2 0 0 5

S E P T / O C T

DELIVERING GLOBAL COVERAGE OF THE HELICOPTER INDUSTRY I N T E R N A T I O N A L

I S S U E 3 4

k a t r i n a
In
the EYE of the
AFTERMATH
 ISSUE 34

C O N T E N T S

18 12 34 44
cover shot by
Petty Officer Kyle Niemi, USCG

HELITECH UK – GROWING WITH THE

INDUSTRY
As a regular exhibitor at Helitech,
Heli Ops gives the run down on this year’s
successful event. 12

katrina – in the eye of the aftermath

Dustin Black visits New Orleans in the wake
of the natural disaster that left the world’s
most powerful nation powerless to protect
its people. He writes of the area’s eventual
saviour – the helicopter. 18

putting the best to the test

Heli Ops joins the Alpine Rescue Unit of SAGF
and GdF air sections where their mountain
rescue techniques are put to the test in
the extreme northwest of Italy. 34

lee county’s guardian angels

r e g u l a r f e a tu r es Medstar –the small but highly efficient air
operation of Lee County EMS has become an

From the Editor 3 indispensable name for the residents

of southwest Florida. 44
New Deliveries and Orders 5
MD’s new helmswoman
means business
New Products and Services 7
Lynn Tilton of Patriarch Partners earlier this
year became the new owner of MD Helicopters.
Subscription Page 53 We ask her how she plans to make MD the
industry’s comeback story of the decade. 54
Personal Profile - Francisco Torres 64

1
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 Mark Ogden
f r o m the edito r
It seems lately that every
PUBLISHER
time I sit down to write the
Neville (Ned) Dawson
editorial, some disaster has
EDITOR struck somewhere in the
Mark Ogden world. In this case, devastating
deputy editor earthquakes appear to have
Rob Neil destroyed over 100,000
lives in Pakistan, India and
US EDITOR
Afghanistan. Millions have been left
Dustin Black
homeless and yet again the helicopter
UK EDITOR is being called on for its utility and life
Sarah Bowen saving qualities. Many affected areas
ITALIAN CORRESPONDENT in Pakistan were inaccessible due to
Damiano Gualdoni landslides and heavy rain that followed,
and Pakistan’s President Musharraf
scandinavian CORRESPONDENT
called for cargo-carrying helicopters to
Rickard Gilberg
help his nation. At the time of writing,
PROJECT MANAGER 30 helicopters were being used to ferry
Cathy Horton supplies and people, but the UN said
proofreader that at least three times that many were
Barbara McIntosh needed. But highlighting the sometimes
hazardous nature of the helicopter work,
DESIGN
Pakistan had lost a military helicopter
Graphic Design Services Ltd
and its six crew. Just a few months
PRE-PRESS earlier, Australia had lost a Sea King and
Crosspoint Media Ltd its crew during disaster support efforts
PRINTING in Indonesia.
Print World In just a few short months we
have witnessed disasters in South Asia
EDITORIAL ADDRESS
(tsunami), USA (hurricanes) and the
Oceania Group Intl
Indian sub-continent. The Paris-based
PO Box 37 978, Parnell
International Council for Science says that
Auckland, New Zealand
PHONE: + 64 21 757 747
the world will witness more deadly natural
FAX: + 64 9 528 3172 disasters as global warming accelerates
and population growth goes on unchecked,
EMAIL
putting large numbers of people at risk. In
info@oceania-group.com
a report to its annual general assembly in
WEBSITE Suzhou in China, the group said that there
www.heliopsmag.com are now 2,800 natural disasters per decade
is published by Oceania Group Intl. and that last year, natural disasters cost
Contents are copyright and may not be reproduced around US$140 billion.
without the written consent of the publisher. Most
Although nations respond to these
articles are commisioned but quality contributions
will be considered. Whilst every care is taken emergencies as each one occurs, there
Oceania Group Intl accept no responsibility for is a danger that the occurrence of these
submitted material. All views expressed in HeliOps
disasters will become so commonplace
are not necessarily those of Oceania Group Intl.
that the individual national efforts may
diminish over time; or that politics will
play an even greater role in determining
the level of response. Current efforts
are, in general, reactive and take time
to pull together and the responses can
be disparate. For example, the UN
Secretary General noted that three
weeks after the quake, the UN had
only received firm commitments for
only 12 percent of the appeal to help
Pakistan, whereas the tsunami appeal
was more than 80 per cent funded within
10 days after the disaster. Anan said that
the effort needed, among other things,
more helicopters.
Is it time for the UN to establish
self-contained helicopter response teams
that can deploy anywhere and anytime?
I know the UN is a bureaucratic behemoth
but it may be the only organisation
sufficiently neutral to pull such a concept
together and have it work across national
boundaries. Just a thought.
Since the last issue, the UK held its
biennial Helitech event and according to
organisers, it was the best yet. There was
certainly some impressive machinery
there and there’s a wrap-up report in
this issue. Two things struck me though.
First, companies are producing simulation
products that address nearly every aspect
of the industry. Low cost, fixed-base
products for small operators up to the
more complex and motion-based systems
for bigger companies. Second, we had
a chance to meet Lynn Tilton, the new
owner of MD Helicopters. She certainly
appears to have a serious commitment
to the company and if anyone can bring
MD back to life, she can. MD builds a good
product but operators have been having
troubles getting spares and support. I hope
that things are turning around. We would
like to hear from MD operators about how
things are going and if they are seeing
improvements. n
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new de l i v e r ies a nd o r de r s
SPECIALIST SIM
Specialist Aviation Services
has introduced a new mobile
Helicopter Flight Training
Device. The company
says that it is now able
to undertake mandatory
instrument flying training
for Police Air Operations at a
fraction of the cost of using
its own aircraft and it is
also able to offer significant
savings on IR courses to other
utility helicopter operators
and pilots.
The Flight Navigation
Procedural Trainer is the
first of its type in the UK
and it has recently achieved
a Level 2 qualification. This
means that most of the
flying can now be done in
the simulator, rather than in
the air. The company’s Full IR
course previously required a
minimum of 40 hours in the
air but now, with the new
simulator, this figure is down
to only 15 hours.
irish ec135
The Irish Air Corps, the air
element of the Irish Defence
Forces, has taken delivery
of the first of two EC 135 P2
helicopters in late September.
The second aircraft is due
in October. As part of the
Air Corps’ fleet upgrade
programme, the EC135s will
be used primarily for pilot
training, EMS and Army
support.
eurocopter 145
success
Launched in 2002, orders
for the twin-engine EC145
presently stand at 85, and
more than 75 have already
entered service. During the
first eight months of 2005,
new orders for 18 EC145s have
been booked, mainly for EMS
customers in North America
(8) and Latin America (3). The
London Metropolitan Police
Authority is the latest law
enforcement agency to have
selected the EC145 with three
due to be delivered in 2006.
uk newscopter
The second R44 Newscopter
in the UK has entered service
for ad-hoc filming work in
North England with Hields
Aviation.
a koala in
america
The Phoenix Police Air
Support Unit has decided
FIRST 139 FOR norway to purchase two A119 Koala
helicopters. This selection
Norwegian helicopter and fixed wing operator Lufttransport
takes place just a few months
has accepted delivery of an AB139. Configured as a twelve
after the Phoenix Police & Fire
passenger offshore aircraft it will be used for passenger
Departments took delivery
transport operations in Northern Norway. According to
of their first multi-role twin
Agusta/Westland, this AB139 is the first to be delivered for
engine A109 Power helicopter.
scheduled passenger transport operations and the first to
The Koala helicopters will
start operations in Northern Europe.
be configured with new high
technology mission specific
md on the march electronic equipment for the
law enforcement role. The Air
The Huntington Beach Police Department has purchased a Support Unit was established
fourth MD 520N. The department, with one of the longest- in 1973, with one helicopter
running airborne law enforcement programs in the country, and now operates a fleet of
has operated MD 500 series helicopters for most of its 33 helicopters and fixed wing
years in operation. The new MD 520N replaces a similar aircraft. The Koalas will
model that has accumulated more than 13,000 flight hours. replace its ageing MD520Ns.
Cumulatively, the department has flown more than 100,000
hours over its history, just over 22,000 hours in NOTAR-
equipped aircraft.
The Dortek Company, a leading Turkish industrial and 109s to airlift
commercial door manufacturer, has ordered an MD 600N for Seattle-based Airlift
its operations in Istanbul. The company will use its aircraft for Northwest has taken delivery
transporting personnel to various sites in and around Istanbul. of two A109 Power EMS
Two individuals, Patrik Snajdr of Klatvoy in the Czech helicopters with four Agusta
Republic , and Paul Davis, of Oregon have each ordered an MD Grands to follow. Airlift
520N. It is the first MD product for Snajdr but is the second also will be the EMS launch
for Davis, who previously operated an MD 500D. customer in the United States
for the 109 Grand.
bell rings up #5 to tucson
The Tucson Police Department has been using Bell
250 keeps on
Helicopter’s 206B JetRangers for more than 20 years and keeping on
50,000 accident free flight hours. Continuing their connection Rolls-Royce and PZL-Swidnik
with Bell, the Tucson Police recently took delivery of their
fifth 206B-3, the first delivery in an order of two helicopters
have signed an agreement for
the supply of 10 Rolls-Royce
for the department. The JetRanger is used to respond Model 250-C20R engines
to burglaries, armed robberies, serious auto accidents, to the Polish helicopter
missing person searches as well as providing aerial photo manufacturer. The engines
opportunities for investigators. will be delivered during 2006
in support of the SW-4 light-
single helicopter programme.
PZL-Swidnik is now
the big frenchman investigating the potential
The EC 725 has entered service with the French Air Force, development of a growth
and its civil brother the EC 225, has begun operations with version of the SW-4, and has
Bristow Helicopters in the offshore market in the North Sea. also signed a memorandum
A total of 30 orders for the EC 225/EC725 have been booked to of understanding (MoU) with
date. The EC 225 first flew in November 2000 and the maiden Rolls-Royce to investigate
flight of the first serial production helicopter took place on powering the new variant with
June 24, 2004. the 650 shp Model 250-C30.
5
new p r oducts a nd se r v ices
CLEVER CAMERA
Oakland County Sheriff’s
Aviation Unit, based in
Pontiac, Michigan, has
recently purchased the
Gyrocam IR for installation
on their Astar 350 helicopter.
The Gyrocam IR combines
thermal imaging with a high
resolution color camera in
a single, lightweight gimbal.
The 800-line, 3-chip color
camera provides clear, crisp
images, recording every
detail in all weather
conditions. The integrated 3
to 5 micron infrared sensor
can capture differences in
heat signatures in either
traditional black and white,
or as color enhanced images.
The Gyrocam IR allows the
operator to view images from
both the thermal imager and
color camera.
thumbs up for
air ambulance
The residents of East San
Gabriel Valley look to be
getting an EMS helicopter
with a dedicated crew to
serve the east Valley’s calls for
trauma care. The annual cost
of the air ambulance with
three staff positions will be
about US$400,000.
The service is to begin
January 1 next year and all
cases will be flown to Los
Angeles County/University of
Southern California Medical
Center trauma unit.
avoiding obstacles COOL air for
EADS and DRS Technologies have agreed to collaborate on US the robbie
marketing and production of the EADS HELLAS laser-based After two years of design
obstacle warning system that offers protection for helicopters effort, working to maximize
against difficult-to-detect obstacles, such as power lines. its efficiency and reduce
its weight, Robinson is now
This agreement covers the EADS Defence Electronics’
offering air conditioning
HELLAS-W (Warning) obstacle warning system, which
in the R44 Raven II. In the
already is in operation on Federal German Police helicopters,
Robinson tradition, it is a
and the new HELLAS-A (Awareness) obstacle warning system,
simple, lightweight system
which is in development for the German Forces NH90
designed to reduce humidity
helicopters and has been identified for potential use
and provide air-conditioned
with US military forces, following a US Foreign Comparative comfort throughout the
Test (FCT) evaluation of a HELLAS-W system in 2002-2003. cabin. Each seat is equipped
HELLAS is an early-warning laser radar-based device with individual overhead
designed for helicopters that reliably detects obstacles in the vents providing 250 CFM
total airflow. The 33lb system
flight path, such as power lines and poles, which are difficult
uses the latest automotive
to detect visually during flight. The system probes its
refrigerant and has 12,000
surroundings with an eye-safe laser beam and can recognize
BTU/hr cooling capacity.
even thin wires at significant distances with high precision.
The evaporator and fan are
HELLAS also is effective in detecting obstacles, such as trees
mounted to the aft cabin
and wind turbines.
bulkhead, preserving all
four baggage compartments.
During operation the
system uses approximately
3 hp and is controlled by a
helicopter pulse toggle switch with off, low,
The new Pulselite 3060 Starlight recognition system has and high fan settings. The
compressor is engaged when
been introduced for helicopter use. This system allows
the fan is switched on and
pilots to pulse two lamps at up to 500 watts each, compared
automatically disengages
to the existing recognition systems at 250 watts per channel
when the engine is near full
or 4 channels at 600 watts each. The Pulselite® 3060
throttle to ensure maximum
has the patented TCAS/TCAD tie-in that gives the product
aircraft performance. The
great versatility by automatically activating the Pulselite
system is priced at US
when traffic advisories are issued by the TCAS system.
$18,000 and will be sold as
The initial installation at Blue Hawaiian Helicopters has optional equipment in the
proved to be simple. According to Precise Flight, the 3060 R44 Raven II only. It is not
encapsulates the latest in technology and reliability, as it was yet an option for the Clipper
developed with the same technology used for large II and is not available for
transport aircraft such as the Boeing 737. The Pulselite 3060 retrofit. Deliveries of new
is available for shipment and installation and is priced under air conditioned ships will
US$1,500. begin in 2006.
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new p r oducts a nd se r v ices
ardiden run
Turbomeca’s latest engine,
the Ardiden has successfully
run and so the development
and test phases can now
proceed. Developed in
cooperation with Hindustan
Aeronautics Ltd (HAL) under
an industrial partnership
contract signed in February
2003, Turbomeca says that
this engine is designed
to be simple and robust
using high levels of modern
technology, with a cost of
ownership much lower than
that proposed by competitors.
The Ardiden 1H turbo-shaft
engine (called Shakti in
India) will first be used to
power the twin-engine Dhruv
helicopter developed by HAL.
This aircraft offers a take-off
load of 5,500kg. Its entry into
service is planned for March
2007. It will initially serve
the Indian Armed Forces. For
this purpose, several hundred
engines will be produced in
the next 10 years.
mobile surveillance bell gets new
Integrian, Inc.is extending its product reach to include mobile software
surveillance for police helicopters and motorcycles. Integrian
Right Hemisphere’s flagship
develops and manufactures the DigitalPatroller mobile
enterprise software, called
video surveillance system for police and other public safety
‘Deep Server’, addresses a
vehicles. Integrian’s motorcycle system is programmed to
new category of enterprise
record automatically using system triggers such as flashing
software called Product
lights, and is stopped by means of the same triggers, with
Graphics Management (PGM).
an optional post-record buffer. Minimal user interaction
is required so the officer can focus on the situation at PGM integrates CAD/PDM
hand which is particularly critical on a motorcycle. The and publishing applications,
camera is a compact, wide-angle, weatherproof unit. In automates 2D and 3D graphics
the air, DigitalPatroller fully integrates with all existing publishing processes, and
gyro-stabilized cameras inside the helicopter. Likewise, manages product graphics
the product captures incoming radio traffic from the in all leading modelling and
chopper’s existing audio system, eliminating the need for a graphic formats. Bell has
dedicated microphone. The pilot’s MDT becomes the client, purchased Right Hemisphere’s
server and burner all in one unit, so officers can capture PGM software suite, which
incidents, download onto DVD and hand off critical evidence is expected to support all
immediately in the field. Bell product and service
lines, including the needs
of its training, marketing,
honeywell ships new engine product support, technical
Honeywell has shipped the initial prototype HTS900 publications, and virtual
reality simulation teams
turboshaft engine to Bell Helicopter for design integration into
based in the headquarters
the Model 407X helicopter. Honeywell says that the engine
outside of Fort Worth,
includes a newly designed dual-channel full authority digital
engine control (FADEC) that is meant to reduce pilot workload Texas. The PGM software
and simplify maintenance. The HTS900 was selected by Bell will automate and integrate
Helicopter last February to power the Model 407X. The HTS900 what were manual processes
produces more than 925 shaft horsepower at takeoff power for generating 3D product
rating at sea level on a standard day. graphics.
new p r oducts a nd se r v ices

