For information on our Board of Directors, click this bar.
Marianne L. Stevenson founded Strategy Aero Group, an aviation management and services corporation in early 2008, and serves as the CEO. She is primarily responsible for setting the company’s vision and business strategies.
Mrs. Stevenson joined the company from Applera Corporation, a Fortune 500 corporation, where she had served as Senior Manager of Executive Logistics since 2000. At Applera Corporation, she played a vital role in the coordination of executive level travel and safety. Before Applera, Mrs. Stevenson was with Air Transport International from 1997-1999, where she performed international operations within a Part 121 airline. From 1992-1996, Mrs. Stevenson preformed Russian linguistics aboard a RC-135 airborne platform with the United States Air Force military intelligence.
Mrs. Stevenson formed and serves as President of AERObridge, a NBAA-endorsed organization that coordinates private aviation assets during catastrophic domestic emergencies when traditional institutions require assistance.
Mrs. Stevenson received a bachelor’s degree in political science in 1992 from Trinity College.
Noel Fournier has worked in business and corporate aviation for more than 15 years. He is currently working for Air BP Aviation as a Business Aviation Sales Manager responsible for managing the sales for Air BP Sterling Card Fuel Program.
Prior to joining Air BP, Noel was the Vendor Relations Manager and Charter Department Supervisor for Avjet Corporation, one of the premier part 135 aircraft and charter management companies, with a fleet of 26 aircraft ranging from Gulfstreams to Westwinds. He negotiated, developed and managed pricing and logistical support for all domestic and international vendors, fuel suppliers, FBOs, and part 135 charter operators worldwide.
Previous to that, Noel has held positions as Charter Sales/Operations Manager for several aircraft charter operators. He began his aviation career as an Assistant FBO Manager of Redwood Aviation marketing and supplying fuel to corporate and airline aircraft operators.
During the Katrina crisis, Noel was one of the key coordinators in dispatching/coordinating flight operations for relief missions throughout the U.S.
Mr. Schultz serves as Director of Aviation for Ross Investments Inc., a Corporate Flight Department in California. His past experience includes the positions of Director of Aviation for Applera Corporation, a Fortune 500 Bio-medical company that operated two large business aircraft worldwide, Base Manager for TAG Aviation in Reno, Nev., Director of Aviation for Prestige Air, the Flight Department for Broadcom Corporation, where he managed seven large business aircraft and a helicopter, Chief Pilot for Carolina Blue Air, managing three business aircraft. He also worked as an Airline Pilot for Air Transport International flying Jumbo Jets internationally and American Eagle, with scheduled passenger operations.
Mr. Schultz has worked as an Aviation Consultant for Global Crossing, Professional Jet and Disney/EarthStar.
He holds F.A.A. certificates as an Airline Transport Pilot, Certified Flight Instructor, Certified Ground Instructor and Captain rated in four large business aircraft.
Mr. Schultz is currently on the Northern California (NBAA) National Business Aviation Association steering committee and is an active member of the NBAA (CAMC) Corporate Aviation Management Committee.
Mr. Schultz attended the University of North Carolina in Computer Science and received an Associates Degree in Aviation Management & Career Pilot Technology at Lenoir College. He is currently enrolled at Embry Riddle Aeronautical University in the MBA Program of Business Aviation.
Steve enlisted in the Navy after attending Altmar-Parish-Williamstown Central High School. He progressed through the ranks obtaining the enlisted rank of Chief Petty Officer (prior to being commissioned) while stationed aboard various ships and submarines in places such as Mayport, FL; Norfolk, VA; Subic Bay, Philippines; Whidbey Island, WA; San Diego, CA; and Charleston, SC. While stationed aboard the Fleet Ballistic Missile Submarine USS Mariano G. Vallejo (SSBN 658) in Kings Bay, GA, he was honored as Sailor of the Year.
Steve was one of 22 personnel selected from over 2,000 candidates for the highly competitive Enlisted to Officer program in 1987 and was commissioned as a Supply Officer. During his career as an officer he served as a Supply Officer with Naval Air Station Norfolk, USS Saipan (LHA2), Naval Station Guam, and finally, was based in Hawaii as the Logistics Policies and Procedures Officer for the Pacific Fleet Seabees before retiring after 24 years of Naval service.
