade whip of a H-60 helicopter from the Coast Guard and another from the Marine Corps.

washington Center provides out-standing coordination working the three other f-15E fighters, a KC-135 air refuel-ing tanker, the Coast Guard Air Station (CGAS) Elizabeth City, and the Marines from Marine Corps Air Station (MCAS) Cherry Point.. Additionally, the ground control intercept (GCI) facility “Giant Killer” provides a last known fix that is within two miles of my actual position in the water.

The entire event is an incredible coordinated effort between the various assets and it provides the ability to make this rescue happen. It is an example out-standing team work with everyone doing their part.

Now I have to do my part – let them know I’m alive, let them know

my position, and make this rescue happen – now!

I thought my Emergency Locator Transmitter (ELT) was pinging for me, but it didn’t survive the ejection. I have sea marker dye that I put out, but don’t know if they will be able to see it at night.

I have no way to signal them with my flares because they require two hands to operate. The top of the flare looks like a soda can with a little string lanyard through the tab. You have to pop the tab and twist it off, grab the flare with one hand, grab the lanyard with the other, and pull to activate it. with one hand, that is not going to happen.

The other signaling device is called a “Gyro Jet.” It is a little pen gun flare that shoots up about 1,500 feet. It was designed during the Vietnam era to pen-etrate jungle foliage. I seat a cartridge into the receiver. I try to pull the firing mechanism down with my one hand, but don’t have enough strength to fire it. I remove the flare and put it to the side.

“They know i’m Alive”All I have left is my radio. when I raise the antenna and turn it on, I am expecting to hear the ELT pinging for me – but I hear nothing. I start trans-mitting my call sign: Sword 93 Mayday, Sword 93 Mayday. No response. I’m beginning to think my radio is inopera-tive. I try the backup frequency with no success and return to 243.0. I can see them flying around a couple miles away. finally, after several attempts, the pilot of the C-130 answers back – they know I’m alive! £

to be continued:

A final installment of Captain Udell’s fascinating narrative will appear in the September/October issue of Managing the Skies.

The Air Force supplies lots of high-tech equipment – in this case though, I have to bail water using a little blue sink sponge.

« continued from page 17


creating a supportive culture for nextGenrobert W. Poole, Jr. | Director of Transportation Studies, reason foundation

Opinion

nextGen (and comparable transitions in Europe and elsewhere) is far more than just replacing older avionics and software

with newer versions. It’s intended to be at least as big a paradigm shift as the introduction of radar after world war II and the shift to flight plans and controlled airspace following a series of mid-air collisions in the 1950s. The transformation will involve automation of routine separations, dynamically reconfigured airspace, and air traffic management that can take place “anywhere, from anywhere” rather than from facilities directly beneath the airspace involved.

This will require significant changes in the organizational culture of the Air Traffic organization (ATo), and of the relationships between cockpit crews and air traffic spe-cialists on the ground. In late 2010, the fAA’s research, Engineering, and Development Advisory Committee (rEDAC) was asked by the Administrator to “identify cultural issues that could impact successful implementation of NextGen.”

The rEDAC created a Culture Change work Group, chaired by Dres Zellweger and co-chaired by Steve Zaidman, with seven other members from academia, NASA, MITrE Corp., and the fAA. Its report was transmitted to then-Admin-istrator randy Babbitt on oct. 5, 2011, but seems to have disappeared since then. That’s unfortu-nate, because it makes some very good points.

Its findings appear very straightforward – that the transformation will require the involvement of all stakeholder groups, embrac-ing a common vision for what the transformed system will be; that “cultural differences”

among stakeholder communi-ties must be recognized and bridged; that change begins with joint development of val-ues and a vision that every-one buys into; and that even

with a shared vision, strong leadership will be required to get it implemented. That may sound like just a bunch of clichés, but the work Group

put some meat on the bones when they trans-lated those findings into recommendations.

recommendation #1: Develop the common vision, operations concepts, and implementa-tion plans. for example, this was done when users came to fAA with ideas for what became collaborative decision-making (CDM) to allocate delays fairly when ground delay programs had to be put into effect at major airports.

recommendation #2: foster leadership for specific initiatives both within and outside the agency. The work Group cited the example of the Colorado ski cities working with fAA and the Colorado DoT to develop an innovative pro-gram that increased those airports’ capacity.

recommendation #3: Create bridges across internal hierarchies and stakeholder groups. for example, the optimized Profile Descents (oPD) cut across several ATo entities; the report notes that oPDs could be implemented at many more airports if “fAA could break a lot of silos...”

recommendation #4: Build trust via open communications and avoiding “blame games.” Examples cited here are the successful imple-mentation of reduced vertical separation mini-mum (rVSM) and the negative example of fAA developing rNP procedures mostly as overlays.

recommendation #5: focus on training during the entire long implementation period. Examples cited here were the program to cope with traffic at JfK when a major runway had to be closed for reconstruction, and a joint user/fAA training team for collaborative decision making related to summer storms.

