Army Aviation Digest - Jan 1995

T
his issue of Aviation

Digest will focus on
Army National Guard
(ARNG) aviation force modernization,
and the versatility it brings to the
total force. As you read the ARNG
articles in this issue-you will real-
ize the many challenges that lie
ahead. Guard aviation undoubtedly
will be an important, integral part
of Force XXI.
Despite a very demanding year,
ARNG aviation has achieved a num-
ber of significant accomplishments.
A soldier from the Eastern Army Avi-
ation Training Site (EAATS) received
the AAAA trainer of the year; an
BAATS unit was selected as runner-
up for the prestigious Lieutenant Gen-
eral (LTG) Ellis D. Parker Award; and
an ARNG aviation team captured sec-
ond place at the World Helicopter
Championship in Moscow-to name
but a few. Another noteworthy ac-
complishment is the safety record of
ARNG aviation-this March will
close 24 consecutive months with-
out a Class A accident. Great work!
T
he Army National Guard
(ARNG) has begun the
difficult task of restructur-
ing to meet the challenge of a chang-
ing world as a full partner in the
Total Army. Some of the events ac-
complished in the past year include
designating the 15 enhanced bri-
gades called for in the Bottom Up
Review, integrating U.S. Army Re-
serve (USAR) Special Forces units
into the ARNG as announced in
the Reserve Component Offsite
Major General Ronald E. Adams T
Army National Guard Aviation
Total Force ... Total Victory!
In conjunction with USAR
aviation force migration, force
modernization, and Aviation Re-
structure Initiative (ARI), Guard
units will be cross-leveled across
the United States to effectively bal-
ance the force. This must be accom-
plished while maintaining mission
readiness for both federal and state
contingencies. ARNG aviation must
remain totally integrated with the
Active Component (AC). Over the
past year, ARNG aviation has been
alongside its AC partner contributing
to the efforts in Honduras, Panama,
Somalia, and Haiti.
In addition, it has provided
critical disaster-relief support and
counterdrug operations in the
continental United States (CONUS).
Army Guard aviation forces are
on the leading edge of change and
add another dimension to the versa-
tility and relevance that Army avia-
tion brings to full-dimensional
operations. The following articles
serve to highlight that-Total Force
... Total Victory!
Changing of the Guard
Agreement, and announcing the
planned fiscal year 1995 inactiva-
tions. As we have continued the pro-
cess of downsizing the force, we
have continued to meet our many
federal and state missions. The
ARNG, spearheaded by the 29th In-
fantry Division, Fort Stewart, Ga.,
is providing the lion's share of sol-
diers to a pilot program composite
battalion, which will perform
peacekeeping duties in the Sinai.
The ARNG also responded to many
MG John R. 0' Araujo Jr.
Director, Army National Guard
Pentagon
Washington, D.C.
other missions across the country
while continuing to conduct
overseas deployments for training
around the world.
ARNG aviation is shouldering its
share of the restructuring to meet
this changing world with the imple-
mentation of the Aviation Restruc-
ture Initiative. The ARNG will
continue to modernize its aviation
assets, removing older airframes
from the fleet while absorbing
aviation force structure from the
U.S. Army Aviation Digest January/February 1995
USAR. Even with the migration of
USAR aviation, the Guard will lose
40 percent of the fleet and have about
1,800 airframes in the year 2001.
Aviation continues to provide
invaluable support during disasters.
Flying medical evacuations, aerial
surveys, resupply, and search-and-
rescue missions, our aviators have
continuously demonstrated their
professionalism and vital impor-
tance in disaster responses such as
floods in the Midwest and Georgia,
hurricanes in Florida and Hawaii,
and earthquakes in California.
Aviation also provides important
support to law enforcement's con-
tinuing efforts to interdict and erad-
icate drugs. We are committed to
ensuring that each state maintains
the assets necessary to accomplish
state missions.
Although we will have a smaller
aviation force, we will be a highly
trained force. The Eastern and West-
ern ARNG Aviation Training Sites
continue to provide innovative train-
ing opportunities for both our offic-
ers and enlisted aviation personnel
to include aerial gunnery and simu-
lation training for aviators and skills
training for our maintenance person-
nel. Units are conducting overseas
deployment training in places such
as Germany and Central America.
Participation in exercises, such as
Atlantic Resolve '94 and Operation
ARCADE FUSION, provides our
View from the Top: Army
National Guard Aviation
COL Joseph L. Ferreira
Director, Army Aviation and Safety
Army National Guard Readiness Center
Arlington, Virginia
In slightly less than five years,
clocks will tick down and America,
with its Army, will enter the twen-
ty-first century. Unless world events
dictate otherwise, that Army will be
smaller, highly mobile, and much
more lethal than today's Army. We
have already begun to see differenc-
es in the way our forces are used,
and we must be prepared-not only
for large-scale theater conflicts but
also for intervention in small local
arenas where the United States has
an obligation to intervene or assist.
We know this because the change
to meet these challenges has begun.
For Army National Guard (ARNG)
aviation, it means meeting this
challenge by breaking paradigms
and viewing our role in a new light.
Change is not new to us. We
implemented the aviation force
structure changes of the 1970s and
1980s with little fanfare and fuss.
These were times of expansion for
ARNG aviation-from the absorp-
tion of the Army's post-Vietnam
aviation drawdown to the expand-
ing budgets of the 1980s and the
ARNG's increased role in domestic
activities. With its vast aviation in-
frastructure, the ARNG was always
able to add a little more here and a
little more there. Our mind-set of
20 years was to grow, take a breath,
and grow some more.
The challenge to National Guard
aviation with the current change is
brand-new: stop the growth-and
go on a diet. We have accomplished
the first part of this relatively easi-
ly. After all, our plate was pretty full.
We are now beginning the difficult
phase: reducing the number of our
airframes, closing facilities, greatly
reducing budgets, and most painful
of all, drawing down our fine avia-
tion soldier pool. This challenge can
leaders with excellent opportunities
to sharpen their planning skills.
Real-world missions-such as pre-
paring the aircraft of the 10th Moun-
tain Division, Fort Drum, N.Y., for
deployment to and from Somalia-
serve as valuable training while
demonstrating our readiness and
importance to the Total Army effort.
The importance of the ARNG to
the Total Force will increase as the
force continues to downsize. Integrat-
ing ARNG aviation into warfight-
ing has never been more important
to the future of Army aviation.
The Army National Guard
aviation force is on course and
glide path as we prepare to enter the
twenty-first century.
be best illustrated by looking at two
sets of numbers. Currently, we op-
erate 2,500 aircraft; in the year
2001, we will have only 1,725. We
now use the services of 28,258
ARNG men and women in support
of our aviation mission; in 2001, we
will have reduced that number to
24,690. These numbers have an
even greater impact when one takes
into account that the end-state num-
bers include a significant portion of
U.S. Army Reserve aviation migrat-
ing to the ARN G under the tenets
of the offsite agreement.
Planners in ARNG aviation must
be especially careful as we go about
this reduction. It is all too easy to
throw the baby out with the bath-
water. In this case, the baby is the
ARNG's dual mission of providing
manpower and equipment to meet
the needs of the states in times of
(Continued on page 33)
2 u.s. Army Aviation Digest January/February 1995
After attending the Aviation
Trainers Conference (24-28 Octo-
ber 1994) at Fort Rucker, Ala., I
came away with a feeling that the
Army- and Army aviation leaders
in particular-have concluded that
the only aircraft left in the system
is the AH-64 Apache. Along with
this conclusion is the decision that
the only aviators worth mention are
the ones who manipulate the con-
trols of the Apache. While all other
aircraft are deemed unworthy by our
leaders, I am most upset by the
attitude taken by those in charge
against the aeroscout.
I have served most of my career
as an aeroscout and a utility pilot. I
flew the OH-6 Cayuse in Vietnam
and have recently finished a tour as
the OH-58 Kiowa standardization
instructor pilot of an aviation bri-
gade (attack) in Europe. Before that,
I instructed at Fort Rucker in the
aeroscout program, which produc-
es all of the aeroscouts in the Army
today and prepares many for
continued training in the AH-64.
Most of the pilots I have taught
at Fort Rucker and those I have
known or flown with in other assign-
ments are as good or better than all
of the other pilots who have flown
for the Army. AH-64 pilots are ex-
perts at what they do, but let me fur-
ther say to all our leaders, the
OH-58 aeroscouts in your unit are
just as professional. Whether you
use them as doctrine dictates or, as
I heard at the conference, " ... just
use them as decoys ... , " they
sustain the same sense of readiness
and mission accomplishment.
Don't assume that the aeroscout
is somehow a less-trained aviator
just because Army aviation has
failed to ensure that technology en-
hancements were integrated into re-
connaissance aircraft. Providing
"safety-{)nly" improvements for the
OH-58 does not degrade aeroscout
mission performance or profession-
al attributes. I contend that you will
get a better picture of the aeroscout
if you remember that, despite the old
and underpowered aircraft that the
Army has given him, he continues
to do the mission to the best of that
aircraft's ability.
CW4 John H. Converse
1814 Intrepid Street
Great Lakes, IL 60088
I must voice my concerns about
a letter written by CSM Brent H.
Cottrell, "Are we soldiers first--or
not?" (in the September/October is-
sue of the Aviation Digest). Many
good points were noted in the ser-
geant major's letter, but as I came
across the solutions, I sensed an in-
creased dosage of nonaviation-re-
lated tasks and details--consuming
on-aircraft maintenance time. As
aviation crew chiefs, mechanics,
and maintainers, these soldiers
hastily fulfill both requirements.
U.S Army Aviation Digest January/February 1995
The overall cost to Army aviation
is excessive workload, poor produc-
tivity, and poor quality of mainte-
nance performed. My most vivid
memories after a full day of "week-
ly mandatory training" are closing
the hangar doors, turning on the
lights, and getting ready for the long
haul.
I feel that solution number three,
in part of course, has potential. Let
us look at an organization, such as
the Air Force, with service members
working and advancing by grade
within their job specialty. These
airmen maintain a high level of
technical expertise with minimal
distractions. That, in my opinion, is
the path we need to take to main-
tain these multimillion-dollar, high-
ly technical aircraft. As Army
soldiers, we must retain our knowl-
edge of basic combat skill but leave
the rest to our highly trained broth-
ers in combat arms. These views by
our senior leadership to perform like
infantry soldiers-rather than as
highly trained mechanics perform-
ing our wartime mission-will bury
concepts such as Stripes on the
Flight Line. Also, I must add-in
closing-wearing my one-piece
flight suit and displaying my Mas-
ter Crewmember Wings have been
a source of pride and distinction-
while I have kept my hands out
of my pockets and have been very
rarely in need of a haircut.
MSG Edward C. Farrar
CSS Doc Division
ATTN: MOFI-FMRL-M
Commander USAFISA
12400 Quarters Road
Fort Lee, VA 23801-6000
3
As an air traffic controller for the
U.S. Army for about 12 years, I have
always felt that we (air traffic con-
trollers) have considered ourselves
as a strong and active part of U.S.
Army aviation.
When I was first assigned to Fort
Hood, Tex., with an air traffic con-
trol battalion, we were issued a
patch to wear on the left breast pock-
et of our utility uniforms and BDUs
(battle dress uniforms). Later it was
determined that this was an unau-
thorized patch, and we were ordered
to remove them from our uniforms.
Quite a few controllers were a bit
upset by this because the patch gave
us a sense of pride in the job.
Why are air traffic controllers-
who directly affect the safe flight of
aircraft- not wearing wings? I un-
derstand that, at one time, air traffic
controllers wore wings much like
the ones worn by the U.S. Air Force.
Would it be possible for the Avia-
tion Branch to develop a process to
determine what would justify the is-
suance of air traffic control wings
and how and when they would be
issued to qualified controllers?
Many controllers are proud to be
part of the Aviation Branch; it would
feel better to look the part as well.
SSG Eddie R. West
HHB P&S Battalion
Fort Sill, OK 73503
During the last few years, I have
been assigned or associated with
units that were called upon to
support one contingency mission
or another in different parts of
the world. Currently, I am in Haiti
supporting Operation Uphold
4
Democracy. It does not make a
difference when or where we go--
nor for that matter, which unit is de-
ployed. We kiss our loved ones
good-bye, pat the dog on the head,
and off we go again! These deploy-
ments have been, for the most part,
come-as-you-are affairs. There
never seems to be enough time to
train up or to correct deficiencies
that, for one reason or another, have
been put on the back burner-little
time and lots of procrastination.
This is where I see major problems
with our safety programs. A down-
sizing of the Army and budgetary
constraints mean that aviation units
will have less operating funds to do
actual field training. We are setting
up both our safety officers and
their commanders for a big fall.
Safety officers advise and assist
the commander. Fair enough-but
what do they advise and assist on?
Lately, it sure has not been on field
operations! For a safety officer to
advise the commander, the safety
officer needs something more than
attendance at the safety course as
basis for this advice. The excellent
education given at the safety course
provides safety officers with the
field skills to administer a tactical
safety program; however, actual
field experience on a recurring ba-
sis is-and always will be-the best
trainer. Unfortunately, at least for
the foreseeable future, the handwrit-
ing is on the wall as far as field train-
ing is concerned. So what is the
answer-make the safety course
longer to fill in the void? This is un-
realistic and should not even be con-
sidered. I honestly do not think that
is the solution-nor should it be. Re-
member that the force drawdown
and lack of revenue are driving the
train.
Procrastination is the thief of
time, as the adage goes. Trying to
figure out your tactical field aircraft
parking plan without having done
one before can be a challenge. The
commander wants a recommenda-
tion now-not an "I'll have to check
the books first, sir." Better yet, have
a proposed plan ready that takes
everything into consideration. You
can have as much information about
the area as the next guy if you plan
far enough ahead. The commander
does not pay his safety officer to sit
around and tell him why he can-
not do a certain thing. The com-
mander wants recommendations,
and in a combat or contingency op-
eration, he needs them fast. Make
yourself part of the team. In many
cases, the staff, at first, will not un-
derstand why you need to be in on
all the staff meetings and staff up-
dates. When they see that you have
something to add and a vested in-
terest, however, you will be consid-
ered an asset. Then you are in the
position to show the commander
that you are there to work with
him-not just for him; there is a big
difference.
This approach allows the safety
officer to be a well-versed individ-
ual on all matters that could affect
the safety or health and welfare of
the command. It all depends on you.
Pull yourself away from the desk,
and get out of the office. Those pris-
tine safety files, all ready for inspec-
tion, and that impeccably numbered
reference library are not going to do
your command much good when
you deploy. Chances are, you will
not get to take them with you
anyway.
Your unit does not have to go the
field for you to educate yourself.
Most installations around the world
have more than one aviation unit
assigned to them, and chances are,
someone is going to spend some
time in the field. Plan to get with
that unit's safety officer and spend
some time in the field. You can learn
something. Find out who the sub-
ject matter experts are in all areas.
"Pick their brain" on potential
safety-related problems that they
u.s Army Aviation Digest January/February 1995
have experienced in the past, and
have them show you what works
and what does not. When was the
last time you ventured into the mo-
tor pool--other than to inspect it?
Get the master driver to qualify you
on unit equipment. If you cannot
qualify, at least get a very thorough
orientation. Your knowledge will be
beneficial when those accident re-
ports start surfacing. You can iden-
tify trends. Better yet, you will be
able to see, firsthand, where prob-
lems can be found. The local food
service technician can show you
how to establish a safe working en-
vironment in the field kitchen are-
na, and the infantry can show you
the proper construction method for
hasty fighting positions. Take into
consideration the IIIN platoon. You
can learn some tricks of the trade.
What is the tactical requirement for
separating fuel from ammunition?
How high should the berms be in
front of your armed aircraft? Where
do CH-47s get placed in a multi-
ple-use FARP (forward arming and
refueling point)? And then there's
the all-time showstopper: different-
colored fuel. How far can aircraft
be parked legally away from the ac-
tive at an international airport and
still allow commercial traffic?
These are just a few, but as you can
see, all are relevant questions. A
safety officer needs to provide the
command an answer on these issues.
Should you have them all commit-
ted to memory? Not necessarily, but
a good working knowledge helps.
In all my years as a safety officer, I
have never found anyone who was
not willing to share his or her ex-
pertise. People are always genuine-
ly enthusiastic and impressed that
an outsider is interested in their area.
Where does the safety officer
come in as a combat multiplier?
Whenever a timely correction is made
and an unsafe act is prevented, it
adds to the command's ability to
project itself on the battlefield.
Every accident involving personnel
or equipment takes these assets
away from the commander, and
someone else or some other piece
of equipment has to fill the void. If
the void is not filled, then we leave
ourselves unprotected and vulnera-
ble to the enemy. When you thor-
oughly educate yourself as a safety
officer and your unit has a fully
functional safety program, then you,
the safety officer, truly become a
combat multiplier.
CW5 Gerald D. Cartier
10th Aviation Brigade
ATTN: AFTZ- AV- SO
Fort Drum, NY 13602
The revision of traditional Army
aviation missions-to include mar-
itime operations and the deployment
of aviation forces worldwide-has
led to an increased desire for over-
water and shipboard operations.
Shipboard operations require an im-
mense amount of joint participation
to plan and conduct field deck land-
ings, dunker/HEEDS (Helicopter
Emergency Egress Device System)
training, initial ship deck landing
qualification (DLQ), and currency
bounces.
Processing requests for deck
services is made difficult if the re-
quests are not properly submitted.
After forwarding annual shipboard
training forecasts to the respective
corps headquarters, units then
develop specific training requests
according to long-term training
plans. Units must request primary
and alternate training dates with
enough flexibility to allow for a
ship's normal training. The Navy
does not dedicate a ship exclusive-
ly to DLQs-the larger the service
window, the easier it is to match ship
with flight unit. Requests should be
submitted in time for inclusion in
the fleet commanders' quarterly em-
ployment scheduling conference.
Units must plan and request services
two quarters in advance.
Properly submitting the DLQ
request ensures the most flexible
handling of the service and increas-
es the probability of actually obtain-
ing a ship- in spite of mission
changes within the Navy. Submis-
sions that arrive after the schedul-
ing conference are handled on a
"not-to-interfere" basis-a fill-
or-kill scheme--or they are titled
EMERGENT if the training is nec-
essary to meet imminent deploy-
ment or contingency operations.
Filling emergent requests forces
mission changes in Navy ship
schedules that are sometimes felt for
several months.
Army aviation participation in
JTF-6 missions, contingency plans,
and deployment exercises is ex-
panding the need for shipboard
training. Proper staffing will assist
in ensuring that the training takes
place.
For more information, call MAJ
Michael J. Knippel, Joint Warfare
Officer, Naval Surface Force, U.S.
Atlantic Fleet, Norfolk, Va., DSN
564-8623/8633.
f .......' .. '' v ........ .. .. .. ' ............. ........ ...... ... ... w . . .... ....... w ........... ................ :-;.:.::.:. .... . .........

