Managing a Flight Diversion with an Emergency Response at Small, Non-Hub, or General Aviation Airports (2023)

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

63   The following airports are highlighted as case examples in this synthesis and bring knowledge gained from managing and mitigating flight diversions associated with incident and emergency response in collaboration with their respective mutual aid networks: • Dane County Regional-Truax Field, Madison, WI SH • Punta Gorda Airport, Punta Gorda, FL SH • St. John’s International Airport, Newfoundland, Canada NH • Lincoln Airport, Lincoln, NE NH • Rick Husband Amarillo International Airport, Amarillo, TX NH • Iqaluit International Airport, Iqaluit, Nunavut, Canada GA • Flying Cloud Airport, Eden Prairie, MN GA/R Small Hub Airports Dane County Regional Airport-Truax Field, Madison, WI (SH) • Level and type: Incident level and Numerous gas and go flights • Diversion dates: June 12, 2021 • Causal factors and diversion type: Weather • Compounding conditions: Multiple diversions with limited gates and parking • Size of aircraft involved: Small and large commercial aircraft • Interview sources: Michal P. Junik, Airport Operations Supervisor, and MSN’s website Airport Information: Dane County Regional Airport-Truax Field (MSN) is a joint-use civil- military airport located approximately 7 miles northeast of downtown Madison, Wisconsin. The airport is NPIAS-designated with current enplanements of 1,043,185. The Wisconsin Air National Guard 115th Fighter Wing and Wisconsin Army National Guard operate from this airport. The airport is considered a department of Dane County and is led by the County Executive, an airport director, and the Dane County Airport Commission. The Airport Operations Department is led by eight airport operations supervisors who manage the day-to-day operations and oversee approxi- mately 70 to 80 additional personnel that work in airfield and terminal operations positions. The airport has formal agreements with the Dane County Sheriff’s Office to provide law enforcement personnel on site and joint-use agreements to obtain ARFF capabilities from the 115th Fighter Wing. Its FBO and TSA both operate 24/7. Diversion Planning: As a Part 139 airport, MSN has developed an AEP to manage emergencies associated with diversions, among other things. The airport also includes provisions for diversions in its tarmac delay contingency plan; however, the airport is in the process of updating this plan to become more of an irregular operations plan. The new operations supervisor has found that C H A P T E R 6 Case Examples

64 Managing a Flight Diversion with an Emergency Response at Small, Non-Hub, or General Aviation Airports MSN needs a plan that formalizes cooperative planning among various stakeholders, provides more broad applications beyond aircraft delays, and focuses on the planning before and recovery from IROPS situations like diversions. MSN also has an international diversion plan as well as a stand-alone diversion checklist that is accessible in paper copy binder format and in PDF form avail- able on iPads. This checklist is provided in Appendix C. They do not have a formal written Family Assistance Plan but are assessing how to leverage their limited accommodations. They do have passenger care provisions and store distressed passenger support items (e.g., pillows, blankets, water bottles, etc.). Other planning efforts by MSN include pre-designating CBP hold areas and ensuring concessionaires are well-stocked and are on-call after hours. MSN does not train specifically for diversions; however, the airport’s operations supervisor has recently taken ACI World’s Online Learning Centre’s “Airport Irregular Operations (IROPS)” course and has reviewed ACRP Report 65 and ACRP Report 153 as a first step in updating and revising plans associated with diversions and delays. He is seeking ways to future-proof the airport and improve overall airport resiliency when confronted by irregular and emergency situations by ensuring that all industry best practices are included in irregular planning efforts, including diversion events. In terms of capacity, MSN has two common-use gates, remote aircraft parking for 12 aircraft with additional space for emergencies, remote aircraft fueling, available personnel for security escorts, and a computerized message dissemination system. In terms of diversion-related equip- ment, MSN has two airport stair trucks and has access to airline- and FBO-owned airstairs. Diversion Tracking, Notification, and Communication: MSN typically receives diversions from O’Hare International Airport and Minneapolis-St. Paul International Airport. The airport uses a variety of technology applications to track potential diversions to MSN, including Flight Aware and Ariva. The platform used depends on the preference of the operation manager on duty. Formal noti- fication of an incoming diversion comes either from ATC dispatchers or from air carriers, either in advance of a diversion or when an aircraft touches down on the runway. MSN is typically notified via phone or email with flight information and intentions. MSN uses the Passur Airport Commu- nicator Platform to communicate within the airport and among mutual aid and network partners. MSN has a social media presence, and all communication is handled by its Director of Marketing and Communications for both emergency and marketing purposes. In addition, MSN has also constructed a new EOC facility, but it had not been activated at the time of this publication. Mutual Aid and Network Partners: The airport is located 4 miles from the closest Dane County Firehouse, which provides ambulance and medical service through a formal agreement. Addi- tional law enforcement beyond the airport’s capabilities is provided via an agreement with the Dane County Sheriff’s office. The airport is 7 miles away from the nearest hospital, but no formal agreement has been made between the airport and them. The airport’s tarmac delay contingency plan identifies concessions as a partner in delay and diversion situations, but no formal written agreements with them are currently in use. However, both concessions and the TSA communicate well with the airport and ensure they have proper staffing available when situations warrant it, and they are forthcoming with information if issues arise. The Red Cross is also identified as a network partner in the airport’s AEP, but not in its contingency plan. For international diversions, MSN has a CBP hotline to call to ensure the aircraft is pre-cleared but is looking for additional ways to collaborate with the CBP to create plans to effectively manage both multiple international flights and international flights that arrive after hours. In addition, MSN would like airlines to share their contingency-related plans with them as well. The airport is developing MOUs with each of its various mutual network partners, so the airport has an a la carte system for assistance as needed. Diversion-Related Information and Experience: On June 12, 2021, six aircraft from four dif- ferent airlines (three from Envoy, one from Republic, one from Skywest, and one from American