Culture change will be a major factor in how well NextGen and similar transformations succeed. I hope the fAA will give this issue the attention it deserves. £

reprinted with permission from the May 2012 issue of

ATc reform news.



one example of how NextGen is providing near-term benefits using existing aircraft equipage is the fAA’s efforts to increase

the number of Performance Based Navigation (PBN) routes and procedures for departure and arrival available in the National Airspace System.

saving Time and fuelPerformance based navigation (Pbn) routes: one example of how NextGen is providing near-term benefits using existing air-craft equipage is the fAA’s efforts to increase the number of Performance Based Navigation (PBN) routes and procedures for departures and arriv-als available in the National Airspace System. PBN provides direct routes, which save time and fuel and reduce aircraft exhaust emissions.

saving fuel and reducing emissionsOptimized Profile Descent (OPD) Procedures: one such procedure, known as an optimized Profile Descent (oPD), enables air-craft to descend from cruise altitude to final approach along a shorter, more direct flight path at low engine power, saving fuel and reducing emissions. In 2011, the fAA published oPDs at Phoenix, Charleston, S.C., and Honolulu.

increasing Access to smaller AirportsWide Area Augmentation system (WAAs) Localizer Performance with vertical Guidance (LPv) Approaches: The fAA also improved airport access by con-tinuing to publish wide Area Augmentation

System (wAAS) Localizer Performance with Vertical Guidance (LPV) approaches. There are now nearly 2,800 procedures at more than 1,400 airports. Using wAAS LPVs, aircraft can land at airports when visibility is limited even if there is no ground-based instrument landing system. This substantially increases access to small and regional airports.

NextGen progress, including advances in wAAS, PBN, and other developing capabilities, is detailed and explained in the fAA’s recently updated NextGen Implementation Plan. one of the ongoing activities detailed in the plan is a substantial effort on the part of the agency to increase the pace of NextGen implementation, and realize its benefits more quickly.

improving 21 Metroplex Areas nowwith this concept in mind, the fAA is work-ing to implement PBN, combined with minor airspace adjustments, in 21 metroplex areas. A metroplex is a large metropolitan area that encompasses a number of major commercial airports which could include general aviation airports. The process is expected to take three years for each metroplex.

Study teams have identified the needed changes for washington, D.C. and north Texas, and design teams are now working to imple-ment the changes. Studies also have been completed in northern California, southern California, Houston, Atlanta, and Charlotte, N.C. Implementation of the recommended changes from these studies will begin shortly and other studies are getting underway in 2012.

NextGen is often discussed in broad terms, with a focus on expectations and capabilities to be delivered in the years ahead. It is important to note, however, that NextGen is not just about the long term – it is part of the here and now. The U.S. map (see pages 22-23) shows selected NextGen capabilities implemented in 2011 and 2012.

Today & Tomorrowdavid s. kerr | NextGen outreach office, fAA

nextGen

The current nextGen implementation Plan

is offered online at www.faa.gov/nextgen. This edition also marks

the first time the Plan

can be downloaded as an

e-book. for an easy link to

the plan, just follow the qr code above. for questions,

or to request printed copies, please contact

[email protected].

expanding coverage to 300+ stationsAutomatic dependent surveillance – broadcast (Ads-b) to reach 700 by 2014: At the same time, a key NextGen infrastructure component, Automatic Dependent Surveillance – Broadcast (ADS-B), has made con-siderable progress. There are now more than 300 radio stations pro-viding coverage for the East and west Coasts, the Gulf Coast, as well as along the U.S. border with Canada. That total is expected to grow to more than 700 by early 2014.

Controllers already are using ADS-B to separate equipped aircraft in areas where coverage is avail-able, including Louisville, Houston, Philadelphia, and Juneau, Alaska. ADS-B has also begun initial opera-tions with air traffic control at New York John f. Kennedy, LaGuardia, and Newark.

Tracking Aircraft spacingAutomated Terminal Proximity Alert (ATPA) Tool: The fAA is roll-ing out new NextGen tools for air traf-fic controllers, including the Automated Terminal Proximity Alert (ATPA) tool at Minneapolis-St. Paul and St. Louis air-ports, and at Chicago Terminal radar Approach Control (TrACoN). ATPA helps controllers keep track of the spac-ing between aircraft lined up for final approach during periods of reduced vis-ibility known as instrument meteorologi-cal conditions. Using ATPA, controllers can maintain standard spacing between aircraft. This enables them to maintain the flow of traffic, rather than increase the distance between aircraft.

developing safe Alternative Jet fuelsThe impact of aviation on the environ-ment is an important NextGen concern. During 2011, the fAA made several noteworthy accomplishments. working with its partners, the agency made considerable progress in developing

the technology and procedures for the commercial use of drop-in alternative jet fuels.