‘Hosted-guest programme’ tops the bill as dates for

International Heli Trade 2006 are announced
Dates of the second International Heli Trade everyone who participates in
(26 - 28 September 2006) have been confirmed along 2006 will get even more out
with the announcement of several initiatives for the of International Heli Trade.’
next event designed to enhance the experience for both
Work is also underway on a
attendees and exhibitors.
series of niche conferences
These include a ‘hosted-guest programme’ aimed at Europe’s to take place alongside
top specifiers and an extended social programme to provide International Heli Trade. The
more opportunities for networking between attendees and first to
exhibitors. be announced is Airborne
Response Europe.
Participants who qualify for the hosted-guest programme
This will be a pan-European
will enjoy subsidised travel and accommodation,
version of the Airborne
complimentary attendance at the associated conferences
Response UK conference
and a pre-arranged meeting schedule. The highlight of the
which took place at Oxford
social programme will be the Gala Dinner which will take
Airport, UK in May this
place on the opening night.
year which was widely
Event director Moira Edwards comments, ‘The hosted-guest acknowledged as a pivotal
programme has been very well received by both returning event in the development
and new customers. It shows our absolute commitment to of a ‘joined-up’ UK airborne
building on the quality audience response. More info can be
who came to the first event. With this and the other new obtained from: http://www.
initiatives we’ll be introducing over the next few months, internationalhelitrade.com/

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Helitech UK
Growing with
the
industry
The UK’s premier helicopter event, Helitech was

held this year at the Imperial War Museum Duxford

near Cambridge north of London. Run by Spearhead

Exhibitions and managed by Sue Bradshaw, the

biennial event has been growing strongly over

recent years. “Helitech 05 was a great success, with

exhibitors reporting they had an excellent show,”

commented Bradshaw. “We had quite a few reports

of sore feet and being too busy, so it must have

been a good show!”

story by mark ogden Photos by Mark & rhys ogden

 When we changed to a
3-day event, the public
day went, as did the
flying display, and it is
now a far more business-
orientated show.
above: Harrods Aviation had a
privately owned S-92 on display
which attracted a lot of attention.
ABOVE left: Two potential
customers check out the interior
of Starspeed’s EC155 prior to a
demonstration flight.
ABOVE right: Bristow Helicopter’s
brand new EC225 was bought
down from Aberdeen for the
day and conducted a couple of
demonstration flights.
14
While still a small show compared to
Heli Expo in the USA, Helitech this year
had 263 exhibitors from 18 countries.
There was an increase in floor space of
almost 25% on 2003. Visitor figures were
7,600, an increase of 1,100 or 17% on the
2003 event. Big orders aren’t announced
here but it provides a gauge for how the
industry is doing in the UK.
Bradshaw says that as it is a niche
event for a fairly small industry, the
show does tend to follow the ups and
downturns in the industry. “For example,
if a manufacturer has a new model on
the go, then they might take a large
area in the hall to display a mock-up but
once it has been manufactured we lose
that space as the real helicopter will
be outside either in the static display
or flying!” There has been a noticeable
change in the UK industry. One operator
commented that because there are
more wealthy people in UK these days,
their time is money and one of the most
efficient ways of moving around the
country is by helicopter, especially as the
motorways at certain times of the day
around London are more like car parks.
Reflecting the economy, the corporate
and offshore sectors were certainly well
represented. Bristow was showing off its
new EC225, Lufttransport had its AB139,
(oil workers travelling to work in leather
seats; how the world has changed!), while
Air Harrods and Sikorsky had a private
S-92 on show along with some very well
equipped and exquisite EC155s, S-76s and
a Bell 430. Interestingly, one helicopter
that drew significant attention was a fully
restored UH-1H Huey. In a land not used
to seeing these incredible warhorses, the
attention it drew was quite remarkable.
MD Helicopter is back! The
importance of the UK market to MD was
shown when the new boss, Patriarch’s
CEO Lynn Tilton attended and made
herself available for interviews; gladly
espousing the return of the company. The
Explorer is popular with the police forces
in the UK and its local representative
appeared reinvigorated with the
involvement of the new MD owners.
Patriarch manages over US$5 billion in
investment funds and already put US$150
million into the company. According
 RIGHT: Local Agusta dealer, Sloane
Helicopters, had the first UK
registered A109 Grand on display,
and was one of the most popular
aircraft at the show.
priced to encourage these companies to
‘test the water’ in a show they might not
have previously considered.”
“We will continue to grow the show
to the best of our ability. We send out
questionnaires pre- and post-show to
both exhibitors and visitors to canvass
opinion on what they want to see, and
then try to arrange it!”
Helitech will return to Duxford in
2007 with planned dates for the event
being the 2nd to 4th October 2007, so
mark your calendars! n

to Tilton, she and her company are

determined to make MD succeed.
Simulation received a lot of attention
at this event, with everything from
motion and fixed-base to virtual reality
on show. One of the more interesting
products was a head mounted system
that permitted crewmen to practice
winching procedures without ever
leaving the ground! Because aircraft are
becoming so much more expensive to fly,
operators need to seriously incorporate
high and low fidelity simulation for initial
training and ongoing currency.
Helitech was launched in Aberdeen in
1986 by Spearhead Exhibitions and moved
to Redhill in Surrey in 1987. It ran every
two years and the last Redhill show was
1999 after which it moved to Duxford.
Bradshaw said that because Redhill was
quite a waterlogged site, the decision was
made to a more ‘weather-proof’ venue.
“Duxford has proved to be a very
popular venue with both exhibitors and
visitors so there are no plans to move
from this venue.”
Bradshaw says there are no plans to
change the current 3-day format. “It used
to be a 4-day show, with the final day
open to the public,” she said. “This was
back when we had flying displays. When
we changed to a 3-day event, the public
day went, as did the flying display, and
it is now a far more business-orientated
show. This has the exhibitors backing.”
“One of the things we’ve done
particularly well over the last two shows
is to encourage smaller companies to
exhibit by having a First Time Exhibitor
Zone. The small booths are carefully

Lufttransport had its AB139 on

show, (oil workers travelling
to work in leather seats;
how the world has changed!).

16
C O V ER F EAT U RE

k a t r i n a
In
the EYE of the
AFTERMATH
Dustin Black visited New Orleans in the wake of the natural

disaster that destroyed this modern city and left the world’s

most powerful nation powerless to protect its people.

He writes of the area’s eventual saviour – the helicopter.

story by dustin black

Photo courtesy US Army Reserve
US Navy photo by Gary Nicholls
As Katrina’s torrential In the early hours of 28 August,
Katrina – a category-5 hurricane swept
rains and fierce winds the gulf coastal region of the United
States. Within hours she had left in her
destroyed everything in deadly wake almost 100 miles of coastline
from Mobile, Alabama to the Barrier
their path, those who Islands of Louisiana, and New Orleans,
under water.
stayed behind soon The eye of the hurricane passed just
to the east of the city of New Orleans,
realized their mistake. which sits in a cistern-like shallow bowl,
30 ft (10m) below sea level, with Lake
Pontchartrain at its northern border. Many
had feared the impact that a storm of this
magnitude (referred to as a ‘hundred-year
storm’), would have on the region.
In the Gulf of Mexico the difference
between high and low tide is typically
around one to three feet (less than one
meter). During a storm these tides
can surge causing waves of up to 50 ft
(15 m). In the past, the city has survived
category-3 storms using systems put
in place by Civil and Army Corps of
20
Engineers to pump excess rain waters
from canals and run off ditches into Lake
Pontchartrain. However, these systems
just couldn’t cope with Hurricane Katrina–
neither it seemed could the authorities.
In New Orleans an evacuation plan
went into effect 24 hours before the storm
made landfall. While most people heeded
warnings and those with good sense (and
the capability to do so) joined the massive
exodus of the city, several thousand were
either unwilling, or unable to leave. As
Katrina’s torrential rains and fierce winds
destroyed everything in their path, those
who stayed behind soon realized their
mistake.
Remaining residents were instructed
by New Orleans Mayor, Ray Nagin to go
to the Superdome, a sports megaplex,
and wait out the storm there. Nearly
15,000 of New Orleans poorest residents
did just that. Few realized how grim
their situation would become in a
matter of days.
 US Navy photo by Larry Kachelhofer

above: Two US Navy crewmen

survey what’s left of one of the
many devastated towns along the
coast region of Alabama.

left: This Puma operated by

Billings Flying Service in Montana
suffered dynamic rollover during
relief operations and the crew was
quickly picked up by a CoastGuard
helo nearby.

