A BURNING ISSUE - DOES THE UK NEED AERIAL FIREFIGHTING AIRCRAFT?

A Burning Issue -

Does the UK Need Aerial Firefighting Aircraft?

By Bella Richards

Republished with permission of the Royal Aeronautical Society.

During the middle of July, at the height of the UK’s summer season, the nation experienced its highest ever temperatures recorded. While it was hot on the news for days, numerous houses became engulfed in flames due to the extreme heat, and on-ground firefighters struggled to contain them. One firefighter based in Kent said that his team was stretched so thin due to the lack of resources, they “were at breaking point” and barely had time to rehydrate.

The UK has never seen temperatures like this before, and it is expected to get worse. Yet, the nation does not have its own aerial firefighting capabilities, and in recent years has cut its funding for firefighting services. So, what options does the UK have to be prepared for the next fire season before it’s too late?

Investing in UK-owned aircraft

One obvious answer would be for the UK to buy its own aerial firefighting tankers. Australia recently made moves to acquire its own, and the EU is considering purchasing more ahead of the next dry season.

While the UK is silent on its next moves, one aviation veteran hopes things will change soon. Richard Thomasson, who has worked with Rolls-Royce, BAE Systems, and then the US Air Force, has launched a petition to establish sovereign aerial firefighting capabilities in the UK. He hopes the government will act now, instead of wasting time “on a pointless court of inquiry to establish why nothing was done”, Thomasson told AEROSPACE. “I think by the way things are going, if we do nothing, then we're gonna see more homes and more countrysides destroyed”, Thomasson exclaimed.

Currently, the UK does not have the sovereign capability when it comes to aerial firefighting, which made sense in the past when wildfires were fairly uncommon. Ideally, Thomasson’s main desire is for the government to invest in at least two aircraft under sovereign control. One would be based in Northolt, London, and another in Glasgow. He believes deploying these two would easily cover the entirety of the UK, - if traveling at 400 mph cruise - dropping roughly 3,000 gallons in a single pass.

Amid drier seasons in the summer, the UK would typically contract firefighting aircraft from companies such as Canada-based Coulson or Neptune, but Thomasson says the nation shouldn’t be overly reliant on overseas contractors when “they’ve got problems of their own”. Plus, overseas contracting can sometimes take months for delivery, ultimately wasting crucial costs and time.

Modifying existing aircraft

Another alternative, that might be just as pragmatic, is to modify existing aircraft to have firefighting capabilities. Thomasson is confident in this type of procedure, after being involved in converting the first BAE 146 into a firefighting aircraft in Canada in 2009. He said that the same aircraft, or similar models, could be modified to fight fires. ➤

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Recent high temperatures and fire activity in the United Kingdom have many asking for aerial firefighting assets to be considered.

It isn’t a new concept and has been successful in the past. Among many others, one example is Boeing's 747 Supertanker. After entering into service in 2009, despite its ongoing financial difficulties, the aircraft operated for about 13 years, being deployed to multiple US states, Israel and Chile to mitigate wildfires, before it retired in 2021.

However, the conversion process takes time. Thomasson explained that it obviously includes the contracting process, plus stripping the aircraft of its passenger comforts, embedding a water-filled tank into the middle of the fuselage, manufacturing a way to dispense the water, sort through a tender process, and then train relevant crew. This puts the UK in a time crunch, as the whole process could take up to a year.

Temporary, removable kits

Alternatively, and potentially a cheaper option, could be a waterbomber kit - like Airbus’ A400M. During the month of July, Airbus completed a test campaign of a removable waterbombing kit retrofitted into its A400M military transporter in Spain. The test saw the aircraft fly about 150ft in the air at speeds of 125kn, then dropping about 20t from the tank within ten seconds. The tests were carried out with the Spanish Air Force and validated the turboprop’s ability to carry out the role with the kit quickly. According to Airbus, the solution is a roll-on, roll-off kit that can be input into any of the A400M fleet, without modification. Next up, the manufacturer is set to test it during nighttime conditions.

Thomasson said that like the A400, temporary solution kits could be a sufficient firefighting capability in the UK, and could work in multiple models, like the Boeing 737, Airbus A319, and the A320, or the C130.

Thomasson said that sovereign capability is like having your own battleships - “they’re there when you need it”. He believes there is really no other way to fight fires efficiently if the UK doesn’t have its own aircraft. While the costs might be large in the short term - depending on whether the government purchases aircraft, removable kits or modifies existing aircraft - it will be cheaper overall, due to overseas contracts being extremely costly.

