NATA Safety 1st eToolkitNATA Safety 1st eToolkit Volume I, Issue 29 January 16, 2007

Welcome to the 29th issue of the NATA Safety 1st eToolkit, our monthly online safety newsletter, supporting the NATA Safety 1st Management System (SMS) for Ground.

The NATA Safety 1st Management System (SMS) for Ground is underway and many of the tools discussed in this and other eToolkits will be provided to SMS and PLST participants.

This monthly newsletter highlights known and emerging trends, environmental and geographical matters, as well as advances in operational efficiency and safety. Flight and ground safety have been enhanced and many accidents prevented because of shared experiences.

To Tow or Not to Tow – Safely. That IS the question

How NATA’s Safety 1st Management System will help you run a safer operation --Guaranteed! By Lou Sorrentino Senior Vice President, SH&E, Inc.

In December alone, we heard of four ground damage accidents that involved a tow vehicle and an aircraft. It seems from month to month, while we encourage communication of these events, operators and in many cases, individual employees of operators, make decisions that unfortunately, result in bent metal, huge extra expense, damaged customer relations and in the worst of cases, employee injury. And we ask the question – Why? Why in 2006, in this very familiar aviation industry, are we still making the same bad decisions when it comes to towing an aircraft?

Every month, during our Safety 1st Management System Webcasts, amongst the SMS instruction and open dialogue, the discussion usually circles back to the root causes of ground damage events. From experience, we know that the root cause of these types of events can be grouped into fairly predictable categories. For example, we could lump them into the common three – Man, Machine, and/or Environment.

However, from performing hundreds of root cause investigations, we know that in most cases, these three “core” categories overlap. So to get the most information out of an incident or accident,

performing a thorough investigation and root cause analysis enables us to drill down even deeper to more finite categories such as: Training; Pre-Planning; In Process Operation; Vehicle Component, Aircraft Component; Environmental and then the soft sciences, such as Behavior, Human Factors, Resource Allocation and Corporate Culture.

So how do you get access to methods that will identify hazards, identify trends and manage or eliminate risk? There are numerous ‘real’ tools available today to help identify hazards and predict risk. Most are offered via the NATA Safety 1st Management System program and are taught monthly via our interactive Webcasts. We provide instruction on how to perform a trend analysis of prior events at your location (to predict what could still happen if you didn’t take aggressive steps to prevent it today). We also discuss how to get the most out of an insurance company loss control visit. And finally, we teach you how to perform Job Hazard Analysis of those tasks or operations that contain hazards and how to develop controls that eliminate the hazards and better mange the risk.

NATA Safety 1st eToolkit – Volume I, Issue 29 – January 16, 2007 Page 1

In This Issue: ► To Tow or Not to Tow – Safely...........................................................1 ► Operational Best Practices.................................................................5 ► Embry Riddle – Tornado Ravages Planes

and Buildings on Christmas Day........................................................7 ► Keeping Good People – Retention Depends

on the Hiring Process.........................................................................7 ► Bits & Bytes........................................................................................8 ► Incident Roundup ...............................................................................9 ► Financial management Tools and Technique

for Aviation Service Businesses Seminar (FMT&T).........................10 ► NATA Safety 1st Trainer Seminar....................................................11 ► Continuing Education .......................................................................12 Page 1

NATA Safety 1st eToolkitNATA Safety 1st eToolkitThe benefit of collecting and analyzing the event data from both leading and lagging sources helps us define key performance indicators (KPI) or trends to help identify industry trends.

By participating – fully, not only do you benefit, but the entire industry benefits. We are out of the news and customers have a higher confidence level in our ability to perform to the highest standard. But to get this, you must take the first step. You need to participate in this proven program and make it the basis for your Company’s Safety Program.

So let’s get back to our initial question to tow or not to tow – Safely. Please participate in a quick exercise simulating an FBO about to tow a large cabin class aircraft.

For this exercise, we’ll apply common assumptions about the facility, staffing and equipment and then present a scenario that should be familiar to most of you. This exercise has not contemplated every possible assumption, but many that we have learned of during accident reconstruction exercises. Anytime we make an assumption that may lead to a “higher than acceptable risk” or fails to address a common safety attribute, we’ll indicate “Caution” as an incident/accident attribute is being identified.