He graduated Magna Cum Laude with a BA degree specializing in accounting from St. Leo University in 1993.
Steve was chosen as one of 40 Hampton Roads Business Leaders for the Leadership Hampton Roads class of 2000.
He completed requirements for a Masters in Public Administration from Troy University in December 2003.
Steve completed the applicable requirements, passed a comprehensive examination and was awarded the Certified Public Purchasing Officer (CPPO) designation in May 2010
In 1997 he was employed with Mercy Medical Airlift as a Program Director and subsequently promoted to Executive Vice President. In 2001 the Board of Directors selected Steve to become Executive Director of the Angel Flight Mid-Atlantic region and beginning in 2004 he concurrently served as Executive Director of Air Compassion America.
Steve is a founding member of Angel Flight America (now Air Charity Network). The Angel Flight America network provided charitable air transportation to and from distant treatment facilities for over 30,000 individuals in 2006. Steve continues to serve in the public charitable air transportation arena as the Chairman of the Board of Children’s Angel Flight and he also serves as the Treasurer on the Board of Directors of Health and Medical Research Charities of America.
Steve was selected for his current position as the Purchasing Agent for the City of Norfolk in December of 2006. In this position he is responsible for the procurement of approximately $200 million worth of goods and services annually for the City. Steve represents the City as the Chairman of the Norfolk Municipal Employee Federal Credit Union responsible for the oversight of administration and internal controls. Steve also represents the City as a member of the State Board, Chesapeake Bay Region, Alcohol Safety Action Program (ASAP). The ASAP board is a proactive board dealing with drinking and driving offenses within the Commonwealth of Virginia.
Steve is the President of the Home Owners Association in his community and actively serves as an ordained deacon and current member of Bayside Baptist Church in Virginia Beach, VA.
Alan Klapmeier, who founded and served as Chairman of Cirrus Design until 2009, currently leads Kestrel Aircraft of Brunswick, Maine. Mr. Klapmeier also currently serves on the Board of Directors of the General Aviation Manufacturing Association (GAMA), and was its Chairman in 2008. He's also on,the AOPA Air Safety Foundation Board of Visitors, the Board of Directors of the Small Aircraft Manufacturers Association, and the Ripon College Board of Trustees.
In 2007, Mr. Klapmeier and his brother, Dale, received the Aero Club of New England’s prestigious Dr. Godfrey L Cabot Award for the advancement of aviation, and the Experimental Aviation Association’s (EAA) Freedom of Flight Award that same year. In 2006, he became one of Airport Journal's "Living Legends of Aviation" and was named Aviation Entrepreneur of the Year. Klapmeier also received the EAA August Raspet award, the Air Safety Foundation 2005 Admiral de Florez Award for significant contributions to aviation safety and accident prevention, and was Ernst and Young's 2004 Entrepreneur of the Year for Manufacturing.
While at Cirrus, he was responsible for the certification of the Cirrus SR20 and SR22, with the latter becoming the world's best selling aircraft for several years. Klapmeier has also been on the vanguard of incorporating new technologies into general aviation aircraft, including the glass cockpit, the whole-plane parachute system and in-flight weather information.
Mr. Klapmeier holds degrees in Physics and Economics from Ripon College in Wisconsin. He's been an active pilot for more than 30 years and has accumulated over 5500 hours of flight time.
Vernon Ehlers is a retired nine-term U.S. Representative for Michigan's 3rd congressional district, serving since 1993 until 2011. Educated at the University of California Berkely, Ehlers earned a Doctorate in Nuclear Physics, and taught at both Berkeley and Michigan's Calvin College before entering politics.
During his tenure in Congress, Ehlers served on a number of influential committees, including the Committee on Transportation and Infrastructure's Subcommittee on Aviation.