1 ",
I
i
!
.
Training
Window
1 st Quarter FY96
2nd Quarter FY96
Scheduling
Conference
July 1995
04-06 October. 1995
Input Due
19 May 1995
19 August 1995
\ __ __________________________________ =-____ __ __ J
u.s Army Aviation Digest January/February 1995 5
The "Improve Military Aircraft
Safety" article under the "News and
Views" section of your November/
December 1994 issue of Aviation
Digest stopped short of one more
item of personal attire that is fatally
important in a military aircraft
crash-boots!
In 1973, I assisted removing a
slightly injured soldier from a heli-
copter crash. Fuel from the aircraft
had splashed the soldier, and his
clothing was burning. The fire was
easily put out by putting the soldier
on the ground and smothering the
fire. The soldier was left on the
ground while an effort was made to
get other injured soldiers out of the
burning helicopter. In just a minute,
the clothing of the soldier on the
ground was burning again. The
clothing was extinguished a second
time, and the soldier was assisted
further away from the burning heli-
copter. Our attention returned to the
others injured in the crash only to
realize that-for the third time-the
first soldier was again engulfed in
flames.
The outcome of being ignited
three times was that the soldier, who
should have been a survivor, died
several days later because of his
burns. The reason that he kept reig-
niting, which was not realized at the
time, was because of the heat re-
tained by his highly polished,
highly flammable boots. Do not let
another soldier die because
rescuers are not aware that polish-
impregnated boots smolder at a tem-
perature high enough to ignite avia-
tion fuel. If a soldier has been fuel
splashed and ignited, when the fire
is extinguished the first time, get
those boots off and away!
SGM Robert Swanson (retired)
2909 Mill Crossing Drive
Fort Washington, MD 20744
6
The Army Aviation Association
of America's (AAAA's) Annual
Convention will be 29 March-1
April at the Georgia World Con-
gress Center, Atlanta, Ga. The
theme will be "Army Aviation:
Vanguard of Change."
The 1995 professional program
will kick off on Thursday, 30 March,
with a presentation by the Army
Chief of Staff, GEN Gordon R. Sul-
livan. Friday will be highlighted by
remarks by the Secretary of the
Army, the Honorable Togo D. West,
Jr., and will also include presenta-
tions by Aviation Branch Chief and
Commanding General, MG Ronald
E. Adams, U.S. Army Aviation Cen-
ter, Fort Rucker, Ala.; Commanding
General, U.S. Army Aviation and
Troop Command, MG John S. Cow-
ings, Fort Eustis, Va.; and Program
Evaluation Officer, Aviation, Office
of the Assistant Secretary of the Army
(RDA) , MG Dewitt T. Irby, Jr., St.
Louis, Mo.
Saturday, 1 April, will feature
three special-focus panels: Oper-
ations and Training, to be chaired
by MG Adams; Acquisition, to be
chaired by MG Irby; and Logistics,
to be chaired by MG Cowings. Lat-
er in the evening, at the AAAA
annual banquet, Commanding
General, Forces Command, GEN
Dennis J. Reimer, is scheduled as
the guest speaker.
For more information, contact
Bill Harris at 203-226-8184 or
fax 203-222-9863 or e-mail
[email protected] or
write to-
AAAA
49 Richmondville Avenue
Westport, CT 06880--2000.
The enlisted soldier probably
views his or her chances of an
appointment to West Point with the
same likelihood as being struck by
lightning. Lightning does strike,
however, and the enlisted path to the
United States Military Academy
(USMA) at West Point, N.Y., goes
through the United States Military
Academy Preparatory School
(USMAPS), Fort Monmouth, N.J.
During her freshman year of high
school, Antoinette Balich compet-
ed in memorized public address with
GEN Douglas MacArthur's famous
farewell speech to the Corps of Ca-
dets and began to aspire to enter
West Point. After high school, she
joined the Army Reserve and later
the Regular Army, setting up ammu-
nition transfer points for the 229th
Aviation Battalion. When she stud-
ied the routes to a commission, she
discovered that the best way for her,
as an enlisted soldier, to become an
officer was via USMAPS.
Her dream came true. Cadet
Candidate Balich started classes at
USMAPS in 1993 and began "Beast
Barracks" at West Point in 1994.
The prep school, as it has since
1916, prepares soldiers for the fast-
paced academic environment of
West Point. During World War I, the
prep school first began its mission
to provide opportunities to enlisted
soldiers by pulling them from the
trenches and training them in math
and English skills.
To build an academic foundation
for West Point, US MAPS uses a
meat-and-potatoes academic ap-
proach. Training in math and En-
glish skills encompasses almost the
entire curriculum. In the English de-
partment, grammar comes first.
Once students prove proficient in
fundamentals, they move on to
composition and literature, which
provide them a foundation for criti-
cal thinking skills. In math, students
work on algebra, geometry, and
eventually, calculus to provide a
foundation to help them through the
difficult math courses at West Point.
A section in computer skills is
taught as well.
Space-shuttle astronaut LTC
Charles D. "Sam" Gemar credits the
prep school as the place that gave
him the opportunity to have a ca-
reer that, he said, he would "trade
for no other. The prep school per-
formed its greatest mission, at least
in my case, by getting me prepared
academically."
Success at West Point depends on
physical, as well as military, skills.
At US MAPS, each cadet candidate
is involved in either a varsity or in-
tramural sport throughout the year.
Activities include such sports as
football, soccer, basketball, lacrosse,
swimming, and baseball.
Cadet candidates live under a
student chain of command similar
to that of West Point. Positions in
the chain are rotated periodicall y so
that each person gains leadership
experience.
West Point Commandant, LTG
Howard D. Graves, said that the
prep school students act as an im-
portant part of the Corps of Cadets.
Because they have prior military
training and are usually older than
their peers, USMAPS cadets are dis-
tributed throughout the corps so that
their experience and maturity can
benefit younger cadets.
The path that Gemar and Balich
chose is well travelled. In 1994, the
prep school prepared its 10,000th
graduate for West Point. Graduates
incl ude 64 general officers as
well as many Rhodes scholars and
decorated veterans of four wars.
No soldier, however-no matter
how well-qualified-can go to
USMAPS without first applying.
The prep school selects 110
Re gular Army soldiers from the
more than 1,200 applicants compet-
ing for appointments to USMA.
Those selected then report to
USMAPS in late July, to begin the
10-month training session.
If you possess the motivation,
drive, and ability required for suc-
cess--{)r know someone in your unit
who does-applications are being
accepted for the prep school class
of 1996. Interested soldiers should
apply before the 1 May deadline, as
admission is competitive.
The applicant should be-
A U.S. citizen.
At least 17 but not yet 21 years
of age on 1 July of the year entering.
Unmarried with no legal
obligations to support dependents.
In good health and with no
disqualifying physical defects.
Pregnancy is disqualifying.
A high school graduate or the
equivalent. Soldiers who graduated
in the top portion of their class and
did well in mathematics should
qualify academically.
Of high moral character and
without a felony conviction by
a civilian or military court and with
no history of venereal infection,
habitual alcohol abuse, or narcotic
addiction.
the admissions office at DSN
992-1807/1808 or commercial
908--532-1807/1808 or write to--
Commandant
US MAPS
MAPS-ADM
Fort Monmouth, NJ 07703-5000.
Bill Stratton, who is the leader of
the International Liaison Pilot
and Aircraft Association (ILPA),
and "Gathering Boss," Irv Lindner,
remind all ILPA and "wanna-be"
members that they need never have
been military nor pilots to become
ILPA members and to receive the
ILPA newsletter, Liaison Spoken
Here. Events scheduled for this year
include the East Coast ILPA get-
together, 6-7 April, at Mocksville,
N.C., and the fifth worldwide
gathering of L-Birds, Keokuk,
Iowa, 23-25 July.
For more information and a
complimentary copy of Liaison
Spoken Here, write to--
Bill Stratton
16518 Ledgestone
San Antonio TX 78232.
The Ohio State University will be
the host for the Eighth Biennial In-
ternational Symposium on Aviation
Psychology 23-27 April at the
Hyatt Regency, Columbus, Ohio,
1-800-233-1234. The objective of
the symposium is to examine and
improve the role, responsibility, and
performance of human operators in
the aviation system. Papers will be
presented in the usual areas of
concern to aviation psychologists
and ergonomists.
Half-day workshops will be
offered on the first day, followed by
paper and discussion sessions for
the remainder of the symposium.
Expected to attend are more than
600 scientists, engineers, academi-
cians, executives, and pilots from
throughout the civil and military
aerospace industry and more than 30
countries. The registration fee
covers the banquet and proceedings.
Lori Rakovan at 614-292-3533 or
internet [email protected]
state.edu or write to--
OSU Aviation Program
164 W. 19th Avenue
Columbus, OH 43210-1110.
7
A R N
The Infrastructure.
A quick response was needed for the
mobilization mission of ARNG
aviation's combat arms and combat
support roles. To enable such a re-
sponse, a readiness infrastructure was
developed, over time, to accommodate
the unique needs of traditional Guards-
men and Guardswomen. Less than 40
percent of each unit is comprised of
full-time personnel. An infrastructure
was needed to ensure our units, manned
largely by traditional Guardspersons,
could maintain individual skills and
equipment availability to Department
of the Anny (DA) combat-ready stan-
dards. That structure is described early
in this issue: An overview of the ARNG
Aviation Training Sites (AATS);
ARNG aviation's Multi Media Branch;
and our Aviation Logistics support
structure, which handles the most com-
plex and essential of
availability. Equipment must be avail-
able and ready for continuous training
of the Guard and immediate deploy-
ment upon mobilization.
Missions and Support.
ARNG aviation depot maintenance
roundout units (ADMRUs) are detailed
8
Force Projection in a Peace-
time Environment-
Highlights '94
A.G. "Bud" DeLucien
Aviation Training Specialist
ARNG Aviation Operations and Training Division
National Guard Bureau
Arlington, Virginia
When not involved in outright conflicts, such as Southwest Asia,
Army National GlUlTd (ARNG) aviation helps maintain the Total
Army presence, not only within our borders, but outside the conti-
nental United States (OCONUS). This issue describes some of the
various ways ARNG aviation supports Active Component (AC) de-
ployments; takes part in multiservice and multinational tactical
exercises; and maintains readiness, while keeping deployment skills
sharpened.
in their support mission for AC deploy-
ments, as well as their own OCONUS
missions by various elements to pro-
vide specialized skills at forward loca-
tions. Other units' activities include
deployments of selected individuals
from various combat units to provide
cells with skill-specific expertise for
such exercises as North Atlantic Treaty
Organization Command Post Exercises
and Atlantic Resolve (formerly
Reforger). Other events included
UTARNG's 21lth Aviation Group
(ATK) continuing deployments to Ko-
rea and Japan to support several I
Corps exercises, and also support to the
U.S. State Department with several
AH4 Apaches to Singapore to pro-
vide a U.S. presence at an international
trade conference.
Deployment Training.
Within Ute United States, many units
use various deployment means each
year to maintain those skills: C-5, C-
141, C-130 air movements, rail and
convoy shipments, to airborne self-{}e-
ployments. The seven ARNG Apache
battalions deployed an average of 1,500
miles from home station to Fort Hood,
Tex., for their final 30-{}ay battalion
training and Anny training and evalu-
ation program for DA combat certifi-
cation. Most recently, the Idaho and
Ariz. AH4 battalions (l-183d Avn
and 1-285th Avn, respectively) com-
pleted back-to-back certifications in
summer 1994 to complete ARNG field-
ing of its sixth and seventh combat-
ready, advanced attack helicopter bat-
talions. Beyond the DA-structured
AH4 fielding process, annual train-
ing (AT) movements typically involve
substantial deployments. These deploy-
ments range from detachment to bri-
gade and other divisional assets. Ma-
jor elements routinely come together
during AT for brigade and/or division-
level tactical exercises, such as the 49th
Armor Division (TXARNG) and the
29th Light Infantry Division
(MDARNG and VAARNG). The Tex.
division frequently deploys to Fort
Hood, also its mobilization station, for
large-scale exercises. The Md.-Va.
"Blue and Gray" division often joins
forces at Camp AP Hill, Va., to include
live-fire exercises-or to Camp
Dawson, W.Va., and Fort Drum, N.Y.,
for tactical exercises in semi mountainous
and remote terrain. In this issue, S.C. 's
continuous deployment training in-
u.s. Anny Aviation Digest January/February 1995
cludes company-size loadouts onto Air
National Guard (ANG) C-5s at their
own McEntire ANG Base where they
are co-located with the SCANG F-16
fighter squadron.
Tactical Deployments.
The NCARNG aviation units have
developed low-level routes into and out
of Fort Bragg, N.C., for night missions
from their home station to Fort Bragg
training areas and return both week-
ends and weeknights. 1-21lth Avn,
with its own aerial gunnery ranges less
than an hour away, maximizes its live-
frre training in its own backyard. The
Northwestern United States is host to I
Corps' 66th Brigade, which routinely
brings its multistate assets together to
combined arms, li ve- frre exercises at
Yakima, Wash., ranges. This training
is a mirror image of other multi-State
ARNG divisions training across the
country.
Force Projection through
Simulation.
The "Networked to Battle" article de-
tails the beginning of combined arms,
multiservice, and long-distance simu-
lation networking capabilities most re-
cently demonstrated in December 1994.
AZARNG and FLARNG Apache pilots
flew five different simulation devices.
These pilots joined forces 2,000 miles
apart on the same battlefield against
various armor and other ground threats
as a company-size force with joint air
attack team (JAAT) support. ARNG
aviation simulation support at its East-
ern and Western AATS will provide
opportunities for crews to project their
tactical exercises to varied geographic
environments as fidelity and equipment
capabilities improve.
Other Highlights for 1994.
In Central America and South
America, ARNG Panama-based fixed-
wing support to U.S. Southern Com-
mand continued. Operation "Fuertes
Caminos" also continued in Honduras
to support rehabilitation operations in
nearby Nicaragua. During the Haiti de-
ployment, selected ARNG elements
provided support to the 10th Mountain
Division, Fort Drum, during mobiliza-
tion of its equipment. Details of avia-
tion mission support to South Ameri-
can countries will be forthcoming in
later issues.
This issue describes the Western
AATS training expertise exported to
Somalia to support United Nations
forces. Later specialized night systems
training was provided to a number of
other African countries for use in their
own operations other than war
(OOTW).
Last summer's Eighth World Heli-
copter Championship took place in
Moscow. Members of the all-Guard
1994 U.S. Precision Helicopter Team
earned Silver Medals as they took sec-
ond place against some 40 crews from
seven other nations in the competition.
ARNG aviation continued moderniz-
ing into the UH-60 Black Hawk and
CH-t7D Chinook helicopters. In the
midst of fielding C-NITE Cobras to
regimental and division cavalry squad-
ron, the ARNG already has begun field-
ing yet another advanced aircraft sys-
tem-the OH-58D (Armed) Kiowa
Warrior. The Kiowa Warrior went frrst
to Miss.' 1-185th Command Aviation
Battalion's Target Acquisition and Re-
connaissance Company. The aircraft
was fielded to other units as determined
by DA's Kiowa Warrior fielding plan.
Operations Other Than
War.
Some of the articles in this
issue reflect a thread of
001W That thread inevi-
tably is woven into the fab-
ric of many missions as-
sumed by Anny aviation.
For most CONUS missions
in the 001W category, the
ARNG and ANG Citizen-
soldier is typically "first in
and last out," because that
person lives and works in the
affected community. His or
her Guard unit is always
ready and immediately avail-
able to offer a helping hand.
For that reason, the ARNG
is recognized as "America's
Defense
u.s. Army Aviation Digest January/February 1995
Force." These military organizations
are the foundation for needed missions
in a nonhostile environment. In effect,
they are Compo One when disaster
strikes at home. The Governor of the
affected State may bring in reinforce-
ments from active duty counterparts if
needed.
For more than three centuries, Citi-
zen-soldiers and their aff"iliated units
have provided instant reaction to a wide
variety of natural disasters and regional
hardships whenever required. The
March-April 1995 Aviation Digest,
and continuing issues, will detail the
fullest possible scope of the Guard's
OOTW responsibilities.
Editor's Note: In November 1994, the
Army Aviation and Safety Directorate,
Army National Guard Readiness Cen-
ter, invited various States to submit
material for a special Army National
Guard issue. The response was over-
whelming. The Directorate was liter-
ally flooded with articles covering the
full spectrum of ARNG aviation activi-
ties- Therefore, it was decided to con-
centrate frrst on ARNG aviation force
projection, then devote a special sec-
tion in the March-April issue to
OOTW that are supported by the
Guard.
9
10
Supporting the
Ground Commander-
Army National Guard Aviation
and the Counterdrug Mission
Captain Andrew W. Batten
Detachment Commander-RAID
South Carolina Army National Guard
(SCARNG)
Columbia, South Carolina
Supporting the ground commander is a time-honored tra-
dition and role for Army aviation, one which the South Caro-
lina Reconnaissance and Interdiction Detachment (SC-RAlD)
is applying to counterdrug aviation support. Unique to this
mission is support provided to law enforcement "ground com-
manders" not to military ground commanders.
In S.c., these law enforcement commanders consist of sher-
iffs, police chiefs, and supervisory agents of the State Law
Enforcement Division, Drug Enforcement Administration,
Federal Bureau ofInvestigation, U.S. Postal Inspection Ser-
i.lmlineilseIY;: I vice, U.S. Marshals Service, etc. The mission is unique since
it is not one of training but of ongoing operational support
focused on combating the production, transportation, and dis-
tribution of illegal drugs within S.C.
The mission statement of the RAID is simple and straight
forward: To provide local, State, and federal law enforce-
ment agencies with aviation support for counterdrug
operations.The execution of the mission is much more com-
plex since the type of support is as varied as the agencies
supported. The mission is driven by the needs of the sup-
ported agency whose operation is normally dictated by the
whims and idiosyncrasies of the criminal organization. Most
often the criminal operates under the cloak of darkness with-
out much advance warning. Therefore, the SC-RAlD remains
on-call to provide timely and effective support.
Aircraft of the SC-RAID deploy throughout the state to
support the law enforcement commander. The RAID aircraft
are OH-58 Kiowas configured specifically for the law en-
forcement mission. They include thermal imaging systems
and Wulfsburg radios, which are compatible with most law
enforcement communication systems. Some specific RAID
theitspecificai missions involve radio relay, fugitive search and tracking,
surveillance of vehicles transporting illegal narcotics, and
the confirmation of indoor marijuana grow houses.
Success of the RAID is measured by how effectively it as-
sists the ground commander in accomplishing his objectives.
COltl(UlCci
1
e<i,il This may mean the seizure of a kilo of cocaine, the appre-
hension of a dangerous felon, or the safe execution of nu-
i:;: merous arrest warrants. Success also is measured by the posi-
tive impact our efforts have in the communities throughout
the State.
Despite the specific mission, the SC-RAID remains
trained and ready to support the law enforcement com-
mander infighting the illegal trade of narcotics in S.C.
WESTERN ARMY NATIONAL
GUARD (ARNG) AVIATION
TRAINING SITE
(WAATS)-
Range Firing-Zero Mishaps
About 30 weeks out of the typical year, the Western
ARNG Aviation Training Site (WAATS), Range Op-
erations Section, Marana, Ariz., departs for the Barry
M. Goldwater Aerial Gunnery Range located near the
U.S. Air Force auxiliary (AUX) field at Gila Bend,
Ariz.
The WAATS began aerial gunnery training at Gila
Bend in the spring of 1987. The arming, de-arming,
and refueling of aircraft was accomplished in a natural
desert area adjacent to the tarmac ramp at Gila Bend
AUX field. The operations moved to a hard surface ramp
a year later. In 1992 six re-arm pads were constructed.
A ramada shelter and storage area with connecting road-
ways completed the project.
Today the WAATS Range Operations offers one of
the most challenging aerial gunnery ranges in the world
where temperatures consistently reach 50 degrees Cel-
sius during the summer months. Working near maxi-
mum gross weight while firing munitions in the form of
2.75 folding fin aerial rockets (FFARs) and 20mm can-
nons requires that our highly skilled instructors admin-
ister a strict regimen of instruction.
Since inception of the WAATS, the "range rats," a
name used affectionately by AH-l Cobra instructor
pilots, have safely fired the following munitions while
maintaining a zero mishap rate: 2,800,000 rounds of
7.62mm; 80,000 rounds of 20mm; and 27,000 FFAR
2.75-rockets.
The range rats are assigned to the plans, training, and
mobilization branch of the WAATS. The selection is a
close knit organization with high morale and esprit de
corps. Once selected to be a member of the range rats,
individuals receive thorough training in their assigned
position and are cross-trained into a secondary mili-
tary occupational specialty (MOS). Members are gradu-
ates of the Instructor Training Course (ITC), Small
Group Instructor (SGI), and Aviation Mishap Preven-
tion Orientation Course (AMPOC). While in garrison
the section conducts courses to train ARNG aviation
members with proper techniques in arming, de-arm-
ing, and repair of AH-l weapon systems.
The Gila Bend AUX Field experiences several cata-
strophic mishaps each year. Not blessed with indigenous
medial and administrative support aircraft, the U.S. Air
Force at Gila Bend often requires assistance in the afore-