1. Facility: Our fictitious FBO has a large, flat ramp for transient aircraft arrival/departure (minimum grade of 1% (1:100), and is constructed to support the designed weight bearing capacity, up to and including, BBJ type aircraft weight and footprint. The ramp is immediately accessible to the main taxiway and is well illuminated at night. Unicom is monitored 24 hours by the FBO. The FBO also has a remote hard stand, called the “West Lot” that is accessible by crossing the active runway via a mid field taxiway. Airport regulations require the vehicle to be equipped with a Unicom Radio and rotating beacon or be escorted. CAUTION: Job Hazard Analysis (JHA) to be performed on remote tow operation.

The remote ramp is also constructed to the same standards as our main ramp but is located at a higher airport elevation and is accessible via a ½ mile route that requires the tug to pull the aircraft up a 3 degree slope. The access taxiway is adjacent to a drainage ditch on both sides of the taxiway and has three curves or turns once the active runway is crossed. CAUTION: JHA and GSE assessments need to be performed. Include route, slope, equipment and aircraft type to both assessment.

2. Staff: The FBO is open 24 hours a day and runs three shifts. Shift 1 is 0700-1500 and is staffed by five line service techs (LST) and two CSRs and the Line Service Manager. Shift 2 runs from 1500 to 2300 and is staffed by four LSTs and two CSRs. Shift 3 runs 2300 to 0700 and is staffed by two LSTs. All line Service Techs received initial training via the NATA PLST program but have not completed recurrent training per the Safety 1st guidelines. The CSRs have not participated in any formal line operations training other than familiarization training for the operation of the Unicom. The FBO has sub contracted GSE maintenance to a local auto body shop that provides “on-call” service and scheduled Preventive Maintenance Inspections (PMIs). CAUTION: Training not consistent with PLST program. LST and CSRs not participating in training together, learning a consistent language and understanding the risks, communication skills, both written and verbal need to be taught.

Recruitment

Training

Operations Standards

Supervision

Oversight

Accident

Recruitment

Training

Operations Standards

Supervision

Oversight

Accident

An accident results from several causes. The elimination of one of thesecauses would have avoided the accident.

Reasons Model of Accident Causation

Recruitment

Training

OperationsStandards

Supervision

Oversight

Recruitment

Training

OperationsStandards

Supervision

OversightFigure 1

Figure 23. Shift Management: Each Shift is managed by a Shift Supervisor, other than Shift three which uses a Lead. A Shift Log is available but commonly the Supervisors brief face to face. The CSRs communicate verbally and have a “Inbound/Outbound” board to alert the LSTs of scheduled activity. The CSRs use a “Reservation Log” for schedules, crew contact information and credit card/fuel card information. CAUTION: Shift Logbook not used as a “standard” or the way we do it around here. Communication is left up to the individual’s style so

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NATA Safety 1st eToolkitNATA Safety 1st eToolkitexpectations are not met. The opportunity to provide inaccurate or wrong information is very high.

4. Safety Management: The Company has a Safety Committee that meets quarterly with no set agenda. The Committee is made up of the Supervisors, HR Manager, Financial Controller and Line Manager. The Line Manager briefs the President/CEO on important issues. CAUTION: Internal safety communication is not standardized, message to the boss may be different than what is discussed at the Safety Committee meeting. Without an agenda and routine minutes, functionality and efficiency of the meeting is lost. If someone identifies a potential hazard, there is no record of accountability. You need to assign action and then evaluate performance.

5. GSE: The FBO has five tugs of which two Kabuta mini tractors are used for general aviation purposes (small singles and light twins in/out of hangar on main ramp), two tugs for larger light GA aircraft (DBP 4000lbs/Max Capacity 60,000lbs) and the Mail Contract and one ’78 Paymover (DBP 30,000lbs). The status of all GSE is logged on the I/O Board. CAUTION: Over-reliance on one older model paymover for a high-risk long distance move. GSE oversight is not identified within the organization and the quality of the work performed is left up to the individual. No routine oversight of the GSE vendor.

6. Scenario: On Thursday, a foreign registered Gulfstream IV called in that it would be coming in the following Monday and remain for four days. The crew would require recommendations on limousine service for the boss, local crew hotels and crew rental car, if a shuttle is not available. They plan a 0830 Thursday departure but may depart one day earlier if the boss changes his mind. They would be making arrangements for catering and would advise directly. Fuel would be purchased prior to departure once the next destination was known.

7. FBO Response: The CSRs put the arrival and departure information on the I/O Board and added the phrase “Monday/Limo/ West Lot – out Thursday at 0830/Fuel TBA/Catering”. Three hotels were provided in order of preference by the responding CSR. Credit Card/Fuel Service information was taken and logged in the CSRs Reservation Book along with the Captain’s office telephone number. CAUTION: CSRs did not log cell phone for crew.