ASTM Internationa approved the use of a bio-derived, drop-in fuel known as Hydroprocessed Esters and fatty Acids. This accomplishment, which assures the safety and perfor-mance of this type of fuel, is the result of a collaborative effort between the Department of Defense and the avia-tion industry through the Commercial Aviation Alternative fuels Initiative.

updating nextGen implementationThe 2012 NextGen Implementation Plan focuses on the progress made in fielding new NextGen capabilities, while provid-ing an important focus on the future. The 2012 Plan presents timelines for the implementation of critical NextGen capa-bilities which represent a compilation of capabilities including: Improved multiple runway operation, time-based flow man-agement, collaborative air traffic man-agement, and separation management. £


a FaaMa HeRO: JOHn gOODSOn

A sense of duty*

sometimes heroism occurs in the face of the unrelenting unfolding of history. for John Goodson, a supervisor at the

Atlanta Air route Traffic Control Center, it came simply from a sense of duty.

Goodson was recently given a chief’s accommodation award from the Henry County, GA Police Department for his actions in assisting an officer under assault.

on March 11, 2012, Goodson was driv-ing on McDonough Parkway in suburban Atlanta, heading to the center for a supervi-sor’s meeting. It was just after noon when Goodson noticed a commotion alongside the road: a police officer was pursuing a suspect on foot, while another suspect fled the scene.

“I kind of stopped and watched,” recalled Goodson. “when I looked back, the officer had what I thought was his handgun drawn, which turned later on to be his Taser.” That’s when he saw the suspect turn on the officer and begin wrestling him, appearing to reach for the officer’s revolver.

“I got out of my car and ran toward the scene,” Goodson said in his straightforward

speaking style – punc-tuated with “yes, sirs” and “no, sirs.” But his actions were anything but straightforward, judging by the drivers of nearly a dozen cars stopped by the road-side. only one other drive got out to assist the officer.

Goodson helped the officer tackle and

handcuff the suspect. “It took a lot of force to get him down.”

In an interview with the Henry Daily Herald,

a local newspaper, Police

officer E. Honea spoke of his initial dealings with the two suspects after pulling them over. He actually struggled with both sus-pects at one point before one fled the scene. That’s when Goodson and the other good samaritan arrived.

“I felt unsafe,” recalled Honea, who noticed that the suspect in the passenger seat appeared to be calling friends for help.

what possessed Goodson to respond while so many others sat and watched? “The officer was in distress and needed help. That’s just the way I was brought up, the way I was raised,” said the Albany, Ga. native.

within seconds of the takedown, nearly a dozen police cars were on the scene. “I just looked up and they magically appeared out of nowhere,” Goodson recalled.

After giving his statement to the police, Goodson continued on to his supervisor’s meet-ing, arriving “just a little bit late... and dirty.”

His coworkers saw a man covered in Georgia clay and mud, not to mention carry-ing a few denizens of some ant beds in which he’d been rolling. “I explained what hap-pened. They just looked at my clothes and just started laughing.”

Goodson took some good-natured rib-bing from his co-workers and his five chil-dren after the incident, but the mood at the police awards ceremony was quite serious.

“Nowadays, you don’t know who is on your side,” said Sgt. Honea, as quoted by the Henry Daily Herald. “I didn’t know if they had stopped to help me; or to help them.”

“I’m thankful we have citizens like this in our country,” said Henry County Commission Chairman Elizabeth Mathis, according to the Herald. “I am so thankful for them. I believe they represent the way most citizens feel in this country.”

Goodson’s words echoed the Chairman’s: “If I see somebody who needs help, it’s my duty as an American citizen to help them.” £

*reprinted with permission from the May 4, 2012 edition of focusfAA.

That’s when he saw the suspect turn on the officer and begin wrestling him,

appearing to reach for the officer’s revolver.



“i’ve gotta declare an emergency. My pilot’s... unconscious. I need help up here.” The desperate call came to Miami

Center on Easter Sunday in April 2009. The pilot of a Super King Air 200, no. N559Dw, had fallen unconscious and soon died, apparently from a heart attack, while flying four passengers from Marco Island, florida, to Jackson, Mississippi.

The voice belonged to Doug white, who sat in the other front seat. “My pilot’s deceased... I need help.” with white’s wife and two teen-age daughters in the back, white took over the controls of the King Air, which was climbing rapidly. Though trained to fly single-engine airplanes, white was not certified in the larger, twin-engine turboprop King Air.

Miami Center controller Jessica Anaya immediately rerouted all airplanes in the area. Nathan Henkels and Lisa Grimm began to instruct white, helping him deactivate the autopilot to stop his ascent. “You find me the longest, widest runway you can, ma’am,” white said, and Grimm obliged, sending him toward the Southwest florida International Airport in fort Myers. It had a 12,000-foot runway, which served as a backup landing site for the space shuttle. “November niner Delta whiskey, just so you know what we’re doing here, we’re gonna get you down to one-one thousand,” said Grimm. “we’re gonna give you a turn to the west, we’re gonna hand you off to fort Myers Approach...”

