Army Aviation Digest - May 1991

. ~ . f.
Professional Bulletin 1-91 -3

Distribution restriction : This publication approved for public release. Distribution is unlimited.
Major General Rudolph Ostovich III
Chief, Army Aviation Branch
1991: A Year for the Record Books
T
HE YEAR 1991 will be one for the record books:
Operation Just Cause; Operations Desert Shield and
Desert Storm; new doctrine and equipment; the re-emer-
gence of the Armed Forces as one of the most respected
institutions of our Nation; and the continued collapse of
our Cold War adversaries. The 1990s will be a period of
change for our Army, so I believe it important to discuss
one of the central themes of this decade-modernization.
Modernized weapons-and their use by intelligent,
aggressive, and well-trained soldiers-were key to vic-
tory in Just Cause and Desert Storm. In Just Cause,
modernization enabled us to decapitate the Panamanian
Defense Forces (PDF) in the middle of the night and
within hours. Uncoordinated and cut off by lightning-
quick, NVG-equipped air assaults and precision-guided
munitions, most PDF units surrendered instead of fight-
ing. Those that fought did so piecemeal rather than as a
coordinated force. In Desert Storm, the international
arms market had supplied a tyrant with weapons only
one generation behind our own. Our technological ad-
vantage and well-trained joint forces were key in defeat-
ing the Iraqi Army with an absolute minimum of casual-
ties. Unfortunately, the most severe test of many of our
weapons came not on the battlefield but from 20 years
of criticism from uninformed "experts."
As long as unstable regimes can purchase modern
weapons on the open market-including the capability to
manufacture weapons of mass destruction-we must stay
one technological step ahead of our potential adver-
saries. The Army of the future will be smaller. Its
primary missions will probably require rapid deploy-
ments to remote theaters. We must learn to leverage
advanced technologies to quickly achieve decisive bat-
tlefield results. Each Army unit and its equipment must
be more deployable and easier to sustain. As defense
dollars shrink, we must actively search for weapons
systems not only more effective in combined and joint
operations but requiring less support. The weapons and
units of our future Army must dominate a battlefield of
continuously evolving technology and allow us to fight
outnumbered and win.
U.S. ARMY AVIATION DIGEST
This month's Aviation Digest focuses on the RAH-
66 Comanche-the Army's number one modernization
priority that will replace our aging fleet of OH-58 A/C
Kiowa, OH-6 Cayuse, and AH-I scout and attack
helicopters. The Comanche solves the single most criti-
cal deficiency of today's Army-the ability to see the
battlefield. The lethality of tomorrow's battlefield dic-
tates the reconnaissance mission be performed by an
armed helicopter. The Comanche is designed to see the
battlefield-then communicate, coordinate, and fight as
a member of the joint and combined arms teams. As the
critical synergistic link, it will raise the effectiveness of
the AH-64 Apache helicopter to its highest level.
I was fortunate to be chairman of the Source Selec-
tion Evaluation Board (SSEB). Both contract teams
submitted excellent proposals, and the board had an
extremely difficult job in selecting one design and en-
suring the Army received the best operational value.
A key part of the SSEB was an operational suitability
(OPSUIT) cell of II "green-suit" aviation profes-
sionals; their mission-ensure the winning Comanche
design maximized the warfighting contribution to the
joint and combined arms teams, and ease of field opera-
tion. The OPSUIT team carefully examined and cross-
walked each technical issue to ensure every system on
the Comanche performed its mission and remained
maintainable, supportable, and operationally effective.
Defense News called OPSUIT a "rare weapons-
buying strategy," but 1 expect future acquisition boards
will use this same approach. It combined the operational
soldier and materiel developer under the most ex-
perienced leadership. It allowed this team to interact and
arrive at a final assessment. The end result was a weapon
system that fulfills the critical need for armed reconnais-
sance in the combined arms fight.
Successful conclusion of the LH SSEB-and signing
the Demonstration/Validation Prototype phase con-
tract-end years of hard work by industry and Army
A viation. This contract is the cornerstone of our plans
to modernize and, I believe, the payoff with Comanche
is well worth the tremendous effort.
COMANCHE
Training for the 21st Centmy
Major Steven L. Ochsner
Assistant TSM-Training
TRADOC System Manager for Comanche
Fort Rucker, AL
T Reconnaissance Attack
Helicopter (RAH)-66 Comanche will
significantly increase the warfighting
capability of U.S. Anny units on the
battlefield of the 21 st Century. To
capitalize on the new technology,
Army Aviation must develop new and
more effective training. Answering the
challenge is Boeing Sikorsky, the
FIRST TEAM, which is located in
Philadelphia, PA.
2
As the prime contractor, Boeing
Sikorsky will develop a fully In-
tegrated Training System (ITS) con-
current with the aircraft development
effort. Boeing Sikorsky will deliver the
complete and tested ITS to the training
base at the same time as the initial
operational capability (IOC) in De-
cember 1998.
To ensure the training system is
current with the aircraft, training de-
velopment and air vehicle devel-
opment will receive the same
emphasis. The Concurrency Man-
agement Board will ensure aircraft
systems and design are duplicated in
both the operator and maintainer
training device suites.
Although industry is responsible for
ITS development, the Army will be
heavily involved throughout the
process. The entire ITS will be
MAY/JUNE 1991
Comanche Milestones
I FYSSI FY89 I FY901 FY91 I FY92 I FY931 FY94 I FY9S I FY91 FY97IFY98W991

MILESTONE I
JUN 88
COEA DOWNSELECT
MSII
AUG 95
MSIIiA
OCT 96
MSIII
NOV 98
NOV90 APR 91
-4,. ~ , .
OEM/VAL I
END END
FIRST FLIGHT PT EUTE END IOTE
AUG 94 JULY 95 AUG 96 SEP 98
CONTRACT
AWARD
NOV 88
OEM! VAL PROTOTYPE I ~ W L = ~ I
1.- ....
CONTRACT
AWARD
APR91
FIRST FSD
DELIVERY
JAN 96
G LOS S A R Y
FIRST PROD IOC
DELIVERY DEC 98
FEB 98
COEA Cost and Operational Effectiveness Analysis
DEMIV AL Demonstration/Validation
IOTE Initial Operational Test and Evaluation
MS Milestone
'-- EUTE Early Unit Test and Experimentation PROD Production
FSD Full Scale Development
IOC Initial Operational Capability
V.S. Army Training and Doctrine
Command evaluators will detennine
the effectiveness of the ITS and the
EOC unit's readiness to conduct
operational testing.
No matter how good the devel-
opment or how thorough the testing,
the need for changes to the ITS will
occur after fielding. To ensure the
Anny can make these changes, the
V.S. Government obtained complete
data rights to the ITS development.
These rights allow the Anny to use the
ITS anywhere in the world and to
change, update, or restructure the
program of instruction as necessary.
Operator Qualification
Training
Boeing Sikorsky will develop a
complete operator training system to
4
PT Prototype Test
SSEB Source Selection Evaluation Board
include an Aviator Qualification
Course; Initial Entry Rotary Wing
Course; Instructor Pilot Course; and
Maintenance Test Pilot Course.
The training plan employs a
building block approach for all
courses. These courses introduce tasks
on lower order devices, such as
interactive computer based training
(ICBn and perhaps a cockpit
procedures trainer.
Task reinforcement and collective
training will be done in the team
combined anns trainer (TCA n. The
TCA T, a collective training sim-
ulation device, will network with other
TCA Ts or with their combat mission
simulator (CMS) for team and
combined anns exercises.
The CMS will be a high-fidelity,
full-motion device in its training base
application. It will be used for
emergency procedures training,
weapons qualification, and task
reinforcement before the aviator solos
on the aircraft.
The building-block approach and
increased use of simulation will
shorten overall course lengths and
aircraft flying hour requirements for
operator qualification.
Maintainer Qualification
Training
The design for maintainer training
is based on Army Aviation's two-level
maintenance concept. This design
complies with the Anny objective to
reduce the number of military
occupational specialties (MOSs).
Two-level maintenance, which limits
the unit to remove and replace tasks,
MA Y/JUNE 1991
will have one nonmotion base CMS
and two TCA T devices. Each of these
devices has two crew stations capable
of independent or integrated oper-
ation. Thus, up to six Comanche crew
stations can work in a collective
training exercise. Also, both the CMS
and the TCAT can network with the
aviation combined arms trainer to
increase the size of the collective
training program.
Both the CMS and TCAT will rely
on the fiber optic helmet mounted
display (FOHMD) system, rather than
domes, for simulation display. This
approach reduces facility requirements
and costs.
In addition, the FOHMD design
supports the mobility objective for
training devices. This design allows
the entire CMS or TCA T device to be
6
mounted on three 4O-foot trailers. The
trailers can be moved and set up on
any level surface to conduct training.
Besides training using simulation
facilities, collective training will be
conducted through embedded training
features within the aircraft. Data
transfer modules inserted into the
aircraft mission equipment package
(MEP) will simulate air-to-air and
air-to-ground engagements; allow
in-the-air and on-the-ground mission
rehearsal; and provide postmission
feedback.
Finally, the aircraft will have a full
mUltiple integrated laser engagement
systemlair-to-ground engagement
simulation embedded into the MEP.
Maintainer sustainment trammg
programs will be incorporated into the
PIMA.
Collective Training
Fielding Comanche units and
preparing them for their initial Army
Training and Evaluation Program-
Mission Training Plan provide several
unique challenges that come from the
different missions or units receiving
the Comanche.
The missions are armed re-
connaissance and attack, with an
embedded combat capability. The
units include the cavalry regiment, air
cavalry, and light and heavy attack.
To address these challenges, a joint
Boeing Sikorsky and Army working
group is being formed. This group will
study training parameters and publish a
study recommending the best methods
to field and train Comanche units. A
consolidated contractor/Army position
will be developed by early 1992.
MAY/JUNE 1991
Comanches fought
in small groups and
only massed when
enemies stood their
ground. They avoided
pitched battles when
matched or outnum-
bered and preferred
surprise attacks in
small groups. Coman-
ches used ruses,
feints, and ambushes
and liked to attack
swiftly on moonlit
nights.They gave no
quarter and asked for
none. They never
received an attack
head on. If charged,
their lines broke,
melted away, and
formed on either flank
of the enemy; then
co u nterattacked.
Comanches fought
running battles, willing
to trade real estate for
freedom of movement.
Comanches were
best known for scout-
ing, light attacks, and
cavalry-type opera-
tions. Comanche
tactics were studied
and used by the
French and the
English. Comanches
never retreated until
allied warriors (such
as the Kiowas) were
safe.
Comanches used
rapid movement near
their enemies in order
to draw their fire. Once
their enemies had
expended all of their
rounds of ammunition,
the Comanches wou Id
attack with war lances,
their favorite weapons.
Comanches used
sturdy, oval-shaped
shields of laminated
hides in battle. These
shields were held in
such a manner as to
protect the vital organs
of mounted warriors
and their horses. A
shield often was
adorned with prized
eagle feathers or
various war trophies
to show the degree
of bravery and the
number of battles
fought by a warrior.
Fiber Optic Helmet Mounted Display
Comanche Training Synergy
Combined action and synergism in
the Comanche training strategy offer
the Anny the best of two worlds. The
u.s. ARMY AVIATION DIGEST
trategy combines innovative and
dynamic training approaches available
to industry with increased soldier
involvement during the development
phase. In the approach currently under
development, industry develops the
ITS and the Army conducts the
training.
However, industry will develop a
proposal for contractor-conducted
training. The training system has been
defined during the source selection
process. The ITS development phase
will remain responsive to managerial
and technological innovations. These
innovations will ensure Comanche
soldiers are properly trained for the
21 st Century. .,... ,
7
satellites and maintain
the system. The user
segment consists of
satellite receivers.
Satellites transmit
navigational messages
that provide three-
dimensional posItIon
locations guaranteed
space-satellites
accurate to within 15 meters spherical error prob-
able (SEP). Velocity is accurate to .10 meters per
second, and time is accurate to 100 nanoseconds.
GPS at the user segment is passive and does not
require interrogation. The signal is encrypted.
Satellites are distributed in a manner that ensures
that a user anywhere on the earth can receive
navigation information from five satellites visible
within the horizon at any time.
A GPS receiver functions like radio triangula-
tion, but in three dimensions. A receiver
evaluates all satellites within its line of sight and
selects the ones that provide the most accurate
positioning data. The receiver determines the
precise range to the satellites by measuring the
ti!l1e it takes for the radio signal to travel from
the satellite to the observer. Using computer al-
gorithms, the receiver then establishes the ob-
server's position relative to the satellites. Both
the receiver and the satellites know the precise
time and the accurate posi-
tions of the satellites. Essen-
tially, the receiver creates
four equations with four un-
knowns (latitude, longitude,
altitude, and time) and solves
for the unknowns.
gives position updates fast enough for high-
speed, rotary-wing flight. Ring laser gyro inertial
sensors supplement the GPS receiver to provide
"hybrid" navigation. The self-contained backup
navigation system has a Doppler velocity sensor
in a Doppler-inertial configuration. Navigational
elements are integrated with a Kalman statistical
filter implementation containing the algorithms
that put GPS to work for the Comanche crew.
Remarkable accuracies and worldwide
availability provide a navigational capability that
contributes to reducing the pilotage workload in
the Comanche. One's own ship positions and
headings are displayed constantly on the Co-
manche digital map, with a SEP of 15 meters.
The GPS and the Comanche navigation system
provide precise en route navigation through cor-
ridors. They accurately identify waypoints, for-
ward landing zones, battle positions, assembly
areas, resupply points/forward arming and
refueling points, and obstacles. The system en-
hances flight in the nap-of-the earth regime. The
GPS receiver also provides course and glidepath
information for instrument flight recoveries and
tactical approaches.
The Doppler velocity sensor, in a Doppler-in-
ertial configuration, provides a self-contained
backup navigation capability independent of ex-
ternal radio aides. Maximum horizontal position
error (radius of error)
in this mode is an im-
The GPS receiver on the
Comanche is a two-channel
receiver; two satellites are
tracked simultaneously. This
~ ~ ~ ~ ~ ~ ~ tTl , .
- - ' - - ~
pressive 0.5 percent
of distance traveled
over land and 0.7 per-
cent over water. This
capability is available
if GPS becomes un-
available or if the
GPS receIver be-
comes inoperative.
control-ground stations
U.S. ARMY AVIATION DIGEST 9
The Comanche navigation system automatically
configures itself to produce minimum degrada-
tion of accuracy should any of the navigation
components become inoperative. It also automat-
ically reconfigures itself if inoperative com-
ponents later become operational.
GPS enhances effective employment of Co-
manche weapons systems. With the Target Ac-
quisition System azimuth and laser ranging data,
the Comanche navigation system uses an ac-
curate own-ship position provided by GPS to
precisely determine target locations for handover
or autonomous engagement. Members of the
joint air attack team benefit from GPS because of
precise locations of threats, targets, and
friendlies. GPS assists with coordinate bombing
and close air support. It provides more precise
and timely fire support, often giving information
accurate enough for first-round fire for effect.
Accuracy and global availability of GPS en-
hance command and control. GPS offers more
gress/egress, flexible routing, and the accuracy of
Comanche weapons. It provides a significant in-
crease in adverse-weather, round-the-clock par-
ticipation in combined arms operations. All
services use GPS. This provides a common grid
and time reference across the entire battlefield.
Technology helps the aviator overcome the
difficult challenges of airborne navigation. The
Comanche will exploit available technology with
a global navigation system (GNS) that eases
pilotage efforts. The Comanche, with the charac-
teristics of its American Indian namesake, will
be a superior scout and fierce attacker. Integra-
tion of GPS, an accurate self-contained, backup
navigation capability; an onboard digital map
and map display; and automatic reconfiguration
produce a GNS designed to successfully ac-
complish Army Aviation's mission on the
modem battlefield.
The potential agility, flexibility, and the
firepower of the RAH-66 Comanche, and its
precise and responsive navigational and position- navigation system, are unmatched. .f
al information needed on
the nonlinear battlefield to
execute AirLand Battle
doctrine and AirLand
Operations. GPS is a key
combat mUltiplier, espe-
cially in areas where maps
do not exist or terrain
definition is poor (i.e.,
desert, over water, etc.).
The Comanche receives
the GPS signals passively
and can, therefore, remain
electromagnetically silent.
GPS dramatically im-
proves targeting capability,
the probability of target ac-
quisition, low-level lO-
10
user-satellite receivers
MAY/JUNE 1991
COMANCHE
Maintainability of the RAH-66
Chief Warrant Officer (CW4) Wayne A. Waersch
Assistant TSM-Maintenance
T
HE RAH-66 COMANCHE
demonstration/validation
prototype phase contract,
awarded to the Boeing
Sikorsky team, is the result of a
cooperative effort between industry
and the U.S. Army. This program
reflects the effort to provide a
warfighting vehicle that can be
maintained at the user level. The
Army made it clear that the ability to
maintain its future helicopter fleet
would be on the same plateau as the
ability to fight and win on the
battlefield.
First, we should understand how
we arrived where we are today. From
1988, until the contract was awarded
to Boeing Sikorsky, two competing
teams (one was Boeing Sikorsky and
the other was McDonnell/Bell) were
under contract. Their mission was to
reduce the technological risks as-
sociated with a fully integrated
weapon system. These risks included
advanced sensors, processors, soft-
ware, and computers that comprise
the mission equipment package; ad-
vanced composite materials and
manufacturing technology for pro-
Fort Rucker, AL
ducability; and low observables tech-
nology for reduced radar and infrared
signatures on the air vehicle. The par-
ticipation of aviators enhanced this
effort. Aviators provided insight and
feedback to each industry team as
they developed their crew stations.
Also, four experienced maintenance
test pilots from Fort Eustis, VA, were
involved. Two maintenance test pilots
were OH-58 Kiowa qualified; one
was AH-l Cobra qualified; and one,
AH-64 Apache qualified.
This was the first time main-
tenance test pilots were involved with
the actual design and layout of cock-
pit displays, controls, and furnishings.
In addition, maintenance noncommis-
sioned officers from Fort Eustis and
Fort Rucker, took part in meetings
with each of the teams. Through this
information exchange significant
ideas for enhancing maintenance
were developed.
This cooperation between the
government and industry enabled
user-friend I y, maintenance-oriented,
advanced technology to be integrated
into troubleshooting and diagnostic
equipment. To give you an idea of
these advancements, examples of the
many advancements follow. They are
by no means all inclusive, but should
serve to settle some doubts about the
ability of automated troubleshooting
and "remove and replace compo-
nents" to support two-level main-
tenance on the future battlefield.
Availability
The ability to achieve a high-
availability rate depends on numerous
factors. One way to determine if a
design can achieve a specific rate is
through individual measures of
availability. The team of Boeing
Sikorsky succeeded in reducing main-
tenance-manhours-per-flight-hour
and mean-time-to-repair. In addition,
the team succeeded in increasing
mean-time-between-mission-affect-
ing-failures and mean-time-between-
essential-maintenance-actions over
existing systems. Simply put, the
Comanche can fly longer with fewer
failures. Boeing Sikorsky is contrac-
tually obligated to these parameters.
The team also substantiated their
forecasts with supportability analyses
and laboratory demonstrations.
11
12
FIGURE 1: Airframe Accessibility
We have solved maintainability problems
Durable Rotor Blades
Bearingless Main Rotor
CH-46/47 composite technology
No seals or bearings
Nickel erosion strips
Reduced parts complexity
Replaceable tips
Hinged Sensor Package
Access to modules
Environmental protection
Sealed units
Integrated Diagnostics/Prognostics Avionics Bay
Fault and Condition record Access to modules
Component usage record Environmental protection
Connects to PIMA Sealed units
FIGURE 2: Built-in Maintenance Platforms and
Easily Reached, Pull-and-Replace,
Modularized Components Speed Maintenance
-t .. ,
\ (

