Read More: Why the H145?
August 15, 2020

PHI is the only offshore helicopter operator flying the Airbus H145 in the Gulf of Mexico. Why add this model to its fleet?

The Gulf of Mexico is home to nearly 2,000 offshore oil and gas platforms, from production rigs with a handful of personnel to sprawling drilling platforms. As oil fields are explored and exploited farther offshore, operators must respond to the challenges. PHI responded with the H145.

The company formerly known as Petroleum Helicopters Incorporated has been involved in fossil-fuel discovery and production since 1949, starting with three Bell 47 helicopters. While it officially trimmed its name to simply PHI in 2006, over the years the company has expanded its fleet and range of missions. PHI now operates 220 aircraft at bases around the world, supporting oil and gas production, wind farms, onshore mining, air medical, search-and-rescue operations, and maintenance, repair, and overhaul services.


Read More: Life Flight Network: Connecting Community with Care
August 15, 2020

This rural HAA service goes beyond mere transport.

A picturesque rural town of 14,000 in northeastern Oregon, La Grande is nestled in a fertile farming and ranching valley surrounded by snow-tipped mountains. The community is fairly isolated, an hour’s drive from the next town of similar size, Pendleton, Oregon, and hours away from larger communities. La Grande is the county seat for Union County, which has a total population of about 25,700 occupying slightly more than 2,000 square miles.

Just west of the popular Hells Canyon National Recreation Area on the Snake River, the region attracts serious outdoor enthusiasts year-round. Warm in the summer and snowy in the winter, it’s a haven for those who hike, bike, camp, climb, and operate all-terrain vehicles (ATVs), off-road motorcycles, and snowmobiles. 

La Grande’s rural, isolated location, paired with its attractiveness to outdoor recreationists, makes helicopter air ambulance (HAA) service a necessity here. The ability to quickly respond and transport out of rugged and remote locations to appropriate medical care is fundamental to the community’s health and well-being.

Vital Link to Timely Care

Health-care services for La Grande and the surrounding area are provided by Grande Ronde Hospital. A Level IV trauma center and designated critical-access hospital for initial emergency care located within La Grande, it provides patients with evaluation, stabilization, and advanced-trauma life support services prior to transport to a center offering more-advanced care (trauma centers range from Level I, which provides the highest level of care, to Level V).

A quick look at the map demonstrates the La Grande community’s need for helicopter air ambulance services. The next-highest-level trauma centers, both Level III, are 42 miles northwest in Pendleton, Oregon, and 50 miles north in Walla Walla, Washington. The closest Level II is 129 miles southeast in Boise, Idaho, while the closest Level I trauma centers are more than 195 miles to the west, across the Cascade Mountains in Portland, Oregon.

To meet the need for faster access to higher-level care, Life Flight Network began serving La Grande in 2011 as the region’s first HAA operator. Fixed-wing operator AirLink Critical Care Transport had previously operated out of the Eastern Oregon Regional Airport (KPDT), 7 miles south of the hospital. Grande Ronde Hospital supported the new air ambulance provider by constructing a $1.2 million helipad at the hospital in 2012, increasing immediate access to the facility for airlifted patients. The results were immediately evident.

“When you choose to live in a rural community, you accept that specialized services available in larger communities are not as quickly available to you,” says April Brock, emergency department manager at Grande Ronde Hospital. “Having Life Flight Network allows us to get people in our community to that care. Since the service started, we’re seeing patients getting to the lifesaving interventions they need, whether that be here or at a higher-level-of-care facility, in a more timely fashion.”

Read More: HUMS: Not Just for Heavy Iron Anymore
August 14, 2020

Improved technology brings HUMS to light, medium markets.

What if an operator could tell—just by looking at a computer screen—that a particular bearing on an aircraft was showing signs of premature wear? How would that change how maintenance is planned and conducted?