“Representative Ehlers has been an aviation enthusiast all his life, and in Congress he has been an outstanding advocate for the industry,” said NBAA President and CEO Ed Bolen. “He has long understood that all aviation, including business aviation, promotes economic opportunity, for the Grand Rapids area, where his Congressional District is located, but also for towns across the country. We thank him for his long-standing support for the industry, and we wish him well in his future endeavors.”
Throughout his tenure, the Congressman supported key aviation proposals. For example, last June, Ehlers co-sponsored an amendment to bring the Transportation Security Administration (TSA) to the table with industry representatives to discuss changes to the Agency’s controversial Large Aircraft Security Program (LASP).
We are an NBAA–endorsed group of experienced aviation specialists who coordinate emergency aviation response during disasters. Our primary mission is to assist governments and NGOs by moving people and supplies to where they are most needed.
Since Operation Katrina and Operation Haiti, we have incorporated and been granted 501c3 non-profit status by the IRS and have established and met many objectives to make the next emergency response more efficient, more effective and safer.
Primary among those objectives is the establishment of five major logistics bases in the United States, which will allow us to begin initial response efforts as rapidly as possible. To do this we are continually forming new working relationships with FBOs, NGOs, Government agencies and aircraft owner/operators. The coordination of effort and intelligence that these relationships provide will serve to ensure that the assets pledged to us are utilized to maximum effect in time of need. For more information on our efforts to plan and prepare for future disaster responses, please select the "Our Future" tab, above.
Additionally, our existing relationships with various NGO's that flew their personel, equipment and supplies to Haiti on our coordinated flights during the initial response to the disaster continue to afford us opportunities to assist in ongoing relief efforts.
Please look through our site and consider joining us in both preparing for, and reacting to, future relief efforts. For more information, please contact us at the address to the left, via email or via telephone to (951) 491-9827.
AERObridge, in conjunction with FEMA, state and municipal authorities and various relief organizations took part in FEMA's National Level Exercise 2011 (NLE 2011) over a four day period, May 16 – 20, 2011.
National Level Exercise NLE 2011 was an operations-based exercise centered on the scenario of a catastrophic earthquake in the New Madrid Seismic Zone, encompassing four FEMA Regions (IV, V, VI and VII) and eight Central U.S. Earthquake States: Alabama, Arkansas, Kentucky, Illinois, Indiana, Mississippi, Missouri and Tennessee.
NLE 2011 exercised initial incident response and recovery capabilities, tested and validated existing plans, policies and procedures including the New Madrid Catastrophic Plan which is currently under development.
The disaster scenario was as follows: On 16 May 2011, the U.S. Geological Survey (USGS) confirmed that a (simulated) catastrophic earthquake with a magnitude of 7.7 had occurred on the southwestern segment of the New Madrid Seismic Zone (NMSZ), with an epicenter at Marked Tree, AR. A second large earthquake with magnitude of 6.0 was simulated a short time later on the Wabash Valley Seismic Zone (WVSZ), with an epicenter near Mt. Carmel, IN.
The response objectives to these simulated disasters included Critical Resource Logistics and Distribution, Emergency Public Information and Warning, Mass Casualty Care, Communications, and Citizens Evacuation and Shelter-In-Place.
