TOOL E

Case Studies

Introduction

The following case studies were developed to provide a holistic and accurate picture of nationwide shocks, stressors, and resilience activities. The case studies document some of the best practices airports are employing to mitigate the impacts of shocks and stressors. As part of the toolkit development, the research team conducted interviews with 18 GA airports across all FAA regions. The team then selected seven airports and Alaska’s Division of Statewide Aviation (SWA) (see Table E-1) to serve as case studies based on various selection criteria, including airport size and complexity, FAA region, shocks and stressors, and current resilience-planning efforts.

Table E-1. Overview of case-study airports.

^*Note: For the purposes of this case-study report, annual operations and length of longest runway at the airport were obtained through the FAA Form 5010-1 Airport Master Record for Existing Public Use Airports for each facility.

St. Charles County Smartt Airport

Airport Background

St. Charles County Smartt Airport (SET) is a county-owned airport in St. Charles County, Missouri (FAA Region ACE). The FAA classifies it as a large GA airport; St. Charles County Smartt Airport completed over 60,000 operations in 2018. The airport has two runways, 109 based aircraft, and two flight schools. The airport accommodates single-wheel main landing gear aircraft up to 12,500 lb. It offers many of the services of a larger airport, such as runway lighting, aircraft hangars and tie-downs, an automated weather station, Wi-Fi, and a pilot lounge. The airport serves as an operating base for several organizations and businesses, including the Missouri Wing of the Commemorative Air Force, the St. Charles Flying Service, and Skylink Aviation. Airport staff at St. Charles County Smartt Airport regularly maintain their web page highlighting services and amenities, available aircraft space, development opportunities, and relevant news and photos.

St. Charles County Smartt Airport has focused most of its resilience-planning efforts around potential flooding events. While the airport experiences other weather events, such as snowstorms, the frequency and severity of flooding incidents pose the most severe threats to operational security. While county rules prohibit St. Charles County Smartt Airport staff from using volunteer assistance, airport tenants within the local community are permitted to and often help with activities like moving aircraft to higher ground before a flooding event. In addition, St. Charles County Smartt Airport relies on a strong community network of regional GA airports for assistance during these incidents.

St. Charles County Smartt Airport has built a strong relationship with the local community by conducting several outreach activities and programs. These activities allow residents to engage with their local airport and learn about its mission, operations, and services, building goodwill and trust between St. Charles County Smartt Airport and the surrounding community. Programs and activities conducted by airport staff include the following:

• Annual Airport Open House and Pumpkin Drop
  • The airport is opened to the public with aircraft, military equipment, and fire and emergency services vehicles on display. Food and drink are available. Aircraft can be rented from St. Charles Flying Service with a load of free pumpkins. Aircraft and the renters then fly over a designated ground target attempting to get as close to the target as possible.
• Route 66 Corvette Club Rally
  • A group of local Corvette owners gathers for a two-day event on the west ramp of the airport, where they conduct timed “slalom runs” through a designated course. The slalom runs are one car at a time, not a multicar race. There is a daily fee for using the ramp,

• • setting up and tearing down barricades, and using the restrooms and banquet facility in the administration/terminal building.
• Military exercises
  • The airport has been the site of several airport-related military exercises held in conjunction with Scott Air Force Base personnel in St. Clair, Illinois.

In addition, St. Charles County Smartt Airport rents out its banquet room and conference room to local community residents for events such as bridal and baby showers, fundraisers, and corporate meetings.

Airport History

In the early 1940s, the U.S. Navy purchased the grounds from Ruth Neubeiser and constructed an octagonal, eight-runway airfield complete with an outer circular taxiway, hangars, and barracks. They used it as an auxiliary training field during the early years of World War II. Originally named Neubeiser Field, it was renamed Field #34512 by the Navy. At the start of World War II, the name was changed again to Smartt Field in honor of Ensign Joseph Gillespie Smartt, who was killed in the Japanese attack on Pearl Harbor, Kaneohe Bay, Hawaii, on December 7, 1941. He was the first St. Charles County resident to be killed in the conflict. In 1957, the federal government deeded the airport grounds, consisting of 184 acres, to the City of St. Charles and St. Charles County. The city subsequently released its portion in 1976 to the county.

Shocks and Stressors

St. Charles County Smartt Airport experiences the following shocks and stressors:

• Flooding: Because of its proximity to the Mississippi River, the airport experiences recurrent flooding. In the past 8 to 9 years, the airport experienced five floods; four were “regular” floods, while one was classified as extreme.
• Winter storms and severe weather: The airport experiences snowstorms and annual heat-related stress.
• Human pandemic: The COVID-19 pandemic caused an initial decrease in activity at the airport’s flight schools; however, that dip was followed by a substantial increase in students that St. Charles continues to experience in the present year.

Current Practices and Resources Available

When St. Charles County Smartt Airport experiences flooding, the airport manager shuts down service due to floodwater affecting the airport’s perpendicular runways. Airport staff use the following additional resilience tools and strategies to manage flood-related issues:

• Keeping a cheat sheet in the main office that displays the height of the river versus location of water on the airport to predict airport closure and warn tenants to move aircraft ahead of a flooding event,
• Developing a procedure to raise T-hangar doors during a flooding event to let the water flow through the hangar,
• Contracting a cleaning company to respond within 72 h after a flooding event to clear silt and debris from the area and to power wash buildings, and
• Maintaining an updated contact list of tenant emails and developing a process to periodically send out alerts with increasing frequency ahead of potential flooding events to notify tenants that they may need to take action.

Lessons Learned

Based on challenges from previous incidents, airport staff at St. Charles County Smartt Airport implemented the following changes to operations, maintenance, and planning to better prepare for and mitigate the impacts of future flooding incidents:

• Rebuilding flood-prone buildings with concrete block instead of drywall to minimize infrastructural damage and expedite the cleaning process so operations can resume quickly,
• Eliminating all carpeting from flood-prone office buildings to further aid the cleaning process and reduce the chances of mold or water damage to the building,
• Making design modifications to T-hangars to allow water to flow through more easily during a flooding event, and
• Overhauling the runway lighting system to replace the LED lights more susceptible to water damage with older technology that can better withstand flooding.