Heavy civil and military helicopter operations have had that capability for decades through onboard HUMS (health and usage monitoring systems), but adoption of that technology by operators of smaller aircraft had stalled. But that’s changing, as the next generation of HUMS equipment is evolving to meet the needs of the light and medium rotorcraft markets.

Read More: Stacy Sheard: All In for HAI
August 14, 2020

Incoming HAI chair focuses on coming together to overcome challenges.

Corporate helicopter captain Stacy Sheard began her one-year term as chair of Helicopter Association International on Jul 1, 2020. Her interest in helicopters as a young girl sparked an aviation career that has taken her around the world, preparing her to represent a global industry as it navigates its way back from the COVID-19 pandemic.

Stacy’s imagination was first captured by helicopters while growing up in Clovis, California, a small agricultural town at the base of the Sierra Nevadas. Every spring and summer, helicopters flew from the nearby Fresno Air Terminal to the mountains, drawing her eyes skyward.

“I was about 11 or 12 when I really started taking notice,” she recalls. “They were always flying by to fight fires, and I thought, ‘Wow, I want to do that!’ The show Airwolf was on TV about that time too. That was a huge part of growing up and really inspired me. I loved that show and helicopter.”

It was the early 1980s, and flight schools were few and far between. The money needed to learn to fly was even harder to come by. Undeterred, a young Stacy rode her bike to the Fresno Air Terminal (since 1996 the Fresno Yosemite International Airport, KFAT) and offered to sweep hangar floors at Rogers Helicopters as a way to be around the machines and learn more. The helicopter operator declined her offer.

“I knew I wanted to fly, but I didn’t know how I was going to pay for it,” she says. “Then my mom gave me a book full of Black Hawks. I think that was what helped me decide that I would join the army and learn to fly there.”

In 1990, Stacy enlisted in the US Army. Her initial assignment was working as a Russian linguist and analyst for the National Security Agency. Four years in, she applied for the warrant officer program and flight school. She graduated in 1995 and flew Hueys and Black Hawks for six years before leaving the army in 2001.

Read More: Helinet Flies Ahead
June 08, 2020

Like many of her colleagues in aviation, Kathryn Purwin has gotten The Call—the one that delivers dreaded news about a loved one or coworker, the one that transforms your life into Before and After. Some time around Sep. 11, 2015, Kathryn learned that her husband, Alan Purwin, had been killed when the airplane he was on crashed in Colombia.

Best known for his film production work as a helicopter stunt pilot and aerial coordinator, Alan was the chairman of Helinet Aviation Services, a multimission helicopter operator based in Los Angeles. Since 1984, he had flown for nearly 150 movies and television productions, including the box-­office blockbusters Air Force One, Armageddon, The Fast and the Furious, Jurassic Park, and Transformers. Considered an innovative film production pilot, he was responsible for iconic stunts such as the helicopter chase scene in the 2003 movie The Italian Job.


Alan founded Helinet, originally called West Coast Helicopters, in 1987 at Van Nuys Airport (KVNY) in Los Angeles. Starting with a Bell 206 LongRanger, Alan and a partner, Michael Tamburro, provided flight services for several Los Angeles–based business professionals and athletes. In 1988, West Coast began transporting organs for LA-based transplant centers. Two years later, it secured its first newsgathering contract.

Charter, organ transport, electronic newsgathering—the fledgling helicopter company was acquiring a diverse list of missions. “I’ve watched this company grow from the very beginning,” says Kathryn. “I remember when Alan had one helicopter, one desk, and one phone line.”

Kathryn first met Alan at—where else?—an airport. She had attended the University of California, Los Angeles, with a double major in history and political science, intending to become a lawyer. But that plan was sidetracked when a friend took her flying. She was hooked.

Instead of a lawyer, Kathryn became a commercial pilot, flying business jets (she holds commercial multiengine and instrument fixed-wing ratings and also holds a helicopter license). When Alan started West Coast Helicopters, the two were already friends; they married in 1994. 