AERObridge activated a response to the simulated disaster and within a very short period of time achieved several critical initial goals. These included:
1. The rapid deployment of Eagles Wings Foundation teams to do aerial surveillance with several aircraft flying actual missions;
2. Simulated 2 aircraft up immediately to survey airports which would have provided a complete survey of usable runways, taxiways, ramps, hangars and airport ingress/egress routes within 6 hours;
3. Rapid response from a number of member-based organizations with Aircraft Owners and Pilots Association leading the way with a simulated outreach to their 400,000-plus membership for aircraft donation within 2 hours of the initial disaster notification;
4. Established contact with FEMA Region VII's Volunteer Agency Liaison Jono Anzolone who communicated to us that the location for mass care and triage was designated as Springfield MO. This allowed us to rapidly decide that our round robin flights would be between Springfield and the 10 designated General Aviation airports we had targeted in the disaster zone. Also, he gave us the Points Of Contacts from the Red Cross who were coordinating operations at the mass care locations in Springfield;
5. Coordinated with FAA at MCC to establish VFR procedures and explained mission parameters and objectives;
6. AERObridge VP Aviation Relations Eric Whyte coordinated donated aircraft assets and their potential missions, directing simulated groups comprised of a variety of aircraft selected to meet each of the stated, perceived and potential capability levels necessary to facilitate the response efforts. The total number of GA aircraft "procured" for the effort maximized, but did not exceed, the capacities of the airfields within the response zone;
7. The simulated airlift, based on the performance and capabilities of the 100 aircraft confirmed as available to fly (if this had been an actual event) between Springfield, MO and the 10 GA airfields surveyed and selected in disaster zone would have provided the ability to move, on a daily basis, 2,360 people in to as well as an equal number out of the disaster zone and 178,000 lbs. of supplies both into and out of the disaster area. This translates to 16,520 people and nearly 1.25 million pounds of supplies moved over the course of the first seven days of disaster response.
"NLE 2011 completely validated the lessons we've learned and the plans we've made since our first activation in response to the relief needs after Hurricane Katrina," AERObridge president Marianne Stevenson said. "We were able to assess, communicate and subsequently meet the adjunct transportation needs simulated during NLE 2011. While doing so we were also able to further underscore the utility and outright necessity of a vibrant, capable and varied general aviation fleet. We'd like to extend our heartfelt thanks and appreciation to the owners of the donated aircraft, as well as to AOPA staff and members who pitched in to make this exercise realistic and demonstrate that the goals we set are achievable in a real world scenario. We must thank the NBAA and its membership who also pledged their aircraft to the response efforts as well."
After the catastrophic Earthquake and tsunami on March 11, 2011, AERObridge assessed the manner in which it's support of the victims would be appropriate and relevant. Initially, we contacted NBAA and NATA to advise them that AERObridge would help connect Business Aircraft that were flying to Japan for their own purposes with search and rescue personnel and critical supplies. Through relationships with other organizations, we were able to gain access to offers of donated commercial passenger flights and cargo flight. While coordinating a GV, we received intelligence that the Nuclear threat was at a level that we determined to be unsafe for American relief workers and adopted the formal position that AERObridge would not recommend or coordinate passenger flights to Japan. Although we wanted to support the victims of Japan, we recognized the difference of this disaster response, primarily, Japan is a First World Nation with the resources and infrastructure to respond quickly within it's own Nation. Additionally, the Japanese people are extremely capable to create supply chain networks and distribute to the people in need. Therefore, AERObridge determined the way to support the victims was to support several Japanese distribution groups with supplies that they requested. We created the Humanitarian Alliance, a group of Japan and US based non-profit organizations and corporations, which worked collaboratively to develop a supply chain that allowed three different avenues for individuals and corporations to contribute by donating dollars and requested supplies.
The three different avenues were:
1) Cash Donations for Direct Bulk Purchase In Japan Through an International Wholesale Chain. 100% of donations purchased pallets of requested supplies, the donor received a invoice and a tax deductible letter.
2) Product Donations in Tokyo which supplied three local Distribution Networks.
3) Donations of select products (only those requested and able to clear
customs) in the US that were transported via air cargo/ocean vessel from Los Angeles to Tokyo to link with the Local Distribution Network.
By far, the fastest, most responsive method for donation to best service the people of Japan was Cash Donations for Direct Bulk Purchase In Japan. This method of Direct Bulk Purchases streamlined the process of giving in many respects. The products they received were familiar and written in their own language, there were no customs or duty issues, the Japanese people had continued employment and the groups received them within 24 hours after the purchase was made and was therefore responsive to the changing dynamic needs of the people of Japan.
The earthquake that struck Haiti January 12, 2010 produced a unique situation where General Aviation was the solution, and we activated. C.A.R.E began making phone calls to coordinate missions the morning after the earthquake devastated Haiti. Within 48 hours the first flight arrived in the island nation.
Operation Haiti has involved more than 715 flights, 3800 passengers and more than 1,400,000 pounds of critical supplies.