mentioned areas. This support often is supplied by the
WAATS UH-60 Black Hawk aircraft in the form of
medical evacuation (MEDEVAC) and administrative
assistance during aircraft accidents.
The mission could not have been accomplished if not
for the outstanding support received from LTC James
Keck and the 56th Support Group (Gila Bend) at Luke
Air Force Base, Phoenix, Ariz. Through the spirit of
support, the range rats have become members of the
Gila Bend Air Force AUX field. They have gained the
fellowship and admiration of the U.S. Air Force com-
munity.
RAID Training
Reconnaissance and Interdiction Detachment (RAID)
training is conducted at the Western AATS. The Na-
tional Guard Bureau tasked the Western AATS to pro-
vide the initial fielding training for the 32 States au-
thorized such units. The RAID training provides States
with an aviation capability to meet the growing de-
mands for Counterdrug Operations Support (CDOPS).
In 1993 the WAATS trained 45 pilots from 11 states
in RAID operations. RAID training is done at night.
The RAID section of three instructor pilots (IPs) flew
over 400 hours to accomplish the training mission. Both
the RAID and High Altitude Training Site missions
entail greater risks; however, the pilots accepted both
after properly assessing the risks and understanding the
rationale and philosophy behind each.
RAID training is taught only at the Western AATS. It
inherently carries a very high risk assessment because
of the nature of the mission. The RAID mission is con-
ducted only at night using sophisticated night detection
devices while coordinating as many as six radios with
both ground and air law enforcement agencies. The
RAID training branch and their detachments through-
out the United States have compiled a perfect safety
record. This indicates the strong safety program that is
woven throughout the Western AATS safety philoso-
phy.
11
EASTERN ARNG AVIATION
TRAINING SITE POISED FOR
THE 21st CENTURY
Colonel Kenneth O. Boley
Commander, Eastern ARNG Aviation Training Site (EAATS)
Fort Indiantown Gap, Pennsylvania
America's Anny is rebuilding itself Seminole aircraft. In 1994, the ramp
intoa21stcentwyforce-apowerpro- looks different CH-47Ds and UH-60
jection Anny. As it does, the Eastern Black Hawks have replaced the older
Anny National Guard (ARNG) Avia- systems at the Gap. At Clarksburg, C-
tion Training Site (EAATS) is restruc- 26 Metroliner, C-23 Sherpa, C-12 Hu-
turing to meet this challenge and sup- ron, and U-21 Ute airplanes comprise
port the new ActiveIReserve offsite the ramp. The ARNG Aviation Program
agreement Radical changes have oc- came into existance in the 1990s. With
curred at both
Fort Indiantown
Gap, Pa, where
the EAATS is
headquartered,
and at Clarks-
burg, W. Va.,
where the EA-
ATS FIxed Wmg
Detachment is
located.
this modern aircraft systems
such as the Chinook and theB1ackHawk
were added to ARNG units. Training
seats to qualify pilots in the new aiIcraft
were at a premium. By 1993, the require-
ment for training increased significantly.
Readiness would have been adversely
affected unless more quotas were made
available. Directed by the National
Guard Bureau (NGB), the EAATS im-
mediately refocused from mature sys-
tems to modernized aircraft. The
EAATS sent senior IPs to the U.S. Anny
Aviation Center, Fort Ala., to
qualify in the CH-47D and the UH-60.
IP qualification and extensive season-
ing at Fort Rucker teaching courses in
modernized systems followed this train-
ing. By the start of Training Year (IT)
1994, in one short year, the EAATS had
transitioned from mature to modernized
rotary wing aviator training.
Not to be out done, the Fixed Wmg
Detachment was likewise transfonned.
The Guard retired the old U-8F and T-
42 and replaced them with factory C-
23s and C-26s. Again, IPs were re-
In 1981 the
EAATS began
its fIrst year of
training ARNG
aviators in pilot,
instructor pilot
(IP), and night
vision goggles
courses. Aircraft
on the ramp in-
cluded the OH-
6 Cayuse and
CH-54 Chinook
andT-42 Co-
chise and U-8F
Fort Indiantown Gap, Pa., located in South Central Pennsylvania is the home of the EAAlS.
A C-26 Metrollner supported by the EAATS fixed wing detachment.
trained to fly the modernized airplanes.
These IPs immediately began to train
pilots from all 50 States, the District of
Columbia, and the territories. The de-
tachment continued to conduct training
in several versions of the U-21 and C-
12 airplanes, which provide backbone
fixed wing support to the States. Plans
are underway for a 30,OOO-square-
foot hanger and classroom complex
to support training. Besides the
ARNG, support plans outline train-
ing relationships with the recently
fonned Operational Support Airlift
Command.
In TY 1993, the only enlisted
course conducted at the Eastern
AATS was a 67V (OH-6/0H-58
Kiowa) helicopter repairer course
with a quota of nearly 100. Train-
ing ceased in June 1993. The Aca-
demic Branch of the Training Site
was reorganized to accept a totally
new expanded training mission.
During TY 1994, the Chief of En-
listed Training and 12 enlisted in-
structors executed a training pro-
gram of 11 separate enlisted courses,
training a total of 584 students.
Through the use of guest instructors,
and expanded housing, the TY 1995
enlisted training load is projected to
be 1,300.
As far as enlisted training, mili-
tary occupational specialty (MOS)
courses are offered for the UH-1
Huey, UH-60, and H ~ 7 D repair-
ers. Noncommissioned officer edu-
cation courses also are being con-
ducted using U.S. Army Training and
Doctrine Command-approved pro-
grams of instruction. The courses in-
cluded the Basic NCO Course, Com-
mon Aviation Management Phase
IIA, and Phase lIB MOS specific sub-
jects for 67N, 67T, and 67U soldiers.
Phase II of the Advanced NCO
Course was offered for all CMF 67-
series and 93P, Aviation operations
specialist soldiers. The. Basic NCO
Course for 93P rounds the enlisted
training program. More training will
qualify flight engineers in the CH-
47D and the C-23 aircraft. Flight en-
gineer courses center around the re-
quirement to have a qualified enlisted
crewmember on board the aircraft.
These courses provide expertise in air-
crew coordination between pilots and
flight engineers.
To remain cost efficient, the train-
ing site continues its commitment to
simulation. During 1994, Headquar-
ters, Department of the Army
(HQDA), reassigned a UH450 flight
simulator from Fort Ord, Ca., to the
EAATS. The simulator supports
qualification training and provides re-
gional support to the Black Hawk
community in the Northeast. During
TY 1995, the EAATS is programmed
to break ground on a 50,OOO-square-
foot simulation complex that will
house both a UH450 and a C H ~ 7
simulator plus a night vision labora-
tory, altitude chamber and, when
available, the Aviation Combined
Arms Tactical Trainer (AVCATT).
During TY 1994, the EAATS was
one of the most proactive aviation
units in the area of aircrew coordi-
nation training. To support this
HQDA-emphasized program, the
site qualified proper unit cadre and
taught the trainer's course to 44 IPs.
The EAATS has 256 students pro-
grammed to attend the course in TY
1995. The site will continue to op-
erate the UH-1 and AH-1F Cobra
simulators that average 10,200 train-
ing sessions per year. To date, the
site has provided over 215,000
hours of simulation support to Army
aviation.
The ARNG aviation force struc-
ture will continue to receive mod-
ernized aircraft systems. As it does
the EAATS will continue to provide
qualification, sustainment, and pro-
fessional development training to
pilots, IPs, and enlisted crewmembers.
This training will ensure units have
well-trained, fully qualified aviators
and mechanics.
Under the leadership and guid-
ance of the NGB, the EAATS is
poised to accept the challenges of
the 21st century.
13
Multi Media Branch-A Multi-Talented ARNG-
Unique Asset
T.ha Multi Madia Branch
Major T. Cowart
Chief, Multi Media Branch
Fort Rucker, Alabama
Experiencing the spin of an OH-58
Kiowa during loss of tail rotor
effectiveness ... struggling through chest-bigh
snow and 34-below-zero
cold ... sweltering in 120-degree desert
heat...alone at 11.200 feet with only coyote
tracks for company ... and traversing in the
gunner's seat of a ZSU 23-4 ... we were
there. A short time later in the comfort of a
briefmg room of an Army National Guard
(ARNG) flight facility-and through the
magic of electronic imagery-the Guard avia-
tion force was there as well.
Members of the ARNG Multi Media
Branch (MMB). Fort Rucker. Ala . experi-
enced these conditions while producing tele-
vision programs for ARNG aviation. These
MMB productions along with other audiovi-
sual and printed materials impact on about
6,000 aviators and 23.000 enlisted personnel
through a learning center network. Learning
centers are located at the 99 aviation facili-
ties throughout the 50 States. the District of
Columbia, Puerto Rico, and the VIrgin Is-
lands. The MMB also supports the ARNG
Safety and Occupational Health program,
with developed materials impacting on the ro-
tal ARNG force of more than 400.000.
The MMB is under the operational control
of the Director. Army Aviation and Safety
Directorate. National Guard Bureau (NGB);
it is under the military control of The Adju-
tant General, Alabama National Guard. The
U.S. Property and Fiscal Officer for Alabama
provides logistical and fiscal support. The
MMB came into being on 24 August 1973
when Fort Rucker approved an interservice
support agreement and granted the organiza-
tion official sanction as a tenant activity. Be-
sides providing physical support arrange-
ments. the agreement allows the MMB to
work directly with Fort Rucker agencies in
preparing instructional materials.
The MMB develops training, safety coun-
telmeasure, and special materials addressing
the unique requirements of the Guard materi-
als in standard audiovisual media and print
fomlats, along with unique print formats
through Government Printing Office con-
tracts. This capability is possible because of
14
a media-oriented staff and a modem 5,000-
square-foot facility. The facility houses a tele-
vision studio and two postproduction suites,
videotape reproduction lab, audio recording
suite, photo lab, and a graphics shop. A tele-
vision production van, acquired in July 1988,
houses state--of-the--art, and I-inch videore-
cording and editing equipment. The van en-
ables MMB to produce materials in remote
locations.
The MMB staff consists of seven excepted
civil service Guard technicians and one com-
petitive civil service employee: a branch chief;
two training specialists who design, develop,
and implement aviation and safety programs;
a visual information specialist who does all
graphic art work; an audiovisual production
officer who operates the television produc-
tion van and in-house postproduction video
editing system, supervises audio recording
sessions, and does all photographic work; an
audiovisual production specialist who assists
in production (from lighting to TelePrompTer
operations); an electronic technician who
daily maintains the various electronic systems;
and a media assistant who does administra-
tive functions for the organization, mass re-
produces video productions, and satisfies re-
quests for video programs.
MMB differs from other audiovisual orga-
nizations in its ability to proceed from an in-
ternally identified requirement to the end re-
sult of a fielded program. Examples are quar-
terly productions of the Aviation Accident Re-
view and Information Update.
Since 1984, through quarterly television
presentations, the aviation force has been
briefed on different subjects: Guard accidents,
operations, maintenance, standardization, and
aviation life support equipment These quar-
terly reviews, with other audiovisual and
printed materials, have played a significant
part in the Guard's outstanding aviation safety
record this decade. The ARNG aviation pro-
gram recorded its second zero Class A acci-
dent year in fiscal year (FY) 1994. The Multi
Media program's success is due to close per-
sonal communication channels maintained
with the Army Aviation and Safety Director-
ate; State Army Aviation Officers (SAAOs);
and commanders and aviation safety officers
at the 99 aviation facilities and Active Army,
as well as other governmental and industrial,
agencies.
Another important factor is the timely dis-
semination of information, which enables
exceptional standardization throughout the
Guard. Effective communications and the ex-
pertise of its personnel greatly add to the suc-
cess of the MMB' s safety and occupational
health efforts.
The MMB continues to modernize both
graphic and television systems. It is recog-
nized for the sophisticated television editing
capabilities of its systems plus its versatile
graphic computer equipment and software for
television productions and standard graphic
products.
Many of MMB's audiovisual and printed
programs are unique within the Department
of Defense. For example, an annual aviation
safety countermeasure program, known as
Safe-Flight, involves a television presenta-
tion, supplemented by recall devices to remind
the field of the program's message.
Several times a year, the Director of Army
Aviation and Safety, NGB, Colonel Joseph E.
Ferreira, shares important new information with
the 54 SAAOs through television presentation.
Another MMB program includes an effec-
tive communications course presented to
more than 1,100 ARNG personnel at 19 flight
facilities in 17 states. The 6--hour program
deals with improving communications and
learning to effectively manage interpersonal
relationships. The goal of this course is the
prevention of accidents and injuries.
The general safety and occupational health
efforts of MMB are as important as its avia-
tion efforts. In some cases, they may be even
more important because they impact on the
entire ARNG force. MMB's main general
safety effort is an annual program known as
the Safe-Guard countermeasure program.
The main element
of Safe-Guard is
a television pre-
sentation de-
signed to be
viewed by each
Guard member
before attending
annual training
(A1). Supporting
the audiovisual
presentation is a
plastic laminated
calendar card re-
flecting the theme
of the year's pro-
gram. The card is
designed to serve
as a constant re-
minder of the
program's safety
message. To en-
sure most Guard
members use
these cards all
year, a place is
provided, by
month, for enter-
ing drill dates.
Another place al-
lows AT dates to be
recorded Each fall,
Guard members look. fOlWard to the new calen-
dars that allow them to keep up with their train-
ingdates.
A second support element is a high-qual-
ity, crack-and-peel recall sticker. This sticker
reminds Guard members of the year's safety
theme and message. Stickers from the initial
"AT 8 ~ 1 5 Days to Success" program are
still seen throughout the Guard on lockers,
desks, and briefcases. A last element of some
Safe-Guard programs is color posters. As in
the aviation program, these posters stress vari-
ous safety subjects. They are in use at virtu-
ally all ARNG armories, maintenance facili-
ties, and training sites.
Another recent general safety contribution
by MMB includes a six-page color brochure.
In this brochure, Major General John R.
0' Araujo, Director of the Army National
Guard, outlines his safety philosophy to ev-
ery ARNG officer, noncommissioned officer
(NCO), and supervisor. A television produc-
tion featuring Sergeant Major Larry M. Pence,
the Command Sergeant Major of the ARNG,
was provided recently to all States. The pro-
duction stressed the safety responsibilities of
NCOs. These two programs reflect the sin-
cere concern and emphasis given safety by
the highest levels of the ARNG structure.
The MMB program has experienced sig-
nificant evolution and growth since its incep-
tion in 1973: more operating equipment, to-
tal involvement in the ARNG aviation and
safety efforts, and increased emphasis at the
NGB level. Because of this growth, the fu-
ture promises excitement and challenge for
this unique organization.
15
The Anny National Guard (ARNG) Avia-
tion program received its fIrst Chief War-
rant Officer (CW) 5s on 1 April 1992. On
that date, three of the fIrst six CW5s pro-
moted were Aviation warrant officers
(WOs): CW5 Bankston, Minn.; CW5 Skiba,
Mass.; and CW5 Stewart, N.J., the fIrst
aviators to be promoted in the ARNG.
Current CWSs
The 29 ARNG Aviation CW5s as of 15
November 1994 are-
William F. Vawter, Ala.
David R. Watson, Ariz. (WAATS)
John A. Hams, Ariz. (WAATS)
Cletus J. McMurtry, Ariz. (WAATS)
Anthony N. Adolf, Ariz.
Robert S. Cabell, Colo.
Edmond A. Lafantasie, Conn.
Major N. Travers, Del.
Kenneth W. Bording, Fl.
Robert E. Truitt, Ind.
Lawrence R. Burbank, Kans. (NGB)
Gary J. Eisenbraun, Kans. (NGB)
Robert A. Skiba, Mass.
Keith S. Hams, Md.
Charles A. Foster, Md.
Charles R. D u d e ~ Mich.
James D. Bankston, Minn.
Francis W. Solis, Miss.
David S. Pamsh, Mont.
Robert C. Wehrenberg, N.C.
Neal E. Jacobson, N.Dak.
Richard F. Andrews, N.J. (NGB)
Nonnan Stewart, N.J.
Lynn M. Billow, Nev.
Gerald L. Hess, Pa.
Reed M. Zellers, Pa.
Robert D. Ezell, Tenn.
John V. Fowler, Tex.
Eugene A. Williams, Wyo.
Promotion Criteria
The promotions to CW5 started in the Na-
tional Guard. The fIrst 11 CW5s promoted
within all of the unifonned services be-
longed to the ARNG, and the numbers con-
tinue to grow.
According to Standard InstallationlDivi-
sion Personnel System (SIDPERS) data,
about 56 CW5s are in the ARNG, of those
16
The CW5 Program in Army National Guard
Aviation
CW5 Gary J. Eisenbraun
Aviation Personnel Management
Army National Guard Readiness Center
Arlington, Virginia
29 (52 percent) are aviation warrants.
The key to wider dissemination of the
CW5 rank is the promotion criteria. The re-
quirements for promotion are-
Five years' time in grade as a CW4.
Assignment to an authorized and coded
CW5 position.
Successful completion of the Warrant
Officer Senior Staff Course (WOSSC).
WO Rank Structure
The new structuring of WO ranks places
the authorization for increased rank with the
requirement of increased responsibility.
Current modification table of equipment!
table(s) of distribution and allowances
(MTOEffDA) documents identify CW5
coded positions by entry of 'ljMWo in the
branch column. The new rank coding re-
places the 'oMWo with aW50. The conver-
sion of the MTOEffDAs has been com-
pleted. DA Circular 611-94-1, dated 26
August 1994, implements the new rank
coding and should be referred to to identify
positions to be coded as W5 on the table of
Anny allowance and distribution system
(TAADS). The CW5 position is placed at a
level that requires a highly specialized tech-
nical manager. To place this into perspec-
tive, an example follows:
The aviation company contains WOls,
CW2s with a few CW3s placed in areas of
increased responsibility. (For this example,
we will follow safety management.) The
CW3 company safety technician executes
the company safety program and monitors
the operation of the assigned pilots. At the
battalion, the CW 4 conducts the battalion
program and monitors the subordinate com-
pany programs. The CW5 at the brigade
level would manage a safety program that
would span several battalions and numer-
ous companies.
The only exception to this example is
within the CH-47 Chinook community. Be-
cause of the aircraft size and mission, the
levels of responsibility have been reduced
one level. CW 4s are placed at company level
with CW5s at the battalion level.
The TDAs require a written request for
change that must be submitted,to NGB-
ARF-IC for approval. The circular autho-
rizes no new structure. Existing positions
must be converted to use the new coding.
STAC Positions
The circular lists four new positions that
apply to a State Area Command headquar-
ters:
State aviation safety officer.
State aviation maintenance officer/main-
tenance test flight evaluator (ME).
State rotary wing standardization officer.
State tactical operations/training man-
ager.
Placement in an authorized CW5 position
is mandatory before enrollment in the
WOSSC. The original 8-week course has
been replaced with a 2-week version. The
shortened version has allowed a greater par-
ticipation by ARNG WOs and enrollment
has increased dramatically. For example, the
June 1994 class consisted of 15 personnel
from the ARNG and 15 from the U.S. Anny
Reserve (USAR). This increased access to
advanced schooling will accelerate the rate
of promotions and allows the ARNG to use
their senior WOs to their fullest capacity.
Once promoted to CW5, the rank is not
withdrawn if assigned to a CW 4 position.
IDA Changes
Requests for changes to the existing TDA
should be routed from the State Force inte-
gration Readiness Officer (FIRO) through
NGB-AVN-OP to NGB-ARF-IC.
CW4 Suzanne Curtis (DSN 327-7846),
NGB-ARF-IC, approves changes to ARNG
TDAs. CW5 Jack Lynch (DSN 327-9517),
NGB-PO, is the proponent for CW5 TDA
position rank coding within the ARNG and
ensures all CW 4 upgrades meet the criteria
as listed in the Anny and ARNG regulations.
He is the ARNG WO Programs Manager.
Major Bud Gamble (DSN 327-7836),
NGB-ARF-PC, staffs and posts changes to
ARNG MTOEs. CW5 Gary Eisenbraun
(327-7719), NGB-AVN-OP, serves as the
Aviation Personnel Manager and the point
of contact within the Aviation and Safety
Directorate.
Traditional aviation logistics func-
tions-quality,maintenance, and
supply-are integrated throughout
aviation units in our Anny. How can
these functions be performed effec-
tively and efficiently for Anny Na-
tional Guard (ARNG) units when
their training and maintenance op-
portunities are about two or three
times per month? How can the
ARNG maintain its fleet of modern-
ized and not so modern aircraft?
Often times, these questions appear
to cloud the decisionmaking of avia-
ARNG Aviation Logistics-A Complex Task
Mr. Alberto J. Jimenez
Chief, Aviation and Systems Division
National Guard Bureau (NGB)
Arlington, Virginia
tion leaders outside the ARNG. TIlls
overview of the peacetime logistics
structure of the ARNG aviation pro-
gram-its mission and functions-
should help answer those questions
and give a better perspective on how
the program works.
Force structure of aviation units is
allocated to the several states with
thought given to demographics, unit
integrity, and Corps or Divisional
alignment. Each State and Territory
is provided with the fIrst echelon of
aviation logistics-an Army Avia-
tion Support Facility (AASF). These
facilities vary in size and design.
However, they provide the mainte-
nance hangar; shops; supply and stor-
age rooms; and all other related func-
tions, space, and equipment required
to support the aviation unit's aircraft
and systems assigned for support. The
AASF's primary purpose is to maxi-
mize efficiencies in logistics and en-
hance training and maintenance su-
pervision toward a well-maintained,
ready fleet. AASFs throughout the
country are given aviation unit mainte-
ARNG Aviation Logistics Program
<! ____ I
AASF
~
AVCRAD ~ \
TECHNICIAN
APPROVED AVIM
AIRCRAFT COMPONENTS