In 1998, Alan merged West Coast Helicopters with Helinet Aviation Services. His reputation as an aerial coordinator and stunt and production pilot for film and TV productions was growing, and the company was expanding into new missions, including helicopter air ambulance work and aircraft management.

With the birth of their children, Michaela and Kyle, Kathryn became less directly involved in the company. After Alan’s death, she didn’t initially plan to be an active owner of Helinet. There were all the other details that needed attention, and of course, her children. Besides, Alan had hired a management team three months before the accident.

Kathryn initially left it to that team to run the business. But without Alan to provide continuity, the company he had created was losing focus. He was a visionary, charismatic leader who could run a complex business out of his head. Replacing him as CEO seemed like an impossible task. 

“After he was gone, it wasn’t my original intent to come in,” says Kathryn. “But I saw that I needed to do that for Alan’s legacy to continue. He worked so hard for it. It was my commitment to Alan that I was going to keep this place alive. That’s why I came in, and that’s why I’m still here.”

Read More: Air Ambulances in a COVID-19 World
June 08, 2020

Air medical operators reset best practices and protective measures in the fight against an insidious pandemic.

In just a short time, the world has quickly become familiar with medical teams attired in full PPE (personal protective equipment) fighting to save lives in crowded hospitals. Helicopter air ambulance operators are also responding to the new normal of life during the Coronavirus Disease 2019 (COVID-19) pandemic, as they look to save lives on two fronts: their patients and their personnel.

An Initial Lull

When COVID-19 began to spread across the United States in late January 2020, air ambulance services experienced an initial deep drop in volume.

“One of the first things that happened is everything ground to a halt, which interestingly enough happened after 9/11, too,” says Tom Judge, executive director of LifeFlight of Maine, which operates three bases in the state. “The bottom dropped out for air medical, with a 50% decrease in volume—for both scene and interfacility transport.”

Jerry Splitt, Geisinger Medical Center’s program director, saw the same thing about his six bases across Pennsylvania. “Our volumes were consistent—and even on the increase. Then, suddenly a decrease. You know, they say the medical industry is recession-proof, but it’s not pandemic-proof. Reduced transports and procedures cut income.”

Although some of the decrease was attributed to the halting of elective procedures, another large contributing factor was stay-at-home orders issued by local governments. Fewer people on the roads and out being active leads to fewer trauma accidents requiring air transport.

Paul Schaaf, pilot for emergency medical services operator STAT MedEvac, experienced a decrease in pediatric transports for the same reasons. STAT MedEvac coordinates the operation of SkyBear, the rapid helicopter transport service of Children’s National Hospital in Washington, D.C.

“I’m attributing [the decrease] to the kids not being in school or preschool catching the flu and other respiratory issues we used to fly them for,” Schaaf says. “They’re also not out in the woods or doing other activities that cause accidents, like snakebites, broken bones, etc. Parents are keeping kids close right now.”

Oddly, a sudden reduction in heart attack and stroke patients occurred at the same time, something that was also experienced after 9/11. These patients picked up again about the time the number of serious COVID-19 patients needing transport began to take off.

“To be perfectly honest, I don’t know what causes this phenomenon,” says Rick Rohrbach, EMS Director at Cooper University Health Care in Camden, New Jersey, about the sudden reduction in stroke and heart attack victims. “Maybe it’s because they were suddenly sitting at home on the couch. But the decrease … only lasted a few weeks.”

Sure enough, a few weeks into the stay-at-home orders, the scene changed. Typical respiratory-, heart-, and stroke-­related transports began to increase right about when COVID-19 patient transports began in earnest.

“We’re back to comparable volumes now, with COVID patients making up the difference from reduced trauma accidents,” says Rohrbach.