BOTTOM left: In some cases it was

impossible to get aircraft out of
the Hurricanes way. This S-76 from
Houston Helicopters was a sorry
sight after undergoing maintenance
at the time the Hurricane struck.

OPPOSITE PAGE: Its hard to imagine

a large city like New Orleans
literally underwater, but this is the
As the storm hit, news teams inaccessible to all but helicopter or boat.
scene that greeted rescuers such as
began reporting power outages almost The situation at the Superdome was
the USCG and military crews who
immediately. Although some facilities dire. The ceiling of the stadium all but
such as hospitals and pumping stations blew off, allowing thousands of gallons arrived in the days following.
were equipped with backup generators, of water to pour into what was already
these failed within hours as well. News a hot steamy confinement for those
crews that had set up in advance to cover sheltering below. When the power went
the storm were soon forced to head for out its backup generators only worked
areas away from the shores and seek for a short time. A lack of food and water
refuge where they could find it. With compounded the chronic overcrowding,
roads flooded, transportation came to a which, with no room to lie down and
near standstill and local law enforcement flooded by an overloaded sewage system,
began limiting access. Bridges along became almost unbearable and caused
Interstate Highway 10 (the main east-west tempers and violence to flare.
highway) began to collapse, cutting off Food, water and sanitation were
coastal sections of Louisiana, Mississippi, becoming the immediate needs of those
and Alabama. in the streets as well. Roving gangs
began looting stores and shooting people.
City Under Siege Although ordered by Mayor Nagin to stem
Still the storm raged, but worse the tide of looters, the New Orleans Police
was yet to come. New Orleans’ 17th would begin the practice themselves as
Street levee broke and water from Lake they tried to collect enough water and
Pontchartrain poured into the streets food to survive.
flooding 85 % of the city – making it Anarchy ensued as the system broke

21
 At night they used
flashlights or
chem-light sticks, and
a few even set their
own houses on fire to
attract the attention of
passing aircrews. Petty Officer NyxoLyno Cangemi

Photographers Mate Airman Pedro Rodriguez

USCG Photo

USCG Photo

TOP RIGHT: The Katrina rescues were down completely and snipers even towns it didn’t take long for them to
a team effort in more ways than one. began shooting at rescue personnel become isolated and cut off. The quickly
Here a woman is removed from a US and helicopters. A group of firefighters rising water reduced entire towns to
Coastguard Jayhawk by crewmembers and their families were trapped inside rubble, miles of timber and debris formed
a warehouse by a sniper for two days a macabre line of demarcation along the
and emergency services personnel.
as they waited for help to arrive. Mayor coast. Large sections of concrete pads,
Nagin sent a desperate SOS to the nation. where houses once provided shelter
ABOVE: The look of despair on this
Within days the Federal Government against the elements, were now barren.
rescuer’s face says it all, as he heads
ordered troops of the 82nd Airborne Reports began circulating of dead
back to Coast Guard Air Station New
Division, stationed in North Carolina, to bodies lying in the streets as small groups
Orleans in a HH65 Dolphin.
New Orleans to secure the city and assist of people began looking for lost loved
state and local police as marshal law was ones. Local police, though they worked
ABOVE MIDDLE: USCG rescue swimmers
enacted. around the clock, were in reality initially
had their hands full – literally. Here able to offer little more than a physical
patients are being prepared for Across The Gulf Coast presence.
winching, including one hospital As Katrina moved further inland the
patient, still with intravenous tubes worst fears were being realized. Towns Helicopters...Angels of Mercy
running from their arm. such as Biloxi, Gulfport, Bayou La Batre, In one of the largest rescue efforts
Dauphin Island, Pascagoula, Bay St Louis, ever conducted by helicopters, 3,500
ABOVE RIGHT: A US Navy SH60 Slidell, Port Sulphur, Buras, Venice, Grand rescue lifts were executed, 9,197 tons
crewman assists a local resident from Isle, Fourchon, and Leeville were all of supplies and equipment moved,
the helicopter to waiting aid personnel. devastated. With Route 10 being the only and medical attention given to over
main highway running through these 5,500 people.

22
Petty Officer Robert McRill

above: The CH-47s provided

continuous heavy lift capabilities
to rescuers. Here groundcrew are
about to hook another load of
sandbags to the Chinook to help
plug the breached levee.
Petty Officer NyxoLyno Cangemi

Petty Officer NyxoLyno Cangemi

far left: In some cases all

that parents had left were their
children, and the clothes on
their backs.

left: The rescue basket is the most

common method used by the USCG

The US Coast Guard began flying painted distress signs on houses or large to rescue people, seen here being
missions immediately. Captain Bruce pieces of plywood pleading for assistance; sent up the hoist by the rescue
Jones, commander of the Coast Guard Air “4 people here. Need food & water”; “Ice swimmer who is standing in waist
Station in New Orleans recalls, “Our main for Medicine”; “Need medical assistance deep water.
focus in the early stages of the rescue for 2 people,” and so on. At night they
operations was saving lives and assisting used flashlights or chem-light sticks, and
those in need .” a few even set their own houses on fire to
113 Department of Defense (DOD) attract the attention of passing aircrews.
helicopters (around half National Guard Helicopter crews worked day and night
and half federal assets) flew 24 hours coordinating food and water runs.
a day along the coast and over the city USCG Air Crews trained in hoist
looking for stranded victims. During rescue procedures implemented their
the day victims waved towels, shirts or disaster relief plans. Working 12 hour

23

Haverfield Helicopters
Above: A Haverfield Helicopters MD500D
sits next to a power station which is
underwater. The company’s helicopters flew
teams around Alabama inspecting all the
power generating facilities.
RIGHT: When Lake Ponchartrain breached
the levees, all of downtown New Orleans
Petty Officer Kyle Niemi
became submerged, freeways included.
24
shifts, flying H-65 Dauphins and HH-60
Jay Hawks, the crews lifted stranded
victims from rooftops, balconies, off
floating debris – often maneuvering
dangerously close to power lines and
between buildings to rescue victims.
The downtown heliport next to the
Superdome became the drop off point
for those rescued inside New Orleans.
As local hospitals reached capacity, the
evacuation soon necessitated moving
patients out of the area as well. Louis
Armstrong International Airport located
10 miles west of downtown New Orleans,
became the casualty evacuation point.
With no air traffic control available
(the result of power outages), military
aircrews flew 24-hour coverage in over
100 helicopters using only their training
and common sense.
National Guard helicopters from
other states soon arrived to assist the
USCG – their UH-60 Blackhawks, UH-1V
Hueys and CH-47 Chinooks all being put
to best use. The Chinooks began lifting
3,000 lb sandbags and concrete barriers,
dropping them into the breached areas
of the levee. Army Corps of engineers
constructed a makeshift road and used
heavy equipment to shore up breaks as
best they could to slow the flow of water.
A large challenge was clearing debris
away from the affected area. The US Air
Force flew CH-53s and C-17 transport
planes to carry supplies and personnel
into the area and established a tent city
at the airport for military personnel.
The 621st Contingency Response Team
from McGuire AFB in New Jersey was

Alabama State Police

responsible for setting up the airport base
operations.
The US Navy sent the carrier USS
Harry S Truman, the dock landing ship
USS Whidbey and the USNS Arctic,
to provide fuel and supplies for naval
support along with USNS Comfort, a
ABOVE: The majority of
hospital ship capable of dealing with
coastal areas of Missisippi
some of the overflow from land-based
and Alabama were completely
hospitals. The USS Grapple, with 31
navy divers aboard, was sent to assist destroyed. Hurricane Katrina
in underwater survey and maritime spared nothing in its path.
operations. US Customs also assisted by
sending their black and gold UH-60s. LEFT: Roads into and out of
Louisiana State Police deployed Biloxi, MS were cut. Large
their BH 206B III, BH 206L4, two BH 430s concrete slabs making up
Alabama State Police

and three surplus Army OH-58A+s. bridges were just torn off
Their air detachment began flying at as though they were made
05:00 hrs on the morning of the storm. of paper.
Within minutes of arriving in the New
Orleans area, the first official reports
 RIGHT: Crews from Haverfield are
usually involved in working on
powerlines, however their first role
in Katrina relief ops was to fly
around law enforcement personnel
to control looting and disturbances.

BELOW: As the relief efforts

continued, the number of
helicopters working in the region
grew, – the majority of them being
based at New Orleans Intl Airport.

BELOW RIGHT: Flights were

conducted from dawn till dusk.
Haverfield Helicopters

Both Jayhawks and HH65s were

used to ferry people from their
homes to a downtown heliport in
New Orleans.
Petty Officer Kyle Niemi
Haverfield Helicopters

of highway damage were relayed back state to conduct a myriad of operations Hospital’s request for help by sending a
to HQ – the twin-span leading across involving logistics and personnel. SA 330 J Super Puma and a UH-1H Huey
Lake Pontchartrain was destroyed. Brett Dauphin Island and sections to help evacuate patients to North Shore
McCloud, deputy command pilot and southwest of Mobile Bay were the primary Memorial in Slidell. The company spent
command pilot Bob Craigo encountered focus of areas hit by Katrina, where most five days evacuating two hospitals and
winds in excess of 60 mph (52 knots) even of the damage was due to the 25 ft storm a geriatric-housing project. Pilot Almon
after the storm had passed. surge. After the second day, operations Blain was moved by the commitment of
Other state police across the country in Alabama slowed and the state sent the hospital staff; “My heart really goes
sent helicopters to assist; California 60 Troopers and two helicopters to out to these folks left behind. There was
Highway Patrol sent three Astars, neighboring Mississippi. Between 30 so much to do; those hospital workers
Los Angeles County Sheriff – an H3, August and 6 September, pilots flew to worked for 36 hours straight – they really
Virginia State Police sent a BK 117, and various isolated sections of the Gulf Coast wanted to save those people...there was
the Kentucky Highway Patrol a 206L3. looking for signs of survivors. even a doctor trying to save animals.”
Most of these machines were used for On the civilian side, several companies The operational tempo of the area
surveillance and to move tactical teams also contributed to the rescue and took its toll on equipment and people.
as well as state and local officials as logistical aid. At FEMA’s request, Bell Unfortunately a dynamic rollover
required. Though they lacked hoists or Helicopter sent six helicopters to Lafayette, accident claimed Billings’ SA 330 J during
slings, Louisiana State Police’s helicopters LA – a Bell 430, a 206 L4, and four 407s (one the course of the operation – though
flew many missions carrying internal of which was NVG-equipped). thankfully resulting in no more serious
loads of food, water and medical supplies. Billings Flight Service of Montana injuries than a few minor cuts and
Alabama State Troopers used seven – which, notably, also provided bruises; the USCG was on the scene
government surplus OH-58A+s and one support during the Tsunami last year within five minutes to carry the pilot and
Bell 206L1 in the southern part of the in Indonesia, responded to Memorial crew to safety.

