Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency (2024)

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99   A P P E N D I X C Interview Responses Interview Reference: John Beatty and Aneel Alvares Interviewee and Organization: John Beatty, Executive Director of the Military Asset and Security Strategy Task Force (MASS-TF) and Aneel Alvares, Col., United States Air Force (USAF) and Director of Defense Engagement, Air Force Lead, and Boston Lead at the Defense Innovation Unit (DIU) Question #1: Background. The Defense Innovation Unit was created eight years ago by the Secretary of Defense. The goal was to identify how we use (and speed up) commercial technology for the military end users and leverage the regulations in the movement. Two years ago, DIU started an energy portfolio. Energy Resilience is a major aspect. 99.9% energy uptime is required under a directive for certain military installations. There are few installations that can meet that requirement right now. There are initiatives leveraging AF HQ funding and DoE funding into the portfolio. One is an energy backup. DIU is an energy agnostic that will likely come out shortly for solicitations. The goal is to keep a full base on power for 8 hours during an outage. If DIU can pair that with a modified Power Purchase Agreement (PPA) for solar, they would entice commercial sector solar installers to pay the upfront cost for installation on a base, then take out funds over 25 years to pay back the initial investment. Separate from DIU, HQ AF has energy as a service. Hansom is the pilot base for this initiative. A lot of installations over the course of decades, the switches, routers, etc., were not documented, so it is hard to “flip the switches” to keep everything going. The goal is to offload the power supply required (e.g., contract out the entirety of the energy provided to the base). Part of this is additional resilience initiatives. Again, these are separate from DIU. Resiliency objectives to meet installations are unique and aim to complement the AF and the folks serviced by an installation. The Commonwealth has tools to help-as does industry. Programs, like energy as a service, help, but their job is to synchronize.

100 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency The publications on climate strategies for resilience are published for AF and Army, and it points to how the services need to proceed. For AF in Massachusetts, the challenge is to tailor support to the component in the installation. Hansom is an Office puck with no flying mission; they are linked to Lincoln Labs and have NG HQ that would have to be operational in an emergency. There are key components that have to be resilient-as well as the families around. Each airbase is different based on missions. Joint Base Cape Cod is owned by the AF. The primary tenant is Command General (CG) of Search and Rescue (SaR). The big AF objective is to narrow it down and figure out the needs. Get the right things for the right component. Question #4: Partnerships. On average, it takes the military 7 years to roll out goals. With energy goals, there is virtually nothing available or at scale. Small chance of reaching the goal unless there is a delivery of diesel generators to the bases. From a different perspective, the Commonwealth recognized a need to be more energy efficient. The Commonwealth put in $5M, did an audit, and funded installations’ efficiencies. The administration recognizes the need for clean energy, energy resilience in general, etc. The Commonwealth and service objectives appear to align and could accelerate the solutions; use the enormous bond bill (2014 Commonwealth Chapter 48—the Laws of 2014 is the “Military Bond Bill,” and it funded the Massachusetts Military Task Force) that is available at their discretion. Also, consider the companies that can do this quickly with unique solutions for something like Westover that could generate effective testing. This would generate the “lead” on this initiative; they have the money, committed political leadership, and receptive installations. Massachusetts and California are ahead of most. Over the past 5 years, Congress’ hand will force actions. Question #5: Resilient Policies, Practices, and Processes. The energy piece is only one part. Consider physical security, climate change (e.g., sea-level rise for the Navy), water supplies, etc. Those topics are not involved in those types of discussions, but the money to fix “this stuff” to be mission capable. Consider Tyndall AFB and how it was flattened. Why rebuild in the same spot? Energy platforms and the call to “not leave the U.S.” This needs to be considered as we have to be able to leave, and we have to be able to jam networks, protect cyber, and shaping of operations. Energy as a service is underway at Hansom, so they are not offering a program. As a joint-use airfield, a military tower would control military and civilian aircraft. Anything boosted by resilience is of benefit. Question #2: Resiliency Defined. DoD instruction references 99.9% uptime in energy, which is the new regulation that would apply by 2030. Question #3: Key Stakeholders. The Secretary of the Air Force Installation Energy (SAF IE) and the Army Energy Assurance (or parallel office in the Army) are key stakeholders.

Interview Responses 101   Question #9: Training and Education. Interviewees were not aware of existing options. Question #10: Community Integration. DIU focused on the installation side of the house. For example, Tyndall was “obvious,” and rebuilding still includes a disaster area directly outside of the gate. You cannot have a resilient installation without a resilient community around it. Interconnection is imperative. Attack the whole thing and tease out all the connection points (e.g., where are the feeds, redundancy, etc.). Keep working your way back, and it is not an easy thing to skin. You can go out and put up a solar panel and generate power for the installation, but where do all the families live? What happens when they leave the lit circle on the map? Question #11: Enhancing Resilience. Discussed in prior questions. Question #12: Project Prioritization. Discussed in prior questions. Question #13: Recommended Interviewees. None mentioned. Interview Reference: Jason Miller Interviewee and Organization: Jason Miller, Airfield Division Chief/Air Traffic & Airspace Manager at Camp Guernsey Army Airfield Question #1: Background. Guernsey Army Airfield manages an airfield that provides life support and coordination of tactical live-fire military training on 80,000 acres. It is often used for emergency and contingency responses to wildfires, medical evacuation, severe weather events, etc. The ability to safely and efficiently respond daily to an ever-changing environment, including the potential for fratricide, is based on having a solid team, a mission/vision nested in our procedures, and the ability (willingness) to adapt quickly. Question #2: Resiliency Defined. Merriam-Webster defines re· sil· ience (ri -ˈzil -yən(t)s 1: the capability of a strained body to recover its size and shape after deformation caused especially by compressive stress; 2: an ability to recover from or adjust easily to misfortune or change. The U.S. Army is its people and therefore bases resiliency in terms of the five pillars of personal readiness: Physical, Emotional, Social, Spiritual, and Family. As managers, there tends to be a focus on policies, programs, and procedures; however, as leaders, there must be a focuses on the resiliency of the team first (Army Resilience Directorate). Question #6: Resilient Policies, Practices, and Processes Challenges. Discussed in prior questions. Question #7: Resilience Funding. Discussed in prior questions. Question #8: Communication. Organized and professional relationships help create success.

102 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #3: Key Stakeholders. Army Airfields are not self-sufficient organizations. An Army Airfield depends on the support of the Sr. Leadership, the branch management staff (Airfield Manager, Airfield Safety Manager, Airfield Operations Manager, Air Traffic Control Chief, and ATC Maintenance Chief), Department of Public Works (DPW) to fund/maintain facilities, Human Resources to assist people, Budget Analysts to assist with budgeting procurement of resources, Logistics to order/deliver our bulk fuel, etc. At the end of the day, the greatest stakeholder is the American Warfighter, which depends on our ability to “safely and efficiently” support their mission. Question #4: Partnerships. Partnerships are everything. Multiple stakeholders ensure we have all the resources needed to support the warfighter’s mission. The worst- performing sister airfields in our organizations are the ones failing to recognize this and not investing in developing/strengthening partnerships. Question #5: Resilient Policies, Practices, and Processes. First, recruit talented people, build a trusting relationship, develop/integrate members into a team of teams, and then invest heavily in potential for growth through assignments and training opportunities. This investment in human relationships is further extended in building trust with stakeholders. One of the best ways to develop/build upon these relationships is to ensure an understanding of the mission, vision, and nested long/short-term objectives. This provides the opportunity for everyone’s common understanding, buy-in, and ability to see results. Secondly, ensure the airfield complies with regulatory requirements. Written procedures streamline efficiencies. Communication nodes are in place. Quality assurance evaluations identify deficiencies and areas for improvement. With solid people and a solid program, it is much easier to rapidly adapt to a changing environment. Question #6: Resilient Policies, Practices, and Processes Challenges. Lack of trust (especially within senior leadership, stakeholders, and team members), complacency, overly bureaucratic procedures that are time suckers, a lack of some stakeholder’s ability to invest in a partnership (often due to pursuing their own self-interest), and the inability for some supervisors to understand that there is a difference between managership and leadership. Question #7: Resilience Funding. The Airfield receives an annual budget for operations and maintenance. The airport manager directly manages the budget. Interestingly, many to quickly/successfully adapt to an ever-changing operational environment to ensure the In the context of our airfield’s operation, the interviewee defined resilience as the ability safe and efficient execution of military aviation operations. This could include anything from changing leadership, integrating new technologies, implementing new policies/procedures, and most relevant for us is coordinating/operating in a live-fire situation with a potential for fratricide and changing our focus to battling a sudden wildfire caused by the live-fire event.

Interview Responses 103   often into training and capital, which builds trust/confidence in senior leaders. This allows the Manager to receive additional financial resources and oversight of larger capital improvement projects. Many peers do not execute all resources and turn funds back in, which builds low confidence in the ability to be good stewards of the taxpayers’ money. Question #8: Communication. The Town of Guernsey (civilian) and Camp Guernsey (military) used to invest in a partnership council that included stakeholders such as the Post Commander, Mayor, Town Council Members, Major Landowners, etc. The Camp and the Town even funded a joint-staff member that focused primarily on community engagement. The Camp attends county/town economic councils, county commissioner meetings, etc. The Airport held an Airport Advisory Board chaired by the town engineer to address policy, procedures, and infrastructure priorities. Unfortunately, within the last 3 years, there hasn’t been enough community engagement through senior leadership from the Camp or Town. It shows. For example, the civilian side of the airport has broken hangar facilities, its fuel pumps don’t work, and it is starting to attract more RV trailers than airplanes. We need first to build trust to get to yes. I see many failures because there needs to be more trust between stakeholders. There are misconceptions needing correction. The Manager wishes local community members could see the majority of the military are members of the community—living here, sending kids to school, buying groceries, etc. With trust comes the ability to focus on building partnerships/coalitions with common objectives. Question #9: Training and Education. Joint-use opportunities do not exist. There used to be an Airport Advisory Council; however, the last chair became complacent and did not nurture relationships. As for the military, continuous professional education opportunities exist at every level. There is a lot of focus on strategic planning principles and process improvement training. There is heavy investment in the staff’s technical training/development. There are regular Airfield Safety/Operations council meetings with senior leadership and stakeholders to ensure continuity of understanding of priorities. Question #10: Community Integration. The primary purpose of Guernsey Army Airfield is to support military training. The benefit of making it joint-use is it provides a resource to the community to promote civil aviation, and from a resiliency standpoint, the greatest achievement is: • Military management of the airfield is much better trained and suited to respond to emergency/contingency operations within the community (fires, floods, search, and rescue). airfield managers do not manage their own budget and prefer to have their higher headquarters manage their resources. By the interviewee managing resources, there is greater control over investment. The Manager can prioritize obligating money early and

104 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency • Military airfields are often better resourced when supporting a DoD mission. This provides a resource to the community that doesn’t take up as much of the local resources. • The airfield has often been used as a community emergency response platform, including a Federal Emergency Management Agency (FEMA) warehouse location, civilian aerial medevac transfer station, and joint military/civilian aerial firefighting support base. Question #11: Enhancing Resilience. The Town of Guernsey’s last Airport Manager (since removed) failed to invest in the civilian airport’s infrastructure and nurture partnerships with stakeholders to include, including the military airfield manager, civilian operators, pilots, hangar rental tenants, etc. During this period, the Mayor and Town Council lost focus and the civilian airport was in a sorry state. First, the Camp’s Sr. Leadership (newly appointed) and Town Mayor/Council (newly elected) need to build up their relationship and develop mutually beneficial objectives. The town needs to reinstitute the Airport Advisory Board to include members of both the town and the military as the major stakeholders. The advisory board should then identify deficiencies and areas of risk, develop mitigating factors to address those issues, and make recommendations to senior leadership to resolve major issues. Question #12: Project Prioritization. Senior Leaders/Higher Headquarters Priorities are the priority. If this isn’t the number one priority, then resources are not funded, and the airport does not exist. Second is regulatory compliance. If this isn't met, and there is an accident, someone gets fired and/or goes to jail. Third is investment in people/teams. Programs and Procedures are managed by highly effective people. The best plan/project will not be executed without a strong team. Next is Communications/partnership, same as before; however, expanding influence helps gain additional resources, which is currently underway. Fourth is policies, procedures, and programs with strict quality assurance evaluations. Adapting and responding when your house is in order is much easier. The Manager cannot believe how many organizations fail to capture organizational knowledge. Fifth is an understanding that aviation industry is one of the fastest growing/changing industries. Invest in infrastructure, systems, communications, and technologies is necessary to keep from becoming obsolete. Finally, (although should be number one) is the mission/vision for the airfield, which is safely and efficiently supporting the American Warfighter. Unfortunately, this is not first as it cannot be done if your other priorities are not in place. Question #13: Recommended Interviewees. No recommendations provided. Interview Reference: Robert “Bob” Lewis Interviewee and Organization: Robert “Bob” Lewis, Airfield Manager at Eglin Air Force Base, FL

Interview Responses 105   Question #1: Background. Bob has been at the airport since April 2018. He was in the service for 30 years and retired. Question #2: Resiliency Defined. One can cope with anything or find a way to cope with everything, and this is resilience. Although the commercial airport is there (operating 6- 11), they are open 24/7. There is support for each other. Question #3: Key Stakeholders. The community is the key stakeholder provided a service by Eglin. The community wouldn’t have a local airport if Eglin were not there. Question #4: Partnerships. There is a Joint-Use Agreement. Eglin flies as needed for training and testing. The commercial side can fly as needed except during Eglin’s peak times. A lot of their operations are in the morning (e.g., 6-7 airplanes in the morning and then at night). Civilians work around the military training schedule. If Eglin is not flying, the civilian side can pick up more flights up the agreement maximum (believed to be 86 flights per day). Question #5: Resilient Policies, Practices, and Processes. In case of emergencies, all the agencies around the area would get involved. Resources are pulled together to assist in emergencies. Question #6: Resilient Policies, Practices, and Processes Challenges. Cost-sharing is a challenge and not equitable between civilian and military agencies. Commercial and military agencies use most taxiways and both runways. Eglin pays most of the maintenance. Eglin does not get to share in the civilian airport revenues due to state/local aspects. Civilians don’t have to spend on maintenance costs (e.g., runway repair, rubber removal, painting, grass cutting, etc.), so large funding hurdles are removed. Question #7: Resilience Funding. It is unclear if funding would be in resilience. Eglin does not get additional funding from the civilian side for the airfield other than the agreement. The AF would foot the bill if needed (even in an emergency). He is unclear on how the civilian side pays. There are no shared funding or vehicles due to separate agencies and the government. The civilian side is county/state (e.g., Florida DOT instead of US DOT). Question #8: Communication. Open communication and shared awareness are present. For example, when Eglin was down to one runway and had to close the runway, Eglin had to call Atlanta for assistance. There is a snowball effect. Question #9: Training and Education. Available training and education are not really for both organizations. Military requirements are more personal-type resilience rather than business-type. For example, military resilience considers an individual leaving family at home and an individual’s resilience in that scenario. An alternate perspective considers

106 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency business as more important. Being military, they can “make it happen without a lot,“ as opposed to the civilian side, which will ask for more funding. Question #10: Community Integration. A local airport eases the burden of transportation. The local presence and the people in the local community rely on the airport (e.g., supplies, jobs, etc.). Question #11: Enhancing Resilience. The entity gives back to the community without it costing a lot. Question #12: Project Prioritization. Projects are needs-based prioritized rather than resilience-based. Eglin doesn’t do projects to enhance just to enhance; they are done out of necessity or to support a new mission or weapon system. The civilian side may make a park, but they don’t really co-mingle assets. Question #13: Recommended Interviewees. An airport-side connection would be ideal. Interview Reference: 2d Lt. Blanche Dudoit Interviewee and Organization: 2d Lt. Blanche Dudoit, Senior Analysis for the Joint Base San Antonio (JBSA)—Electromagnetic Defense Initiative (EDI) at Fort Sam Houston, Texas Question #1: Background. Not discussed. Question #2: Resiliency Defined. One definition of resilience is the ability to withstand, adapt, recover and/or grow in the face of challenges and demands. Question #3: Key Stakeholders. • All levels: Individual/family, organizations, communities, local governments, and state governments • Key positions: Continuity Planners, Emergency Managers, Facility Managers, Senior Leadership, and Engineering • Key organizations: DoD Mission Owners with Operational Plan Taskings, energy utility, water & wastewater utility, local Council of Governments (COG), local office of Emergency Management, Department of Transportation (DOT), and Department of Public Safety Question #4: Partnerships. • Enables Information sharing: supports risk-informed decision-making regarding hazards, threats, vulnerabilities, and consequences as they evolve. • Expands funding opportunities: Application criteria vary across grant programs, and partnering allows priorities to be aligned across multiple stakeholders to maximize direct and indirect benefits.

Interview Responses 107   Question #5: Resilient Policies, Practices, and Processes. A small, designated innovation initiative team outside of traditional channels, operating under senior leader intent and focused on aspirational resiliency efforts which enable military readiness, is a highlight. The Continuity of Operations Plans (COOP), which includes communications out processes, family care plans, generator and vehicle maintenance, operations, and fueling plans, is a highlight. Question #6: Resilient Policies, Practices, and Processes Challenges. The complex regulatory environment, fragile supply chain networks, and sector interdependencies present a challenge. Question #7: Resilience Funding. Potential funding sources include the following: Building Resilient Infrastructure & Communities (BRIC), Hazard Mitigation Grant Program (HMGP), Emergency Management Performance Grant (EMPG), State Homeland Security Program (SHSP), Regional Catastrophic Preparedness Grants Program (RCPGP), Continuing Training Grant (CTG), and Defense Economic Adjustment Assistance Grant (DEAAG). Personnel involved, funding acquisition and positioning for use, and common vehicles and processes depend on the application criteria. Question #8: Communication. Recurring quarterly meetings focused on Public-Public, Public-Private (P4) partnerships and economic development. Aligning priorities across stakeholders and ensuring a team approach to defined goals generates a positive relationship. Question #9: Training and Education. Online and in-person courses with topics focused on critical infrastructure protection and security, continuity of operations, community lifelines, public-private partnerships, logistics and supply chain resilience, community resilience, disaster management, and disaster preparedness through organizations including the following: Critical Infrastructure Security and Resilience Training Portal through the Homeland Security Information Network for Critical Infrastructure (HSIN-CI), Center for Domestic Preparedness (CDP), Federal Emergency Management Agency (FEMA), and the National Training and Education Division (NTED). Question #10: Community Integration. Integration is through public service campaign messaging, training and exercise opportunities, and integrated response plans across all levels (individual/family, organization, community, local government, and state government). Question #11: Enhancing Resilience. Opportunities include increasing energy independence; building plans with key supply chain functions, locations, owners, and

108 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency operators; and establishing plans for processing transactions of money, information, and products. Question #12: Project Prioritization. Efforts are prioritized on infrastructure and functions with the highest criticality. Question #13: Recommended Interviewees. Other national pilot locations identified for resiliency projects would be ideal. Interview Reference: Lt. Col. David K. Hartin Interviewee and Organization: Lt. Col. David K. Hartin, Civil Air Patrol Group Commander at Maxwell Air Force Base Question #1: Background. The interviewee is a US Army retiree and Civil Air Patrol (CAP) Group Commander. He is retired from the City of Tuscaloosa and has participated in the annual airport exercises for 30 years. The CAP is like the Coast Guard Auxiliary or state guard, which are volunteers. The AF works closely with the CAP and has a Board of Governors (BOG). The structure is a civilian corporation that reports to the AF. Depending on the mission and chain of command, the CAP may be corporate-funded or AF-funded. For example, a request to assist with locating a missing person would have the AF fund the mission while other aspects are reimbursed locally (e.g., maintenance hours and fuel costs). Another example is an annual property book inventory, where some items go through the CAP civilian channels, and other items may need AF approval for disposition. Question #2: Resiliency Defined. Resilience is “done” but not discussed often. Maxwell does emergency services, aerospace education, and cadet programs. Maxwell also responds to an issue (e.g., COVID-19) and looks at backup plans should the primary units, like the ten aircraft in the wing, become unavailable. The link to resilience is the internal questions about what to do and/or ask for assistance. Question #3: Key Stakeholders. CAP has a member of the airport advisory council, providing advice to elected officials about the airport. Their airport received awards in 2021. CAP has three groups in the state of Alabama. Different states do things in different ways. For example, the wing is the primary structure in Alabama, whereas the group is the primary in other states. There is no standardized approach, and pilot standards are specific (e.g., CAP differs from commercial). CAP membership includes students through rocket scientists and retired military. It generates camaraderie and a range of expertise among the ranks. Decision makers include the CAP Commander, who receives guidance from the BOG. Day-to-day operations and insights from the CAP USAF (O6 AF) assist.