8. Aircraft Arrival: At 1400 Monday, the aircraft called inbound and asked for confirmation of the limo. Upon arrival on the main ramp, the aircraft was positioned at Spot 1 and the limo positioned next to the FBO main ramp entrance as per

airport policy. The passengers and baggage were unloaded and the crew buttoned up the aircraft. The 1st Shift Supervisor met with the Crew and confirmed the servicing requirements, planned departure time and that the aircraft would be positioned at the remote “West Lot” until it was called for departure preparation. The Crew acknowledged the service order and departed via rental car for their hotel. CAUTION:CSR had no knowledge of actual hotel nor asked if crew would be agreeable to act as brake rider should we need it from the remote ramp.

9. Pre-Tow Preparation: The Supervisor instructed his two linemen to prepare the Gulfstream for the West Lot and when ready, he would participate in the tow over to the West Lot before he completed his shift. The Paymover was positioned and connected to the aircraft. One LST proceeded to tow the aircraft from Spot 1 with the second LST watching the outside wing as they made their way to the perimeter of their ramp. Once at the perimeter, the second LST boarded the Tow Vehicle. The Supervisor followed in the Supervisor Vehicle. Once at the perimeter with the two LSTs, he contacted the Tower and was cleared to cross the active, instructing the LSTs to proceed. The tow to the West Lot was uneventful. The LSTs positioned and chocked the aircraft as the Supervisor looked on. The three returned to the FBO. Upon departing, one of the LSTs mentioned to the Supervisor that the brakes seemed soft on the return trip down the grade. The Supervisor told the LST to write it up on the I/O Board and he would take a look at it tomorrow as the GSE vendor was in for scheduled PMIs on the GA tugs. CAUTION: Paymover not equipped with radio to speak with Supervisor. No pre-planning discussion of potential hazards or developments along the way. Informal approach to GSE write up. The employee did the right thing, but management failed to act immediately.

10. Pre-Event: At 2200 on Tuesday, the crew called the FBO and advised they would be departing at 0630 Wednesday morning and needed the aircraft fueled with XX,000 gallons, ordered catering and signed off. At 2230, the CSR advised the Shift Supervisor of this service order. The Supervisor then briefed the Lead on the Third Shift. As they had fuel loads coming in that night, the Supervisor suggested they fuel the Gulfstream at the West Lot after the loads were in so the LSTs wouldn’t have to make a longer trip to top off the fuel tender. He suggested that the aircraft could be brought down to Spot 1 any time after 0200 as it was going to be a quiet night and no other aircraft were scheduled to depart at 0630. CAUTION: Late communication between CSR and Supervisor. Supervisor failed to consider what a heavier aircraft would mean “coming downhill” to the already weakened

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NATA Safety 1st eToolkitNATA Safety 1st eToolkitPaymover. Nothing was addressed with the Paymover nor did the Supervisor (Management) check up on the vehicle’s condition.

11. Event –Opportunity 1: The Third Shift followed instructions, completed the fuel farm load receipts, performed their usual Fuel QC tasks and fueled the Gulfstream at the West Lot. They connected the Paymover to the aircraft. As on the Third Shift, this was a two person operation, the other Lead would follow in the Supervisor vehicle with the radio. As the LST towed the aircraft off of the remote ramp, he noticed the brakes felt soft. At this point, the Lead was ahead of the Paymover. CAUTION: Again, no pre-planning, no radio communication and no fall back position. There was an over reliance on one tow vehicle because others were too light for the job. When the LST first noticed the soft feel, why didn’t he bring the unit to a gradual, but immediate stop? Poor decision-making now takes LST to wrong side of operational risk envelope.

Opportunity 2: As the LST was mid-way through the first down slope curve the brakes began to fade. At first, it was a feeling that the brake pedal was ‘soft’ and it moved further than usual. The LST shifted into low gear which seemed to push the Paymover. This became exaggerated as the Paymover approached the far corner of the second turn. The LST remembered seeing the Gulfstream’s oleo strut compress during this move. CAUTION: Again, the LST could have attempted to bring the aircraft and vehicle to a stop before the turn commenced. No pre-planning.

Failure Point: As the LST approached the second turn, he felt confident he now had control of the movement as he was in low gear. Upon reaching the apex of the second turn, the brake pedal dropped to the floor as the LST applied it. The LST panicked as the Paymover engine began to rev higher as a result of the weight pushing the Hough. During this time, the Paymover was being pushed again to the outside of the turn, the LST over-compensated on the corrective turn, at which time the Paymover jackknifed and came to rest against the nose gear and empennage. The Lead was unaware of the event until he saw the jackknifed Paymover in his rear view mirror, stopped the vehicle and responded by running up to the aircraft.

