Friday, December 30, 2011

Capt. John Blonsick: Pilot turns to kayaking for Wounded Warrior Project

Blonsick on Lake George.
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Capt. John Blonsick is used to traveling at roughly the speed of sound.  As a commercial pilot for Delta Airlines, he made six ocean crossings in the 12 days leading up to Christmas. Europe, Asia, Africa, North America – jet lag is part of the job description.

Yet Blonsick, 50, has chosen to spend his downtime in a less-than-relaxing way: kayaking the 150 miles from Sanford to Jacksonville along the St. Johns River to raise money for the nonprofit Wounded Warrior Project. Tackling the journey 20 to 30 miles at a stretch, on the water he averages just 3.5 miles per hour.

He also carries a machete and a World War II fighting knife to even the odds against alligators and snakes who might object to his route.  With no chase boat to accompany him for most of his run, there is no help for hours or miles should something go wrong.  “When you’re alone on a long stretch of water with nothing but river and trees, failure is not an option,” he says.

A Navy veteran, Blonsick was introduced to the Wounded Warrior cause by a friend who served as a contractor in Iraq and Afghanistan.  Blonsick calls his quest “the Patriot Paddle,” and this week he plans to finish the final segment, between Orange Park and Jacksonville.

Already he has kayaked from Sanford to Hontoon Island, Astor, Georgetown, Welaka, Palatka and Green Coves Springs. He hopes to raise $3,000 in contributions – all of which will go directly to the Wounded Warrior Project. He is covering all the costs of the journey himself.  Blonsick also wants to create an annual one-day kayaking event as an ongoing fundraiser for the program.

To cover 150 miles, after all, is not for the casual kayaker. Blonsick has encountered swarms of blind mosquitoes, high waves, gators, water moccasins and deep fatigue.  “Sometimes when the wind is blowing and the waves are throwing me around, I have my doubts,” he says. “[But] I think of injured soldiers and know my inconvenience means nothing next what they have suffered.”  The Wounded Warrior Project helps combat-injured men and women through various physical challenges and activities designed to reignite a passion for living. Blonsick figures it’s the least the country should do.

“When you come home from war injured, you deserve a better shot at recovery than we gave guys coming home from Vietnam,” he says.
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If you’d like to support the charity by sponsoring Blonsick, click here.
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Hammonton Municipal Airport (N81) gains marred by fatal crash. Lancair IV P, N71DM, and a Yakolev Yak-55M, N521BC. Accident occurred August 20, 2011 in Hammonton, New Jersey.

Photo Credit:  Michael Ein

Mechanic Dan Armand, of Vineland, moves a twin-prop airplane out from a hangar at the Hammonton Municipal Airport, which has more than doubled its revenue this year but also was the site of a fatal plane crash.


Hammonton Municipal Airport Administrator Rock Colasurdo


Posted: Tuesday, December 20, 2011 7:36 pm 
Updated: 8:03 pm, Wed Dec 21, 2011.
By LEE PROCIDA, Atlantic City Press

HAMMONTON - This year could have been remembered as the year the Hammonton Municipal Airport took off, when the town more than doubled its revenue despite a poor economy and waning interest in aviation.

Instead, it will be marked in most minds by a mid-air collision four months ago that left one pilot dead and another critically injured. The Aug. 20 crash is still under investigation, and the aerobatic airspace where it happened remains closed.

On Monday, Airport Administrator Rock Colasurdo had to balance those two perspectives in his report to the Town Council.

He said revenue will exceed $62,000 this year, twice what it was last year, representing a profit of at least $56,000 to be used by the town.

That figure is expected to climb in 2012, since the state began stationing its SouthStar medevac helicopter there Dec. 1 and will start paying $3,500 in monthly rent beginning Jan. 1.

But Colasurdo, a former councilman and owner of Frog Rock Golf & Country Club, also said he would like to keep the airspace designated for stunt pilots indefinitely closed.

Town Council agreed, and the Federal Aviation Administration intends to keep it closed at least until it concludes its investigation sometime next year.

The "aerobatic box" at Hammonton is the only one of its kind in South Jersey, and pilots have practiced there for years before performing in airshows around the country.

According to the National Transportation Safety Board's initial investigation of the Aug. 20 crash, Kirill Barsukov, 33, of Jersey City, was practicing aerobatics in that space when his plane collided with a plane flown by David Mitchell, 71, of Voorhees.

Mitchell died in the accident, while Barsukov was able to parachute to safety and walk to find help before being taken to Cooper University Hospital.

The accident was the first fatal plane collision near the airport in 25 years. The last happened in December 1986, when two small planes collided on the runway as one was landing and another was taking off.

Final NTSB reports about the cause of fatal accidents are usually released nine to 12 months after they happen, meaning the full facts and probable cause of the August crash are not expected until late spring or summer.

In the meantime, Colasurdo said he hopes to have a restaurant opened at the airfield and for work to begin on re-paving the runway using grant funding.

Overhead costs at the airfield are currently very low. From January through Monday, all operating expenses this year totaled about $5,700, about half of which went to pay Colasurdo's stipend as the sole manager of the airport.

At the same time, monthly revenue ranged from $3,500 to $7,000, mostly coming from rentals of the airport's hangars, figures provided by the town to The Press of Atlantic City show.

Robert Pinto, chief flight instructor for Staraero Partners Group, said his company's decision to start operations at the airfield's northern hangar a year ago was primarily based on one thing: location.

In the northern part of the town, surrounded by blueberry fields and pine trees, the airport is centrally located in South Jersey, with easy access to Route 206, Route 30 and the Atlantic City Expressway.

"It's really unique," said Pinto, of Millville. "It has the potential to do a lot more, simply because of its location."

In fact, he said he has seen pilots traveling to New York City, Philadelphia or Atlantic City first fly to Hammonton and then rent to a car to get to their destinations, rather than go through the expense and hassle of flying to airports closer to those cities.

"It seems strange, but it's true," he said.

Not all the airport's users have praised the town's running of the airfield. There is an ongoing dispute between Colasurdo and the pilots who utilize a gate in the fence to access the runway from the hangars surrounding the adjacent Taildragger Inn.

For years, the owners paid the town a steady $100 a month. Colasurdo has demanded more, and said he would like to strike a deal for at least $360 a month.

In September, the town briefly blocked the pilots' entrance to the runway.by parking a tractor in front of the gate.

The fight has been bad for the business of Jenny Aviation, the maintenance and flight-instruction company that has used the gated entrance for seven years, owner Joseph Flood said.