Interview Responses 109   Question #4: Partnerships. Every airport relationship is different. CAP is in the airport emergency plan and the county emergency plan. When the airport wasn’t international, it didn’t have enough take-offs or landings. The CAP increased the take-offs and landings, and CAP also did statewide and regional-wide events to bring folks to the airport. Given the central location in the state, it generates appeal. CAP is a relationship that “endorses the value-added” by the respective airport they serve. CAP cadets and staff also assist with air shows. They provide resources for aircraft marshaling and assistance with the show (e.g., Blue Angel crowd line and control during public interactions). Examples of the partnership include: 1) the Puerto Rico hurricane responses demonstrating support and COVID-19 test kit flying and support to remote locations is also an example of support, 2) a publication with the airport, 3) emergency services assisting the road approach to the airport giving jurisdictional control of the respective issues, 4) regular training, and 5) corporate jet arrival for larger games. Question #5: Resilient Policies, Practices, and Processes. Relationships are the most important. When looking at the mission relative to the airport, the CAP says, “How can I help?” They don’t have to do full-scale activities or exercises, but he has helped write the airport and emergency management exercises. In the past, CAP has provided people with exercises. Question #6: Resilient Policies, Practices, and Processes Challenges. The greatest challenge is financial. Alabama gets three laptop computers per year for the entire wing. They do things on a shoestring, but things get done. Each squadron is responsible for its fundraising. The squadrons must write out the program, demonstrate how it will be marketed, and get approval. The airport is a department of the City of Tuscaloosa, so the airport would have to apply with a stated purpose, and the city would have to decide. Therefore, the greatest challenge of funding for resilience falls victim to the processes. Question #7: Resilience Funding. The state of Alabama has some state grant funds to assist with cadet programs and aerospace education. Some squadrons write grants to try and acquire. Other items are donated. For example, older computers don’t meet a standard for a particular workforce, so they are donated in compliance with the procedures. Grants to extend the runway are underway to bring the Thunderbirds to the airport. CAP is also looking at ways to make the airport more accessible for cargo, allowing the automotive inbound traffic to use the airport more (i.e., Mercedes Benz hub). There aren’t commercial aviation services, and the airport is pushing hard to accomplish this feat. These initiatives, jointly pursued with the city’s emphasis on improving shared services, may assist with infrastructure enhancements.

110 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Funding requests through the State Department of Education assist. This involves quarterly reports, and Alabama has that where other states do not. National funding through the Air Force and corporate donors provides some. Local due structures provide some funding. Question #8: Communication. The squadron meets at night when the airport is closed. However, the airport manager and the CAP exchanged phone numbers, and email is very effective, especially in lieu of phone numbers. Question #9: Training and Education. Be Ready days have taken place at the airport. CAP provides education on-site. CAP is on the seventh version of a hovercraft. They take that to the children’s museum at least once a year. The goal is to exhibit aerospace education. CAP offers flight training slots. This past year a male and a female went through the training. Question #10: Community Integration. Training and educational opportunities, membership, etc., are offered to the community. Recently, CAP started a drone program. They have too many advanced drones in the inventory locally, so CAP doesn’t need to support them. The time for permission is too great. However, rural communities benefit from drone support in search operations. Question #11: Enhancing Resilience. CAP is a civilian customer and not a military customer. The Tuscaloosa airport has been a landing space for the AFB. Fort Campbell does training flights in their area. The airport was also an evacuation site for Fort Rucker for hurricanes. The airport does training missions with Fort Rucker. This involves supply support, including aircraft, which is far cheaper than renting external resources. This demonstrates air support to ground controls. Question #12: Project Prioritization. The greatest need as a nation is for younger pilots. Folks who could start a career with a pilot’s license would be ideal. Many pilots are older (e.g., retired from commercial aviation), and the backfills for the next 5-10 years are not there. The nation is also lacking good mechanics, and the maintenance side of the air industry needs to scale as well. The prioritization would go to pilots, then mechanics. Findings ways to get folks involved and achieve the requirements is needed. Question #13: Recommended Interviewees. Connections to Tuscaloosa were provided. Interview Reference: Mike Wilson and Jarrod Provost Interviewee and Organization: Mike Wilson, Executive Director of Aviation and Jarrod Provost, Assistant Director of Aviation for the City of Killeen Aviation Department, Killeen- Fort Hood Regional Airport and Skylark Field Airport

Interview Responses 111   Question #1: Background. Prior to August 2004, Killeen Municipal Airport conducted both general aviation (GA) and commercial service operations. On August 1, 2004, the Killeen-Fort Hood Regional Airport (KFHRA) opened and all commercial service began from this location. The Killeen Municipal Airport changed its name to Skylark Field and continued operations as a GA airport. The department has a total of 40 employees. Of the 40 employees, 37 are assigned to KFHRA, and 3 are at Skylark. Today, the KFHRA supports commercial airline service, charter flights, airline diversions, and larger GA/Business aircraft. Question #2: Resiliency Defined. None provided. Question #3: Key Stakeholders. KFHRA is a joint-use airport, but a little different. Most joint-use airports are some type of military airfield (typically air force) closed due to a Base Realignment and Closure (BRAC) and given to a city or county, which then leases a portion of the field back to the military for a reserve or air national guard unit. In this scenario, the City of Killeen leases approximately 81 acres from the Army via a 50-year lease. KFHRA is a tenant of the Army and officially Killeen-Fort Hood Regional Airport, located on Robert Gray Army Airfield (RGAAF), Fort Hood, Texas. The facility comprises a 92,000-square-foot terminal building with six passenger boarding bridges, a 1500-space parking lot, car rental parking and a make-ready area, a fuel farm, and a maintenance shop. Although located on Fort Hood, because of where the lease area is, and the layout of the road system, entrance from any military checkpoints to access the terminal is not present. However, since the entity is located on a military airfield, civilian aircraft smaller than 12,500 pounds are prohibited. The two top stakeholders are KFHRA and RGAAF. The lease agreement states that a Joint Management Board (JMB) be created and that they create and keep current a Joint Operating Plan (JOP) that outlines the roles and responsibilities of each organization. The board meets quarterly or as needed. The voting members are the Fort Hood Garrison Commander, Fort Hood Director of Aviation Operations, the City of Killeen City Manager, and the Executive Director of Aviation for the City of Killeen. While these are the only voting members, many various team members from the Airport and Fort Hood attend and contribute to the discussions. Additional stakeholders would be the Airlines, Rental Car Agencies, Tailwinds Concessions, Transportation Security Administration (TSA), CSI Aviation, and the various military and DoD units. Question #4: Partnerships. The City of Killeen and Fort Hood has a great working relationship and support each other in several ways, including mutual aid agreements. The partnership between KFHRA and RGAAF should be a model for joint-use airports. Fort Hood nominated the partnership, and the Department of the Army recently awarded KFHRA the Army 2023 Community Partnership Award. The secret to the partnership is trust built up through the years. The foundation of that trust is communication,

112 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency understanding, and respecting each other’s roles, missions, and points of view. The operations teams talk daily at several levels, and upper management talks at least weekly. There are also informal meetings such as lunch or breakfast outings where business is discussed; the main goal is to build and maintain relationships reinforcing trust. When issues arise, it is easy to discuss them and work together to find a solution. It helps that almost two-thirds of the staff (at all levels of the organization) are retired military and have some prior military association. Question #5: Resilient Policies, Practices, and Processes. The JMB, communication, and relationships are highlights. Question #6: Resilient Policies, Practices, and Processes Challenges. One of the things that helped is the City has been able, in years past, to use FAA grants to help make airfield improvements in areas of the airfield outside lease limits, if it is an area that is used or supports civilian/commercial aircraft. These types of projects included runway/taxiway rehab projects, marking replacements/upgrades to meet new FAA standards, airfield drainage, safety area upgrades, and blast pads, to name a few. In another demonstration of the partnership, stakeholders do an airfield drive-around with the RGAAF management team to determine what projects are needed to maintain and update/improve the airfield. The team leverages FAA funding for needed/justified projects that might be AIP-eligible. Part of the challenges is the regulations for army airfields and FAA Part 139 Certificated airports sometimes differ substantially. In the past, this has presented issues, but the team has found ways to navigate through the challenges. A good example of this was demonstrated many years ago. There is an east and a west parallel taxiway at the airport. The east is used primarily by civilian/commercial aircraft, while the west is used primarily by military aircraft. However, the JOP states that either entity can use either taxiway in coordination with ATC. Surface Painted Hold Short (SPHS) signs were not required on 139 Certificated airport taxiway/runway intersections with certain width taxiways. The regulations then changed that all taxiways, regardless of width, must have SPHSs. The FAA offered the City a grant to paint SPHS signs only at the taxiway/runway intersections on the east side. This was not a requirement for the Army, and the Army did not want them on some taxiways. After some discussion with the FAA, a grant was issued to install the SPHS signs at all runway/taxiway intersections on the airfield. Another challenge is the incident command. The JOP states that the City has jurisdictional authority in the leased area and is considered the first responder, and Fort Hood is the backup. In reality, Fort Hood provides the airfield Aircraft Rescue and Fire Fighting (ARFF) and is always first to respond to issues on the ramp; when the Killeen Fire Department/EMTs arrive, they take the lead, and Fort Hood assumes a supporting role.

Interview Responses 113   Each year, joint response exercises are held to ensure knowledge of roles and how to work together. Fort Hood does mass casualty annual exercises involving regional partners (Cities, Counties, Hospitals, etc.) Occasionally, a scenario involves the airfield. The last one was a simulated 737 that crashed a quarter mile short of the runway on Fort Hood property. This was a scheduled American Airlines flight with civilians and military personnel on board. Typically, the Army would assume complete control and command. The military has strict protocols for notification and support of next of kin. The airlines also have regulatory responsibility for this same type of support and have their protocols. The military members were also American passengers. In this situation, how can both agencies work together to ensure that they meet their regulatory requirements and, most importantly, ensure that the families are cared for? There were a lot of lessons learned as a result of this exercise. Question #7: Resilience Funding. The entity continuously works with RGAAF partners to determine what the needs of the airfield are. Then we look to see what might be able to leverage FAA funding. The FAA requires the submission of an annual 5-year Capital Investment Plan (CIP) update, so the entity is always planning ahead. The entity pays lease with in-kind services spelled out in the lease and JOP, which involve mowing, pavement maintenance (crack sealing, marking, rubber removal, etc.) in defined areas, and minor runway/taxiway lighting repair (bulbs, lens, fixtures, circuit boards in signs, etc.) Additionally, an Intergovernmental Service Agreement (IGSA) provides airfield maintenance services in areas of the airfield not covered by the lease/JOP. Typically, Fort Hood would hire a contractor to provide these services as needed. But, because the staff and equipment are stationed onsite, the airport can provide these services at a rate that saves the Army money while providing extra revenue for the airport. There are discussions with Fort Hood about expanding services. This is a relatively new process for the Army. The airport is the first entity to have one with Fort Hood. Because of the airport IGSA’s success, Fort Hood recently entered an IGSA with the City of Killeen to operate animal services on post. This, again, saves the Army money while providing extra revenue for the city. Question #8: Communication. Communication and collaboration are the keys to building a successful professional partnership and relationship. JMB meetings and weekly progress meetings during project design or airfield construction projects are in place. However, most communication is informal, with one-on-one conversations at all levels. The operations team has calls with operations folks several times a day. Supervisors and managers talk to counterparts at least weekly, and the Directors frequently talk, both formally and informally, such as having lunch together. Question #9: Training and Education. The military teaches the driver safety training program because there is an Army runway. Individuals must attend the training for

114 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency maintenance folks to go on the taxiway or runway. Killeen attends the quarterly safety review board. The American Association of Airport Executives (AAAE) also hosts an annual conference each year specifically for joint-use airports. It brings together civilian and military airport directors and operations personnel to discuss issues specific to joint- use airports. The entity typically attends. Question #10: Community Integration. Adopt the relationships. IGSA is a great example. Fire and police departments have IGSAs. The way the highway divides the base, part of Fort Hood housing is not attached to the main base. The city fire department provides first responder services to the housing area (or any other locations needing support), including natural disaster needs (e.g., two years ago, freeze when they didn’t have water). Fort Hood provided water buffalos to the City, and water was shut down for ten days, which was a huge help. Question #11: Enhancing Resilience. Relationships and agreements are emphasized. Question #12: Project Prioritization. Continually communicating with RGAAF leadership helps determine long-term needs for the airfield. Specifically, the entity looks at needs improving safety and pavement rehabilitation to either fix issues or increase the useful life of the pavement. Next is the determination of which needs are eligible for FAA funding. The FAA will only fund projects that primarily benefit civilian operations. These projects are then included in our annual FAA CIP submission. Typically, RGAAF will be planning and designing projects while the entity is doing the same. Again, communication is key in sharing planning intentions. This enables deconfliction of potential project overlaps or conflicts. For example, Killeen is planning a taxiway rehab project and RGAAF was planning a drainage improvement project; this project would have created cutting through a brand-new section of asphalt. By communicating and working together, the entities were able to schedule the projects so that the taxiway rehab happened after the drainage project. Question #13: Recommended Interviewees. Tracy Crawford, Director of Aviation and Operations at Fort Hood would be ideal. Interview Reference: Victoria Ocasio Interviewee and Organization: Victoria Ocasio, Airfield Operations Specialist for Sherman Army Airfield Question #1: Background. Sherman Army Airfield is the only non-towered joint-use airfield in the military inventory. The mission differs from most, especially Army airfields because no unit exists. As the operations officer, the interviewee ensures seamless operations and maintenance.

Interview Responses 115   Air Force vs. Army-owned airfields are also unique. Army airfields are not under aviation; most are under installation command. Some are owned by the district, such as Fort Belvoir, or aviation, such as Fort Rucker, Sherman’s training field. The interviewee has a degree from Embry-Riddle and is a military spouse. Learning the systems and requirement as a civilian is a challenge when you approach the job as a civilian who normally just go to the FAA. Question #2: Resiliency Defined. None provided. Question #3: Key Stakeholders. The Director of Plans, Training, Mobilization and Security (DPTMS) has the airfields (normally). DPTMS is under U.S. Army Installation Management Command (IMCOM). Installation command per installation falls under IMCOM. The Garrison Commander, customers, and three employees are centric to the airfield (the interviewee as the operations specialist, a DoD civilian fueler, and a manager). The Garrison Commander is the mayor or manager in charge of the post. Question #4: Partnerships. Working together is important. It can be a “pull and shove” to get some things completed. When objectives do not align, which can often happen, keeping communication open is critical. Question #5: Resilient Policies, Practices, and Processes. Awareness is a focal point. This is difficult with the military. Question #6: Resilient Policies, Practices, and Processes Challenges. The mission is very targeted and focused on quick in and out. Because Leavenworth is the home for the pre-Command course and General Staff College, the airport saves Army fuel; the airport also started to provide support to some of the rotary wing units through exercises. The airfield does not have a unit. Therefore, the installation command doesn’t see the use of staying open. Every few years, the airfield has a discussion about survival. The civilian operation is not involved in that conversation; therefore, they don’t know what happens if the airport closes. Question #7: Resilience Funding. There isn’t such a thing as resilience funding. On the civilian side, state grant applications are submitted and awarded (as recently as two years ago). The airfield was told about Kansas DOT grants. The manager is responsible for the budget cycle. When the budget passes, the airfield waits until it trickles down. There is a lot of waiting then understanding what pots of money can be used for what purposes. The cycle goes from waiting to understanding spending; rush spending, then no expenditure.