Australia is a good example to look at. The nation found itself in a similar situation during its 2019/2020 Black Summer bushfires when it was forced to contract multiple LAT and VLAT from other countries. The inefficiency caused more deaths than there should have been, which ultimately led to a national inquiry that forced the nation to rethink its capabilities and whether it really was ready for the next dry season. While the country has since then taken more responsibility, it was almost too late.

Plus, the firefighting industry in the UK is already vulnerable, and cannot afford to be unprepared. Early last year, it was revealed that the UK government had been slowly cutting its fire services by £140m since 2016.

“If you look around Europe, France has firefighting aircraft, Spain has firefighting aircraft, the Greeks have firefighting aircraft… and we have nothing,” he said. “It isn't just the West Coast of America and it isn't just Australia - there's some places pretty close to home that have got some issues too.”

For future generations

If the petition reaches 100,000 signatures over the next six months, the government will respond and potentially debate it in Parliament. But this will just mark the beginning of a long journey. Thomasson made it clear that stronger capability would not just benefit current generations, but those to come. “Why am I doing any of this?” he said. “Well I have two daughters and I want to do something to mitigate the effects of the changing climate. I am not a scientist, but as an engineer, this is something just maybe with some support, could be put in place.”

Firefighting the

Alaska is called many things: The Last Frontier, The Great White North, and the list goes on. But, one thing you would not expect Alaska to be known for is a state with a sizeable aerial firefighting company. Anchorage-headquartered Pathfinder Aviation has called Alaska home since beginning operations in 2001.

Mike Fell founded the company and started Pathfinder exclusively operating the Bell 206. He initially ran charter operations that included the unique mission of rat eradication conducted in the Rat Islands of the Aleutian chain to the far southwest of Alaska and the South Pacific.

Aerial firefighting work was initially sought with the Bell 206B3 and 206L models. Being type three platforms, contracts for that type of helicopter were more sparse than the larger airframes at the time.

During the 2001 to 2014 timeframe, the company also began to lose a lot of its core government work to operators using the R44, as the State of Alaska began to allow the single piston market to bid for government contracts. That, along with the introduction of the R66 in 2010, was seriously eroding the ability of the Bell 206 to compete.

As government resource work began drying up for Pathfinder in 2012, the company started to pivot away from the 206, looking to the Bell 212 for continued growth, providing services to the blossoming oil and gas market in Alaska at the time. The company's first foray into the twin market came with two IFR-capable Bell 212's after winning a contract to provide services for Hillcorp Energy, operating year-round, both day and night transportation services out to the company's rigs in the Cook Inlet.

Mike Fell, Pathfinder owner at the time, was, with the help of his staff, focused on putting together an effective safety management

One of Pathfinder's AS350s conducts aerial firefighting training outside of Anchorage, Alaska.

Last Frontier

system for the company, pulling from his experience as a former Delta Airlines captain.

"He wanted a robust safety management system that wasn't just on the shelf collecting dust as most of them were. We were trying to polish it to present to the oil companies and show them that we had a working and functional SMS program. Our entry into the oil & gas market wouldn't have been possible without it. With his airline background, Mike had that vision of needing to meet this standard because other helicopter companies, like Era and Bristow, were operating at that level. So that's what brought us to the table in the oil and gas market," said Rogan Parker, now CEO of Pathfinder, of the work that went into putting together the contracts that cemented Pathfinder's successful growth over the following years.

As Pathfinder continued to grow with the success of several oil and gas contracts, the company was sold to a private equity firm in 2017. However, the company's trials were not over. In 2018, Alaska's oil and gas market began a rapid downturn, forcing yet another pivot by Pathfinder to regroup and change its business model to stay profitable.

It was soon decided that Pathfinder would begin to pursue more fire-related contracts with several high-time pilots having fire experience, and the company had previously done call-when-needed fire contracts in Alaska.

Pathfinder began repurposing their previous oil and gas 212 fleet into aerial firefighting aircraft, focusing more on the type two aircraft market versus type three. It was successful enough that they had to initially lease several aircraft from Canada's Eagle Copters to meet demand. This also opened the door for the company to see the benefits of the 212 Eagle Single aircraft. The company operating from their base at or near sea level allowed the aircraft to use the extra 700 pounds of useful load over the 205 platform, which Rogan considers their "perfect aircraft for our stomping grounds here in Alaska." ➤

In 2018, Pathfinder was awarded two type-two contracts with the State of Alaska and secured a type-three contract in 2019. This has since grown to several other agreements, including ongoing exclusive use and call-when-needed work in the lower 48.