Future Challenges

The effects of global climate change on natural disasters threaten the operational resilience of GA airports across the United States, as weather-related incidents continue to increase in frequency and severity. The primary future shock that airport staff mentioned as an area of concern was the potential for larger, more destructive floods moving forward. St. Charles County Smartt Airport faces the possibility of longer-term airport closures and disruptions to regular service if flooding from the Mississippi River continues to escalate. Airport staff expressed the need to continuously improve flood-related resilience planning and practices to better meet and mitigate this impending threat.

Desired Future Improvements

Airport staff at St. Charles County Smartt identified pre-incident planning as the primary process to improve resilience planning at the airport and better prepare staff and tenants for future flooding events and other natural disasters. Other processes to improve future incident response include the following:

• Obtaining portable cargo containers and establishing a process to collect and consolidate the equipment and items that must be taken off the airport in the event of a flood; and
• Creating a holistic and consolidated evacuation process (to plan for potential new obstacles, such as destruction of runways due to floodwater) for aircraft and other equipment rather than the current piecemeal process.

In addition to these flood mitigation-related improvements, staff at St. Charles County Smartt Airport listed several potential ideas for increasing engagement with the local community and strengthening relationships with residents:

• Host half-marathons on a track around one of the airfield ramps and taxiway,
• Initiate drone training with flight demonstrations and capability testing,
• Feature remote-controlled scale-model car racing,
• Construct a research-and-development facility, and
• Establish a solar power-generating farm.

Summary of Findings

• The primary shocks that St. Charles County Smartt Airport experiences are flooding and flood-related damage to infrastructure and aircraft.
• Resilience strategies, such as modifying T-hangars to let water flow through, reinstalling a non-LED runway light system, and replacing building materials, have successfully reduced property damage and allowed St. Charles County Smartt Airport to better maintain operational capacity after flooding events.
• Airport staff identified a need for a more robust and codified pre-incident planning process to better prepare staff and tenants for future incidents and associated potential new obstacles.

Applicability to Toolkit

Flooding and water damage are significant concerns for GA airports across the country. This case study represents some of the obstacles flood-prone airports face and the resilience planning and activities airports conduct to respond to these obstacles and keep airport services operational. As a major area of concern for many GA airports across the United States, the tools, strategies, and best practices provided in this case study will directly impact the efficacy of the Self-Directed Resiliency Toolkit.

Source: St. Charles County Smartt Airport Manager

Pine Bluff Regional Airport

Airport Background

Pine Bluff Regional Airport (PBF or Pine Bluff), also known as Grider Field, is a city-owned airport located in Pine Bluff, Arkansas (FAA Region ASW), at 205 ft elevation. The airport has 35 aircraft and five full-time staff on duty, 8:00 a.m. to 6:00 p.m., 7 days per week. The primary stakeholders are private owners, corporations, and the military. In addition, since it is a city airport, the county government, Jefferson County, is also active in the airfield. Airport amenities include a restaurant, a flight-planning room with Wi-Fi, publicly accessible computers to check current weather conditions, a quiet room, and publicly accessible showers. The airport’s fixed-base operator (FBO) services include AvGas and Jet-A fuel, hangars for aircraft storage, and independent avionics and maintenance shops for necessary aircraft repair and maintenance. Airport staff at Pine Bluff regularly maintain their web page, highlighting airport amenities, operations, and updates that may arise. Pine Bluff also maintains a Facebook page for increased communication.

Airport History

During World War II, Pine Bluff was initially opened as a U.S. Army Air Corps base under Pine Bluff School of Aviation. The airfield covers nearly 900 acres and lies 5 mi south of the City of Pine Bluff. The airport had existed in many iterations, including serving as a military flight instruction school during World War II, with ownership by the City of Pine Bluff from 1947 to 1957, and then as a valuable community asset when it was returned to operation by the community with the establishment of the Pine Bluff Aviation Commission in 1957. Today, the airport features a collection of World War I and World War II aviation artifacts. It is restoring and maintaining its original military barracks as an airport exhibit and museum.

Shocks and Stressors

Pine Bluff experiences the following shocks and stressors:

• Aircraft incidents: Given the airport’s size, aircraft incidents threaten to shut down the airport for a sustained period.
• Economic concerns: Airport staff identified inflation, particularly the fuel price, as a major stressor for the airport.
• Severe weather: Storms threaten this airfield, particularly the resulting damage from floods and high winds.

Current Practices and Resources Available

Airport staff emphasized building strong relationships with other GA airports similar in size and operational scope to Pine Bluff. Participating in the Arkansas Airport Association allows

• Airport role: Airport staff at Pine Bluff report that part of the airport’s role is educating its local government and community members, whether airport users or not, on the value of the airport to its community and region. The airport serves as a resource in emergencies and contributes to the local economy by selling fuel and collecting taxes for the City of Pine Bluff. The airport also holds events open to the community, such as Operation Skyhook, an annual Memorial Day weekend fly-in and competition sponsored by the Black Pilots Association of America, which welcomes aircraft spectators and children to experience discovery flights at the airport.

Future Challenges

The primary future stressor Pine Bluff staff mentioned is the volatile economy. Staff expressed concern that high fuel prices threaten the airport’s ability to continue normal operations, as prices will drive away potential customers on the airfield. The airport tries to purchase large amounts of fuel when prices are low to provide a fuel reserve and allow the airport to hold prices down for customers for as long as possible. The economic fluctuations cause a chain reaction of price increases: airplane parts are more expensive, so fewer pilots fly their aircraft. As a result, the airport sells less fuel and struggles to fund current operations and future improvements. Airport staff also reported concern with the shortage of fuel for truck drivers. This shortage impacts the fuel price and the fuel’s ability to be easily and regularly delivered to remote or rural airports.

Desired Future Improvements

• Airport staff indicated a desire to continue the development of emergency plans for managing weather events and fluctuations in the economy.
• Pine Bluff staff continue to plan for the rise in fuel prices and develop plans to keep gas prices consistent.