"A person isn't going to fly their plane here to get it worked on if he's worried he won't be able to fly it home," Flood said. "They don't want to hear the negativity."

Flood said the town's overly focused on making money off the airfield and that its officials know little about aviation.

Colasurdo was appointed to his position in 2009, when the town started using $100,000 it had bonded to pay for improvements to the airfield. At that time, he said he was not an aviator but knew how to run the airport like a business.

Pinto said he felt the town has been cooperative with his business, and said the work it has put into the airport has so far paid off.

"Hammonton's a terrific community," he said. "They understand the commodity they have there."

Article, photos and comments:


NTSB Identification: ERA11FA468A
14 CFR Part 91: General Aviation
Accident occurred Saturday, August 20, 2011 in Hammonton, NJ
Aircraft: MITCHELL DAVID N LANCAIR IV P, registration: N71DM
Injuries: 1 Fatal,1 Serious.

This is preliminary information, subject to change, and may contain errors.

On August 20, 2011, about 1315 eastern daylight time, an amateur-built Lancair IV P, N71DM, and a Yakolev Yak-55M, N521BC, were substantially damaged when they collided near Hammonton Airport (N81), Hammonton, New Jersey. The certificated private pilot of the Lancair was fatally injured, and the certificated private pilot of the Yak, who parachuted from his airplane, was seriously injured. Visual meteorological conditions prevailed, and no flight plan had been filed for either flight. The Lancair departed South Jersey Regional Airport (VAY), Mount Holly, New Jersey, for an unknown destination, and the Yak departed N81 on a local aerobatic flight. The personal flights were conducted under 14 Code of Federal Regulations Part 91.

According to friends of the Yak pilot, he was performing maneuvers in an aerobatic practice area, also known as the "aerobatic box," while being watched by an observer/coach. The airspace in which the Yak was maneuvering, to the east of runway 3/21, was uncontrolled.

A witness on the ground reported that she saw the Yak take off and commence aerobatic maneuvers. After about 20 minutes, she saw the Yak make a steep climb, then enter a steep dive. As it did so, she saw a white airplane, traveling "really fast come out of nowhere" in level flight and collide with the Yak. Neither airplane appeared to have altered its course before the collision.

Preliminary radar information indicated that the Yak was operating just east of the runway, at varying altitudes and with numerous data points missing. The track correlating to the Lancair was first observed northwest of N81. It then proceeded south, and about 8 miles west of N81, turned southeast before turning east. Near the end of the track, it turned slightly northeast. Altitudes inbound toward N81 averaged about 3,500 feet, but dipped to 3,300 feet approaching N81 before climbing back up again to 3,500 feet.

Radar returns in the vicinity of the accident site were at 3,400 feet followed by another at 3,600 feet; however, it could not be determined whether the contacts were the Lancair or the Yak. A final radar return occurred just to the northeast, at 3,600 feet.

WestJet CEO Gregg Saretsky: An airline aficionado plots a bigger fleet

WestJet CEO Gregg Saretsky.


By BRENT JANG - The Globe and Mail

Over the past year, Gregg Saretsky has kept analysts and aviation buffs guessing over the details of WestJet Airlines Ltd. next major move.

But over lunch in Toronto, the WestJet chief executive officer tells me that the carrier is getting set to take one of the biggest steps in the company’s history. His plan calls for the Calgary-based airline to move beyond its fleet of Boeing 737s, the planes that have served as the airline’s workhorse since it launched operations in 1996, reliably transporting travellers across Canada, the United States, Mexico and the Caribbean.

Seating anywhere between 119 and 166 passengers depending on the model, the 737s are too big to profitably service smaller destinations in Canada and lack the range needed for transpacific and transatlantic routes.

“We’ve built out almost as much as we can the 737 footprint in Canada, serving all the markets within the mission range and capability of the 737,” he says, after settling into a booth at Alice Fazooli’s, an Italian restaurant in downtown Toronto. “We see the end of our ability to grow with the single-fleet type. We’re pretty much done with the 737s in Canada.”

Mr. Saretsky favours first acquiring smaller jets to expand WestJet’s domestic network, which in turn will pave the way in the long term for larger aircraft for overseas flights.

But for now, his priority is to transform the way Canadians fly to and from smaller centres, with potential non-stop service to “Middle Canada” – markets that are underserved or neglected. Air Canada and its affiliates already fly to some of the centres targeted by WestJet, but in many cases, travellers have to change planes to get to their final destination or board an 18-seat turboprop in their hometown.

“We need to fly into small communities, and if we bring airfares down, we can get a lot of travellers. You have to build out the home market first. I think of it as 737s, then some smaller planes and then ultimately something bigger,” he says.

The strategy is important to WestJet because, despite its name, it doesn’t even fly non-stop between the provincial capitals of Regina and Winnipeg. Travelling between those two cities requires a stopover in Calgary. With smaller planes, WestJet would be positioned to profitably do Regina-Winnipeg non-stop, and also spread its wings to new Canadian destinations such as Fort St. John, B.C., and Sarnia, Ont.

Although he has a slight case of jet lag after an overnight flight from Calgary, Mr. Saretsky is animated as he speaks about WestJet’s future and the sector in general. His past may have something to do with his enthusiasm. He fell in love with the industry while working as an Air Canada flight attendant for three summers in the early 1980s, and then joined CP Air, the predecessor to Canadian Airlines International, in 1985.

It’s safe to say, then, that Mr. Saretsky’s passion for planes – and the economics behind them – is the real deal. And it might explain why, if you shared his overnighter from Calgary to Toronto, you would have found him picking garbage out of the seat-back pockets of his flight after landing. “We all pitch in to clean the plane, and that saves us $12-million a year,” he says. “When everybody sees everybody else pitching in, it’s a pretty cool thing. I can’t begin to tell you how powerful that is.”

He talks about corporate culture during his light lunch of mixed salad, with balsamic dressing and pieces of Parmesan chicken. He explains that valuing employees is much more than a marketing ploy. Not only does it connect to consumers, he says, it encourages cost-saving ideas – even if it means having a cabinet full of pens unabashedly collected by employees from hotel rooms. WestJet is profitable enough to afford its own pens, but that thrifty attitude has persisted throughout its history.

Mr. Saretsky shuns the idea that executives should receive preferential treatment, and says that even during harsh Prairie winters, he has to jockey for a parking spot just like anyone else at WestJet’s head office at Calgary International Airport. “A lot of companies would have reserved parking for their executives. We have no such privileges and no country club membership and no car allowance,” he says.