[\ I I I

Low Vibration
5-bladed main rotor
Automated track and balance
Vibration monitoring
-
. , '
Accessible FANTAIL
Durable large chord blades
Nickel erosion strips
Accessible drive and controls
Ease of Access
Supportability and maintainability
benefits of this weapon system are
largely attributed to accessibility of
the air vehicle (figure 1). No longer
do maintainers encounter component
layering to the point at which several
good parts must be removed to reach
the bad one. Access panels and doors
provide increased work room and act
as built-in work platforms when
necessary (figure 2). Captive fas-
teners are used to decrease the chan-
ces of foreign object damage. Engine
accessories are located on top of the
engine to allow easy removal and in-
stallation at "wing-side." The twin T-
800 engines are integrated with the
airframe through a unique design that
allows engine removal and installa-
tion in less than an hour.
The armament system design
reflects the influence that manpower
and personnel integration (MAN-
PRINT) can have early in the devel-
opment stage. As a result of applying
MAY/JUNE 1991
FIGURE 3: Portable
Intelligent Main-
tenance Aid (PIMA)
MANPRINT principles, the time re-
quired to rearm and refuel has been
significantly reduced. This provides
quick turnaround in the forward ar-
ming and refueling point. It is pos-
sible for three personnel to refuel and
rearm any integral load, including a
full load of gun ammunition, in not
more than 15 minutes.
Tools and Ground Support
Equipment
The Comanche was built from the
ground up by personnel who dis-
played an inherent dislike for peculiar
support equipment (PSE) and addi-
tional ground support equipment
(GSE). To date, nine pieces of
peculiar ground support equipment
have been identified. The commit-
ment to reduce PSE and GSE will
continue throughout the demonstra-
tion/validation prototype and the full-
scale development phases. In a
Comanche unit transportation of PSE
and GSE will not resemble the Rin-
gling Brothers, Barnum and Bailey
Circus leaving town. In addition, the
FIGURE 4: Flightline and Logistics Automation
Unit Level &1
Logistics
System
Identify through prognostics
that transmission needs to be
replaced.
AVUM COMPANY- PIMA-
cuts 2407
Logbook updated with red X in
2408-13.
annotates 2405
prompts 2404 checklist
for transmission replace-
ment
queries supply for new
transmission
TI uses PIMA to sign off
red X items
0-- AVUM for disposition
User maintenance platoon
designated to do the repair.
Test flight OK.
tAJ
Unit
I
(;;\ - Level
~ Logistics
_System
I
Update 2408-13,2408-16,
and 1352
Close 2407
~ ________ ________________ + ~ o
Mission capable aircraft
back to CO for mission.
Annotate 2405
Materiel supply condition tag
Prepare for tum-in
first team has reduced the number of
handtools used to 12.
Diagnostics
The fault detection/isolation sys-
tem has received significant attention
and resources. Industry recognizes
that most fielded systems today did
not achieve the integrated diagnostic
values they were designed to achieve.
Because of this shortcoming the
Boeing Sikorsky team invested a sig-
nificant number of dollars and time to
provide soldiers a diagnostic system
that will reach all of its designed
values.
The centerpiece of man-in-the-
loop fault detection/isolation, as an
assist to the expert automated system,
is the portable intelligent maintenance
aid (figure 3). This hand-held device
provides the maintainer the trouble-
shooting logic and fault isolation
paths needed to isolate faults to the
line replaceable unit/line replaceable
module. The device is the electronic
compilation of the cumbersome main-
tenance manuals, repair parts and spe-
cial tools list, historical records, re-
quired inspections, etc. This lap com-
puter-size device also receives
trending and prognostics data through
a data transfer system. The data
transfer system is capable of integrat-
ing with current and future ground
based logistics systems (figure 4). As
the air vehicle senses a trending that
may result in a failure, it alerts the
prognostics, which forecast when the
suspect component should be
removed.
The attributes of the Comanche
represent a significant increase in the
capabilities of our maintenance man-
agement tools. The effort being ap-
plied to make the Comanche the most
supportable weapon system ever
brought into the Army is not "pie-in-
the-sky." The level of dedication and
effort from both the Army and in-
dustry must, and will, continue. The
cooperation among those involved
thus far has been enjoyable, and as a
maintainer in today's Army, I am
keeping my eye on the Comanche. It
is truly a new generation. ;r=: ,
13
COMANCHE
A v I A T o R
Chief Warrant Officer (CW4) Mark Ammon
Assistant TSM - Operational Requirements
Fort Rucker, AL
The date - November 1998.
The location - a
cavalry-dominated bar.
KEITH AND ROY, two
cavalry aviators, are discussing
their aircraft's relative importance
to aviation. Yes, the continuing
scout-attack camaraderie is still
alive! Keith, an attack pilot, glan-
ces at the door and sees an aviator
he does not know walk up to the
bar. As the aviator approaches the
14
empty seat next to Keith, Roy's
eyes focus on a new unit patch he
hasn't seen in this bar before. Roy
elbows Keith as if to join forces
and loudly says, "A Comanche
pilot! What the heck is a Com-
anche pilot-attack or scout?"
Sam is an RAH-66 Comanche
standardization instructor pilot.
His unit had just completed their
first Army Training and Evalua-
tion Program-Mission Training
Plan and became the first opera-
tional RAH -66 unit. Sam turns
and looks at Roy and Keith, nods
his head and says, "Both! I'm
armed recon."
"What's that?" Keith asks.
Sam replies, "If you look at the
aircraft the Comanche is replacing
and the missions the aircraft per-
formed, you will have a clue. In
cavalry units we have always
done armed reconnaissance. How-
ever, we used two types of aircraft
and four pilots to get the job done.
Now, with the Comanche and its
mission equipment package,
armed reconnaissance takes one
aircraft and two pilots. During a
MAY/JUNE 1991
mission I'll do both scout and at-
tack tasks. The task list required
for an armed recon aviator in-
cludes all your tasks and yours,"
as Sam points at each aviator at
the bar.
He continues, "The cavalry
squadron I'm in has 25 Comanche
aircraft. No longer must you
worry about teams and the mix of
teams. The Comanche's flexibility
and reconfigurability allows us to
transition from scout to attack
tasks as the mission progresses.
Ha! Don't tell the slick drivers
this, but we even have to practice
slingload operations in case we
need to move the forward arming
and point."
Roy states, "I heard the Co-
manche is stealthy like the B-2
and the F-117."
Sam nods, "Yep, the Comanche
uses the same low-observable
[LO] techniques as those aircraft.
It also uses new techniques
developed early in the Comanche
program, which are helicopter
specific. Everyone thinks stealth is
defeating radar systems. Actually,
there are five areas of stealth-
radar, infrared [IR], acoustic,
visual, and a balance between ac-
tive and passive countermeasures.
The basic radar cross section
[RCS] of the RAH-66 is reduced
by fuselage shape, rotor blades
shape, and by using radar absorb-
ing materials. If we go into a high-
intensity radar environment, we
can put a kit on the aircraft that
will further reduce the signatures
of the aircraft.
"With this kit on, the radar sig-
nature of the aircraft is so low it is
like trying to see a small bird off
in the distance. During training we
receive courses on radar theory
and how threat radars work.
Knowing what the threat radars
are looking for determines what
countermeasures to defeat threat
radar are put on the helicopter.
Our IR signature is so low we
gave the Air Defense Artillery
guys fits during operational test-
ing. We even had to do additional
side tests to ensure the threat IR
systems were working properly.
Acoustic and visual signature
reductions were part of the design
from the beginning and were con-
tinually emphasized during the
design process. Reducing the pas-
Radar Cross Section Comparison
ARMED
RECON
configuration
RAH-66 Versatility
ATTACK
configuration
15
sive signatures of the aircraft
decreases the active counter-
measure requirement."
Roy asks, "What do you
mean?"
Sam continues, "Low signa-
tures allow for low-power jam-
mers. High-signature aircraft like
the AH-64 Apache require higher
power jammers. It's like jamming
a radio signal. A weak radio sig-
nal, low RCS, can be jammed
with a low-power jammer. The
same happens with radars. A low-
radar signature requires only a
low-power jammer. This reduces
the weight and cost of the jammer.
It decreases your signature when
jamming so everyone on the bat-
tlefield is not alerted to you."
Keith asks Sam, "Why didn't
they put the sight on the mast?"
Sam answers, "We do have a
part of the sight on the mast,
Longbow radar. Longbow is a
planned product improvement to
the Comanche that will be in-
stalled in a few years. Actually,
the target acquisition system is the
integration of all sensors on the
aircraft, to include Longbow, and
not just an electro-optical sensor.
16
Comanche Aviator
This integration allows the crew to
acquire and fight in more than one
spectrum at a time-IR, forward
looking IR, radar, etc. If denied a
spectrum, the crew can complete
the mission using another. There
were other reasons to put the
electro-optical sensors on the
nose-dash speed, empty weight,
LO, and air combat."
Roy asks, "Air combat?"
Sam replies, "Yes, as you
might think, the fire control equa-
tion that points the gun is complex
and has many variables. Some of
the variables are not exact num-
bers and have errors associated
with them. To make the Co-
manche gun a point target weapon
system, the total summation of all
errors, which is called 'error
budget,' must be kept very small.
Two ways to reduce the error
budget are to reduce the number
and size of the errors. Putting the
electro-optical sensor on the nose
reduces both."
Roy says, "I heard you guys
have a digital map."
Sam smiles again and says,
"Y ou just hit on the heart of the
Comanche. The digital map, in
conjunction with the binocular/
monocular helmet mounted dis-
plays, provides the crew situation-
al awareness."
Keith asks, "What's that?"
Sam explains, "Situational
awareness is the presentation of
friendly and enemy dispositions in
conjunction with overlays, wire
hazards, target reference points,
and other information in a spatial-
ly relevant manner. This presenta-
tion allows the crew to make
quick and accurate tactical
decisions in keeping with the
commander's intent.
"Presently, you spend a great
deal of time preparing your map
and knee board for the mission,
plotting information, and digging
out Communications-Electronics
Operation Instruction [CEOI] in-
formation. Then, once on the mis-
sion, most of your time is spent on
navigation tasks, gathering recon-
naissance information, and plot-
ting it on your map. In the
Comanche, we get a laser disk
with the mission, all the premis-
sion planning information, all
overlays, CEOI, radio/encryption,
and threat information. We then
MAY/JUNE 1991
go to the aircraft, review the mis-
sion, and can check the selection
of observation pointslbattle posi-
tions [OPs/BPs]. This is done by
having the mission processor cal-
culate and display line of sight
plots from the selected OPs/BPs to
the area of interest. Then we can
display a perspective view of the
area to look at other tactical con-
siderations of the OP/BP.
"Once on the mission, the tac-
tics expert function continually
gathers infonnation from onboard
sensors. These sensors are the
radio frequency interferometer,
laser warning receiver, chemical
detection system, target acquisi-
tion systems, aided target detec-
tion and classification system,
reports from other aircraft, and
transparent data sharing from
other aircraft. The tactics expert
function blends the infonnation
with friendly premission overlays
and presents the situation to the
crew along with a recommended
route to next destination."
Roy shakes his head and
says,"l'll believe it when I see it."
Sam replies, "I have a VIP
static display tomorrow at the
parade field. Come on over about
1130 and I'll show you. I'll even
show you the embedded training
mode and let you do a little air-to-
air combat sitting on the ground,
running on the secondary power
Situational Awareness
, ~
Dam ,'" '"
BU .. ,,, "'\.:
Pre-mission planning
Mission rehearsal
Tactics expert function
Terrain analysis
unit. I've got to go. See you all
tomorrow. "
Although this story takes place
in a futuristic setting, the ques-
tions are being asked now by
pilots in the Anny Aviation com-
munity. The U.S. Anny Training
and Doctrine Command
(TRADOC) System Manager
(TSM) intends to establish a con-
tinual dialogue with users and pro-
vide infonnation on the
Comanche program. Send your
questions about the RAH-66
Comanche to Commander, U.S.
Army A viation Center, ATTN:
ATZQ-TSM-C, TRADOC Sys-
tem Manager for Comanche, Fort
Rucker, AL 36362-5000. tilE f
Dam
,1 Bu .. '
Target data base
Overlays, Report Formats
Automated CEOI I ALLOWS DECISION MAKING.
TEST AND EXPERIMENTATION COMMAND
This article begins regular coverage from the U.S. Army
Test and Experimentation Command, Fort Hood, Texas.
Attack Helicopter Pilot' s Worst Nightmare
Lance Corporal Lisa R. Wright
Joint Public Affairs Office
Marine Corps Air Station
Yuma, Arizona
Oe of the worst nightmares facing attack
helicopter pilots is the thought of enemy high-per-
formance jets screaming across the sky and "lock-
ing in" with a missile. A new Air-to-Air Stinger
(ATAS) weapons system is being employed on the
AH -64 Apache to deter enemy fighters from attack-
ing. The Marine Fighter Training Squadron-40 1
(VMFf -401), Marine Corps Air Station (MCAS),
Yuma, AZ, decided to make some Army pilots'
worst nightmare come true and test the effective-
ness of their new system.
Stinger missiles, which are usually shoulder-
fired weapons, are attached to the wing stations of
the AH-64 Apache by metal clips. They are then
connected to the weapons firing system inside the
cockpit, thus converting them to air-to-air weapons.
VMFT-401 's role was to fly at various altitudes
and speeds to see if AH -64 Apache pilots could
lock in on VMFf-401 's F-5 Tiger II aircraft with
the Stingers. This type of flight is called a "profile."
VMFT -401 pilots simply present themselves as tar-
18
gets to test the general tracking capability of the
Stinger missile.
The AH-64 Apache normally is not used for air-
to-air combat. Its primary mission is antitank com-
bat. However, the absence of any air-to-air weapons
system makes the AH-64 Apache vulnerable to
missile attack by high-performance jets. Its normal
weapons payload is Helicopter Launched Fire and
Forget (HELLFIRE) missiles and a 30-millimeter
cannon that fires 650 rounds per minute. The
Stinger missile was tested as a deterrent weapon for
the AH-64 Apache to make it a much less inviting
target for high-performance jets.
The training was conducted at the Target Recog-
nition Range Area, Yuma Proving Ground (YPG),
Yuma, AZ. Pilots from the Utah National Guard's
1/211 th Aviation Group (Attack), Army Aviation
Support Facility, West Jordon, Utah, and the Army
Aviation Test Directorate, U.S. Army Test and Ex-
perimentation Command, Fort Hood, TX, par-
ticipated in the Stinger missile tests.
MAY/JUNE 1991
Apache pilots get a firsthand
look at the "enemy" planes of
Marine Fighter Training .
Squadron-401.
An Apache loaded with four
Stinger missiles readies for
takeoff from MCAS Yuma.
An Apache heads for home after a recent visit with pilots from
VMFT-401.
"The test went very well, and we are pleased.
The opportunity to work with Marine pilots is
something we don't have a chance to do very
often," said Colonel Tommie McFarlin, Director,
A viation Test Directorate.
"VMFf-401 flew regular sorties against the AH-
64 Apaches at YPG to evaluate the actual potential
of the Stinger as a self-defense mechanism against
hostile fighters," said LTC Robert Lunday, com-
manding officer of the VMFf -401 "Snipers."
Besides working with VMFf-401, the Aviation
Test Directorate conducted sorties with Marine
A V -8 Harriers from the Marine Attack Squadron-
211, Marine Corps Air Station, Yuma, AZ. Train-
ing with various aircraft gives a better
understanding of the capabilities of the A T AS mis.,.
sile system.
'Operational Tester
The Aviation Test Directorate, TEXCOM, Fort
Hood, TX, conducted the Initial Operational Test
and Evaluation (IOT&E) of the AH-64 Apache Air-
to-Air Stinger (AT AS) system. The test was con-
ducted from 29 April through 10 May 1991 at
YPG, AZ. The purpose of lOT &E was to assess the
results of integrating the AT AS product improve-
ment program on the AH -64 Apache. The data
were collected and analyzed by the Aviation Test
Directorate. The Operational Evaluation Command
(OEC), Alexandria, VA, will evaluate the test data.
Both TEXCOM and OEC are members of the
newly created Operational Test and Evaluation
Command, Alexandria, VA. The proponent for the
ATAS system is the U.S. Army Aviation Center,
Fort Rucker, AL. -=,
19
Air/Ground Cavalry Troop
Combined* Operations
Captain Richard D. Reimers
was attending the Aviation
Officer Advanced Cou rse
90-3, Fort Rucker, Alabama,
when he wrote this article.
W HAT IS THE GOAL of
cavalry operations? Quick and effi-
cient use of forces to provide the
ground maneuver commander with
reconnaissance and security.
One method of providing this ser-
vice is to combine one air and one
ground cavalry troop within the
same sector. The fast and man-
euverable air cavalry troop (ACT)
can cover large areas in a short time.
Yet ACTs can leave gaps where
heavy forest or man-made structures
are too dense for ACTs to observe.
The more heavily armed ground
cavalry troop (GCT) can observe
these gaps, but is slower, less
maneuverable, and more vulnerable
to ambush. Either of these troops
operating alone can easily perform
the mission; but when combined,
each of their weaknesses are can-
celled out by the other's strengths.
*The word "joint" originally used by the author
was replaced with the word "combined" to
avoid any confusion with Joint Services.
20
The ACT conducts reconnais-
sance for enemy ambushes or recon-
naissance units in front of the GCT.
The GCT can now conduct a more
thorough reconnaissance of the as-
signed sector.
The key ingredients to successful
combined operations are common
standing operating procedures
(SOPs); close coordination between
the ACT and GCT commanders; and
efficient use of radio nets for com-
mand, control, and reporting.
The use of a common SOP be-
tween the air and ground troops
simplifies the planning and execu-
tion of the mission. The SOP in-
cludes information about how each
troop operates, such as techniques of
movement, screening, actions on
contact, and passage of lines.
Combined ACT fGCT officer and
noncommissioned officer develop-
ment classes designed to teach each
other's methods of movement and
operations are highly recommended.
During these classes, participants