Summary of Findings

• Inflation and rising fuel prices have become a major concern for airport management at the Pine Bluff Regional Airport.
• The airport’s location within Tornado Alley requires an extra level of preparedness for natural disasters and subsequent coordination with emergency services agencies.
• The airport prioritizes communicating its value to its local government and community stakeholders. The airport staff feels this is significant for the airport’s continued resilience in terms of funding.

Applicability to Toolkit

Pine Bluff Regional Airport provides a case study covering a variety of shocks and stressors that can potentially disrupt airport operations, including issues related to the economy and safety and security. Pine Bluff Regional Airport is well situated to manage shocks and stressors because of its foresight in developing plans for shock events and maintaining regular collaboration with emergency services personnel. Airport staff have developed several tools for emergency preparedness, including a step-by-step guide for airport incidents and emergencies and fire department notes for regular collaboration with the local fire department in a fire emergency on the airport. Additionally, an airport emergency plan coordinating with MECA in Jefferson County includes key contacts and phone numbers. The tools, strategies, and best practices provided in this case study directly impacted the efficacy of the Self-Directed Resiliency Toolkit.

Source: Pine Bluff Regional Airport Manager

Rock Hill–York County Airport

Airport Background

Rock Hill–York County Airport (UZA) is a city-owned airport in Rock Hill, South Carolina (FAA Region ASO). The airport has one runway, one flight school, 157 based aircraft, and an on-site FBO. According to the FAA, the airport completed 32,000 operations in 2021. Rock Hill–York County Airport operates on a hangar owners’ association (HOA) concept; the hangars are individually owned, and a selected board of directors represents the interests of tenants at the airport. When the hangar lease is up, all the properties revert to city property, and owners become direct airport tenants, except for the first group of tenants to ever lease at Rock Hill–York County Airport. A joint City/County Airport Commission advises the city council on operational matters and advises the city and county councils on planning and capital improvements. Airport staff at Rock Hill–York County Airport regularly maintain their web page, highlighting information about the airport facilities, services and programs, and airport master plan.

Rock Hill–York County Airport has engaged the local community by maintaining strong relationships with HOA leadership. In addition, airport staff have built a network of contacts with other GA airports of similar size and scope to exchange information on resilience strategies, best practices, and resources. The airport generates revenue from fuel sales, leases, concessionaire-type payments such as rental cars and parking spots, and taxes generated from aircraft and buildings.

Airport History

Rock Hill–York County Airport first opened on a 364-acre tract of land purchased by the Rock Hill City Council in 1959. Shortly after, an airport commission was formed with six local members interested in advancing the airport’s facilities. In 1991, the runway was extended to its current length of 5,500 ft, allowing support for virtually all piston and turboprop aircraft and most short-to-medium range business jets. A 7,200-ft² terminal, called the John Anderson Hardin Terminal, was built in 1999, refurbished in 2015 to include state-of-the-art facilities for pilots and travelers alike, and expanded in 2021 to a total of 8,400 ft².

As a design for the future, the FAA adopted an airport master plan developed by UZA airport management on September 26, 2003. This dynamic plan was put in place to occur over 20 years from 2003 to 2022 and included enhancements such as rehabilitating airfield lights (completed in 2010), overlaying the runway (completed in 2012), a full apron rehabilitation (completed in 2014), repaving of taxiways and fillet widening (completed in 2017), and extending the runway by 1,000 ft to accommodate transcontinental flights.

Shocks and Stressors

Rock Hill–York County Airport experiences the following shocks and stressors:

• Aircraft incidents: Even more minor incidents, such as an aircraft sustaining a flat tire when it lands, can disrupt airport service, as Rock Hill–York County Airport conducts all services on a singular runway. More significant incidents, such as a crash or landing-gear malfunction, can potentially shut all airport activity down for extended periods.
• Security concerns: Currently, the airport’s vehicle access gates are unlocked using a pin code, which is not trackable. This has led to a lack of accountability and security regarding tenants and guests entering airport grounds.
• Construction-related disruptions: Airport staff identified planned stressors that disrupt regular airport operations, such as improvement projects, as a current and future area of concern. These projects often involve construction equipment and crews, which cause disturbances in day-to-day airport services. Rock Hill–York County Airport currently has hangars under construction and an access improvement project.

• Personnel issues: The airport’s on-site FBO, Skytech, has struggled to find full-time personnel to fill gaps in staffing due to worker shortages.
• Severe weather: The 2021 winter season forced airport staff to close Rock Hill–York County Airport down twice due to ice and snow conditions.

Current Practices and Resources Available

Airport staff emphasized building strong relationships with other GA airports similar in size and operational scope to Rock Hill–York County Airport. Participating in statewide conferences allows airport staff to meet other personnel and share information and strategies, strengthening their resilience planning and activities. Airport staff use the following additional resilience tools and strategies to manage shocks and stressors:

• Security concerns: Airport staff plan to upgrade the previous pin code access system to a badge or fob, which will be assigned to a specific tenant and needed to gain access.
• Disruptions in operation: Rock Hill–York County Airport staff send information about airport disruptions to the HOA board of directors to further disseminate among tenants. Staff emphasized the importance of building good relationships with tenants and keeping updated contact information for all current tenants.
• Personnel issues: The airport’s on-site FBO, Skytech, addressed line service staffing gaps by mainly hiring part-time workers, with just one or two full-time positions on the team.

Lessons Learned

Based on challenges from previous incidents, airport staff at Rock Hill–York County Airport identified the following best practices to better prepare for future shocks and stressors:

• Disruptions in operations: Airport management ensures detailed and thorough safety plans are put in place for the contractors and subcontractors to ensure little interference with airport operations and to ensure safety for everyone involved.
• Severe weather: While the airport does not have snow removal equipment, its runway is grooved, which assists in the melting of snow and ice and the prevention of hydroplaning in rain conditions.
• General: Airport staff mentioned reaching out to airports within the same region to share ideas, lessons learned, and best practices for similar shocks and stressors. Staff emphasized the benefit of an open line of communication and an environment conducive to sharing planning documents and discussing potential resilience projects and activities.
  • Rock Hill–York County Airport staff conduct post-event review meetings to discuss what went well, opportunities for improvement, and any lessons learned during the event.
  • Staff also outlined the importance of educating local decision-makers, such as county or city officials, to create the flexibility necessary to address unforeseen shocks and stressors.