12. Aircraft Damage: The nose gear, right nose gear door and lower empennage skin were severely damaged as a result of impacting the right side of the Hough. Estimated cost of direct damages: $550,000.00. There will be a claim for substitute

aircraft charter, diminution of value and other indirect losses sustained by the aircraft owner/operator.

13. Employee Injury: The employee was injured when he jumped off of the Paymover and turned over on his ankle. He was out for three days and was assigned light duty for three additional days. Estimated cost to Company realized in higher Workers’ Compensation experience, lost productivity of second LST taking injured employee to medical facility, lost productivity for three days of LST and two Supervisors covering the third split shift.

14. Customer Satisfaction: Not!

And now, for the rest of the story…

Throughout this event, there were numerous hazard and risk indicators that went unnoticed by the Company, by management and individual employees. Training was disregarded, communication left to chance and ultimately, a customers aircraft placed in jeopardy because of poor management and planning. Could all of this been avoided? Yes it could. Just look at the opportunities in our Caution notes identified. Are there more lessons to be learned out there so it doesn’t happen to you? You bet! But you have to participate.

Join NATA’s Safety 1st Management System now. And take the risk out of your daily operation.

NATA Safety 1st eToolkit – Volume I, Issue 29 – January 16, 2007 Page 4

NATA Safety 1st eToolkitNATA Safety 1st eToolkitOperational Best Practices (OBP)

NATA’s Safety & Security Committee reviewed and approved several Operational Best Practices (OBP) for members that participate in the NATA Safety 1st Professional Line Service Training (PLST) Program and NATA’s Safety 1st Management System (SMS) for Ground Operations. OBPs will provide guidance on policies and procedures for common tasks done at FBOs. These guidelines will assist with training and minimize risks to enhance the company’s bottom line.

The following OBP on towing is the first of more to come from the Safety & Security Committee. NATA’s committee is comprised of member company representatives from other standing committees as well as safety / training experts. Additional information on the Safety & Security Committee may be found on NATA’s web site: http://www.nata.aero/about/safesecure.jsp

OPERATIONAL BEST PRACTICE - GROUND SMS Company Name Here

Title: GA Aircraft Towing Effective Date: 00/00/2006 Rev: Original No. 8

Purpose: The NATA Member Company has adopted this OBP for the safe and efficient handling of owned and customer aircraft and assets.

Policy Responsibility: Chief Executive, General Manager, Line Supervisor, Maintenance Technician (as applicable).

Policy:

Procedure:

The NATA Member Company shall adhere to the following procedure when towing owned or customer aircraft or assets.

Prior to towing any General Aviation aircraft, the following minimum criteria must be met:

Determine the location that the aircraft will be towed is clear and of sufficient size to park the aircraft.

Determine the drawbar pull of the tow vehicle/pay mover and confirm that the vehicle is of sufficient

weight and horsepower to successfully move the aircraft without incident.

Perform a vehicle inspection of the tow vehicle/pay mover and determine that steering and transmission

is fully operational.

Determine that the vehicle's primary and emergency braking systems are fully operational.

Examine the vehicle's tow hitch to make sure that it is properly secured to the tow vehicle. The tow

hitch must be bolted with appropriate grade 8 bolts. The hitch should also be examined to make sure it

is fully operational. If the hitch utilizes a safety pin, the pin must be used during the tow operation.

Examine the tow bar to make sure that it is appropriate for the type of aircraft to be towed.

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NATA Safety 1st eToolkitNATA Safety 1st eToolkit Examine the tow bar connection at the aircraft nosewheel and determine the nosewheel turn limits. It is

very important to examine the aircraft nosewheel at this point to determine if there is any prior damage.

If damage is detected, do not move the aircraft. Bring the damage to the attention of your supervisor

and the pilot in command.

Once these operational checks have been successfully performed, the tow vehicle operator can then

proceed to coordinate the movement of the aircraft with guide person.

IT IS IMPERATIVE THAT ALL COMMUNICATIONS BETWEEN THE INDIVIDUAL OPERATING

THE TWO VEHICLES AND THE GUIDE PERSON BE CLEAR, CONCISE, AND AGREED UPON BY

ALL PARTIES INVOLVED IN THE TOWING OPERATION. WHISTLES ARE REQUIRED IN

ACCORDANCE WITH STANDARD N0. 12.