ENGINES
TECH I AGR APPROVED DEPOT AVIONICS
AVIM ARMAMENT
MISSILE
U. S Army Aviation Digest January/February 1995 17
AVCRAD Locations
nance (AVUM) and selected aviation
intennediate maintenance (AVIM) au-
thority and capabilities to support air-
craft and associated systems. AASFs are
manned with militaIy technicians (DA
civilians with mandatory membership
in ARNG aviation unit compatible p0-
sition). These organizations are the
''backOOne'' of ARNG aviation logistics.
They provide the vital day-to-day link
that supports the commander's logistics
program. Without them, the mainte-
nance and related logistics functions not
completed by the unit during their sched-
uled training periods would have to "sit-
in-wait" until the next training day,
which is not an acceptable situation.
Because of this infrastructure at each
State and Territory, the ARNG recog-
nized that maintenance may exceed the
AASF authority and capability. A higher
support organization must exist to pro-
vide backup support to the AASFs (page
17). These organizations, regionallogis-
tics facilities with full A VIM and selected
Depot Repair Authority, are called Avia-
18
tion Classification and Repair Activity
Depots (AVCRADs). Four AVCRADs
located at Groton, Conn.; Springfield,
Mo.; Gulfport, Miss.; and Fresno, Calif.
(map above). They are one--of-a-kind
deployable table of organization and
equipment (IDA) organizations that
provide AVIM, and repairable ex-
change. Unique to the ARNG, is its man-
agement of the regional Stock Funded
Depot Level Reparable (SFDLR) pro-
gram. Also, as added missions, repair
programs to support mature ARNG air-
craft-i.e., the UH-1 Huey, OH-58
Kiowa, OH-6A Cayuse, andAH-1 Co-
bra--undertaken at these AVCRADs.
Limited special programs also are in-
cluded in the AVCRAD's worldoad, like
modification of OH-58A aircraft for
counterdrug mission support.
These two basic organizations, the
AASFs and AVCRADs, provide the
day-to-day logistics support to all avia-
tion units assigned to the ARNG
throughout the continental United States
and its territories. Their strength rests on
,--_ .. _ton, CT
>':I<l' ''r.FE;l' .. . ~ F - 22
Units - 37
the highly trained, skilled, experienced,
and stable work force of the ARNG
Aviation Program. Aviation officers and
staff assigned to each State Headquar-
ters carry out management and program
supervision. A team oflogisticians from
the Directorate of Aviation and Safety,
NGB, supports them.
Complex, yes. Functional, ... you bet!
ARNG Aviation logistics managers en-
sure units and their supporting AASFs
have well-defined, clearly understood,
coordinated logistics efforts that provide
continuity from the units in training to
the supporting organizations. Only when
these parameters are properly integrated
does the logistics program work. And it
is working for the ARNG. Our ARNG
aviation logistics is a thoroughly inte-
grated intensively managed program
that maximizes manpower, facilities, and
equipment Thereby it provides the sup-
port required to all ARNG aviation units'
aircraft for mission support, and achiev-
ing maintenance excellence that is sec-
ond to none.
CTAVCRAD soldiers begin preparing 10th Mountain Division U H ~ O Black Hawks for sea
movement to Somalia at Motby Air Base, N.J.
During Ocean Venture 93, ADMRU sol-
diers supported the sea movement and self-
deployment of aircraft from the 101st Div.
Thirty-six modernized aircraft were wrapped
and loaded at lAX-Port, Fla. C-23 aircrews
flew in excess of 32,000 miles, providing
flight watch during overwater operations,
logistics air maintenance support, and move-
ment of flight crews to and from Fort
Campbell.
While supporting these important exer-
cises and operational deployments, other
task-organized ADMRU soldiers provided
aviation materiel classification support to the
Defense Logistics Agency (DlA) along with
appropriate ATCOM item managers. Tradi-
tional ARNG soldiers have, in less than 3
years, classified nearly 57,000 B-17 items
valued at over $1.6 billion. In 1994, classi-
fication of aviation material at Tooele, Utah,
and Corpus Christi, Tex., Army depots re-
sulted in a savings of over $4 million. This
mission provides tangible benefits through
the recovery of improperly coded materiel
and its return to the wholesale system. The
mission provides a product through planned
training events.
To move maintenance and materiel man-
agement into the 21st century, ADMRU sol-
diers have developed an information man-
agement system. The system addresses
maintenance work, loading, manpower, sup-
ply activities, and depot-level reparables.
Though some work remains, this program
is all but complete. Traditional guardsmen
and women, most of whom hold significant
-.
I
i I
1/
1/
V
civilian information/automation manage-
ment job responsibilities have carried out
this program. DESCOM is adapting the sys-
tem for two OCONUS depot activities. This
system has been another area of mutual pro-
ductivity and benefit to the ARNG and Army
aviation.
ADMRU soldiers have sustained a stan-
dard of excellence in all missions. They are
competitive, intensely skilled in aircraft
maintenance, and professionally competent.
These attributes continue to serve the ARNG
aviation peacetime requirements. Equally
important, ADMRU soldiers are prepared
on a moment's notice to support deploying
and deployed Army aviation units through-
out the world.
CH-47 Chinook off-loading in the J-LOTS exer-
cise supported by ADMRU soldiers.
MOAVCRAD nearly completed with loading of a
101st Div H ~ Apache in JAX-Port, Fla.
u.s. Army Aviation Digest January/February 1995 21
An AATDS MESA
Apache Training Spe-
cialist employs the Tac-
tical Display Unit to de-
scribe the tactical situ-
ation for observers at
the Orlando I/ITSEC
conference.
ARNG Apache Pilots Networked for Battle
Major Jack Ogle
8-3, 1-285th Aviation
Arizona National Guard (AZARNG)
More than 20 companies took part in
a demonstration of Distributed Interac-
tive Simulation (DIS) at the annual
InterservicelIndustry Training Systems
and Education Conference (IIITSEC) in
Orlando, Fla., 28 November through 1
December 1994. Over 50 different
simulation devices from around the
world were networked to fight together
on the same battlefield, including heli-
copters, fighter/attack jets, and armored
vehicles.
AH-64 Apache pilots from 1-285th
Aviation, Arizona Army National Guard
(AZARNG), and l-lllth Aviation,
Florida Army National Guard
(FLARNG), manned five AH-64
Apache simulation devices during the
networking demonstrations in Mesa,
Ariz., and Orlando.
The DIS demonstration consisted of
several scenarios: a helicopter armed
reconnaissance demonstration (AH-64
Apache helicopters verses enemy
tanks); a joint air attack team (JAAT)
22
training exercise that brought aviation
capabilities of all four services to bear
to support ground troops who were
tasked to seize an airfield; and a land
battle scenario that involved all of the
DIS players at IIITSEC.
The AH-64 stations were manned by
National Guard warfighters. The
ARNG sent crew gunnery-qualified
Apache pilots from two of its seven
combat-certified AH-64 battalions to
fly the flight simulators at the
McDonnell Douglas Training Systems
(MDTS) facility in Mesa, and on the
conference floor at Orlando, for the
duration of the conference. Also linked
to the battlefield was the AH-64 com-
bat mission simulator (CMS) from Fort
Rucker, Ala., flown by U.S. Army Avia-
tion Center pilots.
MDTS DIS demonstration players at
IIITSEC included F/A-18C Hornet and
F-15E Strike Eagle simulators and an
AH-64A Apache Player Station in the
copilot-gunner configuration. A full-
fidelity, dual-cockpit Apache Crew
Trainer (ACI) and three Apache Player
Stations at MDTS' Mesa facility also
took part in the DIS demonstration by
long haul network.
For the JAAT scenario, the USAF F-
15E provided initial suppression of en-
emy air defenses (SEAD); the AH-64A
provided laser target designation and
terminal control to the strike aircraft.
The F/A-18C employed heavy ord-
nance (laser-guided bombs) to take out
the hardened target designated by the
AH-64 Apaches.
For the antiarmor demonstration, the
Apache Player Station at Orlando and
the Apache Crew Trainer and Player
Stations at Mesa networked together to
operate as a company-size task force
on the simulation battlefield. The com-
pany task force joined together as a
flight and moved into pre-planned
battle positions. Targets were acquired
and the fire distribution plan was ex-
ecuted. Target engagements went
quickly in the target- rich environment,
with remote and autonomous Hellfire
shots. Players lased for each other,
whether across the room or across the
country.
The remaining air defenses were
stripped from the enemy force, followed
by their command vehicles. National
Guard Apache pilots at the Apache
Player Stations communicated and co-
ordinated over the network to destroy
the remaining enemy forces.
The battle took place on the data base,
indoors in several States. In spite of this,
our ARNG warriors had their "heads in
the game," pulse rates were high, and
battle rhythm was ever present.
SimulatedJoint/CombinedArmy
battles are an inexpensive and
valuable training vehicle for cav-
alry/attack units.
AZARNG Apache pilots in Mesa, Ariz., join with FLARNG Apache pilots at Orlando, Fla., in the networked
battle to fight as a company-sized task force.
The Western ARNG Aviation Train-
ing Site (W AATS), Marana, Ariz., de-
ployed fIve instructor pilots (IPs) last
year to Africa to support a Sub-Saharan
Biodivirsity Program.
The program provides an
antipoaching capability to the nations
of Zimbabwe, Namibia, Botswana, and
Mali. The Department of the Navy In-
ternational Programs OffIce executes
the program.
The Naval Education and Training
Security Assistance Field Activity
fonned a mobile training team (MIT)
to introduce the forward-looking infra-
red 0-2A Skymaster
aircraft to the various nations. The team
was comprised of three aircraft IPs, one
maintenance instructor, and one aerial
surveillance IP. The Navy, the Army,
and the Air and Army National Guard
(ARNG) provided personnel with these
technical skills on a rotation basis over
a 12-month period.
The Navy Air Systems Command
provided the aircraft and systems. The
Army Electronic Proving Ground
Flight Detachment provided oversight
of the aircraft renovations at Fort
Huachuca, Ariz. The MIT instructors
flew the aircraft to the east coast. The
aircraft then were self-deployed by con-
tract pilots to Africa.
The MIT's mission was to introduce
the 0-2A aircraft into the military or-
ganizations designated by the host na-
tions. The MIT did this by conducting
several phases of training. Aircraft tran-
sition training was provided to experi-
enced fixed-wing pilots. Organiza-
24
Multi-Service Team Works Sub-Saharan
Biodiversity Program
(Supporting Aerial Surveillance Training in Africa)
Major James E. Braman
Flight Training Division Chief
CW4 William N. Page
OH-58 Standardization Instructor Pilot,
Western ARNG Aviation Training Site, Marana, Arizona
tional maintenance training was pro-
vided to support personnel along with
supply support procedures. Mission
training was provided to pilots and des-
ignated observers to support the host
nation program objectives.
The Western AATS aerial surveillance
instructors trained the MIT 0-2A air-
craft IPs to operate and use the FLIR
from OH-58 Kiowa aircraft located in
Marana. These techniques were adapted
to the 0-2A airplane and taught as part
of the training program in Africa.
The Western AATS aerial surveillance
instructors also taught operation of glo-
bal positioning system (GPS) naviga-
tion equipment and high-frequency
(HF) radios, mission planning, cross-
country navigation, night vision tech-
niques, safety considerations, and crew
coordination skills. The instructors in-
tegrated all these skills into comprehen-
sive mission briefs.
Each deployment lasted from 5 to 7
weeks. The Western AATS IPs devel-
oped all the lesson plans and presenta-
tion materials needed to conduct their
training. Also they conducted inflight
instruction on use of the FLIR to the
host nation pilots and designated ob-
servers.
The most challenging aspect of the
program was teaching FLIR surveil-
lance techniques at night to pilots
whose primary experience was flying
in day visual flight rules (VFR) condi-
tions. The pilots had to develop the es-
sential crew coordination skills re-
quired for the safe night-time operation
of the aircraft. They also had to tacti-
cally use the FLIR to locate poachers
to support police forces on the ground.
The remote locations, associated lack
of ambient light sources, and lack of a
visible horizon required the use of flight
instruments to maintain situational
awareness. Although recommended by
the Western AATS, night vision devices
were not available for the mission. Pi-
lots of the host nations using the FLIR
had to greatly improve their night in-
strument flying skills before they could
complete their mission training. This
became the most significant lesson
learned during the fIrst tactical training
phase.
A radar altimeter was added to the
aircraft and changes were made in the
location of some of the mission equip-
ment in the cockpit to enhance the use
of night instrument flying skills and
improve crew coordination.
Successful completion of the program
can be directly attributed to the spirit
of cooperation and professionalism dis-
played by all the team members who
worked on this important anti poaching
effort. The OH-58 IPs from the West-
ern AATS; the Western Flight Standard-
ization Branch (Directorate of Evalua-
tion and Standardization (DES),
Marana; and the High-Altitude Train-
ing Site, Eagle County, Colo., played a
critical part on this joint service team
providing specialized skills.
The signifIcant contribution of the
ARNG demonstrates again our ability
to respond rapidly to an overseas de-
ployment requirement and successfully
complete the mission.
The newest weapon in the Missis-
sippi National Guard (MSARNG)
inventory-the OH-58D Kiowa
Warrior helicopter-takes its name
from a proud and fierce race. The
Kiowa Indians once were among the
most feared and warlike of the Indi-
ans of the American Plains. They
were fierce and unrelenting in war-
fare against both fellow Indians and
the white man, who began moving
onto the territory of the Indians in
the 1800s. The U.S. Army did not
completely conquer them, but they
were eventually brought into sub-
mission by attrition and the loss of
their arms and horses.
Tradition and historical evidence
place the beginnings of the Kiowa
Indians in the Montana mountains
at the headwaters of the Missouri
River. At the end of the 1700s, the
Kiowa migrated southward to the
Arkansas River and, thereafter, oc-
cupied the plains eastward of north-
ern New Mexico. They were be-
lieved to have always been hunters,
but they did not develop their repu-
tations as skilled hunters and war-
riors until introduced to the horse.
During the early 1800s, the Kiowa
waged war against other Indian tribes,
but turned their wrath on the white
man who began moving westward
and encroaching on their buffalo hunt-
ing grounds. Of the horse Indians, the
Kiowa had the most horses and were
foremost in possessing the character
traits associated with the horse---brav-
ery and audacity.
A NEW BREED OF WARRIOR
Colonel James L. Jones (Ret.)
Mississippi National Guard (MSARNG),
Public Affairs
Bell Helicopter Textron, Inc.,
manufactures the Kiowa Warrior
helicopter. In developing this heli-
copter, Bell acknowledged the brav-
ery and audacity of the Kiowa Indi-
ans by adding a powerful array of
weaponry to what was already an
advanced scout helicopter. The
armed OH-58D can carry the fol-
lowing weapon suites: four Hellfire
missiles, four Stinger missiles, two
seven-round rocket pods, one 50-
caliber machinegun, or a mixture of
any two.
The OH-58D helicopter fITst was
deployed for action during Opera-
tion Desert Stonn and took part in a
wide variety of combat missions.
This agile, versatile aircraft, with its
complete day, night, and adverse
weather conditions capability, ex-
tends the conventional warfighting
response of military units equipped
with the armed OH-58D.
Bell modified Army OH-58Ds to
the armed configuration in 1987 to
88. Some 15 armed OH-58D heli-
copters were shipped to the Persian
Gulf, where they were based on
Navy vessels, protecting the vital
sea lanes. To date, 128 Kiowa War-
riors have been delivered to the U.S.
Army, including the complement al-
located to the MSARNG.
The new Kiowas belong to the
1st Battalion, 185th Aviation, Tu-
pelo, Miss., which recently be-
came the first ARNG unit in the
nation to receive the most versa-
tile, integrated armed reconnais-
sance helicopter system in produc-
tion. The OH-58D officially was
received in the MSARNG at a cer-
emony in Tupelo, which drew
Department of Defense, National
Guard Bureau, and MSARNG lead-
ers, together with local citizens, to
witness the event. The unit will
have 15 Kiowa Warriors based at
Tupelo to train for a new wartime
mission.
"National Guard Aviation is on the
cutting edge of technology, and we
have high hopes for the 185th,"
Major General (MG) John R.
D' Araujo Jr., Director of the Army
National Guard, told several hun-
dred participants at the Tupelo cer-
emony.
MG Dewitt T. Irby, a native Mis-
sissippian and the U.S. Army's
Program Executive Officer for
Aviation, said, "We are looking to
you soldiers to be the bridge that
gets us to future technology."
Also joining MG James H. Gar-
ner, Adjutant General of Missis-
sippi, for the welcoming cer-
emony were Lieutenant General
William H. Forster, Military
Deputy to the Assistant Secretary
of the Anny and a Mississippi na-
tive, and Mayor Jack Marshall.
So, the MSARNG's 1st Battalion,
185th Aviation, enters a new era of
Army aviation with a sophisticated,
versatile aircraft, bearing the name
of an ancient warrior who forever
wrote his name and deeds into
American history.
Apache Force Deployment-South Carolina Style
Lieutenant Colonel Mark V. Rhett
Headquarters (Det 1) State Area Command and
Staff Sergeant Danny Brazell
10Bth Public Affairs Detachment
South Carolina Army National Guard (SCARNG)
To paraphrase a famous American
Civil War general-the key to vic-
tory in combat is getting to the
battlefield the "first-est with the
most-est."
The 1st Battalion, ISlst Aviation
(Advanced Attack-Helicopter),
SCARNG, believes the general may
have been right. The AH64 Apache
attack helicopter unit also believes
a quick response could be the key
to victory. That is why the unit
places as much emphasis on its de-
ployment methods and techniques
as any ARNG unit in the country.
During the past 2 years, the bat-
talion has conducted five deploy-
ment training exercises using just
about every mode of transportation
available: air, sea, and rail facilities.
A major reason the unit has de-
cided deployment and loadout ex-
ercises deserve a proper amount of
training time is that an Apache at-
tack helicopter battalion can con-
front the enemy with the equivalent
firepower of an armored brigade.
However a military transport air-
plane, such as the C-SA Galaxy, can
carry to the battlefront only one M-
1 Abrams tank, while it can carry
six Apache helicopters.
Delivering the Apache to the
battlefront is quicker and less ex pen-
sive. The explosive firepower of the
attack helicopter is available almost
by the time the cargo ramp of the
C-SA is lowered.
The ISlst began its loadout train-
ing in 1990 with a joint-deployment
exercise involving Canadian forces.
Since then, the unit has conducted
an extensive number of C-S loadout
exercises to rival any Apache unit.
Each of the deployment exercises,
which are conducted above and be-
yond the members' normal indi-
vidual weekend drill time, has in-
volved one or more of the battalion's
five companies, and has been spe-
cifically designed to introduce the
battalion's personnel to the com-
plexities of tactical deployment.
One of the principal selling points
of the loadout exercises for the ISlst
is that the exercises can be done at
its homebase at McEntire Air Na-
tional Guard (ANG) Base, Eastover,
S.C. For example, in July 1993, the
unit prepared and loaded five AH-
64 Apaches in the C-SA parked on
a runway at the airbase, flew to
McDill Air Force Base, Tampa, Fla.;
unloaded the equipment; took part
in a livefire exercise; reloaded the
next day; and redeployed to
McEntire.
The unit did the same thing this
summer when it flew members of B
SCARNG OH-58,
AH-64, and UH-
60 awaiting load-
ing on a C-5A at
McEntire ANG
Base, Eastover,
S.C.
and D companies to Dover, Del.;
loaded the C-SA with three AH-
64s, one OH-S8 Kiowa, and one
UH-60 Black Hawk; and rede-
ployed to McEntire ANG Base.
While at Dover, the unit members
trained some full-time U.S. Air
Force personnel in the loading tech-
niques.
The fact that the unit has the ca-
pability to do this type of rapid and
cost-effective deployment operation
"in its own backyard" is a point it is
trying to make to the Pentagon.
Presently, the ISlst must move its
equipment to Fort Bragg, N.C., for
mobilization. This requirement may
be unnecessary, based on the effec-
tiveness of the units deployment ex-
ercises.
Most of the deployment exercises,
which can sometimes require up to
2 months of planning, have involved
loading the unit's equipment on C-
SAs. But this year the battalion con-
ducted an exercise in Jacksonville,
Fla., where its Apaches were
onloaded to a surface cargo ship.
Such training exposes the I-IS 1st
Aviation to a variety of deployment
options. Also it helps the battalion
develop the necessary familiarity,
and working cohesion, with other
military and civilian loading units.
26 U.S. Army Aviation Digest Januasry/February 1995
SCARNG AH-64
being loaded on a
C-5A out of Do-
ver, Del.; note
wooden ramps.
The ISIst's emphasis on loadout training has paid dividends. Based on the edict that practice
makes perfect, the unit can now load the equipment of one of its companies on a C-SA transport in
about 2 hours. Combine that fact with the unit's logistical ability to work "in its own backyard" and
you understand why the ISIst gives such credence to its motto, "Ready to Strike."
UH-60 and M882
from 1/151 st
SCARNG after
loading on a C-5A
at McEntire ANG
Base, Eastover,
S.C.
27
The Allied Command Europe
(ACE) Rapid Reaction Corps
(ARRC), under the control of Head-
quarters, Baltic Approaches, con-
ducted a multiphased command post
exercise (CPX) during the month of
October 1994. The ARRC, a multi-
national Corps-size force, is orga-
nized to react quickly to counter hos-
tile forces threatening the ACE area
of responsibility. The Corps is highly
mobile, equipped with extremely ef-
fective and modem weapons systems,
and able to definitively effect a large
opposing force quickly and deci-
sively. The ARRC was formed in
1992. The exercise conducted in Oc-
tober was its first opportunity to work
together as a
unit.
ARNG AVIATION SUPPORTS NATO CPX
Major James Mulvehill
8-1, 419th Aviation Group (ATK)
Florida Army National Guard (FLARNG)
ARRC's ability to alert and deploy
designated ARRC forces (division
level) into a concentration area. On
this particular exercise, the area of
operations was situated in Northern
Gennany, just below the country of
Denmark. The drill tested the ability
of the ARRC to plan and conduct the
deployment of its forces from mul-
tiple locations in Europe into a strate-
gic site to prepare for combat opera-
tions.
Operation Chinese Eye, Phase IT of
the CPX, focused on employing the
forces of the ARRC against an invad-
ing enemy from the north into Den-
mark. The exercise allowed the
ARRC staff to conduct the planning
and employment of its forces in close,
deep, and rear battle areas. It empha-
sized proper command and control of
combat, combat support, and combat
service support forces.
The forces represented during Chi-
nese Eye are listed below:
-7th German (GE) Panzer Division.
-1st United Kingdom (UK) Divi-
sion.
-3d Italian Infantry Division.
-Multinational Division (Central).
-15th U.S. Aviation Bde (Corps).
-Corps Support Troops (Multina-
tional) Air Defense Artillery (ADA),
Artillery (ARTY), Engineers (ENG),
Air Force, Psychological Operations
(PYSOPS).
The U.S. Army National
The pri-
mary phases
of the exer-
cise, Opera-
tion Arcade
Fusion and
Operation
Chinese
Eye, were
designed to
help train
the ARRC
Headquar-
ters com-
mand and
staff ele-
ments. Op-
eration Ar-
cade Fusion
was con-
ducted first,
and exer-
cised the
ARRC controller/players follow Corps deployment forward.
G u a r d
(ARNG) was
asked to take
part in the
Corps-level
CPX, and
played a key
role in the train
up of the
ARRC staff.
HQ, ARRC,
through the
U.S. Army
Forces Com-
mand, solic-
ited the Anny
National
Guard to pro-
vide a team of
experts in
Corps-level,
A H - 6 4
Apache deep
operations to
Pakistani armament mechanics receiving training on loading
the 40mm grenade launcher.
Pakistani armament mechanics receiving training on the M34
machinegun.
ventoried aircraft, test flew aircraft, and
fired the munitions on the AH-IS heli-
copters the United States released to the
United Nations. The aircraft came from
the Hawaii ARNG and were recondi-
tioned by ATCOM before deployment.
The MIT also maintained the aircraft
until the students received enough in-
struction to conduct the maintenance
adjunct to the training they were receiv-
ing. The first week in country also was
used to coordinate use of the gunnery
ranges, set up classroom facilities, and
complete local orientation flights for all
instructor pilots (IPs) and the MIT chief
The training phase lasted 10 days. It
resulted in qualifying six aviators, two
of which were IPs and one a mainte-
nance test pilot (MTP); an additional
three aviators completed the academic
requirements. Also 27 aircraft mechan-
ics and 12 armament mechanics were
qualified in unit level maintenance. The
MIT worked together well to imple-
ment the plan, which required careful
timing of the classes held in the morn-
ing for the aircraft mechanics, arma-
ment mechanics, and aviators, and
flight training in the afternoon for the
aviators.
The first four aircraft shipped from
the Hawaii ARNG were used for train-
ing. Four more aircraft arrived in
Mogadishu during the last week of train-
ing. This gave the United Nations a total
of eight AH-IS aircraft configured with
two rocket launcher pods on each wing
and the M28 turret system to perform
their mission. The entire team departed
Somalia on 19 March 1994 after success-
fully completing the mission.
The MIT was task organized with a
major as the team leader and three sec-
tions. The flight training section had five
IPs. The maintenance training section
had an MTP, a maintenance officer, and
one mechanic. The armament training
section had four armament mechanics.
Each team member had more duties as-
signed to assure all required functional
responsibilities were covered for a safe,
effective operation.
Each aircraft on every training flight
carried a basic load of minigun ammuni-
tion, 40mm high-explosive (HE) gre-
nades, and HE rockets to provide a com-
fortable level of protection for the crew.
The training consumed about 45,000
gallons of fuel; 60,000 rounds of 7.62mm
ball ammunition; 3,200 rounds of HE
40mm; 275 HE 70mm rockets; and
about 75 hours of flight time.
One critical lesson learned from this
mission was coordination must be com-
pleted early in the planning process
among the unit receiving the training, the
MIT, and the lead U.S. Government
agency responsible for the mission.
Bringing an MIT into the planning pro-
cess 2 weeks before deployment causes
unnecessary crisis management. The
MIT will state the plan the lead agency
developed, without the MIT's experi-
ence, will likely fail because critical re-
source requirements were overlooked or
the timing of events was not synchro-
nized with the sequence of training.
The success of this operation was based
on-
The excellent cooperation provided
by the Joint Task Force in Somalia.