Future Challenges

Rock Hill–York County Airport will implement several future airport improvement projects, including a rehabilitation project for the taxi runway in 2023. These projects have considerable potential to disrupt regular airport operations and create new safety and security hazards. Airport staff emphasized the need to minimize impacts on tenants and keep all tenants, staff, contractors, and other stakeholders safe and secure. These planned shocks and stressors pose the biggest challenge to resilience at Rock Hill–York County Airport. Staff are currently outlining strategies and tools to combat this challenge moving forward to maintain regular operations.

Desired Future Improvements

No input was received on desired future improvements for this interview.

Summary of Findings

• The primary shocks or stressors at Rock Hill–York County Airport have resulted in planned changes or improvements, such as including security and access systems, to airport operations that benefit staff and tenants but strain day-to-day operational service.
• The primary resilience strategies for countering these shocks and stressors are maintaining a constant line of communication to all staff, tenants, and contractors regarding disruptions or changes to service and creating continuity of operations and safety plans for periods of disruption.
• The primary best practice that Rock Hill–York County Airport identified was creating a network of airport staff contacts at similar GA airports across the United States and within the region to share information on resilience strategies and resources.

Applicability to Toolkit

Issues related to safety and security are an area of concern for GA airports across the country. This case study outlines potential solutions and best practices for improving airport security for staff and tenants while minimizing disruptions to service. Rock Hill–York County Airport provides a case study covering a variety of shocks and stressors that can potentially disrupt airport operations. The tools, strategies, and best practices provided in this case study directly impacted the efficacy of the Self-Directed Resiliency Toolkit.

Source: Rock Hill–York County Airport

Arlington Municipal Airport

Airport Background

Arlington Municipal Airport (AWO) is a city-owned public airport located in Arlington, Washington (FAA Region ANM). The airfield has two asphalt and three turf runways, including one for gliders and one for ultralight craft. In addition, Arlington Municipal Airport has approximately 400 tenants and 202 based aircraft. According to airport staff, Arlington Municipal Airport completes over 70,000 operations a year. The airport provides numerous services, including flight training, aircraft fueling, charter operations, and aircraft maintenance. Because of the COVID-19 pandemic, the airport also functions as the second largest vaccination site in Washington, allowing thousands of residents to receive vaccinations. Airport staff at Arlington Municipal Airport regularly maintain their web page, highlighting airfield services, airport history, and airport projects.

Arlington Municipal Airport has found great success in its community relations—the airport provides the local community with jobs, within the airport and with the many aerospace manufacturers and suppliers located in its vicinity. Many residents in the surrounding area have jobs in the aerospace field. Additionally, airport staff hold regular events to conduct outreach to the local community, including the following:

• Airport Community Day: Activities include free plane rides for children, flyovers, flight simulators, and helicopter tours.
• Flying Legends of Victory Tour: Residents can ride in rare historical military aircraft, such as the B-17 Flying Fortress Sentimental Journey and the B-25 Mitchell Maid in the Shade.
• Arlington Skyfest: Events include an air show, a drone show, and a Camp Adams military display.

Airport History

Arlington Municipal Airport dates to February 13, 1934, when the Arlington Commercial Club leased 200 acres of forestland from Mr. M. Mirckenmeier for $100 per year. Over the next several years, the airport was used by local and itinerant private fliers, aerial circuses, and the Forest Service for ferrying supplies to firefighters battling costly blazes in remote, heavily timbered areas of the rugged Cascades. In February 1939, the lease expired, and the town of Arlington was given the option to purchase. The town could not afford to purchase the land and appealed to the U.S. War Department for assistance. The airport became the U.S. Naval Auxiliary Air Station, Arlington, Washington, in 1940, when the Navy leased the airstrip from the town of Arlington to supplement training facilities in Seattle. Several major projects were undertaken, including runways, aircraft hangars, and roads. After the Air Station, the airport rapidly assumed its caretaker status and was primarily used as an emergency landing field for the Naval Air Station Whidbey.

The city continues to support GA through planning and development. During the 1995 master plan update, the city planned and developed the airport specifically for GA use. Items specific to GA included in the past master plan updates are additional T-hangars and a 100- x 1,000-ft ultralight runway.

Shocks and Stressors

Arlington Municipal Airport experiences the following shocks and stressors:

• Aircraft incidents: Even minor aircraft incidents can shut down a runway, while significant accidents and crashes may shut down the entire airport and suspend operations.
• Severe weather: Arlington Municipal Airport deals with heavy winter rains, winter snowstorms, and high winds. In recent years, the frequency and severity of snowstorms have increased, posing a significant threat to operational capacity. Arlington Municipal Airport does not currently own adequate snow removal equipment to combat these issues.
• Human pandemic: The COVID-19 pandemic negatively impacted many businesses supported by the airport. Arlington Municipal Airport has approximately 190 commercial leases; due to the pandemic, many businesses, including machine shops specializing in aircraft parts, were forced to let go of staff. Despite some businesses applying for economic relief through loans and grants, airport staff noted that the pandemic still impacts business.

Current Practices and Resources Available

Airport staff use the following additional resilience tools and strategies to manage shocks and stressors:

• Aircraft incidents: Arlington Municipal Airport benefits from highly experienced and qualified staff. The staff include an airport manager, an operations manager, two operations specialists, and an office manager. Airport staff have implemented an emergency plan that provides continuity of operations and safety planning for aircraft incidents to resume daily operations quickly. In addition to the emergency plan, Arlington Municipal Airport has emergency equipment for any crashes or accidents and fire support across the street from the airport.
• Severe weather: When the airport experiences high winds with the potential to damage or move aircraft, airport staff communicate via email to all tenants to ensure aircraft are secured, all hangar doors are closed, and equipment has been safely relocated.
• Communications: All staff at Arlington Municipal Airport have communications cards that provide them with telephone priority access. Because phone lines will be clogged during an emergency and can impact communication and incident response, staff use these cards to maintain contact. In addition, airport staff keep cards on their person with all relevant emergency phone numbers and contact information for emergency and maintenance personnel.