116 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #8: Communication. Communication is active with the civilian side. The city leases a plot of land, then lends the land to a Fixed-Base Operator (FBO). The city uses email and phone calls to communicate. However, the things that are the city vs. the FBO create an additional hurdle. The FBO has been there as a vendor for quite a few years. There is an airport advisory board that makes recommendations from the city. When there is an issue, parties meet. The goal is a quarterly meeting. There are many issues, but email, phone, or travel to the FBO usually works. Question #9: Training and Education. There is not specific for joint-use airports. Question #10: Community Integration. It would be helpful if people in the city and Fort Leavenworth knew Sherman was there. The physical location in the back of the post masks it. Many students don’t make it there (or need to learn about it). The civilian limitation is that they have to go through the military gate. This is the only way to access the airport. Sherman also has one of the two Army air clubs; Huntsville is the other. The one there is run by volunteers, supervised by Morale Welfare and Recreation (MWR). The Air Force has them, and some of them have been successful. Question #11: Enhancing Resilience. Improving communication and knowledge of both sides (civilian and military) would enhance resilience. The interviewee has a background in general aviation, which is helpful to civilians. However, the civilian side needs to understand the additional requirements of being owned by the Army. A military-owned airport is expected to have certain unnecessary things for a normal GA airport. Sherman has to set up and provide management similar to Part 139 Certificated airports (e.g., operational manual with the Part 139 parts, specific rules that do not apply to GA, etc.). That is a disconnect that the airport is working to educate civilian counterparts on those requirements. Sherman is supposed to license people to drive on the airfield. Sheman has to answer the why for the GA when it is not a requirement. It is an Army airport, so the requirement has to be met. Question #12: Project Prioritization. Projects focus on keeping Sherman open. Question #13: Recommended Interviewees. Other airport personnel and installation commanders would be ideal. Interview Reference: Carol Thompson Interviewee and Organization: Carol Thompson, Airfield Manager, Sierra Vista Municipal Airport—Libby Army Airfield Question #1: Background. Libby was established in 1951. The initial operation supported helicopters and RC12s. The operation expanded to King Air 350. Now, the

Interview Responses 117   airfield is a training base for all military, regardless of branch, and inclusive of the 162nd National Guard out of Tucson. This is the Army’s only place to train Unmanned Aerial Systems (UASs) before going to operational units. They have Shadows and Gray Eagles. The Army is 19,000 short in personnel, so they have reduced the amount of flying. Libby has a tower and Ground-Controlled Approach (GCA) and 29 people. They have three managers, two direct supervisors, Air Traffic Controller (ATC) chief, and the interviewee as the Airfield Manager with oversight and ground operations and a background as a retired AF ATC. On Libby, ATC does communication with NAVAIDs. They have two Air Force forecasters. There are three runways, a primary from the AF, a crosswinds runway, and a too-short runway that may be shut down. There are limited uses for the joint-use, but it is a benefit. The training base operates 24/5—open Sunday at 11 PM and then through Friday at 11 PM. It is an uncontrolled airport, so the Army can come/go as they please, whether open or not; the Army also has a self-help fueling operation. The Army is supposed to review a standing agreement every two years. The AF pays $18K/year to cover parts under the agreement. Under that is the 214th and Missouri Guard. Once a month, the Missouri Guard (139th Airlift Wing) trains Active Duty via an Advanced Tactics course (2 weeks). They fly there for a week. They have a landing zone that is a dirt strip that is over 4,200 feet in elevation. There are only five dirt strips in the US, but theirs is the only one over 4,000 feet. Question #2: Resiliency Defined. Resiliency is using the dollars efficiently to keep the airfield sustained. The runway was put in between ’83-’89 and has reached its lifespan. How do you replace it? It is over $2M to replace the runway and it needs a shoulder ($7M for both sides, 25 ft in asphalt, and the State of AZ is not the best at asphalt). The airport is also losing the stuff that is there because AZ weeds are destroying the area. Garrison got $9M for infrastructure. The interviewee asked for one chunk of taxiway improvements ($4.6M) but was informed it was too expensive. Question #3: Key Stakeholders. The interviewee works for the Garrison Commander and Commanding General—both Army Intelligence Officers. Help is provided on several aviation things, but neither leader are familiar with aviation. Question #4: Partnerships. Training uses demonstrate relevancy of the airport and are great partners. Question #5: Resilient Policies, Practices, and Processes. Keeping relevant documentation as a functioning office (e.g., continuity book), understanding spacing needs and requirements (e.g., Class C airspace requirements), and ensuring operations are relevant contribute to resilience. The city agreement keeps the projects going and sustains relationships.

118 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #6: Resilient Policies, Practices, and Processes Challenges. Funding is a challenge. The airport needs $50M to get up to speed. Prioritization of the projects is always ready, but there are always requests for breaking it down in different ways with no follow-up action to get things funded. The ongoing struggle is to keep Libby alive, stay within regs (with submission of waivers), then advance the airfield. Army HQ would like to cut Libby from funding as it is the 5th most expensive airfield. The UASs are only flying one shift, but they are supplying three shifts. This comes with a cost ($100K/controller at a GS12, management folks as GS13s, etc.). Question #7: Resilience Funding. The Army identifies all their projects, writes them in a work order, then sends them through the Director of Public Works (DPW). It gets Commander points, then negotiates with the General on the projects. It goes through the major commands, who feed it to the Army HQ. The Army prioritizes projects for all airfields. Libby is 15 out of 21 airports. The attention goes to the entities that deploy (e.g., Hood, Bragg, and Campbell). Those deploying airports also get additional funding for entities through other sources to cover gaps. Fire Station 23 needs replacement, and the tower (80 feet) needs 125 feet this year (despite being added to the list in 2013). The tower was designed, and in 2025, she will get her tower; however, the Army only gave $14M to the project reflecting a 90s quote. Question #8: Communication. Meetings and communicating concerns knowing prioritization (with a focus on funds associated with respective missions) guides efforts. Question #9: Training and Education. Leverage military training and background (e.g., math), and fix the positional. The interviewee is an ATC expert, airspace expert, and airfield manager—which a single person cannot backfill. Question #10: Community Integration. Support GA at leisure and operate as a Class B airspace. Question #11: Enhancing Resilience. Funding, positional alignment, and passion enhance resilience. Question #12: Project Prioritization. Prioritization is constant with different levels of funding. The latest IMCOM effort insisted the $2,020 cable bill will not be paid. A cost savings of $80K/year hinder morale. Fighting to keep cable also keeps people awake to manage shifts. It is obvious when investment is not made (e.g., operate with the mins for towing). The airport operates as a Forward Operating Base (FOB) to offset costs. For example, if it is needed, it better be brought. There are no extra hangars. There is just fuel to get in and out.

Interview Responses 119   Question #13: Recommended Interviewees. Interviews with the other airfields are recommended. Interview Reference: Andy Widor Interviewee and Organization: Andy Widor, Airport Manager for Westover Metropolitan Airport Question #1: Background. The interviewee is retired from the military. The military and civilians’ objective are revenue and community support. Maintaining the airfield for military vs. civilians is different. As the Airport Manager, who retired six years ago, the interviewee maintains relationships with the flying squadron. There is an Airfield Manager on the military side. The area may be used as a staging operation in usual operations, such as an aircraft coming in or an airdrop going on. This is airfield ops. On the high-level side, such as updating the Joint-Use Agreement, land issues, or development has an extended invite to the military. This functions both ways. DoD owns the airfield. There are 21 airfields, per the FAA. There are joint partnerships where the city owns the airfield and the military as tenants. Question #2: Resiliency Defined. Nothing official has been adopted. Question #3: Key Stakeholders. The funding on the infrastructure side is the civilian focus. The interviewee cannot speak on behalf of the military. Revenue and finance sourcing is a top focus; the interviewee is linked here. There are ten full-time employees on the civilian side. Question #4: Partnerships. Various types of meetings on set frequencies to capture updates are critical for maintaining the relationships. Question #5: Resilient Policies, Practices, and Processes. The policies are governed by the FAA. To some extent, the local jurisdiction assists. The Department of Homeland Security (DHS) and Customs and Border Protection (CBP) are involved. Question #6: Resilient Policies, Practices, and Processes Challenges. On the airfield side, some regulations differ between the military and the civilian. The taxiways abide by the FAA (civilian) and DoD (military) regulations. In some scenarios, actions are approved one way and not the other. For example, the Notice to Air Missions where a taxiway is closed, snow operations or running conditions for snow times, etc., vary with civilian vs. military. FAA Advisory Circulars are on the civilian side. AFI is the DoD regulation. There are different dimensions and comparisons as well. For example, there is a spacing requirement of 800 feet from the center of the runway to the closest taxiway.

120 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #7: Resilience Funding. There are three sources: airport funding, the Massachusetts Department of Transportation (MassDOT), and CIP. The FAA supplies the airport funding. The airport size determines different funds for projects. Airport Improvement Program (AIP) funds, discretionary funds, and grant funds (e.g., IIJA) are given from the funds. MassDOT aeronautics division also gives funding for airport projects. Using the Capital Improvement Plan (CIP), the airport has a local share as the corporation. The different pots make the projects come to life over an extended period. The airport works with a consultant to evaluate which projects should get funded. Revenue sources equate to fixed base operator and airport operations. Fixed storage through tenants and aircraft fuel, aircraft deicing, charters, user of departure lounge, and non-aviation storage (e.g., tractor-trailer storage). These are different revenue sources for obtaining. A lot of these funds have percentages built in based on the project. Question #8: Communication. When discussing the Joint-Use Agreement (good for 25 years), Westover wants to extend it to 50 years. It helps them attract different business developments. The extended length of the lease helps create a mutually beneficial justification. Question #9: Training and Education. The airport has normal FAA training required for all the staff. The airport also has training from the military side (e.g., operating on the airfield). Question #10: Community Integration. Based on the type of aircraft or changes in hours, etc. (e.g., Part 150 studies with noise compatibility), the local community is included. The joint-use effort between the military and the community for charity work is obvious. For example, local high schools tour the airport to get folks more involved in opportunities. Question #11: Enhancing Resilience. The big part is maintaining an open line of communication. There are so many aspects of communication, but that is the key. Question #12: Project Prioritization. Funding drives a lot of prioritization decisions. Safety is also a big part of the focal point (especially relative to the CIP). Safety stereotypically moves it up the chain for consideration. Question #13: Recommended Interviewees. Military counterpart interviews are encouraged. Interview Reference: Karen “Jack” Magnus Interviewee and Organization: Karen “Jack” Magnus, Director of Mission Sustainment and Community Partnership for Westover Air Reserve Base/Metro

Interview Responses 121   Question #1: Background. The interviewee is in the 439th Airlift Wing, which hosts the installation. Westover has an airport partner (Westover Metropolitan Airport, owned by the Westover Metropolitan Development Corporation) at the end of the runway. Westover Air Reserve Base operates a runway as an AF installation. Question #2: Resiliency Defined. There is a generic definition but topically can refer to anything from mental health to energy. For the interviewee, Westover resilience is normally in reference to energy resilience or some variation of resilience to sustain mission capability in any environment. Question #3: Key Stakeholders. The wing, all tenant units (on Westover proper), and community partners (e.g., utility provider, City of Chicopee, communities beyond Chicopee, the state of MA) all contribute. The state provided funding one year to do upgrades on the systems allowing for a reduction in electrical usage (e.g., more efficiency and saved money). Another partner is the Westover Metropolitan Airport. They aren’t viewed as a tenant despite leasing space. The airport has ownership and is a community partner. They are self-sufficient partner relying on the installation for use of the runway. The revenue stream received from the airport for use of the runway helps support maintenance costs of the runway. Question #4: Partnerships. The partnership between the airport and its air reserve base allows them to tap into different resources and reach out to different partners with different avenues. By working together, both can bring the environment together. For example, airport outreach to the FAA or another agency that would benefit the airport and vice versa (e.g., Westover reaches out to the City of Chicopee or Dept of Air Force) generates benefits on both sides. A mutually beneficial project currently in planning is a taxiway extension. The military side needs the extension to benefit C-5 operations. The airport wants the extension because currently the C-5 requires occasional use of another taxiway that belongs to the Westover Airport. The new taxiway extension would alleviate the need for the C-5 to use the Airport’s taxiway leaving that space available for commercial development and use. Defense Innovation Unit (DIU) is a DoD organization able to accelerate the adoption of commercial technology throughout the military. One focus area is energy. Energy resilience is an area where DIU and Westover are partnering to facilitate the adoption of energy-efficient and resilient technologies. Question #5: Resilient Policies, Practices, and Processes. Active engagement with the utility provider for electrical resilience would provide support in the event the grid went down. If the installation is up, that benefits the airport. Westover is researching methods for water resilience. Westover also is maintaining fuel supply resilience (which they have). They are looking at upgrades to infrastructure and

122 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency what they need to do at the same time (e.g., roof replacements that include solar panels to feed into a greater solar capability that already exists from a solar field off the installation and is owned by the utility provider). Question #6: Resilient Policies, Practices, and Processes Challenges. Policies, practices, and processes all present challenges. The government has multiple levels in the chain of command. There are pros/cons to the bureaucracy. A pro is looking at all avenues with extensive research. A con is the long length of time, slow progress, and financing. They know what they want to do but cannot always get the funds. Or, they know they can get the funding but aren’t clear when they will get it. Question #7: Resilience Funding. Program Objective Memorandum (POM) is how military departments request funding for their requirements. They make a request that flows up the chain of command, is reviewed at each level, and if approved at each level eventually reaches Congress for inclusion in the President’s Budget/National Defense Authorization Act (NDAA). There isn’t something referred to as resilience funding. But there are programs that have funding that can be used on projects that provide resiliency. For example, DCIP (Defense Community Infrastructure Pilot Program) provides funding for a select number of projects that will benefit a community and its installation partner. The completion of the project benefits the community and installation. It does tend to lend itself to resilience projects. There are different agencies in the government that have different types of programs that help fund resilience projects throughout the government. The Department of Defense and the military departments have plans to “become more resilient and environmentally friendly.” Those blueprints are published, and they are figuring out how to execute them. For example, the Department of the Air Force Climate Action Plan— https://www.safie.hq.af.mil/Programs/Climate/ Question #8: Communication. New England—especially MA is very forward-thinking (and learning) when considering response options to climate change and resilience. There isn’t denial; the roadblocks are finding the resources to make the changes today or planning to get the resources in the near future to work on the changes tomorrow. Question #9: Training and Education. Not so much directly through the AF, but heavily supported by the AF and all the other military departments is the Association of Defense Communities (ADC), which holds at least two symposiums each year. The one in March in D.C. and one in the fall (end of Oct/beginning of Nov) are events that bring communities and installations from across the country together to share best practices, success stories, etc., with creative solutions. By creating this venue of sharing and education, the information silos are broken down - https://defensecommunities.org/events/. ADC facilitates communication and information sharing, via the venue, and regular

Interview Responses 123   engagement with installations. For the AF, we are having regular engagement with the SAF/IE team to further increase installation education and sharing of methods that are successful. Question #10: Community Integration. Developing resilience for the installation, in conjunction with its community partners, is highly likely to improve things for the local community simultaneously. For example, Westover is working on a battery grid project with their utility provider right now that may come to fruition within the next one or two years. The benefit to the community partner is the company can do peak shaving, which will reduce costs to customers. The benefit to the installation is access to energy during times when the grid may not be available. This is a win-win. Question #11: Enhancing Resilience. Communication is very important. Education is super important. Educating all the stakeholders on the pros and cons of all the possible options and their outcomes. The more stakeholders can be informed and understand the benefits relative to the costs, helps everyone understand how soon a resilience project will generate a return on investment (ROI). None of that happens without communication of the pros/cons. Question #12: Project Prioritization. The interviewee wishes it was associated with the level of urgency. Needs/urgency are the primary factor in how items are prioritized; however, the list of 1- N with 1 being the most urgent and N being the least, doesn’t always get funded in that order. The reason is because the funding received may not be sufficient to cover the cost of any of the first four items but is sufficient to cover the 5th item on the list, so number 5 gets done. Question #13: Recommended Interviewees. State of Massachusetts—John Beatty, Military Assets and Security Strategy Task Force (MASS-TF), which interfaces with all installations around the state and might have some input. DIU, Air Force Civil Engineering Center (AFCEC), and Office of Local Defense Community Cooperation (OLDCC) are relevant partners working on projects for resilience. Assistant Secretary of the Air Force Energy, Installations, and Environment (SAF/IE) leads the Air Force Community Partnership and Mission Sustainment programs. Interview Reference: Sheldon Menezes Interviewee and Organization: Sheldon Menezes, Practice Manager for Aviation Research & Development at Woolpert Question #1: Background. The interviewee was part of a master planning effort for a joint-use airport for Waynesville-St. Robert Regional Airport (WSRA), a public commercial service airport located on an active Army installation at Fort Leonard Wood. They assisted the airport with identifying their needs and how it would match the shared goals. They

124 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency identified military goals and developed them into airport goals. They identified a need for a new terminal building and a partial parallel taxiway for the joint-use facility. Question #2: Resiliency Defined. Airports are long-term critical infrastructure with a need to adapt to disruptions or change. Good airport manager and airports need to constantly reinvent themselves against changes in regulation and technology (e.g., pandemic). The definition relates to the airport and airport management—while keeping a finger on the pulse with organizations and locally-centric organizations. Staying involved demonstrates the airport’s appetite for demonstrating resilience. Question #3: Key Stakeholders. All airports are different with different stakeholders; however, for this project at a joint-use facility, the following stakeholders were involved: FAA and state regulatory agencies that oversee or manage the airport; airlines (part of the essential air service program); chartered air services, on-airport tenants, pilots, GAs, and even relevant businesses in the local community. Any business impacting hangar development, etc. at the facility requires involvement. Property owners (even surrounding) are important. Property acquisition is needed when airports aim for growth (in physical size). Regional economic development chambers are huge. They have already done the homework and economic analysis to understand how best the joint-use airport can shape the economic need. If the airport can work with others, they are a resilient stakeholder. Question #4: Partnerships. The goals need to be understood between the military and the commercial needs. For example, Fort Leonard Wood has an area development part of the airport master planning effort; it was referenced continually. The Army was also involved with the airport master planning process and involved with conversations with stakeholders like the air carrier providing air service under the essential air service program. Having a partnership between the airport and any regional economic development organizations provides additional clarification for a forecast, planning for projects, and capital improvement projects. Partnerships keep airports informed without having to do the digging and allow for the assessment of others’ work. Question #5: Resilient Policies, Practices, and Processes. The master planning process (in general) considers the airport’s short, medium, and long-term time frame. Master plans are completed by the FAA every ten years. Making sure airport managers and the governing body are on top of this planning requirement is a policy and practice that should happen at a minimum. Airport management involved in organizations like AAAE, ACI, and annual local meetings help take the practice from a 10-year, 5 year, to an annual or semi-annual basis. Other airports reactions are considered and incorporate different conversations with other airports. Some things making waves elsewhere should be considered locally. In Waynesville, they constantly looked at St. Louis’ master plan as the forecast for air traffic would transfer to the centralized locations. Terminal area

Interview Responses 125   forecasts (TAFs)—likely not updated by the FAA, so looking at neighboring airports fuel sales, conversations, etc., to understand the GA impact is huge. The data is not clearly published, nor is it discerned often. Question #6: Resilient Policies, Practices, and Processes Challenges. Airport managers should stay involved and on top of the master plan, at a minimum. The airport can be involved way more through conferences, annual meetings, etc. Enthusiasm drives and follow-through shows, keeping momentum. Data collection can be a challenge. If it isn’t a core 30 (towered airport), it is hard to justify the forecast. For example, the FAA has a forecast, and if you see exceeding the forecast, you really need data to drive decisions. If the data is not available, finding it is very hard. Being able to collect that data is usually the greatest challenge. Doing the study to get the data to build the business use case is a struggle. Question #7: Resilience Funding. Usually, resilience is in Airport Improvement Planning (AIP). The capital improvement plan must have them. The Master Plan lists the projects. Funding from FAA through AIP (90% through FAA and 10% from the airport or state-sometimes 95/5). If it isn’t part of the AIP funds, the passenger funds can indirectly fund resilience as it impacts the traveling public. Two sources include AIP (safety critical) and PFC or CFC for traveling public. Question #8: Communication. Each cohorts’ involvement with each other’s planning initiatives. The Military Army Doctrine Publications (ADP) and commercial with Master Planning. Question #9: Training and Education. The whole point of industry conferences is to keep the information flow moving. These are the biggest opportunities to stay informed and gather lessons learned. There isn’t something specific at training airports or individuals at airports on how to deal with change. The larger industry conference is an example that it is part of the job. Question #10: Community Integration. Keep the community as a stakeholder because resilience is defining what the airport is doing in short/intermediate timeframes. Engagement with the community (even if in response) keeps the community informed (e.g., boundaries, changing approaches, changing instrumentation, etc.). These may all impact the types of obstructions, and information needs to end up in a database. Controlling these obstacles may require change (e.g., tree removal, pole surveys, etc.). Part of the processes that aviation in the U.S. has in place to report obstructions and work through workflows per advisory circulars generates fairness to all. Question #11: Enhancing Resilience. Staying informed and involved in long-term planning is critical (e.g., military in master plan and airport with air development plan).