Read More: UAS Market Ready for a Breakout
June 08, 2020

The market for unmanned aircraft systems (UAS, or drones) grows bigger every year, as more companies, industries, and governments find ways to use these aircraft. Because drones can easily carry lightweight cameras and other sensing equipment, they’re already utilized for inspection, surveillance, or data-gathering missions. But plans are under way to carry cargo and people, too.

“It depends on what study you read, but the commercial drone industry and light military [drone] market in 2018—in the US alone—was $2.6 billion. And by 2025 it will grow to $16.2 billion,” says Cameron Chell, co-founder and CEO of Canadian firm Draganfly, the world’s first commercial drone manufacturer.
Some studies suggest a much higher number. But whatever the real figure, there’s no denying the UAS industry’s current growth and prospects for more of it, regardless of where the hype surrounding the technology stands.

“I wouldn’t say all the hype is gone, but it is much reduced,” says Kay Wackwitz, a consulting aeronautical engineer and CEO of research and consulting firm Drone Industry Insights, based in Hamburg, Germany.

Most of the excitement generated in recent years has been aimed at attracting investment dollars to the small army of drone start-ups—and to the big ride-sharing companies like Uber that are itching to begin operating “flying taxis.” But a number of start-ups have scaled back their dreams, and some have even shut down after having learned how hard the technical challenges are, how long the road is to full certification, and how much of an investment would be required to produce a certificated and affordable finished product.

Read More: Steve Dickson’s 30,000-Foot View
June 08, 2020

FAA Administrator Stephen M. Dickson attended 12 different schools as his family moved to posts across the United States and around the world for his father’s career as a US Air Force pilot. After graduating from the US Air Force Academy, Dickson, too, flew for the Air Force. He moved to Delta Air Lines in 1991 to work as a line pilot and also earned a law degree along the way. After various stints in Delta management, including as chief pilot and senior VP of flight operations, Dickson retired … for a brief minute before being asked by US Transportation Secretary Elaine Chao to head the FAA. He was sworn in as the top US aviation official on Aug. 12, 2019.

ROTOR Editor Gina Kvitkovich sat down with Dickson in late January during his visit to HAI HELI-EXPO 2020 in Anaheim, California. This interview has been edited and condensed for publication.


ROTOR: What drew you to aviation and what made you stay?
Steve Dickson: It’s just a passion—it’s not like work to me. And aviation is something where you’re always learning and discovering new or better ways to do things.

Once I graduated from the academy, I wanted to fly and serve my country. That was another thing that was attractive about joining the FAA—it was a chance for things to come full circle and give something back to my country. I’ve been fortunate to have a lot of success in my business career; serving as FAA administrator was a chance for me to bring some of that perspective and be part of a team.

Do you still fly?
Not currently. I’ve got some other things I’m focused on right now, but I do plan to get qualified on the FAA’s aircraft. It’s always been important to me to lead by example.

One way the FAA is different from some other transportation authorities is that it has an operational mission. I think it’s important for the people at the FAA to see that their leader is out there with them and seeing the operation from the same perspective that they are.

I’m looking forward to rounding out my experience with GA [general aviation]. It actually has some similarities to military flying, where you’re kind of dispatching yourself, doing your own flight planning, and checking your own weather. With the pace of operations in a commercial airline environment, that’s all being done by the ops center.

What are your priorities as FAA administrator?
I came into the agency with a 90-day plan that I laid out on the first day for Secretary Chao, which of course falls closely in line with her overall transportation strategy. The agency is in the process of developing our five-year strategic plan, and I’ve got five strategy pillars.

The first and most important one, not surprisingly, is safety. And that’s safety as both a regulator and an operator of the airspace. We have to be able to do both.

The second pillar is global leadership. The United States has a responsibility to lead in safety and operations and in all aspects of commercial aviation around the world. In my observation, even before I arrived at the agency, when the FAA shows up somewhere, stakeholders really listen to what the FAA has to say. That’s not always true with other regulatory authorities, even fairly mature ones.