Case Examples 65   Airlines’ main line) were diverted to MSN from O’Hare International Airport because of strong thunderstorms and wind, and when all these gas and go flights arrived, MSN only had four aircraft parking spots available to serve these aircraft. MSN communicated with Envoy’s ground handlers so that they could coordinate the flights as efficiently as possible to ensure that none of the aircraft remained on the tarmac beyond 3 hours. MSN also coordinated with its FBO, Wisconsin Aviation, who called in extra personnel to manage the amount of jet fuel needed to refuel the six aircraft. All flights were refueled and departed from MSN in under 3 hours and all regularly scheduled flights were able to land and take off during this time as well. However, this multiple-flight diversion event revealed the need to plan more proactively with air- lines to communicate upcoming capacity issues associated with the airport’s new South Terminal construction. As a result, the airport talked with its station airlines’ dispatchers about ramp and movement area limitations because of construction to come and received assurances that these limitations would be considered in diversion-related decisions for the foreseeable future. This event also revealed that more coordination among mutual aid and network partners is needed and that more collaborative training would be helpful as well. The AAR from this event revealed the following: “If technological devices (e.g., iPads) are antici- pated to be a primary tool in managing, documenting, and keeping up with an event, ensure devices are properly configured to ensure resources are readily available before a diverted flight arrives. Also, flight diversions can be more effectively managed when airport operations personnel are familiar with ground crew operations. Lastly, thorough documentation and time keeping ensures that no aircraft exceeds the tarmac delay time limitation per U.S. DOT rules.” Punta Gorda Airport, Punta Gorda, FL (SH) • Level and type: Incident, multiple diversions • Diversion date: December 30, 2018 • Causal factors: Thick fog • Compounding conditions: After hours • Size of aircraft involved: Large commercial aircraft • Interview sources: Ray Laroche, Director of Operations and Maintenance and PGD’s website Airport Information: Punta Gorda Airport (PGD) is a public airport located 3 miles east of Punta Gorda, in Charlotte County, Florida. It serves Florida’s southwest coast between Sarasota and Ft. Myers. It receives a lot of spring break traffic during March and April and it also regu- larly contends with special events (e.g., college sports weekend travel). The airport is an NPIAS- designated small hub airport with current enplanements of 787,022. It is owned by the Charlotte County Airport Authority, run by five board commissioners. The airport’s daily operation is managed by a director of operations and maintenance who oversees approximately 53 staff members as well as an FBO general manager who oversees approximately 26 personnel. Low- cost carriers Allegiant (year-round) and Sun Country (October through April) operate from the airport. Diversion Planning: The airport plans for most of its diversions via its IROPS plan but manages medical and other emergencies through its AEP. Most of PGD’s diversions come from low-cost airlines that service PGD as well as nearby St. Petersburg, Sanford, and Ft. Meyers. Challenges associated with diversion planning include the fact that the airport does not have a 24/7 tower or CBP facilities, has only 10 RON commercial ramp spaces, and is limited to Airbus A321-type and below per ground-service equipment limitations. However, all the airport’s eight gates are under common-use leases to air carriers and are controlled by the airport, so PGD can make these gates available to an air carrier seeking to deplane at a gate to the extent practicable.

66 Managing a Flight Diversion with an Emergency Response at Small, Non-Hub, or General Aviation Airports PGD trains regularly for emergencies with other mutual aid organizations to maintain their Part 139 certification, but does not train specifically for diversion events. However, PGD has a learning culture and when staff members attend conferences or workshops, they share insights and lessons as the airport is continually improving its operational response. The airport believes that the key to successful diversion management and ensuring resiliency is proper planning, specifically focusing on regular communications with mutual aid and network partners and making sure contact information is current. The airport also uses an after-action dis- cussion with all stakeholders, called a “hot wash,” to obtain lessons learned so they can continually improve. PGD is part of the Florida Airports Council and has access to this network for training opportunities and knowledge transfer. Diversion Tracking, Notification, and Communication: Currently, PGD does not have an operations center, but it hopes to have one in the future. For now, it handles all communications related to diversions via various technologies such as Flight Radar for tracking potential diverted flights and a new virtual tower technology called Virtower (virtower.com) that many of the air- ports in Florida are now using, which enables Virtower customers to track operations and gates and parking status to help determine real-time capacity. Mutual Aid and Network Partners: Charlotte County Fire and EMS operates an ARFF sta- tion (Firehouse #7) located at the northwest corner of its airfield and has two ARFF trucks and EMS staff. The airport has formal agreements with Charlotte County to provide ARFF service and uses its multiple fire stations equipped with ambulances for ALS response. Law enforcement beyond the airport’s capabilities is provided by the Charlotte County Sheriff’s Office via an Off- Duty Detail contract. The airport is 4.3 miles away from the nearest hospital. Allegiant will soon be taking over the airline’s currently contracted ground services and they will have “call-in-staff” that will work with the airport staff during diversion events that exceed the airport’s capabilities. The airport has been challenged with providing ground transportation during diversion events and has added ground transportation companies to its mutual aid network. The airport noted that their county is very active and has worked with 10 to 15 different third- party services for rapid emergency response that is GPS-based so that dispatchers can monitor responders’ locations on their smartphones. PGD has found that this access has improved mutual aid coordination and communication. Diversion-Related Information and Experience: PGD occasionally receives gas and go diver- sions from Allegiant from Sanford Airport or St. Petersburg Airport because of daily afternoon thunderstorms throughout most of the year. The main challenge they encounter is receiving multiple diversions at one time. In some instances, four to five diverted flights show up at the same time as regularly scheduled flights, making it challenging to manage all the traffic. One of the biggest issues the airport faces when this happens is providing enough buses to transport diverted passengers off-airport. Occasionally, PGD will receive a medical emergency and when this happens, PGD receives notification from the ATC or a pilot and, depending on the severity, it either calls its ARFF or reaches out to County Fire for support. It uses its mapping technology to know exactly where emergency response is needed and therefore which firehouse to call upon. ACISS Systems Inc. provides the system dispatchers use to inform first responders if there is a mass casualty event, giving them the ability to change gates. They also have a third-party mapping grid for 911 on site that provides real-time information for any medical flight challenges encountered. On December 30, 2018, three Allegiant Airline flights en route to Orlando were diverted to PGD and arrived at the airport at 12:30 a.m. Approximately 300 people remained at the airport overnight and waited for at least 2 hours for their luggage as airport and ground handler staff