26
27
 role in restoration of the grid system in
Puerto Rico after Hurricane George in
1998, so its expertise and experience
were now called upon to do the same
on Katrina-ravaged home soil. Two
helicopters were dispatched to Entergy
for assessment and personnel transport
– which continued to be a priority.
One helicopter (and one airplane)
were dispatched to Alabama Power for
assessment while Mississippi Power
utilized the remaining helicopter for
back-up assessment.
While restoration of power was a
priority, Haverfield’s work was hampered
US Army Photo
area, only to be advised by the airborne
ATC, OMAHA44, that gunfire had been
reported in the vicinity of the Superdome
and technicians made the prudent
decision to abort and reassess.
Haverfield flew an Entergy supervisor
to evaluate the condition of several New
Orleans substations, determining not
only their condition – whether they were
submerged or not, but also how best to
reach them for servicing, whether by boat
or road.
At one power plant, the entire area
had been completely cut off, stranding 18
workers inside. Haverfield’s helicopters

Haverfield Corporation, a
Pennsylvania helicopter contractor
servicing the electric utility industry,
mobilized four MD 500s to the Gulf region
on the day of the storm at the request
of Entergy in Louisiana – the southern
company which incorporates Mississippi
Power, Alabama Power, Georgia Power,
Gulf Power and Savannah Electric.
Haverfield’s helicopters played a key
by the lack of communication and
inability to mobilize ground resources.
Nevertheless its preliminary assessments
assisted in the development of an
effective recovery plan.
Haverfield’s first scheduled mission
upon arrival was to have been a late
afternoon flight from Baton Rouge to
New Orleans Superdome. After several
delays the mission ultimately had to be
scrubbed as darkness made flying into an
un-lit New Orleans unsafe. The next day’s
planned flights to the Superdome were
likewise unsuccessful; its helicopters
and crew reached New Orleans metro
rescued all the workers, several of their
dogs and all their equipment. Half were
extracted late one evening and the
remainder the next morning. During the
last flight out, pilots and power workers
reported gunfire.
The company also flew General
Electric technicians to Port Fourchon,
located at the very southern tip of LA to
assess the feasibility of towing a barge
from TX, equipped with a huge generator
to restore power to the pumping system
used to off-load oil from supertankers;
the pumping station had limited power,
but the additional generator could increase

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oil flow by 40,000 barrels per hour.
Another mission involved flying with
members of the Baton Rouge sheriff
department’s SWAT team assigned as
escorts; each member equipped with
a R-15 weapon and two 9mm pistols.
After picking up a technician at the
Transmission Operations Center (TOC)
in downtown New Orleans, the mission

US Army Reserve Photo

included line assessments and landing at
a disabled power plant whose controlling
computers were still on-line and needed
to be shut down to prevent a dangerous
restart in the event of a premature
restoration of power.
Yet another mission required Haverfield
ABOVE: A US Army Reserve
flying a line supervisor to coordinate a
crewman surveys a flooded
Bell 212 in removing trees from a line that
powered a pump – critical to the effort of downtown New Orleans
pumping water from the city. from the door of his UH60
Evergreen Helicopters of McMinnville, Blackhawk.
OR dispatched 20 helicopters to the Gulf,
including two Lamas all the way from LEFT: This Jack-Up rig broke
Alaska. Evergreen has an established free of its moorings and
Alabama State Police

base in Galveston, TX, which it used jammed itself under the main
as the operations center for its relief bridge into Mobile, Alabama.
efforts. “Our goal was to send all
available assets not on contracts to the
area. We conducted everything from
rescue operations, flying food and water,
Haverfield Helicopters
Helicopters came to the Gulf of Mexico from
all over the US to assist in relief efforts.
They could all be seen on the tarmac in the
evening undergoing maintenance.
assisting in damage assessment and
evacuating and redeploying offshore
oilfield workers,” said Evergreen’s Jordan
Hanson. “Whatever was needed, if we
were capable of providing it, we did,”
he said. Evergreen’s parent company,
Evergreen International Aviation, has
a long history of helping those in need,
with a division devoted to humanitarian
relief projects – at home and abroad.
David Rath, President of Evergreen
said, “We are glad to be providing our
aircraft to act as angels of mercy in these
efforts...we plan to have our helicopters
helping with everything from rescues to
reconstruction.”
Offshore Rig Damage
Local helicopter companies with
established bases in the disaster-affected
area began assessing their damage
immediately. With nearly 5,500 offshore
structures, it was some time before damage
was assessed to all those in Katrina’s
wake Petroleum Helicopters, Inc (PHI)
headquartered in Lafayette, LA, suffered
substantial damage to its brand new facility
in Boothville, as well as its coastal bases in
Grand Isle and Fourchon. The main focus
of business was returning offshore oil field
workers to platforms in the Gulf.
Because platform procedures require
total shut-in during hurricane evacuation,
those helicopters requiring refueling
could not rely on offshore facilities to
supply fuel during re-deployment. What
was worse, because coastal bases were
without power, fueling at these locations
was not an option either, so aircrews
had to carry enough fuel for round-trip
operations, necessitating significantly
reduced internal payloads
Air Logistics suffered significant
damage – losing its base of operations on
Highway 23, the south road out of New
Orleans that services Port Sulphur, Buras,
30
Boothville, and Venice, LA. However,
when, on Sunday 28 August, a desperate
call was received from the Ensco
7500 drilling rig for help, Air Logistics
responded immediately – launching one
214 ST and two S-76 C+ helicopters. A
tug had been attempting to move the rig
from the hurricane’s path when the tow
cable broke and in 15 ft (4.5m) seas and 25
knot winds, the tug was unable to secure
another line, leaving the rig and 35 people
aboard it adrift in perilous seas.
The 214 ST, flown by John Liner and
his co-pilot flew 100 miles (160km) to
reach the rig. “It was very difficult to land
on the platform. The deck was pitching
and rolling and the rig was turning in
very slow circles,” Liner explained. “I’ve
been flying in the Gulf of Mexico for
over 30 years and this is by far the worst
storm I have ever seen.” With the help of
the two S-76s flown by Danny Platt and
Glen Gerard, Air Logistics helicopters
were able to get everyone off the rig
safely – each crew flying one and a half
hours. “I had guys coming up and hugging
my shoulders and shaking my hand
– they were that happy to get off of that
rig,” Liner said.
The following Thursday, crews were
flown back to the rig, which had drifted
some 35 miles (56km) southwest from
the evacuation point, and Air Logistics
repositioned its aircraft to New Iberia,
LA and all their medium-sized aircraft to
Galveston, TX.
As Katrina moved northward through
the offshore oilfields, she devastated
18 rigs and 34 platforms. Of these, five
rigs and 18 platforms were completely
destroyed and four rigs suffered loss
of ballast and were left listing. The
rig Deepwater Nautilus, owned by
Transocean, Inc, suffered significant
structural damage, drifting 80 miles
(128km) and lost 3,200 ft (975 m) of riser
and sub sea systems. In Mobile Bay, AL,
a jack-up rig broke free of the repair
docks and drifted into the Cochran Bridge
under Highway 10. As engineers tried to
come up with a plan to remove it, the
rig floated with the current freeing itself.
Chevron’s drill rig, Ocean Warwick,
broke off its 425 ft (129 m) legs drifting
60 miles (96 km) before beaching itself
near Dauphin Island, AL.
Damage to oil infrastructure may
not yet be fully realised and further
assessments are still underway. There
is still no information available on the
condition of underwater pipelines.
Political Storm
As the ramifications of the hurricane’s
devastation became apparent, citizens
naturally looked to their elected officials
for assistance – many of whom were far
away from the epicenter. President Bush
remained on vacation at his ranch in
Texas, although he did leave two days
earlier than scheduled and flew over the
affected area in Air Force One on his way
back to Washington, DC. After a briefing
by his cabinet and aides, he returned to
the Gulf States to see the destruction
first-hand, and to witness the desperate
plight of the people involved.
Local Governor, Kathleen Babineaux
Blanco looked like a deer caught
in headlights, unable to make
decisions in response to demands for
immediate action.
As problems intensified, many
officials resorted to blaming their
colleagues rather than focusing on
solutions. While US Senator Mary
Landrieu (LA Democrat) blamed the Bush
administration for cutting funding on
a proposed plan that would have given
Louisiana more money for flood control,
in favor of money for Homeland Security,
it is unlikely that the funding would
have prevented this disaster. What she
should have done was address the poor
performance of her own state officials in
executing the initial evacuation plan.
Senator Trent Lott from Mississippi
went for the jugular of Mike Brown,
director of Federal Emergency
Management Agency (FEMA), for his poor
response time in taking nearly three
full days to set up a crisis center. “If he
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American Eurocopter Service Center

“I had guys coming up and
hugging my shoulders and
shaking my hand – they were
that happy to get off of that rig.”
doesn’t solve a couple of problems that
we’ve got right now,’ Lott said, “he ain’t
going to be able to hold a job because
what I’m going to do to him ain’t going to
be pretty.” Homeland Security director,
Michael Chertoff, relieved Brown of his
on-site position on 9 September, sending
him back to Washington, and Brown
resigned his position as FEMA Director on
12 September.
There was a serious breakdown
in leadership at all levels for which,
eventually, the President of the United
States assumed responsibility.
While there is never a shortage of
buses to drive people to the polls on
election day, one had to wonder why
– when a disaster of this scale hit the
State – were the hundreds of buses
parked in a city compound less than a
mile from the Superdome, not used to
transport residents from the overcrowded
Superdome to neighbouring states.
As politicians and officials pointed
the finger and looked for excuses, the Red
Cross arrived in its time-honored manner,
and after establishing a center point,
began distributing aid in the form of
water, blankets, and temporary shelters.
It took less than 24 hours for Jesse
Jackson, the American Civil Liberties
Union (ACLU) and local nay-sayers to
start shouting RACE! Dian Wilkerson, a
local Rep from Boston, MA 10681_HeliAd_HR_105x148.qxd
said, “If they
had been white instead of black, those
people would not have been left there
– the Bush administration has committed
murders on these people.
Jesse Jackson, declared “Racism is
partly to blame for the deadly aftermath
of Hurricane Katrina...the news media
has criminalized the people of New
Orleans by focusing on violence in the
city.” Louis Farrakhan even stated that a
smart bomb had been placed in a certain
section of the levee to flood only the
black neighborhoods!
In a way, none of them were too far off
the mark... it was about race...the Human
Race but nature doesn’t discriminate.
Throughout the crisis, while
politicians dallied, the rest of the nation
proved that when a catastrophe like this
strikes, it does not matter what a person’s
race, religion, or economic background is,
people will rally together and risk their
own lives to save lives. As ever, helicopter
operators and helicopter crews were at
the forefront of rescue efforts. It is hard
to imagine how authorities could have
coped with a disaster on such magnitude
were it not for the unique abilities of these
machines 1/7/05 2:59dedicated
and their pm Page crews.
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 Putting
the BEST
to the
TEST
story and Photos by dino marcellino
Soccorso Alpino Della Guardia di Finanza – to non-italians, may sound like

it’s straight off an Italian restaurant menu, but in fact, SAGF, as it is more

commonly known, is the highly effective Alpine Rescue Unit of the GdF

(Guardia di Finanza) that conducted over 2,908 successful mountain rescues

in Italy in one year, but even the best of the best have to be tested.

Heli Ops joins the crews of SAGF and GdF air section as they train in the

extreme north-west of Italy.