While Mr. Saretsky emphasizes that no corporate decision has been finalized yet on whether to order larger or smaller planes, he believes it makes sense for the company to first focus on neglected domestic markets before considering larger jets for routes to Asia and Europe.

“Domestically, if it’s a short-haul mission, then we would be leaning toward turboprops. If it’s medium to longer haul, then it’s regional jets, but jets have poorer economics on shorter stage lengths,” he says, pouring sparkling water into his glass.

The Canadian-built Bombardier Q400 turboprop, already being used by Toronto-based Porter Airlines Inc. and Air Canada’s regional service, is on WestJet’s shortlist. At 70 seats, the Q400 is more comfortable than older turboprops, configured to seat 18 or 30 passengers, and is used by Air Canada affiliates such as Central Mountain Air. Also on the shortlist is the French-Italian ATR 72 turboprop.

Mr. Saretsky rattles off examples of new destinations that could benefit from WestJet’s expansion, subject to further market analysis: Cranbrook, Prince Rupert, Fort St. John and Dawson Creek in British Columbia; Lethbridge, Alta.; Saguenay, Que.; and Sudbury, Sarnia and Timmins in Ontario.

He is also examining whether to fly non-stop between some of WestJet’s existing destinations to avoid Toronto’s Pearson International Airport. Travelling non-stop between Montreal and London, Ont., for instance, might be economical for a smaller plane.

If WestJet decides in 2012 to order new aircraft, it would take at least another 12 to 18 months for delivery.

“Think of it as building blocks. We want to make sure we’ve done a good job of locking up our home market first,” Mr. Saretsky says. “We have an opportunity here to start up WestJet, just like we did nearly 16 years ago, getting into new markets with lower fares.”

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CURRICULUM VITAE

----------------------------

ROOTS

Born in 1959 in Châteauguay, Que., and raised for nearly 11 years in the Montreal suburb.

Moved with family to Richmond, B.C., in 1970.

EDUCATION

Bachelor of science in microbiology and biochemistry, University of British Columbia, 1982; master of business administration, UBC, 1984.

Worked as flight attendant for Air Canada for three summers to help pay his way through UBC.

CAREER

Management at Canadian Airlines International Ltd. (formerly CP Air) from 1985 to 1998.

Management at Seattle-based Alaska Airlines Inc. from 1998 to 2008.

Joined WestJet Airlines Ltd. as vacation vice-president in mid-2009; became CEO in April, 2010.

FAMILY

Married for 26 years to wife, Debb. Their children are 25-year-old twins Mark and Jennifer, and 17-year-old Bobby.

Mr. Saretsky has two older brothers who are commercial pilots, one with Cathay Pacific Airways Ltd. and the other with Air Canada.

CHARITY

Raised nearly $70,000 for Movember, including a $25,000 donation from WestJet chairman Clive Beddoe. The charity campaign is staged in November, when men grow mustaches to raise money for prostate cancer research. Mr. Saretsky shaved off his mustache on Dec. 1.

http://www.ctv.ca

Over 50% of cabin crew of Air India to be under 37 years of age.

NEW DELHI: Last week when 36 "flying models" of Kingfisher joined national carrier Air India - long notorious for its virtually senior citizen cabin crew - as air hostesses, the airline started a journey back in time to its glamorous old days. These 36 were among the 670 twenty-somethings who joined as cabin crew, altering after many years the age profile of the aged Maharaja's air hostesses. Now, 1,800 of the airlines 3,500 cabin crew (90% of which are women) are below the age of 37.

This ratio is all set to improve further as the management on Friday cleared hiring of 100 more young air hostesses who would join by mid-January. The airline is working on a voluntary retirement scheme for employees and for the first time cabin crew is going to be included in this scheme. Since VRS usually covers those who have served for over 20 years, a substantial chunk of the 1,400 cabin crew in the age group of 45 and 58 would be eligible to opt for it - making way for more young faces.

Apart from correcting the age profile of its air hostesses, the Maharaja has also decided to give them a new look. For this purpose, it has asked Delhi's National Institute of Fashion Technology (NIFT) to design new uniform for them. And in a first, the management has asked NIFT to come up with option of western wear for cabin crew of international flights. Till now, AI air hostesses have only worn Indian dresses like sarees, salwar kameez and churidars.

"Cabin crew was considered as technical staff and never included in VRS but now we will include them in VRS. A number of old timer cabin crew members have expressed a desire to leave if given the option of VRS. We did not recruit for so long that the crew aged. Now we are aiming the right balance of youth and experience in our flights," said sources. In past few years, AI drifted so far away from its original glamour image of days when icons like Parmeshwar Godrej or Maureen Wadia worked for the airline. Today, as many as 600 cabin crew are in the age group of 52 to 58!

A senior AI commander said: "A very large number of young cabin crew has joined the airline despite knowing its financial health. We last got paid in first week of December. Now five months' allowance and salary is unpaid. Still being a government company, youngsters feel safe in joining AI as they feel the state will keep funding it. This explains why so many Kingfisher air hostesses have joined us."

The aviation ministry is for months trying to make a case of infusing Rs 33,000 crore into the airline, with immediate infusion of Rs 6,600 crore to clear dues to employees and vendors. While this is long term survival prescription, in reality the airline is fighting to get about 100 crore by this weekend to pay something to employees in January.

Tecnam Sierra P2002 light sport aircraft.

by ultralightnews on Dec 30, 2011

Tecnam Sierra P2002 light sport aircraft. www.aircraftreporters.tv 's Editor In Chief Dan Johnson gives us a quick look at the Tecnam Sierra P2002 low wing, all metal light sport aircraft at the Midwest LSA Show in Mt. Vernon Illinois.

Report: Wisconsin city wooing Kestrel Aircraft, its 300-600 jobs away from Brunswick, Maine.

By Beth Brogan, Times Record
Posted Dec. 30, 2011, at 2:12 p.m.
Last modified Dec. 30, 2011, at 4:45 p.m

BRUNSWICK, Maine — Kestrel Aircraft Co. is negotiating with development officials in Superior, Wis., to create 300 to 600 jobs initially envisioned for Maine, a local redevelopment official confirmed Friday.