126 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Keep relationships good and active so both parties are aware of what the others are doing. Question #12: Project Prioritization. Typically, an Airport Master Plan will have a capital planning function that prioritizes short, intermediate, and long-term (0-5, 5-10 years, then 11-20) development timeframe. Shifting funding and focus to short-term projects and/or safety-critical and/or maintaining/improving an aviation level of service are more important than projects that aim to continue with routine maintenance costs. What is everything a master plan considers, and how is it broken down into the highest priority projects? Look at the funding available to the airport, then work through the hierarchy. Question #13: Recommended Interviewees: AAAE, Airport Resilience (Google), Justin Barkowski, ACI, and other joint-use airports would be ideal. Interview Reference: Kevin Clarke Interviewee and Organization: Kevin Clarke, Director at the Office of Planning & Environmental Services, Division of Planning & Engineering at BWI for the MDOT Maryland Aviation Administration Question #1: Background. The Maryland Aviation Administration (MAA) is a modal agency under the Maryland Department of Transportation (MDOT). MAA owns and operates two airports—BWI and Martin State Airport. BWI offers commercial services (i.e. scheduled passenger airlines). Martin State Airport is a General Aviation Reliever. It is a joint-use airport accommodating both civilian and military aviation facilities. While all Martin State property is owned by MAA, the Maryland Air National Guard is a ground lease tenant and maintains multiple missions including a flying wing. Question #2: Resiliency Defined. There is no adopted definition. MAA attacks resilience through the planning, engineering, and asset management life cycle of capital projects to ensure system resilience. All projects (e.g., electrical systems) are to align with operational resilience. The focus is on doors open and lights on, and the planning perspective stating long-term operational survival and sustainability (including the “3 pillars”—planet, people, finances). Both MDOT and MAA have asset management programs with a life cycle baked in (e.g., equipment and systems). There isn’t a resilience program yet, however MDOT launched a Resiliency Task Force in early 2023 to align and capitalize on the new state and federal administrations focus and funding opportunities related to resiliency and climate change. Martin State Airport is surrounded by water on three sides. By that nature, resilience is, and has been, baked into the planning and design. Question #3: Key Stakeholders. Governance is first as the owner drives decisions. FAA deals with the airport owner. MAA leans on sister agencies for data and support (i.e. State

Interview Responses 127   Highway Administration, Maryland Transit Administration, Maryland Department of the Environment, etc.). All state programs filter down to MAA from MDOT for adherence. MDOT, the parent organization, addresses resiliency throughout MDOT (e.g., roads, mass transit, ports, etc.). MDOT may have overarching goals that may not have been fully filtered down. The joint-use airports, per the FAA, have a definition for the funding program. The MAA definition is a military airport (DoD owned) that allows civilian operations. For Martin State, the long-standing leases on civilian airports for the National Guards (e.g., $1/year for 50 years) are negotiated with MAA as they are still responsible for the development plans and compliance with the National Environmental Policy Act, and are approved by the FAA to ensure compliance with several Federal Aviation Regulations and Grant Assurances under the FAA’s Airport Improvement Program. MAA and the Maryland Air National Guard also maintain a Joint-Use Agreement that includes an annual Operations and Maintenance payment (i.e., $70K/year) to care for the jointly used airfield facilities (runway, taxiway, navigational aids). When planning (e.g., sea-level rise), MAA strives to “harden” facilities which typically results in increased costs for water-tight vaults, conduits and lighting fixtures given the three-sided water area around Martin State Airport. This is also true developing redundant electrical circuits to eliminate single sources of system failure that could be caused by either man or natural events. The Guard works with the Administration on planning to ensure any development plans and needs are analyzed for impact, so the plans maximize and share costs. The function is similar to a ground lease for the guard. The guard develops their facilities within the lease held at their expense. The development is collaborated and approved by MAA and the FAA. The installation development plans (IDP) for the Guard may have standards and objectives that could differ. The relationship between the Guard and the Maryland Aviation Administration is critical. Development, funding, and environmental approval through the DoD is typically not as strict as the FAA, which can sometimes create friction and get the airport owner in trouble if there is not open, transparent collaboration. The FAA can put stipulations in place that limit or restrict what the Guard can develop within their leasehold. Question #4: Partnerships. At an airport, the joint-use is synonymous with sharing the airfield. The runway has to be operational for both civilian and military activity. At least once per year for planning, or as needs arise, MAA and the Guard get together to share objectives, development plans and project status. These meetings used to occur more often but are challenging to coordinate when Guard staff tours end or they get reassigned. Guard operational staff and airport management interact on a much more regular basis (daily) as they perform their day-to-day activities. Master Planning or major construction

128 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency planning leads to more focused meetings. For example, during a major airfield pavement renovation project, the Guard will do a mission analysis, and make contingency plans in collaboration with MAA (e.g., military flight operations move to BWI during construction). Question #5: Resilient Policies, Practices, and Processes. Planning is conducted jointly and alongside entities. Policies do not exist yet. Practices include planning and operations coordination meetings. Question #6: Resilient Policies, Practices, and Processes Challenges. What resilient policies, practices, and processes present challenges? The color of money presents a challenge. The FAA has very strict funding eligibility elements. Sometimes a resiliency project might not be eligible as a standalone resiliency project (e.g., electricity–secondary power sources are not eligible). The FAA would not fund the secondary power source. If the airport cannot fund it by itself, it will not happen. Project descriptions need to maximize eligibility to match goals. Unfunded federal or state mandates that do not align with FAA AIP funds create an ownership line item. As a state-owned airport, Martin State Airport gets funding from the state’s Transportation Trust Fund and the FAA AIP program (which typically covers 90% of eligible project costs). Other non-state owned general aviation airports typically do not have less or none state-backed funding and must generate or seek alternative fund sources. Good goals and aspirations for resiliency and sustainability aren’t necessarily aligned or validated with the cost premium that those interests bring with them. Competing interests, such as system redundancy, also have to be sold on long-term gain, mostly answered with an “if” that is tough to demonstrate (e.g., if it goes down, but have to justify how often it goes down). Patchworking resilience initiatives are frequent. Question #7: Resilience Funding. If there is a funding program the military can bring to a civilian airport, that would be great! It is currently unknown. The military will bring federal funds on a pro-rata share if it is a major reconstruction. For example, if are 100,000 operations annually, and 10,000 are Guard operations, the military brings 10% of the cost. The two parties share the cost and do the project. The Guard has two pots of money for 1) regular operations and maintenance funds and 2) program funds from NGB that have to be competed for and prioritized. This is like the FAA’s airport improvement program that includes both entitlement and discretionary funds. Martin State, and many general aviation airports, receive $150,000/year in entitlement then apply for larger discretionary grants to fund big projects. MAA does not typically get involved in Guard funding programs, unless it involves joint development projects such as airfield facilities (runways, taxiways, navigation aids, etc.).

Interview Responses 129   Another resilience project is upgrading the local electric system. MAA is working with the local power company at BWI to avoid a single point of failure and may eventually do the same at Martin State. Historically, the FAA did not fully support the long-term lease of public airport property for military facilities as most of these leases were for less than fair market value (i.e., $1/year for 50 years). This is related to federal grant assurances associated with the AIP that require fair market value and equality among tenants. The Joint-Use Agreement, with an annual O&M payment, was established to help appease the FAA. The annual payment gets revised every 10-20 years. The Guard at Martin State provides on-site airport rescue and firefighting (ARFF) and emergency response for both military and civilian activities even though GA airports do not require having ARFF facilities and services on the airport. This is an added benefit to civilian operations and the local community. Because the Guard has it, the airport gets it for free and adds justification to the baseline common use agreement. There is a 10 to 20-year life on the Joint-Use Agreement. They renew and reinvestigate, setting rates on current market values and infrastructure investment predictions. They can add predictions, such as rehabilitation of the runway. The yearly use rate is set per the pro rata share agreement. The fee adjusts if they don’t have big agreements in the next ten years. Question #8: Communication. This is relationships. You have to hit relationships at different levels. Generals change frequently, but staff-level individuals have been there for a long time. The Airport Manager knows the guys on base well through daily interactions. He knows the Generals and Senior Staff because they discuss land use and planning initiatives. His boss engages with Generals on a political level, as this is another layer of the relationships. As a state owned airport, the Guard Bureau works with state legislators and the Governors Office which works with MDOT (MAA’s parent organization). Question #9: Training and Education. There is likely not much on joint-use. The American Association of Airport Executives (AAAE) and Airport Consultants Council (ACC) for airports are the two big industry organizations. The technical, best practices, and training and education committees are helpful. There might be a group very focused on military airports. Airport Consultants Council (ACC) provides collaborative resources for airport specialty consultants for planning, design, and environmental work. Many big companies and members of ACC do specific military work for airports. AECOM, for example, is a consultant to BWI and the Guard. This consultant provides the military Individual Development Plan (IDP) planning, while another division of AECOM works with

130 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency MAA; behind the scenes the two divisions can collaborate (if so directed to coordinate), resulting in balanced airport development plans. These networks are highly impactful. Question #10: Community Integration. Water is an easy connection, especially at this airport. Climate change, sea-level rise, and storm surge can drastically impact the area and cause flooding on the only road into the airport and the community on the peninsula. When that road floods, the whole area is cut off. The airport, Lockheed Martin (tenant in the area), and Maryland State Highway did studies on flooding so they can ensure the areas are accessible. The Guard is not incredibly involved here other than understanding drainage flows from their leasehold. Other airports may have a reverse situation. The climate change or issues (e.g., electrical draw, natural gas transmission line, etc.) on the property could impact the community. Resilience is designed in the airport to protect and help the community. The right-of-way piece with utilities is big, which normally circles the airport with an impact on the community. Utility companies often have right of way easements across airport properties (due to their expansiveness) that provide service to local communities. Question #11: Enhancing Resilience. Communication of needs and bringing money to the table would assist. Special resources, such as specialists in engineering and technical, are beneficial. It is unclear if the Guard or military have something special or different than planning and engineering best practices they would use. One important aspect of resilience to planners is long-term compatible land use. Right now, the focus is on infrastructure and hardening infrastructure for climate change. In the grander scheme, land use compatibility is important for ensuring the airport is operational 50 years later. For example, public encroachment for residential development could impact the airport. Small GA airports across the nation have been lost due to encroachment. With a Guard base at the airport, it is less likely to be choked out. At that point, it is hard for politicians to allow an airport to close. Picture an airport where they fly A-10s and consider a shift to an F-35 and the noise generated by the newer generation aircraft. This change may impact the community and those communities ten miles out. The long, strategic planning needs to be considered. As the airport owner, it is imperative to draw out the plan, work with the counties/state, etc., to demonstrate balance. Question #12: Project Prioritization. MAA has to re-prioritize all the time. The projects that are most ripe, critical for safe operations or state of good repair, highest needs, ranking for FAA funding, and size of funding are all considerations. This is a sliding scale; everyone has different definitions of criticality, and prioritization can also be politically influenced—especially with a state-owned airport where governors and legislators can change every four years. It does come down to the capital program. MAA will prioritize

Interview Responses 131   using a point system. There are points for safety-related, asset-related, dollar-value, etc. They create the point matrix and then put it in projects for analysis for funding alignment. In Maryland, MAA’s prioritized projects then need to be rolled into MDOT’s statewide prioritization where airport project may have to compete with bridges, roads, and mass transit. Question #13: Recommended Interviewees. Counterparts, AAAE, and ACC are ideal. Interview Reference: Col. Troy Cramer, Col. Michael A. Hrynciw III, and Lt. Col. Kelly Shifflet Interviewee and Organization: Col. Troy Cramer, Mission Support Group Commander at Mansfield Lahm Airport, COL Michael A. Hrynciw III, Commander of the Ohio Air National Guard’s 200th RED HORSE Squadron and Base Civil Engineer for Toledo, and Lt. Col. Kelly Shifflet, Mission Support Group Deputy Commander Question #1: Background. Air operations stood up in 1948. Guard units were placed next to existing airports. Local influential folks assured staffing, which was the primary concern. Every Air National Guard has an Airport Joint-Use Agreement (AJUA). The real property person is highlighted in different leases. The Wing went through a recent divestment of aircraft. The Wing was paying $50- $75K/year, ending at $0 because of the elimination of aircraft. The Wing is getting the aircraft firefighting response at no cost, which helps them keep Part 139. If the Wing had kept flying, it is unclear if the Guard would have kept giving money due to the contributions given for aircraft firefighting response capabilities (~$3M) as in-kind assistance. Question #2: Resiliency Defined. Resilience is related to people in the definition of the military. There is a plan when it comes to relevancy as well. Resilience is operating in a degraded environment. When it comes to infrastructure, this is different. The military has tried to bolster installations and infrastructure to recover from a natural disaster or an event (e.g., generators at mission-critical facilities). Redundancy in systems is essential. The airport doesn’t have water resiliency due to no water towers. Comms are redundant. A Continuity of Operations Plan (COOP) is universal. The backup plan helps folks relocate to another base, especially when geographically specific. This is a step-up and coordinated to stand the operation back up. In Toledo, the COOP is to go to the airport. Another plan accommodates a full shift to another Air National Guard Base if the airport is unavailable. Predict every “what if” scenario. For example, look at spills from aircraft carrying hazardous materials. Look at the emergencies where you might lose a capability. Look and use risk management assessments, then plan accordingly.

132 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Plans look at all scenarios but don’t incorporate the airport. It loops in outside responders but not the airport. It would be nice to have the airport managers involved. Both have a lot of interaction, but not really with emergency management. For example, construction on the base has to go through the airport because the base rents the land from the airport. This is current because of the fiber project to go under the taxiway. Every Air National Guard base has different leases, and you must have a 50-year lease, and there is a lower budget to maintain the facilities. The Joint-Use Agreement is just for the airfield, and much of this provides aircraft firefighting response to sustain Part 139 + funding. Question #3: Key Stakeholders. Looking at the airfield and usage becomes a discussion point. For example, FedEx would pay exponentially more and pay to relocate the Air National Guard allowing access to the airfield. Due to the prime real estate here, NGB is trying to push Air National Guard bases off the airport. Question #4: Partnerships. It is truly about relationships. This has to consider the presence of the Air National Guard base. There is a joint board meeting with the airport. Meetings become more regular when there is construction on the airfield. Mansfield expanded ground fueling operations. The airport is trying to entice businesses to come. They just sold the FBO (now owned by Ness Aviation), which has a vision for expanding the FBO to bring in more business (e.g., hangars, fuel, jet storage fuel access). The Mansfield Aviation Commission (MAVCOM) is held with base, airport, and city members. MAVCOM is a collaborative working group between the government, city, FAA, and businesses. Each has a vested interest in seeing growth and sustainability at the airport. MAVCOM talks about what is in the best interest of the airport. One of the issues is the amount of power needed at the north end of town to sustain expansion. There just isn’t enough power. First, there is a need to upgrade substations. All groups also need to work out differences. For example, the city very seldom comes to the table with money. Trying to get them to run with projects from a contractual standpoint is an issue. The lack of money and support with contracts (and oversight) becomes an issue. Toledo Port Authority-Toledo owned a shipping port and airport (outside the city), but they struggled to maintain the airport. Toledo lost United Airlines and now Toledo just runs Allegiant. Toledo used to have a fire department where the security officers would rotate over to the firefighting department (one hour before landing) and then rotate to security 30 mins later. When the air guard took over the firefighting capabilities, this reduced training expenses. Question #5: Resilient Policies, Practices, and Processes. Partnering with the joint- use holders and then finding the funding streams (e.g., large businesses with aircraft, medical such as life flight, etc.) are important. The funding to generate the payments is

Interview Responses 133   important. Relationships and funding are also here. AJUA is the only governing policy. There are other letters of agreement (~20 letters) sustained by airfield management, creating additional definitions. Question #6: Resilient Policies, Practices, and Processes Challenges. Funding is the nexus of strengths and weaknesses. There is an inconsistency in the process. A Military Construction Cooperative Agreement (MCCA), such as the one in Toledo, had a barrier system, The military paid the airport the money to execute and put the system in place. If staff can manage other people’s money to work on the airfield, that is helpful. When there are free monies but nobody to work on it, then it becomes a problem. Question #7: Resilience Funding. When the state of Ohio created the Ohio Military Facility Commission, there were set-aside monies here. Consider the airport leveraging and/or finding ways to consolidate money; that would be great! This Commission disbanded. JobsOhio also has a budget to help support economic development. These programs have money (or can get grants) to advance the area. If the airport can secure or save jobs, it can likely get money. However, be sure the capacity exists (e.g., apply for and execute other peoples’ monies). Keeping folks informed, such as politicians also allows them to know what is needed so connections can be made (e.g., jobs). Question #8: Communication. There is a system that will be fielding to Guard bases that will address drones. How does the buy-out work to move bases off the airports? Question #9: Training and Education. There isn’t material that exists. The airport has standard procedures and Air Force instruction, but those are all military. The airport also has flight line training for anyone who drives on the flight line. This is required for driving, but it is unclear if a civilian has it as well. There is a lot of internal training to ensure the airport is “okay” with how everything operates. Every active base has airfield managers. These individuals manage the airfield operations (ground, not flight) and have governing regulations for where training takes place. It is more about managing the airfield function (e.g., flow patterns, parking patterns, etc.). These folks have a close relationship with the airport, supported by letters of agreement. Question #10: Community Integration. The fact that the airport is here creates jobs, leading to resilience. Now the airport is transitioning to a cyberspace mission, which creates more specific jobs. This also creates a dependency on the environment. The cyclical connection between relationships, jobs, etc., creates resilience. Question #11: Enhancing Resilience. Consider the Master Plan from the airport. In Toledo, they had a shorter runway. The airport wanted to expand the runway to have the redundant capability, so investments into the Master Plan (and knowledge of it being something) needs to be there. Know the need for development and expansion needs.