Background
Before looking at the SAGF in greater
detail, it is worth briefly outlining the
impressive history of its parent GdF. The
GdF is the oldest police force in Italy
whose origins date back to 1774 when
the King of Sardinia, Vittorio Amedeo III
created a lightly-armed force called the
Legione Truppe Leggere (Light Troops
Legion) specifically to monitor financial
matters and to defend the country’s
borders. In 1881 the Legione Truppe
Leggere became the Guardia di Finanza
and was declared an integral part of
Italy’s armed forces.
The GdF has since had a proud history
of serving its country; the GdF fought
in both world wars and has served the
community well in times of natural
disaster. The Corps’ flag, decorated with
18 military and 13 civil awards, reflects
the recognition of a grateful nation.
Today the GdF’s primary function is
that of an economic and financial police
force, with the roles of safeguarding
revenue and expenditure of European
left: The mountains of Italy
Union, state and local authorities, and
are extremely rugged so
combating national and international tax
crews have to ensure they
evasion, money-laundering and all other
forms of financial crime including those keep their skill levels high.
involving intellectual property. Here two members practice
In addition, the GdF carries out a retrieving a patient from a
variety of collective tasks relating to near-vertical cliff face.
defending the nation’s frontiers and
public security – one of which includes
alpine rescue.
The GdF is a large arm around
67,000 strong. One of its main branches

35
 From the helicopter,
which remained airborne
nearby in case the rescuers
required the winch – the
men on the face appeared
as distant moving specks
on the rock.
is the Comando Aeronavale (Air-Naval
Command), which incorporates the
Corps’ Air Service whose headquarters
are at Pratica di Mare Air Base near Rome.
GdF’s extensive aerial fleet,
comprising more than 100 aircraft, is
deployed across 14 Italian territorial
bases to cover a multitude of tasks over
land and sea. The air service operates two
fixed-wing types; the Alenia ATR-42MP
and the Piaggio P-166 DL3, and three
different helicopter types; the Agusta A-
109, Agusta-Bell AB-412HP and the Nardi-
Hughes NH-500.
GdF aircraft are kept busy with daily
patrols of Italy’s extensive coastline and
surrounding seas and regularly engage in
often-spectacular missions detecting and
intercepting illegal traffic in weapons,
contraband, drugs and most commonly,
illegal immigration.
But as TV channels in Italy and abroad
often focus their attention on the daily
interceptions by GdF aircraft of illegal
immigrants crossing the Mediterranean
in overloaded small boats, another
important and valuable role of GdF’s
helicopters frequently goes unrecognized
– its Mountain Rescue service.
The GdF in Mountain Rescue
In 1965, the GdF created the Soccorso
Alpino della Guardia di Finanza, or
simply SAGF (Guardia di Finanza Alpine
Rescue Unit), which rapidly became
Italy’s leading exponent in this highly
specialized activity. Today, 23 SAGF
stations extend from Italy’s northern
Alps, across Grand Sasso Massif in
36
central Italy, to Mount Etna in Sicily at the
extreme south. SAGF personnel –
all GdF volunteers – are trained in
highly advanced rescue techniques at the
Corps’ Alpine School in Pedrazzo.
Rescue teams are equipped with ground
vehicles, specialist mountain rescue
equipment and canine avalanche
search units.
Since SAGF’s inception, the helicopter,
as it has done in so many places around
the world, has increasingly become its
primary life-saving rescue tool with
its versatility, speed, load-carrying
ability and manoeuverability proving
indispensable in the race against time to
save lives, reducing rescue times from
many hours – or even days – to mere
minutes in most cases.
Along with the advent of a helicopter
rescue service came the requirement
for a new breed of professional – the
‘helicopter rescue technician’.
The statistics for 2003 highlight
the outstanding work done by the
SAGF whose workload has consistently
increased since its inception. During its
2,542 mountain rescues that year, (an
increase of 25 percent over the previous
year’s 2,027) the SAGF rescued 2,908
people – 40 percent more than the 2,066
people rescued in 2002.
None of this would be possible were it
not for regular intensive training carried
out by SAGF and the GdF’s Air Section
all year round. Heli Ops joined the crews
of the SAGF and GdF air section as they
trained in every possible environment in
the extreme north-west of Italy.
MOUNTAIN RESCUE EXERCISES
May 2004: Arnad Village, Aosta Valley
On a little grass field the components
of the two Aosta Valley SAGF Stations,
Entreves and Cervinia, met prior to the
training session, and the commander,
Brigadier Delfino Viglione, outlined the
mission. The team comprises members
of varying experience, so it is important
that the standard of training remains
consistent (regardless of experience
level) to ensure procedures are consistent
across the board in actual rescue
situations.
As the Venegono Air Section’s AB-
412HP approached, Brigadier Viglione
fired a red smoke flare to facilitate
landing. The helicopter’s crew and
rescuers rapidly organized who was to
be embarked, how they were to be seated
and what equipment was to be carried.
The location of the rescue exercise
was discussed in detail – which was the
best way to approach the site; was it
possible to land; if so, was the landing
site free of obstacles such as trees or
bushes?
Briefings were given about the
procedures for embarking and
disembarking, fastening the winch and
operating around the helicopter with
the stretcher – all to ensure maximum
security and safety.
This particular exercise involved a
face-rescue which saw the SAGF
rescuers disembarking above the site,
climbing down the face to reach the
injured climber and placing him
on a stretcher before climbing down

with him to the base of the mountain.
From the helicopter – which remained
airborne nearby in case the rescuers
required the winch – the men on the
face appeared as distant moving specks
on the rock, nevertheless it was still
possible to appreciate the precision and
speed of their teamwork. This was only a
left: A thorough briefing is
conducted prior to every training
mission as working in the extreme
altitudes of a hostile environment
can easily turn a training mission
into a real mission.
opposite PAGE: The Agusta Bell
412 is the mainstay of the Guardia
Di Finanza fleet, and is adorned
with numerous aerials and
radomes because of the terrain it
operates in.
simple, routine exercise; bigger and more
exacting exercises were to follow.
August 2004: Aosta Valley – Exercise
Mount White
The Location:
This exercise – ‘Esercitazione Monte
Bianco 2004’ – took place in Val Veny

above: The trust between crew
members of a SAR helicopter is
evidenced here as the winch operator
brings the patient and crewman
aboard, with nothing but air between
them and the ground, 2,000 ft below.
(Veny Valley) in the vicinity of the
Monzino shelter, a favoured base for both
civil and military training exercises,
with a helipad capable of landing two
helicopters simultaneously. Situated
around 2,577m above sea level on one
of the wilder, less accessible sides of
Mount White, the terrain near the shelter
forms an ideal training environment for
mountain rescue specialists with few
tourists in the area.
It is from the Monzino shelter, built
on a rocky spur between two glaciers
(Glacier du Breuillat and Glacier du
Freney), that climbers set out for such
famous peaks as Aiguille Noire, Cresta
38
de Peuterey, Pilastri du Brouillard, the
Innominata and others, and many pages
of mountaineering history have been
written here.
The Participants:
Organized by the Entreves Station,
the exercise comprised delegations
from all 22 SAGF stations as well as the
local Civil Protection, the Aosta Valley
Civil Alpine Rescue (named Soccorso
Alpino Valdostano) and even the French
Gendarmerie’s specialist PGHM – Peloton
Gendarmerie Haute Montagne, from
its Chamonix base on the other side of
Mount White.
Also present were observers from the
Italian Army’s Alpine Specialists, who
in the past played a vital role in rescues
when the army had helicopters based
in the valley. The importance of the
exercise was evident from the numbers
of reporters from many Italian magazines
and newspapers, and from Italian and
French TC broadcasting.
The Helicopters:
The GdF Air Service component
comprised one NH-500 and one AB 412HP,
both from Venegono Air Section. The
Air Unit’s mountain rescue capability
was significantly enhanced by the
introduction in 2003, of the AB 412 to
the previously all-NH-500 fleet. The
radar normally fitted to the AB 412 was
removed from the GDF’s machines to
lighten them and thus further improve
their mountain rescue capability.
The third helicopter involved in the
exercise, a recently-delivered dazzling-
yellow A109 Power, nicknamed ‘Tweety’,
came from Soccorso Alpino Valdostani.
Both the AB-412 and A-109 were
equipped with external winches capable
of lifting 272kg (600 lb) on 72m (240 ft)
cables at up to 30m (100 ft) per minute;
should it ever be necessary, these cables
can be severed using an explosive
cartridge or dedicated cutter.
The inclusion of the A-109 Power was
probably no coincidence in that the type
is a potential contender to replace the
remaining NH 500s; it made sense for GdF
crews to fly it and assess its capabilities
in action.
The Aims of the Exercise:
Such exercises as this allow
refinements to a system that is already
well integrated, but because there are
significant differences, for example, in
the environment of the Aosta Valley and
its high altitude, terrain and temperature,
compared to what might be encountered
by specialists working around Mount
Etna, a main objective was to allow GdF
specialists from all over Italy to meet and
get the opportunity to work side-by-side,
comparing techniques, equipment and
experiences – and wherever possible, to
standardize methods.
Another aim of the exercise was to
enhance working relationships with
other civil and military organizations
currently operating around Mount White.
The Alpine environment is a place that
promotes a strong spirit of solidarity and
it is not at all unusual to see Chamonix-
based French Gendarmerie and Sécurité
Civile helicopters and their rescue teams
working in Italian territory or vice-versa.
This collaboration between Italian and
French agencies produces other benefits,
such as a new stretcher – a joint Italian/
French project that was tested during the
exercise. (The new device will incorporate
high-strength, light-weight materials and
winglets to prevent rotation during aerial
recovery). Though seemingly simple
in principle, the specialized qualities
necessary in a dedicated stretcher
combined with a limited production run,
would make its development extremely
expensive were it not for such joint
participation.
On the Field:
At the bottom of the valley, (1550m
amsl) all the participants met early in
the morning – the approach of their three
helicopters was probably not welcomed
by visitors camping nearby. More than
70 people had to be transferred to the
shelter so the helicopters were kept busy,
shuttling the rescue specialists and their
equipment into place before uplifting the
spectating media personnel.
The exercise was split into two
components; a crevasse rescue and a
face rescue. The specialist destined
to be the crevasse ‘victim’ was flown
onto the Glacier du Breuillat while the
others prepared the equipment. The A-
109 flew the glacier mission, lowering
a French gendarme rescuer directly
down the crevasse attached to the
helicopter’s barycentre hook. He and the
‘rescued’ climber were then extracted
vertically from the crevasse and flown
to safety and a delicate landing on the
helipad to complete a very impressive
demonstration.