Steve Levesque, executive director of the Midcoast Regional Redevelopment Authority, said Friday that Kestrel founder Alan Klapmeier confirmed a story in the Duluth (Minn.) News Tribune reporting on a Jan. 16 public hearing at which the city of Superior would consider a development agreement with Kestrel for the company to build parts for its new single-engine turboprop plane there.

Also on Friday, Gov. Paul LePage and the Maine Department of Economic and Community Development touted another business at Brunswick Landing, the American Bureau of Shipping Maine Modeling Center, which saw strong growth in 2011 and has plans to add another 16 jobs, all of them local hires.

Neither Klapmeier nor his spokeswoman immediately returned phone calls Friday.

Superior Mayor Bruce Hagen told the paper that the city’s redevelopment authority would hold the Jan. 16 hearing to consider a development agreement with Kestrel, and that state housing and economic development officials would present Kestrel with their proposal on Thursday.

Levesque was taken by surprise this morning when told of the story, he said, and called Kestrel officials who confirmed it.

“They said no decisions have been made, but they confirmed they have been talking with [officials in Superior],” Levesque told The Times Record.

The public hearing is necessary before the city could present an incentive package to Kestrel, according to Levesque.
 
Calls to city and development officials in Superior were not immediately returned Friday.

The jobs in question initially were envisioned for Maine, and perhaps Brunswick, where Kestrel has signed a 10-year lease for part of Hangar 6, the newest and largest hangar at the former Navy base

But in October, Klapmeier told The Times Record that some of the jobs might be located elsewhere because funding expected from Wiscasset-based CEI Capital Management of Maine did not materialize.

In October, Klapmeier said he was negotiating with officials in Berlin, N.H., to open a Kestrel facility near a new biomass plant there.

Levesque said at the time that CEI Capital Management informed Kestrel in May that it could not allocate more than $20 million in New Market Tax Credits to the Kestrel project, leaving a gap of approximately $60 million.

Since then, MRRA has worked with Kestrel, Maine Economic Development Commissioner George Gervais, the governor’s office, Sen. Stan Gerzofsky, D-Brunswick, and others at the state and federal level to find additional funding.

“We’re still working on it,” Levesque said Friday. “We’re trying to be as helpful as we can to support the growth of the company [but] we only have so many tools. You get into a situation where it becomes a bidding war. Maine doesn’t always compete very well with other states, if that’s what it’s going to come to, but I’m not sure that’s what it’s going to come to.”

MRRA has applied to become eligible to allocate $70 million in federal tax credits, and Levesque said he will hear in January if the application was successful.

Gervais did not immediately return a phone call or email Friday.

“We’re all taking this seriously and negotiations are going on,” Gerzofsky said Friday. “I have been working with Alan Klapmeier for quite a while now and I believe they truly want to be in Maine. They have made a commitment to be in Maine. It’s just a short-term funding issue we have to find a way to overcome, in this very competitive economy … everybody’s trying to steal jobs. A lot of investors have been trying to woo every company to come into their state, just like we’re doing, and this is becoming competitive.”

Terms of Kestrel’s lease with MRRA require the company to attempt to secure up to $90 million to support its aircraft design, development and production operation, and that MRRA would work with CEI Capital Management and others to “facilitate project financing.”

As of October, Kestrel employed about 25 people in Brunswick, including 10 designers. Klapmeier said at the time that while he always assumed all the new jobs would be in Brunswick, other communities offered advantages that he had to consider.

“We have some assets here that are pretty significant,” Levesque said. “The state-of-the-art hangar, [Southern Maine] community college, the composites alliance and the University of Maine, the work force — a lot of elements that are intangible. It’s important to us that as we go forward that whatever we do, we can support it publicly and that it makes sense from a business perspective for MRRA and for the state.”

What could be a major blow to the state’s efforts to create new jobs was tempered Friday with an announcement from LePage and Department of Economic and Community Development Commissioner George Gervais that another business at Brunswick Landing, American Bureau of Shipping Maine Modeling Center, is poised for growth.

The nonprofit ABS Modeling Center, which creates computer-aided design models of seagoing vessels for clients with the intent of ensuring the accomplishment of safety and legal requirements, announced in April that it was moving part of its operation from India to the former air station, which is now known as Brunswick Landing. At the time, ABS promised 30 good jobs immediately followed by as many as 100 more.

In a December 21 letter to LePage from ABS Chairman Robert Somerville, which was distributed by the administration Friday, Somerville said the company’s first five months of operations in Brunswick have been “outstanding.” There are 30 employees at the center and Somerville said he expects another 16 new employees in 2012.

“The early success of the Maine Modeling Center would not have been possible without support from you and other leaders in Maine,” wrote Somerville to LePage. “I sincerely appreciate all you have done to assist ABS further its mission of promoting safety throughout the maritime industry.”

BDN writer Christopher Cousins contributed to this report. 

To see more from The Times Record, visit timesrecord.com.

Manchester-Boston Regional: Hotel by airport closing parking lot

MANCHESTER, N.H. — Travelers who left cars parked at the Highlander Inn outside Manchester-Boston Regional Airport have until Saturday night to get the vehicles out of there.

Control of the property officially transfers at midnight Dec. 31 to the airport, which plans to raze the hotel and conference center because some of the buildings lie within the airport's runway protection zone.

The shuttles that have been running passengers from the hotel lot to the airport terminals for about 20 years are making their final trips over the next few days, clearing out the acres of parking spaces for the final time.

"The last two weeks have been kind of tough for all of us, knowing we were closing on the 31st," said Phil Davenport, general manager of Highlander Parking Inc.

Davenport said about 350 cars remained on site Wednesday as passengers from holiday travels returned to Manchester, took the shuttle to the lots just outside the airport property and picked up their vehicles.

The closing has been well-publicized to customers, who were told in advance they had to be out of the Highlander's lots by the end of New Year's Eve.

"The fact that we still did about 500 at Christmastime was a bit of a surprise to us," Davenport said.

Growth matched airport's

The Highlander's parking business started by using about 25 of the inn guest parking spots for airport passengers, and the operation has grown along with the airport. Davenport said the capacity is now around 850 slots for customers who have enjoyed the service, which included making reservations in advance so there was no last-minute rush to find a spot and make it to the terminal in time for check-in.

The service, which included perks like complimentary snow removal, helped develop a loyal customer base.

Davenport said several people have dropped by with things like candy and gifts for the lot and shuttle attendants.

"It's not something you see with every company," Davenport said.
Highlander parking was $8 daily. The cost at the airport's long-term lots is $10 daily.