Case Examples 67   are not allowed on the apron once lightning has been detected within a 5-mile radius. Allegiant typically arranges ground transportation, but because of the holiday weekend, no ground trans- portation or buses were available. Passengers had to arrange their own ground transportation and submit receipts to the airline for reimbursements. In addition, a few years ago, PGD received six widebody diversions averaging about 186 passen- gers per flight. It was during a Florida college tournament weekend and around 700 people arrived at the terminal. There were very limited ground transportation services as all rental cars were booked and the airport did not have any arrangements previously made with public transportation or school buses. It took hours for passengers to find transportation. This issue has been resolved through the addition of an on-site ground transportation provider that can call on additional assets from surrounding counties if needed. St. John’s International Airport, Newfoundland, Canada (NH) • Level and type: International flight with multiple medical emergencies • Diversion date: Sunday, January 24, 2016 • Causal factors: Weather and turbulence • Compounding conditions: Multiple injuries on an international flight after normal business hours on a weekend • Size of aircraft involved: Large commercial aircraft • Interview sources: Kirk White, Director of Operations and YYT’s website Airport Information: St. John’s International Airport (YYT) is equivalent to a United States small hub airport as it primarily serves Air Canada flights. It is located approximately 6 miles northwest of St. John’s, a city on Newfoundland Island off Canada’s Atlantic coast. The airport serves approximately 180,000 passengers annually and is considered one of the largest airports in Atlantic Canada based on civilian traffic. It is also home to Air Reserve Flight Torbay, a Royal Canadian Air Force (RCAF) transient servicing unit that provides servicing and support except for fuel to all RCAF and North Atlantic Treaty Organization aircraft upon request. Torbay Air Station is located 5 miles from YYT. The St. John’s International Airport Authority owns and operates the airport and is considered a private, not-for-profit corporation. The Authority is overseen by a 12-member board of directors and a 10-member senior management team, which includes a Manager of Emergency Response and Planning. Approximately 85 additional full-time and sea- sonal personnel work in airfield and terminal operations positions. YYT operates 24/7 and has its own Category 6 level (equivalent to ARFF Level B or C Index) fire department as well as security and medical response capabilities. The airport also has FBOs and one deicing operator on site. However, the airport does not provide any ticketing or ground services and needs to rely on carriers for those services. Diversion Planning: YYT has built resiliency into its diversion planning by developing a robust emergency plan that is coordinated with the St. John’s City Fire Department, Eastern Health Medical, and the Royal Newfoundland Constabulary. The emergency plan includes 20 different scenarios of potential emergency and security situations including aircraft diver- sions. In addition, they have an Emergency Planning Committee, which includes mutual aid agencies as well as departments within the airport that have to meet one to two times per year to coordinate with one another, share lessons learned, update key data, and plan exercises to test the airport emergency plan. YYT also uses an electronic diversion checklist that it stores and accesses on the Vortex system, which is a web-based platform used by some Canadian airports to manage daily airport oper- ations and safety management. The system was developed with airports in mind, and it can be accessed on laptops and smartphones. It features an electronic log that tracks all types of

68 Managing a Flight Diversion with an Emergency Response at Small, Non-Hub, or General Aviation Airports different diversion-related data inputs, which is then used to create AARs. It can pull data from an incident or emergency and tailor it specifically for different user types. The airport is part of a national planning group called the Canadian Airports Council, a division of ACI-NA, which advocates for policies that strengthen the ability of Canada’s airports to serve their travelers and communities. YYT also communicates with a local Airline Operations Committee that focuses on operational efficiencies, which include diversion-related scenarios. YYT conducts full emergency exercises biennially with aircraft for both security and emer- gency scenarios to comply with Canadian Aviation Regulations. Every other year they conduct a tabletop exercise, which includes the agencies that are on the Emergency Planning Committee. Diversion Tracking, Notification, and Communication: The airport’s operations center uses Flight Aware technology to track potential diverted aircraft. Formal notification of an incoming diversion comes from NAV CANADA air traffic control (FAA counterpart) and is typically communicated anywhere from a few minutes beforehand to 40 to 60 minutes prior to receiving a diverted aircraft. YYT is typically notified via phone with flight information and intentions. YYT uses an automated notification, initiated by the airport duty manager, to advise airport management. Phone calls are also initiated by the Security Operations Center to their internal emergency response resources and their mutual aid partners. YYT has a social media presence, but they do not use it for emergency situations, but rather for marketing and promotion purposes. The affected air carrier is responsible for any release of diversion-related information, as YYT can only comment on the operational status of the airport. If needed, a joint statement is coordinated between the airport and the carrier. Mutual Aid and Network Partners: Additional firefighting, law enforcement, and medical assistance are provided by the City of St. John’s when needed. The airport only has a formal mutual aid agreement with the City of St. John’s for the provision of firefighting services. The airport is located 5 miles from the closest fire department that provides fire, ambulance, and medical services. Law enforcement is provided by the Royal Newfoundland Constabulary. The airport is 5 miles away from the nearest health center. Agreements have not been made between YYT and other agencies from nearby provinces. YYT also has strong relationships with other partners such as the following: • NAV CANADA air traffic control (FAA counterpart)—this agency is responsible for provid- ing instrument flight rules and visual flight rules services to aircraft that are arriving and departing or transiting the YYT area. • Canadian Air Transport Security Authority (CATSA) (TSA counterpart)—this agency pro- vides passenger and non-passenger screening in accordance with Canadian Aviation Security Regulations. • Canada Border Services Agency (CBSA) (CBP counterpart)—this agency provides customs and immigration at YYT. The airport generally relies on air carriers to be responsible for deplaning passengers. If needed, the airport duty manager can coordinate a request to extend concessions for assistance as well. Diversion-Related Information and Experience: YYT is referred to as a small-big airport because of its location and expertise in diversions. Because of its location on the easternmost part of the continent, it is often used as the first or last stop for flights before or after crossing the Atlantic Ocean. The airport also offers overnight parking for commercial airlines on the Airport Terminal Apron. The airport considers domestic diversions to be easy to manage as they receive one every couple of weeks, particularly in the spring and summer, and these diversions are typically flights