Due to an initial error in the performance charts of the Eagle 212, the aircraft was passed over numerous times for federal fire contracts; however, with the addition of the BLR Fast Fin system and revisions made to the performance charts, it was proven that the initial numbers were wrong. The 212 Eagle Single is now a competitive alternative to the 205 and UH-1H on contracts.

Fleet

The company operates 13 AS-350 B2 and B3 models, although only one is currently working on a type-three fire contract. Also in the Pathfinder fleet are three 212 Eagle Singles, two of which can be equipped with a Simplex (now DART) fire tank, two Bell 212 HPs, a 412, an EC-135, and a Cessna 206 to support AOG response, crew transportation, and equipment movements. Pathfinder said goodbye to the longstanding Long Ranger fleet with the final sale of their last Bell 206 in 2021.

Finding the Right Fit

The minimum experience required for pilots has never been a big concern for Pathfinder. Pilots that work for the company average around 5400 hours of flight time, which allow Pathfinder to be highly selective. Between firefighting and their other complex mission contracts, Pathfinder works in some of the most inhospitable locations on earth.

Most of Pathfinder's pilot staff work full-time on mineral, exploration and fire contracts, with oil and gas making up only a small portion of the business. Pilots can also work a mix of fire and heli-ski seasons that equate to the 182 work days that make them full-time employees of the company. The company looks for that unique skillset of pilots trained in the 212 and the Astar as the perfect fit for their business model.

With Pathfinder being remotely located for those living in the lower 48, the company does not require pilots to relocate to Anchorage. Those pilots residing in the lower 48 are paid travel allowance to and from wherever their work location is at the given time. ➤

Left: Pathfinder's pilots are all trained in each mission they fly.

Top Right: Each aircraft is maintained in house by a contingent of dedicated mechanics at Pathfinder's Anchorage headquarters.

Right: Although training is conducted in Anchorage, the majority of Pathfinder's firefighting work is conducted in the lower 48.

The company operates 13 AS-350 B2 and B3 models, although only one is currently working on a type-three fire contract.

Photo by: Jimmy Finney

Photo by: Spencer Dodson Top: Pathfinder employs round the clock staff to monitor aircraft movements, maintenance requests and parts movement.

Bottom: Pathfinder mechanics can work at their Anchorage headquarters or be required to go into the field for repairs if needed.

Right: Pathfinder pilots average over 5000 hours per pilot typically.

Training

Maintaining such diverse business operations requires keeping pilots trained and up to speed. A task that Pathfinder takes incredibly seriously. For each discipline, pilots are trained separately for the specific job they will be performing, be it heli-skiing, aerial firefighting, or mineral exploration.

Due to the unique nature of working in Alaska, Pathfinder is investing in mission-specific training in real-world environments involving customers in most cases. Also, they leverage simulator training with FSI, Helisim/Airbus, thirdparty factory equivalent courses, and IIMC training with the locally based Fly-It sim.

Previously, as a part of the oil and gas contracts, Pathfinder had a second-in-command program to bring up lower-time pilots. Thanks to Pathfinder providing stable year-round work, many pilots are long-time employees with ten or more years with the company.

Fortifying Your Investment

Unlike many companies, Pathfinder pays their pilots not only for what they have accomplished by way of total hours but believes in paying their tenure and with what tasks they are uniquely qualified for regarding the company missions and equipment.

"Our pilots have a base salary, and then the more aircraft they're qualified to fly, and the more jobs they're qualified to do, the higher their daily rate. More holistically, we need depth in our pilots; we, as helicopter operators, need that. So the more we can cross train and provide an opportunity for folks, the better off we all are," said Parker.

Maintenance

Pathfinder's maintenance operation is the most bustling area of their operation at Merrill Field in Anchorage. Seemingly endless maintenance tasks are being completed on their fleet of 20 aircraft, which in the company's mind is now part of a more comprehensive look at how they can improve their operation as they are rapidly outgrowing their space and their ability to maintain all of their aircraft as the fleet continues to expand.