Davenport said he and a couple of colleagues hope to open a similar business for off-airport parking, but need to find a property and investors. A deal they thought was about done recently fell through, Davenport said.

The Federal Aviation Administration designates runway protection zones for safety, trying to keep areas free of people and property in the event of a crash or a landing beyond the runway.

The Highlander originally began as the Elms boarding house in the late 1800s and was at the property long before the first flight and any need for runways. The modern facilities now lie at the end of the airport's Runway 6, with parts well within the runway protection zone.

Airport officials learned in 2010 that the Highlander owners were interested in selling. The airport and the FAA combined to cover the $10 million price to take over the 33-acre property and make plans to demolish the buildings closest to the runway.

The sale agreement included allowing the Highlander to continue operating until the end of the year, enabling it to fulfill existing reservations for weddings and meetings.

Airport deputy director J. Brian O'Neill said demolition on the property should begin this spring.

Although Saturday's deadline is a firm one, Davenport said travelers stranded by weather or other circumstances need not worry about their vehicles at the Highlander lot.

Davenport and a few other workers plan to be available to make sure the final customer is shuttled from the terminal door to car door, with the lots empty.

"We're definitely well-liked by the public. Everybody wanted to make sure they got their last time with us," he said.

"We're looking to close professionally," he said. "We take pride in what we do and want to make sure that's there until the end."

Man Running Through Dulles Terminal Arrested. Caught in parking lot

Police took a man into custody that ran from the customs desk at Dulles airport.

The Metropolitan Washington Airports Authority confirmed a man was arrested Friday afternoon after a chase through the terminal there.

Officials said the man was being questioned by customs officers when he took off running.

Security chased the man through the terminal, and caught up with him in the parking lot.

Video for airplane lovers by Denver TV station KUSA 9. Denver International Airport (KDEN), Colorado.

By: Sheryl Jean/Reporter
3:01 PM on Fri., Dec. 30, 2011

Denver TV station KUSA 9 (Gannett) recently filmed a behind-the-scenes look at Denver International Airport.

A TV newscaster introduces the video, saying it will show how the Denver airport moves "all those planes, people and a whole lot of baggage." But the video simply shows a bunch of different airlines' planes on the tarmac, taking off, flying and landing.

Take a look ...


Improve airport concessions: An editorial. Louis Armstrong New Orleans International Airport (KMSY), Louisiana.

By Editorial staff, The Times-Picayune

Tourists visiting New Orleans expect to have an unmatched culinary experience in a city known for its food, but concessions at Louis Armstrong International Airport don't begin to live up to New Orleans' reputation. They don't even measure up to what's available at other airports, most of which feature major national brands. Louis Armstrong International has only one nationally known brand and doesn't offer much in the way of well-known local eateries.

The New Orleans Aviation Board recognizes that the offerings fall short and has been pushing its concessions contractor, Delaware North, to improve them. Aviation Director Iftikhar Ahmad said he wants changes to be in place by the time New Orleans hosts the Super Bowl in 2013.

He's right to make that link. A Super Bowl is a high-profile event that brings the eyes of the world to a city, and the airport makes an important first impression. Outdated storefronts and generic food deliver the opposite of what New Orleans should be showing tourists.

Delaware North's contract is up in 2014 -- well after Super Bowl XLVII. But even though contract extension negotiations provide an opportunity to press for changes, the Aviation Board isn't working from a strong position. Its contract with Delaware North provides for a five-year extension that the Aviation Board can't deny unless the company violates the terms of its 2004 contract. The other option, buying the company out, would be expensive.

There's also a time factor, considering that the Super Bowl is 13 months away and redesign and construction work that the board wants will take about six months.

The situation is all the more frustrating since Delaware North only recently took steps to cut ties with Pampy's Inc. The contractor said that Stan "Pampy'' Barre was running the company from prison. That violated a 2009 agreement that allowed Pampy's Inc. to remain in the airport contract as long as Mr. Barre was not involved in running it. He was sentenced to prison for swindling more than $1 million from a Marc Morial-era energy-efficiency contract.

Aviation Board negotiators have rejected at least six proposals from Delaware North since February. Public documents obtained by The Times-Picayune show that the Aviation Board has been disappointed by the lack of national brands that Delaware North has brought forward. Those documents also show that board members are unhappy with how much the contractor wants to charge travelers and the share of capital-improvement costs it has proposed passing on to taxpayers.

One proposal would have required the airport to spend up to $14.5 million to buy out vendors and pay Delaware North back for earlier investments.

Mr. Ahmad says that the airport wants lower prices, better customer service and longer hours before it will accept a deal, and those are all important factors. So is having airport food that's an asset to the city instead of an embarrassment.

If the Aviation Board can't get that from Delaware North, a buyout might be the more palatable option.



Merged airline's pilots pan new safety training

Airline mergers are nothing new in this economy, but the merger between United Airlines and Continental is causing some pilots concern.

To operate as one airline, the two companies need to merge flight training, too -- and some pilots worry that having to learn new cockpit procedures is having an impact on safety in the skies. Pilots point to at least three reported instances when passengers may have been in danger when planes almost landed without their wheels down.

If you ask some cockpit crews today, you might not get the confidence in the pilots' training that you're looking for, CBS News national correspondent Lee Cowan reports.

"We're being tasked with learning that new procedure without having the opportunity to effectively practice it," Captain Rory Kay, of the United Airline Pilot's Association, told CBS News. "We're just sitting at home in our armchairs reading (a manual)."

The United pilots union is expressing worry after having to re-learn procedures to fly some of the world's busiest routes. It's all because United merged with Continental, and the new training practices for the brand new combined airline are making some pilots feel like they're back in flight school.

Captain Wendy Morse, of the United Airline Pilot's Association, said, "It has to be one set of procedures, so it's a lot of learning, a lot of retraining, and that retraining requires a very robust training program to make sure it becomes innate."

The United pilots union says it worries the new, merged airline is relying too much on Internet-based learning -- and not enough on time in flight simulators.

Capt. Chesley "Sully" Sullenberger, who is now retired and a CBS News aviation and safety expert, said there is no substitute for being in the simulator. He said, "Practicing these procedures time and time again (is essential) until it becomes part of your routine."

The airline union claims there have already been incidents in which pilots have become so distracted by the new techniques that they've made mistakes, forgetting to put the landing gear down, for one.

Kay told CBS News the procedures in his cockpit have "changed dramatically."

The airline denies the allegations, saying, "These claims are baseless and are an attempt ... to influence contract negotiations under a false guise of safety."