The efforts of support personnel that
assisted with the deployment.
The dedication and professionalism
of the members of the MIT.
Completion of this mission demonstrates again the accessibility and readiness of the ARNG. It proves our
ability to deploy to a hostile fire area and successfully train foreign troops.
31
On 24 October 1994, 10 members
of the 449th Aviation (Avn) Group
(Gp) departed the Raleigh-Durham
Airport, N.C., for overseas deploy-
ment training (ODT) in Germany
(GE). The ODT cell, consisting of
two officers, one warrant officer,
and seven enlisted soldiers, landed
at Rhine Main Air Force Base in
Frankfurt, GE, on 25 October 1994.
After spending the night at the
Abrams Center in Frankfurt, we re-
ported for duty with our host unit,
the 11 th Avn Regiment (Regt) at the
Grafenwoehr training area, Camp
Aachen.
We were to take part in the com-
puter assisted exercise (CAX), At-
lantic Resolve '94, which replaced
REFORGER this year. Our mission
was to integrate with the 11th Avn
Regt at the Combined Land Com-
ponent Command (CLCC), V Corps
deep planning cell. The multina-
tional effort involved GE, France
(FR), the United Kingdom (UK),
and the Netherlands (NE).
For national play, the operation
took place on the island of Atlantis
in response to ci viI unrest between
North and South Titania. South Ti-
tania had requested and received
assistance from the North Atlantic
Treaty Organization in a dispute
with the North over an area, claimed
32
449th Aviation Group Deployment to
Germany for Atlantic Resolve '94
SFC Doug/as G. Wade
449th Aviation Group (ATK)
North Carolina Army National Guard (NCARNG)
by both sides, called Maleva. Op-
erations on Atlantis consisted of
deterrence through Operations
Other Than War and transition to the
Warfighter CAX.
One of the most intriguing aspects
of the operation was how maps were
prepared, using FR as the island of
Atlantis. Topographers cut FR away
from Europe, transforming it into an
island and changing most of the
names of the cities and towns.
The 11th Avn Regt mission was
to execute deep operations.The
449th Avn Gp ODT cell, along with
personnel from the 166th Avn Regt
(Army Reserve unit in GE) was in-
tegrated into its tactical operation
center to assist.
The Active Component (AC) sol-
diers from the 11 th Avn R ~ g t were
most accommodating in sharing in-
formation and responsibilities. Dur-
ing the exercise our soldiers, work-
ing in intelligence and operations
vans, received the latest equipment
and training the Army had to offer.
This type training, though narrow
in scope, is invaluable in bringing
the Reserve and ACs together to
prepare them for a future that prom-
ises a much closer relationship. A
few members of the ODT cell
worked as liaison officers between
the FR (7th Armored Division) and
the NE 101 st Brigade (Mechanized).
We will not forget this experience
soon.
We had lunch and dinner with both
the French and Dutch, and were en-
vious of their dining habits. When
the Warfighter CAX started sleep
became a lUXury. The NE and FR
were anxious to use our AH-64
Apaches to stop the North Titanian
advance. During the CAX, a battal-
ion of AH-64s were OPCON'd to
both the NE and FR. After a crash
course on tactics provided by Lieu-
tenant Colonel L.A. Mauro, 449th
executive officer, the AH-64s were
employed successfully. The AH-64,
with its night-fighting capabilities,
proved once again its supremacy on
the modem battlefield. When all the
battle damage assessment was tal-
lied, the AH-64 had accounted for
as much damage as all other weapon
systems combined.
After completion the Warfighter
CAX, the 11 th Avn Regt presented
unit coins and certificates of
achievement to all members of the
449th ODT cell. We were all ready
for some much deserved rest, but
realized we had just received the
best training possible without hav-
ing to deploy for the "real thing."
We appreciated the 11 th Avn Regt's
motto, "STRIKE DEEP"!!
(Continued from page 2)
domestic disturbance and natural or
man-made disaster. Reducing our
size is not as simple as removing "X"
utility or cargo helicopter units from
"Y" states until you make the num-
bers work. Careful consideration
has to be given to not only how
many of one type of unit that the Na-
tional Guard retains but also where
those units are to be located. For ex-
ample, it is unacceptable to leave a
state without benefit of utility aircraft.
While the AH-l Cobras and AH--64
Apaches are great aircraft, one can-
not execute disaster-relief operations
with them.
We also must be careful in
minimizing the loss of one of
our greatest assets: our aviation
The Army National Guard
(ARNG) began evolving in fiscal year
(FY) 1995 under the Aviation
Restructure Initiative (ARI).
The ARNG will complete most of
the organizational changes by the end
ofFY 1996. It will convert 8 division
aviation brigades (1 light, 3 standard,
and 4 heavy), 1 theater aviation bat-
talion' 3 corps aviation groups, 5
AH--64 Apache battalions, 19 aero-
medical companies, and units allocat-
ed to Northeast/Southwest Asian
theaters to the ARI design by the close
of FY 1996. The only units not con-
verting by FY 1996 will be 4 AH--64
battalions and the division aviation
support battalions (DASBs). These
organizations will convert later.
The Reserve Component General
Officer Offsite (RCOS) agreement,
10 December 1993, emphasizes the
importance of this reorganization.
capability. The ARNG
has wisely invested in infrastructure
aDd manpower to support its readi-
ness requirements. While the Anny
can expand the total aviation fleet rel-
atively quickly, we in the ARNG can-
not expand the maintenance of that
fleet if we allow a great erosion of
the efficiency that years of hands-on
experience have developed. For that
reason, the ARNG continues to look
for ways to maintain our edge in pro-
viding a quickly expanding aviation
maintenance capability.
Another of our great concerns in
this mass of change is the availability
of modem aircraft to ARNG aviation
units. Current plans show the ARNG
operating more than 600 UH-l
Iroquois "Huey" helicopters and
about 400 UH-60 Black Hawks in the
year 2001. If we are to meet war-
time mission requirements, this
imbalance must be corrected.
We at the Aviation Directorate of
the National Guard Bureau have had
to undergo a fundamental shift in how
we manage and provide resources for
Anny National Guard aviation. The
models we used two years ago are
now broken up and scattered. In their
place are new ideas, new ways of
viewing old problems, and most im-
portantly, new optimism about our fu-
ture. We will make this change work.
We will not be satisfied with simply
being managers of change.
We will lead change and our
aviation force into the twenty-first
century.
The Winds of Change
MAJ Forrest B. Hendrick
Aviation and Safety Directorate
Army National Guard Readiness Center (ARNGRC)
Arlington, Virginia
This agreement realigned Reserve
Component missions, causing the
migration of 77 percent of the U.S.
Anny Reserve (USAR) aviation force
totheARNG. Migration of the USAR
force to the ARNG will be complet-
ed by the end ofFY 1996. This con-
solidation of National Guard and
USAR aviation will result in an
aviation force responsive to mo-
bilization and peacetime domestic
requirements.
The RCOS agreement was
necessary to meet overall force re-
duction objectives while retaining
readiness. It will result in a shared
reduction of about 8,000 Reserve and
ARNG aviation personnel from the
force. The ARNG and the U.S. Anny
Reserve Command (USARC) are
working together to implement the
aviation migration while retaining the
most qualified aviation soldiers.
ARNG aviation also is internally
realigning force structure. Mean-
while, ARNG aviation is maintaining
mobilization preparedness and pro-
viding maximum coverage to state do-
mestic needs. Implementing ARI, the
RCOS, and internal ARNG realign-
ment at the same time will affect ev-
ery soldier in Reserve Component
(ARNGIUSAR) aviation.
The certain result of this ambitious
effort will be retention of the most
qualified, trained, accessible, and re-
source-efficient Reserve Component
aviation force. By combining the best
ARNG and USAR aviation soldiers,
the United States will have the high-
est quality, most proficient, and most
readily deployable Army aviation
force ever. This force will be ready
and able to respond to national
and international crises across
the operational continuum.
Making It Happen-
Operations with
Nonmodernized Aircraft
LTC Thomas N. Hinkel
Commander
MAJ Timothy J. Edens
Squadron S3
CW4 Raymond L. Watson
Squadron Standardization Officer
4th Squadron, 9th Cavalry Regiment, 6th Infantry Division (Light)*
Fort Wainwright, Alaska
T
Oday's Army is the
most technologically
advanced fighting force
ever fielded by any nation. Army
aviation units with AH-64 Apach-
es, OH-58D Kiowas, and UH-60
Black Hawks have unprecedented
capabilities to move, fight, and sus-
tain operations. Battle tested and
proven during Desert Shield and
Desert Storm, these capabilities
were optimized under cover of dark-
ness. This allowed our aviation forc-
es to capitalize on two time-tested
principles of war: security and
surprise. No one today doubts that
Army aviation "owns the night."
But what about units equipped
with the AH-1 Cobras, OH-58 Kio-
was, and UH-1 Iroquois "Hueys"
that do not have the "system-en-
hanced" capabilities of our more
advanced aircraft? Our unit-the
4th Squadron, 9th Cavalry Regi-
ment, 6th Infantry Division (Light),
Fort Wainwright, Alaska-faced
such a challenge when we partici-
pated in an exercise at the Joint
Readiness Training Center (JRTC)
at Fort Polk, La., in 1993. Our mis-
sion essential task list (METL) re-
quired that we conduct security
operations for the division. By
definition, these operations must be
conducted 24 hours a day. Doctri-
nally, in the past, we have relied on
ground troops to provide night se-
curity because of the lack of ther-
mal capabilities in the air troops.
Our modification table of orga-
nization and equipment (MTOE) did
provide us with aviator's night vi-
sions imaging system (ANVIS-6)
night vision goggles (NVG), which
greatly increased our ability to ma-
neuver at night. But maneuvering
and accomplishing critical tasks re-
quired during security operations
are two different things. Moving at
night requires (relatively speaking)
seeing and avoiding hazards to ter-
rain flight. Establishing a screen line
of aerial scouts protected by attack
helicopters falls into this relatively
simple task area. But the aerial
scouts and attack crews require ca-
pabilities that NVG cannot provide
when performing their crucial mis-
sion of detecting, reporting, track-
ing' and when necessary, destroying
enemy reconnaissance forces (coun-
terreconnaissance battle) or, with
augmentation, performing guard or
economy-of-force missions.
Add to these challenges, JRTC's
densely vegetated terrain and
*This division no longer exists. Questions about this article can be directed to MAJ
Edens, who is a resident student at the Command and General Staff College, Fort
Leavenworth, Kan., through May 1995.
dismounted, guerrilla-style opposing
forces (OPFOR) to the equation, and
we find that-unlike the National
Training Center at Fort Irwin, Ca-
lif., with open terrain and conven-
tional, mounted OPFOR, affording
long-range acquisition-the JRTC
often requires aerial scouts to
hover almost on top of the OPFOR
to detect it.
This would hardly be considered
a fundamentally sound method to
gain and maintain enemy contact!
But without organic, aerial, thermal
visionics, how can we conduct
effective security and reconnais-
sance operations from the air at
night?
In September 1993,4-9 Cavalry
formed Task Force (TF) SABRE,
the aviation task force supporting
2nd Brigade, 6th Infantry Division
(Light)--TF MANCHU, for JRTC
Rotation 94--01. This was the sec-
ond rotation at the new JRTC facil-
ity at Fort Polk and provided for a
full-up brigade task force with a
light/heavy configuration. We faced
head-on this challenge of providing
24-hour aviation support without
the organic thermal acquisition ca-
pabilities necessary for true night
aerial security and reconnaissance
operations. Also, our task orga-
nization for this exercise did not in-
clude our ground troop from the
Wisconsin National Guard.
In response to this challenge, TF
SABRE troopers demonstrated a
34 u.s Army Aviation Digest January/February 1995
trait that has always made our Army
great: the ability to adapt to combat
situations (or simulated combat, in
this case) with equipment on hand-
not bound by a mind-set of "we do
not do, or have not done, things that
way." Thus, the focus of this article
is not to become so tethered to tech-
nology, or frustrated by the lack of
it in our particular organization, that
we forget how to "make it happen."
Armed with our tried-and-true
old systems, the cavalry spirit, and
our motto, "we can, we will," TF
SABRE rolled into JRTC. The thick
vegetation at Fort Polk severely de-
grades the ability to acquire person-
nel and vehicles at night using
ANVIS-6 NVG, particularly if the
folks you are looking for do not
want to be seen. The OPFOR is ex-
pert at using cover and concealment
and knows your specific capabili-
ties and limitations. Having assessed
our JRTC opponent and its turf be-
fore our arrival, TF SABRE tried to
throw a wrench into the OPFOR's
intelligence analysis.
We did this by employing two
ground-mounted tube-launched,
optically tracked, wire-guided
(TOW) thermal sights from our
ground troop. While still at the in-
termediate staging base, we trained
two operators-both UH-l crew
chiefs-to operate and maintain the
sights. The sights were rigged to the
rear interior of our two UH-ls us-
ing a system of bungee cords, litter
mounts, and safety straps made from
cargo straps.
During the low-intensity conflict
(LIC) phase, the UH-l, affection-
ately dubbed "FAT SCOUT," pro-
vided limited night reconnaissance
of the squadron's trains and assem-
bly areas (AAs) and TF MAN-
CHU's rear area. The purpose of the
reconnaissance was twofold: detect
and report infiltrating guerrilla
teams and provide a "proof-of-
concept" phase for FAT SCOUT.
Employment in this role proved
quite successful, resulting in many
spot reports (SPOTREPs) and calls
for fire. It also assisted the com-
mander in directing his reaction
force and provided combat in-
formation on which to base possi-
ble relocation of forward arming and
refueling points (FARPs) and air-
craft assets. After-action reviews
(AARs) later showed that the con-
tinued pressure through the night by
FAT SCOUT also reduced the ene-
my' s freedom to maneuver at night
in our rear area. With this limited
success, we prepared to employ
FAT SCOUT in the mid-inten-
sity conflict (MIC) phase, during
which the enemy would introduce
conventional forces and armor.
For this more intensive phase, our
concept of employment relied
heavily on thorough intelligence
preparation of the battlefield (IPB).
IPB, along with our newly gained
experience during LIC, facilitated
the templating of most likely ene-
my SA-14 Gremlin surface-to-air
missile team locations to profile the
area of operations for FAT SCOUT
employment. By noting where our
aircraft were being engaged and
comparing that to the enemy's doc-
trinal employment of its systems,
our Intelligence Officer (S2) was
able to template enemy air defense
artillery (ADA) quite accurately
onto the JRTC terrain.
The new JRTC at Fort Polk
provides limited aviation maneuver
space within the brigade task force
area of operations (AO). This same
terrain, with no dominating high
ground, also limits effective SA-14
employment. Our aircrews quickly
learned to avoid all open areas, stay
right on top of the dense vegetation,
and keep moving. These techniques
proved to be a trade-off, reducing
our attack crews' standoff ranges
but greatly enhancing survivability
for FAT SCOUT, scout weapons
teams (SWTs), and medium-lift
and air-assault aircraft alike.
These techniques, along with
well-prepared and continuously
updated IPB, minimized our losses
to OPFOR ADA. Our final AAR
showed that our aircraft had been
engaged more than 70 times by
SA-14s, with only one assessed kill.
That kill was an OH-58 on the
ground in a FARP.
Also key to mission success
would be accurate battle tracking so
that we knew and disseminated
friendly ground-unit locations.
Tracking friendly unit locations
proved to be our most difficult task
during the LIC phase because of the
fluid nature of infantry search-
and-attack (movement-to-contact)
operations. Although MIC was far
more focused regarding aviation
mission taskings and we enjoyed
more success with all of our assets,
LIC merits further background dis-
cussion. Our staff and commanders
experienced a sharp learning curve
in providing aviation support, par-
ticularly SWTs, to the brigade task
force. From our experience, we were
better prepared to fight alongside
and in support of the infantry
during MIC.
In LIC operations, infantry units
essentially would comb an area
for enemy caches of weapons, am-
munition, fuel, food, and water. We
relied heavily on constant commu-
nications with the aviation liaison
officers at the TF MANCHU
tactical operations center (TOC),
constant monitoring of the TF
MANCHU operations and intelli-
gence (0/1) net (often, in fact, drop-
ping down to battalion 0/1 or
command), and debriefs from SWTs
coming off station to track the bat-
tIe. Unlike medium-lift and air-as-
sault assets, our SWTs would often
work directly with several different
company commanders on their
in ternal frequency modulated (FM)
frequencies.
The concept of SWTs--or even
attack helicopter companies-
35
working in direct coordination with
ground maneuver companies is not
new. During the Vietnam War,
infantry company commanders
whose units were in close contact
with the enemy commonly directed
"gunships" from aerial rocket
artillery units onto the enemy. Dur-
ing the months before our JRTC ro-
tation, the squadron conducted two
tactics, techniques, and procedures
exercises with the 2nd Brigade (TF
MANCHU) for operations other
than war. We tried several tech-
niques of SWT employment in these
exercises-including direct em-
ployment by the infantry company
commander.
These exercises provided a great
opportunity to train up for what we
would see and how we would fight
at JRTC. Brigade units were tasked
to perform multiple, simultaneous
missions-from cordon-and-
search, to route clearing, to search-
and-attack. These multiple missions
demanded responsive SWT support
throughout the AO, not just on a
screen line or route reconnais-
sance-standard roles with which
divisional cavalry units are famil-
iar. SWT employment directed by
the ground commander, although
more decentralized in execution
than doctrinal cavalry missions, best
facilitated the requirement for im-
mediate support in the ground unit's
AO. This training-and the
working relationship that developed
between the squadron and bri-
gade staffs-contributed to TF
MANCHU's success at JRTC.
At JRTC, this technique did
prevent our TOC from getting im-
mediate SPOTREPs with any con-
sistency. We also found it very
difficult to maintain any consistent
communications with the maneuver
battalion TOCs/forward command
posts by eavesdropping on the nets.
But by working through various
means of communication, we
maintained positive control of
36
our assets, if not an ironclad grip on
the constantly changing friendly
situation throughout the day.
At night, infantry units would
es tablish defensive positions, from
which patrols would be conducted,
and often needed aerial resupply of
Class I, usually water, and Class V
at multiple drop points. This period
allowed us to accurately update our
friendly situation; this was about the
only time during LIC operations in
which activities settled to the point
that TF MANCHU could accurately
confirm the infantry battalion's po-
sitions in the AO. On the positive
side, this frustrating period of oper-
ations served to get us on our toes
as a staff and to work to anticipate
sudden changes in missions for our
SWTs. Changes to air assaults, aeri-
al resupply, and medical evacuation
missions-although numerous-
were somewhat easier to anticipate
and react to because these assets
were more centrally controlled by
the commander of TF SABRE.
With our TOC collocated with
the TF MANCHU TOC and our avi-
ation logistics operations center
(ALOC) and unit AAs 40 kilome-
ters to the rear (in the Peason Ridge
Training Area), we exercised con-
trol over our assets through a redun-
dant communications plan. Our
ALOC would advise the TOC
(flight operations personnel) on all
aircraft departures and returns via
satellite communications, land line,
or as last resort, FM radio through
retransmission. All units had been
instructed to contact SABRE TOC
on our 0/1 net for check in while
they were en route between the
ALOC and the TF MANCHU AO.
At this time, we passed on the latest
enemy and friendly situations and
fragmentary orders (FRAGOs).
Time allowing, particularly with
FAT SCOUT and SWTs, the
troop commander or air mission
commander would arrive early for
face-to-face updates.
Required to use a limited
number of approved air corridors,
we selected several for each day's
operations-via operation orders
(OPORDs )/FRAGOs-making it
relatively simple to determine
estimated times of arrival (ETAs)
from the departure times forwarded
to the TOC by the ALOC. If the an-
ticipated ETA passed without con-
tact from the inbound aircraft,
SABRE TOC initiated contact. This
procedure was especially critical for
SWTs because of the spur-of-the-
moment changes stemming from the
nature of the infantry operations
during LIC. We had anticipated the
importance of communications and
had hand receipted four PRC-II3
very-high-frequency (VHF)/ul tra-
high-frequency (UHF) Have Quick
radios from the 6th Infantry Divi-
sion Air Force liaison office before
departing home station. By position-
ing two in the TOC, one at the
ALOC, and one with our forward
command post, we established a
second secure-voice means of com-
munications with our aircraft. Al-
though the MIC phase would prove
far less erratic and hectic regarding
aviation employment, redundant
communications proved no less im-
portant to our command and control
(C2). This communications-reliant
method of C
2
became essential to
everything we did-including
employing FAT SCOUT at night.
We employed FAT SCOUT
during MIC to maintain screen lines
after last light when C Troop could
no longer provide coverage (our sec-
ond air troop, B troop, was task orga-
nized as an attack troop and was the
TF MANCHU reserve throughout
the JRTC rotation). During the day,
the FAT SCOUT crew reported to
the TOC for its mission briefing
and graphics for that night. The crew
was also debriefed at the TOC by
the intelligence/operations (S2/S3)
night shift before returning to the
ALOC upon mission completion.
During the initial defensive por-
tion of MIC, FAT SCOUT employ-
ment enabled the TF SABRE
commander to provide continuous
battlefield information to the TF
MANCHU commander.
As the "conflict" matured,
forcing enemy forces into the de-
fense, the TF MANCHU command-
er requested reconnaissance across
the forward line of own troops
(FLOT) into the enemy's rear
area. The mission was planned and
assigned to FAT SCOUT.
The details for the mission, such
as specific routes, were planned by
the crew in the TOC and coordinat-
ed by S3 with the fire support offic-
er, TF MANCHU, and the infantry
battalions. Our reconnaissance ob-
jectives were to find the enemy's
defensive positions and, most im-
portantly, identify its counterattack
force. Both objectives were
achieved with remarkable success:
one, TF MANCHU enjoyed
near-perfect (as AARs bore out),
real-time battlefield information on
the enemy's disposition; two, FAT
SCOUT survived, being engaged
only once-by friendly fire.
The following SPOTREPs were
logged in the TF SABRE TOC
during this critical mission:
SPOTREP #1: " ... estimate 30
personnel, dismounted in dug-in
positions, in a wood line, vic
(vicinity) WE058361, time 2228."
SPOTREP #2: " ... 12 dismounts,
one armored vehicle, stationary, at
road intersection, vic WE098338,
time 0230."
SPOTREP #3: " ... nine armored
vehicles, stationary, vic WE091340,
time 0330."
SPOTREP#4: " ... two armored
vehicles, stationary, in wood
line, vic WEl15367, time 0343"
(later confirmed by FAT SCOUT 2).
After being plotted and analyzed,
the third report was passed to TF
MANCHU with our assessment that
it was most likely the counterattack
force. When plotted, this key report
location was within 800 meters of
the primary location that our and TF
MANCHU's S2s had predicted the
enemy would hide the counterattack
force. The first and second reports
lined up with defensive positions
that the TF SABRE S2 had predict-
ed and templated. The fourth report
was passed up to caution TF MAN-
CHU that the OPFOR could possi-
bly have split its counterattack
force, posing a flanking threat to our
force--{)nce on the objectives (see
Figure 1).
Accurate intelligence reports
enabled indirect fire to significant-
ly disrupt and reduce enemy defen-
sive preparations. At first light, TF
MANCHU attacked and achieved
its objectives, almost totally de-
stroying the enemy forces in their
positions. The counterattack force
hide positions were targeted for in-
direct fire; the infantry companies-
Figure 1. Actua//ocations the night of the FAT SCOUT mission, briefed during the MR of the OPFOR.
Figure 2. OPFOR positions at the end of the exercise.
on their objectives, reinforced with
Team MECH (the balanced armor-
mechanized team)--were ready and
oriented for the counterattack.
Before first light, one infantry com-
pany had been successfully air as-
saulted beyond the TF MANCHU
objectives into delaying positions
astride the most likely counterattack
avenue of approach.
AARs showed enemy forces
destroyed in their defensive
positions, in the vicinity of where
FAT SCOUT had reported. The
counterattack force, after being
forced to attack through the air as-
saulted infantry company, was de-
stroyed in a meeting engagement by
Team MECH and was unable to dis-
lodge the infantry from its objec-
tives. Figure 2 shows all OPFOR
positions at the end of the exercise.
Observers/controllers (OCs) also
confirmed that FAT SCOUT had, in
fact, found the counterattack force.
38
The SPOTREP that we thought
could have been a flank threat
turned out to be vehicles that had
broken down. As an added note,
AAR discussions with OCs revealed
that the OPFOR assumed that our
UH-l was "friendly" and was not
actively engaging or avoiding it!
Granted, this can be attributed,
at least partially, to the JRTC
Rules of Engagement. However, this
should not invalidate planning
considerations that it may work to
our advantage if our enemies own
U.S. or allied equipment.
TF SABRE certainly did not do
everything right. For example,
AARs proved that we needed stron-
ger planning to prevent fratricide.
With our Rube Goldberg thermal ca-
pability, we definitely did not own
the night. But we felt that we had
borrowed enough to do a key job as
cavalry: provide real, if limited,
security in the defense and detailed
reconnaissance in support of
offensive operations. Like our more
modern units, we had-through ini-
tiative and innovation-used the
night to capitalize on security and
surprise.
Our high-tech weapons and
sensor systems provided us with un-
matched capabilities. Future units
will undoubtedly face challenges, as
we did, posed by mission demands
exceeding their systems' inherent
capabilities. As always, they will
overcome those limitations only
through initiative, innovation, and
a w e ~ a n , we-will" mentality.
This mental attitude must be
fostered today and carried forward
into the future by all aviator
warriors. MG Dave Robinson-
now retired, former commander of
the U.S. Army Aviation Center, Fort
Rucker, Ala.-said it best: "Avia-
tion has to fight as cavalry" -bold,
daring, unconventional. ~