Thankfully, plans are in place to expand their Merrill Field facility to accommodate their growth, with remodeling planned to start soon. Maintenance on the company's Astar fleet is typically carried out from September through December, which is when the Bell medium fleet begins returning for that part of the fleet's scheduled maintenance. This means the window is getting tighter and tighter thanks to lack of space and when contracts run longer than expected, when fire seasons extend, or other extenuating conditions. With such a large fleet, the goal for the Astar fleet will be to do one 600-hour inspection each month through 2023.

Safety

In addition to having a robust and constantly evolving SMS program at Pathfinder, the company also has a dedicated and full-time safety manager that drives the SMS program and everything related to in-house safety procedures, from maintenance to pilots and aircraft. With a fleet of 20 helicopters, the company also has an Air Operations Center within its headquarters that tracks all aircraft movements in real-time.

As the brainchild of previous owners Mike Fell and Rogan Parker, the center was modeled after a similar setup run in the Gulf of Mexico seen by Parker in the oil and gas helicopter industry. It is staffed by three aviation safety professionals that track not only aircraft movements through SkyConnect and Garmin InReach, but hours flown, pilot flight times, AOG status, parts and people movement, and any other operational tasks needed for the day-to-day operations of the company. This includes maintenance flights and monitoring through GPMS and coordinating replacement aircraft or mechanic transport in the case of an aircraft breakdown in the field.

Looking Forward

While the aircraft fleet continues to grow for Pathfinder, the company will continue upgrading its Astar fleet. They will eventually phase out their B2 models for the B3s due to the high maintenance and overhaul cost of the Safran Arriel 1D1 engine over the updated equipment on the B3 model. ➤

Photo by: David Fox

Like many companies competing for government contracts, Parker shared concerns about the MATOC contract issues and aircraft requirements many operators have spoken out about since the draft was released for comment in 2021, which drew massive resistance from the industry.

Parker is less concerned about being the lowest bidder, stating that the company is likely not the lowest bidder on any of their work. He noted that the company generally wins contracts based on the quality of the work that they do and the additional steps that they take in aviation safety and maintenance over and above what contracts require—putting more faith in the fact that the company will stand out for the right reasons, none of which are the correct dollar amount on a dotted line.

Photo by: Brad Anderson

employee count and utilization standpoint but not much regarding the fleet size. We have adapted to the everchanging environment of the helicopter industry; we've gone from flying year-round IFR contracts with 212s back to our roots of fieldwork. Just with different or reconfigured airframes. The MATOC will drive further adaptation, but our direction isn't yet concrete.

While the industry still struggles with contract issues on the federal side, Pathfinder continues to do what its name suggests, finding a path to continued growth in the industry. That path has led the company to multiple pivots in its decades of operation. Despite the need to make drastic changes when required, Pathfinder continues to succeed where many others may have stumbled, finding a way to success through providing elevated safety to its customers and staff.

OCFA’s 412 participated in the open day demonstrating the QRF capabilities.

Quick Reaction Force Deploys in California

By Jeff Serpa

For the second consecutive year, three Southern California fire departments — Orange County Fire Authority (OCFA), Los Angeles County Fire Department (LACoFD), and Ventura County Fire Department (VCFD) — head into peak fire season armed with the world’s largest fire-suppression helicopters.

Available to fight wildfire day or night and funded by $18 million from Southern California Edison (SCE), the Quick Reaction Force (QRF) returns in 2022 after dropping nearly 3 million gallons on more than 50 wildfires in 2021.

“When we say that ‘speed and force’ is a required cost of doing business in today’s wildland fire environment, we do not mean the quantifiable cost of QRF aircraft or its Mobile Retardant Base; we mean the immeasurable cost of the loss of life and property if those resources are not available,” said OCFA Fire Chief Brian Fennessy. “Last year, the QRF proved it does far more than save taxpayer dollars; it saves lives and communities, and we are proud to partner with SCE and our sister agencies to bring it back for 2022.”

“In the past year, LACoFD has dispatched and utilized Helitanker 55 on numerous wildfires within our jurisdiction, including the Tumbleweed Fire in Gorman that consumed 856 acres without injuring anyone or destroying or damaging any homes,” said LACoFD Fire Chief Daryl Osby. “Last season, our investment and participation in the Quick Reaction Force program has proven to be valuable in the protection of our residents and the communities we serve. This year, in anticipation of a hotter than normal summer, the QRF resources will again be a welcome addition to our world-renowned air operations fleet.”