review and resolve problems found
in the SOP and develop new methods
to use during future operations.
Squadrons should publish a
single SOP so all troops share com-
mon terms and reporting procedures.
This reduces confusion and inac-
curacies in radio reports during the
mission.
The SOP should also include an
in-depth list of items for both com-
manders to address in their respec-
tive troop operations order; and the
SOP must be small enough for every
troop member to personally carry for
easy reference.
Even with a common SOP, the
combined operation requires close
coordination of ACT and GCT com-
manders. They either jointly plan the
operation, or as a minimum ensure
they exchange map graphics, radio
call signs, and frequencies.
These map graphics must have
common control measures: boun-
daries, phase lines, coordination
points, and passage points. Radio
frequencies and call signs must in-
clude units down to platoon level.
As the ACT normally operates
forward of the GCT, a plan for rear-
ward movements through the GCT
for refueling aircraft is critical. The
aeroscouts must also integrate mor-
tar net with the GCT for a mOle
rapid, indirect fire response.
Commanders should also iden-
tify terrain that both units cannot
cover to mark potential danger areas.
Both commanders must know each
other's scheme of maneuver as well
as they know their own.
The most important part of a com-
bined operation is planning the radio
nets and report priorities. Both troop
commanders need to monitor a com-
mon secure command net. This is
difficult even when both troops'
radio assets are fully functional.
Because of the shortage of secure
frequency modulated (FM) radio
nets, the aeroscouts have an option
of sending their reports to the ACT
commander (figure 1) or sending
them directly to the GCT com-
mander (figure 2). The mission,
chances of enemy contact, terrain,
and guidance from the squadron
commander will determine how
reports will be sent to the squadron.
In a low-threat environment or
open terrain, the aero scouts should
send their reports directly to the
ACT commander on the ACT com-
mand net, usually ultrahigh frequen-
cy (UHF). The scout-weapon teams
(SWTs) operate up to 3 kilometers in
front of the ground scouts. Then the
ACT commander can advise the
GCT commander on conditions as
they arise. The ACT commander can
also filter and compile reports being
sent to the squadron.
MAY/JUNE 1991
Both ACT and GCT command-
ers moni tor the squadron command
net (secure FM) with the ACT com-
mander switching over to the GCT
command (cmd) net (secure FM) if
problems do occur. This is standing
operating procedure in most ACTs
and requires the least change.
In a high-threat environment or
where the terrain interferes with
radio transmissions, the aeroscouts
send spot reports directly to the GCT
commander (secure FM), the closest
GCT platoon leader (secure FM), or
to the ACT commander (UHF),
respectively. This system of com-
municating gives faster warning to
the more vulnerable GCT elements
and enables the GCT commander to
deploy the platoons against the
enemy force.
After reacting to the danger, the
GCT commander passes the spot
report to the squadron. The ACT
commander still controls his SWTs
on the ACT command net (UHF).
However, he is unable to directly
monitor initial spot reports being
sent on the GCT command net
(secure FM). He will receive them
from the aeroscout on UHF and then
relay them to the squadron. This
radio system provides the quickest
warning to the GCT and ensures that
all spot reports ultimately reach the
squadron.
One cautionary warning: if scouts
use incorrect radio and reporting
procedures, they can easily over-
whelm and disable this radio net.
Therefore, using trained personnel
and exercising proper radio dis-
cipline for this reporting system are
important.
Air and ground cavalry troops
should conduct combined operations
when possible. Working together
cancels each troop's weaknesses
while increasing speed, defensive
ability, and overall reconnaissance.
@
' R
FORCE
.........
FIGURE 1: Normal
Air Cavalry Troop
Reporting Nets
LEGEND
FM#lISECUREI,
. FM#2
.""""""""""""""""",1,1,.
UHF
...............
............. . ~ . ~ ...........
2-rAY COMMUNICATIONa
MONITOR AS REOUIRiD
@
'R
FORCE
.........
These combined cavalry troop
operations require a squadron-level
SOP. They also require close coor-
dination between the ACT and GCT
commanders, and an efficient use of
.........
......
...........
....
radio nets for command, control, and
reporting. Combined operations pro-
vide the squadron commander with
more accurate information at a safer
and faster pace. ~ ~
21
THE ATTACK
HELICOPTER
COMPANY
AND AIR
CAVALRY
TROOP IN
THE
DECISION-
MAKING
PROCESS
Captain(P) Cecil L. Lott
Command and General Staff
College
Fort Leavenworth, KS
DECISIONMAKING IS
normally a process through which
battalion-level and higher com-
manders interact with their staffs
and execute decisions. While com-
pany-level commanders have no
staff, they must still conduct a mis-
sion analysis process after receiving
an order to further refine their par-
ticipation in a particular mission.
Some missions allow company
commanders the luxury of time to
formally prepare and brief an opera-
tions order (OPORD) to their air-
22
crews. Trends at the National Train-
ing Center (NTC) and the Joint
Readiness Training Center show that
time is the critical factor for com-
pany commanders when preparing
for a mission, especially back-to-
back missions. Commanders often
receive the mission with little time to
plan and prepare before its execu-
tion. Commanders often have just
enough time to provide the graphics
and a quick fragmentary order to
their aircrews.
As a general rule, time available
should normally adhere to one-third
of time available for the next higher
headquarters and two-thirds of avail-
able time for the company com-
mander. How then do company
commanders plan and prepare for a
mission when time is so restrictive
that they cannot prepare a formal
OPORD?
The first key element is a strong
battledrill standing operating proce-
dure (SOP) or battlebook that is
workable and one that aircrews un-
derstand and have refined through
home station training. This is not the
thick document that covers every-
thing from A to Z, but is more like
an annex that details how the unit
will fight its different missions. This
SOP could be scaled down into a
checklist format that is quick and
easy to use while the "meat" of the
information is in the annex itself.
The second key element is a good
routine for planning the order. Com-
manders cannot always plan in depth
for every mission; however, they can
make strong use of their second in
command to help them with mission
preparation. Commanders could
even go as far as forming their own
ministaff. What would this ministaff
do? What it does not do is try to
replicate the higher level staff. Once
commanders receive the order, their
ministaffs could help them analyze
the mission. Therefore, one officer
could study the threat, one could
help with the maneuver portion of
the plan and one officer could brief
signal-as well as keying the Kit 1 A
and KY -58 with the current codes.
Commanders should already have a
safety and maintenance officer to en-
sure those areas are covered. This
technique would focus all soldiers of
the unit towards mission ac-
complishment and certainly surface
questions that commanders could
address to the primary staff.
The key to the ministaff's success
would be delegation of responsibili-
ties, much the same as delegation of
duties to different aircrews for field
artillery and close air support during
a mission. This delegation of duties
could be outlined in the SOP to
simplify the process. A checklist
could be compiled for each position
commanders deem necessary. This
would also provide a smooth transi-
tion for newly assigned personnel,
much the same as a continuity folder
would for a new arms room officer.
The third key element is the use
of an execution matrix at company
level (figures 1 and 2). An article
written by Major Mike Snyder, "The
MAY/JUNE 1991
0400 Make Make Make Assist
precombat precombat precombat aircrews.
checks. checks. checks.
0500 Launch and Launch and Establish Assist
establish zone establish zone readiness aircrews.
recon on left recon on right condition
of task force. of task force. (REDCON) 2.
0600 Handoff to Continue Accept Monitor
Team C and zone recon. handoff from battle and
move to Team A and prepare to
FARP. establish move.
zone recon.
Make enemy Remain in Report and Report and Monitor
contact. FARP. maintain maintain battle and
contact. contact. prepare to
move.
0645 Accept Handoff to Continue Monitor
handoff from Team A mission. battle and
Team B. and move to prepare to
FARP. move.
Enemy motorized Handoff to Remain Handoff to Monitor
rifle battalion attack company in FARP. attack company battle and
reserve and establish and establish prepare to
located. screen on task screen on task move.
force left to force right;
identify opposing identify opposing
forces; forces;
counterattack. counterattack.
Friendly forces Continue Handoff from Handoff to Occupy alternate
FIGURE 1: Air cavalry troop in the offense
This matrix is completed in detail to provide an example of how it can be used. It can be shortened as needed.
TIME/EVENT
KEY
0500
0600
0615
0700
Enemy
named areas of
interest 1,
2, or 3.
Enemy
named areas of
interest 4,
5, or 6.
Enemy at
engagement
area Viper.
Enemy at
engagement.
Enemy at Phase
Line Rock.
Enemy at Phase
Line Eagle.
24
TEAM A
SCOUTS
Make precombat
checks.
Launch, establish, and
screen Phase Line Stone.
Continue mission and
recon named areas of
interest 1, 2, and 3.
Continue mission and
recon named areas of
interest 4, 5, and 6.
Report and update guns;
maintain contact with
FARP rotation;
brief close air support.
Report and update guns;
maintain contact with
FARP rotation;
brief close air support.
Conduct joint air
attack team.
Conduct joint air
attack team.
Maintain contact.
Conduct rear area
operations.
I
TEAM B
GUNS
Make precombat
checks.
Establish readiness
condition (REDCON) 2.
Launch and move
forward assembly area;
monitor battle.
Monitor battle with no
communication with
scouts; move to hover
area 1 and attempt
communication;
continue mission.
Move to hover area 2 and
receive target handoff with
no communications;
continue mission.
Move to hover area 3 and
receive target handoff with
no communications;
continue mission.
Occupy battle position
and engage into
Viper.
Occupy battle position
and engage into
Tiger.
Move to FARP.
Make battle update
and conduct rear
area operations.
FIGURE 2: Attack company in the defense
TEAM C
CO HQ
Assist
aircrews.
Monitor battle and provide
one soldier to damaged
aircraft recovery team and
decontamination team.
Monitor battle; prepare to
move; and provide
local security.
Monitor battle; prepare
to move; and provide
local security.
(no change)
(no change)
(no change)
Move to alternate
assembly area.
Occupy alternate assembly
area and report to
higher headquarters;
reconsolidate.
MAY/JUNE 1991
THE ATTACK
HELICOPTER
COMPANY
AND AIR
CAVALRY
TROOP IN
THE
DECISION
MAKING
PROCESS
Execution Matrix and the Attack
Helicopter Battalion," "Combined
Arms Notes," Army Trainer, Spring
1988, did a great job of explaining
the use of the execution matrix at
battalion level. This same procedure
can be adopted for use at the com-
pany and troop level. Company com-
manders can use this technique to aid
their unit in planning, preparation
and execution of a mission. The
aircrews can easily copy this down
on knee boards and use it as a ready
reference to track the battle. This
procedure can also aid commanders
in knowing what their subordinates
should be doing in the absence of
verbal orders.
Battles fought at the NTC have
shown that terrain routinely masks
radio communications and the op-
posing forces use jamming to inter-
fere with radio transmissions. In ad-
dition, the leadership often become
casualties and subordinate elements
fail to accomplish their missions be-
cause they did not know what to do
next. The matrix allows anyone to
continue the battle if the commander
or team leaders become casualties.
The matrices at figures 1 and 2 are
provided as examples of the tech-
nique. These figures illustrate how
detailed matrices can become. Com-
manders may modify or shorten
them as required by the mission. In
the defense, the decision support
template developed by the S2 can act
as a guide for certain actions.
In the offense, friendly actions
can be the decision point for actions.
However, this does not limit com-
manders. They may use time, events,
or any combination of items that
work best for them. The execution
matrix is a technique commanders
can use to disseminate information
to their aircrews. This process can
greatly aid commanders, especially
when they must plan, prepare and
execute a mission when time is
limited.
As an example, observations at
the NTC have shown that OH-58
Kiowas in the attack helicopter com-
pany may be required to perform air
cavalry missions as well as their
traditional aeroscout/attack mission
as outlined in Field Manual 1-112,
Attack Helicopter Battalion, chapter
3, when an air cavalry asset is not
available. They may be required by
their battalion commander or their
own decision support template to ob-
serve named areas of interest that
support their scheme of maneuver.
U sing the execution matrix is a
way to help company commanders
synchronize their efforts. As another
example, an attack company is not
manned or equipped to actually
operate a company headquarters.
However, if the company were
deployed forward in a brigade sector
for some reason, company com-
manders could include the company
headquarters in their executio.n
matrix so that this element could act
instead of react to enemy activity.
This headquarters element would
probably be located close to a bat-
talion asset such as a forward arming
~
-
-----
and refueling point (FARP) or com-
mand post for communications and
mutual protection.
Company and troop commanders
must address the decisionmaking
process. The elements outlined here
are not meant to build a staff at the
company level. Instead they are
designed to assist commanders with
planning, preparation and execution.
Observations at the NTC have in-
dicated a need for company com-
manders to better plan and prepare
for executing a mission. The use of
good, well-rehearsed SOPs and a
solid planning routine, using the
second in command or a ministaff
combined with the aid of an execu-
tion matrix, is just one way for com-
manders to build and refine thei r
warfighting skills. Jjft I
25
PEARL'S
Personal Equipment And Rescue/survival Lowdown
A viation Life Support Equipment
(ALSE) Trivia
Do you know what survival kits/vests are used in
what Anny aircraft?
Survival Kit. Hot Climate, NSN 1680-00-973-1861
Survival Kit, Cold Climate, NSN 1680-00-973-1862
Survival Kit, Over Water, NSN 1680-00-973-1862
Survival Kit, Vest SRU-21/P, NSN 8465-00-177-4819 (large)
Survival Kit, Vest SRU-21/P, NSN 8465-D1-174-2355 (small)
The kits listed above are used in the following
aircraft:
UH-l
EH-l
UH-60
EH-60
MH-47 (modified SRU-21/P)
AH-l
AH-64
UV-20
MH-60 (modified SRU-21/P)
OH-58
U-21 (vest optional)
RU-21 (vest optional)
OH-6A
MH-6 (modified SRU-21)
AH-6 (modified SRU-21/P)
CH-54
C-7 (vest optional)
C-23A (vest optional)
T -42 (vest optional)
U-8 (vest optional)
nonstandard aircraft CH-47
The following aircraft use Army approved
contractor-furnished survival kits:
C-12 (vest optional)
RC-12 (vest optional)
VC-ll (vest optional)
C-23B (vest optional)
NOTE: Survival vests are optional on
multi-engine, fixed-wing aircraft, except the
26
OV/RV-I, in accordance with Army Regulation
95-3.
The OV /R V -I s use the following kits/vests:
Survival Kit, Vest OV-l (large), NSN 1680-00:-205-0474
Survival Kit, Vest OV-l (small), NSN 1680-00-187-5716
Container, Rigid Seat Survival Kit (RSSK), NSN 1680-00-
233-5759.
The following component kits are carried in the
RSSK:
RSSK, Cold Oimate, NSN 1680-00-148-9233
RSSK, Hot Climate, NSN 1680-00-148-9234
RSSK, OvelWater, NSN 1680-00-140-3540
Pesky Parasite Poses Problems
Giardia Ue-ar-de-a) is an intestinal parasite that
can ruin your whole day. Found in water sources
worldwide, it presents a danger in both the wilder-
ness and at home. The illness caused by this
monster of the waterways, Giardiasis, is agonizing
to the victim, difficult to cure, and easy to prevent.
Giardiasis is caused by a microscopic, single-
celled protozoan that exists in two different forms-a
dormant, tough-walled cyst and a mobile,
ever-hungry trophozoite. Giardia enters its host in
the cyst stage and, because of a tough cellular wall,
survives the acidic digestive juices in the stomach.
While traveling through the large intestine, the
organism attaches itself to the intestinal wall lining,
transforms into a trophozoite, feeds aggressively,
and then reproduces through the process of fission.
After feeding and multiplying, the trophozoites
MAY/JUNE 1991
change back into cysts and exits through the host's
intestines and rectum. The infected host may then
contaminate another water source through
defecation. The cyst is very durable. It can survive
at the bottom of a frozen pond during the worst of
winter months. Come spring thaw, an animal drinks
from the pond, picks up the cyst, and passes it to
another water source, thus continuing the cycle.
Poor hygiene also can contribute toward infection,
e.g., possible transmission through a day-care
facility or at an afternoon picnic with friends. There
are cases of public drinking water being infected
with Giardia.
When infected by Giardiasis, you can experience
a wide variety of symptoms. The usual signs or
symptoms are diarrhea, abdominal cramps,
vomiting, loss of appetite and weight, bloating,
constipation, and fever in some cases. It takes
approximately 1 to 4 weeks to feel the full effects
of this incapacitating disease.
Treatment is administered through medications.
Atabrine, Metronidazole, and Furazoli are the drugs
most commonly used. It may be weeks before relief
comes and a return to your nonnal daily routine
resumes.
Of course, the best treatment is to prevent an
infection from occurring. Purifying your water
before consumption is the best precaution. There
are three basic ways to purify water-boiling,
chemical treatment, and water-filtering devices.
Boiling is the first and most desired method.
Boiling water for 10 minutes kills Giardia. The
second method is treating the water with chemicals.
Chemicals are costly, messy, and affect how your
water tastes, but they work. The third way is to use
one of many water-filtering devices on the market.
While expensive, these devices filter out
microscopic particles as small as 0.2 microns
(one-millionth of a meter). A filter rated between 5
and 10 microns is sufficient for removing Giardia
protozoa. While designed mostly for home use,
some filter-pumps will fit into a backpack or
survival kit for hiking or emergencies. If you do
purchase or use a water filter, make sure it can filter
out Giardiasis-not all filters will!