Army Aviation Experimental Test Pilot Training
Program Update
Major Daniel G. Wolfe and Captain(P) Thomas J. Bryant
U.S. Army Airworthiness Qualification Test Directorate
Experimental test pilot, is it for me?
Maybe you've heard the Anny has ex-
perimental test pilots or maybe you've
seen XP as a flight duty symbol and
wondered what experimental testtlights
are all about Perhaps you have always
thought you would like to impact the
quality of Army aircraft. Because of re-
cent changes in leader development for
experimental test pilots, there are new
and exciting career opportunities for
aviation officers.
I'm interested, now what? This is
the time of year when the U.S. Total
Army Personnel Command
(pERSCOM) announces the due date
for applications. The U.S. Anny Avia-
tion Technical Test Center (USAATTC),
headquartered at Fort Rucker, Ala, will
be sending teams to severnl continental
United States (CONUS) installations to
provide infonnation briefings and an-
swer questions on the program. For de-
tails, contact USAATrC at DSN 558-
8179, the Airworthiness Qualification
Test Directorate (AQID) at DSN 527-
4643, or the Military Acquisition Man-
agement Branch (MAMB),
PERSCOM, DSN 221-2800, after 1
December 1994. For overseas units, a
progrnm infonnation package will be
available to requesting units after 30
November 1994.
Who can apply? Any aviation com-
missioned or warnmt officer who meets
the qualifications specified in Depart-
ment of the Anny Circular 351-90-1,
Anny Aviation Experimental Test Pilot
Training Program, can apply for atten-
dance at the United States Naval Test
Pilot School.
Starting the application ~ A
PERSCOM message governs the appli-
cation process. The message was re-
leased in November 1994. Applications
U.S. Army Technical Test Center
Edwards Air Force Base, California
are due to MAMB, PERSCOM, NLT you will have to pass the Navy's swim
10 March 1995. Officers are encouraged qualifications for aviators. They are dif-
to submit applications even if they do ficult, and if you are not a confident
not meet all of the specified qualifica- swimmer as required by the circular, you
tions.1f you are not qualified, plan your must increase your proficiency.
career to get the assignments and the Once at the Naval Test Pilot School,
education that will make you as com- you will be assigned to the rotary-wing
petitive and qualified as possible. syllabus. You will undergo flight and
What am I really applying for? The academic instruction 5 days a week fol-
Anny Aviation Experimental Test Pilot lowed by report and flight preparation.
program produces experimental test pi- The academic portion of test pilot school
lots who petfonn and oversee the test- consists of 470 hours of instruction and
ing of future and current Anny aircraft 21 tests over the I1-month course in
and aviation systems. Test pilots p ~ many disciplines to provide the founda-
evaluate, and report on the aiIworthiness tion for the flight and report writing syl-
and flight characteristics of aircraft. They labus. Nonnally, 4 hours of each mOffi-
also detennine system performance, ing or afternoon is spent on academics.
specificationcompliance,andsystemre- The current flight syllabus consists of
liability. With the new test pilot program, flights in either the morning or afternoon,
you can expect to attend advanced civil with the H ~ Cayuse, the H ~ A
schooling which, depending on your Black Hawk, the OH-58A/C Kiowa,
current degree status, will continue your and the U-21A Ute as the primary air-
education through a Master's degree in craft. However, most students fly be-
an engineering program at one of sev- tween 20 to 30 aircraft varying from glid-
ernl outstanding universities. ers to the four-engine P-3 Orion to the
YourfutureafterselectiOIL Yourse- F-18B Hornet About 87 flight briefs
lection for this program will thrust you are graded. The 21 various flight re-
into a whirlwind of academic, flight, and ports that these flights generate are
physical activity that will test scholas- due within 4 to 14 days after the flight
tic, physical, and organizational abilities and range in size from a few pages to
as never before. over 100 pages.
If you are selected for the cooperative Upon graduation, you will be initially
program, you will depart your unit assigned as a project test pilot. Often you
within 4 months to enroll in a Master of will be testing in your aircraft of exper-
Science program. Within 15 months, tise. As your experience as a test pilot
you'll finish the academic portion of the grows, so will the number of aircraft you
degree. The degree will be awarded on will be called on to test Eventually, you
completion of the United States Naval may be a project director or a project
Test Pilot School. After advanced civil coordinator.
schooling, you will join the other select-
ees at the AQID at Edwards AFB for
flight orientations and exposure to flight
test techniques. Sometime before you
go to Patuxent River Naval Air Station,
Patuxent River, Md, for test pilot school,
Wow, that's a lot If you want an ex-
tremely challenging and rewarding
aviation position, apply! The selec-
tion criteria are difficult, the school-
ing is rigorous, and the work is de-
manding.
u.s. Anny Aviation Digest January/February 1995 39
Aircraft Transitions for
Commissioned Officers-
The Sk Is Not ,Falling
CPT William "B.J." Leary
Officer Management Section
Office of Military Personnel/Adjutant General
Directorate of Human Resources
How often have you overheard
the following conversation?
CPT Smith: "] ohn, I am really
worried. DA is telling me that there
are no transitions available, and I
am going to Korea as a Huey pilot.
I think I'm going to take the money
and run."
CPT Jones: "Yeah, I know how
you feel. As an OH-58C aviator, I'm
looking at the same thing. I know if
I don't get an advanced aircraft
transition, I might as well get out.
My career is over!"
As the Aviation Restructure
Initiative (ARI) rapidly converts
active--component units to the new
A-series modification tables of
organization and equipment
(MTOEs), requirements for aviators
qualified in modernized aircraft in-
crease while requirements for avia-
tors qualified in nonmodernized
aircraft decrease. (Modernized air-
craft include the AH-64 Apache,
the OH-58D Kiowa Scout and War-
rior, the CH-47D Chinook, and the
UH-60 Black Hawk.)
Company-grade commissioned
officers (including me) have been
speculating over the viability of a
career as a nonmodernized-air-
craft-qualified aviator. Many offic-
ers have the perception that their
career is dead if they do not receive
a modernized aircraft qualification
course (AQC) soon. This is abso-
lutely untrue. Let's take a look at the
facts.
Most (83 percent) commissioned
officers assigned to company level
eventually will receive a mod-
ernized AQC. The remaining 17
percent who do not receive a
modernized aircraft qualification
will be needed to fill the non-
modernized aircraft positions that
remain through the year 2010.
The company-grade aviation
commissioned officer strength for
the active component currently to-
tals 3,177. Of this total, 1,567 are
already qualified in a modernized
aircraft, leaving 1,610 who are qual-
ified in nonmodernized aircraft. Of
these 1,610, only 444 are in excess
of nonmodernized aircraft require-
ments. Let's take a look at who these
444 aviators are. The following
numbers represent nonmodernized
percentages of year groups (YGs)
and are not exact numbers. Of the
444 aviators, 54 are YG 83- and YG
84-promotable captains who will
get a modernized aircraft qualifica-
tion, as needed, based on their utili-
zation as a major and 93 are YG 85
and YG 86 officers who have com-
pleted or have from 4 to 10 more
years to obtain a modernized AQC.
The remaining 116 are YGs 87
through 88 midgrade captains who
may have to compete for company
command and primary staff experi-
ence in a headquarters or mainte-
nance company of a modernized
aircraft battalion as a non modern-
ized aviator. Battalion and brigade
commanders realize that not all avi-
ators who come to them will have
the proper aircraft qualification un-
der their belt. This will continue to
be the exception rather than the rule
and should last only a few years
un til the school house can catch up
to the ARI time line.
The U.S. Total Army Personnel
Command (PERSCOM), Aviation
Branch, receives about 370
modernized AQC quotas per
year. This includes 20 fixed-wing
quotas. These quotas are determined
by many factors-including
proj ections of future force struc-
ture, projections of inventory, and
most importantly, dollars available
to train. By dividing the number
of modernized AQC quotas per
year (for the active component)
into the inventory of non-
modernized-aircraft-qualified of-
ficer aviators, it would take a little
more than four years to qualify ev-
ery commissioned officer now on
active duty. However, because of
continuing nonmodernized aircraft
requirements, there is no intent to
qualify every officer now on active
duty in a modernized aircraft. By 1
October 1997, company-grade re-
quirements will exist for 203 com-
missioned officers qualified in the
UH-1 Iroquois "Huey," 171 com-
missioned officers qualified in the
AH-1 Cobra, and 129 commis-
sioned officers qualified in the OH-
58NC Kiowa. Yes, that means that
some folks will still be going to
non modernized units worldwide.
For each person who receives a
second modernized transition, one
aviator does not get his or her first
one. Current policy precludes avia-
tors who already have one modern-
ized aircraft qualification from
getting a second modernized quali-
fication without approval from
PERSCOM. The granting of these
requests is extremely rare. Do not
complicate the process by asking for
more than one transition when it is
at the expense of a fellow aviator.
Effective last October, 50 percent
of available advanced aircraft quo-
tas will be fenced for initial entry
rotary wing (IERW) graduates. This
percentage will continue to climb to
65 percent in fiscal year (FY) 96 and
85 percent in FY 97. Although this
reduces the number of modernized
AQCs available for aviators current-
lyon active duty, it is a crucial step
in building the future aviator force
and ensuring that cockpit seats are
filled at the company level.
Despite downsizing and ARI
modernization, viable aviation com-
missioned officer career patterns
will continue to exist until the year
2010 for lieutenants through lieuten-
ant colonels flying AH-1, OH-58N
C, and UH-1 aircraft. Of the approx-
imately 275 commissioned officers
who graduate from IERW each year,
about 47 will remain in nonmodern-
ized aircraft systems throughout
their entire career. Knowing the
fortitude of Army aviators, I believe
that these commissioned officers
will excel just as their brethren do
in modernized systems.
U.S Army Aviation Digest January/February 1995
The final point that you should
take away from this article is that
promotion and selection boards nor-
mally comprise officers from all ba-
sic branches-not just aviation.
These other officers do not care
what kind of aircraft you fly-only
that the jobs you have held have
been accomplished to the best of
your ability. Manner of performance
is the overall determining factor
behind your success.
If you still feel the need to look
at promotion-board statistics, look
at the last lieutenant-to-captain
promotion list. Nonmodernized avi-
ators were selected for promotion
at a rate of 87 percent while mod-
ernized aviators had a selection rate
of 81 percent. So, ask yourself-
does it really matter? -p
41
Two Army Aviation
Pioneers Are Hall of Fame
Charter Members
Mr. Wayne E. Hair
Public Affairs Officer
U.S. Army Test and Experimentation Command
Fort Hood, Texas
Two Army aviation pioneers
have been inducted into the Army's
first and only Operational Testers
Hall of Fame at Fort Hood, Tex.
The headquarters of the U.S.
Army Test and Experimentation
Command (TEXCOM) at Fort Hood,
Tex.-the home and mecca of
independent operational testing-
is the site of this new hall of fame,
which honors operational testers
from throughout Army history.
Eight former testers were in the first
group to be inducted during TEX-
COM's twenty-fifth anniversary
ceremonies last October.
LT Benjamin D. Foulois
Out of the group of eight, two are
historical inductees, whose achieve-
ments predate the existence ofTEX-
COM. One of these was an Army
aviator-LT Benjamin D. Foulois,
born in 1879. He tested the Army's
first "aeroplane" at Fort Sam
Houston, Tex., 1910 through 1911.
On 10 February 1910, Foulois,
eight enlisted men, one civilian
mechanic, and one badly damaged
"aeroplane" moved onto the
mounted drill field on the northwest
section of Fort Sam Houston.
"He had no facilities-went to a
place with no airfield. He was giv-
en a crate of junk that he had to piece
together and then risk his neck to
fly," explained BG Anthony C.
Trifiletti, TEXCOM commander, at
the induction of Foulois.
"He ran a test on an airplane that
originally flew approximately 140
feet. That is less than the wing-
span-172 feet--of our C-17 that
we are engaged in testing today,"
Trifiletti pointed out.
The aircraft provided to Foulois
and his "flying soldiers" for opera-
tional tests was a biplane, bought
from the Wright brothers in 1908.
A contraption of bamboo poles and
canvas-fitted around a gasoline
engine-it swung off the ground
from a monorail.
"My experiments will cover a
wide range and will continue at Fort
Sam Houston for some time to
come," said Foulois, following his
history-making first military flight
in the State of Texas.
The Signal Corps allocated $150,
which was expended during the first
four months, to Foulois for aircraft
maintenance for the first year.
Foulois dug into his own pockets to
keep his test mission operational.
Foulois also conducted aerial
photography experiments and is cred-
ited with making the first aerial map
from an airplane. This innovative
tester also devised the first known
"safety belt," a four-foot trunk
strap, with which he lashed himself
into the airplane.
Foulois eventually reached the
rank of major general and became
chief of the Army Air Corps on 22
December 1931. He retired 31
December 1955 and died in 1967.
A fellow charter member of the
Operational Testers Hall of Fame is
retired COL Robert A. Bonifacio,
inducted for his exceptional contri-
butions to operational testing from
February 1976 through March 1982.
COL Bonifacio-upon approval
by the Department of Army for
activation of a totally independent
aviation operational test organiza-
tion-was selected as the first Army
Aviation Test Board President/Com-
mander. Unlike the other U.S. Army
Training and Doctrine Command's
operational test boards, which were
transferred intact from the Test and
Evaluation Command, the Aviation
Test Board was created from scratch
on 1 July 1976.
COL Bonifacio's contributions to
Army aviation can be seen in today's
modern fleet of aircraft, ground and
aviation life support equipment, and
future Army aviation systems.
During his tenure, he was direct-
ly responsible for the planning,
execution and reporting of 86
programmed user tests.
Major acquisition programs
effectively supported with tests,
studies, and evaluations included
the UH-60 Black Hawk, Light
Combat Helicopter (LCH), UH-60
simulator, and virtually all of the
aircraft survivability equipment
being used on Army aircraft today.
The roots of the Army's AH-64
Longbow Apache and RAH-66
Comanche helicopter programs
can be traced back directly to the
Light Combat Helicopter test ef-
forts. Data obtained during LCH
testing of modified OH-6 Cayuse
and OH-58 Kiowa helicopters
COL Robert A. Bonifacio
became the cornerstone of the
requirements documents that
support the Longbow Apache and
Comanche programs.
Bonifacio recognized early on
that the Army would be required to
streamline and reduce end strength,
and that effort would ultimately af-
fect the structure of test organiza-
tions. He also recognized that Army
aviation noncommissioned officers
(NCOs) could perform as test offic-
ers. In 1979, COL Bonifacio initi-
ated a program to recruit and train
aviation NCOs as test officers. His
personal efforts resulted in the suc-
cessful planning and execution of an
operational test by an NCO in 1980.
A standard was set that has been car-
ried on to present-day operational
testing, with NCOs conducting tests
around the world.
Today's TEXCOM Aviation Test
Directorate can trace its reputation
of ensuring the user receives the best
possible equipment, tools, and train-
ing to Bonifacio and his philosophy
of fidelis operanti-"fidelity to the
operator." Bonifacio himself,
however, credits a team effort.
"Without the military and
civilians which made up the team,
none of the testing goals could
possibly have been met. All suc-
cessful testing requires a total team
effort-not just of the testers but of
all the personnel within the acqui-
sition community," Bonifacio said
from his home in Titusville, Fla.
"Every member of the Aviation
Board during the period of 1976
through 1982, should be considered
as part of this prestigious award,"
Bonifacio said. ~
43
The United States Army
Aviation Logistics School
Reorganizes
MAJ William M. Gavora
and
CPT Lisa S. Glen
u.s. Army Aviation Logistics School
Fort Eustis, Virginia
The United States Army Aviation
Logistics School (USAALS), locat-
ed at Fort Eustis, Va., reorganized
on 1 October 1994, in conjunction
with the Combined Arms Support
Command (CAS COM) reorganiza-
tion. This is the latest of several
changes within the structure of
aviation maintenance training.
Although the USAALS was
initially established at Fort Eustis
on 1 October 1983, its mission trac-
es back to World War II. During the
war, aircraft mechanics received
training in an enlisted field artillery
aircraft mechanic course at Fort Sill,
Okla. Soldiers with maintenance
experience were selected from the
Army ground forces.
After World War II, Army and
Air Force rotary-wing and Army
fixed-wing mechanic courses were
conducted at Sheppard Air Force
Base, Tex., and then moved to Gary
Air Force Base, Tex. The Ordnance
Corps-the proponent of logistics
support for Army aviation-
recommended the use of civilian
contractors to conduct the Army's _
aviation maintenance training. This
proposal, however, was rejected,
and the Department of the Army es-
tablished a 19-week Army helicop-
ter mechanics course at Fort Sill to
supplement the Air Force training.
Army aviation experienced many
supply and maintenance problems
during the Korean War. During this
conflict, the Air Force handled air-
craft procurement, depot mainte-
nance, and supply-while the Army
determined requirements and han-
dled supply and maintenance at the
organization and field levels. This
division of responsibility lasted
until the early 1950s.
The Transportation Corps became
the aviation logistics proponent in
1952. In 1953, the Army Aviation
School formed at Fort Sill and
trained aviation officers, warrant
officers, and enlisted soldiers; the
Air Force continued to provide
some helicopter and fixed-wing
training. In 1954, further changes
occurred as the Army Aviation
School made plans to move to Fort
Rucker, Ala. Most aviation logistics
training transferred to the Trans-
portation School at Fort Eustis
and remained a Transportation
School function until the USAALS
activated in 1983.
Although the USAALS became
a separate school, command and
control remained with the comman-
dant of the U.S. Army Transporta-
tion and Aviation Logistics School
(USATALS). Command and control
transferred to the Aviation Branch
Chief in 1988, based on a special
study group's findings that com-
mand and control channels were in-
consistent with the original Aviation
Branch charter. Effective 1 October
1988, USAALS became a nonsup-
porting tenant activity at Fort Eus-
tis under the command and control
of the commander of the U.S. Army
Aviation Center (USAA VNC), Fort
Rucker.
44 U.S Army Aviation Digest January/February 1995
In January 1993, the U.S. Army
Training and Doctrine Command
(TRADOC) commanding general
directed CASCOM to examine con-
solidation of functional mission
and base operations (BASOPS) on
the Virginia peninsula (the area from
Fort Eustis to Hampton). The CAS-
COM plan included the following:
Transferring the personnel
proponency, combat developments,
training developments, and di-
rectorate of evaluation and stan-
dardization (DOES) functions and
capabilities to Fort Lee, Va.
Reconfiguring remaining
USAALS elements into a Director-
ate of Instruction subordinate to a
Fort Eustis Transportation Corps
brigade commander.
The initial CASCOM plan would
have the following effects:
Breaking the command line
between the assistant commandant of
USAALS and the commander of
USAAVNC.
Identifying resource reductions
and fracturing the resource manage-
ment process: that is, aligning
USAALS to CASCOM.
Aligning logistics to a separate
reporting function with no alle-
giance to aviation roles, missions,
and doctrine.
In February 1993, the TRADOC
commanding general approved the
CASCOM concept and directed de-
velopment of an Army Regulation
(AR) 5-10, Reduction andRealign-
ment Action Reporting Procedures,
package for implementation. The
Aviation Branch responded with
recommendations intended to re-
duce the impact of the CASCOM
proposal on aviation. The branch
agreed to split combat development
elements along aviation mainte-
nance and logistic lines but wanted
to retain the training development
functions that specifically support
aviation maintenance. The branch
also wanted to retain command and
control and resource management
capability within its aviation
maintenance organization.
The TRADOC commanding
general approved mission con-
solidation at Fort Lee in July 1993
but directed BASOPS consolidation
to occur on a functional basis.
Memorandums of agreement be-
tween the commanders of US-
AAVNC, CASCOM, and the
U.S. Army Transportation Center
and Fort Eustis (USATCFE) were
signed in August 1993, with reor-
ganization taking effect 1 October
1994. These agreements stipulated
that 18 combat development spaces
would move to Fort Rucker and 4
combat development spaces would
move to Fort Lee; 4 proponency
spaces would move to Fort Rucker
and 1 proponency space would
move to Fort Lee; and 8 evaluation
and standardization spaces would
move to Fort Rucker. Overall, 56
civilian positions were abolished
because of the reorganization and
the move of the Maintenance Man-
agement/Maintenance Test Pilot
Course to Fort Rucker earlier last year.
The USAALS currently consists
of a headquarters element, a support
group, three training departments,
two staff and faculty companies,
and the Department of Plans and
Evaluation. There are 827 per-
sonnel assigned: 15 commissioned
officers, 12 warrant officers, 682
enlisted soldiers, and 118 civilians.
The school's mission changed from
combat development, training
development, and training to the
current mission of providing avia-
tion maintenance training to U.S.
military as well as international
students.
The USAALS has changed
considerably from its inception as
a mechanic course at Fort Sill
during World War II. The tradition
of turning out the best aviation
mechanics in the world, however,
continues-no matter what the
school's configuration. ~
45
The U.S. Army
Aeronautical Services
Agency Also Supports
the Reserve Components
LTC Ricky Smith
Department of the Army Regional Representative
Southern Region
Federal Aviation Administration
College Park, Georgia
This article begins with a short-
one question-quiz. It is multiple
choice.
Question:
The Department of the Army
RegionalRepresentatives (DARRs)
provide support to which units?
A. Active U.S. Army.
B. Army National Guard.
C. U.S. Army Reserve.
D. All of the above.
Answer: D. Reference: Army
Regulation (AR) 95-2, Air Traffic
Control,Airspace,Airfieids, Flight
Activities and Navigational Aids.
This regulation prescribes U.S.
Army policy, responsibilities,
procedures, and rules for airspace,
airfields, flight activities, naviga-
tional aids, and air traffic control. It
covers-
Army air traffic control general
provisions.
Qualifications and ratings.
Air traffic control awards
program.
Certification of airfields,
airspace, and special military
operations requirements.
Terminal instrument procedures.
Aeronautical information.
Terminal air navigation.
Approach facilities.
This regulation is applicable-
now here is the important part
of this article-to the Active U.S.
Army, theArmy National Guard, the
U.S. Army Reserve, and all per-
sonnel who perform duties in u.s.
Army Air Traffic Control (ATC)
facilities and support facilities.