“Having these helicopters available last summer helped immediately in protecting homes and businesses across the region from wildfire,” Ventura County Fire Chief Dustin Gardner said. “With another long fire season already upon us, I am grateful they’re here to join the fight.”

One of Coulson Aviation’s CU-47s is a key part of the Southern California Edison sponsored QRF response.

Under the partnership, SCE is paying to lease the equipment beginning on June 24, 2022. Each fire department will provide staff, and if called into action, the requesting fire department will pay for the operational costs.

“The Quick Reaction Force is one of the many tools that is helping us to be better equipped for wildfires,” said Steven Powell, president and CEO of Southern California Edison. “SCE is also doing our part by hardening our electric system and improving fire condition monitoring with a growing network of weather stations and cameras. This partnership is one aspect of our comprehensive approach to address the threat of wildfire, and we are honored to support the great fire agencies in our service area that protect communities and save lives.” ➤

The Quick Reaction Force fleet consists of:

• Two Boeing CH-47 Chinook Very

Large Helitankers that can each carry up to 3,000 gallons of water or retardant

• A Sikorski S-61 helitanker that can carry up to 1,000 gallons of water or retardant

• A S-76 intelligence and recon helicopter

• A mobile retardant base (MRB) which can mix up to 18,000 gallons of retardant per hour

Assets for the QRF include an S-76, Coulson’s S-61 and CU-47, OCFA’s Bell 412 and ground assets like the Perimeter Solutions mobile retardant station.

The CH-47s are the biggest, fastest, smartest, and most effective water- and retardant-dropping helitankers in the world. The helitankers can operate day or night and have the ability to ‘hover’ fill with a retractable snorkel, allowing them to return to the fire line more quickly. These factors led to much QRF success in 2021, including a single helitanker dropping 37,000 gallons of water in a narrow canyon at night on the Tuna Fire, saving homes, structures and lives in a way that no other firefighting equipment or personnel ever has. retardant base will be positioned close to the fire in predetermined locations in each of the counties, allowing for faster turnaround time of each of these helitankers.

Initially, one helicopter will be deployed in each county and will be available wherever called upon by any of the partner fire departments, prioritized for fire suppression activities within SCE’s 50,0000 square-mile service area. If needed, all four helicopters and the MRB will be assigned to a wildfire to provide overwhelming suppression power.

The Dangers of Misinformation in Wildland Fire Aviation

The Balance of Cost versus Benefit

By Dan Reese

Wildland fire agencies have a huge reliance on the private sector to provide the assets and many times the personnel to combat wildfires. However, this reliance comes as a double edge sword with cost versus benefit, where the benefit is often prostituted based on advertisement, access, and experience, and cost remains commensurate with the economy. When balanced appropriately, this is good for the economy, and the taxpayer, as it eases the burden on the governments and agencies for support and ownership of the ever-changing technology, capital investment, and maintenance.

The balance is often difficult to achieve in a multi layered system involving Federal, State, and Local Agencies coupled with the private sector. When discussing the benefit of experience, it is important to realize it is sometimes stove piped and can lead to a bias based on that experience, which is not always bad, if that experience is not responsible to weigh the whole picture. Experience in any endeavor is what employers are looking for, and what they want to keep if possible. Why else would one be hired for a specific purpose? If a company is in the business of utilizing an asset, why would it make sense to advocate for anything different? It is here where the depth of one’s experience is needed for balance to start occurring. This is where a wide view is preferable to a focused, (stove piped) view to achieve balance.

The benefit of advertisement coupled with a good product, whether through observation, word of mouth, or direct through publication is often key to the success of any brand or asset. Good advertisement can be in the form of direct marketing using pictures, reviews, and data in the form of statistical analyses, and not limited to. There are often whole departments assigned to do this this, marketing. However, if the person using this product, based on advertisement or stove piped experience, lacks the experience to see the whole picture where the use is needed, balance can be disrupted and oftentimes never achieved. ➤

We have all seen this in our careers, over and over, where we continue to use the same tactics and behavior without any significant change in the outcome.

No one will argue the benefit of access. Access is where it all happens, when business deals and decisions are forged, and without it businesses and agencies may pay the price. Access is often gained through past relationships, or funding, and if we are being truthful, there is no way around it. Leaders and managers who can encourage access will always have a better chance in achieving balance than those who don’t. Leaders and managers who can see the whole picture, without bias due to open access, will be more likely succeed and achieve balance.