above: The Breda Nardi 500C is used
as a support ship and is ideal becaue
of its manouverability. One is seen here
coming into landing at one of the high
altitude landing sites in the Italian alps.
As the crew completed
the final difficult job of
loading the stretcher
aboard the hovering
helicopter, they made
it appear easy.
The scenario for the face-rescue
exercise was that of an injured climber in
difficulty on a projecting mountain face.
The SAGF specialists initially made a
rope descent to attend to the climber and
secured him on a stretcher in position on
the rock face. The difficulties inherent
in such rescues are obvious, as is the
need for a high degree of training for the
specialist personnel who carry them out.
The GdF AB-412 remained flying
nearby, ready to respond quickly, but
distant enough to ensure that the rotor
downwash did not interfere with the
rescue work below, the pilot constantly
considering the wind and the best
approach to the slope, ready to
40
start the recovery mission immediately.
When the time came, the helicopter
hovered above the ridge and lowered
another rescuer to assist his colleagues
on the face; one rescuer joined the
stretcher patient as he was winched up
to the waiting helicopter while another
remained on the face stabilizing the
rising stretcher with a rope, preventing
its rotating in the downwash.
It was thanks to their regular training
that as the crew completed the final
difficult job of loading of the stretcher
aboard the hovering helicopter, they
made it appear easy. The large door and
spacious cabin of the AB-412 assist crews
greatly during this phase of the rescue.
Once the ‘rescued’ and rescuers
were safely off the mountain, everyone
met at the shelter for a well-deserved
meal and debrief, sharing impressions
of the morning’s work and cementing
professional relationships.
February 2005: Avalanche exercise
– Monte Rosa (Mount Pink)
Each year, as spring approaches,
bringing with it longer days and warmer
temperatures, the danger of high alpine
avalanches increases. The climatic
conditions alone make the snowy mantle
increasingly unstable; the presence of
skiers and their skis – which literally cut
the already unstable surface – can easily
precipitate an avalanche. The skiers
are then often the first victims of their
actions and the time available to rescuers
to save them is very short, the first 20
minutes being vital in a race against time
for rescuers.
This avalanche rescue exercise
involved the Alagna, Domodossola and
Macugnaga SAGF Stations, the civil
Alpine and Speleologist Rescue, the Swiss
Border Guard and GdF Air Service from
Venegono. The location and nature of the
exercise might have been different with
the Swiss taking the place of the French,
but the philosophy and aims of this
exercise were the same – to standardize
methods and enhance working
relationships among agencies.
Surrounded by such famous peaks
as Gnifetti (4,554 m), Zumstein (4,563 m),
Dufour (4,634 m), and Nordend (4,609 m),
we were at the foot of Castelfranco Peak,
on homonym glacier at the site of a real
avalanche that occurred some days
earlier – forming the perfect basis for the
exercise, in which four SAGF volunteers,
various objects and a mannequin were
buried in the snow.
When the alert was sounded, the
various rescue units waiting in the
Macugnaga station moved rapidly to
the helicopter. Although time is life and
embarkation has to be rapid, personnel
must be mindful when loading long skis
and rescue equipment to keep everything
clear of the rotor; preparation and loading
were all carried out under the watchful
eye of the winch specialist who was
ready to intervene and help passengers if
required.
The downwash generated by the
helicopter blows significant quantities of
icy snow around that can be hazardous
to eyes, so personnel must remember
to stay low and cover their faces when
embarking and disembarking – a simple
precaution, but important when operating
in this environment.
Searching for survivors in an
avalanche is a very difficult and exacting
task, even for well-trained and well-
equipped teams. Under the command
of an SAGF officer, acting as operations
director, the search was organized
quickly and efficiently.
A helicopter landed not far from the
search site waiting to transport survivors
to the nearest hospital; within minutes
the first ‘survivor’ was located thanks to
his ARVA – a radio-locator transmitter
worn by skiers and climbers.
Rescue dogs located a second
‘victim’ only minutes after the radio
transmitter pinpointed the first. The
dogs sniff out buried victims whose
locations are immediately marked by
flags so that other rescuers can quickly
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shovel away debris to uncover them; The
remaining two ‘victims’ took longer to
find – long enough that had this been a
real avalanche, their chances of survival
would have been slim.
For those victims that were not
easily located by radio transmitters or
dogs, search teams probed the area with
long rods.
Considerations
Helicopter manufacturers pay close
attention to the rescue sector and
most offer dedicated rescue versions
of their helicopters. Agusta recently
demonstrated its new AB-139 to the
Aosta Region’s Soccorso Alpino and HEMS
organization (where its power, cabin
space and litter access impressed) and
the company is developing a new version
of its A-109 named Grand. Eurocopter’s
EC-145, which is entering service with
France’s Gendarmerie and Sécuritè Civile,
was also recently demonstrated to the
Aosta and Piedmont Sanitary Services.
The CNSAS’s statistics (Italian Alpine
Club’s Rescue Branch) highlight the value
of the helicopter in the mountain rescue
mission in terms of the lives saved. In
1985 40 percent of mountain rescues in
ENSTROM HELICOPTER CORPORATION tel 1-906-863-1200 fax 1-906-863-6821 www.enstromhelicopter.com
Italian territory were by helicopter. Ten a charge. As costs continue to increase,
years later in 1995 this had risen to 65 only time will tell how agencies will deal
percent, and by 2000 the total was 75 with this in the future.
percent. What is certain today is the
In 2003, 95 percent of all mountain effectiveness of the service provided by
rescues in the Piedmont and Aosta areas a group of highly professional people to
were carried out by helicopter. whom a great number of others owe their
Even more graphically illustrating the lives.
value of helicopters are CNSAS figures A special thanks to Captain
covering 45 years of mountain rescues Alessandro Comitini, GdF Venegono Air
between 1955 and 2000. Rescues were Section Commander, and all his staff for
attempted for 153 people in 1955; of their patience and hospitality. n
those, 57 died – a tragic 37 percent. By
2000, while the number of people needing
rescue had risen dramatically to 22,729,
the widespread use of helicopters by then
allowed rescuers to save all but seven
Statistics show that
percent of victims.
The helicopter’s speed has reduced
more than two thirds
the time of rescue missions from many
hours – or even days – to mere minutes.
of all rescues are now
Statistics show that more than two thirds
of all rescues are now completed within
completed within two
two hours and almost one third of them
within 60 minutes.
hours and almost one
The only ‘problem’ with the helicopter
– as indispensable as it is as a rescue
third of them within
tool – is its high cost. At present in Italy
and France the rescue service is free; in
60 minutes.
other countries like Switzerland there is
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hether it’s an impromptu
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Fast and fun. So make the
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just too hard.
Lee County’s
Guardian angels
Medstar – the air operation of Lee County EMS, based at

Southwest Florida International Airport, has a very simple mission

statement – “To provide the highest quality out-of-hospital

emergency medical care and transportation for the residents and

visitors of Lee County, Florida.” Dustin Black visits Lee County

EMS where he finds the Medstar team living up to its promise.

story by dustin black Photos by ned dawson

 Most of Medstar’s
calls are trauma scene
calls so its crews
need to be familiar
with the kind of
specialized medical
equipment necessary
for such work.
TOP: The back of the
EC145 is spacious, and allows
medical crews plenty of room to
work on patients.
ABOVE: Visibility from the cockpit
is extensive, giving the pilot plenty
of situational awareness.
ABOVE RIGHT: Pilot Carmen Trunk
fills out the flight log as the
medical crews transfer a patient
inside the hospital.
46
In 2004, (26 years after adding its first
helicopter to its ground ambulance fleet)
Lee County EMS purchased a new EC145
– the first United States EMS operator
to do so. The EC145 joined Medstar’s
BO105 in covering a territory of almost
1,000 square miles including nearly 80
barrier islands. Lee County’s aircraft also
assist four adjoining counties: Glades,
Henry, Charlotte, and Collier, which also
uses an EC135.
An obvious advantage for Medstar in
operating two aircraft is the availability
of a backup in the event one helicopter
goes down for maintenance, as happened
prior to Heli Ops visit when the EC145
was down with a faulty fuel control,
leaving the BO105 to fill the gap during the
wait for the replacement part to show up.
The EC145 is obviously a much more
modern helicopter. It is substantially
larger than the BO105 at 3,585 kg
compared to 2,500 kg for the 105 and
in particular, with its flat, pillarless,
undivided cabin has more unobstructed
interior space than the older machine.
With a range of 370 nm (680 km),
the EC145 out-distances the old BO105
by a substantial margin; the 105 having a
range almost 100 nm less at 278 nm
(447 km).
Looking to the Future
Medstar had good forethought when
purchasing the EC145, because even
though it currently has neither a high-
performance hoist nor sling, it asked
Eurocopter to install the additional wiring
and structural supports necessary to
accommodate them during construction.
After building the airframe, Eurocopter
sent the EC145 to Metro Aviation in
Shreveport, LA to complete these
conversions and apply the desired paint
scheme. Having the conversions done
during the build was far cheaper than it
would have been to retro-fit them later
and it will have the additional benefit of
keeping the helicopter in service when
the time comes, rather than having to
send it back to a maintenance facility for
extensive work.
In April 2005 Medstar obtained its
Part 135 certificate, which allowed Lee
County EMS to begin charging patients for
flights, reducing the burden on taxpayers.
A future goal is to expand operations
to incorporate single-pilot IFR, which
would then also allow Medstar to conduct
hospital patient transfers to other areas
of the state, such as Miami, Tampa,
Jacksonville, and Gainesville.
With the equipment installed in its
EC145, low workload man-machine-
interface (MMI) optimized cockpit and
MAX VIS (an IR system mounted below
the aircraft in a forward fixed position
integrated with a video screen in the
cockpit), a Category 2 approach with
approach minimums to 100 ft would
be a realistic proposition for Medstar
once its Part 135 certificate is amended
to incorporate the planned instrument
authorization.
The County has an annual budget
of between 30 and 35 million dollars to above: Being a coastal based
operate its fleet of 24 ground ambulances operation, Lee County EMS crews
and 2 helicopters. Medstar has a staff spend much of their time flying
of 14; a chief pilot, four line pilots/EMT, over some of the most spectacular
eight paramedics and a director of
scenery South Florida has on offer.
maintenance/mechanic.
Chief pilot, Rick O’Neal, comes from
a diverse helicopter background. After
receiving his helicopter training with
the US Army, he went on to work for
Aerospatiale, Keystone, and ERA before
coming to Lee County. Energetic and well
spoken, O’Neal believes in producing
results, and with a firm focus on the
future of EMS pilots, he believes in a
strong training program.
O’Neal expresses concern at what
he perceives as a systemic problem
throughout the EMS industry; the
influence hospital staff exert over
contract pilots. He has seen numerous
pilots relieved or discharged from
contracts over personality issues rather
than safety concerns and feels it places a
tremendous burden on the industry – it is
an aspect he would like to see changed.
Medstar’s four line-pilots belong to
the International Firefighters Association,
Local 1826, and each is a trained
47
 above: The stability of the
EC145 is an added bonus
for medical crews operating
in the back. Inserting an
intravenous line into a
patient’s neck is not the
easiest task at the best of
times!
ABOVE RIGHT: In a rare
occurence, we were able
to gather some of the Lee
County EMS flight crew
together for a group shot.
“While I don’t enjoy going
out on calls at two o’clock
in the morning for a cut
finger, or a three-day
old cold that someone is
fed up with, folks need
to know we are here for
them, and that we are
always available.”
48
Emergency Medical Technician. Because
state regulations defining hazardous
duty do not include helicopter pilots
– they only cover police, firefighters and
emergency medical technicians – a dual
qualification is required in order for the
pilots to fit the category and earn the pay
they deserve!
The pilots work 12-hour duties in
seven-days-on, seven-days-off cycles,
alternating day and night shifts. Each
pilot is rated in both the EC145 and the
secondary aircraft, the BO105. Annual
training encompasses two phases, the
first (on site) being emergency procedures
and local qualifications, while the second
phase takes place in West Palm Beach at
Flight Safety.
As part of its role in the emergency
service scene, Medstar undertakes
occasional training for local law
enforcement and fire department
personnel in basic helicopter safety and
procedures. (A feature of the new EC145
that staff and other emergency personnel
who may be familiar with the older BO105
need to be aware of is the lower position
of the EC145’s tail rotor in relation to that
of the older BO105). Training of other
emergency personnel even includes
teaching them how they would need to
deal with the helicopter in the unlikely
event of a crash.
Heli Ops spoke to pilot Arnold
McAllester, or ‘Mac’ as he is known
around the base – a no-nonsense
professional, Mac has a background in
military, instructing, firefighting, and
offshore operations prior to flying for
Lee County. Although he is not in the
industry for the love of flying – it is
simply the way he makes his living – Mac
is obviously proud of the unit’s safety
record, emphasizing that there has not
been a single accident or incident at
Medstar since its inception.
Team Effort
With such a small team, each
member assumes additional duties based
on previous experience in differing
backgrounds; Mac, for example, assists
with training other pilots and maintains
manuals and publications, Diana Tackett
(the only female pilot on the team,
and whose husband Rick Tackett also
flies for Medstar) is the ‘safety person’
– responsible for industry compliance at
Medstar, while Carmen Trunk, another of
the pilots, is the BO105 instructor.
Mac explains the call-out procedure
for their helicopters, which is to respond
to requests from attending ground
response teams after they have made
initial patient assessments. Even when on
standby for a specific call, crews keep the
helicopter inside the hangar and out of
the elements until it is needed; parked on
its dolly, it takes little time to tow to its
designated parking spot on the tarmac.
Once the call goes out, the pilot will get
in and begin the pre-flight checklist, so
that by the time the aircraft is towed
from the hangar and surrounding area
checked for obstacles, he or she will
already have begun the start sequence
– the whole process taking no more than
a few minutes.
Most of Medstar’s calls are trauma
scene calls so its crews need to be
familiar with the kind of specialized
medical equipment necessary for such
work; incubators, airway intervention
devices, cardiac monitors, and the
like. Most of its patients are flown to
local hospital, Lee Memorial, and while
Medstar performs a variety of work
such as search and rescue and even fire
spotting, it seldom conducts hospital
patient transfers.
There are currently eight flight medics
at Medstar whose duty rotation differs
ABOVE: The EC145 is fitted
from that of the pilots. Each medic works
with a Wire Strike Protection
a 24-hour shift followed by two days off,
System because of the remote
in rotational cycles; two months with
the helicopter and one month with the landing sites they regularly go
ground ambulances. The flight medics in to pick up patients.
must renew their licenses every two
years and training is continuous with LEFT: A construction worker is

programs in place at Edison Community stretchered into the back of the

College that allow them to meet the helicopter after falling from a
requirement of achieving 32 continuing ladder while renovating
education units (CEUs) every three years a house on Captiva Island.
in order to remain qualified as critical
care emergency medical transport
personnel.