To conduct the towing operation, position the tow tractor fifty (50) feet off the nose of the aircraft and perform the full stop operational check. Once this has been performed successfully, proceed to the aircraft at or below 5 MPH or at a slow walking pace (whichever is slower). Once within close proximity to the ten (10) foot mark, the guide person will signal to the tow operator to perform the next full stop at the ten (10) foot mark. Once successfully completed, proceed to the hook-up point at a slow pace. The guide person shall utilize appropriate ramp communication signals.

Once the aircraft and tow bar are connected to the tow vehicle and the tow vehicle operator has control, the chocks from the aircraft will be removed. Prior to the tow operator moving the aircraft, the guide person will clear the area that the aircraft is to be towed. The guide person should be in position such that s/he is always within visual contact of the tow vehicle operator and has complete view of the aircraft path.

When the aircraft arrives at its designated parking spot, it is the responsibility of the tow vehicle operator to maintain positive control of the aircraft. The driver of the tow vehicle shall remain in positive control unless he specifically designates another individual to assume control.

Prior to disconnecting the tow bar from the aircraft, the aircraft must be chocked in position.

Once the tow bar has been disconnected from the aircraft, the tow bar shall be connected to the rear tow hitch of the tow vehicle for return to the tow bar storage area. Under no circumstances will the tow bar, by itself, be pushed to any location using the front tow hitch of the tow vehicle.

PPE: As applicable to Operational Best Practice adopted by Member Company.

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NATA Safety 1st eToolkitNATA Safety 1st eToolkitEmbry Riddle – Tornado Ravages Planes and Buildings on Christmas Day

The National Weather Service confirmed that an F2 tornado, with winds upwards of 120 mph, tore through Embry Riddle’s Daytona Beach campus on Christmas Day. The twister damaged 50 of the school's 65 training planes that were tied

down. It is estimated replacement of planes could cost as much as $11 million. Total projected damages of planes and buildings could reach between $50 million and $60 million.

Other damages on campus included its administration building, athletic complex, atrium, auditorium and advanced simulation center. Clean up began almost immediately as classes resume in mid-January. The damaged planes, trees and other debris were removed and buildings were being shored up to keep things dry in case of any subsequent rains.

The university is insured and arrangements have been made to have planes available for returning students.

AVweb is spearheading a fundraising drive to help the university mitigate insurance deductibles and other non-insured costs arising from the storm.

Keeping Good People – Retention Depends on the Hiring Process

Have you ever wondered why some companies have a revolving door when it comes to keeping employees? Maybe your company doesn’t suffer from employee turnover…but then again, maybe it does. Read on and learn about what one study reported about why most new hires fail.

Let’s start with an interesting statistic; 82% of managers have never received any training on the interview process nor implemented the necessary assessment tools to screen new applicants. This could contribute to a systemic problem that will continue if action is not taken to put an end to it.

Now, back to the results of the study. Nearly 46% of new hires will quit within the first 18 months of employment while 19% will remain long-term. The primary reason for this failure is due to poor interpersonal skills. These flaws were overlooked during the interview process.

Additional interesting facts discovered by the study include the following;

26% of new employees quit because they cannot accept feedback

23% fail because they can’t manage or understand emotions

17% lacked the needed motivation to succeed

15% lacked the right temperament for the job

11% lacked the needed technical skills

What can you do to improve your hiring process? Take action now and consider getting outside help to assist with assessing your turnover. Find out what others do to retain good employees. And finally, make sure your managers have formal behavioral interview training. Provide them with the tools to conduct personality and skills assessments as well as motivation and temperament assessments during the hiring process.

You’ll be glad you took the time to hire the right people to begin with. High turnover can cost upwards of ½ the salary of an hourly employee and twice the salary of a professional employee. Given these numbers, you’ll save your company time and money by investing in the hiring process.

Next month: How Do You Keep Good Employees?

NATA Safety 1st eToolkit – Volume I, Issue 29 – January 16, 2007 Page 7

NATA Safety 1st eToolkitNATA Safety 1st eToolkitBits & Bytes

Baby Put Through L.A. Airport X-Ray Machine – Inexperienced Traveler!

LOS ANGELES (December 16, 2006) - A woman mistakenly put her 1-month-old grandson through an X-ray machine at Los Angeles International Airport, authorities said.

A startled security worker noticed the shape of a child on the carry-on baggage screening monitor and immediately pulled him out, the Los Angeles Times reported for a story in Wednesday's editions.