So where is all of this going? Lately there have been publications from both the private and government sectors regarding statistical analyses, and business leadership point of views for the effectiveness of various aviation assets. Most are predicated on marketing of a specific asset, where others are based on a specific industry. Our nation has two choices, we either keep repeating the same behaviors and embracing the same policies hoping for change, or we advocate for the balance of reliance. The balance of reliance must start with an honest look at statistical data coupled with open access and depth of experience, so that realistic advertising can be measured. The stove piping of data, statistics and opinions is often needed, but must be measured with an honest wide lens. There are not many things I am expert about, however having spent the majority of my career in fire aviation, emergency response, program management and education, I can comfortably say I am aware of what resources are utilized for what the specific missions and expected outcomes should be. Anyone who advocates for one asset as being the magic bullet is doing so with a clouded agenda. Aviation resources are nothing more than tools in a firefighter’s kit to be used to control fire. While some tools are more diverse, and may be used in more than one way, each tool has specific purpose where it is best suited. To take them out of the toolbox or to relegate them to only one task is dangerous, and is often done so by skewed statistics, shrewd advertising, and stove piped opinions. It would be inconceivable to limit or take tools away from firefighters, however that is exactly what happens when skewed data, stove piped experience, and limited access is used to justify or effect an outcome…

Aircraft involved in the Nevada Air National Guard exercise included the CH-47 Chinook and Blackhawk along with the C-130 MAFFS aircraft.

Airborne Firefighting Units Participate in Interagency Spring Training in Idaho

By Staff Sgt. Matthew Greiner

152nd Airlift Wing

The Nevada Air National Guard’s 152nd Operations Group upgraded four pilots to aircraft commanders certified on the Modular Airborne Fire Fighting System (MAFFS) at Gowan Field on April 25 - 30, 2022.

“We have four MAFFS aircraft commanders,” said Maj. Alex Kassebaum, 192nd Airlift Squadron Director of Operations. “We’re the new kids on the block in MAFFS -- it takes about five years to train and certify an aircraft commander.”

The additional four MAFFS aircraft commanders will double the current number of certified pilots on the roster. Kassebaum said this change will increase scheduling effectiveness, mitigate burnout fatigue, and make things safer for the aircrews.

“These four additional aircraft pilots will give us great flexibility when it comes to deploying during the MAFFS season,” said Capt. Dylan Weber, the Air Expeditionary Group’s (AEG) MAFFS Scheduler, 152nd Operations Group. “Aircrew fatigue occurs when they are deployed for long periods of time; having more people trained reduces the load on everyone.”

“When we go to a fire, we’re out there for a week to 12 days before anybody gets a break, Kassebaum said. “By doubling the number of MAFFS aircraft commanders, we’re giving ourselves more bodies to rotate and alleviating the risk of burnout.”

He said having more pilots cycle through the fire season will lead to a safer mission. To go from four to eight required several aircraft commanders to be upgraded to instructors. The path to MAFFS aircraft commander starts in the right seat as a MAFFS co-pilot and must meet the minimum requirements before being considered for a MAFFS aircraft commander.

Master Sgt. Rita Middleton, 152nd Airlift Wing MAFFS AEG Senior Enlisted Leader, said before becoming a MAFFS aircraft commander, a co-pilot must have: two seasons flying as a MAFFS co-pilot; minimum of 1,800 hours in a C-130; minimum of 15 total drops; and a minimum of two MAFFS deployments. “A MAFFS aircraft commander oversees a crew of six people, the aircraft, and ensures the plane gets to the fire area to drop 3,000 gallons of retardant on a designated area determined by a lead pilot,” Kassebaum said.

“We pick the most experienced pilots in the squadron for the MAFFS aircraft commander positions,” Kassebaum said. “Often, they already are aircraft commanders, instructor pilots of the C-130 aircraft, who are selected to sit in the right seat. It takes approximately five years to develop a co-pilot to prepare them to be in the left seat.”

To sit in the MAFFS aircraft commander’s left seat requires years of experience. In addition to the requirements checklist, a MAFFS co-pilot must be re-evaluated during an active MAFFS mission.

“Even after their training is complete, we still have them fly with an instructor pilot on live fires before officially signing them off to fly with a basic co-pilot,” Kassebaum said.

“I love being a part of MAFFS; it’s very rewarding,” Kassebaum said. “I’ve been in the military for 24 years now. This is one of the few missions you get a call, one week later, you’re making a direct impact, and you’re seeing the difference in a community.”