Passengers have included medical personnel, relief workers, newly adopted children, injured patients and missionaries.
More than 125 aircraft have been activated for the program, flying more than $5,000,000 worth of flight hours.
Through relationships in the business aviation community, C.A.R.E established a complete supply chain from Fort Lauderdale and Santiago, Dominican Republic to some of the outlying areas around Haiti's capital city of Port Au Prince, including Jacmel, Leogane, Les Cayes, Pignon, Port de Paix and Jeremie.
We provided critical passenger and supply transportation in and out of Port Au Prince prior to the commercial airlines resuming their service.
In 2005, Hurricane Katrina swept through the Gulf Coast. The widespread devastation made headlines on CNN and other major news networks. America watched and waited for the misery to subside and aid to be rendered. After several days of waiting, five individuals within business aviation began using their expertise to organize relief missions. Through a coordinated effort, we began dispatching relief missions and operating supply chains and realized the benefit of a collective response. Our Hurricane Katrina Operation included about 155 flights with approximately 1000 people and 250,000 lbs. of critical supplies.
During Operation Hurricane Katrina we:
Flew 26 TSA agents responsible for opening up the New Orleans airport to commercial aircraft, CDC personnel and evacuees of the disaster.
Utilized connections with the PRC to establish a supply chain to numerous shelter groups.
Focused on General Aviation airports in the disaster region that were cut off from road access.
Brought in life saving supplies until the roads were open and they had other sources of assistance.
After the aviation response was no longer critical and prudent, our group chose the name of Corporate Aviation Responding in Emergencies (C.A.R.E.), elected Marianne Stevenson as President and asked NBAA for it's support, should the group ever need to activate again. We resumed our professional aviation careers for more than five years before we needed to reactivate.
Our mission is to assist in times of catastrophic emergency by coordinating donated aircraft to provide a powerful, immediate response to disaster. By matching aircraft with emergency response teams and critical supplies, we are able to provide a vital window of assistance to save lives and aid those in need.
AERObridge is registering owners of aircraft for our Ready Fleet who would be inclined to donate their aircraft upon our activation and be responsive within four hours of notification.
Existing volunteers may login here.
Financial support is always the most flexible way to help. We are able to use monetary support to act quickly in emergency response situations when a situation calls for immediate action. We are currently seeking monetary donations which:
Please contact Marianne Stevenson if you would like to make a tax deductible contribution, or donate immediately using PayPal.If you would like to make a recurring monthly donation to AERObridge, please click here.
Simply JOIN and SHOP. When you "click" on a merchant or a money-saving coupon on Buy4, you will be sent to that merchant's site. When you make an eligible purchase on the merchant's site, a percentage of each sale will be credited to AERObridge's account in 2-3 days. Buy4 never sees your credit card information or performs any of the transactions. Shopping through Buy4 does not cost any more than shopping directly on our partners' sites, and can even save you money when you use a coupon.
Review the posted needs below and try to match an existing need. You can filter the list by selecting a Category, Recipient (NGO) name or other criteria listed below. Click the “Details” link and scroll to the bottom of this page to get all the specifics of the need, including minimum / maximum quantities, expiration date, etc. Once you locate an item that matches your offer, simply click the “Donate” link at the left of the row.
If you do not find a posted Need that matches your services, click the "Volunteer your Airplane" button to make an offer. Submit all the specific details of your offer and our coordinators will facilitate flights based upon your parameters of assistance.
If you feel that you have the background, skills, motivation and time to participate in AEROBridge's future, please click here to email Marianne Stevenson at AEROBridge your resume' and contact information.
Flight Coordinators - Will assist with the coordination of aircraft pilots/owners and first response teams/evacuees and supplies when activated.
Ground Operations Manager for Ontario, CA – Will oversee the ground operations to include cargo and passengers for the SW regional staging area upon activation.
Ground Operations Manager for Stewart in New Windsor, NY - Will oversee the ground operations to include cargo and passengers for the NE regional staging area upon activation.
Program Coordination Manager to Commercial Carriers – Establish the Known Shipper Status Program and facilitate cooperation among Commercial Carriers to allow greater communication and efficiency during disaster.