Case Examples 69   headed to Europe. The airport generally receives gas and go, mechanical, and medical emergen- cies. When the airport receives an emergency diversion, they set up an emergency coordination center to communicate with all partners and mutual aid alongside the operations center. When this happens, staff need to perform two different roles at the same time: emergency coordination and continuity of operations. YYT’s biggest challenge is managing international diversions as this scenario can result in many people coming off a large aircraft at one time. They are used to medical emergencies where just one person, the injured one, is deplaned and the flight continues. On January 24, 2016, YYT received a diverted international aircraft with multiple medical emergencies after typical operating hours on a Sunday night. About 4 hours into the American Airlines flight from Miami, Florida to Milan, Italy, it encountered severe turbulence and the plane suddenly dropped and rolled to one side. As with all emergencies, the airport duty manager received information from NAV CANADA about this diversion. Both internal airport and mutual aid and network assistance were needed for this emergency. The need to tend to the number of passengers and crew requiring medical attention involved both internal emergency services and external 911 medical services. And because this was an international aircraft, it also required CBSA assistance. The emergency response team was notified via phone and the emergency coordination center was activated, with additional staff called in. The scenario for a medical diversion in the Airport Evacuation Plan was utilized; however, because of the number of injured, the need for more assistance was recognized. The airport’s emergency response team provided initial care with the 911 medical services providing ambulances for three flight attendants and four passengers who all needed medical attention. Since CBSA staff operate in 16-hour shifts with no backup staff available, this vital inter- national processing service is not always available 24/7. Typically, local CBSA is informed of international diversions via phone during normal operating times; however, in circumstances like this event, a call is made to CBSA Operations in the town of Gander to make callouts for staffing and services. Air Canada, an interline partner with American Airlines, arranged for buses to take passen- gers to hotels for the night. Air Canada or other airlines that operate in YYT typically provide passenger assistance. No AAR was filed for this event. Air Canada and American Airlines covered the costs of the hotels, meals, and water, so no costs were incurred by the airport for this diversion event. Non-Hub Airports Lincoln Airport, Lincoln, NE (NH) • Level and type: Various incident- to emergency-level diversions since 2012 • Diversion dates: – 2012: 1 diversion (international diversion) – 2016: 1 diversion (medical emergency) – 2017: 1 diversion (gas and go) – 2018: 3 diversions (weather and gas and go) – 2019: 4 diversions (weather and gas and go) – 2020: 3 diversions (gas and go, medical, and military) – 2021: 8 diversions (weather) – 2022: 1 diversion (mechanical emergency)

70 Managing a Flight Diversion with an Emergency Response at Small, Non-Hub, or General Aviation Airports • Causal factors: Primarily weather incidents, but also medical and mechanical emergencies • Compounding conditions: Multiple diverted flights • Size of aircraft involved: Large commercial aircraft and regional jets • Interview sources: Bob McNally, Director of Operations, and LNK’s website Airport Information: Lincoln Airport (LNK) is a commercial service civilian airport with Nebraska Air National Guard (ANG) and Army National Guard aviation units located approxi- mately 5 miles northwest of downtown Lincoln, Nebraska. The airport is an NPIAS-designated non-hub airport with 2019 enplanements of 150,214. The Nebraska Air National Guard and its 155th Air Refueling Wing operate from this airport, which has a 12,901-foot runway. The airport is owned and operated by the Lincoln Airport Authority, which is comprised of a five-member, publicly elected board of directors. Airport senior staff members include an Executive Director, director of operations, Director of Planning and Development, Director of Finance and Administration, and Director of Communications and Customer Engagement. The Authority owns or controls 5,500 acres, of which around 2,500 acres constitute airside property. The airport has a staff of 23 operations and maintenance personnel, 11 police officers, approximately 15 cus- tomer service people, and six engineering and administrative staff members. Currently, LNK is served by United Airlines with six flights per day and primarily receives United diversions. Because the Nebraska ANG provides primary ARFF response at the airport, and because of the response needed by the Air Force related to the KC-135 refueling operation, the routine response to any aircraft emergency is equivalent to an Index E response. Typically, most small commer- cial airports have Index A or B capabilities. LNK and the National Guard Bureau operate under an airport joint-use agreement that establishes the parameters under which the Air National Guard provides primary ARFF services at the airport. In addition, the ANG provides initial medical response to an emergency medical technician (EMT) level under a separate multi-agency mutual aid agreement. Under that same agreement, the local fire department provides medical and ambulance services for all emergencies. This arrangement has been in place for 25 years and, during that time, the airport, ANG, and all mutual partners have developed a collaborative culture, and all help and back up one another as needed, a key factor in the airport’s ability to remain resilient during diversion situations. The airport employs its own police officers consisting of 11 full-time officers who staff the terminal facilities on a 24/7 basis. Each officer is trained in the approved diversion procedures. These officers can call upon assistance from other local law enforcement agencies under the previously mentioned mutual aid agreement. These officers have even been trained to run aircraft-loading bridges if needed as a last resort. Diversion Planning: LNK uses an AEP for emergencies and an IROPS plan for incident-level planning. The IROPS plan addresses some non-emergency procedures while other processes are addressed in SOPs. LNK also has a Mutual Aid Plan that outlines how it works with mutual aid partners, including all local and certain state assets and personnel including fire, rescue, law enforcement, and resource providers. LNK conducts an annual review of IROPS and emergency procedures with United Airlines station managers as well as with its FBOs, Duncan Aviation and Ross Aviation. The airport also owns resources that are often needed in diversions, such as airstairs and tow bars. These resources are available to all tenants for use during diversions. LNK has been anticipating diversions related to unmanned aircraft systems and drones, particu- larly related to operations at Offutt Air Force Base located approximately 60 miles northeast of LNK. The airport has held working sessions to plan for potential diversions. To date, there have not been any diversions at LNK because of unmanned aircraft systems. Diversion Tracking, Notification, and Communication: The airport has a 24/7 communi- cations center. The airport uses a variety of technology applications to track potential diversions including FlightAware, Flightview, and Passur.