Over the years, the FAA has done more than any other regulatory authority to promote aviation safety around the world. But we do it through openness. With the United States being an open society and an open people in general, we’re very inclusive and collaborative by nature. Developing authorities around the world have really benefited from the mentoring and support the FAA has provided over the years, sometimes through ICAO [the International Civil Aviation Organization], other times through bilateral relationships, and other times through regional relationships. There’s an important mentoring role we can play.

The third pillar is operational excellence. This is really about operationalizing NextGen. We must make sure that we continue to invest in our infrastructure and do the needed physical modifications and modernization of the system—but we also need to make sure we’re getting operational benefits out of these investments.

The fourth pillar is innovation. This is where our approach to airspace integration is so important. Look at the commercial space sector. I had no idea, when I came into the agency, how involved the FAA is in licensing commercial space operations. We have 11 space ports around the country. A decade ago, we would have three or four commercial launches a year. This year, we’re close to 50 launches.

The FAA can’t continue to block off large swaths of airspace for these launches as we’ve done historically, so we’re developing technology to manage airspace more surgically, more dynamically. We’re developing systems so we can actually ingest the trajectory data and the predictive data off of the planned launches and reentries. Eventually, they’ll be displayed on the controller’s scopes so that we can manage operations much more dynamically.

This is really the most exciting period in aviation history, probably back to, I would say, the advent of the jet engine or maybe even the DC-3. That’s because of the innovation we see on the HAI HELI-EXPO show floor. You’re talking about fly-by-wire helicopters, developments with synthetic vision, and the rule-making we’re having to do around UAS [unmanned aircraft systems] and commercial space to enable all of these different capabilities to operate in the same airspace. It’s extremely exciting.

The final strategy pillar is about people. When it comes to recruiting and training, there’s an internal aspect to it in terms of staffing the FAA, but there’s an industry side to it as well. We need to mentor young people to understand the opportunities that exist in our industry, not only within the agency but also in the private sector.

Actually, I just reviewed the candidates who had applied to be on the Women in Aviation advisory board that was mandated in the 2018 FAA reauthorization bill. We had about 200 submittals for 20 slots. There are many accomplished people and stakeholders who have applied, but we need to get some diversification in terms of age and experience, because there may be some knowledge about the best way to reach young people that somebody my age might not pick up on.

The FAA will also convene different stakeholder groups and see where the opportunities are to promote aviation. There are a lot of good things happening around the industry, but they’re kind of piecemeal and fragmented. I think there’s a way we can coordinate our efforts effectively.

There are so many different ways into aviation now that didn’t exist years ago. A lot of what we need to do is get the message out about these opportunities to groups who may not be familiar with aviation. For many people, if they’ve never had a connection to aviation or no one in their family has been in aviation, they just aren’t aware of it.

As far as my strategy for the FAA workforce goes, the agency has to work to more systematically allow our people to have satisfying careers and ensure they have a broad perspective of the entire agency. My experience in large technical organizations like an airline or the military is that people who have subject-matter expertise in a particular technical discipline tend to want to matriculate and be promoted within that discipline. But if they haven’t had any exposure to the rest of the business or the rest of the enterprise, it can be challenging to find your best leaders.

The best engineer or the best mechanic or the best pilot may not actually be the best leader for the organization. 

We’ve got to systematically give folks the support and programs to be able to broaden as they’re promoted throughout their careers. We’re going to be doing some things internally, as well, to make our employee development more robust, so that we’re not just looking within our own technical disciplines for leaders.

Where are the opportunities to improve GA safety? 
That’s something I’m looking forward to working on with Jim [Viola, HAI president and CEO,] because I know he’s got a lot of experience in that area. [Viola was head of GA safety assurance for the FAA before he moved to HAI.]

I think the opportunity with GA safety is to continue to drill down on data. How do we develop a system that’s going to allow us to make the same kind of significant improvements we’ve seen in commercial airline travel?