At fort Myers, controller Brian Norton was about to head home when his supervisor called him back. Dan favio, another controller, was eating lunch when he heard what was hap-pening and joined Norton. They asked white if he was on autopilot or flying manually. “Me and the good Lord [are] hand-flying this,” said white, a touch of panic in his southern drawl.

favio, 29, pulled out his cell phone and called a friend, Kari Sorenson, in Danbury,

Connecticut. A pilot and flight instructor, Sorenson had thousands of hours in the King Air 200. He pulled out his manuals and told favio how to configure airspeed, flaps, and trim to prepare for landing. favio related the details to Norton, and Norton passed them to white. one of the final instructions Norton related: “Nine Delta whiskey, the last instruction I got, when you get to 150 knots, the flap control will say ‘Approach flaps’ on there. Just select that detent when you get to 150 knots.” About 30 minutes after the crisis began, white landed at fort Myers. Norton and favio handed him off to Carey Meadows at ground control, who helped white shut down the airplane.

“You cannot train for this as a pilot or a controller,” says Doug white today. “That’s why they’re so great, because they’re so resourceful. They did stuff that’s not in the book. It’s like being in combat together.”

The six controllers – Anaya, Grimm, Henkels, favio, Norton, and Meadows – won the southern region’s Archie League Medal of Safety Award for 2009, as well as the President’s Award for the best flight assist in the country. white had his own plaques made for them, and he and Sorenson were invited to the awards ceremony, where they too were honored.

favio had not memorized Sorenson’s num-ber, but had programmed it into his phone. Shortly after the save, the phone died. “I came out of the radar room and called Kari back to let him know that they did land,” says favio. “That was the last call that phone made. It didn’t get wet. It didn’t get dropped. It didn’t get anything. It just – that was it.” The next day he headed to a cell phone store. “I went in there to get a battery and came out with a new phone.” The first number he programmed in was Sorenson’s. £

* This is the fourth in a series of five articles about heroic air

traffic controllers, reprinted with permission from Air &

Space/Smithsonian magazine, september 2011.

The day the Pilot diedStories about air traffic controllers that you probably didn’t see on the evening newsMichael klesius | Air & Space Magazine

They have gotten some bad press this year, but there’s a lot to love about air traffic control-lers. While pilots get big credit for feats like landing airliners

on rivers, air traffic controllers are tasked with keeping these

pilots, literally, in line. from one month to the next, the 15,500 controllers of u.s. civilian air

traffic regularly make countless little saves, and some big ones.

The National Air Traffic controllers Association recog-

nizes some of these saves annu-ally with an award named for

Archie League, who became the nation’s first air traffic controller when he was hired by the city of st. Louis in 1929. but the details of most controller achievements

don’t get much news coverage.

Perhaps the stories will get you thinking, the next time you’re on

a flight, about who’s looking out for you down below.

“You find me the longest, widest runway you can, ma’am.”

PART IV*



After spending years building up your nest egg, just a few years of paying long-term care expenses could threaten your retirement. without provisions, the need for long-term care can also put an enor-mous emotional, physical, and financial strain on family members.

The costs of Long-Term care (LTc)Long-term care can be extremely expen-sive, depending on the level of services you require and the duration of time that you need care. Here are some examples of cur-rent costs:

nursing home care: one year in a nursing home can average more than $50,000, and depending upon the region, could reach twice that amount.

Assisted Living: The average monthly fee for an assisted living facility is about $2,000, which includes rent and most additional fees. More specialized care could cost significantly more.

home care: Hiring an aide to come in a few days a week, two to three hours each day to help with self-care tasks like preparing meals, bathing, and dressing, can run $1,000 a month or more. If more skilled care is needed, the costs can be much higher.2

should You consider LTc insurance?Long-term care insurance can offer protec-tion against the risk of needing such expen-sive personal care. But the fact is, due to the high cost of premiums, this coverage may not be an appropriate solution for everyone. while there are no hard and fast rules, the Society of Actuaries suggests:

¢¢ If you have savings less than $250,000, you may not want to buy private insurance. Should you require LTC but have limited resources, Medicaid may provide some coverage.

¢¢ If you have assets of over $2 million, you may not need to purchase LTC coverage. Should you need long-term care, you may be able to self-insure and pay costs as they arise.3

¢¢ If you fall somewhere in between, consider designing a long-term care policy with premiums that are affordable and make sense for you.

Changing some provisions of the cover-age may help bring costs down.

variables that impact Policy cost2

Daily Benefit Amount: The fixed maxi-mum amount that the policy will pay daily for any long-term care services you receive.