BREEZE-EASTERN

HS-20200 HS-29700 HS-10300 HS-29900

AGUSTA BELL 212/412 AGUSTA A109K2 AGUSTAWESTLAND EH-101 SIKORSKY UH-60Q

AGUSTA BELL AB139 EUROCOPTER AS-350B3 EUROCOPTER AS365(HH65) AGUSTAWESTLAND EH101

HELICOPTER RESCUE HOISTS

700 Liberty Avenue, Union NJ 07083, USA
MDHI MD902 Telephone: (908)686-4000 Fax: (908)686-9292 Web Site: www.breeze-eastern.com

Maintenance
Lee County’s maintenance
incorporates an approved aircraft
inspection program (AAIP) in a computer
generated format, which groups
inspections together, simplifying and
consolidating aircraft logbook entries.
Tony Bagley, who joined Lee County in
June this year as a full time mechanic
and Director of Maintenance, previously
spent 15 years with Rocky Mountain
Helicopters, and was their go-to guy for
setting up new operations.
He has extensive experience with
Eurocopter products and says the support
from Eurocopter is excellent; he utilizes
the manufacturer’s recommendations and
inspections for his maintenance program
at Lee County. Demonstrating support
for his company’s products, Eurocopter’s
South East technical representative,
Cambren Davis was on hand during
Heli Ops’ visit to assist Tony during
run-up checks on the EC145 following
replacement of its fuel control unit.
Tony works closely with chief pilot,
Rick O’Neal to make sure things are up to
par and he welcomes Rick’s ability to deal
with political aspects of the operation,
which allows him to focus more on what
he needs to do. With Rick as his ‘buffer’
Tony has the ability to make decisions on
maintenance issues without having his
hands tied by restrictive County policies,
which makes his job a lot easier.
Life for a single mechanic does get
a little busy at times with two twin-
engined aircraft to look after, and Lee
County is currently looking for another
mechanic with the necessary skills to fit
into the team – someone with the ability
to work largely unsupervised.
Medstar appreciates the importance of
its role in the community and maintains
a continuing public relations program
to raise awareness that it exists to
serve the public. As medic Dan Ceresa
explained, “While I don’t enjoy going out
on calls at two o’clock in the morning for
a cut finger, or a three-day old cold that
someone is fed up with, folks need to
know we are here for them, and that we
are always available.”
The organization sees the potential
future outfitting with night vision goggles
as one way it could further increase the
level of service offered to its community.
The hoist and sling-load capabilities
of the EC145 are other ways in which
Medstar has the potential to increase
support for the County.
Despite the fact that Lee County’s
EMS personnel, as local government
employees, are unlikely to lose the
EMS contract to another operator, they
are all fully committed to meeting the
highest professional standards required
of this demanding industry – which is all
pretty good news for the residents of Lee
County. n
2 0 0 5
S E P T / O C T

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t h e m a g a z i n e t h at d e l i v e r s g l o b a l c o v e r a g e o f t h e h e l i c o p t e r i n d u s t r y
MD’s NEW
Helmswoman
MEANS business
Ask most owners and operators of an MD product worldwide

who Lynn Tilton and Patriarch Partners are and you will

probably be met by a blank look. Tell them that in July this

year they become the new owners of MD Helicopters and that

Lynn Tilton plans to make MD the industry’s comeback story of

the decade, and their look will change to disbelief.

STORY BY Ned Dawson & Mark Ogden

Photos by Bob Fergusson

 Now with a dedicated
team on board and
Tilton with her finger
directly on the pulse,
only time will tell if
they can rebuild the
company’s customer
confidence and turn
MD into the industry’s
poster child.
Do a google search on Tilton
and Patriarch and you wont find
much, even though Tilton manages 60
companies. Interviews with Tilton are
few-and-far between. At the recent Heli
Tech convention in the United Kingdom,
however, Heli Ops had the opportunity
to sit down and have a one-on-one
conversation with the CEO, founder and
principal of Patriarch Partners - Lynn
Tilton. We get some straight forward,
honest answers on why Patriarch bought
MD from near collapse, what plans they
have for the new company, and why she
has taken such a personal interest in this
once, ‘bastard child’ of the helicopter
industry.
According to the Dow Jones Newswire
service, recent comments by management
of Kaman Aerospace and Rolls-Royce,
show that the company is well on its way
to mending ties with alienated suppliers
56
and repairing its reputation. From her
actions so far it would seem that they
have the resources and talent to restore
the company to prominence in the
industry.
Even since our interview, things have
been changing dramatically at MD. With
a new sense of direction at their Mesa
Arizona facility, morale has turned the
corner. MD make a great product, and
now with a dedicated team on board
and Tilton with her finger directly on
the pulse, only time will tell if they
can rebuild the company’s customer
confidence and turn MD into the
industry’s poster child.
Who are Patriarch Partners and
what is your background?
Patriarch Partners, LLC – is an
investment fund with approximately
$US5 billion of assets under its
management, including equity positions
in more than 65 companies. Patriarch
aims to be a proactive partner to
companies during periods of operational,
industry and economic transformation,
rebuilding them by providing liquidity,
time and strategic support.
I earned a BA in American Studies
from Yale University and an MBA in
Finance from Columbia University.
I have 24 years of Wall Street investment
banking and portfolio management
experience. I also served as executive
managing director of Papillon Partners,
a firm that I founded to offer customized
research, valuation, and execution
services to sellers of distressed bank
loans and high yield securities.
Questions
What experiences or beliefs do you have that
encourages you to seek to save companies
rather than break them up and sell off the
assets as others do?
My ability to touch the lives of so
many people by way of providing capital
to them and restructuring companies
that others might liquidate, mandates
my honor and responsibility. I am of
the strong belief that providing second
chances to companies during periods of
operational turmoil and thereby saving
jobs brings additional light into the world.
Loss of a job to an income provider can
be devastating to the employees’ family.
At Patriarch, we believe we can transcend
boundaries that provide substantial
returns for our investors while still
working towards enhancing the lives and
prosperity of the constituents we touch.
In your experience, has there been a common
reason(s) why companies fail?
Companies fail for a myriad of
reasons; some fall short based on one
underlying frailty and others on the
confluence of many. The absence of
sufficient working capital, the conflict of
purpose between warring constituencies,
the demands of a capital structure
heavily burdened by debt, operational
inefficiencies as well as the inability to
spend dollars on R&D and innovation, are
all catalysts to failure.
Are there any basic principles that help
assure a company to survive and prosper?
At Patriarch, we maintain that
companies must travel the dual paths of
building efficiency as well as sustaining
innovation. We also maintain that our
portfolio companies must work from
serving the needs of its customer back
towards the manufacture, assembly and/
or distribution of its products. Companies
need sufficient working capital and the
ability to stay flexible, fluid and have the
access to rapid decisions in the face of
important issues. By providing both the
debt and equity capital to our portfolio
companies, we attempt to insure that no
other constituency can obstruct the clear
path of movement towards prosperity, in
spite of needs that might arise but that
can be rapidly addressed by the clarity of
our corporate structures and governance.
How many hours a day do you work and
what drives you to spend so much of your
time devoted to business?
As of late, I appear to be working
every waking hour—on average 18-20
hours each day. seven days each week. I
am driven and compelled by my ability to
support and drive companies with great
products, people and potential, from the
precipice of destruction towards success
and prosperity. At Patriarch, our risk
profile and the tenure of our investment
funds enable us to take a long-term
view and to venture upon a 180 degree
rebuild of the company with its flaws
and frailties as we see it today. There is
no greater satisfaction for me than the
appreciation from those people whose
lives Patriarch has improved by belief in
their individual and collective potential.
What part of the business do you most
enjoy? Is it for example, the ‘deal’ or working
towards it? Or is it, for example, seeing the
company recover?
There is little about the Patriarch
platform that I do not feel great passion
for, nor relish in each day. My favourite
aspects, however, are the design and
execution of the transaction itself and the
conception of the innovative strategies
that drive our portfolio companies to
their rightful places in their respective
markets. I am always of the belief
that with great management and the
execution of our platform initiatives that
we can endeavour, in every situation and
circumstance, to build the spectacular.
What good and bad experiences did you have
in the early years of business? Did you for
example, experience the ‘glass ceiling’ that other
female executives have commented about?