But Morse said of that statement, "Nothing could be further from the truth." She added, "We've had to take our attention from our contract negotiations, away from contract negotiations, and instead, focus them on safety."

With the clock ticking, the Federal Aviation Administration has given its blessing to make the two airlines one. So, for now, the training regimen remains.

"You have realize that there are many incentives to quickly merge two different airlines and to achieve the synergies and to realize the economic benefits of the merger," Sullenberger said. "And the sooner that's done, the better the bottom line."

Merging two airlines is complicated enough, but merging two training manuals, may prove even harder, Cowan remarked.

"Early Show" co-anchor Jeff Glor added on "The Early Show" that the next big step in the United-Continental merger is combining the two carriers' reservation systems. That's supposed to happen in the first quarter of 2012.

Study Finds Plymouth Airport is Critical to the South Shore Economy. Plymouth Municipal Airport (KPYM), Massachusetts.

A statewide study of the economic impact of Massachusetts airports finds smaller airports, such as Plymouth, help generate $11 billion and 124,000 jobs.

Plymouth Municipal Airport will expand one of its runways in order to mitigate both the safety concerns of pilots and noise concerns of neighbors. Credit Patch

Plymouth Airport generates $48.5 million and more than 300 jobs for the local economy according to a study completed by the Massachusetts Department of Transportation.

The comprehensive statewide airport economic impact study finds that the 39 Massachusetts public airports generate $11.9 billion in economic activity and support approximately 124,000 jobs. Regionally, the airports in Norwood, Plymouth, Marshfield, Mansfield, and Taunton generate a combined $119.1 million for the regional economy, supporting 827 jobs.

“The Commonwealth’s airports create jobs, economic development and transportation options,” Gov. Deval Patrick said in a press release. “A strong regional economy depends on our investments in infrastructure, including the airport facilities in these five communities.”

According to the study, Plymouth Airport employs 301 workers, maintains a total payroll of $12,046,000, and generates $48,514,000 in revenue.

The study considers the annual economic impacts accrued in 2010 associated with airport business operations, on-airport construction, military aviation, visitors who arrive via commercial airlines, and visitors who arrive on privately-owned general aviation aircraft. These impacts are reported for each airport in terms of employment, payroll, and total economic activity.

“These South Shore airports are critical to the regional economy, creating jobs directly while making many more jobs possible in the private sector,” MassDOT Secretary and CEO Richard A. Davey said.

“The economic impact study confirms what the aviation community statewide understands about the vital role our airports play in providing safe transportation for commerce, military, and recreational users,” Christopher Willenborg, MassDOT Aeronautics Division administrator, said.


Massachusetts: Study Shows Mansfield Airport Strong Economic Contributer.

Credit Cathy Knipper


The Patrick-Murray Administration has announced the results of a comprehensive statewide airport economic impact study that finds Massachusetts public airports generate $11.9 billion in economic activity and support approximately 124,000 jobs.   Regionally, the airports in Norwood, Plymouth, Marshfield, Mansfield, and Taunton generate a combined $119.1 million for the regional economy, supporting 827 jobs.

“The Commonwealth’s airports create jobs, economic development and transportation options,” said Governor Deval Patrick. “A strong regional economy depends on our investments in infrastructure, including the airport facilities in these five communities.”

The major general aviation airports in the region include Norwood Memorial Airport, Mansfield Municipal Airport, Marshfield Municipal Airport - George Harlow Field, Plymouth Municipal Airport, and Taunton Municipal Airport - King Field.

The Statewide Airport Economic Impact Study completed by the Massachusetts Department of Transportation (MassDOT) Aeronautics Division with the assistance of the Federal Aviation Administration measured the total economic impact of the 39 public-use airports in Massachusetts, including Boston Logan International Airport. The airports’ $11.9 billion in economic activity and 124,000 related jobs reflects commercial airline service, military aviation, emergency law enforcement and medical transport activity and general aviation.

Along with the release of the study, Governor Deval Patrick proclaimed the month of November as "General Aviation Month."

“These South Shore airports are critical to the regional economy, creating jobs directly while making many more jobs possible in the private sector,” said MassDOT Secretary and CEO Richard A. Davey.

“The economic impact study confirms what the aviation community statewide understands about the vital role our airports play in providing safe transportation for commerce, military, and recreational users,” said Christopher Willenborg, MassDOT Aeronautics Division administrator.

In addition to federal and local investments, the MassDOT Board of Directors in the past two years has approved additional infrastructure investments in the Commonwealth's airports, including a $13.4 million grant for runway extension and safety at the Pittsfield Municipal Airport and $13.1 million toward a new terminal building at Barnstable Municipal Airport, in addition to annual ongoing airport maintenance improvement projects statewide.

The Statewide Airport Economic Impact Study executive summary is available on the web:

Neighbors fear airport’s causing health problems. Marshfield Municipal Airport - George Harlow Field (KGHG), Marshfield, Massachusetts.

Fumes and jet blast are alarming neighbors on Woodbine Road who abut the Marshfield airport. Resident Tom Scott confronted the Board of Health Thursday afternoon asking for an investigation of gas and noise at the airstrip.

Scott explained that in recent months, health concerns have evolved due to increased flights and runway extension plans, “It is a problem both of gas exposure and noise because the operations now extend into the late evening, early morning and I mean midnightish.”

Headache, nausea, and loss of sleep were a few symptoms Scott listed. Marshfield Board of Health Chair Gerry Maher told Scott to get a spokesman ready for a future joint meeting with the airport commission.

The board also discussed a house which may be unfit for human habitation. Two weeks ago, the Director of Public Health, Peter Falabella , inspected a two-tenant rented home at 697 Plain Street; there was running water but no heat. He also discovered that the smoke and carbon monoxide detectors did not work.

However, Falabella informed the board about his 2nd visit to the house Thursday morning, “I made another inspection of the house and there is now heat in the house, there is fuel in the tank, and there is also hot water in the house.”

Though owner Francis Turbitt must still replace detectors and repair multiple findings of physical damage, the Marshfield Board of Health voted that the Plain Street residence is fit for human occupancy now that heat is in the home.

http://www.airnav.com/airport/KGHG

http://959watd.com

Don't tease the frog!

Florida: Indian River companies slow in reaching job projections

VERO BEACH — A group of companies has created less than a third of the 334 jobs they anticipated when Indian River County awarded them grants in the past two years.