Making a decision About Long-Term care insurance

Glenn Livingston and Michael Livingston | Livingston federal Employee retirement Planning

It may be hard to envision that we will ever need assistance with basic daily living tasks like bathing, dressing, or eating. But the reality is, the longer we live, the greater the likelihood that we will find ourselves in need of long-term care. Consider this statistic: 70% of people age 65 or older will require long-term care services at some point in their lives.1

registered representatives of invesT financial corporation

(invesT), member finrA/siPc. INVEST and its affiliated insur-

ance agencies offer securities, advi-sory services and certain insurance

products. INVEST is not affiliated with Livingston financial Group,

Livingston federal or any government agency. invesT does not provide

legal or tax advice. This information is general in nature and should not be

construed as tax or legal advice.

Please consult your tax and/or legal adviser for guidance on your particu-lar situation. The information in this

report has been obtained from sources considered to be reliable but we do not

guarantee that the forgoing material is accurate or complete. This article is

not an offer to sell or a solicitation of an offer to buy any security, and may

not be reproduced or made available to other persons without the express con-sent of invesT financial corporation.

#94936-061813.

Money Talks


ciTATions1 U.S. Department of Health and Human

Services, National Clearinghouse for Long-Term Care Information, www.longtermcare.gov.

2 America’s Health Insurance Plans, AHIP.com

3 Howard Gleckman, “Should You Buy Long-Term Care Insurance? Maybe Not” Forbes.com, January 18, 2012.

4 Joseph A. Tomlinson, “Is Long-Term Care Insurance Worth it?” Financial Planning Magazine, September 2011.

5 Some Long-Term-Care Insurance is Better Than None, SmartMoney.com, December 28, 2011.

6 “Is Long Term Care Right For You?” The Washington Post, January 23, 2012.

Benefit Period: The minimum number of years you can expect to receive benefits. The majority of patients requiring long-term health care use it four years or less.

deductible/elimination Period: Addresses how many days you receive care before your long-term care insurance begins covering expenses. Until that point, you will have to pay for care out-of-pocket.

Inflation Protection: Helps insure your benefits keep pace with the rapidly rising costs of health care.

Dual Policies/Pooled Benefits: Allow shared care options for couples to create a combined pool of total benefits that can be used by either or both spouses.

Another option is to explore some of the hybrid products available on the mar-ket that combine life insurance or annui-ties with some long-term care benefits. If the benefits are not needed while you’re alive, these policies pay a death benefit to your beneficiaries.4

regardless of your personal circum-stances, waiting to address long-term care options until you actually need care can significantly impact your financial situa-tion and the quality of life for you and your loved ones.

Discuss these issues with your financial advisor and incorporate some long-term care provisions into your financial plan.

To reach Michael Livingston or Glenn Livingston, call 800.752.8992 or visit www.LivingstonFederal.com. £

fAA office of Civil rights (ACr) is tasked to ensure that the fAA workplace is free of unlawful discrimination on the basis of race, color, national origin, sex, age, religion, creed, sexual orientation, genetic information, disability, and reprisal in federally oper-ated and federally assisted transportation programs, both internally and externally.

As a manager, you are probably more familiar with the internal EEo responsibilities. However, externally ACr also is tasked with ensuring that airport operators who receive federal financial assistance – Airport Improvement Program grant recipients – also are follow-ing the rules and regulations that address non-discrimi-nation in the provision and

access to their services, activities, and programs.

AdcP ensures obligations are Met at 5,000 AirportsUnder Title II of the Americans with Disabilities Act and Section 504 of the rehabilitation Act, airport operators need to meet cer-tain obligations with regard to accessibility for people with disabilities. The ACr Airport Disability Compliance Program (ADCP) is respon-sible for ensuring these regulatory obligations are met at over 5,000 airports.

ADCP accomplishes this through education of and technical assistance for airport operators, resolu-tion of complaints from the

travelling public, and com-prehensive reviews of airport operations and structures. ADCP ensures regulatory compliance in the follow-ing areas: airport operator’s policies, built-in environment, and any programs, activities, and services that are provided for the traveling public.

examples (not exhaustive) include:

PARKING: Adequate number of accessible parking spaces at each location and located closest to accessible entrance;

LOADING/UNLOADING ZONES: Meet requirements regarding policy of use, loca-tion, access aisle, pull up space, curb ramps, etc.;

CIRCULATION PATH: Accessible route coincides with the circulation path for the general public and meets requirements regard-ing protruding objects, slope, etc. If different, then direc-tional signage complies with signage requirements.

TOILET ROOMS: Meet require-ments regarding wheelchair accessible stall, door operation, signage, grab bars, toilet set height, mirror height, fau-cet operation, water supply and drain pipe insulation, maneuverable space, etc.

for more information about AdcP, please contact daryl hart (director) or dr. supriya raman (Program Manager) at 847-294-7209.