If you spend much of your time outdoors, you
run the risk of being exposed to Giardia. Take the
necessary steps to protect yourself. If your practice
good hygiene and purify your drinking water, you
can easily prevent Giardiasis. Remember, "An
ounce of prevention is worth a pound of cure."
Correction
In the JANUARY/FEBRUARY 1991 issue of
the Aviation Digest, PEARL'S, page 24, reference
was made to the Arizona ARNG Western Aviation
Training Site. The correct title should be Arizona
ARNG Western ARNG Aviation Training Site.
If you have questions about ALSE or rescue/survival gear, write to AMC Product Management Office, ATTN: AMCPM-ALSE,
4300 Goodfellow Boulevard, St. Louis, MO 63120-1798; or call DSN 693-3573 or Commercial 314-263-3573.
u.s. Army Class A Aviation Flight Mishaps
Number Flying Hours Rate
Army
Total Cost
Fatalities
FY 90 (through 31 May)
20 1,074,104 1.86 23 $ 92.0
FY 91 (through 31 May) 41 1,035,983* 3.96
35 $ 139.4
"estimated
= = = = = = = = = = = = ~ ~ = = = = = / ~ \ = =
DIRECTORATE FOR MAINTENANCE
u.s. Army Aviation Systems Command
An "Ace in the Hole" for the Army Aircraft
Overhaul Program
Mr. Joseph Patrick
Directorate for Maintenance
U.S. Army Aviation Systems Command
St. Louis, MO
WHAT'S SO MYSTERIOUS about overhaul-
ling an Anny airplane or helicopter? Just take it to the
shop and do it. Sure, it costs money and takes time,
but isn't this a good investment to keep the fleet in
good shape when aircraft cost so much in the first
place? Then, when needed, they will be ready. It
sounds logical, and that's what we did before 1973;
but there's more to it now!
A New Mousetrap
We do want to overhaul these aircraft, but only if
they need this level of maintenance. That way we will
put our time, skills, and money where truly needed
while getting the best results. Before 1973 we simply
said we would overhaul all aircraft every 5 years,
though we did not know whether some of the aircraft
really needed an overhaul. A new approach was
needed and that's what we went after. The old axiom,
"Why fix it if it's not broken?" had taken on a new
meaning to the Anny. All that was necessary was to
28
OCM-ACE-AACE
find a way to detennine which aircraft needed an
overhaul and when.
Then Came OCM
What is OCM? This acronym stands for the tenn
"On-Condition Maintenance." OCM is a main-
tenance concept born out of the need for increased
efficiency, safety, productivity, and availability of
aircraft that must be attainable within a limited
budget. Between 1967 and 1973 detailed infonnation
on the existing overhaul program was collected and
reviewed. The results revealed the following
conclusions:
The age, or accumulated flying hours on an
aircraft, did not paint a true picture of the condition
of the aircraft.
The automatic overhaul of aircraft every 5
years wasn't economical or necessary.
MAY/JUNE 1991
OCM, as a concept, is a program to determine, by
evaluation, the condition of the aircraft and take it to a
depot for repair on an as-needed basis. With OCM we
have better tools to schedule those aircraft needing
repair at a depot facility while living within our
funding limitations. This concept gave birth to a new
technique for evaluating the condition of individual
aircraft within a large fleet of aircraft. This technique
is known now as the Airframe Condition Evaluation
(ACE) program.
ACE
In essence, the objectives and methods of ACE are
as follows:
Perform an annual structural evaluation of 90
percent of the total Army aircraft fleet.
Assign a weighted numerical value to each
negative condition (indicator) found on the aircraft.
Develop a profile index for a numerical re-
presentation of the condition of the aircraft. Aircraft
with a profile index that exceeds a specific level are
identified as candidates for return to depot.
Using these same profile indexes, identify air-
craft needing an onsite depot repair team, instead of
shipping the aircraft to a depot facility.
Budget and plan for the repair of aircraft
whose profile index exceeds the limit.
Select and report to the depot aircraft from
different geographical areas with the highest profile
index from the latest ACE evaluations.
Inside ACE
ACE is an engineering approach to the problem.
Engineers with extensive experience on different
aircraft systems develoPed a series of indicators or
conditions that provide, by evaluation, the condition
of the aircraft structure. Typical indicators include the
helicopter main lift beams, nose fuselage skin, upper
bulkhead, and corrosion protection.
Indicators
Many areas of the aircraft cannot be fully analyzed
without airframe disassembly. In some cases, this
requires special equipment to be carried to the field.
Therefore, under the OCM/ACE concept, only
indicators of deterioration or degradation of the
airframe integrity are considered. Four criteria are
considered-safety, mission capability, the effect of
accelerated deterioration, and general deterioration or
fair wear and tear of an airframe.
After initially identifying all the areas having an
impact on the airframe's condition, a list of indicators
is made for each type of aircraft. A list of condition
codes is then developed for each indicator to express
the range or degree of severity of degradation, i.e.,
dented, corroded, delaminated-good, fair, or poor.
Weight Assignments
Weights are assigned to each indicator using a
ranking and distribution technique. The indicators are
ranked first by their degree of importance or criticality
in the candidate selection process using the four
evaluation criteria. The extent of the impact on safety
and cost of repair of faulty indicators govern their
criticality. Once the indicators are ranked, numerical
weights can be assigned to show how much more
critical each indicator is than the others.
After the indicators, condition codes, and weights
are determined, the Reliability Centered Maintenance
(RCM) and Depot Engineering Support Division,
Corpus Christi Army Depot (CCAD) , TX, prepares
the printed guides for each type of aircraft.
These guides are revised when additional in-
formation is received from CCAD or the U. S. Army
A viation Systems Command (A VSCOM), St. Louis,
MO, engineering staff.
A CE in Action
ACE teams evaluate aircraft annually using the
ACE, techniques. A typical annual ACE cycle usually
follows this pattern:
Ten two-person contractor teams are
assembled and visit up to 22 foreign countries and
all 50 states on a prearranged schedule.
29
MAINTENANCE,continued
Before the visits, A VSCOM ACE
management personnel conduct a 2 1/2-week OCM
course for the teams. Since ACE evaluations are
done annually in a shortened period, these sessions
are invaluable as a means to introduce updated
profile guides and evaluation techniques to the
teams.
At each location, the ACE teams perform their
aircraft evaluation using the printed profile guides
as their prime checklists. After each indicator for
the particular aircraft is properly coded, the
information is sent immediately to the Directorate
for Maintenance, National Maintenance Point
(NMP), A VSCOM, over a computer linkup.
The data are loaded into a computer using a
program that calculates a numerical value known as
the profile index for each aircraft.
Once an aircraft's profile index reaches or
exceeds a given threshold or numerical level, the
aircraft becomes a candidate for depot repair.
Thus, an aircraft with a profile index of 450 is in
greater need of depot repair than one having a
profile index of 200.
An aircraft can have several faulty indicators
and still have a lower profile index than an
aircraft with only one major faulty indicator.
After the profile index has been computed for
all aircraft, a profile index distribution is developed,
thereby ranking the entire aircraft fleet.
With the ranking of the fleet completed, we
can complete the depot repair program planning and
scheduling of the aircraft to an appropriate repair
facility, either at a depot or onsite repair by a depot
team.
Aircraft Selection for Depot Repair
The ACE program identifies aircraft eligible for
depot repair. This, in tum, identifies the requirement
30
for a depot repair program based on the number of
aircraft whose profile index exceeds the threshold.
Actual requirements are established at the annual
Worldwide Aviation Logistics Conference usually
held at A VSCOM.
During this conference, the depot repair program is
developed within the constraints of funding
limitations and available facilities. Other factors
considered include, but are not limited to, minimizing
the effects on user readiness posture and
transportation costs while meeting the needs of each
Army theatre area.
Under this system individual commands are
provided with aircraft serial numbers for aircraft in
their area to be repaired. Based on their mission
requirements, the user command decides which
aircraft will be returned frrst. The program is designed
to provide control and flexibility to major commands
in the management of their aircraft assets. Any
aircraft they receive to replace those aircraft sent to
the depot for repair are included.
At the Depot
When an aircraft arrives at the depot for repair, it
goes through a Pre-Shop Analysis (PSA). A logical
disassembly and inspection of the aircraft determines
its specific repair needs. This inspection includes an
examination of the faulty indicators identified during
the earlier ACE evaluation. Repairs are made in
accordance with a Depot Maintenance Work
Requirement (DMWR).
The DMWR is a comprehensive document that
defmes the minimum repair procedures and standards
the aircraft and its components will go through during
the depot repair process. The DMWR is developed
through the Reliability Centered Maintenance (RCM)
Program, a new Department of Defense program.
RCM is based on the premise that reliability is an
inherent design characteristic to be realized and
preserved during the operational '1ife of the item
involved. The resultant maintenance program gives
the desired or specified levels of operational safety
and reliability at the lowest overall cost.
MAY/JUNE 1991
Credit Deserved
Little has been said about the people who make up
the ACE teams. These people are constantly on the
move. They visit location after location, always
working with a "short fuse" to complete their work
and get the data to AVSCOM. We want highly
qualified, discriminating, and dedicated people to
evaluate our aircraft fleet. And, that's what we are
getting. The average individual on a team has about 9
years of experience in actual ACE evaluating. In
addition, they are closely screened for an appropriate
background in aviation maintenance before they are
accepted in the ACE program.
The Future of OCM
Several efforts are underway to use and improve
the OCM process. One such effort is in the revision of
the DMWR. This provides a better defmition of the
maintenance standard to control closely the
expenditure of resources during overhaul without
sacrificing the required level of productivity. Explicit
damage or deterioration limits that can be measured
by inspection or test are replacing past instructions,
i.e., repair or replace as necessary.
A second effort is to correlate the profile index
with an actual cost to overhaul. This will improve
initial estimates of the depot maintenance budget
required to support a given program requirement.
What About AACE
Aircraft Analytical Corrosion Evaluation (A ACE)
is a special corrosion evaluation program. It is a
companion to, and is done in conjunction with, ACE
aircraft evaluations. AACE, unlike ACE, is an
examination of the exterior areas of the aircraft and its
components, both structural and dynamic, for
deterioration caused by corrosion. As in ACE, the
AACE uses indicators; they are considered in the fmal
profile index of the aircraft.
MWO Verification
After the ACE technique became the success story
that it is, it opened another way to overcome a
pressing problem in the massive Modification Work
Order (MWO) application program for Anny aircraft.
In brief, it improves our ability to update our records
on what MWOs have been applied to a fleet of
aircraft.
As you know, an MWO on an aircraft may
involve the installation of improved parts or
components to a physical change in structure, all
designed to improve the aircraft in some fashion.
Keeping track of the many different aircraft models,
and whether all the different MWOs affecting the
aircraft were installed and installed properly, was a
tall order. Through a process paralleling the ACE
technique, a simple and systematic approach was
made to improve the situation. Using a tailored
workbook, the ACE team determines if a specific
MWO was completed on the aircraft. The team can
do this without disassembly by looking for specific
indicators on the aircraft. They annotate the workbook
accordingl y and send the data to the NMP where the
MWO computer record is updated.
When a given MWO is outstanding on the aircraft,
action is taken to satisfy this need. This effort does not
check MWOs on all aircraft annually. It is much more
practical to check one type of aircraft, thoroughly,
each year. For the Fiscal Year 1992 ACE evaluation
cycle, the AH -1 Cobra will undergo this MWO
verification process.
$60,OOO,OOO-A Measure of Worth
There are many benefits being realized from the
OCM/ACE program. Everything costs money. When
we devise a technique to get more for our money, it is
known as cost avoidance. That's one measure of good
management. Under the OCM! ACE program, the
annual cost avoidance for the Anny is estimated at
$60,000,000 annually since the beginning of this
program.
In Summary
The OCM concept, which encompasses all the
attributes of ACE, AACE, and MWO verification, is
a unique and functioning part of NMP and
A VSCOM. As with any program, we will continue to
improve on how and what we do with these efforts.
Perhaps there's a better mousetrap out there; if so, we
will eventually catch up with it. J i i j : : ~
31
Training for Aviators Performing G3 Air Operations and A 2C
2
Duties
Major Michael Hollis
Air Ground Operations School
Hurlburt Field, FL
D
IVISION OR CORPS 03 (air operations)
personnel play an important role. These
individuals supposedly have the expertise
to effectively plan and coordinate employment of
tactical air support to support their commander's
scheme of maneuver.
03 air operations positions have been filled, in the
past, with combat arms officers, who have been mostly
transient. They rotate quickly to more highly regarded
staff or line unit positions.
Commanders need to understand the impact that
effectively integrated tactical air support can have on
32
the success of operations. They would then desire
well-trained individuals who could stay in these posi-
tions at least 1 year.
The 03 air member plays another important role as
the supervisor of the Army airspace command and
control (A
2
C
2
) element. This individual is one of the
commander's primary experts on airspace control mat-
ters. 03 air positions found in corps and division tables
of organization and equipment are coded for specialty
15 officers.
Division and corps A 2C
2
elements are also staffed
with specialty 15 liaison officers who represent the
MAY/JUNE 1991
FIGURE 1: Students work together in small groups
during a joint planning exercise in the battle staff
course.
aviation brigade and air traffic services battalion.
Again, like G3 air personnel, the A
2
C
2
element's
aviation and air traffic service liaison officers also may
be untrained and transient. If so, it is doubtful they could
effectively support the commander's airspace control
requirements.
The majority of G3 air personnel and A 2C
2
members
receive no formal training, but learn through on-the-job
training (OIT). Unfortunately, by the time they learn
their jobs, they move on and the cycle is repeated.
In most cases, this OIT results in personnel not
understanding tactical air support employment and
airspace control fundamentals. Consequently, these
personnel teach others incorrect procedures, which
fosters misconceptions on how things should work.
How do G3 air personnel and A 2C
2
members receive
their formal education? The only formal education
available is the U.S. Air Force's Air Ground Operations
School (AGOS), Hurlburt Field, FL. Hurlburt Field is
located 6 miles southwest of Eglin Air Force Base.
The U.S. Army Training and Doctrine Command,
Fort Monroe, VA, and other services support AGOS.
AGOS has a joint faculty that includes eight officers or
noncommissioned officers (NCOs) from the combat
arms and combat support branches. The Army element
is assigned to the Combined Arms Command-Training,
Fort Leavenworth, KS.
G3 air personnel need to attend the Air Force's
3-week Battle Staff Course (BSC) (figure 1). Here they
receive a fundamental understanding of the planning
and coordination required for tactical air support.
The BSC provides a fundamental understanding of
( 1) tactical battle management functions within the
tactical air control system (T ACS) and Army air ground
system (AAGS) (figure 2 on next page) and (2) the
principles of exploiting Air Force and Army capabilities
in the AirLand Battle.
Emphasis is placed on planning and management of
theater air and land resources; systems and procedures
used to control joint forces; and the information re-
quired to support decisionmaking. The focus of BSC is
at the Army corps and Air Force air support operations
center (ASOC) level and higher. However, the prin-
ciples for planning and coordination of tactical air sup-
port employment at the division level are essentially the
same.
The BSC is divided into three phases-academic,
joint planning exercises, and joint exercises as dis-
cussed in the following paragraphs.
During the academic phase, the course covers the
threat; tactical air and ground force employment con-
cepts and tactics; weapon systems effectiveness; tacti-
cal command and control systems; integration of air and
surface forces for effective joint operations; elements
of tactical command, control, and communications
33
AAGS
ABCCC
A
2
C
2
ACC
ADA
AI
ALCC
ALCE
ALO
AMLS
ARLO
ASOC
AWACS
BAI
BCE
BDE
BN
CAS
CCT
Army air ground system
airborne battlefield command and
control center
Army airspace command and control
air component commander
air defense artillery
air interdiction
airlift control center
airlift control element
air liaison officer
airspace management liaison section
air reconnaissance liaison officer
air support operations center
airborne warning and control system
battlefield air interdiction
battlefield coordination element
brigade
battalion
close air support
combat control team
Legend
CP
CRC
CRP
DIV
FAC
FACP
FLDAR
FSCOORD
FSE
FSO
GLO
JOC
LCC
RECCE
TAC-A
TACC
TACP
TACS
TAF
WOC
c("
command post
control and reporting center
control and reporting post
division I
forward air
forward air contlol post
field Army
fire support
fire support lement
fire support I fficer
ground liaison officer
Joint Operations Center
land component commander
recon naissance
tactical air coordinator--airborne
air control center
tactical air control party
tactical air control system
Tactical Air Force
Wing Operation Center
AICCC I AWACS I
I
CJI
fSE
TACJI