• Airport network: The Washington Airport Management Association (WAMA) is a vital resource for staff at Arlington Municipal Airport. Staff use WAMA to obtain information on airport operations, resilience strategies and resources, and other tools.

Lessons Learned

Based on challenges from previous incidents, airport staff at Arlington Municipal Airport identified the following best practices to better prepare for future shocks and stressors:

• Aircraft incidents: Arlington Municipal Airport conducted its first practical exercise several years ago for a major aircraft incident. The exercise involved a complete mock-up of the aircraft fuselage and volunteers posing as victims who needed triaging. The exercise incorporated the local fire department and police department, and airport staff invited personnel from other regional and local airports to participate and observe the exercise. Following the exercise, airport staff held an after-action meeting to discuss strategies, lessons learned, and best practices. In addition, Arlington Municipal Airport conducts annual tabletop exercises and an annual review of its emergency plan.

Future Challenges

The primary future shock that staff at Arlington Municipal Airport are preparing for is a major fault line off the coast of Oregon and Washington that is expected to shift drastically; this event is expected to be a nine on the Richter scale, causing massive damage to the West Coast. Experts predict a high number of casualties and significant property and environmental damage. At the time of this interview, Arlington Municipal Airport was preparing for an exercise known as Cascadia Rising. Cascadia Rising is a multistate and multiagency national-level exercise that took place in June 2022 and focused on the major rupture along the Cascadia Subduction Zone. The focus of many GA airports in the region is planning for this potential event because of its projected size and impact; this is likely to be the ultimate pressure test of resilience for Washington State. As part of the planning efforts to combat this potential incident, Arlington Municipal Airport signed a memorandum of understanding with the Washington Department of Defense to use the airport as a staging area and a secondary location to store equipment, FEMA trailers, and base personnel.

Desired Future Improvements

Airport staff identified a project Arlington Municipal Airport was tracking to develop the first entirely electric airplane. The model is being engineered from the ground up, and Arlington Municipal Airport is currently involved in high-speed testing in preparation for its first flight. Because of its use of lithium batteries, any incident involving this type of plane would necessitate a unique set of firefighting techniques, which airport staff are interested in researching and developing. In addition, Arlington Municipal Airport is interested in obtaining a quick-response rescue firefighting vehicle to keep on the field and potentially training its operations specialists to use the vehicle.

Summary of Findings

• Arlington Municipal Airport’s primary shock experiences currently include aircraft crashes and accidents, both major and minor.
• To improve resilience and preparedness for these potential incidents, airport staff conduct annual tabletop exercises and a practical exercise to train all relevant stakeholders on strategies to mitigate the impact of incidents on airport operations.

• Arlington Municipal Airport is preparing for the primary future challenge involving the potential shift of a major fault line along the Washington and Oregon coast, severely impacting communities, businesses, and airports throughout the region.
  • Significant planning is underway to prepare for this potential event as effectively as possible.

Applicability to Toolkit

Issues related to aircraft incidents and weather events have impacted GA airports nationwide. Arlington Municipal Airport provides a case study covering a variety of shocks and stressors that can potentially disrupt airport operations. This case study outlines potential solutions and best practices for improving airport resilience against these shocks and stressors, responding quickly and effectively to emergencies, and maintaining day-to-day operations. The tools, strategies, and best practices provided in this case study directly impacted the efficacy of the Self-Directed Resiliency Toolkit.

Source: Arlington Municipal Airport Manager, David Ryan

Chennault Airport

Airport Background

Chennault International Airport (CWF) is in Lake Charles, Louisiana (FAA Region ASW). The Chennault International Aviation Authority manages the airport and its seven-member board of commissioners. In addition to private tenants, other stakeholders include the National Guard, the Coast Guard, and any other agencies that would use the airport as a staging ground during a natural disaster. Voted Louisiana Airport of the Year in 2021, Chennault International Airport management embraces change in preparing for shocks and stressors for continued resilience. Since this airport relies on the taxpayer for funding, airport management spends significant time and resources on marketing to ensure the community understands its importance to the area.

Airport History

Chennault is near the Port of Lake Charles, Port Charles Rail, and the I-10 highway. Named after Lt. General Claire Chennault, a member of the famous Flying Tigers, Chennault International Airport was originally purposed as a World War II military air base and school for U.S. fighter pilots; later, it was also used as a training ground for military bombers. Today, Chennault has been designated a noncommercial airport with GA and military operations. Chennault is a primary employer in Lake Charles, Louisiana, employing nearly 1,500 people directly at the airport and indirectly supporting almost 3,000 jobs. The airport is also home to emergency services, educational programs, maintenance and repair, and several other businesses in the Chennault business park, including the following:

• Aerospace firm Northrup Grumman;
• FBO Million Air;
• Masonite/Louisiana Millwork;
• Aircraft interior completion firm Citadel Completions;
• Aircraft refinishing company Landlocked Aviation Services;
• Construction company Planet Construction;
• Trucking school CDL Mentors; and
• Electric cooperative Jeff Davis Electric, Co-op.

Shocks and Stressors

Chennault International Airport experiences the following shocks and stressors:

• Weather events: Airport staff reported the primary shocks they manage are tropical storms and hurricanes. The airfield was directly hit by two hurricanes in 2021, resulting in $130 million in damage. After the storms, the airfield was forced to run from generated power for almost 45 days. Every facility on the airfield experienced damage and, as a result, will be rebuilding into 2023. The airport was resilient in response to the hurricanes, reopening airport operations within 1–2 h of each storm’s end. During these emergencies, the airport was the home base for emergency services, hosting the U.S. National Guard, FEMA, the Louisiana DOT, the Blue Tarp Program, and more than 1,200 emergency response personnel.