It will require using the General Aviation Joint Steering Committee and the US Helicopter Safety Team and putting the same types of resources, focus, and attention on GA safety. Our vision is that no accident is acceptable. We don’t want anybody to ever get hurt or killed on an aircraft.

There’s always going to be operational pressure, because aviators tend to be very mission-oriented and -driven. Pilots are driven by a checklist, mechanics are driven by work cards—they want to get the task done. Well, sometimes you have to sit back and say, “OK; let’s set the parking brake,” or, “Let’s land and live.”

Let’s do whatever we need to do to say, “This is probably not a good idea. Let’s stop the operation, let’s let the weather pass, let’s talk about our game plan,” and then move forward from there.

We’ve got to be able to bring people together to have those kinds of conversations, but those conversations have to be rooted in data. We just need to figure out how to adapt the information we have to the GA environment so we can understand each other’s perspectives.

So the FAA will continue to focus on data as a key method of improving safety?
Another element of my innovation strategy is the digital transformation of the FAA so that we’re able to ingest and utilize data more effectively. We have a lot of data, but it’s compartmentalized and not easily combined and reshaped for different purposes.

Let’s look at the historical continuum of how the aviation industry has dealt with safety issues. The following example is focused on commercial airline operations, but I think it’s instructive. 

When you think about commercial aviation safety up until probably the 1970s or 1980s, it was really the blame game. It was always pilot error or the engine caught fire or the weather was bad. You didn’t have the data to go in and look at root causes.

Then we moved toward more disciplined, post-accident investigations, where it was more of a forensic approach. It’s the way we investigate accidents now, where you go in and you really look at all aspects—the human factors, the machine, the operating environment, the training records, and whatever else. So we moved from the blame game to forensics.

Then we moved from forensics to a proactive approach, and that’s where we are now. We have voluntary safety reporting programs, and we have data from flight-data monitoring and flight operational quality assurance that’s streaming off of engines and airplanes. We have other types of employee reporting and agency audits.

Then you have a team sift and filter that data to figure out what’s important, what the threats are, and what changes need to be made. This approach does allow you to be more proactive, but it’s an analog process.

We’re moving to a world where the data sources talk to each other. Maybe you’re online looking at a new TV, and then later these pop-up ads for TVs show up. These commercial companies know a lot about you by analyzing the data they’ve collected about you.

But we don’t have the same kind of visibility into a pilot. For example, when you look at a pilot who’s being put into the operation that day, what is their readiness level for that day? We need to look at their schedule, their qualification, their checkrides. That’s the people data. Then there’s the data on the machine. Then what about the operating environment? What’s the mission, what’s the tempo, what’s the weather?

This information comes from very different data sources. But imagine if we could bring that in and combine it with some machine learning or artificial intelligence. So the question isn’t just, “Do I want that pilot?” It’s, “Do I want to pair a captain with less than 100 hours with a new-hire first officer flying their first ride into Midway, a place with high-tempo operations where the shorter runway can be challenging?” 

That’s where you start to get into predictive analysis, where you look at the data to make a better-informed decision rather than reacting after the fact. You might say, “This mission meets the rules, but is that really a risk that we want to take on?” So you change the experience levels of the crew pairing, or you substitute a different equipment type, or you wait for the weather to clear, or you do whatever you can to reduce the risk. That’s what I’m pushing forward to.

Right now, there are a lot of data-driven processes within the FAA, but I want to bring all of that together into a common data lake. We can then use and manipulate that data for different purposes. For example, an aviation safety inspector’s personnel information is segregated from their training qualifications, even though it’s the same person. I want to bring all that together, because I may want to query it for different purposes. And that’s just one example.

You have to be able to translate the data into some kind of actionable information. And that’s the challenge.

What progress is being made on integrating UAS, or drones, into the National Airspace System?
The FAA has an excellent leader in Jay Merkle, who came from our Air Traffic Organization and is now overseeing our UAS integration team. He’s doing a good job of engaging stakeholders and bringing together the different lines of business within the FAA.