As you can see, the U.S. Army
* The U.S. Army Air Traffic Control Activity (USAATCA), U.S.
Army Aviation Warfighting Center, Fort Rucker, Ala., has
specific responsibilities and duties concerning air traffic
control, which are delineated in AR 95-2.
Aeronautical Services Agency
(USAASA) and its DARRs are here
to support the Total Army in all
airspace matters. *
Who is responsible for this
mission? DARRs serve as U.S.
Army representatives to the Feder-
al Aviation Administration (FAA)
Regional Headquarters for the Dep-
uty Chief of Staff for Operations and
Plans (DCSOPS), Headquarters,
Department of the Army (HQDA),
who has Army staff responsibility
for airspace and U.S. Army aviation
operations and for developing
policy concerning ATC and flight
procedures in coordination with
other Department of Defense
(DOD), federal, state, local, nation-
al, and international agencies or
individuals.
Bonus Question:
Do DARRs support the airspace
needs of aviation and ATe units
only? True or False.
Answer: False.
Whether you are an Artillery or
Air Defense Artillery unit trying to
conduct some type of range opera-
tion, such as an M1 unit establish-
ing a track---or an aviation unit or
aircraft or air traffic services con-
ducting a major deployment-the
appropriate DARR is responsible
for providing assistance so that you
(Active Army or Reserve Compo-
nent) can complete your mission.
For those who are not familiar with
USAASA, other than through this
publication, here is an overview.
USAASA is a field operating
agency of the ODCSOPS, HODA.
Fort Belvoir, Va., is the location
for USAASA headquarters, with
DARRs located at each of the FAA
regional headquarters. Also, a de-
tachment-the U.S. Army Aeronau-
tical Services Detachment, Europe
(USAASDE)-is located in
Heidelberg, Germany, and a full-
time Army representative is as-
signed at the FAA headquarters
in Washington, D.C. A significant
portion of our mission is to provide
the official interface among the
Army, other services, and the FAA
and to help ensure that commanders
have adequate airspace in which to
operate and train.
What can the DARRs do for you?
AR 95-2 lists their duties and
responsibilities, but here are a few
examples. Each DARR office-
Reviews airspace proposals
processed through its FAA regional
offices and keeps U.S. Army and
other airspace field commands
advised of critical and conflicting
issues.
Conducts seminars to train air
traffic and airspace (AT &A)
officers on current airspace issues
and interpretation of DOD and FAA
regulations.
Coordinates and deconflicts
airspace for aircraft operation in or
near a natural disaster area.
Participates in the development
and review of letters of agreement
and letters of procedure to ensure
that they are accurate and meet
current regulatory requirements.
Provides a member of the
DARR office to accompany the
FAA representative if your facility
receives a visit by a representative
of the FAA.
The DARRs also can assist your
organization in many other ways. If
you are not sure whether your
request falls within the DARR
charter, just give the organization a
call. Someone at the DARR office
will help you or will point you in
the right direction.
If you have questions or require
assistance, see AR 95-2 or the most
recent edition of the Flight Informa-
tion Bulletin, Technical Bulletin
(TB) AVN 1, for the address and
telephone number for Headquarters,
USAASA, or its field offices.
47
Command Sergeant Major Marvin E. Horne
Position Yourself for Success
Promotions-You Are
Your Own Best Career
Manager
MSG Anthony D. LaPres
Personnel Proponent Systems Manager
Aviation Proponency
The promotion board is for each
of us an emotionally significant
event. It is an anxious and often puz-
zling time when noncommissioned
officers (NCOs) consider the work-
ings of this somewhat mystical
group that gathers at Fort Benjamin
Harrison, Ind. With the most recent
release of the sergeant first class
promotion list, these workings are
the subject of much debate. With
this thought in mind, the specifics
of the most recent promotion board,
the trends of the past five boards,
and some expectations for the
fu ture have been examined.
In the most recent board, the
specific deliberations of the mem-
bers are known only to the those on
the panels that make up each board.
But what they tell us is what the av-
erage NCO they selected looked
like. Those selected for promotion
had an average time in service of
about 12 years for the primary zone
and 8 years in the secondary zone
for career management field (CMF)
93 (Aviation Operations). This was
slightly higher at 13 years for the
primary zone and 10 years for the
secondary zone in CMF 67 (Aircraft
Maintenance). The average time in
grade was about 4.5 years for the
primary zone and 2 years for the
secondary zone for CMFs 93 and 67.
A review of the last five boards
reveals that this most recent board
had a selection rate that was the sec-
ond lowest of the last five boards
for CMF 93 at 22 percent. It was
third lowest of the last five boards
at 19.7 percent for CMF 67. This
was below the Army average of23.9
percent and represents a change
from the past. Aviation has tradition-
ally received promotions at better
than the Army average.
On the horizon looms a number
of significant changes that will af-
fect promotion opportunities. The
merger of military occupational spe-
cialties (MOSs) 93P (Aviation Op-
erations Specialist) and 93C (Air
Traffic Control Operator) at the
master sergeant level can reasonably
be expected to bring the selection
rates of these two specialties more
in line with the Army average. This
means that 93P, which has enjoyed
a selection rate above the Army av-
erage, will slow slightly and 93C,
which has had a selection rate
below the Army average, will rise
slightly. This mixed pool of 93C and
93P master sergeants will share
opportunities for sergeant major in
MOS93P.
Also in the future is the transfer
of 68L (Avionic Communications
Equipment Repairer), 68Q (Avion-
ic Flight Systems Repairer), 68R
(Avionic Radar Repairer), 93D (Air
Traffic Control Equipment Repair-
er) and a portion of 68P (Avionic
Maintenance Supervisor) to the ord-
nance corps. With transfer, these
soldiers can expect a better promo-
tion opportunity as they compete
with like technical skills. The 68-se-
ries specialties that remain in avia-
tion can expect a slightly better
opportunity as they compete for the
same number of senior positions as
members of a smaller population.
Most significant is the proposal
to establish CMF 15 in what has
come to be called "stripes on the
flight line." This proposal is truly a
win-win initiative. Soldiers in tech-
nical tracks will not compete against
those in leadership tracks. Soldiers
in technical tracks can then expect
success at the promotion board
as they will compete with other
technicians. This initiative es-
tablishes a capper MOS 15Z or
67Z for all aviation specialties. With
a single capping MOS for each
track, excellence will have the op-
portunity it rightfully deserves to
rise to the top. Too often, excellence
has been stifled by limited positions.
Often, excellent soldiers are passed
over while others are promoted
largely because of their specialty.
This capper MOS will, as an ad-
junct, develop a cross-fertilization
effect as NCOs assume jobs that
would have been outside their
old MOS track. This will develop a
more versatile, knowledgeable, and
effective aviation NCO corps.
Last, soldiers who performed in
tough, high-risk jobs and received
good NCO evaluation reports (NCO-
ERs) were viewed with favor by the
board. The board reported that the
job description on the NCOER
should clearly articulate the re-
sponsibilities of the position.
This description must provide a
clear picture of what the NCO
was responsible for-in easily
understood terms. Senior raters
should not reiterate the comments
of the rater but rather describe in
honest tenns the potential of the NCO
for future schooling and assignments.
A comment, such as "promote ahead
of peers," clearly does that.
You are your own best career
manager. It is up to you to make sure
that your NCOER accurately re-
flects your performance and that
your official file accurately presents
the "total" you. NCOER counseling
sessions should help you and your
rater develop an NCOER that tells
who and what you are. In this way,
you position yourself for future
opportunities and success. -p
u.s. Army Class A Aviation Flight Mishaps
"BACK TO THE FUTURE"-RESTRUCTURING THE WARFIGHTING
CAPABILITY OF THE UNITED STATES-Part 2
Lieutenant Colonel Jack A. Kingston, USAR
Chairman, National Security Advisory Board
Washington, DC (Copyright 1994 )
Part 2 discusses the concept of combined arms and the
recommendations andjustijications for a simpUjied, yet
optimal, structurefor America's Armed Forces.
INTRODUCTION
This article provides the outline to what may appear to be
a heretical or unwarranted premise, namely that the best
redefinition of the future roles and missions of the services
may, in fact, rely on the past... which will point to the future.
Accordingly, my recommendations would incorporate all
of the successful aspects of the Goldwater-Nichols Act as
far as Unified Commands and jointness. They will include
many of the recommendations of former Chairman of the
Joint Chiefs of Staff (CJCS) General (GEN) Colin Powell
and the emerging initiatives by the current JCS leadership.
However, they would go both far beyond, and far back, to
simplify service roles and missions ... by basic functions. If
nothing else, I intend to set the conceptual framework for
reorganizing America's Armed forces out to 2015 to 2025
A.D., by asking, or at least prompting, the right questions.
THE ISSUES
"A man can't no more explain something he don't know ... than
come back from someplace ... he ain't been.
MARK TWAIN
GEN Powell's 1993 Memorandum to the Secretary of De-
fense (SECDEF) (fig. 1) contained a preliminary list of spe-
cific issues and recommendations to fix problems in the
roles and missions of the services. In summary, GEN Powell's
review was mandated by the Goldwater-Nichols Act; it fo-
cused on 16 major areas-spanning the entire force and, not
surprisingly, concentrating on airspace, aircraft, and airpower.
Confronted by the media demanding the justification for
"four air forces," an exasperated GEN Powell declared au-
tocratically, "We only have ONE air force." That terribly
ironic edict recalls a similar irrational pronouncement by
the Vice Chief of Staff of the Army (VCSA) GEN Vessey in
1982, "Army aircrews are groundtroops!"
Former SECDEF Les Aspin responded on 15 April 1993
by issuing a decision memorandum that differentiated GEN
Powell's recommendations to improve the roles and mis-
sions of the services into three categories:
. Move quickly toward some level of implementation in
virtually all of the air power, close air support (CAS), search
and rescue (SAR), aviation training and maintenance, as
well as establishing a commander-in-chief (CINC)-conti-
nental United States (CONUS) .
. Undertake fast-track studies in the merger of the U.S.
Space Command (SPACOM) and the U.S. Strategic Com-
mand (STRA TCOM), intelligence, adaptive force packages,
artillery, and multiple launcher rocket systems (MLRS) sup-
50
Figure 1. Former Chairman, Joint Chiefs of Staff,
General Colin Powell's Issues/Recommendations
port, depot maintenance, air defense (AD), and helicopters.
No immediate changes necessary, but review continues
on the remaining issues.
Secretary Aspin also directed that the Office of the Secre-
tary of Defense (OS D) and the Joint Staff address these issues
in a bottom-up review:
Air power roles and force requirements.
Ground force expeditionary roles and missions.
Active and Reserve force requirements.
New mission areas (i.e., peacekeeping).
Subsequently, overwhelming and ongoing changes have
dramatically "down-sized" the Department of Defense
(DOD); for example, closing 800 bases; and cutting 500,000
Active and 250,000 Reserve troops, 70 percent of nuclear
weapons, 100 hardware programs, and 30 percent of the bud-
get-all of which will also affect some 1 million civilian
jobs. Not surprisingly, many of these changes have been
directed from the top down, by political authority. It is safe
to say that fundamental changes would not have been di-
rected from within. That is why, despite the "glass-ceiling"
on issues established by peremptory JCS edicts (namely,
Vessey and Powell), Congress further reinforced the need for
substantive change because of the mismatch between roles
and missions; the need for greater efficiency and combat
effectiveness; triennial CJCS reviews that had failed to pro-
duce the comprehensive review envisioned, and of course,
the obvious challenges of changing from within. Conse-
quently, in 1994 Congress directed the SECDEF to set up
the Commission on Roles and Missions of the Armed Forces,
which initially identified and focused on 23 major issue
areas (many of which involve air forces) (fig. 2).
"General Colin Powell's roles and missions report is a good
start ... but I believe we should be bolder in our efforts. "
JOHN WARNER -Senator (R-Va.)
Armed Services Committee
RECOMMENDATIONS
With that recent history and Part 1 of this article as back-
ground, I suggest that a substantive transformation in DOD
is warranted as follows:
lim, the Army would revert to a CONUS defense mis-
sion with a secondary mission of fighting major regional
conflicts followed by reconstitution and reinforcement of
strategic, forward-deployed forces. The Base Force would
be some 300,000 to 500,000 troops manning 3 to 5 corps of
the Active Army and responsible for strategic deterrence
and defense; the Reserve would provide the bulk of logis-
tics and reconstitution capability; and the National Guard
would retain it's civil, State, and home defense role.
Second, within the Army, the infantry, artillery, and ar-
mor branches would merge into one umbrella branch and
consolidate the universal functions currently performed by
offICers of those branches (direct fue, indirect fue, close
combat, and mechanized warfare), into that of ground com-
bat. The divisional structure would be deactivated and the
division-based corps would be replaced by the brigade-
based, "armored" corps concept The xvrn Airborne Corps,
Fort Bragg, N.C., would remain unique with ainnobile, air-
borne, and light/mountain infantry brigades. Each new ar-
mored corps would be made up of three equal armored bri-
gades, plus one combat aviation brigade, one combined
heavy-artillery/air defense (AD) brigade and one combined
logistics and transportation support brigade. Each new "ar-
mored brigade" would be commanded by a general officer
and field an air cavalry squadron, an MLRS battalion, a
combat engineer battalion, a support battalion and three
equal "armored battalions" consisting of five company-
sized elements: one tank company (Abrams), one armored
infantry company (Bradley), one self-propelled medium-
artillery battery, one cavalry troop (wheeled-light armored
vehicle (LA V) and self-propelled mortars), and a headquar-
ters company. Man-portable, AD/antitank missiles would
Figure 2. Commission on Roles and Missions
U. S. Army Aviation Digest January/February 1995 51
be issued at platoon level.
Third, in the same way the Marine Corps would be re-
sponsible for amphibious and ground combat-light, but
would be established as a full service independent of the
Navy. However, the Corps would also assume the forward
presence, crisis response, and peacekeeping missions with a
total of some 200,000 rapidly deployable troops organized
into three active Marine Expeditionary Forces (MEFs) and
backed up by one Reserve MEF for logistics and training.
No aircraft, no tanks; only wheeled LA V s or armored am-
phibious vehicles (AA Vs).
l.mlI1h, the Navy would be reduced to a reasonable num-
ber of stealth technology-surface combatants, consistent
with pending arms control treaties, including submarines
and stealth vessels. No aircraft, no infantry, no artillery, no
tanks, and no independent authority. The Coast Guard would
be independent of the Navy in peacetime and in wartime.
liflh, all fighter/bomber, airlift and transport aircraft, in-
cluding helicopters, would revert to the Air Force. Anny,
Marine, and Naval aircraft, aircrews, and missions would be
consolidated by the Air Force, including tactical air defense.
Furthermore, the huge inventory of some 18,000 aircraft in
all of the services (7,599 in the Anny alone) could be dras-
tically reduced by tilt-rotorlX-winglcanard-rotor-wing/
vertical and short take-off and landing (VSTOL) aircraft,
planned obsolescence, and reorganization. The Air Force's
de facto status (as the principal strategic combat arm) would
incorporate doctrinally "de jure" recognition as America's
principal tactical combat and maneuver arm, supported by
the Navy, Marines, and Anny.
Sixth, a new uniformed service and occupational specialty,
the Strategic Aerospace Force, would assume control of all
troops, aircraft, nuclear weapons, military satellites, anti-
ballistic missile systems, and rockets (including the Na-
tional Aeronautics and Space Administration, Defense In-
telligence Agency, and Central Intelligence Agency) that
transit or operate beyond the flight envelope of fighter/
bomber aircraft. The Navy would continue to operate sub-
marines, but operational control of submarine or surface
sea-launched nuclear ballistic missiles (SLBMs) would
evolve to the Strategic Aerospace Force in conjunction with
the National Command Authority (NCA).
Seventh, all special operations forces from each service
would remain unified under the Special Operations Com-
mand, which would, along with the other Unified and Speci-
fied Commands, continue to report directly to the NCA,
under the administrative control of the general staff.
.Eighth, all military service staffs would be reduced, sub-
sumed, and replaced by one (Joint/Unified) American gen-
eral staff representing and directing all of the services in a
single, new uniform; ground and Airforce flag officers would
be "Generals"; while naval and strategic flags would be "Ad-
mirals." The general staff concept could also incorporate
and consolidate all service attache, chaplain, judge advo-
cate, signal, and medical service corps branches. The ser-
vices would retain their individual, traditional uniforms and
titles: the Anny, Marine Corps, Navy, Air Force, and Coast
52
Guard along with a new Aerospace uniform.
Ninth, all NSC, DOD, and service secretariats would be
reduced, subsumed, and replaced by one single DOD civil-
ian secretariat with reasonable restraints on personnel and
redundant functions. There is absolutely no justification for
five parallel staffs at the NSC civilian, defense civilian, joint
military, service civilian, and service military level.
JUSTIFICATION AND RATIONALE
"We miliJary have a tendency to concentrate too exclusively
on the needs of our own service. We can't even have the
luxury of thinking of ourselves simply as an army, or a navy,
or an air force ... we can't train as the Army ... because we are
not going to operate as the Army, but rather as a joint-com-
bined force. "
GEN (Ret) JOHN R. GALVIN, former SACEUR
Olin Professor of National Security, USMA
America's Army
In 1992, the Total Anny was the 7th largest standing land
force in the world; ongoing reductions will soon make it
only the 11 th largest. However, technological advantages,
in conjunction with the new world order, indicate that the
Anny of 1992 could not have been overwhelmed in combat
by any foreign power (using the 3: 1 model of ratios in troops,
major weapons, aircraft, and combat power for a successful
attack). Applying this notional 3: 1 Overwhelming Force
Model indicated that the Marine Corps alone could defeat
50 percent (70 countries) of the world's land forces, the Anny
could defeat 80 percent (103 countries), and the combined
U.S. land forces could defeat 117 countries, or some 90 per-
cent of all potential adversaries, without even resorting to
Naval or Air Forces!
Furthermore, the combat power represented by the sheer
numbers of U.S. ships and aircraft indicated that the Navy
and Air Force alone could overwhelm virtually all nations
at a ratio of at least 9 to 1, with the exception of China and
Russia. Consequently, the combination of America's land,
sea, and air combat power, even considering scheduled re-
ductions, would theoretically enable the combined U.S.
Anned Forces to easily defeat any known or projected threat.
In other words, the Anny can reasonably be re-stationed,
down-sized, and re-focused, primarily on the fundamental
purpose of the Anned Forces, defense of the homeland-
CONUS; this is already happening to some degree. That
done, the Marine Corps, as a tested and proven rapid-<ie-
ployment force, is highly trained and organized to operate
from Naval vessels without relying on overseas bases to
support United NationslNorth Atlantic Treaty Organization
peacekeeping missions. With two-thirds of the world's Ma-
rine forces, the Marine Corps is powerful enough to fight
two lesser regional conflicts, when reinforced by the Navy
and operating to support the Air Force. Protracted conflicts
in Third World "shatterbelts" are not foreseen, but the of-
fense-oriented Marine Corps could be reinforced by de-
fense-oriented Anny "armored" brigades, or act to support
an Anny warfighting corps. Also the proposed reorganiza-
tion and restructuring along traditional precedents, based
on the redefined roles and missions above, would yield fur-
ther efficiencies and increased combat power by greatly re-
ducing personnel, logistical and funding burdens, and more
readily support the regional defense strategy as outlined in
the National Military Strategy.
Furthennore, these measures are made viable now because
technology is enhancing the commander's ability to see, as-
sess, and control the battlefield through electronic eyes and
ears. Of course, consequent also is the fact that operational tempo
has increased geometrically from an infantry march to the
speed of a main battle tank, to the velocity of aircraft; while
operations continue nonstop, around the clock, and through
adverse weather. This process has driven the "fog of war"
deeper into the conscious mind of the commander. It has
greatly increased the potential for a cataclysmic error in judg-
ment, based on either electronic or human failure. .
Therefore, the Army can and must relook and rethink the
archaic basic structure of the II-man infantry squad, the
necessary components of a maneuver battalion, and the struc-
ture of major warfighting elements-the division, corps, and
theater Army. Simplification of ground force maneuver ele-
ment'), permanent "cross-attachment" and practical standard-
ization would reduce the potential for confusion, acrimony,
competition, friendly fire, and combat friction by recogniz-
ing GEN Clausewitz's dictum that-in War the simplest
things become difficult.
For many of these reasons, the Air Force recently restruc-
tured itself into composite wings to more closely align its
organization with its mission, doctrine, and resources.
America's Air Force
"I can understand why we have an Air Force ...
I can understand why our Anny needs an Air Force .. .
I can understand why our Navy needs an Air Force .. .
But, I can't understand why our Navy's Anny ...
needs an Air Force!"
With that riddle in mind-as far as the emergent pre-emi-
nence of the Air Forces of America and their gradual consoli-
dation (however reluctant), the combination is both an evo-
lutionary and revolutionary phenomenon. Much of current
doctrine still refers to the combined arms team as infantry,
armor, and artillery; however, the reality is that combined
arms actually includes AD, engineer, aviation, naval, and air
force and strategic nuclear elements (see fig. 3).
Nonetheless, the senior Anny leadership frequently utters
sophomoric, erroneous, and auto-didactic pronouncements,
such as: "a;rpower has never won a war" ... "a;rpower ;sn't
decisive " ... "only ground troops can win wars " ... "all wars, even
modem wars, are settled on the ground" ... "airpower didn't
win WWl/" ... "we lost Vietnam-despite overwhelming
airpower " ... "North Vietnam won with ground troops, without
airpower.
In reality, technology and lethality have r e ~ r i e n t e d "hold-
ing" ground to "controlling" ground, enabling commanders
to "destroy" or "deny" objectives, more readily than to "take"
or "occupy" fixed objectives, which are doomed to vertical
attack by massed/precision fires. These factors drive ground
troops to avoid detection and practice extensive dispersion