;,1, .0
t' _I" -
TACA I
FIGURE 2: All AGOS students learn the tactical air control system/Army air ground system (TACS/AAGS) as
the foundation for understanding joint air ground operations.
34 MAY/JUNE 1991
countenneasures (C
3
CM) strategy; and intelligence
systems and support procedures.
The joint planning exercises cover apportionment/
allocation, battlefield air interdiction ranking, fire sup-
port, A 2C
2
, air defense, intelligence support, and C
3
CM
in support of the joint exercise phase.
The third phase is the joint exercise where students
function within positions at the corps main command
post, ASOC, tactical air control center (T ACC), and the
battlefield coordination element during a scripted
Southwest Asia scenario.
FIGURE 3: J-CACC students work airspace control
problems during a corps A
2
C
2
exercise.
The BSC is conducted five times a year. Graduates
are awarded the additional skill identifier (ASI) 5U (air
operations officer).
The Joint Combat Airspace Command and Control
(J-CACC) Course focuses on A 2C
2
functions at the
division level and above. To attend the J-CACC course,
the students must have completed the BSC. The 5-day
J-CACC course emphasizes planning and day-to-day
adjustment and execution of combat airspace control
plans. This type of planning can help students or officers
meet dynamic real-time mission requirements.
Day I is all classroom training with lectures on
airspace control procedures, infonnation flow, and
communications. Day I also includes airspace com-
mand and control systems for all the services.
Day 2 consists of planning exercises. Students
develop airspace control annexes to operations orders
at the joint, tactical air force, corps, and division levels
to support tactical operations.
Day 3 is the time when students develop an airspace
control order (ACO) by using the airspace planning
developed on day 2. The students will then use the ACO
during the exercise phase on day 4.
Day 4 consists of three exercises. Here students
function as members of both an A 2C
2
element at
division and corps and also at the airspace control center
within the TACC (figure 3).
Day 5 concludes the course with a comprehensive
written examination and a class on peacetime airspace
planning requirements. This day supports tactical train-
ing exercises.
This article primarily addresses educational needs
for officers; however, the BSC and J-CACC course are
also open to senior NCOs working in air/operations or
A 2C
2
positions. NCOs graduating from BSC are
awarded the ASI Q8 (tactical air operations specialist).
Attendance at, and graduation from, these courses
should be mandatory for all G 3 air personnel and A 2C
2
members. Being without this !,"aining is like having no
basic job tools for combat operations.
For more information on AGOS and course atten-
dance, see Department of the Anny Pamphlet 351-4 or
contact the Army/AGOS, DSN 579-6655. qa i"
35
A \.fA 7ION MEDICINE REPORT
Office of the Aviation Medicine Consultant
MISSION FIRST!
SGT Thomas J. Cuscito Jr.
Company C, 1 st Battalion
145th Aviation Regiment,
1 st Aviation Brigade
Fort Rucker, AL
During REFORGER 1988, UH-60A Black
Hawk crews from the 45th Medical Company (Air
Ambulance), Nellingen, West Germany, provided
medical evacuation (MEDEV AC) coverage from
several locations in the field. Huge numbers of sol-
diers training together seemed to increase the fre-
quency of serious accidents, and few units had
DUSTOFF's clear view of this reality. Urgent mis-
sions occurred more often during REFORGER than
routine missions did any other time of the year.
My crew (CW3 Gregory Monty, CW3 Ronald
Ward, SGT Jimmy T. Honjo, and I) were on call.
We received an urgent MEDEVAC request around
noon on 20 September 1988. An Army truck had
wrecked, and there were two critically injured sol-
diers. We also were given the grid coordinates.
36
SGT Jimmy T. Honjo prepares for another
MEDEVAC mission.
SGT Honjo was the only medic on the crew.
SGT Bruce Cochran, a flight medic who just hap-
pened to be present when the call came in, volun-
teered to help since there were two patients. We
launched immediately. The accident occurred ap-
proximately 22 kilometers to the west of our loca-
tion. We were on the scene in moments.
The wreck was in a small clearing hidden by a
tree line. We couldn't see the wreck from the air.
As we approached the scene, we saw German emer-
gency and rescue personnel in a plowed field, the
nearest available landing site. They waved at us to
land. Though we couldn't see the accident, we
landed the aircraft. The two medics disappeared
down a slope into the tree line. We kept the blades
turning, while dozens of curious onlookers
MAY/JUNE 1991
gathered around the aircraft. I guarded the tail rotor
until some firemen could surround the aircraft to
keep the crowd at a safe distance.
I usually helped the medics transport patients
and equipment during the actual rescue. When they
did not return immediately, I left the aircraft to
offer assistance. I struggled about 20 yards through
the muddy field and arrived breathless at the tree
line. The accident was so near our landing zone that
it seemed impossible not to see it from the air. I was
overlooking a small sloped clearing just below a
hairpin curve in the road. It was an unnatural scene
made very real by the overwhelming smell of diesel
fuel. A huge Army fuel tanker had jackknifed and
was upside down on the outside of the curve.
Firemen with hoses stood around the truck that lay
in the middle of the fuel-drenched clearing. Two
German ambulances were on the scene. They con-
tained the two patients, German medical personnel,
and our two medics.
The medics made the initial assessment of both
patients. The first patient had traumatic chest in-
juries, internal injuries, and a possible fractured
pelvis. The second patient had traumatic head in-
juries, internal injuries, and a possible fracture of
the lumbar vertebrae.
A German physician and SGT Cochran in-
tubated the first patient, inserted a tube in his throat,
to establish a positive airway. They started four
intravenous transfusions (IVs) and placed him on a
pneumatic body splint to stabilize the possible pel-
vis fracture. A second physician and SGT Honjo
stabilized the second patient's head and neck with
a cervical collar. They placed the second patient on
a long backboard and started IV s. I ran back and
forth between the ambulances and the helicopter
carrying blankets, stretchers, and other equipment
the medics ordered until I was exhausted.
I configured the aircraft to evacuate the two
patients. We started to load both patients, but the
first patient's condition began to deteriorate rapid-
ly. We were having trouble connecting the German
IV bottles to U.S.-made clips on our MEDEVAC
carousel. Because of his condition and the time
required to set up the necessary equipment, the
medical personnel agreed to remove the second
patient and evacuate the first one alone. A fireman
and I removed the upper litter pan to make more
room to work with the patient while in flight. SGT
Honjo prepared for flight while another fireman
removed the litter pan that had been taken from the
aircraft.
Fortunately, I remembered some shoe strings in
my helmet bag. I cut them with my knife and finally
secured the German IV bottles. Still, I didn't realize
the gravity of the situation until the German
physician grabbed the troop commander's inter-
com microphone and calmly pleaded, "Mr. Pilot,
you must fly very fast."
Could he mean ... ? We had picked up people
in a poor condition before, but we were always
confident our miracle machine would take them to
safety. The physician wanted to fly to the hospital
in Ansbach, West Germany. But SGT Honjo in-
sisted that, although Nuremburg, West Germany,
was a little further, unlike Ansbach, the landing pad
was right next to the hospital. They finally agreed
Nuremburg would be better prepared for such a
patient. We departed to Nuremburg.
Three minutes into the ten-minute flight, I dis-
covered why minutes and emergency rooms were
such an issue when the two medical personnel
began cardiopulmonary resuscitation (CPR) on the
patient. The patient was still alive when we reached
the hospital, and the German physician briefed the
receiving doctor.
SGT Honjo remained at the hospital to help the
staff, while we flew back with the physician to get
the second patient and SGT Cochran. En route, the
physician told us that he had worked on a UH-l
Iroquois MEDEV AC team before, but he was
surprised that we could reach Nuremburg in such a
short time. "This is a wonderful machine." he said,
referring to the UH-60A Black Hawk. He assured
us that the doctors at Nuremberg were excellent,
and he thought the patient had a good chance.
37
A VIA TION MEDICINE REPORT
The nex t evacuation went smoothly. We
dropped the patient off, and SGT Cochran escorted
him to the hospital. He completed his mission and
returned to the aircraft, and we departed for the
accident scene to exchange the assortment of Ger-
man medical equipment for our litter pan.
Cochran was pretty happy, talking about our
efforts and how great it felt to save a life. The crew
felt proud as he spoke of how well the patient was
doing. However, I soon realized that he was only
speaking of HIS patient, and I asked him about the
condition of the other patient. He confirmed the
unthinkable; our first patient died shortly after ar-
rival in Nuremburg. We were stunned.
Everyone was quiet as we gathered our equip-
ment and prepared to fly back to the base and back
to our own lives.
Before this mission, my MEDEV AC experience
was very limited. I had been a crewchieffor almost
a year. Although I had been on several urgent
missions, none were as graphic and action-filled as
this mission. Whether the evacuation could have
gone faster or whether that alone could have
changed the outcome was impossible to determine.
Pondering this thought countless times since
hasn't changed what happened, but it has changed
my opinion drastically about cross-training.
Until that day, I had no interest in outside train-
ing. In my heart, I knew it was valuable training. I
paid attention, and I learned something new on
every mission. But I was a helicopter mechanic,
and I only wanted to improve my skills as a
mechanic.
I wasn't as concerned as I should have been with
improving my emergency medical skills.
While being proficient in your military occupa-
tional speciality (MOS) contributes immensely to
the mission, it is the mission that takes priority. I
never realized how important the medical
knowledge I gained (almost accidentally) would
become until our medics and patients counted on
me to know what equipment was needed.
If the seriousness of this event leaves one legacy,
I hope it is that every soldier will learn to train as
part of a complete team with full comprehension of
and dedication to the unit's mission. No matter
what your MOS, the life of the soldier next to
you-or even the mission-may depend on it.
The Aviation Medicine Report is a bimonthly report from the Aviation Medicine Consultant of TSG. Please forward subject matter of current
aeromedical importance for editorial consideration to U.S. Army Aeromedical Center, ATTN:HSXY-ADJ, Fort Rucker, AL 36362-5333.
38 MAY/JUNE 1991
USAASA SEZ
u.s. Army Aeronautical Services Agency
VFR in the Traffic Pattern: Stay Away From Clouds
Mr. Howard L. Swaney
Air Traffic Control Specialist
U.S. Army Aeronautical Services Agency
Cameron Station
Alexandria, Virginia
S
OME A VIA TORS ARE violating Federal Avia-
tion Regulation (FAR) cloud clearance require-
ments when operating visual flight rules (VFR) in the
I find myself in disagreement with fellow flight
instructors on the subject of traffic pattern altitudes
in a control zone, so maybe you can help me. Here
is the situation:
The weather from ATIS is 1 ,000' overcast and
five miles visibility. You are about to conduct a
pattern-only instructional flight at a tower-control-
led airport, where there is a control zone and an
associated transition area. The question is, what
is the maximum traffic pattern altitude for this
scenario?
Other instructors have argued that if they
entered the traffic pattern via a transition area they
could legally be as high as 699' AGL (just under
the floor of the transition area). They say that since
the airport has VFR conditions, the control zone is
no longer in effect, and that weather minimums
would simply be 'clear of clouds.' They also point
out that the airport traffic area is not controlled
airspace.
traffic pattern. The September-October 1990 issue
of Federal Aviation Administration (FAA) Aviation
News (Flight Forum) addresses this subject:
I believe that you could not legaJly fly in the
pattern higher than 500' AGL, in order to maintain
a 500' separation from the overcast. Who is cor-
rect?
Answer: Control zones are regulatory and exist
continuously, unless otherwise specifically limited
by the regulation which established them. There-
fore, to operate VFR in the control zone conditions
you describe, you would have to maintain the
required 500' below/1000' above/2000 horizontal
separation from clouds, plus three miles visibility.
Note that FAA does not establish 'legal' airport
traffic patterns or pattern altitudes, although the
agency does recommend observance of locally
established patterns, as feasible. Also, while an
airport traffic area is not designated controlled
airsp,ace 'in FAR Part 71, when it co-exists within
an 'active' control zone, that airspace is considered
controlled airspace for the purpose of communica- '
tion and ATC procedures.
39
USAASA SEZ, continued
The answer to this flight instructor's questions
about cloud clearance requirements in the VFR traf-
fic pattern is cut and dry . Yes, you must maintain
cloud clearance requirements as prescribed in FAR
91.155. In discussing this matter, other options are
available--file instrument flight rules (lFR), request
Special VFR (SVFR), or lower traffic pattern altitude
to maintain cloud clearance requirements.
OPTIONS AVAILABLE TO THE PILOT
IFR. When unable to maintain VFR, a pilot can
request an IFR clearance. This clearance, of course,
negates any VFR traffic pattern operations; but it's a
means to recover when weather conditions are not
VFR. This decision is the pilot's alternative, but one
should avoid planning VFR flight operations when
the forecast indicates marginal VFR to IFR weather.
If you are not certified or your aircraft is not equipped
for IFR operations, you may require emergency pro-
cedures to recover once encountering IFR conditions.
SV."R. An A TC clearance must be obtained
before operating within a control zone (CZ) when the
weather is less than that required for VFR flight. A
VFR pilot may request and receive a clearance to
enter, leave, or operate within most CZs in SVFR
conditions, traffic permitting, and providing such
flight will not delay IFR operations. All SVFR flights
must remain clear of clouds.
When a control tower is located within the CZ,
requests for clearance should be obtained from the
control tower. If no control tower is located within
the CZ, a clearance may be obtained from the nearest
control tower, flight service station, or en route cen-
ter. It is not necessary to file a complete flight plan
with the request for clearance. However, pilot inten-
tions should be stated in sufficient detail to enable the
air traffic controller (A TC) to fit SVFR flights into
the traffic flow. The clearance will not contain a
specific altitude since the pilot must remain clear of
clouds. The A TC may require the pilot to fly at or
below a certain altitude because of other traffic.
40
However, the altitude specified must pennit flight at
or above the minimum safe altitude.
In addition, flights may be vectored at radar loca-
tions, if necessary, for control purposes or on pilot
request. (NOTE: The pilot is responsible for obstacle
or terrain clearance [reference FAR 91.119]).
SVFR clearances are effective only within CZs.
A TC does not provide separation after an aircraft
leaves the CZ on a SVFR clearance. SVFR opera-
tions by fixed-wing aircraft are prohibited in some
CZs because of the volume of IFR traffic. A list of
CZs is in FAR 93.113. They also are shown on
sectional aeronautical charts.
A TC provides separation between SVFR flights,
IFR flights, and other SVFR flights.
SVFR operations by fixed-wing aircraft are
prohibited between sunset and sunrise unless the pilot
is instrument rated and the aircraft is equipped for
IFR flight.
Local SVFR operating procedures should be
developed and consummated in Letters of Agree-
ment for locations where SVFR operations are ex-
pected to be used extensively.
Lower Traffic Pattern Altitudes. When reported
ceilings are lower, pilots should adjust their altitude
to maintain cloud clearance requirements. There is
no FAA requirement to establish certain pattern al-
titudes. AR 95-1, paragraph 5-6d, requires fixed-
wing aircraft to fly patterns at 1,500 feet above
ground level (AGL), except when traffic pattern al-
titudes are prescribed in flight information publica-
tions (FLIP). Rotary-wing aircraft usually fly traffic
patterns at Army heliports and airfields at 700 feet
AGL, except where pattern altitudes are prescribed
in FLIP or as directed by A TC. Rotary-wing aircraft
will avoid the flow of fixed-wing traffic at other
airports.
Pattern altitudes may be prescribed for obstacle
clearance, noise abatement procedures, or local pro-
cedures. When adjusting pattern altitudes always ad-
vise the tower of your intentions. You also must not
MAY/JUNE 1991
violate the following minimum safe altitudt1s as dic-
tated in FAR 91.119:
"Except when necessary for takeoff or landing, no
person may operate an aircraft below the following
altitude:
"Anywhere. An altitude allowing, if a power
unit fails, an emergency landing without
undue hazard to persons or property on the
surface.
"Over Congested Areas. Over any con-
gested area of a city, town, settlement, or
over any open air assembly of persons, an al-
titude of 1,000 feet above the highest
obstacle within a horizontal radius of 2,000
feet of the aircraft.
"Over Other Than Congested Areas. An al-
titude of 500 feet above the surface, except
over water or sparsely populated areas. In
those cases, the aircraft may not be operated
closer than 500 feet to any person, vessel,
vehicle, or structure.
"Helicopters. Helicopters may be operated
at less than the minimum prescribed in the
two preceding paragraphs if the operation is
conducted without hazard to person or
property on the surface. In addition, each per-
son operating a helicopter shall comply with
any route or altitudes specifically prescribed
for helicopters by the Administrator."
If weather at your location is such that clouds are
generally lower at certain times of the year, work with
airfield management and air traffic personnel to es-
tablish standing operating procedures that include
lower pattern altitudes.
If pilots indiscriminately adjust their altitudes, as
a rule, without standardization, the potential for
mishap is increased.
At times, mission requirements drive us to the
limits. One rule on top of another rule and soon you
just can't seem to operate. A combination of rules,
restrictions, and inclement weather affect training
missions the most. It is our responsibility to plan
operating procedures and teach pilot techniques that
decrease the effects of weather on operations, while
ensuring that these same operations do not pose a
potential hazard. Every commander, pilot, flight in-
structor, and student should always have an estab-
lished go or no go point. This decision is based on the
following factors:
Aircraft Equipment. Is the aircraft equipped
for IFR flight? At some training locations,
most aircraft are not IFR equipped. These
locations should develop standard recovery
procedures that consider inclement weather.
Pilot Capability. Is the pilot IFR qualified
and proficient? It is not enough just to obtain
an IFR certification. These skills must be
maintained at a certain level of proficiency
that ensures the pilot's confidence and
ability to operate in IFR weather.
Weather Conditions. Regardless of the
aircraft or the pilot's qualification, there will
be situations when weather will ground
operations. When weather is zero-zero, the
choice is most often clear. It is when weather
is marginal, and the pilot must make ajudg-
ment call, that problems arise.
You must maintain appropriate cloud clearance
requirements while operating VFR in the traffic pat-
tern. If you cannot maintain VFR, use of the other
alternatives mentioned depends largely on the situa-
tion at the time.
SVFR clearance, when requested by the pilot and
approved by A TC, allows for reduced cloud
clearance requirements. Adjusted traffic pattern al-
titudes for some locations can allow continued VFR
operations. When making altitude adjustments, you
must consider published pattern altitudes, minimum
safe altitudes, and other traffic in the pattern. Stand-
ardization of operating procedures adds significantly
to safety since everyone knows what to expect. When
operating out of the norm, based on the situation,
always communicate your intentions to A TC. These
alternatives do not replace preplanning. VFR flight
requires more preplanning and rational decisionmak-