134 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Also, consider how to eliminate the FAA modifications and AF Waivers. Focus on compliance and risk avoidance. Most revolves around money and long-term needs. Leverage the question regarding how to make the airport more attractive to bring more people in. This generates capabilities. Consider the co-located component that naturally brings funding. Question #12: Project Prioritization. Funding is always safety, risk (minimize), and mission. The airport looks at viability and functionality. Outdated equipment (e.g., snow removal on the third largest runway in Ohio-which is not busy and has two runways) might be helpful. Question #13: Recommended Interviewees. Air bases, base engineers, and airfield management are ideal. Interview Reference: Lt. Col. Juan Marulanda Interviewee and Organization: Lt. Col. Juan Marulanda, California Air National Guard Question #1: Background. The 129th Rescue Wing arrived at this airfield in 1984. In the 1990s, there was Base Realignment and Closure (BRAC). NASA was given the airfield to manage ~1,200 acres. In 2009, the airfield almost moved. In 2009, NASA made an agreement as the landlord and the tenant. A permit was issued, and a license was granted to NGB and relayed to the CA Guard. The 2009 lease was signed for 50 years. In the same timeframe, NASA was sub-leasing airfield land to other entities, including universities, private research companies, etc. The biggest one that took over most of the airfield is Google, which has a company dedicated to private ventures. Through Google Ventures (GV), Google manages a majority of the airfield. GV signed a lease with NASA for 96 years in 2014. GV requested an exchange from the Air Force, which created a facility exchange agreement. This was drafted in 2014/15 and then signed in 2016. That exchange was intended to consolidate resources in a containment area that was 10% of the acreage (110 acres). This allows them to have majority control of the area and benefits the National Guard (NG) to move out of other areas for building and development. The NG program accelerates and then gains access to the rest of the capabilities. The partnership helped them execute new facilities and benefited the community-including NASA and GV. Given the “exchange” nature of the agreement, GV is responsible for providing equitable operations, and NG is responsible for moving to new facilities. The interviewee arrived in 2015. As the base engineer, the interviewee helped execute the exchange and actual construction. The cost of construction has risen over the years, requiring relationship management. Munition storage is the current initiative in the program for execution in the next 7-10 years.

Interview Responses 135   The Guard has 90 units and 86 bases. There are only ~5 airfields that are wholly owned and managed by the Guard. In the majority, those airfields are leasing space for $1 under the Governor, given the Guard’s authority. Federal (President) or State (Governor) issuance of military orders dictates reporting, so many bases are taking quality real estate for the benefit of the state. Question #2: Resiliency Defined. There are two types of resilience definitions. There is a definition related to the mental health of troops, and there is a resiliency center for mental health, financial support, etc. This is all related to the well-being of the troops. The second is under the National Guard Bureau (NGB) A4 leadership across the Guard. This is specific to civil engineers with systems and capabilities. This resiliency of power, water, and containing operations during an attack. Being able to come back and accomplish the mission. It is related to bouncing back. Question #3: Key Stakeholders. Key stakeholders are NASA (landlord and provider of external utilities-electricity and water), Google GV (consumer and airfield management through AV Port, a third-party company), and the Guard. The 129th Rescue Wing is the Guard stakeholder at Moffett, with reach-back capabilities to NGB. GV has other reach-back points, and NASA has other connections to vendors. All stakeholders have issues/concerns (e.g., redundancy in telecom) that are addressed differently. Question #4: Partnerships. The airfield has quarterly meetings. Issues are discussed, such as maintenance, wildlife, changes, etc. The airfield and its tower and personnel are all under GV. GV is 100% responsible, and on its lease with NASA, GV must provide the NG with certain services. These are also documented in an agreement. Question #5: Resilient Policies, Practices, and Processes. Sustainment of system of operations (e.g., power generators available and evaluated consistently, water plant in the event of water contamination, etc.). This is under continuity of operations for ongoing operations. Exercises support the resilience of the wing for deployment. These exercises will deploy in a tent city with maintenance equipment and planes, then operate remotely to practice if the base is unavailable. Question #6: Resilient Policies, Practices, and Processes Challenges. As a base engineer in the ongoing operations, the interviewee has no complete control of utility/resource connections. Everything is through the landlord, NASA. The interviewee needs more options for generators, satellite lines, etc. Two vendors, a microgrid, etc., are available, but he doesn’t have control access to these sources.

136 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #7: Resilience Funding. There are two types of funding: typical O&M through Congress for maintaining ongoing operations, which results in a 75/25 split from NGB/State. The percentages can vary, but typically the split is in this range. The state can ask for a reimbursement. The federal government provides funding for military construction. The construction equipment, design, etc., come in with 100% funding - for example, the flight simulator in FY26. Where does resilience funding come from? Ask for a project and bake it in. This is being addressed. NGB has done outreach to find out what bases would do for resiliency and what it would cost (e.g., potential funding for coastal bases). You can add projects, but they will be on hold for 5-10 years or more. The O6 MSG Commander works for and falls under the Secretary of the AF (during the week). The main office is in Silicon Valley. It could go here as an idea, start-up, or interest in creativity and innovation. This bypasses the DoD procurement processes. DIU can help accelerate the funding process because funding does not go from/through Congress but comes directly from the top. Mission funding is separate and is from the ACC asking for the mission. Question #8: Communication. The relationships are critical. DoD entities and airfield management need to meet quarterly and create team efforts. The landlord (NASA) agreement is that the NG provides air traffic controls. Others manage the airfield (GV in this case). As long as GV provides ATC ($1.2 - $1.5M), GV will support the airfield and give NG 60% of the flying hours and take-offs for the year. It is a give-and-take for a foundation on everything else to build on. Sustainment follows. Sometimes the cost of implementation can be shared. Or, perhaps the organization can pay for 100% then agreements follow. Question #9: Training and Education. Professional military training always provides opportunities. An example is the War College, with 90% being virtual and exposure/working relationships with a small cadre of peers in different forces and civilian exposure. The interviewee travels to Carlisle, Pennsylvania, for two weeks yearly to network and learn. Deployments can also create interagency interactions. Within the state, collaborating with the Army is the norm. The Army is 90% of the state, and Air Force is 10%. Land and building are separately considered in the AF. The Army tries to combine it under the J9. These differences and responses are coordinated and exercised through state-level exercises. There is no specific training dedicated to resilience. Question #10: Community Integration. The Army at the state level is ideal for this answer. However, looking at the freeze warning in CA right now, there are FRAGORDs to set up areas for housing people experiencing homelessness and look at state-level support for the community when needed. Fires and earthquake management (specifically

Interview Responses 137   area support) are also considered. Attacks against the electrical grid are also generating concern due to extremist attacks. Securing these and/or working with electrical grid providers is currently the focus. Question #11: Enhancing Resilience. Investment in a deep-dive by base would be important. From the headquarters area down to all the bases (active, reserves, and guard) to analyze critical bases, then dedicate resources for alternate sources of necessities, including power, water, and communications. This would be very micro-managed but could (and should) be distributed. This may be happening, but he is not aware. Fifteen projects are in the workload for the base engineers right now. Anything that has to get done has to be contracted out. The data gathering, review, and implementation time are still there, but it prioritizes efforts appropriately. Question #12: Project Prioritization. Life and safety are always considered first. This allows them to accomplish the mission with the people needed to perform. Analysis in this space considers long-term operational impacts of current risks (e.g., Pacific threats). How do you defend/mitigate the largest threat? Second are requirements to support ongoing operations. How well situated is the base to operate in support of the community? This analysis needs to consider all the bases in the immediate area. For example, during COVID, there were massive airport delays, and supplies needed to arrive to support the local populace. The final category is nice to have. Question #13: Recommended Interviewees. None provided. Interview Reference: Tommy Turner Interviewee and Organization: Tommy Turner, Assistant Airport Manager at City of Tuscaloosa Question #1: Background. Tuscaloosa Airport (TCL) is between Tuscaloosa and Northport. TCL is city-owned, and FAA regulates them. TCL is one of the top GA airports in Alabama. TCL is also Part 139, so UA has contracts with commercial airlines. TCL is a GA airport that supports charter aircraft. This benefits the university from inbound/outbound ease and income generation. The two runways are the major and precision runway (which uses precision instruments). In the past, there were autonomous vehicles tests. TCL is seeking more integration (e.g., rocket competition between the SCC schools in Arizona). The engineering department is a big part. Full-Depth Reclamation (FDR) is an in-place recycling method for reconstruction of existing flexible pavement using existing pavement as the base. This process creates a stronger base as a sustainability effort. The FAA recognized this effort as the airport was 1 of 10 airports that have used this process.

138 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #2: Resiliency Defined. Resilience is how to withstand or recover from a different situation. In 2021, there was a major runway project, and Tuscaloosa Airport had to navigate difficult situations. University of Alabama (UA) uses the runway often, so navigating the university’s needs and low traffic for the year was a struggle. The low traffic impacted grants through the FAA. Another example was the tornados in 2011. Question #3: Key Stakeholders. UA and the community are key stakeholders. Mercedes, Fifer Wire, and Peco Foods all have aircraft there. Tuscaloosa Economic Development Commission (TEDC) uses the airport to build industry in Tuscaloosa. Question #4: Partnerships. Other airports rely on each other. For example, the grant process is complex. Exchanging best practices and keeping communication networks open is critical. Additional storage, research development, etc., are also a part of the UA and governance relationship. Question #5: Resilient Policies, Practices, and Processes. The baseline best practices are the Airport Emergency Plan (AEP) and the FAA certification of Part 139 to have scheduled and unscheduled aircraft arrive with a certain number of seats. These best practices ensure compliance and up-to-date standards. Question #6: Resilient Policies, Practices, and Processes Challenges. Staying up to date with training is difficult. The other challenge is getting grant money. Question #7: Resilience Funding. There is not a process here. Having a “can do” and “won’t stop” attitude is where resilience is enhanced. Figuring out a way to get funding for this initiative is a start. Outreach to other airports initiates the process. Often resources (e.g., templates) are exchanged. Question #8: Communication. The interviewee is a civilian. The military partner is a CPT in Alabama National Guard. The individuals work together and talk through processes, navigating different perspectives. Sitting down and navigating the best strategy for the grander good enhances the relationship and generates the “yes” outcome. Question #9: Training and Education. There aren’t joint opportunities. With Columbus being close to Tuscaloosa, the other services are practiced. TCL also has the FBO with military contract refueling capabilities, so TCL will see military aircraft in the area. This is especially true on game day (e.g., Iron Bowl). TCL is not a joint-use airport where NG is co-located; NG supports the transitions. Question #10: Community Integration. Thinking back to the 2011 tornado in Tuscaloosa, the community came together. The effort is still discussed today. The community’s “don’t quit” attitude generates rebuilding and naturally creates resilience.

Interview Responses 139   Question #11: Enhancing Resilience. Quicker responses for the state, national, and possible international disasters and events would enhance resilience. Question #12: Project Prioritization. Classifying projects by level of importance is critical. This helps TCL maintain Part 139, which is easy to lose and hard to get. With this being a differentiator, TCL will prioritize projects that support the certificate. Next are other industry support and economic development. Question #13: Recommended Interviewees. The interviewees counterpart, Huntsville, Montgomery, and Mobile would be ideal. Interview Reference: Erin Cooke Interviewee and Organization: Erin Cooke, Sustainability & Environmental Policy Director for the San Francisco International Airport (SFO) Question #1: Background. SFO works with joint-use airports through a gateway council and an airport group focused on bay area air services. That group determines what the right suite is of specialization. The group also does issue resolution in the highway of the skies and for noise issues. Question #2: Resiliency Defined. The Chief Resilience and Sustainability Officer (previous design and construction chief) is part of the definition. SFO put planning, Building Information Modeling (BIM), and sustainability in the Chief Resilience and Sustainability Officer agreement. The individual’s job is to define resilience and develop the plan. There is a framework interconnecting with ongoing work in Emergency Management (EM) and business continuity. It is a bridge. The goal is to build resilience before an acute hazard occurs (e.g., bend but don’t break). This provides a comparison between endurance and bend. Question #3: Key Stakeholders. Airports and airport communities are part of key stakeholders. Predictions and dealing with acute hazards-starting at the federal level with FEMA and the National Oceanic and Atmospheric Administration (NOAA) predict the hazards threatening the airport; these predictions help define vulnerabilities. The state EM also provides predictive analytics. The California Governor’s Office of Emergency Services (OES) also has an adaptation working group with natural resources and a board that works with the airport. This group does more research and science analyzing the impacts and effects of climate change-then change over time-scaled to the county level. There are counties of emergency services-which are part of San Francisco but part of San Mateo County. Jurisdictions have reference to SFO and expectations of SFO. Airport proper has emergency service and management, finance, human resources, sustainability and resilience office, design and construction groups, and engineering. Other community groups are also incorporated (e.g., non-profits) that work on assessing

140 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency climate hazards and vulnerabilities. These community groups work on reporting and analysis they are undertaking. The city has its own office of capital planning and resilience-the city runs climate San Francisco (SF). This is adaptation, mitigation, and resilience. There are numerous stakeholders, from transit to public utilities and Department of Public Health. Question #4: Partnerships. Individuals and entities shape resilience together. Question #5: Resilient Policies, Practices, and Processes. It is a framework rather than a plan because it is staff driven. The framework looks at what the airport has done. It looks at how city-based governance considers how SFOs are left out across municipalities. Areas looked at are emergency response, climate impacts, etc. Policies still need to be implemented, but updated airport codes and standards reflect the predicted human-caused hazards that need abatement and response. Right now, SFO focuses on the cost first. Human capital is second, and a better understanding of who responds, how they respond, and where they live will benefit. Another one that SFO will work on is the triple bottom line and the total cost of ownership of an asset before investing. Those three pieces will meld as policies. SFO has a Request for Proposal (RFP) to do a critical infrastructure assessment to determine the lifelines of existing infrastructure and how reimaging the future operating environment will feel/work, including operations and climate threats. Question #6: Resilient Policies, Practices, and Processes Challenges. Organizational buy-in is challenging because it is new despite resilience planning being part of resilience for a decade. Airports are slow beyond response and preparedness; resilience tends to be about human capital rather than infrastructure. A prime example is talking about the resilience framework because the common definition is not widely adopted-especially in the airport sector. Resilience is not normalized and is part of the existing infrastructure. Human threats are normalized and understood, but climate impacts are a deep science. Folks are cautious about building to an unknown and uncertainty. They have a long history in engineering, but there is hesitancy due to the dollar investment. Getting the capital to get the support and deploy the capital is real. Global threats, natural hazards, power outages driven by natural hazards, etc., are nascent challenges. Stakeholders and complexity are also a problem. The leadership of a design and construction group (through progressive design-build with a joint partnership with general contractors and evolving with stakeholder input) needs to be improved.

Interview Responses 141   Question #7: Resilience Funding. Funding is still being developed. SFO has assigned a role through internal appointment (which avoided the exercise of securing additional funding). SFO moved one person to oversee planning, design, and construction; another moved laterally to do resilience and sustainability. The chiefs at the airports report directly to the airport director. The CEO has the flexibility to make at-will appointments, which are the chiefs. It goes beyond standard human resource practices, so they don’t have to recruit. Funding was there for the position. SFO had a zero focus (e.g., zero waste, zero carbon, etc.) envisioned about five years ago when launching a $7.4B capital program. SFO wanted the capital program to align with all of the zeros. The more significant social impact was pitched. SFO requested a $100M reserve for projects beyond code and exceeding outcomes. The interviewee oversaw the program, and the returns have been significant (e.g., water/passenger reduction, healthy building outcomes, etc.). SFO has a proof of concept. Airlines will likely support a second round of funding. Airline fleets and people design their capital assets, so it needs to be determined if airlines need to deal with infrastructure like airports. Airline resilience plans are unknown, and lockstep actions with airports need improvement. Right now, airlines are focused on decarbonization. Question #8: Communication. Not discussed in detail. Question #9: Training and Education. None identified. Question #10: Community Integration. Discussed in stakeholder mentions. Question #11: Enhancing Resilience. See prior discussions to integrate stakeholders and build around a framework. Question #12: Project Prioritization. The framework governs decision making. Question #13: Recommended Interviewees. Airlines should be included. Interview Reference: Troy Meuth Interviewee and Organization: Troy Meuth, Airfield Manager for Martindale Army Heliport Question #1: Background. The interviewee retired in 2019 from the Guard as an O5, helicopter pilot. From 1990–2000, the interviewee was part-time. In 2000, he became full- time in the Texas Guard. He has worked at the battalion, brigade, division, and state levels before retiring as the facility Commander for Martindale Army heliport. There are 17 facilities, and the NGB said they needed Airfield Managers at each one. For the last three years, he has been in the position.

142 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #2: Resiliency Defined. This is really how change management and how the entities work together. Resiliency is how entities co-exist in the military and civilian environment. From the interviewee’s perspective, it is what is developed outside the fence lines, how they fly, and how partnerships enable progress. San Antonio is “military city USA,” so they need to operate with the city. In 2017, Martindale got word that the property east of the airfield (~300 acres), but inside the traffic pattern, was undeveloped, but developers were trying to put thousands of houses in the space. As a MEDEVAC facility, Martindale does a lot of hovering. The rezoning would be a huge issue. It took the state, the city of San Antonio, and the Joint Base San Antonio to work together. This changed Martindale’s perspective because not knowing hurt the entity. This led to a “need to be present” mindset and joining several things including the Far East Planning Committee, the Military Task Force (chaired by the city and county), and the Alamo Council of Government (ACOG). Martindale made a compatible use study for joint insights and operations. They did a noise study at Aberdeen Proving Ground. This converted to several other initiatives, including Military Lighting Overlay District (MLOD), Military Sound Attenuation Overlay (MSAO), and high restrictions for traffic patterns (at 35 feet). New homeowners sign an addendum at closing acknowledging proximity to the heliport. This stopped building issues that would have had a drastic impact on operations. These items are the result of interaction with the community. San Antonio also has Randolph AFB, Lackland, and Kelly AFB, then the training area (Camp Bullis) all in the area. With all those in the area, they joined forces with JBSA to "tag-along" with initiatives to get included and change the city code. They are now notified of items and are included in those items. The concept of “being good neighbors” is essential. The amount of money brought to the city is worth it. When BRAC comes around, they consider how the city supports the installation. Are they going to get more structure here? These indicators indicate the placement of HQ and units and closures. Question #3: Key Stakeholders. Texas National Guard Military Department has an armory, field maintenance, and airfield. It is a helicopter-centric facility. With aviation in the Guard, there are facilities staffed by dual-status technicians. They have 12 helicopters stationed there, and they have 60-75 full-time people that work on the aircraft and are instructors for the aircraft. Army Aviation Support Facility (AASF)—Facility and Installation Commanders are at the highest level. The AASF has a vested interest in the cycle. The state aviation office runs Texas with four flight facilities. The HQ is at Austin at the Texas military department. An O6 runs this and is the higher HQ.