The county has earmarked almost $2 million in grants through its jobs program since September 2009, although it has only paid $26,000 because the money is dispensed in chunks over three years according to the number of jobs the companies create.

Ten companies predicted they would expand the local workforce by a total 334 jobs. So far, they've hired 107 people through the program, county officials said.

The companies' anticipated job growth seems to have caused some confusion.

The Indian River County Chamber of Commerce stated in a recent newsletter that the area gained 334 jobs in the past 18 months, as if the growth already had occurred.

And Vero Beach Mayor Pilar Turner added an item to the agenda for Tuesday's City Council meeting, crediting the chamber for attracting 334 jobs to the community in 18 months.

The county's economic development chief described the projected job gains as "optimistic" and emphasized the numbers were merely estimates.

"We've never represented that the number of jobs in the spreadsheet were the number of jobs created," said Bob Keating, Indian River County's community development director. "As you'd expect, the companies would be optimistic about the number of jobs they expected to create."

Helene Caseltine, the chamber's economic development director, said chamber officials make it clear in their public presentations that the new jobs are anticipated.

When a company announces it will create 300 jobs, you don't expect that many people to be on the payroll in the next week, Caseltine said.

She's not surprised there's a marked difference between the number of jobs the companies hoped to create and the ones that materialized.

"It's hard to estimate," she said.

In citing the potential job gains, the chamber also didn't take into account the 175 employees that Piper Aircraft Inc. is laying off after mothballing its Altaire jet. Piper originally planned to lay off 205 workers.

Caseltine said the chamber tracks the jobs added to the area, and not the jobs lost.

Some area companies not in the jobs program are expanding, she said. For instance, Parker Hannifin, which produces rubber hoses, added a shift this year at its local plant, doubling the staffing to 70 workers from 35, she said.

The employers in the program are a diverse mixture of startup companies, established local businesses and companies moving or expanding into the county. They include Girard Equipment, INEOS New Planet Bioenergy, NetBoss Technologies and Boston Barricade.

Two companies were awarded their grants in the past two months, allowing them little time to generate jobs.
 
Boston Barricade hopes to hire 28 new workers to get the full $126,000 grant awarded to the company in December. Girard Equipment aims to add 20 jobs to earn a $33,000 grant approved in October and so far has created three jobs.

Girard Equipment's top executive said he expects to meet the goal of 20 new local jobs in the next 16 months.
 
"That's a high water mark," said Tim Girard, the company's president. "The jobs grant itself will not create one job. It allows me to go after someone with a higher wage."

Girard has hired a couple dozen employees in the past year but most didn't meet the criteria for the jobs program, such as working at a site in either Indian River or St. Lucie counties, Keating said.

Companies in the program receive grant money in increments over several years based on actual local hiring, Keating said, adding that the county wants to see results before dispensing dollars.

eMindful, a health a wellness company, has fallen well short of the 70 new jobs it anticipated and has yet to receive county funds. It has hired nine people and will bring on two more, said Kelley McCabe Duff, the company's chief executive.

"It's taking longer than we thought," McCabe Duff said.

AlgaGen, which cultivates algae and marine microorganisms to aid in nutrition for fish, has doubled its sales and hired four people since being awarded a $60,000 grant in July 2010, but it has fallen shy of the projected 10 new hires.

The company's former chief executive was "optimistic" when applying for the grant, said Erik Stenn, AlgaGen's owner and founder.

"It took a little more work than we envisioned to grow the company," Stenn said.

SpectorSoft Corp., a software development company, has filled 10 of the 34 jobs it anticipated.

The biggest challenge is recruiting people, especially in the county, who have the technical skills, said Larry Thompson, the company's chief financial officer.

"We're just finding it very difficult at this time," Thompson said.

Companies awarded Indian River County jobs grants

Company................Anticipated jobs...Average wage...*Grant awarded.....Month of grant award
Girard Equipment.........20..................$32,730.............$70,000..............October 2011
Spectorsoft Corp. .......34...................$63,800............$208,000............September 2009
OcuCue.....................25....................$40,400............$131,000............September 2009
eMindful.....................70....................$52,600............$500,000............November 2009
INEOS Bioenergy.......53....................$56,500............$310,000...............March 2010
AlgaGen....................10....................$59,600.............$36,000..................July 2010
NetBoss Technologies.....57................$85,000............$363,000................August 2010
Communications
International..................12.................$55,000............$68,000....................May 2011
SMI Telecom................25...................$75,600...........$169,000....................June 2011
Boston Barricade.........28...................$38,035............$126,000................December 2011
TOTAL: 334

*Grant money paid to companies so far is substantially less than the awards, which are based on actual jobs created. The companies in the program have added 107 jobs to date.

Sources: Indian River County Community Development Department and Indian River County Chamber of Commerce

Flight college changed ownership: New owner CANLink Aviation continues to operate Moncton Flight College to train pilots from around the world

There were some broken hearts in Metro Moncton on Valentine's Day 2011, when the Moncton Flight College was placed in receivership and its future was in jeopardy.

The Moncton Flight College is one of the city's oldest institutions. For several days in February, its fate seemed uncertain but in the end the college was purchased by a new owner that promised business as usual and expanded operations for the future.

The flight college has long been a part of Metro Moncton's landscape. It traces its roots back to 1929 and the Moncton Flying Club, a small group of aviation pioneers who built the first airport and established air mail service in Atlantic Canada in the 1930s. At the outbreak of the Second World War, the club was instrumental in setting up the Moncton branch of the Commonwealth Air Training Program to train pilots and aircrew. The flying club also trained commercial pilots. The flying club eventually established the Moncton Flight College. In recent years, the college had expanded with new contracts to train commercial airline pilots from around the world, especially from China.

The college had recently put up a new building, constructed a dormitory for students and invested in high-tech equipment like flight simulators. At any given time, there would be about 200 Chinese students at the college and the cafeteria served authentic Chinese food. Look up in the sky over Moncton at just about any hour of the day or night, and you can see the small two-seater Diamond aircraft trainers. Essentially, the sky over Moncton is their classroom.

So it was a bit of a shock when it was announced that the Moncton Flying Club, the non-profit entity which owns the flight college, was placed into receivership for non-payment of a bank loan. This came about six months after the retirement of long-time principal Mike Doiron, who was replaced by Al Pendergast.

Officials from the college, the provincial government and receivers Ernst & Young immediately went into a series of meetings to negotiate a merger of the college with CANLink Aviation.