DID YOU KNOW?Civil Rights Has Several external Responsibilities: One is the airport Disability Compliance Program (aDCP)

daryl hart | Director of Civil rights Great Lakes, Central regions, and Disability Airport Compliancedr. supriya raman | Program Manager, Disability Airport Compliance

of people age 65 or older will require long-term care services at some point in their lives.1


Minneapolis Air route Traffic Control Center (ZMP ArTCC) and fAAMA Chapter 207 recently hosted the

University of North Dakota (UND) Aerospace Alumni Advisory Board (AAAB) for their Annual Spring Board meeting.

To organize the event, fAAMA Eastern region Director rich Baker contacted fAAMA Management Education Committee Chair Hal Albert. Mr. Albert put him in touch with Ted

Thomas, Vice President of fAAMA’s Minnesota En route Chapter 207 in Minneapolis.

Because Mr. Thomas has supported various events nationwide for up to 1,200 people with great success, Mr. Albert thought this would be a great fit. Mr. Baker, who also serves as the UND AAAB President, and Mr. Thomas got in touch with each other and began making plans.

Various venues were offered to the Board and a decision was made to stage the event at ZMP. In one form or another,

everyone on the Board has a career in aviation and yet many had never seen an ArTCC. The meeting supplied a perfect opportunity for the attendees as well as the numerous UND gradu-ates working at ZMP to come together and cel-ebrate their successes.

Planning Was intense and detailedCoordination between Mr. Baker and Mr. Thomas continued for nearly four months. Mr. Thomas coordinated all the on-site details, ranging from the music during the “meet and greet” to the selection of tuxedo black linens. Presenters were selected, presentations were reviewed, and rehearsals were held for two weeks prior to the Board meeting.

Presentations were checked to ensure that every point about ZMP that directly affected UND was captured correctly. Planning was intense: coordination of conference rooms, security, escorts, presenters, tour guides, fAAMA, National Air Traffic Controllers Association (NATCA), refreshments, facility notes to the workforce on the meeting day – even dress code expectations. This event was setup to run flawlessly with maxi-mum impact on attendees.

Initially, Mr. Baker coordinated with Josh Christianson, Director of Advancement and Alumni Affairs for UND’s John D. odegard School of Aerospace Sciences to plan the event. They arranged schedules to ensure that corporate vice presidents and other aerospace industry leaders could attend. Mr. Baker was successful – resulting in one of the largest groups ever to attend a UND Spring Board meeting.

introducing Minneapolis ArTcc (ZMP)on the day of the meeting, the opening presenta-tion was an introduction to air traffic control and to ZMP, incorporating service elements impor-tant to UND and the alumni. The presentation

university of north dakota Aerospace Alumni Advisory board

FaaMa Minnesota en Route Chapter 207 Hosts

nATcA celebrates 25th AnniversaryTwenty-five years ago on June 19, 1987, the National Air Traffic Controllers Association (NATCA) was certified by the federal Labor relations Authority (fLrA), eight days after controllers voted for NATCA to be their exclusive bargaining representative.

NATCA is celebrating the anniversary by honoring the nation’s wounded warriors, setting a goal of raising $25,000 for the U.S. wounded warrior Project. To make a donation, go to nAtCA.Org and click on the large banner at the top of the home page.

FAA and NASA to Share Space Crew Safety Oversight The fAA and National Aeronautics and Space Administration (NASA) signed a historic agreement to coordinate stan-dards for commercial space travel of government and non-government astronauts to and from low-earth orbit and the International Space Station (ISS), providing a stable framework for the U.S. space industry, avoiding conflicting requirements, and advancing both public and crew safety.

The signed Memorandum of Understanding (MoU) requires commercial providers to obtain a license from the fAA for public safety. Crew safety and mission assurance will be NASA’s responsibility. Both agencies can incorporate experience and lessons learned as progress is made.

was given by Sean fortier, frontline Manager (fLM) and Erin ricard, Certified Professional Controller, (CPC) both grad-uates of the UND Aerospace College. Beth Bjerke, UND Aviation Department Associate Chair, commented, “I am so proud to see the professionalism of our graduates and the way they handle themselves.”

Prior to the event, UND alumni had asked to tour ZMP. According to rich Baker, “Most of these alumni have never seen an En route Center although many have had very long aviation careers.” Individuals selected to escort the alumni were all UND graduates as well, guiding the group through operations while also sharing facility configurations and stories about their own careers.

The interaction was exciting. Two generations of aviation leaders asking questions and providing answers, except the roles are reversed. Now the professors and corporate leaders are asking their past students questions about their expe-riences and their careers.

“It’s so nice to hear how much every-one loves their jobs down here. what a great place!” observed Matt Kalouner. “I can’t tell you how impressed I was with Minneapolis Center. The people here were so nice and answered all my ques-tions. I could have talked to them and visited all day.”