Case Examples 71   Formal notification of an incoming diversion comes either from ATC controllers or from air carriers—either in advance of a diversion or when an aircraft touches down on the runway. LNK is typically notified of emergency diversions via the Alert Notification System that connects ATCT, 911, ARFF, and airport operations. Non-emergency notifications can come from air traffic or air carriers via standard phone service with flight information and intentions. LNK uses a shared inter- agency radio network to communicate within the airport and among all mutual aid organizations. LNK has not traditionally used social media as part of irregular operations or emergency opera- tions, but they recently hired a Director of Communications who plans to implement more of this communication in the future. Mutual Aid and Network Partners: Because of the resources associated with the ANG’s ARFF capabilities, most diversions and other emergencies are addressed with on-site resources. In addition, the airport’s FBOs, Duncan Aviation and Ross Aviation, provide services to process the diversions not handled by United Airlines. The airport is approximately 9 miles away from the nearest hospital. Annual planning and triennial exercises involve all local hospitals and medical transportation providers. All local hospitals are participants in the local emergency operations plan, as is the airport. The airport’s IROPS plan identifies Tailwind Concessions as a critical player. Tailwind provides all food service concessions in the terminal and is on-call to respond as needed 24/7 in the event of a diversion where passengers need to be disembarked. TSA communicates well with the airport to ensure TSA has proper staffing available when needed and is forthcoming with information if issues arise. The Red Cross is also identified as a network partner in the airport’s AEP, but not in its IROPS plan. For international diversions, LNK contacts the CBP via cell phone to the lead agent in Omaha to ensure the aircraft is pre-cleared. Customs has advised that they will not, as a rule, respond to LNK in the event of an international diversion. Diversion Experience: Most of the diverted flights that LNK receives are considered gas and go operations and, currently, most are operated by United. Even though United currently has very bare-bones staffing, many of United’s staff, along with airport operations personnel and airport police, are experienced employees and know how to manage diversions. With the resources and capabilities of the ANG on site, the airport can provide an initial response to emergencies asso- ciated with diversions because of their long-term employees and relationships with key mutual aid and network partners. Most of the diversions that LNK receives are gas and go technical stops that are easily man- aged but can become an incident-level response effort when multiple diverted “technical stop” flights arrive at the same time. This happened in 2021 when LNK received eight diversions at one time but only had three parking spots available. It was able to manage through a lot of col- laboration and coordination. An emergency diversion situation occurred at LNK prior to the airport’s formal logging of diversion information. Therefore, this incident description is based on the memory of the director of operations and occurred before 2015. In this situation, the captain of a Boeing 757 suffered a heart attack and the first officer had to land the plane at LNK. ATCT relayed the emergency dec- laration from the aircraft to 911 and ARFF. All responding equipment, including off-site mutual aid resources, were pre-positioned at the time of the landing. Rescue equipment arrived at the aircraft in less than 2 minutes and the captain was transferred to a city ambulance and transported to the nearest hospital. One interesting note is that the first officer, though he had landed the aircraft safely, was not authorized by the airline to taxi the plane as a solo operation. The aircraft, with passengers on board, was towed to a gate at the terminal. Passengers were deplaned into the terminal, where food and drink were provided by the airport. A replacement crew arrived on

72 Managing a Flight Diversion with an Emergency Response at Small, Non-Hub, or General Aviation Airports the next scheduled United Airlines flight and the B757 departed with passengers approximately 4 hours after landing. Rick Husband Amarillo International Airport, Amarillo, TX (NH) • Level and type: Various incident- to emergency-level diversions since 2012 • Diversion dates: – August 2, 2019–Emergency stop because of a mechanical issue – August 11, 2016–Weather causes multiple flight diversions – August 31, 2015–Mid-air altercation and arrest – March 27, 2012–Medical emergency • Causal factors: Medical and mechanical emergencies and unruly passenger • Compounding conditions: Multiple flight diversions, extended delay • Size of aircraft involved: Large commercial aircraft • Interview sources: Garnett Schafer, Operations Duty Manager, and AMA’s website, media reports Airport Information: Rick Husband Amarillo International Airport (AMA) is a public air- port located just 6 miles east of downtown Amarillo, Texas. The airport is an NPIAS-designated non-hub airport with current enplanements of 355,705. The airport is operated and managed by the City of Amarillo’s Department of Aviation, which is comprised of a Director of Aviation, Deputy Director of Aviation, Assistant Director of Aviation, Airport Program Coordinator, Administrative Assistant, Airport Facilities Manager, Police Commander, Airport Operations Manager, and three Operations Shift Coordinators. AMA’s Department of Aviation is an enterprise fund of the City of Amarillo requiring no funding from property taxes, general funds of local governments, or special district taxes. Capital needs are generally met by operating surpluses, passenger facility charges, and FAA Airport Improvement Program grants. The airport has an Aircraft Rescue and Firefighting Index “B,” but Index “C” equipment is avail- able upon request. AMA maintains two 1,500-gallon ARFF trucks. It has tiedown and hangar parking space. Its primary runway was built for the USAF Strategic Air Command base and at 13,502 feet is among the longest commercial runways in the U.S. AMA’s runway is still used for military training. It also is home to two significant aviation businesses, Bell (formerly Bell Helicopter) and Inter national Aerospace Coatings, one of the largest aircraft painting companies in the world. Diversion Planning: AMA uses an IROPS plan for incident-level planning and an AEP for emergencies. The IROPS plan includes roles and responsibilities for both domestic and inter- national diverted flights. It also includes staffing and passenger provisions for both regular-hour and after-hour diversion support including extra staffing and a designated sterile area in the Administrative Wing. AMA has also identified shared equipment support for remotely parked aircraft (e.g., mobile stairs, bus transport, special needs lift, etc.). The airport has also made plans for after-hour and extended delay situations that include support from various mutual aid resources as detailed in the mutual aid and network partner section. According to their IROPS plan, AMA has an IROPS Committee that meets during quarterly Airline Tenant Association meetings. The meetings serve as a reminder of the committee’s mission: to update stakeholder contact information, to review the responsibilities of stake- holders involved in irregular operations response, to track inventory and update changes, and to disseminate information or train members on changes or updates to specific stakeholder plans or the AMA IROPS plan. Diversion Tracking, Notification, and Communication: The airport has an Airport Operations Center that is staffed around the clock. The AMA Operations Center and the airport’s FBO use flight-tracking resources including Flight Aware to maintain situational awareness. Once an