Current Practices and Resources Available

Airport staff emphasized the importance of building strong relationships with other GA airports similar in size and operational scope to Chennault International. In addition, airport staff mentioned their close working relationship with the Louisiana DOT, which is particularly important to leverage during hurricanes. Airport staff use the following additional resilience tools and strategies to manage shocks and stressors:

• Severe weather: Airport staff have installed generators in the event of power outages from tropical storms or hurricanes. However, staff have identified the need to replace these generators with units that can run for more extended periods. In addition, airport staff developed a checklist and operating procedure to notify tenants of potentially dangerous weather events and convey to tenants steps the airfield is taking to prepare.
• Airport management: Airport management at Chennault reported the importance of having a vision. The airport manager shared the value of being a cheerleader for the airport, the airport staff, and the voice of the airport in the community. Chennault airport is a success because of its command-and-control system of leadership and organization, and the efforts of airport management to keep the conversation on Chennault and its value to the community are ongoing.
• Community outreach: Chennault International Airport sees itself as the gateway to its community and provides direct and indirect benefits to its community. The airport is the site of several community events, including an annual balloon fiesta, a 2-day air show with a flight demonstration from the Blue Angels, a truck fest, and nightly drive-in movies. The airport also hosts families and their children for aviation career days to expose young community members to the benefits of an aviation career. Chennault airport staff understand that the airport’s community connection is valuable—without the support of the community and its tax millage, the airport would cease to exist.
• Branding: The success of Chennault airport is even more apparent because of its strong branding message. The airport website and social media highlight a unified message that the airport is capable, offers low operating costs for new business, supports strong business incentives for Louisiana economic development, and centers the airport as a critical asset for its region. Chennault International has strong and advertised values, mission, and vision statements. Its vision statement is “to maintain a safe and positive work environment for all Chennault personnel, who provide benchmark services and facilities to attract businesses and jobs and become a hub for aerospace operations with a global impact.” (Source: Chennault International Airport Director of Maintenance.)
• Security: The airport prioritizes security with complete camera coverage on the airfield and a wireless access gate providing 24/7 control of the airfield.
• Economic development: Chennault International Airport Authority is proud of the economic development it provides for its community and region as the third-largest economic producing

• airport in Louisiana. One of the keys to Chennault’s success is its low-lease rates supported by its tax millage, bringing more than $410 million in economic output to its region (American Press 2024). The Chennault International Airport web page highlights the many benefits of choosing Chennault as a business location, including tax incentives, foreign trade zone benefits, industrial tax exemption, and more.

Lessons Learned

Based on challenges from previous incidents, airport staff at Chennault International identified the following best practices to better prepare for future shocks and stressors:

• Severe weather: Airport staff have developed a Tropical Storm and Hurricanes Standard Operating Procedure (SOP). Airport management maintains this SOP that lays out plans to be followed in a hurricane or tropical storm to preserve human life, property, and a return to regular airport operations. It defines the level of a given emergency based on present conditions and lays out airport staff responsibilities in the event of this type of emergency.
• Communication: Chennault International Airport is proud of its robust website and social media presence. The airport communicates with its community and stakeholders via videos on LinkedIn, Facebook, and its web page.
• Emergency services: Airport management reports Chennault’s history of working with local agencies and emergency services personnel to develop synergy in planning current operations and future shocks and stressors.
• Financial preparedness: Airport management at Chennault reports their belief in the importance of overcoming a status quo mentality and embracing growth and change. Chennault’s airport staff believe in making calculated financial risks to build resilience and plan for the greater good.

Future Challenges

The primary challenge for Chennault International Airport going forward, given its location, will be its resilience efforts to respond to and recover from significant storm events. This resilience will take the form of airfield improvements and repairs and a continuation of fostering relationships with the local emergency management community. These shocks and stressors threaten resilience at Chennault International, and staff continue to outline strategies and tools to combat this challenge moving forward to maintain regular operations.

Desired Future Improvements

• As a primary staging area for catastrophic events, the airport is significant in managing hurricanes and natural disasters. Airport staff at Chennault International are currently in the process of building an Emergency Operations Center and a National Guard Readiness Center while continuing their recovery from Hurricanes Laura and Delta in 2021. The airport views the construction of these facilities as significant to their resilience to future disasters.
• Airport management report there are some blighted properties adjacent to the airport. In the continued growth and development of Chennault International, airport management is considering how this area can be cleaned up and redeveloped in the future.
• There are currently no readily available retail, food, or convenience store options to support the operations at Chennault International. The airport is aware of the development needed on Legion Street adjacent to the airport. Additional planned development at the airport, such as a fishery, a golf course, and a National Guard Readiness Center, means continued community development will be needed to support current and future growth.

Summary of Findings

• Given the frequency at which Chennault International Airport manages significant storm events, airport staff have developed the best plans and procedures to manage these disruptive events.
• Continued engagement with the local emergency management community remains vital for this airport to manage severe weather incidents.
• Airport managers suggested that a checklist to help inform leaders at various levels on how to prepare, respond, and recover from hurricanes would be helpful to the toolkit.
• The airport continues to welcome change to stay resilient and relevant in its community, state, and region. Airport management at Chennault reports that the willingness of airport staff to embrace change is key to their overall success. A favorite quote that Chennault often connects with the operations at their airport comes from General Eric Shinseki, “If you don’t like change, you’re going to like irrelevance even less.”
• Chennault International Airport is an excellent example of an airport well situated for growth now and into the future. This is due in no small part to the visionary outlook of the airport’s present leadership.

Applicability to Toolkit

Chennault International Airport provides a case study covering shocks and stressors that can potentially disrupt airport operations, mainly from tropical storms and hurricanes. This case study outlines potential solutions and best practices for improving airport security for staff and tenants while minimizing disruptions to service. The tools, strategies, and best practices provided in this case study directly impacted the efficacy of the Self-Directed Resiliency Toolkit.

Sources: Chennault International Airport Executive Director and Chennault International Airport Director of Maintenance

Phoenix Deer Valley Airport

Airport Background

Phoenix Deer Valley Airport (DVT) is a city-owned public airport in Phoenix, Arizona (FAA Region AWP). It is one of the largest and busiest GA airports in the United States; in 2020, Deer Valley completed over 400,000 operations, making it the fifth busiest airport globally by aircraft movements and the busiest GA airport globally. The airport covers 914 acres and has two runways, 901 based aircraft, one flight school, an FAA control tower, and an on-site FBO. Because of FBO traffic, airport staff are currently planning for the construction of a new 60,000-ft² hangar. Major tenants include the Arizona Game and Fish Department and the Phoenix Police Department Air Support Unit.