It’s a tall order to actually integrate UAS operations into the airspace system, but I think it’s the right strategy. Some stakeholders would rather see us establish certain routes or restrictions on UAS, but I think that would severely hamper the development of a technology that will be very beneficial to society. 

But we’ve got to manage the integration through a logical process. So we’ve tried to use our existing regulatory structure to do that. The challenge has been to create a pilot program in which we can test certain business opportunities in certain applications so that when we actually do write the rules, we write them in the most beneficial way to be able to continue that development.

Right now, it’s hard to say what things are going to look like five years from now. Every time you think you’ve got a good idea of what the trajectory is going to be, there are new innovations out there and new opportunities. We want to be supportive, and we don’t want to cut off any of that innovation. At the same time, we have to get some things out there first, like remote ID, so we can have a broader scale beyond visual-line-of-sight operations and operations over people.

Not everyone agrees on how we’re approaching UAS integration. We’ve got to make sure we understand their perspectives, but they’ve got to understand that the FAA oversees a system. We can’t favor one part of the country or one constituency over another. There will have to be some compromises and some trade-offs.

There are entities, such as cities, communities, and our security or law enforcement partners, that have certain interests that we have to account for when we write rules. And we have certain societal considerations, like noise, privacy, and data, that we’ve got to consider when we make rules, even as the safety regulator.

Our tremendously diverse and dynamic NAS makes it more challenging to do that. In some places, there isn’t as much GA activity. But in the United States, we have a diverse, robust GA sector with lots of different types of operations and a large helicopter sector. These opportunities create a lot of complexity that has to be managed.

But that’s something to be cherished. It makes the US aviation system much more diverse and complicated than anywhere else in the world. That’s one reason I think the FAA is still, by a large margin, the leading aviation authority in the world, because it has to bring together all these disparate elements, and that’s exciting.

Getting back to the subject of UAS integration, it goes back to fundamental questions, such as who’s responsible for the US airspace. Well, the answer depends on what you’re talking about. If you’re talking about civil airspace, it’s the FAA. If you’re talking about defense, it’s NORAD [the North American Aerospace Defense Command, a joint US–Canadian organization that conducts aerospace warning, aerospace control, and maritime warning in the defense of North America] and USNORTHCOM [the US Northern Command, the US Department of Defense command dedicated to homeland defense].

The Department of Defense is an airspace user as well. The ADS-B mandate was a good example of that. We had to create some opportunities for the military to be able to operate in a way that civil aircraft wouldn’t be able to within the system—a military aircraft doesn’t always want to broadcast its location. We certainly have to take DOD’s needs into consideration when we write rules.

From the FAA’s perspective, how did the ADS-B Out equipage mandate go?
Thanks to a lot of work and a lot of preparation on the part of all segments of the industry, I think it’s been going well. The compliance has been probably as we expected. There have been a few little surprises here and there with some operators, mostly foreign operators, that we’re dealing with.

As you get into any situation where you’ve got different aircraft avionics configurations, there have been some difficulties because there’s not just the ADS-B transponder, there are also multimode receivers and other things that are part of the architecture. 

There were difficulties with some manufacturers that showed up within the past year that are going to have to be remediated. But it’s a relatively small number of operators who were dealing with that.

Any surprises about the job of being FAA administrator?
Nothing happens as fast as you want it to happen. That’s certainly one observation. 

I’ve been very impressed with the quality of the people whom I have the privilege of working with in the agency, and that’s something that I appreciate every day. I love being part of a team that’s trying every day to make a difference and improve a system that already operates at an extremely high level. 

Finally, I get to learn more about different segments of the industry, some of which I was more familiar with than others. It’s been a great experience so far.