Case Examples 73   airline or the ATC notifies AMA Airport Operations of a diverted flight, the AMA Operations Center launches the Veoci Virtual EOC system to document the diversion. AMA Operations communicates flight information, airport field conditions, and any other relevant information that may have an impact on the overall operation through media releases and by issuing Notices to Air Missions as appropriate. In emergency situations that are beyond the capability of AMA, the airport coordinates with the Amarillo Area Office of Emergency Management. AMA has not traditionally used social media as part of irregular operations or emergency operations and relies on the City of Amarillo Office of Public Communications and Community Relations, which works with the AOC to monitor and post traveler advisories and information with the news media (and on social media sites) during diversion events. Mutual Aid and Network Partners: ARFF and Fire, airport operations, and police are all consid- ered part of the airport’s capabilities and are under the AMA Department of Aviation’s authority. Beyond this, AMA relies on airline ground handlers as the primary source of mutual aid equipment, with ARFF and Fire to assist with it. Its FBO is open 24/7 and provides aircraft servicing, fueling, and deicing procedures. AMA has procedures in place with its FBO to call in additional staff after normal business hours during times when AMA experiences diverted flights. The FBO also can help with aircraft parking on their ramp during diversion events. Fire Station 10, ARFF, is located on airport property and provides fire and rescue and medi- cal services. Law enforcement is provided by the Amarillo Airport Police Department and Amarillo Police Department. The airport is 15 miles away from the nearest health center, Northwest Texas Healthcare System. Ambulance service is provided by AMR and dispatched through ARFF and/or AOC. Through its IROPS plan and AEP, AMA secures additional assistance from its retail tenants, primarily equipment. It also has outlined after-hour support and extended delay situations (e.g., additional staff) from the TSA, CBP, ground transportation, FBO, and concessions. It also maintains a list of “big box” stores and hotels where they can also secure additional provisions as needed. AMA also considers the airports that are part of the North Texas Regional Network as part of their mutual aid network. This group meets regularly to discuss issues related to diversions, delays, capacity, and capability in the region. Diversion-Related Information and Experience: AMA typically receives diverted flights from major hub airports in Denver, Dallas-Fort Worth, Dallas, Houston Intercontinental, and Houston Hobby. While many of these diverted flights are commercial aircraft from one of the three pro- viders at AMA (American Airlines, Southwest Airlines, and United Airlines), sometimes flights are associated with one of their code-sharing partners or a non-station airline, which can compli- cate communication efforts if contact information is not readily known or accessible. In addition, large-scale weather events can affect several airports in the region, resulting in multiple simultaneous diverted flights to AMA. As a small airport, AMA has limited capacity and resources, with the capability to handle three diverted flights at one time to limit disruptions to scheduled service. In an extreme circumstance, AMA could support a diverted flight at each of the seven available gates. Gates at AMA are under common-use gate leases, permits, or agreements to air carriers and are controlled by the airport. AMA’s Operations Center uses the Veoci Virtual EOC system to maintain a record of each diversion event. Capacity constraints of the airport, including those associated with aircraft (gate and equipment availability) and passengers (deplaning, concessions capacity) are communicated through Passur. Aircraft that are known diversions to AMA are tracked and monitored by AMA Operations in a Diversion Log on the Veoci system. AMA coordinates with the FBO and ARFF to provide transportation, fuel, standby fire department trucks (if needed), and airstairs, among other equipment and supplies as requested.