ing when weather conditions are forecasted marginal
VFR. It's hard to complete a mission when you spend
your time ducking and dodging weather. I
USAASA invites your questions and comments and may be contacted at DSN 284-7773.
A VIATION PERSONNEL NOTES
Career Management Individual File (CMIF)
With the downsizing of our Anny, a little known
file will become increasingly important, both to you
and the Aviation Branch. The Aviation Enlisted
Assignment Branch, U.S. Total Anny Personnel
Command (PERSCOM), Alexandria, VA,
maintains the Career Management Individual File
(CMIF). The assignment branch uses these files as
the primary reference to make assignments and
other professional development decisions.
A smaller Anny will require the best leaders in
the noncommissioned officer (NCO) Corps. The
CMIF helps to identify quality soldiers. It is a
critical tool that PERSCOM Professional Develop-
ment NCOs use to make decisions regarding your
professional development.
For whom do we maintain files? Aviation NCOs
from Staff Sergeant (SSG) through Master
Sergeant/First Sergeant have files at the Aviation
Enlisted Assignment Branch. We are particularly
concerned with receiving items for the CMIF in a
timely manner. When you are promoted to SSG,
you should send copies of your DA Fonns 2-1 and
2A to the assignment branch. We also need a
current photograph of you, one with those new SSG
stripes. You also should send any academic reports
(DA Fonns 1059) for the Noncommissioned
Officer Education System (NCOES) courses you've
completed. Although the personnel system should
furnish these items to us, remember, it is your
CMIF; and you can help ensure these items get to
your assignment branch. You can mail these fonns
directly to the assignment branch. The address is
Commander, U.S. Total Anny Personnel
42
Command, ATTN: TAPC-EPL-T, 2461
Eisenhower Avenue, Alexandria, VA 22331-0453.
The primary purpose of the CMIF is to provide
data to make intelligent decisions regarding
assignments, counseling, and monitoring your
professional development. This file is used for these
purposes only and is not released to centralized
selection boards. Your attention to this file will help
the assignment branch make the best career
decisions for you and Anny Aviation.
In the All Ranks Personnel UPDATE, Anny
Regulation (AR) 640-10, chapter 5, contains all the
infonnation you need about the CMIF. Also, table
5-1 shows the composition of the CMIF.
Let's help ensure that aviation has the most
professionally developed NCOs. This professional
development includes proper trammg, both
technically and tactically, and the right mix of
assignments. Your involvement with your CMIF
will help greatly.
NCO Career Map-Road Map to the Future
The king is dead, long live the king! Both the old
military occupational specialty (MOS) test and the
skilled qualification test (SQT) have gone by the
wayside. What's next?
The self-development test (SDT) is under
development, but what do you really need to get
that next promotion? How do you develop your
career to meet your goals? The noncommissioned
officer (NCO) career map may provide the answers
to these questions.
Recently, the U.S. Anny Training and Doctrine
Command (TRADOC), Deputy Chief of Staff for
MAY/JUNE 1991
FIGURE 1: eMF 67 self-development career map
year 1-4 4-8 8-13 13-17 17-20 +
school Basic Training/ Primary Leadership Basic NCO Advanced NCO U.S. Army
Advanced Individual Development Course Course Course Sergeant Major
Training Academy (USASMA)
training for Privates through Speciali sts through Sergeants through Staff Sergeants through Master Sergeants through
Privates First Class Staff Sergeants Staff Sergeants Sergeants First Class Sergeants Major
NCO Education English Compositon Intro. to Aviation Computer Principles of Management Coll ege Math Organizational Behavior
System-related English Literature Science Speech Macroeconomics Policy and Decision making
courses Social Science Technical Report Writing Intro. to Logistics/Mgt. Microeconomics
(includes CLEP) Natural /Physical Science Intro. to Aviation Math Communication Skills Business Statisics I Human Resources Management
Humanities World and American History Intro. to Psychology
Basic Math Intro. to Computer Programing
Intro. to Computer
Career Manage- General Aerodynamics and App. Powerplant Theory and App. Army Correspondence Army Correspondence
ment Field-related Aircraft Elec.Sys.Theory Aircraft Prop.,Sys., and App. Course Program Course Program
VocationalfTechnicai Airframe and Structure App.
Courses Airframe Sys. and App. Army Correspondence First Sergeant Course' USASMA
Course Program Correspondence Course
Career Manage- Army Aviation Drill Sergeant
ment Field-related Apprentice Mechanic Recruiter Duty
Certification/Goals. (67A) Instructor
Military Education
Airframe and/or Powerplant License (FAA)
Career Manage- 1 year of college degree by year 15 : degree by year 20 :
ment Field-related Assoc. of Science in Bachelor of Science in
Degree/Goals Aviation Maintenance Mgmt. Aviation Maintenance Mgmt.
Individual must be in a first sergeant position or selected to fill the position for attendance.
Training, approved a concept for the Anny
Continuing Education System (ACES) to develop a
plan to support NCO self-development.
Concurrently, the NCO Leadership Development
Task Force has identified three "pillars" of NCO
leadership assignments,
institutional training, and individual self-
development.
We are all familiar with the first two "pillars
j
of
NCO leadership development. As professionals, we
are always seeking those tough, challenging
assignments-platoon sergeant, first sergeant,
recruiter, drill sergeant, etc.
Institutional training is the training we receive
throughout our military career, such as basic
training/advanced individual training (BT/AIT),
43
FIGURE 2: eMF 93 self-development career map
year 1-4 4-8 8-13 13-17 17-20+
school Basic Training/ Primary Leadership Basic NCO Advanced NCO U.S. Army
Advanced Individual Development Course Course Course Sergeant Major
Training Academy (USASMA)
training for Privates through Specialists through Sergeants through Staff Sergeants through Master Sergeants through
Privates First Class Staff Sergeants Staff Sergeants Sergeants First Class Sergeants Major
NCO Education English Compositon Intro. to Aviation Math Principles of Management Business Law Organizational Behavior
System-related English Literature Principles of Macroeconomics Principles of Accounting I,ll World/American Literature I,ll Policy and Decision Making
courses Social Science/History Principles of Microeconomics Technical Report Writing Business Communications Labor Law/Collective Bargaining
(includes CLEP) Natural /Physical Science Speech Communication Skills Calculus/Statistics Management Seminar
Humanities College Algebra Aviation Law
Basic Math Aviation Regulations
Intro. to Computer
Career Manage- Army Correspondence Army Correspondence Army Correspondence Army Correspondence Army Correspondence
ment Field-related Course Program Course Program Course Program Course Program Course Program
VocationallTechnicai
Courses Applied Electronics 1,11,111 First Sergeant Course' USASMA
Basic Electronics Gert. Correspondence Course
Career Manage- PLATO ASI B6 (FSQ-84 Repair) Terminal Instrument Airspace Management SGM Aviation Brigade
ment Field-related ASI7C (FRN-41 Repair) Approach Procedures Battle Staff/AGOS CSM ATS BN/USAA TCA SGM
Certification/Goals Computer-based ATC SYS INTEGRATORlMGR
Military Education Instruction Army Accident Prevention Aviation Safety Army Accident Prevention
Course Course Army Accident Prevention
TEC Lessons Army Accident Prevention Course
Master Operator/Man- Course
euver Control Sys.(93P) Master Operator/Man- Master Operator/Man-
Master Operator/Man- euver Control Sys.(93P) euver Control Sys.(93P)
euver Control Sys.(93P)
Career Manage- FCC Electronics Facility Rating degree by year 15 : degree by year 20 :
ment Field-related License and Assoc. of Applied Science Bachelors of Applied Science
Degree/Goals Qualification Related OJT Experience ATC Facility Management ATC Facility Management
and/or 1 year of college Electronics Management Electronics Management
Aviation Ops. Management Aviation Ops. Management
D courses for MOS 930
Individual must be in a first sergeant position or selected to fill the position for attendance.
Primary Leadership Development Course (PLDC),
or the Basic Noncommissioned Officer Course
(BNCOC), etc.
But what are our self-development goals? And
how do we achieve these goals? These goals should
44
include training courses, professional certifications,
and/or college degrees.
The NCO Self-Development Career Map will
help guide soldiers and NCOs through self-
development activities that will complement
MA Y/JUNE 1991
Noncommissioned Officer Education System
(NCOES) and career management field (CMF)
institutional instruction. For a peek at the future, we
have enclosed the proposed career map for CMF 67
and CMF 93 (figure 1 on page 43 and figure 2 on
page 44).
TRADOC, ACES and the proponent service
schools, in conjunction with the U.S. Total Anny
Personnel Command (PERSCOM), Alexandria,
V A, and other agencies, are developing a career
map for each CMF. Each career map will be
validated by the various service schools. The
completed CMF career map will be published in
Department of the Anny Pamphlet 350-17.
The first thing to be established is the basic CMF
goal. The goal for aviation soldiers (CMF 67 and
93) is to obtain an Associates of Science/Applied
Science degree inc' the following areas: Aviation
Maintenance Management, Air Traffic Control
Facility Management, Electronics Management, or
A viation Operations Management.
By following the NCO Self-Development Career
Map, soldiers can achieve this goal by the time they
reach their 15th year of service.
The career map is in a time line format and
illustrates areas of self-development corresponding
to your CMF. Suggested years of service are for
reference purposes only. During that period there
also are suggested institutional training goals and
skill levels obtained. Again, each individual and
CMF will differ.
Along the time line are suggested college level
courses to be taken in obtaining the CMF/individual
goal of degree completion during the specific time
period.
For example, during the 4- to 8-year period, a
soldier should be at skill level 1 through 3,
completed BT/AIT and possibly completed or
attended PLDC. College courses needed during this
period for CMF 93 emphasize aviation-related
areas, i.e., Introduction to Aviation Mathematics.
CMF 67 places more emphasis on the
maintenance-related areas, i.e, Introduction to
A viation Technology. Core college courses also are
needed for any degree completion program, i.e.,
Algebra, Macro- or Microeconomics, etc.
The first few years of a soldier's career cannot
be overemphasized. This is the period when a
soldier can really strive in the area of
self-development. Many core college courses can
be completed through the College Level
Examination Program (CLEP). In addition, soldiers
should enroll in the Anny correspondence program
and take Programmed Logic for Automated
Teaching Operations (PLATO) and Training
Extension Courses (TECs).
During the self-development phase, soldiers
should remain aware of service school oppor-
tunities. Soldiers should pursue aggressively such
schools as Terminal Instrument Approach
Procedures (TERPS), Aviation Accident Prevention
Course (AAPC), Battle Staff/Air Ground
Operations School (AGOS), Aviation Life Support
Equipment (ALSE).
These service" schools fall into the area of "free
electives" for most institutions as well as rounding
out the soldiers' expertise in their CMF. To keep
tuned to what is happening in Army Aviation today,
it's also important to read various military journals,
Federal Aviation Regulations (FAR), and civilian
publications, such as Military Technology, Army
Aviation, Soldiers, etc. A recommended reading list
is included in the career map.
The NCO Self-Development Career Map
provides a clear path to the future. Anny Education
Centers and institutions of higher learning can help
soldiers with degree programs and provide
motivated NCOs an opportunity to excel.
The goal of the ACES Career map is to give
soldiers and NCOs answers to the important career
question, "How do I get there from here?" It also
helps tie tuition assistance (T A) to the courses
listed on the map. With current budget cuts and the
prospect of future budget cuts, such educational
programs as T A may become things of the past. But
by combining T A with the career development map
and linking it all to the soldier's CMF, the
opportunity exists to develop and improve every
soldier and noncommissioned officer, both
individually and professionally. With this important
self-development tool, we will help maintain a
quality aviation force for the future. :XV,-
45
COMBAT T RAJ N I NG CENTER CORNER
Army Aviation and the Joint Readiness
Training Center
Lieutenant Colonel(P) Ed Littlejohn
Senior Observer/Controller
Joint Readiness Training Center
Little Rock AFB, AR
Captain (P) Bob Hester
Senior TOC Observer/Controller
Recent world events dramatically reflect the in-
herent danger of Army Aviation. Losing a battalion
commander and aircrew in EI Salvador and the losses
in Operation Desert Storm emphasize the risks,
despite the level of conflict. These events provide a
multitude of lessons learned for Army Aviation that
help defme our force structure for the future. Except
for actual combat, our best training occurs at our
training centers. This is where we closely replicate
war and learn lessons without suffering the tragic
losses that might occur during combat.
The Joint Readiness Training Center (JRTC) , Little
Rock Air Force Base, AR, is, and will continue to be, at the
core of training units for war. The JRTC is oriented toward
elements of light divisions, special operations forces, and
46
the integration of both Tactical Air Command and Military
Airlift Command elements. The scenario calls for deploy-
ment of a brigade-size task force to help a foreign govern-
ment in military operations on the lower end of the con-
tinuum of conflict, escalating to mid-intensity.
Army Aviation plays a key role in combined arms
training at the JRTC. Its maneuverability, fIre power, and
inherent flexibility can fulfIll the tenents of AirLand Battle
today and in the future. We can do much to enhance our
performance at the JRTC and, ultimately, in combat.
This article recommends a few steps that commanders
and units can take to improve Army Aviation's value to our
combined arms efforts. It introduces many topics that will
be discussed in greater detail in future articles. The recom-
mendations are based on observations from JRTC. They are
not astounding innovations or magical formulas. We do
MAY/JUNE 1991
many things very well, but there are always ways to im-
prove.
The aviation brigade must be the focal point for many
of these initiatives. This focal point can be illustrated best
through a discussion of challenges related to task organiz-
ing for combat and liaison officers (LOs).
A viation units are restricted in the size of the force
packages they can deploy to the JRTC. There are many
reasons for this restriction that will not be discussed here.
The constraints of strategic lift assets and time may well
require task organizing our aviation assets for a contingen-
cy operation. Doctrine recognizes this requirement and
Field Manuals (FMs) 100-5, I-III, and 1-100 discuss task
organizing (or tailoring). Mission, enemy, terrain, troops
and time available (METT-T) and the commander's intent
are driving factors. When task organizing, the aviation
brigade is the first level where one commander owns most
of the requisite assets and is staffed to command, control,
and maintain them.
The aviation task force (TF), which usually deploys to
the JRTC, is a composite battalion. The TF's composition
varies, but it usually has slices of air assault, air cavalry or
attack, medical evacuation, and QUICK FIX aircraft. The
following are fundamental issues associated with these task
force organizations:
D The TF is an adhoc organization that lacks across-
the-board expertise of all aviation component
capabilities. Seldom are there habitual relationships
and usually minimal "work up" time available for
the TF to train together.
D Standing operating procedures (SOPs) ofthe com-
ponent elements must be compatible. Crew en-
durance, forward arming and refueling point proce-
dures, reports, and work priority when occupying
an assembly area are essential items.
D Detailed coordination is necessary to ensure that
complementary packing lists (i.e., special tools, test
equipment, and aviation intensive management
items) and battle rosters can support the TF and
operations at home station, simultaneously.
The brigade commander can deal most effectively with
these issues. He can build the TF anq supplement its staff
so it has expertise in all its slice components. Since the
battalion TF headquarters will perform many of the func-
tions that a brigade headquarters usually does, it should be
supplemented to do so. Staff supplementation concerning
intelligence, fire support, and logistics should be con-
sidered.
Further, the brigade commander can fence training time
and build habitual relationships so strangers don't show up
together just before the fight. He can ensure command
relationships are clear. He can direct commonality of SOPs
in the critical areas that affect interoperability. Additional-
ly, the brigade commander can push the development of a
division level SOP for planning and coordination between
the maneuver brigades and aviation units for assault, attack,
and cavalry support. He also can cross-level critical MOSs,
special equipment, and parts so both the TF and garrison
operations can continue concurrently.
The brigade is also the level where the LO' s challenges
can be minimized. The table(s) of organization and equip-
ment (TOE) authorizes two LOs for the brigade, while none
are authorized for the battalions. An experienced and
credible LO can contribute significantly to the integration
of ground and air operations. It is important to establish
rank and experience levels for those filling TOE positions.
This is an ideal job for those leaving company command.
Such emphasis builds the prestige of the LO and establishes
credibility. Obviously, constructing rating schemes to
protect the LO is essential. Besides the TOE LOs, slice
elements must be tasked to provide appropriate experts to
augment the staff of the aviation TF. Slice elements also
provide additional LOs for elements below the brigade
level on a mission-by-mission basis.
Good use of air cavalry and attack elements in the low-
intensity conflict (LIC) environment is another challenge.
TF commanders, knowledgeable in their subordinate slice
capabilities, should persuade the maneuver commander
about their best uses. FM 100-5 states, "The most essential
element of combat is competent and confident leadership."
Obviously, newer systems, such as the OH-58D Kiowa
Warrior, will help.
Payoff versus risk must always be considered, especially
when the threat includes surface-to-air (SA-14) and
Stinger-type weapons. Good target arrays are difficult to
find in LIC. Pursuing a dismounted, squad-size element, in
heavily wooded terrain, based upon an hour-old spot report
might not be worth the risk. We should not expect a
significant payoff conducting a night screen using only
OH-58A/C aeroscouts in the same terrain and against the
same enemy just mentioned.
47
Combat Training Center CORNER
There are good missions, such as the following:
D Use scouts for terrain-oriented, instead of enemy-
oriented, reconnaissance. Integrate the aeroscout
with ground elements, ground observation posts,
and remote sensors for a screen.
D Use aviation assets for command, control, and com-
munications. Radio relay, retransmissions, and
courier missions may have great utility.
D Route reconnaissance and convoy escort.
D Integrate operations with an AC-130 Spectre.
D Secure and suppress enemy air defense artillery
during Air Force operations.
Despite the type of aviation asset used, we can operate
successfully against the shoulder-fired surface-to-air mis-
sile (SAM). Our doctrine, tactics, and aircraft survivability
equipment offer protection. Let's not get into the mind set
that we can only provide support during the night. These
missiles have exploitable weaknesses, and there will be
times when our troops need our support during the day. The
risk is greater but so may be the payoff. We can reduce the
risk if we conduct detailed planning and coordination.
Coordination with friendly units, a current friendly
situation (knowing who is on the ground below us), detailed
intelligence preparation of the battlefield (IPB), and fire
support coordination are essential. Briefly touching on part
of the IPB process, we must combine the limitations of the
SAMs with a line-of-sight overlay for each suspected or
known location (range card) to identify dead space and
areas of background masking that we can exploit.
Coordinating direct communication between the ground
unit owning the sector and the aviation element that is
working the sector improves fire support coordination and