Read More: Learning to Survive a Helicopter Ditching
June 08, 2020

Ditching a helicopter in water isn’t an ideal way to end a flight, but as with everything flight related, training for such an eventuality improves your ability to, if not walk, at least dog-paddle away as safely as possible.

Depending on the environment, flight regime, equipment, skill, and luck, a water landing might mirror a ground landing and result in the aircraft resting comfortably upright on floats in placid water. Then again, elements of the environment, regime, equipage, skill, or luck might fail and you could find yourself in an inverted aircraft sinking in dark, stormy seas. Your fate might then rest entirely in your own hands—a destiny much more in your control if you’ve trained for that possibility beforehand.

I’ve recently flown several missions over the Gulf of Mexico. Even though I was wearing a life jacket and the aircraft had floats, when you fly over miles and miles of water, you do wonder how you would fare in a ditching incident.

With those experiences in mind, I audited “Aviation Survival and Egress Training with Emergency Breathing Devices,” a course teaching the skills needed to survive a helicopter ditching. The class, provided by Survival Systems USA of Groton, Connecticut, as part of HAI’s professional education program at HAI HELI-EXPO 2020, was a packed day that included both classroom lecture and in-pool practice.

Read More: Cautious Optimism Marks HAI HELI-EXPO 2020
June 05, 2020

Safety and steady growth take the main stage  at this year’s show.

HAI HELI-EXPO 2020 kicked off in Anaheim, California, in a somber yet determined mood. On Jan. 26, the day before the show opened, Los Angeles Lakers basketball legend Kobe Bryant and eight others perished in a helicopter accident in Calabasas, just 55 miles north of Anaheim. The accident and loss of life hit the tight-knit helicopter community hard while also leading to increased public scrutiny of the industry and its safety record.

Safety, First and Foremost

With the Calabasas accident fresh on everyone’s mind, safety continued to be a main theme at HAI HELI-EXPO®. More than 3,180 attendees participated in 30 professional education courses and 60 free Rotor Safety Challenge sessions, most of which were devoted to improving safety in some aspect of the vertical lift industry.

New HAI President and CEO James A. Viola drew on his personal passion and professional background in safety when addressing the media and the association’s membership. The former director of general aviation safety assurance for the FAA, US Army helicopter pilot, and the organizer of the US Helicopter Safety Team, Viola emphasized the importance of keeping safety as an essential activity for the industry.

“High-profile accidents and incidents bring more visibility, and not in a positive way for the industry,” Viola said at his introductory press conference on Jan. 27. “If there’s any connection to what we’re doing this week, it’s that this industry really goes out of its way to try to make sure we provide the safest environment possible. Zero accidents—that’s the vision, the goal, because no loss of life is acceptable.”

In addition to multiple safety courses, HAI for the first time created a safety kiosk near the show floor main entrance. Safety-focused affiliate organizations that typically have booths on the show floor were co-located in the kiosk, offering a front-and-center safety access point for all attendees. Participants included NASA’s Aviation Safety Reporting System, the International Helicopter Safety Foundation, the Tour Operators Program of Safety, the FAA Safety Team, and the Unmanned Aircraft Safety Team.

At the HAI Annual Membership Meeting on Jan. 28, FAA Administrator Stephen M. Dickson spoke about the industry’s safety challenges and how the agency is working to solve them. (To read ROTOR’s exclusive interview with Dickson during Expo, see p. 46.) With unmanned aircraft systems and electric vertical takeoff and landing (eVTOL) aircraft quickly moving from prototype to testing, Dickson emphasized that those passengers will demand the very high level of safety achieved by airlines—a benchmark the helicopter industry has yet to meet.

Dickson also questioned the current climate in the helicopter industry in which, more often than not, accidents could have been avoided. If the industry can’t change that climate, it will be forced to, he said. “There’s a lot of energy in Congress as it relates to safety and noise concerns. If we can’t take meaningful action on both of these fronts very soon, I suspect that path forward might be dictated to us,” Dickson said.