I think the path to the top of the
corporate hierarchy is fraught with
obstacles for women for many reasons,
including the obvious choices with which
women are faced as the gender that bears
children. As a single mother on Wall
Street for 22 years, I have faced many
tough choices and decisions that rendered
me less than perfect as both mother
and executive. However, at each place of
employment I embraced the perspective
that ultimately the knowledge and
experience I could absorb would never
be taken from me. I choose only to look
back at the past in order to learn from
my mistakes and to venture forward
58
always with the perspective that each
hardship and experience has made me
the leader I am today. I believe the pain of
the past has caused me to be sufficiently
courageous to confront opportunities that
others might view as unpalatable.
Do you still find any reluctance by men to
work with you?
Actually, if there is reluctance I am
now oblivious to the tendency. I find that
with age, my ‘femaleness’ has transcended
from detriment to advantage. I believe
my accomplishments and apparent desire
to transact with honor, integrity and
commitment, is appreciated by all those
with whom I come into contact. However,
there is always a good chance that male
reluctance exists, but for me it passes
unnoticed.
Have you had experience in the aerospace
industry? Are there any differences in
working with the aerospace industry
as compared to working with the other
companies you redevelop?
MD is my first venture or ‘adventure’
in the aerospace arena. The industry,
more than many others, is a very small
world where everyone seems to know
each other and the barriers to entry are
high. However, Patriarch approaches
each investment with the same passion
and with the intent to provide solutions
to the issues and problems that plague
our individual portfolio company or
the industry as a whole. As many in
the industry have already noticed, we
work ‘outside the box’ in terms of the
development of strategies and how we
expand our relationships with customers,
suppliers and our peers.
Was MD in trouble? What were its immediate
problems?
When we arrived, MD’s production
capacity had been restricted by limited
components. The absence of working
capital, the inability to serve its customer
base with spare parts and new deliveries,
as well as large unpaid debts had forced
the Company into a place where survival
had been its only noble cause.
How did you come to know about MD and its
troubles? When?
Wachovia Bank, the asset-based
lender to MD, conveyed the Company to
our attention in late May and suggested
that we delve into the prospect of
purchase. There has never been any
derision amongst anyone that knows
MD that its products and its potential for
success are ‘cult like,’ and ‘enormous’,
respectively. Wachovia, often a partner
to Patriarch, believed that with our
capital and our commitment to difficult
turnaround situations, that MD might
be a prospect for acquisition and they
believed that the demise or liquidation of
MD would be an unnecessary shame.
When did you take over the company? Was
the takeover ‘friendly’ or was it driven by
certain other factors?
We first met with the shareholder
in early June and closed the transaction
on July 8, 2005. The transaction was
more than friendly; it was a joint effort
between buyer and seller to use the
purchase capital to settle the debts of
the Company, provide sufficient working
capital for the future and to insure
that the Company would recover its
own individual identity. Both Sikorsky
and Boeing, who had lent money to
the Company at earlier dates, were
paid in full by our transaction. The old
shareholders continue to own a minority
economic interest with no control
or advisory rights pro forma for the
transaction. Nevertheless, the mutual
intent and desire to give new life and
breadth to MD has promoted a strong
relationship between the Patriarch and
the minority shareholders.
What experience had you with helicopters
before the MD takeover? Did you ever holiday
or travel on business by helicopter? What
were your impressions as a non-aviator
about these machines?
I have travelled on helicopters both
for business and on explorative journeys
in interesting places I had visited.
Actually, before learning more about
our industry, I had often been unnerved
by the safety factor as well as the noise
level during travel. I think my interest in
MD was, in part, enhanced by the Notar
technology which mitigates the noise
element and substantially enhances the
safety factor. The views from helicopters
and the convenience for short journeys,
especially when moderated by ‘how the
crow flies’ is unsurpassed by any other
vehicle of travel.
What were the qualities of MD Helicopters
that attracted and made you believe that it
was a company worth saving?
MD’s products are ‘cult like’ in
the manner that they are valued and
appreciated by operators. Once I was able
to discern the apparent level of import
for the product and the technology, I was
rapidly convinced that MD was worth the
time and the capital investment to raise
the Company to its rightful place in the
helicopter market.
How much money has been paid to date and
how much more do you think will need to be
spent to get the company on its feet?
We have invested over $US150
million of fresh capital to pay past due
payables, restart production, hire new
management, add labor, and revitalize
the procurement and logistics of a spare
part business. As most know, we are also
bidding on the Army’s new $1.3 billion
LUH contract so that, too, has been a
capital-intensive project. We anticipate
at least another $US50 million of fresh
capital investment to put the business
in ‘full court press’ status to fully
serve and satisfy the installed and new
customer base.
What are your priorities in
re-establishing MD?
Our single most important priority
is our duty of care and loyalty to our
installed customer base. Many of our
customers have experienced hardship
and down-time due to the inability to
avail themselves of spare parts. Our new
business model segregates the Logistics
Business—spare parts, customization
and completion, and flight training
from assembly and new deliveries. We
are focused, first and foremost, on the
provision of spare parts and insuring that
our installed base is flying.
What sort of changes can we expect to see in
the immediate future?
I believe the changes are already
readily apparent. Senior management,
but for our general counsel, is all new and
highly creative and qualified. Operators
who had not been able to procure
spare parts are in receipt of deliveries.
Sufficiency of working capital is [not an
issue]. Any delay in deliveries for spare
60
parts is a product of our inability to
procure due to timing and the need for
reintroduction to production lines or the
inability to access raw materials such
as titanium. We have already moved
two helicopters from the production
line to freight for delivery to the Turkish
National Police and we anticipate bidding
on the Army’s $1.3 billion LUH contract as
the prime contractor on Tuesday of this
week. Need I say more???
What successes have you had in the time
that Patriarch has been running MD?
See above...in addition, we have
inspired Andy Logan, patent holder on
the Notar technology, to work with us
to upgrade and innovate our technology
beginning with the MD Explorer. We
begin flight testing this week and are
highly encouraged that the systematic
modifications recommended by Andy
will allow the MD Explorer to meet much
higher standards of weight/flight altitude
with much greater thrust than was
previously attainable.
What strategies do you have to turn the
company around? What are the more
immediate issues and what are the longer-
term goals?
We strongly believe that MD produces
the archetype of the safest and most
economically efficient helicopter in
the market. We understand that the
helicopters have been unavailable to the
customer and a high-risk purchase, in
light of the financial uncertainty that has
enveloped the Company in recent years.
In short, we want to insure that operators
have access to our ‘birds,’ with the
assurance of on-time delivery, and timely
access to spare parts and service for the
long-term.
What sort of new management strategies do
you intend bringing to MD?
We believe that companies must walk
the dual paths of efficiency building and
continuing innovation. We are building
process and efficiency with new systems
and supply chain management so that
we better understand the metrics of our
business and how to most efficiently and
economically serve our customer base.
We intend to upgrade out helicopter fleet
by bringing back to MD the engineer
who gave life to Notar technology. We
have accomplished all this and more
in less than 90 days of ownership and
management.
Although you manage over 60 companies, we
understand that you taking a very personal
interest in MD...why?
I am certain, in part, my appreciation
and devotion to this Company is rooted
in the same addiction that all you
devotees of the helicopter world suffer
under. Most importantly, I perceive the
enormous [importance] of bringing the
‘safest’ helicopter back to the market as
an option for all those operators whose
lives are dependent upon the safety of
the helicopter in which he/she flies. I am
also intrigued and excited by the infinite
potential for growth at MD: I am indelibly
devoted to helping this management
team build the ‘spectacular’!
What are the strengths of the MD?
Its products and technology!!!
In taking over MD, you obviously believed
the company was worth saving. Why? What
risks for Patriarch have been identified in
taking-over MD?
The Company was undoubtedly
worthy of salvation as a consequence
of the demand for its products and the
 Sydney Convention and Exhibition Centre
Darling Harbour, Sydney, NSW, Australia

Monday 30 January Civilian Conferences

Tuesday 31 January Military Conferences

The Helicopter Association of Australasia is inviting non-for-profit

associations from around the world to join us and share technical
innovations, operational experience, some good fun and peer group
networking at this exhibition and conference.
Following the 2005 It is anticipated this will be the biggest helicopter event ever held in the
HAA Industry Southern Hemisphere. In fact, we are confident we will have twice as
many delegates than the number who recently attended the helicopter
Conferences
conferences at the Hyatt Resort and Surfair Hotel on the Sunshine
at SurfAir the Coast. Expressions of interest are requested as we anticipate capping
Helicopter the delegate and exhibition numbers if early feedback is any indication.
It looks like being sold out in a few months!
Association of
Australasia is now Rotor Tech 2006 is conducted by Helicopter Association of
planning the biggest Australasia Limited: ABN 80 002 579 580. It is supported by Aviation
Development Australia Limited, a non-profit subsidiary of Aerospace
ever helicopter event Maritime and Defence Foundation of Australia Limited, in the interest of
in Australasia. promoting the development of aviation.

phone: +61 7 3511 1066

email: president@haa.net.au
website: www.haa.net.au

61
 indelible support of operators in spite
of the disappointing performance of
recent years. We moved with great
force and rapidity to acquire MD as its
orderly liquidation had commenced. We
were unaware of how deep were the
inefficiencies, the obstacles to re-starting
full production and the breadth of
unfilled orders for spare parts. In spite of
the enhanced risk profile unearthed, the
unrealized potential more than offset that
uncertainty and we are more optimistic
and idealistic about the new MD than we
had been prior to Closing.
Will R&D gain some impetus now and if so,
where would the focus of that R&D lie?
R&D has already commenced with
the new Explorer upgrade project led by
Andy Logan. I believe our next project
will be to address the performance issues
with the MD 600 that have most recently
been brought to my attention. However,
in light of the Patriarch commitment to
innovation, one could anticipate that R&D
dollars will be spent on all products, and
where agreements allow – new products.
Do you have any plans for new or improved
products in the next five to ten years?
WE-2368HeliOps9_05_OL.fh11
Improved products are 9/12/05 10:09
on the AM Page 1
way.
I am forever thinking of new products
but as only recently taking the role of
‘Helicopter Girl,’ I will have to better grasp
the restrictions of previous Purchase and
Sale agreements as well as the possible
transcendence of my creative thoughts
into the reality of products. From what I
hear, anything and everything is possible
in the world of helicopters.
Some commentators have linked LUH with
the decision to purchase MD...how do you
respond to that?
The link is easily unchained by
the reality that the commitment
letter to purchase MD was signed
prior to Patriarch’s knowledge of the
opportunity to bid the LUH program.
Lockheed approached Patriarch and MD
after they had heard of our decision to
purchase; they needed comfort with our
commitment and financial support of
the Company. As I am certain you have
heard or read, MD has decided, ultimately
to bid as the Prime on LUH. However,
the purchase was consummated with
the understanding and belief that MD is
a commercial helicopter company and
with a duty of loyalty to its commercial
customer base. We will not sacrifice our
commercial customer for LUH. Rather we
believe a ‘win’ on LUH will only allow us
C M Y CM MY CY
to better serve our commercial operator
with natural upgrades to our helicopters
and a surplus of spare parts in production
and available.
If there is one thing you could say to the
current MD operators, what would it be?
You have MD’s and Patriarch’s
commitment that we will serve you
well. We hope that our actions are
already apparent. In the end, you have
our commitment and our word, but the
onus is upon us to prove that to you in
our actions and in our on-time delivery
of spare parts and new commercial
helicopters. We are back...and we are
planning for the long-term future. We
want you to be proud to be operators of
MD products.
What sort of feedback have you had from
operators so far?
Feedback thus far has been the relief
at seeing spare parts flowing and they
are rooting for our comeback. In the end,
however, they all await with bated
breath for the validity of our promises
and commitments in our actions.
And we can’t expect nor ask for more
than that.
When are you going heli-fishing in New
Zealand?
CMY K
I hope in the very near future!!! n
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p e rso n al pro f i l e
How did you start flying?
I joined the Chilean Air Force Academy in
1986. I started flying fixed wings in 1987,
and then in 1991 I converted to helicopters
with the Brazilian Air Force. Ever since then
I’ve been flying helicopters. I retired from
the Air Force in 1995 and it was then that
I started my commercial career.
HOW MANY HOURS DO YOU HAVE,
AND IN WHAT HELICOPTERS?
I have 4,900 hrs in helicopters. I have flown:
UH-1H/B, SA- 315, SA-316, AS 350, EC 130 B4
and Bell 407.
WHAT HAS BEEN YOUR GREATEST LEARNING
EVENT IN YOUR HELICOPTER CAREER?
During 1993 we had a big flood here in
Santiago. I had the chance to fly a real SAR
mission. I flew about eight hours, rescuing
people from the roofs of their houses,
children from the mud, people floating
down the streams. I was a young pilot and
in this sad event I had the opportunity to
realize that helicopters above all, save lives.
WHAT IS THE CLOSEST CALL YOU
HAVE HAD?
I have unfortunately hit wires twice while
flying helicopters, with no substantial
damage to either helicopter or crew. The
first was with a Huey during an NOE flight
on military training, and the other during a
water drop while on a fire-fighting mission.
There is nothing worse than having a
wirestrike in your helicopter.
WHAT HAS BEEN YOUR GREATEST ACHIEVEMENT
OR PLEASURE IN THE HELICOPTER INDUSTRY?
In 1998 I had a very bad accident while
flying a paraglider. I crashed into a
mountain and broke my back. I was rescued
by helicopter, and the biggest surprise was
to find out that the pilot was one of my
students, and he performed exceptionally.
WHAT HAS BEEN YOUR WORST MOMENT?
On the same accident the doctor said that
64
Francisco Torres
Operations Manager
EcoCopter
Santiago, Chile
Imagine landing at
14,500 ft in the Andes
mountains in an EC130,
then hours later skimming
across Patagonian fields in
an AS350B3. For Francisco
I would probably never walk again.
I thought that my career as a helicopter pilot Torres, operations
would be finished. After extensive surgery,
and three months in bed, I finally walked manager at Santiago-based
again. My recovery was excellent and five
months later I was back flying. EcoCopter it’s just another
WHAT DO YOU LIKE ABOUT THE HELICOPTER
INDUSTRY IN CHILE? day in the office.
The best thing about flying helicopters
in Chile is the different locations you can Although his role includes
find yourself in. From the driest deserts,
hot and high altiplano, the extremely high a lot of paperwork,
Andes Mountains, rain forests, Patagonian
fields, fiords, glaciers and even Antarctica
- all this in the same country. I have been Francisco still enjoys the
very lucky to experience all types of flying
- including filming, fire fighting, external challenges of mountain
loads, heliskiing, tourism, etc. There is
never the opportunity to become bored. flying through the Andes.
WHAT DO YOU NOT LIKE ABOUT THE
HELICOPTER INDUSTRY IN CHILE?
The lack of new helicopters and technology.
The main commercial flying here in Chile
is done with helicopters that are around 30
years old. Most of them are surplus Hueys.
IS THERE ANY ADVICE YOU WOULD GIVE TO
YOUNG PILOTS STARTING OUT TODAY?
Try to obtain the best from your
instructors. Once you are out in the field
you will be primarily on your own. It’s up to
you and your helicopter to do the job well.
WHERE DO YOU THINK THE HELICOPTER
INDUSTRY IN CHILE IS HEADED?
In Chile the use of corporate helicopters
is developing at a rapid pace, as is the
tourism industry’s use of helicopters.
Each year there are more and more
tourists coming to Chile, wanting to go
to remote locations for fishing, trekking,
mountain climbing etc. The helicopter is
now being accepted as the best way to get
to these places, as well as providing a great
way to view the spectacular scenery on
the way there. n