Fundraising Manager – Raise money for operational costs and programs such as a Fuel program to assist with costs of fuel for the light GA aircraft..
Legal Counsel preferably practicing Aviation Law
Event Coordinator – Identify and Coordinate the many details involved with promotional/informational events.
Ground/Ship Logistics Transportation Manager - To assist with ground and vessel transportation avenues that will connect with our staging area during the Emergency Response Phase and lead into the transition transportation when aircraft are no longer prudent.
Emergency Response General Help - During a disaster response, people are critical to the success of the operation. People are needed to sort critical supplies, drive supplies or people a short distance to connect with the airplanes, and do any of 100 things that will change as the situation changes. We cannot say what the job will be but we do need people who will "step up" and fill the gaps which makes all the difference.
GA flights help hurricane relief effort (AOPA Pilot)
This is coverage on WTLX TV in Columbia, SC shot on Saturday and Sunday, November 3rd and 4th with personnel from the South Carolina State Guard, Harvest Hope Food Bank and AERObridge working together under the direction of AERObridge Incident Commander Walt Martin.
SUPERSTORM SANDY LATEST: Local pilot flies supplies to New York
Disaster Simulation to Include GA response
Courtesy AOPA Pilot Magazine
By Dan Namowitz
Harnessing the tremendous support resources that general aviation can provide in times of crisis will be one component of a planned disaster exercise to be run by the Department of Homeland Security May 13 through 17.
On January 31st, AERObridge received an email requesting the emergency transport of a paralyzed 12 year-old girl from Port au Prince, Haiti to Charlotte, NC. This story in the NBAA Update details what transpired next. (Read more here...)
Article by Mary Kirby in Flight International Magazine detailing AERObridge relief efforts. Available as a direct link to the FlightGlobal Website by clicking here or as a downloadable PDF by clicking here.
New York Times, February 4, 2010 LÉOGÂNE, Haiti — On a good day, a stray cow might be the only obstacle to landing the small planes bringing oxygen, crutches, baby formula and other supplies that will be put to immediate use at a hospital set up in a nursing school dormitory here (read more)...
AERObridge (formerly known as C.A.R.E., or Corporate Aviation Responding in Emergencies) was honored by the National Aeronautic Association and The Air Care Alliance in recognition of the group’s efforts to provide transportation and logistics assistance in support of relief work during the aftermath of the devastating earthquake. (read more)...
They flew out of New Jersey on board a private aircraft donated by Corporate Aircraft Responding in Emergencies (CARE), a network of aviation specialists who assist as first responders to catastrophic events. They landed in Cap-Haitien (read more)...
What does AERObridge do?
• Our mission is to assist in times of catastrophic emergency by coordinating donated aircraft to provide a powerful, immediate response to disaster. By matching aircraft with emergency response teams and critical supplies, we are able to provide a vital window of assistance to save lives and aid those in need.
Who are AERObridge volunteers?
• AERObridge is comprised of volunteers from the business aviation community during non disaster times.
• AERObridge becomes a network of volunteers in business aviation and general aviation as well as utilizes members of any other organization upon activation.
Where will AERObridge respond?
• United States of America
• 1000 NM outside the United States
When will AERObridge respond?
• In regional disasters that overwhelm the local and state emergency response systems.
• When there is no ground access into a disaster area.
• We will not coordinate flights into any areas that compromises the safety of the aircraft and crew; war torn areas, radiological or chemical disaster zones.
Why is AERObridge needed?
• AERObridge has the general aviation experience to coordinate an airlift rapidly until other larger organizations can respond. Rapid response and fluidity are the core components of the aviation industry on an everyday basis.
• Disasters can occur in areas that have no access to commercial airports and require general aviation airports or more innovative solutions that we have the experience to create.
How is AERObridge Funded?
• AERObridge has received donations from individuals and corporations in the past. We could increase our level of preparedness with more resources but we are all volunteers, which keeps our expenses low.