reduces the chances of fratricide. Because of the recent
events during Desert Storm, the latter is of great concern,
especially at night. Current overlays are vital mission plan-
ning documents and should be available in each tactical
operations center and command post.
Air assault operations also require detailed planning and
coordination. The compressed reaction time caused by the
tempo of combat further complicates the situation. To
overcome this situation, all air assault participants must
understand air assault doctrine (FM 90-4).
FM 90-4 details each participant ' s duties. A division
level SOP that supplements, discusses exceptions, and
gives procedures for coordination between infantry
brigades and aviation units could help speed the planning
process. You must establish clear command relationships,
attach an LO during the planning, begin with the ground
tactical plan, and conduct parallel and concurrent planning
to save time.
The following are some areas not specifically addressed
in FM 90-4:
D Who controls the execution of the fire support plan
for each phase of the operation, from where, and
how?
D Where does the air assault task force commander
position himself during the air assault?
D Who plans and coordinates the air routes and how?
Hopefully, this article has provided some food for
thought. Army Aviation is a key component of our Army's
combined arms team. We are good now, but we have the
potential to be even better. Our performances at the JRTC
aren't just training opportunities, they are opportunities to
enhance our perceived value to the Army as a whole,
especially to those whom we support. .. 04
For more information contact the JRTC at DSN 731-6866 or write: Commander,
JRTC Operations Group, ATTN: ATZR-OCU-AVN, Little Rock AFB, AR 72099.
48 MAY/JUNE 1991
ATCFOCUS
U. S. Army Air Traffic Control Activity
The Continuing Evolution of
Air Traffic Control Operations
Colonel Melvin J. McLemore (Retired)
Former Director
U.S. Army Air Traffic Control Activity
Fort Rucker, AL
Master Sergeant John W. Conyers
A TC Development Office
AFfERACTION reviews and lessons learned from
Desert Shield/Storm operations are expected to have a
significant impact on doctrine and AirLand Operations.
The Gulf War validated the AirLand Operations concept,
which, in tum, will influence many new concepts and drive
new doctrine. This doctrine will include the mission and
functions of Air Traffic Control Operations (ATCO).
Assessments of Desert Shield/Storm show that
A TCO does not stop at the corps level. The need for
increased participation in joint airspace planning and
operations at the theater level is evident. Participation
includes terminal, en route, and forward support of
multinational and multiservice operations. Commun-
cation links between A TCO organizations and aviators
who fly nap-of-the-earth (NOE) need major improve-
ments to cover extended distances between facilities.
ATCO of the future must provide near real-time
information and integration planning to support the joint
and combined arms fight. Effective support will make
the most of the available airspace through proper se-
quencing and use.This support will provide a channel
for mission redirection/updates and threat updates
across the operational continuum of conflict. The ability
to support long distance communications at NOE opera-
tions for both voice and data will be essential.
Technology, training, and, most important, quality
soldiers become foremost to mission success as the
Army reduces in size.
A TC operations must possess tough and smart Tac-
tical Aviation Control Teams (TACTs). These teams
must have highly mobile and modular systems for
flexibility and must possess operators with pathfinder-
like skills to support contingency and operational mis-
sions. They also must be able to support 24-hour opera-
tions and yet be versatile and deployable. The teams
provide en route structures and assistance to support the
needs of the commander. The teams also provide the
commander near real-time information and intelligence
link of the AirLand Operations.
To enhance this role, tactical flight following and
airspace command and control will use increased auto-
mation at the Flight Operations Center/Flight Coordina-
tion Center (FOC/FCC). Aircraft position and status
will be updated through the interpolation of information
from the aircraft's databus. This information will be
provided to the FOC/FCC by timed data bursts over
high-frequency radios with automatic linking equip-
ment. Also, the controller can get other pertinent infor-
mation, i.e., fuel, weapons status, etc., from the
aircraft's databus. This information helps commanders
make informed decisions about mission capability and
possible redirection. The automatic system reduces or
eliminates the need to start communications manually.
Manual initiation of communications will remain avail-
able for threat, weather, airspace updates, etc.
Airfields at corps and levels above corps will be able
to support all terminal operations. Terminal A TCO
facilities will provide precision and nonprecision ap-
proaches with associated navigational aids for near all-
weather, 24-hour takeoff and landing abilities. To per-
form this role, A TCO organizations must be able to sup-
port multiservice and multinational fixed- and rotary-
wing aircraft equipped with various navigational aids.
As the ATCO mission evolves, doctrine, training,
leader development, organizations, and materiel will
require changes. These changes will ensure ATCO's
support of AirLand Operations on the nonlinear bat-
tlefield of the future. ~
Readers are encouraged to address matters concerning air traffic control to:
Commander, USAAVNC, ATTN: ATZQ-ATC-MO, Fort Rucker, AL 36362-5265.
VIEWS FROM READERS
Editor:
Personnel assigned for at least 30
days to the 1-212th Aviation Regi-
ment, Fort Rucker, AL, during
calendar years (CYs) 1987 and/or
1988 are authorized to wear the
Anny Superior Unit Award ribbon.
In addition, those individuals as-
signed during both years will be
authorized to wear the Oak Leaf
Cluster to the award. Assignment to
the unit will be determined by entries
to the Officer Record Brief. Those
individuals assigned in CY 87
during unit designation as the 9th
A viation Training Battalion also are
eligible to wear the ribbon. For more
information contact CPT David
Stokes, SI, 1-212th Aviation Regi-
ment, Fort Rucker, AL 36362-5236.
Commercial numbers are: 205-255-
2228/5395, DSN 558-2228/5395.
CW2 Shane Stonesifer
1-212th Aviation Regiment
Fort Rucker, AL
Editor:
I shudder when I see externally
mounted litter kits (see the figure at
right) like the one shown in the ar-
ticle, "Anned OH-58D Kiowa War-
rior-The Multipurpose Light
Helicopter," in the November/
December 1990 issue of the U.S.
Army Aviation Digest.
There is a huge difference be-
tween casualty evacuation and
patient evacuation. A casualty is a
person who is injured or wounded. A
patient is an injured or wounded per-
son who is receiving medical atten-
50
tion. The difference between these
two tenns is often the difference be-
tween life and death.
A casualty who receives medical
attention within 1 hour of being in-
jured has a significantly increased
chance of survival. We learned this
lesson after the Korean Conflict, and
The Surgeon General established re-
quirements for internal transport of
casualties that provided for en route
medical attention. This requirement
became a part of the UH-IA Huey
responsibilities.
During the Vietnam era I saw
countless soldiers die en route be-
cause they were being transported by
well-intended crewmembers flying
nonmedical evacuation aircraft. In
their haste to do their best, inade-
quate attention was shown, and the
litter kit for the armed OH58D.
soldier would bleed to death. I have
never been successful in convincing
these well-intended crewmembers
that speed of medical attention and
not speed of transport is the key to
life. In their eyes they did their best
and it was too bad their friend died
en route.
We understand that the second-
ary mission of Army aircraft is
casualty transport, but let's not take
a giant step backward to the stone
age when we transported casualties
externally without en route medical
attention.
LTC R. (Huey) Huether, MS
Aviation Staff Officer
Directorate of Combat Develop-
ments
Academy of Health Sciences
Fort Sam Houston, TX
MAY/JUNE 1991
Editor:
A recent picture 'which accom-
panied the article, "Armed OH-58D
Kiowa Warrior-The Multipurpose
Light Helicopter," in the Novem-
berlDecember 1990 issue of the U.S.
Army Aviation Digest can only be
viewed as a blatant disregard for the
high standards of health care
delivery that the U.S. Army Medical
Department has set for the care of
wounded soldiers on the modern bat-
tlefield. The idea that we are
developing an advanced helicopter
system, called mUltipurpose light
helicopter that would reduce medi-
cal evacuation capability to a level
worse than that provided by the un-
derpowered OH-13 Sioux with ex-
ternal litter pods is not only inap-
propriate but it is also in-
comprehensible.
During the Korean Conflict the
U.S. Army Medical Department
determined that patients who could
most benefit from the speed and ver-
satility helicopters provided also re-
quired en route patient care and
emergency intervention at the same
time. In layman's terms, "If they
needed to go by air, they also needed
to be treated en route or else they had
little chance of survival." This
capability is not possible with exter-
nally carried litters.
During the initial development
stages of the light helicopter ex-
perimental, a clear need for a light
assault helicopter capable of medi-
cal evacuation was never con-
clusively proven, nor funded for
continued development. In fact, the
opposite has been demonstrated and
approved but not funded, in the form
of the V-22 Osprey. This aircraft is
designed to carry 12 to 18 litter
patients at speeds in excess of 280
knots while providing state-of-the-
art emergency intervention and ad-
vanced trauma life support.
Our soldiers deserve the very best
our technology can provide. Even if
this idea was only an unapproved
concept, which I believe it must have
been, it demonstrates a total lack of
understanding of medical evacua-
tion and the needs of our fighting
forces.
LTC Victor S. Geiger, MS
Assistant Chief, Medical
Evacuation
Proponency Division
Academy of Health Sciences
Fort Rucker, AL
Editor:
I found the article, "Longbow
Apache," in the November/ Decem-
ber 1990 issue of the U.S. Army
A viation Digest very interesting.
Captain Pete V ozzo and CW3 Larry
Niver did an excellent job of describ-
ing the capabilities and employment
tactics for what sounds to be a poten-
tially lethal weapon system. Al-
though the article states,"The
Longbow Apache must be fully in-
tegrated into the combined arms
team," I found the scenario lacking
in its consideration of the role Field
Artillery could play.
The article discusses the ability of
the Longbow Apache to acquire tar-
gets, yet except for a minor mention
of calling for Field Artillery to
"cause enemy movement," there
seems to be no integration of field
artillery fires or any attempt to pass
valuable targeting information. The
authors talk about the ability of the
data transfer module to "bring back"
valuable information about the
enemy, to include location, array,
speed, and direction. While this may
be val uable information to bring
back, it also is very valuable in
providing targets for immediate
engagement with field artillery fires.
I can appreciate the article
focused on the capabilities of the
Longbow Apache. However, I
would offer that perhaps more con-
sideration should be given to
capitalizing on the capabilities of
other fire support systems,
synchronizing those systems with
the Longbow. The authors apparent-
ly think of the Field Artillery as an
area fire weapon with relatively
limited range, one whose effects on
armored targets are primarily sup-
pressive. To dispel this, let me
describe the capabilities of Field Ar-
tillery in terms of an analogy.
What would you think of an avia-
tion battalion that could put 50-plus
sorties in the air in a matter of
seconds? One whose helicopters
could fly to their targets at speeds
measured in Mach, not knots per
hour, with each capable of destroy-
ing a tank company in a matter of
seconds? What if you could repeat
this every 30 minutes or less, with
the total sortie rate exceeding 2,000
per day? What if these helicopters
could operate day or night, in any
weather? What if these helicopters
were virtually invulnerable to enemy
air defenses and pilot survivability
I OO-percent assured?
This is, of course, the Block II
Army Tactical Missile System
(TACMS), scheduled to be in the
field by the mid-1990s. Each of the
27 launchers in the multiple launch
rocket system (MLRS) battalion can
be loaded with two of these potent
missiles and can deliver their multi-
ple warhead, antiarmor punch to ran-
ges in excess of 150 kilometers.
Army TACMS capabilities would
seem to challenge the authors' state-
ment that the Apache Longbow is
"the only readily available weapon
that can be there fast, with the re-
quired firepower to strike the enemy
an accurate blow .... " When a tank
battalion can be completely wiped
out by the Army Tactical Missile
51
VIEWS FROM READERS
System within minutes of having
been located, this is both fast and
potent!
But Army TACMS isn't the only
weapon the Field Artillery has in its
arsenal. As the enemy closes into the
30-kilometer range of the MLRS
rocket, the terminally guided war-
head (TGW) rockets can take over.
These multiple warhead rockets also
can decisively defeat armor, and a
battalion can "ripple off' more that
300 TGWs at a crack.
I'm not saying there's no require-
ment for the attack helicopter-it's
certainly a powerful weapon system
and appears to be even more so with
Longbow. However, perhaps a little
more credence should be given to a
combined arms approach, and to
capitalizing on the Field Artillery.
In the authors' scenario, a very
viable alternative would be to use
Block II Army TACMS to inflict
maximum destruction of the target
array, committing manned aircraft as
a follow on, if required. From a
pilot's perspective, I would assume
a preference for "mopping up" a
devastated armor force, one with
battered air defenses, over confront-
ing one that's in fresh fighting order.
Keep up the good work with the
attack helicopters; the Longbow
Apache is truly an impressive
weapon. But don't forget your com-
rades in arms can lend a hand with
the battle. We "Redlegs" can soften
those air defenses, lase for your
HELLFIRE and, yes, we can even
destroy those armor battalions.
52
Mr. Edward J. Stiles
Directorate of Combat Develop-
ments
U.S. Army Field Artillery
School
Fort Sill, OK
Editor:
Army noncommissioned officers
(NCOs) now have another resource
to add to their professional develop-
ment arsenal. After months of plan-
ning and preparation, The NCO
Journal came out in April 1991.
Described as a forum for the open
exchange of ideas and information to
support training, education, and
development of the NCO Corps, The
Journal made its debut as a quarter-
ly, 24-page publication. But its staff
is already working toward expansion
by working to attract readers and a
broader base of contributors.
Master Sergeant (MSG) Gil High,
editor of the inaugural issue, said his
first goal was to provide a high-
quality product that has value as a
professional development tool. He
added, "To me that means giving
NCOs a source for information and
problem solving, but more impor-
tantly, The Journal should be a
place where NCOs wiH share their
own experiences, ideas, and
opinions for the mutual benefit of all
NCOs.
He further asserted that "Al-
though we're an official publication
that fully supports command
policies and will publish officially
approved information important to
NCO development, the purpose of
The NCO Journal is not to deliver
the' Party Line.' In fact the majority
of articles we publish should not
come from official sources but from
our readers. The only thing we ask is
that writers address issues that are
important to leader development or
offer suggestions on how we as
NCOs can become more profes-
sionaL"
MSG High explained that future
issues of The NCO Journal will fol-
Iowa series of themes to help readers
and contributors focus on issues that
are important to the Army as a whole
and NCOs in particular. But each
issue also will contain articles on a
variety of topics as well as standing
columns such as a book review sec-
tion and a section that will look at the
history of the NCO Corps.
"Readers are encouraged to take
a critical look at our first issues, and
to help shape The Journal into an
instrument that will serve their
needs," MSG High said.
Colonel Fredrick E. Van Hom
Commandant
U.S. Army Sergeants Major
Academy
Fort Bliss, TX
Editor:
I would like to say thanks for a
super job on a recent article, "DES
Report to the F ~ e l d : Enlisted Crew-
members: To payor Not to Pay?"
written by SFC Willoughby in the
January/February 1991 issue of the
U.S. Army A viation Digest.
MAY/JUNE 1991
This article is an answer to all
those who read too deeply into AR
600-106 and see only what they need
to qualify for flight pay. This article
also clarifies crewmembers' and
noncrewmembers' flight time for
pay purposes on assigned aircraft
and duty positions.
As a former student, at Fort Ruck-
er, AL, of SFC Willoughby, I can say
this puts a lot of XS in the win
column for myself. Good job once
again!
SPC Steven L. Rose
Aviation Company
Initial Staging Base/Multination-
al Force and Observers
Sinai, Southern Camp
APONY
Editor:
Enough is enough! I am writing in
reference to SFC Willoughby's ar-
ticle, "DES Report to the Field: En-
listed Crewmembers: To Payor Not
to Pay?" in the January!February
1991 issue of the U.S. Army A via-
tion Digest.
It is high time the senior Army
leader at the U.S. Army Aviation
Center, Fort Rucker, AL, take the
lead in correcting a problem so well
put by SFC Willoughby: "Logging
noncrewmember flying time to
qualify for pay is difficult and next
to impossible under current DA
guidelines." I disagree that Army
Regulation (AR) 600-106 is clear on
any facet of the flying status for non-
rated Army Aviation personnel.
Clarification only comes from non-
commissioned officers who have
never and will never be faced with
the command responsibility of en-
suring a unit is combat ready to fight.
Nor do the individuals interpreting
AR 600-106 have to face the
problems brought about by financial
hardshi ps imposed on junior enlisted
soldiers when their flight pay is paid
one month and not paid the next
month even though adequate flight
time was flown . These respon-
sibilities are shouldered by aviation
unit commanders. If it is the
commander's responsibility to ac-
cept these problems, then he/she
should be authorized to abate the
problems by being allowed to inter-
pret poorly written regulations such
as AR 600-106. This regulation has
failed to keep pace with today' s
high-tech Army, particularly for at-
tack helicopter units and special
electronic mission aircraft units. I
suspect the individuals interpreting
AR 600-106 have never even served
in such units.
A major point of contention
among unit commanders is the inter-
pretation of what flight time is accru-
able for pay. AR 600-106 states,
"Flying time to qualify for entitle-
ment to flight pay must be a product
of the performance of duties which
required the person to be placed on
flying status orders." Take notice
that the individual's primary
military occupational specialty
(MOS) was not mentioned. The
primary MOS places a soldier in the
table(s) of organization and equip-
ment/table(s) of distribution and al-
lowances line position for flight, if
all other provisions of AR 600-106
can be met. A commander must, and
normally does, dictate what is each
of his/her soldier's primary duties.
In addition, the commander assigns
additional duties for soldiers. Addi-
tional duties do not authorize flight
pay, primary duties do. If a soldier is
on flight status in accordance with
AR 600-106 and he/she participates
in flight in the performance of the
primary duties, the commander has
designed-then pay the soldier!
The very idea that a soldier can be
required to fly and inspect a com-
ponent in flight, but only receive
credit for a fraction of the flight time
flown, borders on the ridiculous.
Flight time for nonrated Army A via-
tion personnel is defined in the
Department of Defense pay manual
as "hazardous duty incentive pay."
The total duration of the flight is
hazardous duty, not just the time
spent inspecting or repairing a com-
ponent.
The bottom line is the chief of the
U.S. Army Aviation Branch must
take the lead in redefining who may
perform noncrewmember flight and
especially what time they may ac-
crue for pay. Unit commanders must
be consulted in these decisions not
just individuals who have no
authority nor responsibility for
maintaining the fighting force to win
again in the AirLand Battle.
MW4 James T. Dent
OV-ID Mohawk Standard-
ization Instructor Pilot
E Company, 304th Military
Intelligence Battalion
Fort Huachuca, AZ
Editor:
Attention cadre or alumni! The
Army Reserve Officers' Training
Corps (ROTC), University of Cin-
cinnati Bearcat Battalion, is seeking