Phoenix Deer Valley has successfully built strong relationships with the local community. Deer Valley has an observation deck that is open to the public free of charge, and educational signage is placed around the airport to inform visitors about Deer Valley’s operations and history in aviation. The signage denotes critical landmarks around the airport, for example, the FAA control tower. Airport staff also visit local schools to speak about aviation and Deer Valley operations.

Shocks and Stressors

Deer Valley experiences the following shocks and stressors:

• Human pandemic: The beginning of the COVID-19 outbreak in 2020 led to a sharp drop in flight school students and an initial drop in overall flight activity, which caused an initial dip in the airport’s revenue. Although corporate aircraft numbers have doubled in the last 2 years,

• airport staff had to develop and implement robust resilience plans. These plans have allowed Deer Valley to remain open and staffed at prepandemic levels, while ensuring the health and safety of staff, tenants, and other on-site stakeholders.
• Severe weather: The Phoenix area experiences yearly monsoons coinciding with high winds and significant amounts of dust. The winds have been strong enough to lift airplane hangars several inches off the ground in past years. These weather events can majorly disrupt airport operations and can put the safety of staff, tenants, and equipment at risk.
• Personnel issues: Airport staff noted difficulty filling positions within the airport with sufficiently qualified and experienced personnel.

Current Practices and Resources Available

Airport staff use the following additional resilience tools and strategies to manage shocks and stressors:

• Human pandemic: Deer Valley implemented several strategies for maintaining airport operations while accommodating health and safety concerns of tenants and staff, such as authorizing electronic signatures, building a drop box outside the terminal to submit paperwork remotely, and transferring meetings to a virtual space.
• Severe weather: Disruptions to airport operations due to weather events such as high winds and monsoons prompted airport staff to begin drafting and fleshing out the continuity of operations plans.
• Changes in airport service: To accommodate evolving airport service priorities and challenges, Deer Valley will be updating its airport master plan several years ahead of its original schedule. The master plan will include strengthened runways and taxiways and wider taxiways and taxiway connectors.

Lessons Learned

Based on challenges from previous incidents, airport staff at Deer Valley identified the following best practices to better prepare for future shocks and stressors:

• Human pandemic: In response to the COVID-19 pandemic, Deer Valley staff developed a more formal and thorough continuity of operations plan, including a codified succession plan. The continuity of operations plan outlines measures to keep staff safe, including virtual meetings, social distancing protocols, masking protocols, and cleaning and sanitization protocols. One of the most significant pandemic-related challenges was staffing and staff safety; airport staff outlined the efficacy of using colleagues from other airports within the Phoenix airport system.
• Severe weather: Deer Valley worked closely with the National Weather Service representatives to develop a notification system for weather events. Following a notification from National Weather Service about an impending weather event, airport staff disseminate the information to airport stakeholders through a distribution list. Following a weather event, the airport operations team surveys the airport and notes any areas of concern for further action.
• Personnel issues: In the past, the City of Phoenix bundled Deer Valley–specific job postings with other airports within the Phoenix airport system. To hire staff with the necessary experience, qualifications, and skills more effectively, Deer Valley now customizes job postings to be specific to the airport’s needs and preferences.

Future Challenges

Deer Valley Airport is experiencing a shift in its operational priorities; the airport is moving away from high flight training activity toward increased jet and corporate traffic. As such, airport

• Municipal staff have also participated in a “GA Airport Roundtable” that included Madison Municipal Airport and Anderson Municipal–Darlington Field.

Lessons Learned

Based on challenges from previous incidents, airport staff at Madison Municipal Airport identified the following best practices to better prepare for future shocks and stressors:

• General: Airport management has developed scenario-based templates and how-to guides for everyday tasks around the airfield to ensure continuity of operations and to better manage turnover in employees.
• Technology: Airport management uses drone technology for mapping airport how-to guides. This allows airport staff to map airport layouts, air-show layouts, utility layouts, and more, and then send them to an engineer for further use. Willingness to use new technology enhances Madison Municipal Airport’s resilience.
• Transfer of knowledge: Airport management is aware of the great deal of institutional knowledge that more experienced airport employees, managers, and pilots bring to the airport. The airport staff is committed to documenting this knowledge and airport history by documenting everything possible on paper.
• Communication: The airport has learned the value of increased communication with its stakeholders and community. By explaining its history, why it exists, and its value as a public service, the airport helps maintain its future. The airport has increased its social media presence and reaches out to the tourism board in Madison and local businesses. Madison Municipal Airport staff use a digital media program called Yodeck to post pictures and event notices on in-terminal television screens. This software is also used to post Automated Weather Observing System updates and important need-to-know information for pilots. The airport also uses text messaging and Facebook social media to stay in communication with stakeholders. The airport keeps a record of emergency contact information for all tenants and updates this information annually.
• Self-sufficiency: Airport management has set the airport up for resilience through self-sufficiency. The airport is set up for 24/7 self-serve refueling and security systems that can be monitored from a distance day and night.
• Financing and loans: Madison Municipal staff have developed a financing program for airplane hangars. Airport staff have capitalized on staff knowledge of banking to develop a lease-holder improvement loan program with a local bank to help plane owners to purchase hangars that they otherwise may not have been able to. A guide on this process was developed for current and future airport staff.
• Emergency services: The airport has learned from previous incidents that understanding emergency contacts is key before, during, and after a critical incident. Airport management makes it a point to educate local emergency services personnel on emergency management, giving presentations to local stakeholders on what not to do during and after an emergency. Airport management has cultivated relationships with local emergency management personnel, including holding a fish fry event to bring these critical first responders to the airport to discuss landing zones and formal emergency training.
• Media relations: Airport staff have learned from previous incidents that understanding how the local media may respond is key in an emergency. The airport has installed fencing to control access points at the airport, keeps and maintains updated SOPs on what to do in the event of an emergency, and has plans in place to have an officer at the airport gate when an incident arises to limit media access to the airfield.
• Leadership: The key to Madison Municipal’s success is leadership from above. Airport staff stated that a solid airport director is a key to the success of an airport. The right airport director

• can make a difference with passion and wanting to see things go right. According to airport staff, the “great resignation” is due to a lack of appreciation. The right airport manager can help limit attrition and turnover by helping staff feel supported.