In the months since our initial response to the Haitian disaster (and the years since we first began operations following Hurrican Katrina) AERObridge volunteers have taken the hard-won lessons from both efforts and molded them into cohesive and far-reaching plans, strategies and policies to guide our future efforts.
First and foremost is our philosophy and practice that we will respond to extreme need with assets that are precisely matched to both the need itself as well as the conditions and facilities available at the destination. During Haitian operations, for example, AERObridge dispatched a fleet of aircraft that ranged from Part 121 Transport category aircraft which operated into and out of Haiti's Toussaint l'Ouverture International airport to single engine aircraft that literally operated onto and off of local roads. Each flight was loaded to the maximum capacity of the aircraft dispatched, and threrefore provided maximum benefit to those in need. In some cases, for example, excess fuel "tankered" in was offloaded at the destination and used to fuel emergency generators. The bottom line is that each donated asset was utilized to its full potential.
A perfect example of this is found in our latest (as of this writing) mission. On December 31, 2010 at approximately 1730, AERObridge President Marianne Stevenson recieved an email from Barbara McLean, a Nurse Practitioner in Port au Prince, Haiti. The email detailed critical need for the transport of a 12 year-old girl suffering from Guillain-Barre' Syndrome, which had paralyzed her from the neck down and left her unable to breathe on her own. What the mission called for was a fast, cabin-class aircraft with enough room for a stretcher-borne passenger. Stevenson put out a call to our registered donors for aircraft that would meet the mission parameters and within 12 hours the owner of a Gulfstream IV-SP had volunteered the use of his aircraft for the mission. Simultaneously, AERObridge began contacting NGOs and like-minded individuals and began gathering equipment and supplies that could be airlifted to Haiti on the inbound leg.
The results were what can only be called a "perfect" relief mission. Supplies and equipment to ease the suffering of literally tens of thousands of Haitians were brought in, and a child in desperate need of sophisticated medical treatment was airlifted out. If not for visa considerations in Haiti, the materials and the patient could have been transported within 24 hours of the reciept of McLean's email.
Despite the fact that relief missions in general are often spur-of-the-moment, AERObridge endeavours to make maximized use of available donated assets, combining that with precise flight planning and logistics arrangements to minimize mission time and get the participant's aircraft back to work as soon as possible.
To make that goal a reality, AERObridge has studied the data gathered during our Katrina and Haitian Relief efforts, taken the lessons learned and through meetings, consultations and planning sessions with Federal, State and Local Authorities, Military Representatives, Private Sector Entities and numerous large and small NGOs has formulated plans for future disaster response efforts.
AERObridge has identified its area of operations to include the continental United States and up to 1000 nm offshore, which will allow all but the very smallest GA aircraft to participate in relief operations.
To download Adobe Acrobat versions of AERObridge press releases and PowerPoint presentations, click on each of the links below.
Special Request Fulfilled by UPS:
JFK to OK by Disaster Tech Lab at the request of FEMA to transport 1 pallet of communications equipment with dimensions 40"X45"X50" (can be depalletized for transport). Any corporate jet willing to assist, email firstname.lastname@example.org immediately.
Although we have access to blood and plasma and aircraft to deliver it, both the EOM and the OK Blood Institute do not anticipate the need for it.
Since aircraft are not required to access hard to reach areas, there are many organizations providing ground response, the roads are open and aid can be sent in higher quantity via truck, AERObridge will not be mobilizing. We will continue monitoring the situation in case we are needed for specific aviation missions. If anyone knows of a specific need, please send an email to email@example.com
Make a recurring donation of $10 or more to AERObridge and receive a FREE survival bracelet. Please email your size (small/medium/large/extra large) to firstname.lastname@example.org.
You can help our ongoing mission by donating one time or every month. Any amount you can give will help in preparation for future disasters. We are a 501(C)(3) non-profit corporation so your contributions are 100 percent tax deductible!
Marianne Stevenson, President:
Eric Whyte, VP Aviation Relations:
Deborah Hamilton-Honeycutt, VP Faith Based Relations
VP Media Relations
Alt. Email: email@example.com
1200 18th Street NW
Washington, DC 20036