Currently at ZMP, UND Graduates make up nearly 32 percent of the Certified Professional Controllers (CPCs), front Line Managers (fLMs), and operational Managers in the workforce. This is an impressive number. In fact, all UND graduates have been successful at Minneapolis.

A successful and Memorable MeetingNext, the Alumni Board got down to business, although a bit behind sched-ule. Mr. Thomas said, “They just didn’t want to leave the operations. The escorts were engaging and the members of the UND AAAB felt like they were in an amusement park.” one Board mem-ber, Erin olson, said: “The UND Alumni Board has never been treated this well before! The escorts really made me feel welcome. Being able to see the opera-tion and having everyone so helpful in answering my questions made it all worthwhile.”

Another Board member, after com-pleting the tour said, “It took me a long time to drive down here from north of Minneapolis and I wasn’t too happy when I arrived. That mood was changed dramatically when I saw how well pre-pared the facility was to host our meet-ing and how professional they were. I would have driven twice as long if I had known this was waiting.”

UND Aviation Department Chair Kent Lovelace summed up the entire day, “This is a very big day for our ATC degree program. I am so proud to see our for-mer students doing so well and carrying themselves so professionally. You don’t know how happy I am to see this.”

Paul Drechsel, Assistant Chair of Air Traffic Control at UND was enthusias-tic: “we were literally blown away and came out feeling extremely proud of our alumni. You guys at Minneapolis made a very big impression on all of us at the uni-versity. This visit will be shared with my peers and talked about for a long time.” £

2012

¢¢ Platinum Award, Hermes Creative Awards, AMCP

¢¢ Silver Communicator Award of Distinction, IAVA

2011

¢ Gold Award, MarCom Creative Communicator Awards

¢¢ Bronze Spotlight Award, LACP

¢¢ Gold Award, Hermes Creative Awards, AMCP

¢ Silver Communicator Award of Distinction, IAVA

2010

¢ Platinum Award, Hermes Creative Awards, AMCP

¢ Platinum Award, MarCom Creative Communicator Awards

¢¢ Inspire Top 50 Communications Materials, LACP

¢¢ Silver Spotlight Award, LACP


¢ Bronze Inspire Award for Excellence, LACP

2009

¢ Platinum Spotlight Awards Encore, LACP

¢ Spotlight Top 50 Communications Materials, LACP

¢ Platinum Award, MarCom Creative Communicator Awards

¢¢ Gold Award, Hermes Creative Awards, AMCP

¢¢ Silver Spotlight Award for Excellence, LACP


¢¢ Bronze Award, Summit International Awards

AMcP: Association of Marketing & communication Professionals

iAvA: international Academy of visual Arts

LAcP: League of American communication Professionals

Managing the Skies AWArds


Tim CollardSpotlight on an Aviation Leader

Professional Profile

Tim collard

W ith great pleasure we welcome Tim Collard as a recent fAAMA member from Central oklahoma.

Tim is one of the up and coming managers at the Mike Monroney Aeronautical Center shaping the direction of future fAA training.

Tim graduated from New Smyrna Beach High School in New Smyrna Beach, Florida, in 1977, and enlisted in the U.S. Air Force as a navigational aids (NAVAIDs) equip-ment specialist. Over a 17-year career, Tim installed, maintained, and overhauled a wide variety of NAVAID and radar systems, holding positions of both Installation Team Chief and Master Instructor.

Taking advantage of military reduc-tions, he elected to take an early retirement from the Air Force in 1994 at Tinker Air Force Base, Oklahoma, and moved his family to south Florida. He took a NAVAIDs position at Homestead Air Reserve Base, recovering from Hurricane Andrew.

At Homestead Air Reserve Base, Tim engineered the permanent positioning of all NAVAIDs, weather, and radar systems, as well as 10,000 feet of airfield communi-cations cable to support those systems. In addition to his maintenance duties, he served as the Base Commercial Communications Manager, Alternate Base Local Area Network (LAN) Manager, Base Web Master, and Base Telephone Switchboard Operator #9.

In October 1996, Tim was hired by the FAA as an En Route Automation technician at the Miami Air Route Traffic Control Center (ZMA). There he quickly became proficient in the Computer Display Channel (CDC), Host Computer System, and then the transition to the Display System Replacement (DSR).

In 2001, Tim moved back to central Oklahoma as a Display System Instructor for Technical Operations in the FAA Academy. He quickly became one of the Display System

(DS) and User Request Evaluation Tool (URET) Systems software specialists. His expertise allowed him to excel in a team lead position, where he took charge of numerous course and system modifications. During this period, Tim persued a conversion to the engineering job series, and it was awarded in 2005. This achievement opened the door to electronics engineer management positions and details.

Tim holds the position of En Route Radar Training Section Manager. He has served as the Technical Operations Division Night Manager, FAA Academy ISO:9000 Manager, Technical Support Services Assistant Division Manager, and currently is detailed as the NAS Technical Services Division Manager.