Interview Responses 143   As the airfield manager, the interviewee ensures relationships and operations, often taking the lead on agency interaction. The interviewee has support from the maintenance office in Austin for external communications and property management (e.g., all installation needs). The Austin flight facility is at the Austin Airport. They are a tenant unit. Houston is on Ellington AFB. They are also a tenant. This is also a joint-use airfield. Dallas is a separate entity without an airfield manager but with an airfield. When there is a tenant unit, the civilians take care of initiatives, whereas the standalone with airfield managers, they have to tend to their own needs. Question #4: Partnerships. There is another chain of command in joint-use. The civilian absorbs the overhead. There are pro/cons to each. If his airport was located on an airport, flexibility and changes to the installation are more difficult. As an “uncontrolled airspace” over their airfield, Martindale can take off and land whenever. However, they have the overhead of the management. Since they are such a small airfield, there are only two of them. Overhead isn’t bad, but they still must manage everything (e.g., security, operations, etc.). From the civilian perspective, they are a little bit more relaxed. Tenants on an AFB have stringent regulations. In his scenario, they are best positioned to make quick decisions and take action to reinforce partnerships. Question #5: Resilient Policies, Practices, and Processes. Involvement with the community, the city, the county leadership, the state leadership is very important. Getting on committees and understanding/attending the frequency of meetings (monthly/bi- monthly) creates situational awareness. Also, get exposure to leadership and support entities, including utilities. For example, Martindale understand what JBSA may be entertaining for relocation of specific resources. The city can help bring in these entities. The open dialogue is critical. According to the appraisal district, contact was “US Army, Ft. Belvoir, VA” thus no local contact and the city thought Martindale was a part of Joint Base San Antonio. They didn’t know about rezoning that might occur. JBSA informed them of what was going on (see the 2017 scenario), so they could act. Question #6: Resilient Policies, Practices, and Processes Challenges. The answer falls into the category of time. The time commitment outweighs the issues that may arise latter. It is worth it. For example, hearing about things that might impact your strategic vision enables speaking on behalf of the entity. Question #7: Resilience Funding. There is not a dedicated pot of money for resilience. The military, whose money is from Congress, states how pots of money can be used or not used. Martindale does not get a budget until six months into the cycle. For the first six months, they operate on a shoestring. The next six month, they are trying to spend the money. The interviewee gets a pot of money to manage the airfield. The money for

144 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency maintenance/property improvements is not included in his budget; state doesn’t have a budget for this either. Maintaining the facility and doing repairs, which are not life/limb/eyesight become a struggle. Prioritization may not be high enough to do the projects or maintenance. They can do things for the community. For example, they had the Mayor’s Office to the airport. They brought a few of his staff on a helicopter and gave them a briefing. This “open house” doesn’t cost money yet gives exposure and enhances relationships. Other monies, such as fence line needs repair is tied to maintenance and construction projects. This money could be termed as “good neighbors” and linked to resilience. However, decisions to do these projects are at a much higher level. The interviewee would love to have a maintenance and projects budget, but there are lots of folks asking for limited funds. Question #8: Communication. The military notification system and knowing who to notify was a huge outcome from 2017. A lot of things can be managed and fixed just sitting at the table. The Military Affairs Department in Texas has an Adjutant General and a Staff as the conduit between the city and the airfield. For example, the road coming into the facility is tore up. Martindale is working through the Military Affairs Department to get the road resurfaced properly rather than just being fixed. The next initiative is to fix the approach path. The property right outside their facility could put something up that impedes the approach. Martindale is working through the Dept. to get a height restriction for the property north of the airfield, so they are aware of the issues created. Question #9: Training and Education. Interaction with the community and being good stewards for the community is not there. It could be like a left seat/right seat that continues to establish relationships and best practices. Formalized training on how to manage resilience (and how to grow it) isn’t formal education. The interviewee is not aware of formal education to accomplish the definition of resilience. However, the interviewee has figured out how to get GIS capabilities. The visuals are worth 1000 words. These skillsets enhance resilience from a unique angle and could be a complement. Question #10: Community Integration. See the above discussion items. Question #11: Enhancing Resilience. The interviewee recommends getting involved and transparency. Question #12: Project Prioritization. It is a joint approach. The interviewee has direct report abilities, but the external affairs department at the Texas Military Department in Austin needs to be looped into the discussion. Martindale cannot enter agreements without the Texas Military Departments’ knowledge and endorsement.

Interview Responses 145   Question #13: Recommended Interviewees. The Texas Military Department is ideal. Interview Reference: Michelle Yanniello Interviewee and Organization: Michelle Yanniello, Military Family Life Counselor at Joint Base Anacostia-Bolling Question #1: Background. The office is in the headquarters building, which is the hub of many of the squadron leaders. As a Military Family Life Counselor (MFLC), individuals are not a General Schedule (GS) employee, employed by the military directly, nor are individuals service members. Individuals are licensed counselors employed by a healthcare agency under contract by the DoD. Individuals are placed there by request by the command team for additional support and services. The interviewee is a general adult MFLC; the interviewee is a licensed social worker to work with all branches providing short-term, non-medical counseling. It is a level of care provided as a precursor to mental health, which minds limitations (e.g., safety concern escalations to supervisor). MFLCs don’t take notes or share any Personal Identifiable Information (PII) unless requested by the client. MFLCs are restricted on their contract (e.g., not treating on a diagnosis as that is the Military Treatment Facility (MTF)). The history request dates back to pilot’s needs, timing, and perceived stigmas. Question #2: Resiliency Defined. Resilience is associated with non-medical counseling and outreach. The follow-up is briefings and education. Outreach reaches resilience due to the concept of outreach itself. Non-traditional outreach and consultative initiatives are to be present. The interviewee is one of two individuals in the role. The other individual is embedded in the unit with the ability to go to everything and be part of regular gatherings. The interviewee is very accessible. Work occurs with all branches with selected days for outreach. The topics and conversations are resilience related, such as deployment preparation, stress and anger management, etc. When the command team schedules presentations, the interviewee is invited. The facilitator blends into seminars (e.g., resiliency seminar). Non-medical counseling topics are communication, relationship stressors, and poor work-life balance. Question #3: Key Stakeholders. Joint Base Anacostia-Bolling experiences constant change, which can be challenging for teams with civilian and service members combined. MELC individuals and chaplains are heavily utilized. MELC often checks on chaplains as those individuals operate with 100% confidentiality and are constantly running retreats and offering to counsel. Other key stakeholders are the underutilized command teams. When resilience concerns arise, there is always a concern about going to the command. However, communication can be fluid when command gets involved and resources

146 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency generate positive results. Mental health MTF is highly effective for service members. Dependents cannot be seen here. Question #4: Partnerships. The resiliency council was run last year with the chaplains and the United Service Organizations (USO). Helping agencies (e.g., MTFs have designated outreach for sexual assault, etc.) get together, talk, and collaborate on trends. The resiliency council was formed due to these collaborations and increased reporting on issues such as burnout, equal opportunity, etc. The council has died down a bit due to competing missions for the honor guard. Question #5: Resilient Policies, Practices, and Processes. Be available and be present. MFLC is part of the Community Action Team (CAT): a smaller-scale element of the Community Action Board. All key supporting services discuss, clarify trends, and highlight upcoming efforts. This occurs monthly (CAT) and once a quarter (CAB). The conversations here extend beyond the daily interactions. Question #6: Resilient Policies, Practices, and Processes Challenges. MFLCs are everywhere in the Continental United States (CONUS) and outside the Continental United States (OCONUS). Planting individual(s) in each spot communicates needs to a direct supervisor. There needs to be more staff of mental health support. Calls come from everywhere. Referrals follow. There are often limitations in accepting clients or not accepting Tricare insurance. Serious medical concerns are often left untreated and unanswered. Telehealth is often the offered option. Dorm life for service personnel doesn’t support privacy in this realm. Question #7: Resilience Funding. Funding is not something the interviewee manages. Question #8: Communication. Magellan Federal provides resources. They have other contacts at JBAB. The interviewee supports service members and families for all services and branches other than Coast Guard. The Coast Guard has service support under DHS. The interviewee is encouraged to direct Coast Guard individuals to DHS resources. The interviewee works with veterans who have transitioned up to 160 days. When anyone reaches out, there is an attempt to align resources. Anyone, who is present to receive the message, gets the targeted attention. Question #9: Training and Education. Daily outreach is provided to the services. Question #10: Community Integration. Outreach is integrated into community engagement. For example, they have a question of the day that sparks interaction. Otherwise, they are at the event (e.g., Navy Yard Health and Wellness Retreat, retirement celebrations, and off-based community meetings) to reiterate the program and almost offer marketing.

Interview Responses 147   Question #11: Enhancing Resilience. More resources must be accessible to providers, especially for referrals and providers throughout the community. The interviewee has a lot of support on base (e.g., office space) and access to non-traditional meetings. Communication with the command team is paramount. Long-term stay in contracts to create relationships assists. Question #12: Project Prioritization. Each month needs something (e.g., mental health awareness, military appreciation week, etc.). The designated months have events and social engagements for the significant days and months. The interviewee designates outreach to address the recognized topic and keep resilience top of mind with different opportunities. Suicide prevention month is essential. Myth-busters presentations equip personnel with suicide prevention and education. They offset the feel with lighthearted food, snacks, stress balls, etc. The primary mission is to make time for non-medical counseling requests as long as it falls under the scope. Counseling, case management, then outreach (in that order) assist with prioritization. Colleagues may change recommendations to reflect reverse outreach, counseling, then case management. Question #13: Recommended Interviewees. Other MFLCs would be ideal. Interview Reference: Nick Peterson Interviewee and Organization: Nick Peterson, First Officer and Learning and Improvement Team (LIT) Program Manager, American Airlines Question #1: Background. The interviewee is a member of the American Airlines LIT and the Allied Pilots Association National Safety Committee Deputy Chair. The interviewee is a graduate of Purdue University with a B.S. in Aviation Technology. During his twenty-six-year airline career, the interviewee has flown J31s, Saab 340s, Embraer 145s, B757s, B767s, B777s, and the A320 family for a variety of airlines, including Chautauqua, America West, USAirways, All Nippon Airways, and American. Question #2: Resiliency Defined. It is being flexible and adaptable in a challenging and dynamic workplace. It is having elasticity to fill in the gaps. Question #3: Key Stakeholders. The employees, passengers, leadership, and anyone involved with the movement of American aircraft are stakeholders. Question #4: Partnerships. American Airlines presented data on a learning team from Austin, TX. The demand has increased significantly. There are a lot of airlines that have exceeded the capabilities of the airport. There is work with the airport authorities to make some recognitions and accommodations to manage the strain and keep folks as efficient as possible.

148 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #5: Resilient Policies, Practices, and Processes. One of the takeaways for the Austin learning team from the employees was asking, “What works well.” Getting the job done came back quite often. The specific tasks to get the job done are analyzed. Are those specific accommodations things they want to be replicated to get the job done, or do they need to transfer practice to get the job done? LIT analyzes what people are doing in the system with the provided tools. Question #6: Resilient Policies, Practices, and Processes Challenges. There are a finite number of gates for an excess of aircraft. Timing is paramount. Aviation has weather delays, mechanical issues, etc., that lead to aircraft showing up when they are not supposed to and having nowhere to go. Finding places to have aircraft parks, sending out aircraft as quickly as possible, etc., are a challenge. Bad weather in close-by cities also creates more aircraft in the flow, which puts strain on the system. It requires flexibility and creative thinking. Question #7: Resilience Funding. LIT wasn’t started under the resilience theme. It was a proof of concept linked to Safety II. Traditional aviation safety focuses on bad outcomes, incidents, and accidents. American looked at preventing anything bad from happening. When there are no bad outcomes, can one claim safety, luck, or no bad outcomes? Normal operations (without incident) show the switches, gauges, and dials making the system flow. Look at the aircraft and have the needle on zero. If it fails, analyze the gauges to know what is going on. LIT accommodates resilience and includes human interaction. The challenge is pilots, who are not introspective people. Based on efforts, LIT has full support from senior leadership. The program grew from two to 20 people. American is now willing to pay pilots to fly and also collect data for LIT. Getting senior leadership onboard, especially with the knowledge of the long-term gain to justify the expense, is tremendous. Question #8: Communication. In a broader context, trying to communicate the individual users’ operating needs and methods with co-habitation is critical (e.g., DoD trumping operational needs). Acknowledging the knowns and issuing a warning is helpful. Ask simple questions and provide simple advice that may seem to be obvious. There is no loss in communication, as many may know but don’t really know the information. Pivot away from the root cause as there are surrounding circumstances. The chances of the situation manifesting itself again are slim. Therefore, communication must be the focal point to share circumstances that contribute to the situation. Question #9: Training and Education. There is nothing available. When traveling in heavy-traffic airports, one must constantly be alert. Everyone has the same rights to airspace and lives happily.

Interview Responses 149   Question #10: Community Integration. To do community integration, look at an area of operation. What the community is trying to do is look at how the system is working (e.g., learning how the system works, talking to the people that do the job, etc.). That includes all parties involved and how they operate in the airspace, facilities, etc. Based on outcomes, you can detect how those parties are being resilient. How that information comes back out to the community is situation dependent. The learning and improvement team considers how to give info back to pilots and organizations. Question #11: Enhancing Resilience. Talk to everyone to figure out what is going on. A sense of frustration and weakness is present quickly. Get into those areas. Share what is identified. The leadership must decide if it is desirable or not. Question #12: Project Prioritization. LIT generates excitement. When the brass ring looks appealing, sometimes go for the low-hanging fruit. Many times, folks will ask why practices haven’t been applied to the whole organization. It is synonymous with painting a house. You start with a particular area, perhaps inside a closet, as the point of friction first, gather lessons learned, then propagate out to the bigger fish. The bigger fish are worth the catch, but it is a lot harder. Additionally, you need to get some baseball cheap runs to score. Question #13: Recommended Interviewees. Nationwide Children’s Hospital would be a good connection. Other connections with the real-world application would also assist (e.g., Southwest Airlines). Also, consider airport operations and Skybrary.aero for joint- use information and articles with system integration and analysis. Interview Reference: Bogomir Glavan Interviewee and Organization: Bogomir Glavan, Airbus 319/320/321 First Officer and LIT with American Airlines Question #1: Background. The interviewee did 20 years in the Navy and has flown into airfields with Guard units on one side and civilians on the other. American Airlines (AA) is five years into the AA Learning and Improvement Team (LIT). LIT is built on Safety II, a concept developed about ten years ago by Dr. Eric Hollnagel. The program is designed to look at positive, not negative, outcomes. In aviation, mishaps are often considered due to the cost and trigger of unwanted scrutiny. Looking at the dataset, a lot more goes right than wrong. The comparisons measure outcomes compared to “what went right” and recommend controls, procedures, etc., for how frontline workers conduct work. Safety at AA liked the concepts and asked them to execute them during flight operations. Line Operation Safety Audit (LOSA) had airlines with an “extra” seat called the jump seat. The pilots sit up front and conduct safety observations to see how pilots collect data and conduct work. Cabin LOSA hopes to expand to have a safety observer in the cabin. This allows the safety officer to identify the things that aren’t noticed. Those good practices

150 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency offset the poor/lessons learned. A slight deviation from this practice of monitoring threat/air management creates a focus on resilient performance. AA is uniquely doing this aspect and using data. Question #2: Resiliency Defined. Resilient performance is what pilots exhibit and call it proficiencies. The behaviors allow a positive outcome, which includes dealing with pressures to allow a successful outcome. This can be weather, commands, etc. Question #3: Key Stakeholders. LIT primarily considers the operator. Question #4: Partnerships. Be inquisitive and ask questions. Study the frontline workers (e.g., airports where you think resilience exists). Where is the gap between a resilient airport vs. a non-resilient airport? Question #5: Resilient Policies, Practices, and Processes. From the operator’s point of view, it is the willingness to experiment with different technologies (e.g., placing aircraft at the right spot and right time). A learning culture could be more resilient; however, a mindset to try new things is a key part that allows airports to work. Airports willing to push back on the air traffic control side are of assistance (e.g., changing runways due to a tailwind because it is the preferred traffic flow). Question #6: Resilient Policies, Practices, and Processes Challenges. From the LIT perspective, incorporating these concepts into 120,000 employees and 14,000 pilots is challenging. The offensive mindset and proactive willingness to learn is not always present. This takes an effort like an advertising campaign to show where it can be of value. It requires training, lessons learning, and learning teams. AA has ten different airport bases as hubs. There are 20 navigators talking with the pilots, leadership, etc. to identify what folks and airports are doing to build success. Making some quick connections, visiting the airports, then digging in to understand what is happening culturally are great steps. Question #7: Resilience Funding. LIT works through the flight department and are trying to spread to other departments by giving feedback to the individuals. For example, sharing information with the pilots as actionable information is part of LIT. If there is a four-day trip with the airline, the flight department takes the interviewee off the schedule and puts the individual on LIT. AA is just changing. There is no extra funding. Look at academia, which is trying to do research projects with grants. Academia has the personnel to do the research. However, creating an airport resilience officer would be challenging for the military. It would be collateral. What is the baseline of the airfields? How can you look at the airports and see how the daily work is completed-especially when the Airfield Manager (and staff) is limited.

Interview Responses 151   Question #8: Communication. Monthly meetings have the Safety Management team briefing the check pilots. They share safety concerns; LIT got a seat at that table to communicate the safety concerns. The continual process within the team is at least a week of collaboration. AA realizes what they are doing. Imagine being the CEO of AA and you being notified of where things are going well and not well. It can be “dynamic” and provide the organization with real-time information. Question #9: Training and Education. Pilots receive training in an annual training cycle. They get various courses. Externally, there isn’t a lot of resilience training. They read books and white papers, attended conferences, and built LIT from the ground up. Dig into the white papers to get a better insight. Question #10: Community Integration. The community can 100% benefit. It is the main reason why LIT was built. It is hard to create measurements and crack the code for generating cultural awareness. The slow shift from the pilot group with a willingness to learn is building. There isn’t a “debrief” culture right now. Building the value in the debrief stems from the success of their program. It is encouraged to share knowledge. This is showing up in data. Folks enjoy talking about themselves and their work. Focus on this and encourage them to light up when sharing during a debrief. Question #11: Enhancing Resilience. Study everyday work and talk to industry experts to understand a resilient airport. Look at those airports to establish a common language to define what a resilient joint-use airport environment looks like as a standard. When going out, it can be measured. At that point, build to a clearly defined standard. Question #12: Project Prioritization. It is difficult with a small team. As energy builds on a small team, it becomes a bandwidth thing. Initially, there were attempts to get external support (e.g., academic and Safety II inputs). Internally, there wasn’t good internal awareness. Speaking at various safety conferences (e.g., Airbus in Dubai) has generated support and the ability to collect data. They now have the framework. They are now circling back to support AA internally and shifting the focus away from external conferences and presentations as an exclusive means. Giving AA the tools through educational portals, classes, etc., is advancing AA. This teaches resilience. Question #13: Recommended Interviewees. The interviewee recommends making a list of the joint-use airports and contact the Safety Officer, CEO, and Airport Manager’s Learning Team. Interview Reference: Christopher Oswald Interviewee and Organization. Christopher Oswald, Senior Vice President of Safety and Regulatory Affairs for Airports Council International (ACI)–North America