The infant was taken to a local hospital, where doctors determined he did not receive a dangerous dose of radiation.

"This was an innocent mistake by an obviously inexperienced traveler," said Paul Haney, deputy executive director of airports and security for the city's airport agency.

Haney said in 1988, an infant in a car seat went through an X-ray machine at the Los Angeles airport.

Passport Requirements Change This Month -- Prepare Your Customers Now!

NATA reminds operators that new entry requirements are being imposed on persons arriving in the United States by air. Members are encouraged to ensure that their customers and crewmembers are prepared for the new requirement.

Beginning January 23, 2007, new documentation requirements will apply to all persons, including U.S. citizens, traveling by air between the United States and Canada, Mexico, Central and South America, the Caribbean, and Bermuda.

After the January 23 implementation date, only the following documents will be accepted for entry into the United State: a valid passport, Air NEXUS card, U.S. Coast Guard Merchant Mariner Document, or an Alien Registration Card, Form I-551, if applicable. Previously, other documents demonstrating citizenship, such as a birth certificate or driver’s license, were acceptable but they will no longer be considered sufficient.

The U.S. Department of State explains that the changes are necessary to achieve the goals of strengthening border security and facilitating entry into the United States for U.S. citizens and legitimate foreign visitors.

More information on the new entry requirements is available from the U.S. Department of State.

Cell Phone Usage Study – Cell Phone Users May Lead Healthier Lifestyles

A new Danish study has put cell phone fears causing brain cancer to rest. The study found no evidence that cell phone users are at greater risk of cancer. Studies pointed out that long-term cell phone users of as long as 21 years were not at any greater risk either.

The study was conducted with more than 420,000 Danes that had used cell phones between 1982 and 1995. The average user studied had been using a cell phone for approximately 8.5 years. Cell phone users were tracked by researchers from 1982 -1995 then through 2002. The group’s rate of cancer was found to be slightly lower than Denmark’s normal cancer rate for the general population.

Researchers conducting the study did not know why the cancer rate was lower among cell phone users but speculated that users may lead healthier lifestyles.

New TSA Mandate Impacts Some Airport Businesses

Recently, the Transportation Security Administration issued a security directive that affects personnel who are applying for or already have personnel identification media secured through an airport operator for access to a security identification display area (SIDA) or other secure areas of an air carrier airport. To retain access to the SIDA and other secure areas of an air carrier airport, individuals working for airport operators will have to provide proof of citizenship along with some other information asked of them by staff from the air carrier airport.

Individuals affected by this new security measure include, but are not limited to, employees of airline service companies, fixed-base operators, airports, and maintenance facilities.

Airports will collect this information for SIDA badges no later than February 1, 2007, and March 1, 2007, for all other identification issued by airports.

To learn more about what is required of individuals attempting to secure personnel identification media, please contact your local airport manager today.

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NATA Safety 1st eToolkitNATA Safety 1st eToolkitIncident Roundup Dulles and Bradley International Airports Approved

As DCA Access Airport Limo allowed to position on active ramp and struck

parked Falcon. The Transportation Security Administration (TSA) announced that Dulles International Airport (IAD) in the Washington, DC area and Bradley International Airport (BDL) in Windsor Locks, Connecticut, are now approved as gateway airports for flights departing to Ronald Reagan Washington National Airport (DCA). Signature Flight Support is currently the TSA-approved facility at both IAD and BDL.

B 737 under power with marshaled and wing walker, struck another parked Regional Jet. Damage was confined to wingtips of both aircraft.

While towing a Challenger, ground crew drove into lone Helicopter Dolly. Damage to the tug and dolly.

The TSA requires that general aviation flights to DCA be in compliance with the DCA Access Standard Security Program (DASSP). One of the provisions of the DASSP is that all flights must be cleared through an approved portal airport.

Isolated tornado hits Daytona Beach Airport resulting in approximately fifty substantially damaged aircraft.

A Boeing 747 was damaged by a de-icing truck. No passengers or crew were injured.

Planes clip on JFK airport taxiway; no injuries A Cessna 210 was parked with the PIC seated and engine running when an individual walked into the moving propeller and was fatally injured. Both aircraft taken out of service for repairs; FAA

investigation under way A Boeing 737 was struck at the leading edge by a

loading ramp when parked on a non-movement area. NEW YORK - The left wing of a plane backing out of a gate at John F. Kennedy International Airport clipped the tail of another plane on the taxiway Saturday afternoon, but no one was injured, authorities said.