In addition to his regular duties, Tim is a certified Project Management Professional (PMP), an Insights Practitioner, and an (International Organization of Standardization) ISO 9001 Internal Lead Auditor. His project management expe-rience has enabled him to lead several national projects such as the Terminal Operations Assessment Validation and the Administrator for Regions and Centers (ARC) Regional Assessment – Phase 2. In addition to project management, Tim also is an active member of the Aeronautical Center Project Management Council and is a Center Project Manager Mentor.

Outside the FAA, Tim enjoys working as an assistant lighting designer at his church where he programs and runs intelligent light shows for a variety of experiences and events. However, his most enjoyable times are spent with his family and especially with his 15-year-old son, Tristan. They can be found together whitewater rafting, four-wheeling, and jet skiing. Tim’s wife, Maria, is an envi-ronmental scientist. They also have two daughters: Air Force Staff Sergeant Jacqueline Collard, 26, and registered nurse Christina Mergenthal, 22. £

» interested in More information?FAAMA Aeronautical Center Chapter 382 is served by Chapter President Jim Doskow. This Chapter, located in Oklahoma City at the Mike Monroney Aeronautical Center, is in the Southwest Region under the jurisdiction of Southwest Regional Director Michael “Hitch” Combe. Contact Hitch at [email protected] to obtain more infor-mation about the Aeronautical Center Chapter 382 or about other Southwest Region Chapters.

En Route Radar Training Section Manager | Mike Monroney Aeronautical CenterFAAMA Aeronautical Center Chapter 382


FAA MAnAgERS ASSoCiATion

corporate Partners

BRONZE

SILVER

2012 fAAMA Leadership Training(FAA COURSE NUMBER 30200354)

The FAA Managers Association Leader ship Training Sem inar provides

16 hours of outstanding opportunities to learn or refresh your leadership

skills. The seminar features a highly interactive format that provides steps

for influencing leadership, the traits and principles of leadership, the levels

and impact of leadership, and emotional intelligence. Check www.faama.

org for the latest information on each seminar.

Seminar Training Objectives1. Given leadership topics, without references, and in accordance with Leadership

101 by John Maxwell, Customer Driven Operations by Christopher K. Ahoy, and

Emotional Intelligence by Daniel Goleman, you will:

2. Identify/discuss the steps to developing “influencing leadership.”

3. Identify/discuss the Traits and Principles of leadership in a world class

organization.

4. Identify/discuss the levels and impact of leadership.

5. Define “World Class Organization.

6. Identify/discuss Emotional Intelligence.

7. Identify/discuss the elements/qualifications to maintain a world class

organization.

8. Identity/discuss elements of a world class safety culture.

To EnrollAll federal managers are encouraged to enroll. FAAMA membership is

not required although FAAMA members do have priority and enrollment

is limited. To enroll now or for more information, please contact your

FAAMA Regional Director or Hal Albert, FAAMA Membership Education

Committee Chair, via email at [email protected].

JOIN FAAMA TODAY!To join go to www.faama.org/join

FAA Managers Association2957 Heirloom Lane, Greenwood, IN 46143Fax: (720) 920-1552 | Email: [email protected]


Make plans now to attend the 32nd annual FaaMa gathering of eagles Convention — in an all-new and exciting setting.

Inspired by the explorers who searched for the fabled Seven Cities of Gold, Disney’s Coronado Springs resort celebrates the character and traditions of the American Southwest and northern Mexico. Here, palm-shaded courtyards, and Spanish-style haciendas create the perfect climate for business and pleasure.

Conveniently located in Disney’s Animal Kingdom® resort area, Disney’s Coronado Springs resort is a stone’s throw from all four Walt Disney World® Theme Parks, championship golf, and Disney entertainment districts.

Disney Resort BenefitsAs a Disney resort Guest, you’ll enjoy special benefits that provide everything from extra time in the Theme Parks and convenient transportation, to more magic all around.

Disney’s Magical Express Service – This exclusive complimentary shuttle and luggage delivery service conveniently takes you from the airport directly to your Disney resort and back again when it’s time to return. To book, call 407-827-6777 or visit www.DisneyConventionEars.com/dme for more information.

Enhanced! Extra Magic Hour Benefit – Each day one of the Theme Parks opens an hour early or stays open up to three hours after regular Park hours for Guests staying at select Disney resorts. This is a great way for you to maximize the value of your Disney Theme Park Tickets based around your schedule! (Valid theme Park admission and Walt Disney World® resort ID are required.)

Make this a family vacation! disney’s coronado springs resort will honor the fAAMA convention room rate for the weekends prior to and following the convention.

FAA MAnAgERS ASSoCiATion

32nd Annual Gathering of eagles

Soarin’ to New HeightsDisney’s Coronado Springs Resort | orlando

october 14-18, 2012

charting a brilliant future - faa managers association · 2017. 6. 27. · president, david conley...

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