u. S. Army Aviation Digest January/February 1995
COMBINED ARMS
JOINT OPERATIONS
Figure 3. Actual Combined Arms Team
and deception to survive. That is what the VietCong and
North Vietnamese Army (NV A) got right. That is what
America's Anny got wrong. And that is why airpower ap-
pears to have been irrelevant in Vietnam. America won the
air war, but America lost the war on the ground! The
VietCong and NV A remained elusive, while America's
Army remained vulnerable. Today, it is fundamental to
mass aeriaVindirect/precision guided munitions (PGM)
fires-not troops.
Despite the lingering mentality and myth that the "In-
fantry is the Queen of Battle" (read, ground troops), the
peak of the airpower warfighting phenomenon has not been
reached. And it may not even be in sight. In my mind, the
zenith may result from the incorporation of the speed of
the fighter-bomber with the flexibility of the helicopter,
the armor of the tank, a hyper-velocity recoilless weapon,
PGMlcruise missiles, and the onboard micro-computer.
This nexus is imminent. It will happen when-the mili-
tary technical revolution provides alternatives to the simple
rotor blade for lift; laser weapons displace chemical and
kinetic energy weapons; electronic defenses and compos-
ite materials replace steel armor; and battles pace manage-
ment is completely integrated.
By any measure-given the current exchange ratios
achieved in air-to-air combat, the capability of precision
bombing, and the ability to kill armor-the dominant
battlefield weapon system is the aircraft. The proof?
flm. worldwide attack helicopter and joint air attack
team simulation (and actual combat) exchange ratios
against tanks are between 18 and 43 to 1, depending on
terrain (Europe and Middle East scenarios, respectively).
In other words, an I8-helicopter, attack battalion, could
theoretically destroy between 324 to 774 tanks-a divi-
sion or even a corps.
Smld, in World War II (WWIO, some 9,070 two-thou-
sand-pound bombs were required to destroy one 6O-by
lOO-foot target. In Korea and Vietnam, only 176 bombs
were required. In the Gulf War. a conservative total of two
53
precision-guided bombs did the same job. In the near fu-
ture, it is predicted that only one PGM will be required,
despite adverse weather conditions.
Third, in WWII, the aircraft carrier also displaced the battle-
ship as the pre-eminent surface combatant of the Navy.
Consequently, modem naval warfare has evolved into the
art of projecting airpower, offensively, and protecting capi-
tal ships from aircraft, defensively.
.Em.u1h, joint service tactical doctrine and practice bears
witness that ground forces immediately call for CAS in case
of enemy contact and since wwn U.S. air superiority has
obviated the need for tactical ground-to-air defense sys-
tems.
flnillIl, war-winning, strategic doctrine and practice since
wwn witnesses the absolute reliance on establishing air
supremacy, or at least superiority, before and during hostili-
ties. Enough said. International trends follow and support
these facts. During the recent past, nations have strength-
ened their armed forces as follows: 30 percent increased
ships, 60 percent increased troops, 70 percent increased
tanks, and 90 percent increased aircraft.
In short, our Air Forces have, in practice (if not in univer-
sal cognitive awareness), displaced Army and Marine ground
forces as the principal maneuver arm in combat by domi-
nating the battlefield. The other services support and comple-
ment our Air Forces' superior speed, economy, maneuver-
ability, mass, shock-action, and firepower. Most flight of-
ficers know this. Most civilians, and troops, instinctively
acknowledge it, even though they can't justify it.
One ''Unified'' General Staff
"We ought not to look back .. unless it is to derive useful
lessons .. Jrom dear bought experience ... "
GEORGE WASHINGTON
GEN of the Annies, USA
Most importantly, the return to basic service roles and
missions must rely on all of the appropriate elements of the
winning WWII/Desert Storm strategy: the national
decisionmaking process, including the Congress; histori-
cal precedent; and the Overwhelming Force Model. The
combined effect would enable the services to continue their
historical evolution in step with both the Military Techni-
cal Revolution and the New World Order.
This concept also would restructure the Armed Forces un-
der a single "American General Staff' as originally actual-
ized by GEN George Washington and re-envisioned by
GENs Marshall and Eisenhower and CJCS David Jones.
Naturally, there is some concern about creating an "Impe-
rial" general staff or a monolithic, insular military that might
be inclined to conduct a coup as described by Charles Dunlap
in his fictional article, 'The Origins of the American Mili-
tary Coup of 2012." However, the triple-tier of decentral-
ized federal Active and Reserve units, supplemented by State
National Guard forces, guards against a military coup suc-
cessfully encompassing CONUS.
Furthermore, in polling numerous line officers, their re-
sponses confirmed the reliance of the status quo on assumed
traditions or facts that do not exist, or they reflexively re-
jected the single general staff model because "interservice
rivalry would preclude its implementation," which again
re-validates the need for change. Remarkably, the new
model is established and operational in all of the services
to some degree already. Witness the various branches of the
Army under the direct supervision of a unified, branch-
immaterial general officer corps.
In the same way, surface warfare or submariner admirals,
at senior levels, often command task or unified forces of
nuclear submarines, naval aviation, Marine or Army ground
forces, and major elements of the Air Force. In fact, the
same is true of all flag officers, joint staff officers, and the
"top five percent" of the officer corps who attend sister-
service academies or are cross-trained.
The dictum that "the easiest way around is the shortest
distance through" could readily be applied to this situa-
tion. The President by Executive Order could cut the pro-
verbial Gordian Knot by putting all American flag officers,
along with the entire general staff and joint staff, in the
same uniform, period. Jointness and unified would become
a fact, instead of being mere buzzwords, hollow concepts,
or elusive objectives rather than means. The single general
staff would balance interservice rivalry from a positive point
of view, while the negative effects of parity, redundancy,
wasteful procurement, and maintenance practices, as well
as combat inefficiency (and friendly fire casualties), would
be more. naturally avoided.
The resultant enhanced synergy of a single general staff
would allow the "Armies of United States" to perform the
fundamental functions of strategic defense, forward pres-
ence, and crisis response and reconstitution, at less cost and
with greater confidence, well into the next century.
These recommendations would serve joint force integra-
tion, while focusing interservice roles and missions, thereby
making interoperability easier for all nations. Finally, it
would greatly reduce, or at least minimize, the interservice
rivalry and fratricide, so manifest in America since the Span-
ish-American War.
In closing, an especially encouraging development is the
appointment of Admiral William A. Owens as YCJCS. Ad-
miral Owens appears to be an intellectual crusader of integ-
rity and vision. Enjoying the support of CJCS GEN
Shalikashvili, he is reputed to have fueled the "battle-of-
the-services" recently by heading in the direction of a stron-
ger JCS, less service and civilian secretariat authority, and
commanders with "dominant battlefield awareness."
AMEN.
"Proof that a divine Providence watches over the United Stoles ... we have managed to escape disaster even though our scrambled
professional military Iuu been an open invitation to catastrophe. The natWn's safety must have a more solidfoundation.
54
President HARRY S. TRUMAN
Captain, FA, USNG
Success Through Partnership
Major General John S. Cowings, Commanding General
U.s. Army Aviation and Troop Command
"Success Through Partnership" -the
battle cry of the Joint Aeronautical Com-
manders Group (JACG)-has served
well in the past, and will continue as the
group's guiding purpose.
As the JACG continues moving toward
the turn of the century, the emphasis on
partnership and initiatives will take on
added importance because of the fiscal
need for consolidation in the four aero-
nautics areas of acquisition, research and
development, training, and maintenance.
The JACG, which meets quarterly, was
formed and chartered under the auspices
of the Joint Logistics Commanders in
June 1985. The "jointness" is derived
from the group's makeup. Its members
come from all the services plus the U.S.
National Aeronautics and Space Admin-
istration and the Federal Aviation Admin-
istration. The "partnership" philosophy
affords commonality and interoperability,
while permitting each service and avia-
tion agency to retain its uniqueness.
The JACG implements this partnership
by focusing on four action strategies: ac-
quisition, engineering development,
business process, and logistics.
Acquisition is the responsibility of the
Joint Program Opportunities Board.
The board identifies and implements pro-
cesses to promote acquisition based on
uniformity of standards and specifica-
tions, while tracking initiatives for "mu-
nitions interoperability." The board also
directs the screening of mission need
statements and operational requirement
documents, as well as evaluating sub-
system programs and conducting quar-
terly reviews on subgroup activities. This
goal also encourages and tracts the use
of commercial specifications.
Joint engineering development falls un-
der the Aviation Engineering Board,
which was formed to standardize engi-
neering processes and to develop com-
mon specifications to present a "single-
service face" to industry. The goal of this
strategy is ''best value" engineering. The
board's objectives are numerous and in-
clude investigating the potential applica-
tion of the Army Air Warrior initiative
and the deletion or replacement of 0p-
eration Desert Storm requirements in
St. Louis, Missouri
specifications and technical manuals.
In addition, this strategy includes de-
veloping policy on advanced open archi-
tecture avionics, common specifications
for aircraft structures, tri-service general
engine specification, qualifications require-
ments for spares vendors, and specifications
for munitions stores interoperability.
TIle Aviation Engineering Board
oversees business strategy to identify
common practices and removing prac-
tices that are obstacles to joint opportu-
nities. This strategy seeks to standardize
business procedures, by working with in-
dustry, to improve the sharing of infor-
mation between federal agencies and
commercial fmns. The board also devel-
ops common warranties, standardizes
contracting procedures and formats, and
streamlines procurements to increase the
commercial buying of weapons systems.
The Aviation Logistics Board identi-
fies and develops improvements in de-
pot support, acquisition, and the manage-
ment of logistics support services. This
strategy has five goals each with a dis-
tinctive set of objectives.
Working toward the first goal of im-
proving depot repair and support, the
board implements common maintenance
processes by fonningjointevaluation teams
to develop plans for maintenance pro-
gram specifications and the standardiza-
tion of shop manuals for all service depots.
The board's second goal of optimiz-
ing depot inventory management centers
on evaluating processes for DOD-wide
implementation as well as developing an
interservice pricing/credit policy.
The third goal for the Board involves
standardizing integrated logistics support
~ ) processes by recommending model
and data bases for ILS processes, and a
single software system for all DOD ac-
tivities. In addition, the board includes
the development of a model for "perf or-
mance-based" logistics specifications to
be used by all acquisition managers. 1be
board also seeks to adopt standard acqui-
sition logistics terms, develop guidance
on post-production support plaIining, and
identify processes to assure that the ser-
vices make the greatest use of common sup-
port equipment.
U. S. Army Aviation Digest January/February 1995
The board's fourth goal is to reduce
the number of service training schools
and courses by evaluating service com-
ponent training tracks for all aviation
maintenance schools. The board identi-
fies common course curriculum and
works to reduce or eliminate the unnec-
essary development of maintenance
courses for similar systems.
The board's fifth and fmal goal-<le-
veloping common approaches, processes,
and tools for integrated maintenance and
diagnostics--depends on identifying
how project efforts can be combined in
such areas as advanced diagnostics, in-
tegrated maintenance, research and de-
velopment, prototyping, and implemen-
tation efforts.
All told, the goals of this JACG Board
work together, unifying tre selVi.ces to elimi-
nate duplication in research and develop-
ment, training, evaluation, and acquisition.
1be returns on the investments made by the
JACG have benefitted all the services as
measured in terms of streamlining and effi-
ciency.
"It's a super program," said Thomas
House, director, Aviation Research, Devel-
opment, and Engineering Center. ''It's a
great way to get multiservice solutions to a
wide variety of aircrnft--re1ated problems."
For example, the JACG's 'Team
Hawk,' -dedicated to establishing com-
monality of parts, publications, contract
procedures, testing and engineering
change proposals-has worked continu-
ously to improve the H-f>O helicopter air-
frames and T -700 engines.
Also, the JACG has sponsored the joint-
service Helicopter Air Bag Crash Protec-
tion System Program.
Controlling the proliferation of avia-
tion batteries is another success of the
JACG. This success was accomplished
through the use of standardized check-
points for item managers filling supply
requisitions for batteries.
Another JACG project includes co--spon-
soring, with the Joint Ordnance Conunan-
der's Group, an aviation munitions inter-
operability specification and handbook
that will establish guidance to develop
interoperable weapons for our future
weapons systems.
55
1994 Index of Articles
This index is a listing of title/author of features/departments published in the Aviation Digest ProCes-
sional Bulletin during 1994
.JANl JAI{Y/FEBl{l JAI{Y
Wartigbter 6: Aviation Restructure-What Does it Mean to
You?, MG Dave Robinson and CPT Richard S. Daum, p. 1.
The Effect of the U.S. Army Night Vision Goggles Qualifica-
tion Training Program on the Confidence Level of Initial En-
try Rotary-Wing Aviators, Mr. Donald R. Arrigo, p. 8.
Aviator's Night VISion Imaging System, Total Performance, Ms.
Jennifer McCormick and Mr. Glen Nowak, p. 12.
Seven Crucial Elements to Achieve Combat Readiness, CW3
Blaine Pendleton, p. 15.
DSUFfP?, CPT Joseph Blackburn, p. 20.
New Training Helicopter Arrives at the U.S. Army Aviation
Warfighting Center, Mr. Ted Walls, p. 25.
Camp Rucker Selected As Home of Army Aviation, Dr. John W.
Kitchens, p. 30.
USAASA Sez: Magnetic Variation in the National Airspace
System, CW 4 Jim Haugh, p. 40.
Aviation Personnel Notes: Aviation Warrant Officer Fixed-
Wing Career Update, CW5 Clifford L. Brown, p. 43.
Aviation Logistics: Eight Steps to a Quality Airframe Mechanic,
SGM Karl Moody, p. 44.
TEXCOM: Development of a Realistic Environment for Op-
erational Testing, CW4 L.E. Weidell, p. 46.
ATC Focus: Air Traffic Control Support is Not Free, Mr. Freddie
G. Helton, p. 48.
Soldiers' Spotlight: Aviation Branch Enlisted Initiatives, CSM
Fredy Finch Jr., p. 49.
1993 Index of Articles, p. 50.
l\IARCH/APRIL
Warfighter 6: Simulation-Preparation for Victory, MG Dave
Robinson, p. 1.
Army Aviation Simulation Strategy-A Road Map to Future
TADSS, Mr. Alan R. Keller, p. 8.
Combined Arms Training Strategy and Systems Approach to
Training in Support of TADSS, Mr. Floyd Wm. Snider Jr. and
Mr. James D. Patton, p. 12.
The Aviation Combined Arms Tactical Trainer, CPT Leonard
A. Landry, p. 15.
Operational Testing of Aircraft Systems in Simulation, MAl
Steven L. Ochsner, p. 18.
Simulation-A Cornerstone for Battle Labs, MAl David F.
Hoffman and MAl Terry W. Teeter, p. 20.
Aviation in Constructive Simulations, CPT Rodie P. Chunn, p. 22.
Aviation Survivability Equipment (ASE) in Simulation, CW3
Steve Woods, p. 24.
The Western AATS Flight Simulation Division, CW5 John A.
Harris, p. 26.
56
Army National Guard Assumes the OSA Mission, COL Arthur
W. Ries II, p. 29.
Aviation Restructure Initiative-Corps Aviation Brigade and
Theater Aviation, CPT Mike McMahon, p. 31.
The Establishment of Army Aviation at Fort Rucker, Dr. John
W. Kitchens, p. 36.
USAASA Sez: Global Positioning Systems and Instrument
Flight Rules, Mr. Walter Perron, p. 42.
Aviation Personnel Notes: Special Operations Aviation, CW5
Clifford L. Brown, p. 43.
Aviation Logistics: Update: Unit-Level Logistics System-Avia-
tion (ULLS-A), CW4 James L. Jernigan, p. 44.
TEXCOM: Strategic Sealift Program, Mr. Wayne E. Hair, p. 46.
ATC Focus: Fixed-Base Air Traffic Control Modernization, Ms.
Betty J. Lewis, Mr. Eugene P. Redahan, and Mr. David M. Fonda,
p.48.
Soldiers' Spotlight: Army Forms Thition Assistance Task Force,
CSM Fredy Finch Jr., p. 49.
Helicopter Gunnery: A New Focus, MAl Michael Teribury and
CPT John Williams, p. 50.
Just What is This OPSEC Thing?, Mr. William R. Lee, p. 52.
l\lA Y IJUNE
Warfighter 6: Protect the Force, MG Dave Robinson, p. 1.
"Mission First, Safety Always," CPT Joseph Torrence, CW5
Gerald D. Cartier, p. 6.
What is This Thing Called "Crew Coordination"?, Dr. Dennis
K. Leedom, p. 10.
Threat and Countermeasure Factors in Risk Assessment, CW3
Stephen L. Woods, p. 14.
OFP & EID?, SSG Robert L. Niebrugge, p. 16.
AH-'4 Apache Single-Engine Considerations, MAl Bloo Ander-
son, p. 18.
Commander's Quarterly Safety Report, CW3 Ronald B. Ritter
Jr.,p.21.
Battle Safety, CW 4 Dennis E. Dura, p. 24.
Combat Stress-It Can Save Your Life or It Can Kill You, CPT
Michael D. Miller, p. 26.
The Effects of Family Stress on Military Aviator Flight Duty
Performance, lLT Robert J. Antolick. p. 28.
Human Error: Attitude is No Accident, CW4(Ret) E. D. Kingsley,
p.31.
What is Army Aviation Standardization?, CW5 William S.
Turkoski, p. 34.
Aviation Life Support Equipment-Who Needs It Anyway?,
CW2 Brett L. Carnes, p. 36.
Aviation Personnel Notes: Aviation Branch Seeks Female Ap-
plicants for Warrant Officer Flight Training, CW5 James R.
Kale, p. 39, Aviation Warrant Officer Utility Helicopter Update,
CW5 Clifford L. Brown, p. 40.
Aviation Logistics: Apache Maintenance Trainer for the Fu-
ture: AE-A7, CW4 Richard L. Smith, SFC Daniel Hernandez, p.
42.
ATC Focus: Oklahoma National Guard Provides Antenna
Maintenance, Mr. Neal E. Johnson, p. 45.
TEXCOM: Battle Labs Help Develop New Systems, Dr. Henry
C. Dubin, p. 46.
Soldiers' Spotlight: CH-47 Flight Engineer Instructor Course-
Above the Best, SSG Jeffry T. Olson, p. 48.
Aviation Restructure Initiative--Maintaining the Force, Mr.
Dennis Davenport, p. 50.
The LTG Ellis D. Parker Aviation Unit Award, CPT(P) John J.
Trankovich Jr., p. 52.
JULY/AUGUST
Warfighter 6: Focus on the Future, MG Ronald E. Adams, p. 1.
Final Flight, MG Dave Robinson, p. 2.
"America Must Lead," LTC Jack A. Kingston, p. 6.
The Vision is Clear, CPT R. Keith Lembke, p. 10.
Grizzly Flight-We Do it Right, 30 Years of Safety Excellence,
MAl James A. Bell, p. 18.
Aerial Recovery of a Historical Aircraft, SSG Chuck Boers, p. 21.
Pregnancy and Flying Duties, LTC Kevin T. Mason, p. 22.
And Then There Were None!, CW4 James T. Chandler, p. 28.
The Role of the Helicopter in the Vietnam War, Dr. Herbert
LePore, p. 32.
USAASA Sez: On the Aviation Information Superhighway:
Mode-S, Mr. Walter Perron, p. 40.
Aviation Logistics: Aviation Life Support Equipment Techni-
cian Course, MSG Richard L. Dahlin, p. 41.
ATC Focus: What's New in Air Traffic Control?, SFC Steve
Almond, p. 42.
Aviation Personnel Notes: Aviation Warrant Officer Cargo He-
licopter Update, CW5 Clifford L. Brown, p. 44.
TEXCOM: U.S. Army Test and Experimentation Command
Celebrates Anniversary, Mr. Wayne E. Hair, p. 46.
Soldiers' Spotlight: MOS Consolidation Made Easy, MSG John
Gartman, p. 48.
Maintaining and Flying in SOUTHCOM, COL Michael J. Van
Airsdale and LTC Kurt A. Andrews, p. 50.
SEPTEl\1BERlOCTOBER
Warfighter 6: Army Aviation in Theater Missile Defense, MG
Ronald E. Adams, p. 1.
Restructuring the Warfighting Capability of the United States,
Part 1, LTC Jack A. Kingston, p. 9.
Scrutinizing Sead Planning, CPT(P) Peter E. Curry and CPT(P)
W. Thomas Rice, p. 14.
Night CAS on the Conventional Battlefield, CPT Phillip P. Taber,
p.18.
How to Win at the JRTC-Twelve Hints for Success, LTC(P)
Dell Dailey, p. 21.
A Different Way of Doing Business, CPT David P. Rodgers, p.
26.
Aviation Intelligence Operations at Green Flag 94-3, CPT Max
J. Comeau, p. 30.
They Also Flew: Pioneer Black Army Aviators, Dr. John W.
Kitchens, p. 34.
Aviation Personnel Notes: Update on Chief Warrant Officer 5
Positions, CW5 Clifford Brown, p. 40.
TEXCOM: Into the Next Century: The Test and Experimenta-
tion Command Prepares for the Future, Mr. Wayne E. Hair, p.
42.
Aviation Logistics: The Aviation Maintenance Integrated
Diagnostis System, CPT Michael G. Kosalko and Mr. Gene A.
Isaak, p. 44.
USAASA Sez: The Notice to Airmen (NOTAM) System-in a
Nut Shell, MSG Gregory Lunn, p. 46.
Soldiers' Spotlight: The King and the Wing, SFC John H.
Remson Jr., p. 48.
A New AR 95-1, Flight Regulations, Mr. Stephen Harris, p. 50.
The Aviation Support Battalion-Fully Supporting Aviation
Maneuver, CPT Michael C. McCurry, p. 51.
Automatic Fishhook/Snare, Mr. Frank Heyl, p. 52.
NO VEl\'lBERlD ECEl\1 HER
Warfighter 6: Aviation Applied Technology Directorate--Con-
gratulations on 50 Years of Excellence, MG Ronald E. Adams, p.
1.
50th Anniversary of the Aviation Applied Technology Direc-
torate, COL Randall G. Oliver, p. 8.
Management Services Division, Mr. Joseph J. Silvent, p. 11 .
Technical Support Services Division, COL Randall G. Oliver, p.
12.
Assessing the Mission and Warfighting Impact of the Intelli-
gent Cockpit: The Rotorcraft Pilot's Associate (RPA) Evalua-
tion Approach, Mr. Keith Arthur, p. 13.
Reliability, Maintainability, and Mission Technology Division,
"Where the Rubber Meets the Road," Mr. Eugene Birocco, p.
18.
Safety and Survivability Division, Helicopter Battlefield Sur-
vivability, Mr. Harold K. Reddick Jr., p. 24.
Mission Equipment and Integration Division, Mr. John C.
Macrino, p. 27.
What Makes it Work-The Three Ps of Acquisition, Ms. Theresa
M. Dery, p. 29.
Power Systems Division, AATD's Pursuit of Advanced Tur-
bosh aft Engines and Their Benefits to Army Rotorcraft, Mr.
Eric Clay Ames, p. 31.
They Also Flew: Pioneer Black Army Aviators, Dr. John W.
Kitchens, p. 34.
Aviation Personnel Notes: Warrant Officer Aviator Conversion
to Modernized Aircraft, CW5 Clifford L. Brown, p. 40.
ATC Focus: Air Traffic Control: Safe, Orderly, and Expedi-
tious, MSG Eddie L. Spivey, p. 41.
TEXCOM: The XM56 Motorized Smoke Screen System, MAl
Edwain Courtney and SFC Jean P. Klesch, p. 42.
Aviation Logistics: The U.S. Army Maintenance Test Pilot
Course, MW4 Jessie Dize(Ret) and Mr. Tom Blake, p. 44.
USAASA Sez: Global Positioning System (GPS) Update, Mr.
Walter W. Perron, p. 47.
Soldiers' Spotlight: Enlisted Training Program at the Eastern
Army National Guard Aviation Training Site, CSM Jeff Culp,
p.48.
Reserve Component Configured Courseware (RC3): Aviation
Life Suport Equipment Technician (ALSET) Course Contin-
ues, Mr. Danny L. Rode Sr., p. 50.
57
1994
LTG ELLIS D. PARKER AWARD
WINNERS
OVERALL WINNER
2d Battalion, 1st Aviation Regiment
Ansbach, Germany
Combat
RUNNERS UP
(Winners in their category)
4th Battalion, 228th Aviation Regiment
So to Cano Airbase, Honduras
Combat Support
6th Battalion, 101st Aviation Regiment
Fort Campbell, Kentucky
Combat Service Support
Eastern Army National Guard
Aviation Training Site,
Fort Indiantown Gap, Pennsylvania
Table of Distribution and Allowances
TOP AVIATION BATTALION/SQUADRON IN THE ARMY
PIN: 073432-000

Army Aviation Digest - Jan 1995

Uploaded by

Copyright:

Available Formats

Army Aviation Digest - Jan 1995

Uploaded by

Document Information

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 - Jan 1995

Uploaded by

Copyright:

Available Formats

T

his issue of Aviation

You might also like