152 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #1: Background. Ever since the passage of the bi-partisan infrastructure law, there has been a dedicated priority on resilience. There is conflation on the civil airport side of things from a disaster-recovery, incident-recovery, and regular operations recovery. This isn’t just airside; it also includes electric feeds, etc. The accusation of a lack of planning to restore services quicker (e.g., ATL with power outage) to climate change resilience (e.g., unplanned or catastrophic and challenging conditions) vs. being ready for a change in climate change is present. There is an overlap in extreme weather events and weather conditioning transitions into the operational space, but it is distinct when doing more extensive planning. The bill pulled on climate more than regular operations events, including human-created and operational issues. How is FAA consistently evaluating the justification for climate-change resilience projects, and how should airports portray their projects in the best possible light with the right elements of resilience incorporated into the descriptions (e.g., for grants)? Question #2: Resiliency Defined. See above for a loose definition and questioning of the range for resilience. The interviewee is on the operations and resilience planning side (with input from environmental considerations) and considers results. Environmental can consider a 10–20-year time frame that may reduce to 5–15 years. Hardening of facilities for climate-related issues (e.g., sea-level rise for coastal airports, increased intensity of blizzard events, etc.) is a focal point as a longer-term bucket compared to preparation for the operational response. Climate-related or not, natural disasters create a disruption of services and a lack of ability to accommodate passengers. Question #3: Key Stakeholders. Input into the evaluation (of the risks), investment priorities, and operational action are all required. Within the airport, anything capital- related investment starts with the airport planning organization. If you have seen one airport, you have seen one airport. There are unique characteristics for each facility. One element is an organizational structure, and not every airport has the same structure (e.g., planning may do something that is embedded in capital programs). Those embedded in capital planning are usually involved in resilience. There are airports with Chief Sustainability Officers or defining sustainability offices. Although different, sustainability is often linked to climate, which is part of the resilience buckets. Operations often come from operations, operational security, and public safety. These may be combined into one area and under the Chief Operating Officer, but likely different from the Chief Sustainability Officer. Those two areas within the airport are required. Another essential element is to involve the facilities and maintenance within the discussion because they have to bring everything back online. With Hurricane Ian, Punta Gorda Airport in Florida had to deal with severe flooding and bring lighting back online. Bringing replacement lighting with sufficient inspections provides better relief efforts (e.g., supplies, evacuation, etc.). These folks provide additional insights into other areas of vulnerability. In Atlanta, humans didn’t

Interview Responses 153   cause the issue, nor was it strictly design related. Ironically, the single point of failure is the design was where the issue resided and could likely have been recognized earlier. In summary, capital planning and improvement folks, facilities and maintenance, and operations are the three areas involved. An additional thought is ground service providers. Dealing with the passenger needs, the local visitor’s bureau, relationships with hotels, etc., for accommodating passengers plugs into the operational side. Outside of the airport, there are third-party stakeholders. When looking at the military, coordination is critical. TSA and DHS folks play a broader and key role. TSA is often tasked with some level of operational support. TSA works with the local government, municipalities, etc. Airlines must be present in the discussion; this includes passenger and cargo airlines. CBP is also involved. A lot of external participation depends on the type of resilience. Is the airport part of the broader support to the community in response to an impactful event? At this point, the roles are elevated with FEMA, DHS, and political jurisdictions that are included in this bunch. Question #4: Partnerships. When looking at the Air Force, the understandable differences in the mission are clear. ACRP Report 65 deals with regular operations events. This is a narrower and shorter set of events along the lines of resilience. This also highlights the stakeholders that need to be involved. With the Notice to Air Missions (NOTAM) systems going down last week (January 2023) is a good example and will show the folks that need to be involved in resiliency planning, reacting to an event, and providing information in advance of the event. Question #5: Resilient Policies, Practices, and Processes. ACI is bucketing resilience into the three areas of environmental, facilities, and operational using common elements of assessment, then encouraging an embrace of different time scales. Look at advanced planning and start with the basics of risk assessments and applications of risk assessment techniques to evaluate potential hazards (natural, manmade, etc.). Assess the vulnerability of critical facilities to potential hazards. The source material on how to conduct risk assessments, especially for safety and security, is a great foundation for resiliency assessments. The processes are not all that different. Source material identified as “good practice” in the industry is a great foundation. Many of those came through in the early 2010s and are a source of good information. Use assessments to identify gaps. Addressing the gaps or dismissing the gaps (out of investment cost) is next. This creates priorities. Again, time scales play into this fold. Facility pieces with capital investment, building projects, etc., have 5–10-year time scales

154 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency unless there is a single point of failure or critical system failure present. There is also more financial planning with facility pieces. Operational pieces and changes are a little bit more regular in occurrence. There are some mechanisms that exist. Working through these with existing documentation and plans (mainly airport emergency plan required by the FAA) is a good place to embed thoughts on how to react and recover. Identify (in that process) the broader capital investments to harden the facility and reduce vulnerability, consequence, and hazards identified (see risk assessments and SMS process and terminology). The typical general process, coupled with FAA climate risk and assessment of the resiliency element in bill-related materials for AIP and airport infrastructure entitlement, provides a flow chart for capital investment in resilience. Question #6: Resilient Policies, Practices, and Processes Challenges. Many issues on the joint-use side are primarily related to ARFF. Overall, resilience planning has not bubbled up. Question #7: Resilience Funding. Identifying what DoD contributes to resilience and the line items is not the interviewee’s expertise. AIP is the principal grant program that U.S. airports used pre-pandemic to address many of the capital needs. Many could have been classified as resilience or continuity of operations before the term took over. AIP in a pre-pandemic era did not have a clearly defined resilience priority or purpose. It would have factored in continuity, which wouldn’t have given AIP funds, but a link to security or safety would qualify. Since the pandemic and passage of the bill, the climate component has given a foothold for significant considerations across the three resilience buckets. The introduction of a bill (and even proceeding resilience definitions) includes processes. For example, recognizing resilience and alignment with capital funds has opened the door for AIP projects. Links with updated emergency plans, policies, and acquiring equipment (to supplement response capabilities) doesn’t really fit into AIP as a funding source. The consistency of the definitions within the capital investment is recognized. Discretionary and entitlements require a clear fit into resilience. Money is similar to AIP. Resilience is more climate-related when considered as an area for justification within FAA. Passenger facility charges (PFC), which are local funds despite being a federally authorized program, are collected by the airlines and given to the airport. These funds do not have all the same obligations and requirements as AIP and bill money. They can be used at the airport operator’s discretion to fund resilience and capital projects. Again, this is a capital improvement. What funds operational and updates to the emergency plan and associated staffing or training come from airport revenues? The revenues flowing into the operation buckets do not come from federal programs. Landing fees, fuel flowage fees, rentals, facility rentals

Interview Responses 155   and leases, and general business all fall into those categories. This provides limited additional support. There are a limited number of FEMA grants. A lot of these funds come from state emergency management organizations that require competitive proposals. Few have gotten these funds and few airports would actually pursue these grants. DHS may also have a few bits and pieces. Opportunities for loans could be considered, but not sure if resilience would get awarded. The Transportation Infrastructure Finance and Innovation Act (TIFIA) has expanded to airports. This loan program focuses on terminals and ground transportation for more rapid ingress or egress. Again, these are rarely used by airports. Question #8: Communication. Understanding the buckets and processes (e.g., assessments) is critical to communication. Question #9: Training and Education. The interviewee is not aware of any available training and education. Question #10: Community Integration. How are you serving the community for lifelines vs. serving the airport for advanced planning, traditional risks (e.g., airline disruption, incidents, accidents), and climate change? Question #11: Enhancing Resilience. There isn’t a resiliency best practices document. Understanding coordination and the resilience environment at a joint-use would be good. How much resilience planning exists? Is there a consistent set of definitions, understanding that no single definition is accepted at all airports? When talking about resilience, we are speaking about several different things. Therefore, you must return to the buckets (e.g., near-term getting the facility back online, advanced planning for hardening facilities to address growing hazards, etc.). For joint-use facilities, there are assumptions. The need for collaboration, coordination, and communication (the three C’s) is often there. Cooperation is often the fourth but is absorbed in the other three. The Irregular Operations (IROPS) plan in Report 65 is universal. These C’s can be challenging to achieve in the buckets of resilience. Expectations, assignments of roles, and responsibilities with lead and supplement roles can create challenges. Coordination with DoD can be more challenging than dealing with other airport collaborators. There are cultural differences, which can often be seen in the CBP, which requires understanding the cultural barriers. Some cities, such as Tucson, have navigated collaboration well. The training and airport activity out of Tucson and Memphis highlight opportunities for FEMA and Guard units to interact. Not everyone is the same, so the culture of the 3 C’s is important. This also helps prioritize.

156 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #12: Project Prioritization. FAA has a few slides for prioritizing resilience projects. Question #13: Recommended Interviewees. The Memphis and Destin-Fort Walton Beach airports are ideal. Interview Reference: Paul Portugal Interviewee and Organization. Paul Portugal, Airfield Operations and Management Specialist at Fort Sam Houston Question #1: Background. The interviewee works at HQ IMCOM for the Army. There is no direct focus on resiliency issues for airfields within the command of 34 airfields and heliports. The interviewee is willing to assist on the airfield level and has several contacts at Army and Air Force airfields. Perspectives may consider maintenance and event operational upkeep. The interviewee retired from the AF in 2019 and was in for 29 years. The way the AF does airfield management and operations, it is strictly an enlisted career field. Individuals are raised by the airman basic up their career path. On the Army side, it is a civilian profession. This is a massive shift when applying military concepts to civilian positions. Expertise in the AF and career development background make a perfect fit. With IMCOM airfield operations, career development and training are the interviewee’s sweet spot. There are 34 for IMCOM and 58 across the Army as a whole. How IMCOM goes is how the Army tends to follow. At Fort Sam Houston, a team of 5 people do all 34 IMCOM airfields and do everything-operations and procedures, airfield infrastructure, safety, and air traffic control. They overlap often. They also do inspections (every three years) for the command. They inspect each airfield and stay on the road for about one week/month throughout the year. Question #2: Resiliency Defined. Mental is often the reference (today), and the interviewee thinks about people and their adaptations to changing situations (e.g., job- related, personal life, etc.). Five to ten years ago, it would have looked at infrastructure -especially when looking at warfare operations. Shifting cultural dynamics have caused this change. A lot of light is shined on the military due to .01% of bad apples that create 99% of the problems. See the AF revamp in basic training. Generational gaps are also huge and cause a changing dynamic (e.g., the technology available today vs. before). Challenges have changed culturally, and experiences haven’t existed for this generation. Military and other walks of life must find ways to get the most out of the generation. Mental links are here, and adaptation has been a necessity. Question #3: Key Stakeholders. From the infrastructure perspective, it is anyone using the airfield. This is the aircraft customers. If a military mission, it is the fighter aircraft. Fort

Interview Responses 157   Hood would differ due to local customers (e.g., helicopters, military transport aircraft, and joint-use capabilities with Killeen Regional Airport with civilian commercial air traffic). These prominent stakeholders for using the airfield mean the infrastructure must be kept up so it doesn’t stop. If one runway or taxiway has an issue, they must consider how to fix it so the mission doesn’t stop. A civilian, large airport has the same dynamic and sense of urgency. The impact on the customer (e.g., aircraft first and passenger second) is considered. The passengers aren’t going anywhere if the aircraft cannot get in or out. Question #4: Partnerships. Strategic planning and tools to help identify areas of the airfield that will fail first (e.g., pavements, lighting systems, navigational aids, markings, etc.) can have a life cycle added to them. The intermittent tools can be projected for failure. Pavement evaluations are done on the structure every 5-10 years. Core samples can show how good/bad pavement is deteriorating. They also make other projections based on expected use to determine plans to avoid shutting down the runway (e.g., repairs, shutdown for select periods, etc.). On the civilian side, it is easier because FAA has grant programs with relatively deep pockets to award grants for projections and posture themselves. The Military has a lot of competing requirements. In the Army, it is all about soldiers fighting the land war. The money is tied up there as it is part of the mission. Aviation and airfields are a byproduct. The Army has a kneejerk reaction when something is wrong on the airfield (e.g., cannot get C17s in the airfield to deploy soldiers, then fix it right now). Helping the Army with projections would be huge. Question #5: Resilient Policies, Practices, and Processes. There are planning tools to create the ability to look forward for planning purposes. These items exist, but the money doesn’t always follow. The programming of the funds doesn’t always align with what exists. Question #6: Resilient Policies, Practices, and Processes Challenges. IMCOM can only program out five years; it may be too late by then. Execution won’t happen until the five-year point; it has likely already failed. Only emergency exceptions exist. Question #7: Resilience Funding. Civilian has more accessible funding streams. The military can establish budgets for expectations. However, once it all shakes out, the amount for airfields in the whole Army is minimal. FAA has a primary mission for airfields and air travel. Question #8: Communication. Knowing the mission for the location and then tying the airfield set into the mission of that base is critical. For example, in Phoenix, AZ, Luke AFB primarily aims to train F16 and F35 pilots. Requesting a runway repair doesn’t resonate.

158 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Rephrasing, if Luke AFB does not start working on the runway now, they cannot produce the 100 fighter pilots within the next six months for the AF, causing a shutdown of the runway and an impact on the mission. Saying something doesn’t mean the impacts are understood. It has to be tied back to what has meaning to them. Put the “why” with the rationale for success. In Iraq, they had huge holes (3 ft wide x 2 ft deep), and they had to shut the runway down and ask for substantial help. Stating that more soldiers, no R&R, and no more mail (e.g., no resupply) resonated with the leadership. Fixed-wing traffic cannot bring beans and bullets. The tie to the mission worked. Question #9: Training and Education. There is training and education from infrastructure, but a lot of it is not formalized. There is a difference between airport operations and ATC at civilian airports nationwide. There isn’t necessarily a standard to be in airfield operations. The FAA regulates ATC through a test. From the airport side, there aren’t these same certifications driven by the FAA to qualify someone. It is left to each airport for completion. For example, someone can come in as an intern, receive training to grow, and then work at different airports too. There are private organizations that provide training in a more formalized manner. There are recognized certificates by the airport in the industry (e.g., AAAE). However, one of their certifications isn’t necessarily required to get a job. It just shows you have a higher level of education to do the job. The AF has a formal process. An individual goes from basic to Kiesler AFB and gets training to be an airfield manager. It takes six weeks (AIT)-Airfield Management Apprentice Course. They teach airfield infrastructure, flight operations, airfield/airport driving principles, and other requirements. Three levels of formalized training in the AF do that. From a formal training standpoint, that is the only training outside of AAAE to get someone ready. At the four-five year point, there is an airfield management craftsman course. This is a 3-week distance learning and 1-week residence course in two parts to learn management and leadership, and then the other side is airfield infrastructure. It dives into criteria, programming, and project projections. At an 8-10 year point, the individual goes through an advanced airfield manager course. This is four weeks at Kiesler. Someone from the AF is not designated as airfield manager until completing the course. This deep dives into the analytical side of airfield infrastructure. It gives why the criteria exist with preventive measure to avoid the bad day. If getting there, they know how to get waivers, process construction, etc. It explains how to recognize, analyze, and correct the wrong things and forecast for success. Even military training cause civilian to say, “That is military-specific.” Some stuff transfers. Question #10: Community Integration. It already is. Using the AF side, they are taught from day one to look for the “bad day” things (e.g., pavement, lighting, marking issues,

Interview Responses 159   sign issues, clearance with parking of cars too close to the taxiway, etc.) to ensure infrastructure issues are detected early. The interviewee is currently working with the Army to get the same focus. From IMCOM, the position descriptions were just changed. Until a year ago, they were primarily air traffic assistants dealing with flight planning and anything flight related. Army will not give more personnel but will provide more things to do. Army is 25 years behind the AF in developing the people, so the interviewee is trying to bring knowledge (e.g., converting job fields to airfield operations specialists). This requires flight planners to get out on the airfield and make them part of the corrective action process. Make sure the infrastructure and resilience of the airfield is maintained. Give them ownership of their airfield. Question #11: Enhancing Resilience. Give them ownership. When saying joint-use, the military has responsibility and works with civilian counterparts. In this scenario, it is even more vital that the military understands the airfield. Eglin AFB is a perfect example of military planes and regional airports carrying hundreds of passengers. The same level of training has to be enforced so someone doesn’t become complacent when looking at deficiencies. Complacency is one of the biggest killers-regardless of the operation. Find ways to look at things differently so individuals don’t get comfortable in a location and miss something terrible. Question #12: Project Prioritization. Look from the runway outward from there. What affects the runway first and foremost; if you cannot get an airplane in/out, everything else falls apart. Look beyond the surface and consider projects like a housing complex two miles off the approach or end of the runway. How do you avoid that so there isn’t a house where there could potentially be an accident? Pavement is also looked at as they are the highest-dollar project. A new runway is $150M. Maintenance can be $5M with correct operations over 5-10 years vs. waiting 20 years to replace everything. Marking and lighting are next. Signs are there, but you can get around without them—many AF bases are without signs. Parking areas would be down the list. Build from the inside out. Question #13: Recommended Interviewees. Eglin AFB, Charleston AFB, and the Air Mobility Command are ideal. Interview Reference: Terry Blue Interviewee and Organization. Terry Blue, E.V.P. of Operations/COO at Memphis International Airport Question #1: Background. This question was not discussed. Question #2: Resiliency Defined. Resilience is something they talk a lot about, but it is not written in any documents. When they think of resilience, they think about maintaining

160 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency operations and recovering from the unknown. They also focus on building redundancies, so it isn’t an issue, to begin with. Question #3: Key Stakeholders. It depends on the scenario. There are numerous internal and external stakeholders. The internal is the org chart. The external is the airlines, residual lease agreements, and tenants. This includes parking operators, ground transportation providers, and agencies (e.g., TSA). Governance models can also blend in as stakeholders. Question #4: Partnerships. The industry is small. Partnerships are how the world works. Relationships are key. Knowing who you can rely on and identifying where interests are aligned is essential for resilience. Question #5: Resilient Policies, Practices, and Processes. One of the most recent resilience examples was two years ago. When the deep freeze hit Texas and the water supply failed, it got a lot of news. There was a deep freeze in Memphis, and water utility was failing (similar to Houston). The airport lost water pressure through the utility to the airport terminal. They were unable to flush the toilets. This became a health and safety issue when they couldn’t provide adequate facilities. They had to close the airport for one day and installed temporary restrooms from around the region. Most of the community was trying to do this already. At the same time, suppliers were also supplying in Texas. They put unique plans into place to open the terminal one day later. As a result, the airport put booster pumps into the supply lines. If the water supply drops below a certain level, the booster pumps maintain the pressure. They have learned to evaluate and not take the “just there” items for granted. The airport also tries to look at the places where there are single points of failure. These are the locations where it is a problem. Another example is the $310M deicing facility. The airport opened this location (as one of the largest facilities in North America and maybe the world). When approaching implementation, stakeholders asked every program what shutdown would impact the system. Every function and system associated with the deicing program received an inquiry to identify secondary and tertiary support. Supply chain challenges required the slow onset of different parts of the deicing system. All the planning allowed the airport to operate the facility due to back-ups. The airport is the world’s second-largest cargo program due to FedEx. Impacts at FedEx are felt across the globe. A supply chain issue in Memphis can cause global problems, so they have focused their airfield and facilities on withstanding different impacts, such as winter operations. The airport doesn’t close, so their winter ops are critical. The airport works with FedEx to sustain operations. The airport teamed with FedEx on the UAS Operation Pilot Program and was selected as a team for use cases like drones to inspect aircraft visually. The scenario FedEx was contemplating was a thunderstorm and hail impact on the fleet. The airport was testing how to use drones for quick inspections to operationalize the fleet (e.g., inspect 150