The Air China flight had 215 passengers on board and 23 crew members and was destined for Beijing when its wing clipped the other plane, said Tony Ciavolella, a spokesman for the Port Authority of New York and New Jersey, which manages the airports.

The Delta flight was empty because the plane had not boarded yet, said Delta spokeswoman Katie Connell.

Both planes were taken out of service to repair damage. The Air China flight was rescheduled with another plane for Sunday. The Delta passengers took another plane an hour after their originally scheduled flight to Nice, France, Connell said.

NATA Safety 1st eToolkit – Volume I, Issue 29 – January 16, 2007 Page 9

NATA Safety 1st eToolkitNATA Safety 1st eToolkitFinancial management Tools and Techniques

for Aviation Service Businesses Seminar (FMT&T)  

WHAT:  This seminar will help you develop a level of competence in Management Accounting as opposed to Financial Accounting.  Management Accounting is the process of identifying, measuring, reporting and analyzing information about economic events of the organization.  We will help you take the information Accountants provide, make decisions and develop strategies that improve financial performance of your department, location, division or company.  You will develop a roadmap to reach your financial goals and the ability to track your progress along the way, after this seminar. 

 

 WHEN:   February 19 & 20, 2007 at the Sheraton Suites Tampa Airport in Tampa, FL  

Click here for additional details on our Web site    WHO SHOULD ATTEND:  Department Managers 

    Senior Management 

    Entrepreneurs 

Financial Managers 

------------------------------------------------------------------------------------------------------------------------------------------------------------------ Yes, sign me up!

$695 / NATA Members

$795 / Non- NATA member

Name: ______________________________________________________________________________________________________

Company: ___________________________________________________________________________________________________

Address: ____________________________________________________________________________________________________

City: ____________________________________________________________________ State: ________ Zip: _________________

Phone: ____________________________________________ Fax: _____________________________________________________

Email: ______________________________________________________________________________________________________

� VISA - MasterCard - AMEX � My check is enclosed ______________________

Fax to (703) 845-0396 Email: Safety1st@nata.aero

Mail: NATA 4226 King Street

Alexandria, VA 22302

Credit Card #: __________________________________________ Exp. Date: ____________

Name on Card: _______________________________________________________________

Signature: ___________________________________________________________________

NATA Safety 1st eToolkit – Volume I, Issue 29 – January 16, 2007 Page 10

NATA Safety 1st eToolkitNATA Safety 1st eToolkitNATA Safety 1st Trainer Seminar

Includes a Service Excellence Workshop and Live Fire Demonstration 

WHAT: Our comprehensive Safety 1st seminar guides you through how to effectively implement NATA’s Professional Line  Service Training  (PLST)  program. We  know  that  putting  together  a  training  program  is  a  lot  of work,  but  it  is essential for every professionally run FBO to have one. NATA has done the hard part by creating an industry benchmark training program for you. We will even train your trainer how to use it successfully in a short amount of time. Over two intense days,  learn how  to present NATA’s PLST program and be motivated  to guide your organization  through  the PLST process.  

This newly added seminar includes a customer service workshop. At the end of the day, your performance is measured by your  customers. Their perception of value  is based upon  the quality of  the  services you provide. ServiceElements, which offers a vast range of organizational and behavioral programs, will help us refocus on the service aspect of our jobs and functions. This segment of the program will help you balance operational and functional  issues with the quality of the services you provide. We will review techniques on how to ensure that you are maintaining high quality service while retaining the highest levels of safety and security.  

Your line supervisor will also witness a live fire demonstration and be certified in accordance with 14 CFR Part 139 fire safety  training. An  actual  fire will  be  set with  the  assistance  of  local  firefighters.  Each  participant will  learn  proper extinguishing techniques in the heat of a real fire.   

WHEN:    Please check the Seminar You Will Attend  March 13 & 14, 2007 in Phoenix AZ / Additional details onlineMay 14 & 15, 2007 in Windsor Locks, CT / Additional details online 

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Yes, sign me up!   