Future Challenges

Madison Municipal Airport staff emphasized the need for additional grant funding to lower staff turnover, which causes instability on the airfield. In addition, as there becomes a push for more sustainable airfield operations going forward, staff also noted grant funding would be vital to ensure they can accommodate electrical plans. Airport staff also discussed the lack of federal guidance on hangar leases at GA airports. Madison Municipal has 37 private hangars; they own the land but not the hangars themselves. Airport staff stated that the FAA came up with a clarification on hangar use, but this does not include rules for non-flying aircraft. Many airports have pilots using hangar space to store non-flying aircraft, limiting the number of new and flying pilots the airport can bring in as a source of revenue. Airport staff voiced that they would like the FAA to take a clearer position on hanger use as it would help GA airports enforce rules and keep hangar revenue and the resulting profit of flying aircraft.

Desired Future Improvements

Airport management stated that the airport is hoping for a longer runway in the future to meet continued growth alongside the restructuring of airport utilities for both future growth and redundancy. Many airports put utilities in for just the project they are working on. Unfortunately, no future vision is associated, and the extra costs do not allow the utility installation. Airport management stated that Madison Municipal Airport is a perfect example of years of placing utilities only when needed rather than for growth. This does not allow for cheaper growth, redundancy such as centralized backup power, or easy infrastructure upgrades.

Summary of Findings

• Madison Municipal Airport faces economic instability, leading to hiring and personnel challenges. As a result, airport management continues to work with the community to ensure it is adequately funded with the resources to manage any disruptions, including inclement weather, safely.
• Airport management suggested that instruction for enforcing non-flying aircraft policies and hanger lease guidelines would be helpful additions to the toolkit.

Applicability to Toolkit

Madison Municipal Airport provides a case study covering a variety of shocks and stressors that can potentially disrupt airport operations, including economic instability, hiring and personnel concerns, and disruptive weather events. The tools, strategies, and best practices provided in this case study directly impacted the efficacy of the Self-Directed Resiliency Toolkit.

Source: Madison Municipal Airport Manager

Alaska Division of Statewide Aviation

Airport Background

SWA falls under the Alaska DOT and Public Facilities and is responsible for the policies and programs that develop, manage, and operate the 235 airports within the rural aviation system. Alaska’s geography and terrain have rendered many communities inaccessible via the road and

• Personnel issues: Following union negotiations, SWA staff recently authorized raises for airport staff throughout the rural aviation system to retain experienced and qualified personnel.

Lessons Learned

Based on challenges from previous incidents, airports within the Alaskan rural aviation system identified the following best practices to better prepare for future shocks and stressors:

• Climate change: Understanding the climate challenges in a given area and obtaining the correct equipment to deal with those challenges is the most important tool for countering the constantly evolving threats presented by climate change. When planning for new airports or changes to existing airfields, SWA staff noted that the most crucial consideration is the foundation for the airport. Building the airport foundation correctly the first time to counteract the best potential climate change challenges is crucial to the success of that airport’s operating capability.
• Communication: The most crucial best practice to improve resilience against shocks and stressors is strong communication and relationship-building among airport staff and the local community. SWA leadership meets with aviation planning staff within the division biweekly to discuss significant events and upcoming planning challenges. SWA staff emphasized mentoring younger, less experienced airport operators and passing down institutional knowledge gained from real-world experience.
• Airport inspections: To increase the efficacy and ease of airport and equipment inspections, SWA staff easily put digitized inspection programs on tablets for any inspector to execute. This increased the number of staff that could correctly perform a full or partial inspection of SWA assets, which improved those assets’ maintenance, upkeep, and performance.

Future Challenges

The primary challenge for GA airports in Alaska is climate change’s dynamic and evolving threat. The effects of climate change can further complicate and increase the obstacles presented by Alaska’s weather and geography. Issues such as melting permafrost and rising sea levels threaten the existence of GA airports throughout the rural aviation system. At the same time, local communities have expressed their desire to remain in those threatened areas. As they continue to develop and expand, these challenges can majorly and drastically impact the entire aviation system, impacting hundreds of communities that depend on aviation to sustain their livelihood.

Desired Future Improvements

SWA staff identified the continued development of a resilience plan as a primary goal to be more proactive about countering emerging threats rather than adopting a day-by-day approach to shocks and stressors. Although airport staff throughout Alaska’s rural aviation system demonstrate a high level of resilience daily, the complex and constantly evolving challenges presented by the state’s environment necessitate more formal, codified resilience planning. In addition, SWA staff expressed interest in further research and development of electrical and vertical takeoff and landing systems, information-collecting drone technology, and more evolved imagery and data to support future planning efforts.

Summary of Findings

• Airports throughout the rural aviation system exhibit high levels of resilience and flexibility, particularly against weather- and climate-related incidents.

• Airport operators are trained and experienced in adapting to sudden shocks and stressors and modifying flight operations to continue to serve local communities when these shocks and stressors impact standard service.
• While day-to-day resilience is strong throughout GA airports in Alaska, developing formal resilience plans to counter future threats and improve the system’s overall efficacy is a priority for SWA staff and leadership.
• Relationships and strong communication among airport staff and local communities are crucial for resilience planning. Adapting communications to fit the needs of specific communities is a vital best practice, particularly in an environment where communities rely on GA daily.

Applicability to Toolkit

Alaska’s rural aviation system provides a uniquely complex case study covering a variety of shocks and stressors that can potentially disrupt airport operations. Issues related to severe weather events have impacted GA airports across the country. This case study outlines potential solutions and best practices for improving airport resilience against dynamic weather and environmental threats while maintaining day-to-day operations. The tools, strategies, and best practices provided in this case study directly impacted the efficacy of the Self-Directed Resiliency Toolkit.

Source: Operations Manager for the Division of Statewide Aviation