active, reserve, or retired commis-
sioned officers.
For more information contact CPT
Daniel Graff or Cadet James Scott, at the
University of Cincinnati, Anny ROTC,
Mail Location No. 44, Cincinnati, OH
45221-0044, or phone Commercial
513-556-3660.
Readers can obtain copies of the material that is printed in any issue by writing to:
Editor, U.S. Army Aviation Digest, ATZQ-APD, Fort Rucker, AL 36362-5042.
ARMY AIR DEFENSE
FROM
NIKE
TO
PATRIOT
Mr. Don Parrish
Electronic Engineer
Illinois Institute of Technology (liT)
Research Institute
Huntsville, AL
ILLUSTRATIONS BY TIM PETTY
IN FEBRUARY 1945, the U.S. Army
Ordnance Department and the Army Air Forces
began exploration of guided missiles, beyond con-
ventional aircraft artillery, to engage and destroy
aircraft. From that beginning, fielded in 1953, Nike
Ajax was the first U.S. surface-to-air missile
(SAM). Today, the multirole Patriot missile
epitomizes the dedication and tradition of excel-
lence innate in Army air defense (AD) missile
systems.
liquid booster propelled the missile. The
rocket motor could power the missile for about 90
seconds, covering a range of 46 kilometers (km).
The missile was accurate within 14 meters at 28 km
and 23 meters at 46 km.
Nike Ajax was the first U.S. antiaircraft, radar-
guided missile system. It was a major contributor
to modem fire control development. A single-
54
Nike Hercules began replacing Nike Ajax in
1958. Nike Hercules incorporated an identify
,
.
NIKEAJAX
MAY/JUNE 1991
friend or foe (IFF) capability and introduced
electronic countermeasures resistant equipment.
This system was the first U.S. AD missile to use all
solid propellant rocket motors. The missile's range
was greater than 140 km with a ceiling greater than
45 km. Pitted against a Corporal ballistic missile in
June 1960, Nike Hercules was credited as the first
antiaircraft missile to kill an in-flight ballistic mis-
sileo Nike Hercules was classified obsolete by the
United States in 1989.
Hawk has been effective against medium- to
low-altitude targets since 1959. In January 1960, a
Hawk missile shot down an Honest John artillery
rocket. This was the first time a missile was used
to shoot down another at supersonic speed. Today,
a well-managed product improvement program,
coupled with the missile's overall capabilities,
make Hawk the most widely used SAM in the West.
An onboard radar receiver is incorporated into the
missile guidance section. As such, Hawk is the first
U.S. semiactive homing AD missile. Fielded with
an optical tracking adjunct to the fire control radar,
Hawk can passively track an air target. Missile
range is around 40 km. The warhead uses a blast
fragmentation pattern that gives it a high prob-
ability of single shot kill.
Redeye, fielded in 1967, was the first man-port-
able AD system. This system is "fire-and-forget" ,
capable with an infrared (IR) seeker housed in the
missile's nose. It is effective only against targets
flying away from the gunner. The Army began
replacing Redeye in 1981 with Stinger.
Stinger, an evolutionary development beyond
Redeye, is the first IFF-capable, man-portable sys-
tem. Operationally deployed in 1981, the missile is
IR countermeasures resistant and protects an air
space volume one order of magnitude greater than
Redeye. The missile can be used against targets
heading toward or away from the gunner. A self-
propelled version, the Avenger, carries eight
Stinger missiles, pedestal mounted on a high-
mobility, multipurpose wheeled vehicle. Avenger
REDEYE
55
FROM NIKE TO PATRIOT
CHAPARRAL
is designated the line-of-sight (LOS) rear asset in
the Army's forward area AD system.
Chaparral is a self-propelled, Short Range Air
Defense SAM. Fielded in 1969, it employs the
Army's first AD forward looking infrared sight for
day, night, and adverse weather capability. As the
first U.S. all aspect IR AD system, Chaparral
provides the Army with a multiple-launch AD
capability.
Patriot is the latest U.S. medium- and high-al-
titude SAM system. Deployed in 1985, Patriot was
the theater AD centerpiece against aircraft and
ballistic missiles. Improved fuze and warhead tech-
nologies allow Patriot to destroy incoming tactical
ballistic missiles. Patriot missiles demonstrated
this capability during combat in January 1991 when
they destroyed Iraqi-modified SCUD missiles (SS-
I SCUD Bs-Soviet mobile or fixed surface-to-sur-
PATRIOT
56
face missiles) fired against U.S. positions in Saudi
Arabia.
State-of-the-art electronics give Patriot a
capability of operating in an intense counter-
measures environment and simultaneously target-
ing aircraft and ballistic missiles. Only one
electronically steerable antenna is needed to track
targets. Older medium- and high-altitude systems
require two or more antennas.
NLOS (non-LOS) is an indirect fire missile sys-
. tern for attacking helicopters and armored targets.
This missile system permits a gunner to attack
targets obscured by hills, buildings, and such.
Weapon guidance and control are accomplished
through a fiber optic video link between gunner and
missile. Aerospace and Electronics, Huntsville,
AL, Division of The Boeing Company, was build-
ing a full-scale development (FSD) model based on
the fiber optic guided missile. The U.S. Army Mis-
sile Command's Research, Development, and En-
gineering Center, Redstone Arsenal, Huntsville,
AL, designed and developed the model in-house.
NLOS
However, funding for the FSD system was deleted
from the 1991 national budget.
This short history of Army AD systems is by no
means complete. However, it does illustrate some
of the formidable technical accomplishments
achieved by Army research and development in-
volving AD systems. ~
MAY/JUNE 1991
ARMY A VIA TION IS entering its most
significant and challenging era since becoming a
branch. Before discounting this as just another trite
statement, consider what lies ahead ....
Army Aviation is facing the future with virtually
every unit broken in terms of manpower and equip-
ment. There simply will not be enough of either.
At the same time, the Army is getting smaller.
The Active Army will be the smallest it has been
since before the Korean conflict, and it will no
longer be predominantly forward-deployed. In-
stead, it will be a U.S.-based contingent Army
capable of quickly projecting a military presence
anywhere in the world.
Even as the Army planned for this reduction, it
deployed an unprecedented force to Saudi Arabia
and, as part of a United Nations' coalition force,
soundly defeated the fourth largest army in the
world. Indeed, Army Aviation played significantly
in every phase of the Gulf campaign!
Lieutenant Colonel Charles Lowman
Chief, Organization/Force Development Division
Directorate of Combat Developments
U.S. Army Aviation Center
Fort Rucker, AL
The concept of how we employ and fight our
forces is also changing. This situation raises the
question, "How do we fix Army Aviation units
while simultaneously drawing down the size of the
Army and changing the way we fight?"
The answer is not simple. The near-term fix will
apply only to those areas not requiring resources.
We can correct errors in organizational design
through table(s) of organization and equipment
changes. However, any demand for resources
(people or equipment) will have to compete in the
total Army analysis process. That process, in
progress now, projects requirements 7 years into
the future.
To help answer this question and address the
aviation requirements for the Army of the future,
Headquarters, Department of the Army, chartered
a special study-the Aviation Requirements for the
Combat Structure of the Army V (ARCS A V).
Headquarters, U.S. Army Training and Doctrine
57
units. The company will be standard, but the bat-
talion may be organized based on its mission or
location. In other words, an assault battalion at
corps may have only three companies, while an
assault battalion in a light division may have four.
Tough issues remain
Identifying and agreeing to the principles are the
easy parts. A great number of tough issues and
problems remain.
60
These questions are part of the study-
What are the requirements for air traffic services
on the ALB-F battlefield?
What should the Army Aviation combat service
support structure look like and who should con-
trol it?
How do we solve the problem of maintenance
and logistics support for MEDEV AC (medical
evacuation) units?
What is the correct crew ratio for each type
aircraft, I crew per aircraft, 1.5, or 1.3?
What are the correct wartime-flying hours to use
to determine maintenance requirements?
What is the requirement for Army Aviation in the
division?
Probably the most difficult issue to address is the
Reserve Component structure; in other words,
"What is the appropriate allocation of Army Avia-
tion force structure between the Active and
Reserve Components?" We have learned a great
deal from Desert Shield and Desert Storm about the
U.S. Army Reserve (USAR) and Army National
Guard. Now we need to take advantage of what we
have learned to exploit strengths-while eliminating
weaknesses-of the Reserve Components. To do
this, the USAR and the National Guard Bureau
have dedicated full-time support to the study effort.
As I stated earlier, ARCSA V comes at a most
critical point in the history of Army Aviation. The
work is extremely challenging and may yield un-
popular decisions, but it is absolutely essential.
This is our chance to develop an aviation force that
exploits our greatest strengths-deployability, ver-
satility, and, most of all, lethality. -=r
MAY/JUNE 1991
Lieutenant Colonel
Immanuel C. Sieving
Director of Evaluation and
Standardization
Fort Rucker, AL
TRAINING IS THE backbone
of the Army, the building block that
leaders use to construct successful
units able to accomplish their
missions. The former U.S. Army
Chief of Staff, General Carl E.
V uono, described training in Field
Manual (FM) 25-101 as "the
cornerstone of readiness ... the top
priority for the total Army. "
One key aspect of trainiRg is
mission rehearsal. Just as training
creates a successful Army, rehearsals
create successful training. Leaders
can spend hours developing the
perfect plan and collecting the
soldiers and equipment to carry out
that plan.
At H-hour (the first hour),
however, if soldiers are unsure of
where to be, when to be there, and
what to do while there, then the
perfect plan falls victim to an
inexcusable error-lack of rehearsal.
Rehearsals have been around a long
time in the civilian world as well as
in the Army. Since the beginning of
sports, teams have rehearsed plays to
REHEARSAL
prepare for outwitting the opponent.
Team members know any rehearsed
play could be the winning play of the
game.
The object is to win. Practice
makes perfect. Apply the same
concept to the Army. The object is to
defeat the enemy. Rehearsing the
mission increases the chances of
winning.
Aviation units have a special
interest in rehearsals. As these units
usually cover substantial amounts of
ground during missions, conducting
rehearsals is vital. Because aviation
operations are costly for the units,
rehearsing on the actual terrain is
difficult; but rehearsals are essential
to mission accomplishment.
During a recent evaluation at Fort
Riley, KS, the Directorate of Evalua-
tion and Standardization had the
opportunity to fly tactical training
scenarios with the 4th Brigade.
Before the missions, the brigade's
officers and noncommissioned of-
ficers (NCOs) rehearsed extensively.
As a result, they accomplished
Second Lieutenant Leigh
Ann Seigle
Student
Army Aviation Flight School
Initial Entry Rotary-Wing
Course 91-04
Fort Rucker, AL
mISSIons well beyond the accepted
standards.
How does the 4th Brigade
rehearse to enable itself to exceed
mission standards? The costs pre-
vent it from rehearsing on real
terrain; therefore, it does the next
best thing. Working through the
fDISSIon together, the brigade
duplicates the terrain, aircraft,
vehicles, and equipment. Officers
and NCOs who lead the tasks
recreate every action and its time of
execution down to the econd.
This type of rehearsal uses several
key training points covered in FM
25-101. These points are-
Demonstrations
Leader's responsibilities
Professional development
Train as you fight
Safety
Surprisingly, rehearsals are not
covered in detail in any Army or
Army Aviation manual. Therefore,
61
incorporating these training points
into any rehearsal is important.
The first training
point, demonstra-
tions, is synonymous
with rehearsals. FM
25-101 states that, "Demonstration
is the preferred method of
presentation.... Seeing a task
performed correctly provides greater
understanding than any amount of
explanation.' ,
A picture worth a thousand words
was created by the Fort Riley unit's
rehearsal/demonstration. The unit
was required to conduct a night-
vision device mission cross forward
line of own troops operation. It used
three elements from different
battalions within the brigade.
In its rehearsal, the unit did not
use sticks, stone, or sand to
designate terrain and equipment. It
brought the scenario to life by using
terrain boards for the terrain and
miniature models for each element's
aircraft, vehicles, and equipment.
The unit marked every model
with a letter and number to designate
different element ownership. This
unit went into such detail that it had
homemade miniature tents, gener-
ator , male and female port-a-potties,
and other items.
All the air control points, landing
zones, battle positions, and engage-
ment areas were marked on the
terrain board. The Soviet aircraft,
vehicles, and equipment were also
present. The realism in this de-
monstration did much more for the
individual's understanding than a
map or sticks-and-stones sand table.
The second and
~
third training points,
leader's respon-
sibilities and profes-
S sional development,
go hand-in-hand in
preparing a unit for a mission. The
keys to success in FM 25-101 reads
that leaders are the primary trainers
for the unit with responsibility to
conduct by rehearsing.
Leaders should integrate rehear-
sals into the command and staff plan-
ning sequence. Leaders should "be
personally involved in planning,
executing, and assessing training."
This includes the professional
development of junior leaders.
In the Fort Riley rehearsal, the
task force commander set the stage
for subordinate leaders. Each ele-
ment leader was then required to use
the terrain board and miniature
models to show commanders exact-
ly what the element was to do.
During this time, the commander
could correct any errors or introduce
different enemy actions into the
scenario.
Each element leader had to know
the mission and be able to im-
mediately think to react properly to
enemy movements. This rehearsal
was an excellent opportunity for the
task force commander to teach and
the element leaders to practice
tactics, techniques, and procedures.
The operations and training NCO
even used the terrain board to train
the NCO vehicle commanders who
in tum trained the individual drivers.
Both the officers and the NCOs
worked on professional development
using the "train the trainer" concept.
How do soldiers rehearse to exceed mission standards? Demonstrations (left) and leadership
(right) are two of the five training points that answer this question.
62 MAY/JUNE 1991
Whether on land or in the air, soldiers train as theyJight, the fourth key training
point, a peacetime rehearsal for wartime situations.
Soldiers apply safety, the fifth key point, to keep accidents at a minimum.
Everyone leaI11ed a great deal from
this experience.
[!J
The fourth training
4 point is train as you
fight. This phrase
means all training
during peacetime should simulate
wartime situations. Soldiers should
perform this training as a combined
arms team and should be tactically
oriented.
In many cases, a basic start is
necessary to ensure soldiers proper-
ly perform even the simplest task.
This is important, because all tasks
in a mission build on each other. If
one task is done improperly, it af-
fects the whole mission. This is
known as the crawl, walk, and run
method of training.
When the NCOs at Fort Riley
rehearsed the advanced party move-
ments, they used the crawl, walk,
and run method. The composition of
the advanced party was no different
from any other advanced party, but
the NCOs needed to practice on the
terrain. With the simulated battle-
field in front, the NCOs saw the
section of the battalion assembly
area each element should occupy.
With miniature models, the NCOs
actually lined up the vehicles in the
order of march. They practiced
entering the battalion assembly area
and etting up the security and
communication nets. Then they
rehearsed where each tent, generator,
and vehicle would be placed in the
separate company sectors.
When the officers conducted their
rehearsals on the simulated
battlefield, they practiced primary
and alternate route reconnaissances;
screening landing zones and battle
positions; and entering and exiting
battle positions and engagement
areas. They went so far as to use
radio calls, frequencies, calls for fire,
aircraft survivability equipment, and
identification friend or foe on/off
operations times.
@
The fmal training
5 point is safety. FM
25-101 stresses the
importance of reducing the number
of casualties caused by accidents, not
by the enemy. During the Fort Riley
rehearsal, one element departed the
air control point before it received
the code that meant clear to leave.
This safety violation might have
caused an accident during the
mission. Because the element caught
the mistake during the rehearsal, it
prevented a future accident.
Major General Rudolph Ostovich
III, commander of the U.S. Army
A viation Center and Fort Rucker,
listed the rehearsal of key operational
events in this year's areas of interest
memorandum. More emphasis needs
to be put on conducting good
rehearsals. Spending the time to
rehearse thoroughly reaps many
benefits.
The Fort Riley unit is an excellent
example. All participants were well
informed and trained to react to
enemy movements. The rehearsal
was a success, because the unit
rehearsed as realistically as possible
without actually going out and flying
over the terrain.
The task force comIJlander as the
primary trainer used personal
know ledge to instruct and challenge
subordinates. When the actual
mission took place, everything went
according to plan and the unit
accomplished the mission.
More detailed rehearsals need to
take place in today's Army, especial-
ly in Aviation. For those interested
in taking that extra step to do a
realistic rehearsal, the training aids
service center can provide the terrain
boards and order miniature models.
Be imaginative, creative, and
constructive when you provide a
learning environment for subor-
dinates. Individuals will benefit and
the unit will benefit. Consequently,
the Army will be a more effective
fighting force.
63
Earning Those Stripes
Changes To Resident Training Strategy
Mr. Don Funkhouser
Education Specialist
Directorate of Enlisted Training
Fort Rucker, AL
T he U.S. Army Training and Doctrine Command released a
May 1989 message stressing the changing world events and the
role the Army must face in adjusting to new challenges. In light of
new au tere defense budgets, new approache to training must be
found.
The U.S. Army Training Support Center was tasked to develop
an Army Correspondence Course Program (ACCP)/resident train-
ing integration strategy. The strategy will convert resident course
material, such as common core, conference, and lecture lesson
plans, to the ACCP. These courses will become a prerequisite h)
attendance at institutional training sites.
In May 1989, representatives from the Department of Enlisted
Training (DOET), Fort Rucker, AL, met with repre entatives of
the U.S. Army Aviation Center Noncommissioned Officer
Academy (USAACNCOA). They decided the Basic Noncommis-
sioned Officer Course and Advance Noncommissioned Officer
Course (ANCOC) students could enter the program. The 68P
ANCOC, Avionic Equipment Maintenance Supervisor Course,
was selected as the test sample.
Le on from the 68P course were converted to the ACCP for-
mat and a validation packet was routed to the USAACNCOA in
April 1990. The validation was completed and handed off to the
Directorate of Training and Doctrine (DOTD) in May 1990.
Mr. Wilder of the Institute of Professional Development, Fort
Eustis, VA, met with representatives from DOET, DOTD, and
USAACNCOA on 9 April 1991. They decided at this meeting to
slip the start of the test program to August 1991.
Implementation of the te t would begin with class 91-03, 5
August 1991, and end with class 92-03, 3 June 1992. Results of
the test will help determine the Army's future course of action.
The new prerequisite course is scheduled to be fielded in the
third quarter of fiscal year 1991. Prior to enrolling in 68P40
ANCOC 91-03, 5 August 1991, students must have completed
ACCP Subcourse A VT 300, Aviation Supply, Forms and Records
Interested soldiers may direct their questions to Mr. Don
Funkhouser, DSN 558-5510/2361, Fort Rucker, AL.

Army Aviation Digest - May 1991

Uploaded by

Copyright:

Available Formats

Army Aviation Digest - May 1991

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Army Aviation Digest - May 1991

Uploaded by

Copyright:

Available Formats

. ~ . f.

Professional Bulletin 1-91 -3

You might also like