$515 / NATA Members   $615 / Non‐ NATA member 

Name: ______________________________________________________________________________________________________

Company: ___________________________________________________________________________________________________

Address: ____________________________________________________________________________________________________

City: ____________________________________________________________________ State: ________ Zip: _________________

Phone: ____________________________________________ Fax: _____________________________________________________

Email: ______________________________________________________________________________________________________

� VISA - MasterCard - AMEX � My check is enclosed ______________________

Fax to (703) 845-0396 Email: Safety1st@nata.aero

Mail: NATA 4226 King Street

Alexandria, VA 22302

Credit Card #: __________________________________________ Exp. Date: ____________

Name on Card: _______________________________________________________________

Signature: ___________________________________________________________________

NATA Safety 1st eToolkit – Volume I, Issue 29 – January 16, 2007 Page 11

NATA Safety 1st eToolkitNATA Safety 1st eToolkitNATA Safety 1st Trainer & Live Fire Training CONTINUING EDUCATION March 13 & 14, 2007 at the Hall of Flame Museum in Phoenix, AZ Aviation Industry Expo / NATA’s FBO

Leadership Conference – Coming to Orlando, Florida in March

May 14 & 15, 2007 at the Fire Academy in Windsor Locks, CT, Additional Details & Registration Online: Phoenix, AZ or Windsor Locks, CT NATA FBO Leadership Conference

March 19th – 22nd, 2007 2007 Schedules: Aviation Safety and Security Offerings Orlando, Florida

Additional Details & Registration Online: http://www.nata.aero/events/event_detail.jsp? EVENT_ID=1142

Embry-Riddle Aeronautical University's Center for Aerospace Safety/Security Education (CASE) Website: http://www.avsaf.org/case/programs_events.html

Southern California Safety Institute General Education Offerings Website: http://www.scsi-inc.com/

Financial Management Tools and Techniques for Aviation Service Businesses

The GW Aviation Institute Aviation Safety and Security Certificate Program February 19 & 20, 2007 Website: http://www2.gwu.edu/~aviation/safetyandsecurity/ ss_courses.html

Hotel & Seminar: Sheraton Suites in Tampa, FL Additional Details & Registration Online: http://www.nata.aero/events/event_detail.jsp? EVENT_ID=1001

Transportation Safety Institute Website: http://www.tsi.dot.gov/divisions/Aviation/aviation.htm

Line Service Supervisor Training Seminar

University of Southern California February 21 & 22, 2007 in Dallas, TX at the

Frontiers of Flight Museum Aviation Safety and Security Program Website: http://viterbi.usc.edu/aviation/Additional Details & Registration Online:

http://www.nata.aero/events/event_detail.jsp?EVENT_ID=961

The NATA Safety 1st eToolkit is brought to you by NATA Safety 1st SMS and SH&E. SH&E is the leading expert in safety and operational integrity evaluations and safety management consulting. SH&E has developed a proprietary evaluation methodology, called Safety Architecture, which is unique within the industry as it focuses on systemic surveillance and process evaluation. This

is a systems and controls look at how an operator manages those technical functions that support aviation operations.

Subscribe to NATA Safety 1st eToolkit. If you are not currently a subscriber to NATA Safety 1st eToolkit and would like to receive it on a regular basis, please click here. The NATA Safety 1st eToolkit is distributed free of charge to NATA member companies and NATA Safety 1st participants.

NATA Safety 1st eToolkit – Volume I, Issue 29 – January 16, 2007 Page 12

Order Form

NATA Safety 1st® Management System (SMS) for Ground

Yes, we want to sign up for the NATA SMS for Ground! We understand the following will be included in the price of our participation in the SMS: ► SMS Guide

► SMS Webcast Tutorials

► SMS Consultation by Telephone or email

► SMS Secure, Online Event Reporting Form

► SMS Monthly Online Newsletter

► SMS Root Cause Analysis

Contact Information (please print legibly)

CEO/Owner Email

Safety Coordinator Email

Company

Street Address

City State Zip

Phone Fax Email

Pricing

The prices below reflect the total number of employees at your facility. This number should include all you FBO locations. Please note that we will correspond with one Safety Coordinator per company and will require additional company information once established in the program. Please check appropriate box below. $600 for NATA Safety 1st participants / NATA Members with 0-50 employees

$1,200 for NATA Safety 1st participants / NATA Members with 51-150 employees

$1,800 for NATA Safety 1st participants / NATA Members with more than 150 employees

Payment

Check enclosed (Please make payable to Aviation Training Institute, LLC.)

Please charge my MasterCard Visa American Express

Credit card number Expiration

Signature Name on card

Fax to (703) 845-8176 or mail to NATA Safety 1st® SMS, 4226 King Street, Alexandria, VA 22302

Agreement

I understand as CEO/Manager of this facility, Safety is our #1 priority. As such, the authority and responsibility to implement this program is placed with me. I will provide the resources necessary to ensure the safety of our customers, their equipment, our employees and the environment in our daily operations

Signed this date CEO/Owner Signature

4226 King StreetAlexandria, VA 22302

(703) 845-9000Fax: (703) 845-0396