74 Managing a Flight Diversion with an Emergency Response at Small, Non-Hub, or General Aviation Airports If a diverted flight can be handled by the airline, ATC directs aircraft to the requested gate. If the airline does not operate at AMA or if staff is not available to support a diverted flight, ATC notifies AMA Operations to request support. The FBO coordinates with the airlines to position all equip- ment in a way that maintains fuel trucks’ access to the ramp. On August 2, 2019, an American Airlines flight from Dallas to Seattle diverted to AMA because of an emergency-related mechanical issue. The ATC notified AMA Operations of the diversion and AMA used its Veoci system to notify ARFF and Fire. Additional crews were brought in from the City of Amarillo’s Fire House #7 as an extra precaution because of the number of passengers on the commercial flight. The flight landed safely around 9:00 a.m. and all 182 passengers were able to deplane using the airport’s airstair truck, which was arranged through FBO, airline, and AMA operations commu- nications. Passengers were taken to a secure area designated in AMA’s IROPS plan. The airline and FBO worked diligently on mechanical issues, however, because of the situation’s severity, American Airlines brought in a different aircraft for the continuation to Seattle. Passengers spent about 6 hours in the secure area, where they were provided with food and beverages courtesy of American Airlines. The new flight departed at 3:30 p.m. On August 31, 2015, a Southwest Airlines flight from San Diego to Chicago diverted to AMA because of a mid-air altercation. The airline pilot discussed the situation with ATC and notified AMA that the flight needed to land because of approximately 10 people fighting on the plane. The ATC requested police officers to meet the flight when it landed around 10:30 p.m. Because of the timing of the event, which occurred after typical business hours, AMA Operations notified the Amarillo Police Department as well as the FBI to provide law enforcement assistance. Once the flight landed, AMA operations directed the pilot to an available gate, where law enforcement escorted the numerous passengers involved in the altercation to a secure area for questioning. Six passengers ended up being detained and taken to the Randall County Jail. All other passengers were deplaned, and some were questioned by law enforcement. The airline provided food and water for the passengers as they waited for the aircraft to re-board. Six passengers besides the ones taken into custody decided to remain in Amarillo. The rest of the passengers reboarded and departed around 1:00 a.m. On Tuesday, March 27, 2012, a JetBlue flight from New York to Las Vegas was diverted to AMA because of a medical emergency. The captain of the flight began acting erratically and left the cockpit where he was subdued by passengers. The co-pilot locked the cockpit door and contacted the ATC to request an emergency diversion to AMA. Another captain, traveling off duty, entered the flight deck before landing at Amarillo and took over the duties of the ill captain once on the ground. AMA operations were notified of the diversion and contacted ARFF and Fire, Amarillo Paramedics, AMA’s Airport Police Department, Amarillo Police Department, the FBI, and TAC Air for support. Once the aircraft landed at Amarillo around 10 a.m., it was met by local law enforcement and the FBI, who were able to secure the captain without incident. He was transported by local ambulance for medical evaluation at Northwest Texas Hospital, which paramedics informed ahead of time. The aircraft was towed to the terminal building and the passengers were safely deplaned from the aircraft. Passengers were provided food and beverages by the airline and reboarded the flight within a few hours where they continued to Las Vegas. General Aviation Airports Iqaluit International Airport, Iqaluit, Nunavut, Canada (GA) • Level and type: Mechanical emergency • Diversion date: February 1, 2017

Case Examples 75   • Causal factors: Engine failure • Compounding conditions: Extreme cold, remote location • Size of aircraft involved: Commercial aircraft • Interview sources: John Hawkins, Assistant Deputy Minister for Economic Development and Transportation with the Government of Nunavut, media accounts, and Winnipeg Airport Services Corporation website Airport Information: Iqaluit International Airport (YFB) is located about 1.24 miles from the center of the City of Iqaluit on the southern tip of Baffin Island in Canada, which is an extremely remote community. The airport is owned by the Government of Nunavut and operated, under a 30-year contract, by Nunavut Airport Services. The company is a subsidiary of Winnipeg Airport Services Corporation (WASCO), which in turn is a subsidiary of Winnipeg Airports Authority. WASCO, in collaboration with Arctic Infrastructure Partners, provides airport management, air- port operations, facility maintenance, and technical services for the Iqaluit International Airport. YFB hosts scheduled passenger service from Ottawa, Montreal, Rankin Inlet, and Kuujjuaq on carriers such as Canadian North, and from smaller communities throughout eastern Nunavut. It is also used as a forward operating base by the RCAF as it has an 8,605-foot-long asphalt-coated runway. The airport provides Category 5 ARFF during published hours and can provide Category 7 ARFF with prior notice. The airport is classified as an airport of entry by NAV CANADA and is staffed by the CBSA. CBSA officers at this airport can handle general aviation aircraft only, with no more than 15 pas- sengers. YFB serves as a diversion airport for polar routes. The airport was expanded and refur- bished as a part of the airport’s $298.5 million improvement project in 2017 to include a new air terminal building and a new Combined Services Building for ARFF firefighting trucks and heavy equipment. The new air terminal building provides additional international holdroom capacity up to 105 passengers, expandable to 300 passengers for short periods of time if needed. Diversion Planning: YFB created a Wide Body diversion plan in 2017 that is updated annually. The plan was developed because the airport handles many diversions with widebody aircraft such as the B777, B747, A340, and A380. The plan is intended to provide guidance when an aircraft larger than the critical aircraft for YFB arrives at the airport. This document outlines ground handling (contact information and equipment on site), aircraft movement (ground marshaling, designated taxi routes, and remote stand and apron parking locations), and passenger consid- erations that may arise in the event that such an aircraft arrives at the airport, including numerous temporary passenger holding areas both on-airport (e.g., the maintenance garage, hangars, and the terminal) and off-airport (local schools, lodges, and community centers), ground transportation options, and terminal and off-airport backup catering services. Diversion Tracking, Notification, and Communication: Formal notification of an incoming diversion comes from NAV CANADA air traffic control (the FAA counterpart). The Wide Body diversion plan provides all the phone numbers needed to manage diversions including operations, ARFF on duty, station airlines, NAV CANADA, Canadian Border Services Agency (cell, office, and pager), CATSA, FBO, fuelers, city fire department, security, community services (hotels and buses), city offices, contractors, heavy equipment managers, and electricians. Inci- dents are documented through the airport’s maintenance and facility tracking system (Maximo) and through the airport’s ERP. Mutual Aid and Network Partners: Iqaluit International Airport Fire Department operates one crash tender for local fire suppression and has support from Iqaluit Fire Department located 1.12 miles from the airport when needed. Category 7 ARFF, including 2 crash tenders, is avail- able upon prior notification. Diversion-Related Information and Experience: Over the years, several international flights have been diverted to Iqaluit because of technical reasons, unruly passengers, and on-board