CANLink Aviation is a Fredericton-based company that looks after the Fredericton franchise of the Moncton Flight College. CANLink's CEO, Mike Tilley, had been instrumental in brokering deals between the college and the Chinese to train pilots here. The Chinese pilots who come to Moncton have already passed through a series of rigorous tests and evaluations, and usually have jobs waiting for them as soon as they graduate.

After several days of negotiations, the merger deal was complete. CANLink effectively assumed the Moncton Flight College's debts and assets. At the same time, the college was to be transformed from a non-profit organization into a business that would continue the tradition of training pilots from around the world. A deal was reached after several days of negotiations and the acquisition closed on April 8.

When it went into receivership, CanLink opted to keep most of the employees in Moncton, but 21 positions were lost. The 21 positions lost include administrative personnel, maintenance technicians and flight instructors. Tilley said CANLink felt there were too many employees at the school and the number was trimmed from 86 to 65 to bring the organization to the right size, based on the amount of business now being done and expectations for the near future.

Otherwise, Tilley said business would continue as usual as CANLink would continue operations at both Moncton and Fredericton campus locations under the trade name, Moncton Flight College (MFC).

"This has been a year of change at MFC and we feel things are moving in the right direction," Tilley told the Times & Transcript in an e-mail from China. " We've continued all of our program offerings and had a decent enrollment this fall. North American operators are stressing the importance of further education for new commercial pilots which is driving considerable interest in our two-year diploma program and four-year degree program with Mount Allison University," he said.

"We have also just signed a new China contract and hope to grow our MPL business with CAE and Air Asia in 2012. The college employs over 90 staff at the two bases combined. The demand for pilots is quite strong internationally and the college will continue to think and act globally when recruiting."

China will remain a key market for MFC as demand continues to soar. Despite the recent worldwide economic downturn, China's demand for new aircraft and new pilots to crew them shows remarkable growth. Chinese authorities project 1.5 billion passenger trips a year by 2030, which will make China the largest air transport market in the world.

Former Cirrus founder eyes Superior for new endeavor: The deal hasn’t been finalized but a formal announcement could be coming in the next couple of weeks.

The city of Superior is in the running for an airplane manufacturing facility that could create 300 permanent jobs initially and up to 600 jobs by 2016.

Kestrel Aircraft Co. — led by founder and former head of Duluth-based Cirrus, Alan Klapmeier — has been in negotiations with the city and state of Wisconsin since mid-July to discuss the possibility of siting a manufacturing plant in Superior, Mayor Bruce Hagen said.

The city’s Redevelopment Authority is slated to hold a public hearing Jan. 16 to consider a development agreement with the company.

The deal hasn’t been finalized but a formal announcement could be coming in the next couple of weeks, Hagen said.

In fact, state officials with the Wisconsin Housing and Economic Development Authority were presenting the company with their proposal on Thursday, the mayor said. He expects a decision sometime after the company has a chance to review the proposal.

With design operations in Duluth and an office in Brunswick, Maine, Kestrel Aircraft Co. plans to manufacture a single-engine turboprop, largely carbon-fiber composite plane designed to carry up to eight passengers and a pilot, according to the business plan presented to the city.

“This is a significant number of jobs right now, but it will continue to be a significant number of jobs in the years to come,” said Jim Caesar, an economic development consultant contracted by the city. “They have plans beyond this prototype that will require additional workers well into the future. … This is an ongoing thing.”

Dave Minor, president and chief executive officer of the Chamber, said he expects the facilities to rival employment in shipbuilding in the Twin Ports during World War II if the project becomes a reality.

Under the terms of the development agreement, the city would provide assistance with the project with the sale of land, grants and tax-increment financing to encourage the development.

In addition, the state might provide tax credits, Port and Planning Director Jason Serck said.

Superior is just one site among many being considered for the manufacturing facility.

Company spokeswoman Kate Dougherty declined to comment on the proposal.


Sources: 
http://www.duluthnewstribune.com
http://www.superiortelegram.com

Require Piper to eventually repay incentive funds for failure to meet its obligations -Editorial

By Editorial Board
Posted December 30, 2011 at 4 a.m.

Piper Aircraft should repay some of the incentive money it received from local and state governments to stay in Vero Beach because the company failed to reach employment levels required.

Under agreements with the state of Florida and Indian River County, Piper was paid nearly $10.7 million in 2008, and was required to reach certain benchmarks over specific periods of time, including employment levels. While other benchmarks have been achieved, the company was to employ 948 by the end of this year. Instead, employment is about 730 to 740.

That means the company should repay about $950,000 to the state and about $571,000 to the county, plus interest.

Had Piper reached all of its benchmarks during the term of the incentive packages, it could have received up to $32 million — $20 million from the state and $12 million from the county. Piper officials have said they don't intend to request additional incentive funds beyond the $10.7 million, but want the state and county to forgive the $1.5 million it might have to repay.

Florida officials seem overly willing to let Piper out of its agreement and not have it repay what it owes the state. Officials said last week that the state intends to renegotiate its agreement with Piper and base employment goals on current employment figures rather than earlier — much higher — employment goals.

Certainly, one can sympathize with the company, hit hard by the recession. Market conditions did not allow for the company to achieve the employment levels desired. And, the company lived up to much of its obligations, including remaining in Vero Beach.

In a report released by the company, it said it "has already, by far exceeded total expenditures for product development and capital improvements originally contemplated by the incentive agreements. Direct spending nearly $100 million in additional long-term investments in the community. Piper has made more than $18 million in capital expenditures and spent more than $79 million in total product development for all its product lines since 2007. Piper's investment in the community, through product development costs and capital expenditures, has directly returned more than $9 for every $1 invested by the state and local governments in economic development incentives."

The amount the company might have to repay is comparatively minor compared to what the company has invested. But, that money rightfully should be returned to taxpayers who put up the incentive money. And the company on its own canceled production of a jet that had been on the drawing board for years.

Indian River County Administrator Joe Baird said recently that the county might be willing to extend Piper repayments by two or three years, but, "We would not recommend forgiveness" of those financial sanctions for not meeting employment goals.

That's the most prudent position. It indicates support for Piper and a willingness to cooperate with the company in difficult times while also representing the interest of county taxpayers.

Having Piper as a massive employer and community supporter has been important to Indian River County. It has been a great neighbor, particularly over the past few years.

Nevertheless, the company signed agreements with the state and county. It did not meet all of its obligations under those agreements. A penalty for not doing so is part of those agreements.