Interview Responses 161   aircraft in 4 hours vs. length for in-person inspections). Memphis is also in a seismic zone. Their airfield has been evaluated and upgraded to be seismically resilient. Question #6: Resilient Policies, Practices, and Processes Challenges. Available resources are always a challenge. Money drives the world and can be a challenge. The airport has identified some kinks in its airport armor, but it goes on the list. There is never enough money to go around. They assess risks based on likelihood and severity. Question #7: Resilience Funding. Everyone points to the Airport Improvement Program through the FAA as a grant. Some projects are eligible. There always needs to be more money to go around though. With the amount of AIP funding they receive, they could throw projects at that money, and demand would eclipse the sources 100 times over. Unknown unknowns are of interest. There isn’t something they have identified yet. Exploration of options is always enjoyable. Question #8: Communication. Focus on relationships. Memphis holds weekly meetings (every Wednesday at 1 PM) where FAA, FedEx, airlines, and contractors meet. It is an “all-hands” meeting to discuss current and forecasted airfield challenges and demands. This can be construction, conflicts, etc. With a variety of reoccurring collaborations (which includes a meeting), there are few surprises. All folks are walking in lockstep. Keeping the frequency of communication pays dividends when doing regular operations. Don’t meet people for the first time on the battlefield; quickly jump to the issue/problem/solution. Question #9: Training and Education. The interviewee is not aware of training and would like to hear about opportunities. Question #10: Community Integration. A community can be defined in multiple ways. In a New Madrid seismic zone, the airport has worked with the Tennessee National Guard to practice how they would fly patients out to different cities. There are a lot of conversations about how the airport will function in the event of an earthquake. It is about ensuring the facilities are useable so when the Calvary comes in; the airport can be the mecca to get in and out. Question #11: Enhancing Resilience. Align resources and goals. The 164th National Guard is a teammate in community-wide and statewide scenarios. Identifying how and who can help others is critical. “It could be easy to live in their own worlds and not share pavement. It is important to keep open lines of communication and everything that goes along with working together.” Question #12: Project Prioritization. Focus on risk-based prioritization. Question #13: Recommended Interviewees. Airports of varying sizes are critical. Airlines perspectives would be great. Vendors asked about GPS failures and how they

162 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency would handle such a failure. Something of that nature needs consideration. Determining the impacts on the airport could be great. Interview Reference: Debbra Johnson Interviewee and Organization. Debbra Johnson, Consultant from Debbra A.K. Johnson, LLC Question #1: Background. This question was not discussed. Question #2: Resiliency Defined. The evolution of the current best practice definition is to think in terms that go beyond the bounce-back description. The original definition came from Engineering; if something happens that impacts anything (e.g., person, structure, nature), there is an ability to bounce back quickly. Resilience originally came from the psychological connection. The person can bounce back regardless of the number of times they were knocked down. The impact is measured. The evolution of the term includes bouncing back and now thriving. What that also portends is how one looks at the changes taking place in the world that could impact business, personal situations, community, and various responsibilities. Is there something that can be derived positively from what is happening? There is an attempt to shift people’s views and perspectives to leverage the changes that are taking place. Consider what products a company can develop, how that happens, where there are no unintended consequences, etc. It also allows an individual to look through the “upside” lens. For example, how can one change the environment to find the upside? Resilience is present here as individuals do something to generate change (e.g., change location, change jobs, etc.). Embracing this change starts with the individual and extends to the community. The community will look at concepts. For example, flooding or drought is something that is considered. The individual with a prevention mind could capture the times of flood and then use that information for times of drought. Some places along the Mississippi River have completed this analysis to create action plans. The river has underground containment systems to open and close in support of droughts and floods. The community was engaged in a resilience journey by leveraging the bad with the good times, expertise, etc. Other examples of resilience include mixing solar and agriculture (e.g., moveable solar panels to move with the sun and protect the crops). These solutions are a reflection of a resilient mindset. Question #3: Key Stakeholders. If the people who help develop resilience are separate from the process, barriers exist. Engagement is critical. Thinking about transitioning from where we are to where we want to be, we must open the bucket for a whole preparatory Phase 0. Individuals, experts, and the community are stakeholders. Buy-in is incorrect when it comes to stakeholder engagement. The starting point is “mining” the mindset. Evaluating what you understand and do not understand is a necessity. Go back to Phase 0 and generate a baseline education. Education establishes

Interview Responses 163   and allows for information sharing. From there, engagement is conducted. Too often, the “collect the feedback” gets all the funding. The collection of education and knowledge before the feedback. Building the capacity to discuss to give valuable feedback needs more emphasis. This is a slower-thinking part of the brain that requires motivation. The agency is the other part (and part of the problem). Senior leadership states, “Thou shall be resilient” when it isn’t clearly defined. Education is needed in this space, and the agency must provide guidance and avenues to act. There are no avenues to act. The systems are pretty broken. People are no longer managed. Systems are managed, but people are not. We don’t think about our people being leaders in a shared way; we think of them as “tools of the process.” Getting the people, the pathways, and the agency is a must; this is not given until that person is capable of the capacity. You must discover how to tap into the power of people and provide them with the purpose they seek; this challenges the lack of desire for collaboration and interaction in the current workplace. All of this is required to meet the goals of resilience, among other tasks, including equitability, diversity, etc. Resilience requires a heavy dose of capacity building, knowledge building, perspective building, and opening lenses at local levels. This stems back to tribal communities and lessons learned. There are solutions for all of us, and it is a matter of degree. Take the solutions, and carve a path forward for resilience. The top-down with a little bottom-up approach (sub-optimal and incremental) is not the answer. Solutionism (the new term) is not the answer either, as we aren’t hearing everything else around them. Question #4: Partnerships. See key stakeholders. Question #5: Resilient Policies, Practices, and Processes. See key stakeholders. Question #6: Resilient Policies, Practices, and Processes Challenges. See key stakeholders. Question #7: Resilience Funding. The focus is here. By itself, it is the biggest, most obstructive barrier to achieving resilience. Until society works out a “fitting economic model,” the ability to strike pathways to resilience and sustainability is littered with millions of distractions-the biggest of those distractions being “who will pay for it?” The most critical question is, what is “it?” We’re currently in the messy and chaotic process of defining the what, but we’re attempting to do this without agreement on the why. At a national level, this is understandable because what we’re facing is systemic and massively complex-touching everything we do and don’t. We’re nearing scale on the premise that we’re at risk. Hundreds of thousands of organizations are in discussions and working on solutions and approaches to aspects and sub-aspects based on that premise. This is yielding hundreds of thousands of possible approaches and solutions. However, these are mostly standing alone or loosely connected, with each one known to less than 1,000 people at best (and of those, only a handful can do anything to move the idea along). At

164 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency the same time, we remain driven by competitive objectives. We are also in a time when there is a lack of trust and skepticism regarding how governments and economies operate. It’s an understatement to say “we are mostly not on the same page, locally, nationally, regionally, or globally. Wars continue to rage; people are fleeing their countries forcefully and willingly, and; basic humanitarian principles are eroding. Here is where entities like the military, UN, and others are starting to realize that aggregation and mechanisms for assembling and scaling approaches and solutions may be possible. However, if this effort begins with ‘who will pay for it,” it will squander one of the most important outcomes of these efforts, and that is to help us find a path to collaboration that is a win-win-win. Question #8: Communication. See resilience funding. Question #9: Training and Education. Gathering best practices and translating them to address your issue is necessary. When talking about resilience, we always get pushback, but that has no relevance to us. If we take folks down an education path, we must veer off quickly to get them to a narrow space. There are best places to set the broad principles and pillars of resilience, then take the individual up and into how the idea of resilience relates to other things (e.g., sustainability, equity, etc.). Bringing folks up through the capacity-building exercise is necessary; when those folks veer off, they can take the education with them. When you try to “sell in” the military to the rest of the world, it leverages the co-benefits model (e.g., if you do x, then it also gives a claim to sustainability, equity, climate, etc.). If people can see the co-benefits, you gain a bigger audience who understands what you are trying to do and how it can work. It also opens up the funding lens. Expanding co-benefits, staked benefits, or shared benefits is the baseline, allowing you to branch off to the small benefits. An initiative that is underway is the action guide. A portfolio of tools is being built. The action guide is built off the disaster risk reduction city scorecard that has ten essentials capturing 100% of what people need to know (and ask themselves) about where they are on the resilience journey. From the score, people did not have the capacity to act on what they learned their score was in that self-assessment. The action guide helps them identify what they can do about the areas where they are very weak. The foundation of the broader capacity front-end could be the result. Funding is a big piece of this issue. Question #10: Community Integration. Involve the community in the process. Question #11: Enhancing Resilience. Take the solutions and build bottom-up with an action plan. Question #12: Project Prioritization. Once information is gathered, run through an exploratory. This is Phase 0 and needs to be processed with the key stakeholders. Resulting definitions can shape priorities.

Interview Responses 165   Question #13: Recommended Interviewees. This question was not discussed. Interview Reference: Jonathan Winkler Interviewee and Organization. Jonathan Winkler, Chief of the Energy Division for the United States Army Corps of Engineers (USACE)—Eng & Support Center Question #1: Background. USACE is plugged in on multiple fronts for different strategies and implementation of resilience. A majority is through third-party financings, such as energy savings through an investor. The third-party projects must be a net-zero cost to the government. This makes it complicated. Question #2: Resiliency Defined. Having the ability to go off-grid and have some redundancy in power defines resilience. On the military side, the implementation of microgrids is huge. Loads must be known. To minimize costs in microgrid set-up, entities start by lowering utility consumption, reducing the microgrid requirement, and reducing cost savings for implementation. Conversion of lighting systems to LED systems reduces consumption and can be an initial step. Is the goal to remain fully functional after the power goes down? Resilience is degree-by-degree. Identification of backup and redundancy (and to what is extent) must be quantified (e.g., duration, six hours, indefinite sustainment off-grid, or certain times of the day). Most green energy is weather and location dependent. The resilience piece may complement the photovoltaic (GV) array installation for an airport due to the clear distance. They could also be good areas for putting in solar. USACE may be able to put enough in to be fully functional during the day, but what about at night? How would that shape the operation (e.g., just daytime flights), or is there backup storage required? How is it handled? What remains functional when disconnected from primary power, water, etc. (all utilities) sources? This is how resiliency is defined. If on municipal water systems, is maintaining water part of the requirement? The follow-on questions help shape the plan to implement resilience and know the capacity to sustain based on the plan and ideal outcomes. Consider the city (and the tied-in grid). What is being implemented in the locality to provide resiliency? For example, does the water supplier have backup systems to sustain the water supply, and for how many days? Airport resiliency demand may be as basic as just landing any planes in route vs. remaining operational for multiple days. At that point, is water imperative? An engineer’s perspective requires parameters and a clear end state. This applies to resiliency, and the requirements must be defined. In a microgrid scenario, being able to flip and drop from the grid to provide self-sufficiency, one must identify the critical facilities. What are they? What are their loads? All the parameters must be identified to deliver what is required.

166 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #3: Key Stakeholders. An airport isn’t isolated and self-dependent. The local area is likely to be supplying the services. The outside entities that touch must be analyzed. These are all key stakeholders, and it changes per airport. USACE works mostly with installations. There are stakeholders that help answer resiliency questions. Question #4: Partnerships. Look at the stakeholders from the municipalities that integrate and the services that are provided. It is critical to know what the stakeholders are doing and what they have done to ensure the operation of their system during an event (based on the event). Stakeholders have to know what they have “allowed for” so the mission impacts are understood. For example, a plan for a flood is different than a catastrophic fire. Question #5: Resilient Policies, Practices, and Processes. These are unknown. Question #6: Resilient Policies, Practices, and Processes Challenges. These are unknown. Question #7: Resilience Funding. Energy Savings Performance Contracts (ESPC) are third-party contracts that provide money upfront to make projects happen. The contract gets paid back over time. The maximum duration of a contract is 25 years. When the contract executes, the extra savings go back to the contractor with mixed-in finance charges (as they are borrowing to implement the project). Resiliency funding can also come from other directions, such as Department of Energy (DoE) Federal Emergency Management Program (FEMP). AFFECT is a grant program for infrastructure. A lot of money from the public side can assist, and a lot comes from IIJA. Question #8: Communication. Communicate threats and concerns relating to the continuity of services. Knowing there isn’t money to do everything, the scenarios/situation where there are redundancy and continuity of services must validate the continuity of operations plans. Know the solution, the capacity, and the contingency. Question #9: Training and Education. FEMP is a great reference for training. Sign up and take resiliency training with everything from planning, programming, and acquisition opportunities. Energy.gov is a big meeting that happens annually. It would be great to have the transportation sector plug into this event. DoE is the sponsor. Whole building design guide also has training. Question #10: Community Integration. Continuing down the theme of setting up microgrids, if an airport is able to implement them, then utilities can be sent back in the other direction. If the airport generates more than they need, it can help the surrounding area survive through scenarios. In an installation, it still needs the surrounding community. A lot of the installation functions require the people living in the community.

Interview Responses 167   Some of the ideas to implement solar fields, etc., and feedback to assist the community so the people can come to assist. Question #11: Enhancing Resilience. A huge amount of land will not be used by the installation. This area could be well used. An enhanced-used lease by the local utilities is similar to a third-party lease, where it is a nominal cost for perpetuity. The output feeds back to the community despite some clauses that may grant first rights to the installation in a shutdown situation. When talking about an airport, there isn’t as large of a concern for sustaining life for a long-term period (e.g., installing a well for water). However, this might be something to consider. The most likely approach for implementation is the power generation for an airport. Question #12: Project Prioritization. Dollars drive prioritization, yet funding is always an issue. Investments must be considered. How is it prioritized? Determining the criteria for prioritization. Military construction funding has sub-sets. There is an energy and resilience funding program in this space as Energy Resilience and Conservation Investment Program (ERCIP). Determining how to prioritize ERCIP is huge. Politics, Commander’s priorities, and installation priorities all drive consolidation for the overarching funds. Some of that is up to the individual Commander’s perception and position. It is not a clean-cut numbers game. A quarter of the weighting in ERCIP and its priorities are the Commander’s priorities. Definitions can be highly subjective. Established factors require buy-in from a programming perspective. For example, the transportation administration is going to provide dollars for every airport. How would the different airports be considered and why? Go back to a phased approach, such as reducing consumption/demand, using dollars to make something less expensive than pursuing other options. Question #13: Recommended Interviewees. Representatives from FEMP and the National Laboratories are ideal. Interview Reference: Nathaniel Watts Interviewee and Organization. Nathaniel Watts, Airfield Manager and Military Airspace Manager at Joint Base Charleston Question #1: Background. The military airspace reference includes military training routes scheduled with base-assigned aircraft to go fly. A lot of that area is off military installation (e.g., cranes, towers, new facilities, etc.) are assembled and added to a database with the FAA. There is a quick assessment of where those are located compared to military training routes. Some will need obstruction lights, flags (e.g., for cranes), etc. At other times, Joint Base Charleston (CHS) will have obstructions relative to the airports.

168 Identifying Military Resources and Strategies to Improve Civilian Airport Resiliency Question #2: Resiliency Defined. There is not one. Question #3: Key Stakeholders. As a joint-use field, 90% of the pavement is USAF owned. There is an international airport with two Fixed Base Operators (FBOs) under the airport. They are Atlantic and Signature Aviation. There is also a Boeing hangar and aircraft. Charleston County Aviation Authority (CCAA), Boeing, Atlantic Aviation, Signature Aviation, 437th Airlift Wing and 628th Airbase Wing (Host Wing), and various base agencies (e.g., airfield manager, civil engineering, security, and safety) are all stakeholders. Question #4: Partnerships. As a joint-use field, the airport meets weekly, monthly, quarterly, and annually for various inspections and projects. These would affect all the aviation partners, including the flyers. Question #5: Resilient Policies, Practices, and Processes. Two criteria are in effect. They are the Unified Facilities Criteria (UFC) for most of the airfield and FAA Part 139 for the international side. The joint-use and partnerships ensure the airfield and criteria are met. Question #6: Resilient Policies, Practices, and Processes Challenges. Various agencies might have projects on or near the airfield. There are different communications, construction, etc., policies and procedures. Those other agencies often do not understand that there is an airfield waiver process that must be completed for various projects on the airfield (e.g., wing-to-clearance requirements, the safety of flying operations, specific rules and requirements for very expensive aircraft on the airport, etc.). An example is installing a power line that creates tall antennas. Depending on the location of the airport, it could be a violation of the criteria. This requires a huge waiver process (e.g., risk assessment, airfield driving requirements, etc.). Air Force waivers are universal, and anything that violates the airspace criteria requires a waiver. There are permanent and temporary waivers. Question #7: Resilience Funding. There is no funding the interviewee is aware of currently. There is funding from Major Command (MAJCOM) via Air Mobility Command to complete and support the mission. A yearly budget is typically based on previous years’ requirements (e.g., supplies, furniture, equipment, maintenance). Question #8: Communication. Daily communication minimizes resistance as most agencies want the safest environment for the airport.

Interview Responses 169   Question #9: Training and Education. There is no training and education that the interviewee is aware of currently. Question #10: Community Integration. Always having events to provide the community with base information (e.g., growth, supporting the mission, impacts to the locals from noise, in/out, etc.) is helpful. The airport also hosts open houses and airshows to bring in the community and regularly provide information. Question #11: Enhancing Resilience. Keep lines of communication open. Continuously meet with aviation partners to provide the safest environment. Question #12: Project Prioritization. The airport will typically lead with the project providing the safest environment for the airport and users of the airports. For example, updating radios and stickers on vehicles navigating the airport is a priority. The signs, marking, lighting, and tracking of outages until completed or fixed. Question #13: Recommended Interviewees. A unique opinion from all civilians and government employees from CCAA would be ideal.

Abbreviations and acronyms used without denitions in TRB publications: A4A Airlines for America AAAE American Association of Airport Executives AASHO American Association of State Highway Officials AASHTO American Association of State Highway and Transportation Officials ACI–NA Airports Council International–North America ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act APTA American Public Transportation Association ASCE American Society of Civil Engineers ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials ATA American Trucking Associations CTAA Community Transportation Association of America CTBSSP Commercial Truck and Bus Safety Synthesis Program DHS Department of Homeland Security DOE Department of Energy EPA Environmental Protection Agency FAA Federal Aviation Administration FAST Fixing America’s Surface Transportation Act (2015) FHWA Federal Highway Administration FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FTA Federal Transit Administration GHSA Governors Highway Safety Association HMCRP Hazardous Materials Cooperative Research Program IEEE Institute of Electrical and Electronics Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITE Institute of Transportation Engineers MAP-21 Moving Ahead for Progress in the 21st Century Act (2012) NASA National Aeronautics and Space Administration NASAO National Association of State Aviation Officials NCFRP National Cooperative Freight Research Program NCHRP National Cooperative Highway Research Program NHTSA National Highway Traffic Safety Administration NTSB National Transportation Safety Board PHMSA Pipeline and Hazardous Materials Safety Administration RITA Research and Innovative Technology Administration SAE Society of Automotive Engineers SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (2005) TCRP Transit Cooperative Research Program TEA-21 Transportation Equity Act for the 21st Century (1998) TRB Transportation Research Board TSA Transportation Security Administration U.S. DOT United States Department of Transportation

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