76 Managing a Flight Diversion with an Emergency Response at Small, Non-Hub, or General Aviation Airports medical emergencies. Most recently, a British Airways 787-900 diverted because of mechanical issues, and a United Airlines 787-900 diverted because of medical issues. On February 1, 2017, a Swiss International Air flight from Zurich to Los Angeles diverted to Iqaluit International Airport when one of its 777-300 engines shut down as it was technically designed to automatically do when a fault is indicated. The flight crew diverted the aircraft with 217 passengers on board to Iqaluit for a safe landing about an hour and a half after the engine shut down. The airport was notified of the diversion and called in ARFF resources as well as medical per- sonnel as a precaution. Once the plane landed, ground handlers initially could not turn around the aircraft on the runway. After about 45 minutes a tow tug was able to push the aircraft back onto the apron. Passengers were kept on board and the airline provided dinner, as CBSA in Iqaluit can only process international flights with up to 15 passengers. At the time of the incident, it would have taken hours to deplane and process 217 people through immigration. Swiss Air arranged for another reliever aircraft from New York to pick up passengers. Airport operations had to be resourceful and called in all school buses from the City of Iqaluit to transfer the passengers from the diverted flight to the relief aircraft. The airport only had one airstair capable of handling both the original diverted flight (Boeing 777) and the reliever flight (A330). The ground crews had to position the stairs on the diverted flight, deplane all passengers onto the buses, then reposition the stairs to the reliever aircraft. Once all passengers boarded the reliever flight, they proceeded to New York, where they were rebooked onto direct flights to their ultimate destinations. Flying Cloud Airport, Eden Prairie, MN (GA/R) • Level and type: Incident and diversion • Diversion date: July 15, 2021 • Causal factors: Aircraft mechanical emergency • Compounding conditions: During an annual tabletop exercise, construction on the airfield • Size of aircraft involved: Small GA aircraft—PA46 • Interview sources: Blaine Peterson, Manager of Flying Cloud Airport, Metropolitan Airport Commission (MAC) Reliever Airport Roundtable Discussion, airport website Airport Information: Flying Cloud Airport (FCM) is considered a general aviation and reliever airport located approximately 10 miles southwest of Minneapolis in Eden Prairie, Minnesota. It is the busiest reliever airport in the MAC, which is the organization that owns and operates Minneapolis St. Paul International Airport (MSP) and six reliever airports in the Min- neapolis area. FCM has over 100,000 takeoffs and landings per year. The airport also features three flight schools. The airport is overseen by a 12-member board of directors and a 10-member senior manage- ment team, which includes a Manager of Emergency Response and Planning. Approximately four additional personnel work in airfield operations positions. FCM operates 24 hours per day and has a mutual agreement with the City of Eden Prairie for emergency services including police, fire, and medical response. The airport also has three FBOs and one deicing operator on site. However, the airport does not provide any ticketing or ground services and needs to rely on carriers for those services. Diversion Planning: The airport is also part of a regional planning group called the MSP Regional IROPS Diversion Network and this group discusses and manages diversion response among other things. FCM and the other MAC reliever airports all recently updated their

Case Examples 77   emergency plans. FCM also participates in emergency exercises that are typically tabletop exer- cises. As a general aviation and reliever (GA/R) airport, they are not mandated to conduct annual emergency training exercises, but the airport considers them to be a best practice. FCM does not have a family assistance program. Typical aircraft at this airport hold approximately one to 19 people (both passengers and crew members). Diversion Tracking, Notification, and Communication: FCM, like all the MAC reliever airports, does not have an operations center; however, the airport receives notifications or infor- mation from the MSP Operations Center. MSP uses Flight Aware technology to track potential diverted aircraft. Formal notification of an incoming diversion comes from FAA air traffic con- trol as soon as they get notified, typically 10 miles prior to arrival. FCM is typically notified via phone or email or a web-based system with flight information and intentions. FCM uses radios to communicate with the airport and emergency response personnel as well as with its FBOs and other network partners. FCM has a social media presence, but they do not use it for emergency situations, but rather for marketing purposes as they are limited in how much effort they can put into this as they have a small staff. Mutual Aid and Network Partners: FCM has agreements with firefighting, law enforcement, and medical assistance. The airport is located 2 miles from the closest fire department that provides fire, ambulance, and medical services. The airport is 5 miles away from the nearest health center. Events are fairly quick from start to finish. If needed, a contract could be drafted or a credit card could be used for purchases of food and water and catered food. Diversion Information: FCM receives diverted aircraft because of maintenance or weather concerns. The airport offers parking for small commuter aircraft on the airport terminal apron. FCM generally receives gas and go, mechanical, and medical emergencies. For most diversions that occur at FCM, the pilot contacts the local FBO for services and support. When the airport receives an emergency diversion, the Eden Prairie Police Department dispatch center communi- cates with all partners and mutual aid alongside the MSP operations center. When this happens, staff need to perform two different roles at the same time: emergency coordination and operations. On July 15, 2021, FCM was in the process of conducting a fire department tabletop training exercise when a single-engine aircraft (Piper PA46) diverted to the airport. An emergency was declared by the aircraft, which had lost engine power. The aircraft had departed Alexandria, Minnesota, with the intent of flying to an out-of-state airport for maintenance. The aircraft devel- oped engine power loss sometime after take-off but had enough altitude to reach FCM. The pilot was the only occupant onboard. The airport contacted 911 and the dispatch call arrived on all fire department personnel’s pagers. Police, fire, and ambulance were called and staged for aircraft arrival. Fire crews reported to their fire trucks and staged themselves at the base of the tower, per plan doctrine. The MAC airport manager closed the airport down for the emergency response when the aircraft reported 5 miles out. Prior to this, the airport manager did open one runway to allow instrument flight rules and visual flight rules training traffic to land and vacate the airspace. The pilot landed the diverted aircraft with limited power without incident and had enough power and speed remaining to taxi off of the runway onto a little-used taxiway. The local FBO was called to hook a tow bar up and tow the aircraft to the FBO ramp for maintenance. The Airport Manager led emergency personnel from the staging area to another staging area near the approach end of the runway to be ready to take any corrective actions needed for

78 Managing a Flight Diversion with an Emergency Response at Small, Non-Hub, or General Aviation Airports the aircraft emergency. Emergency crews led response efforts while MAC Airport staff trailed watching for foreign object debris and conducted runway safety checks to expedite the opening of the runway and movement surfaces. Conducting recovery efforts during the emergency response effort improved the airport’s resiliency and enabled the airport to resume normal operations faster. A short after-action session was held and a comment was made that in future events of non- powered emergency landings, to stage well away from the approach end in case of overshoots. Currently, the MAC does not pay for mutual aid at Flying Cloud Airport.