Aircraft Commander—Balancing Mission and Risk

Let us start with a pop quiz to test our knowledge of Air Force and Air Mobility Command (AMC) guidance:

During a mission, the aircraft commander (pilot in command [PIC]) is responsible for three crucial things. Can you name those three crucial things?

Cue the Final Jeopardy theme song … Time is up, pencils down. Let us see how we did on our pop quiz.

Answer:

1. Safe accomplishment of the mission (AFMAN 11–202 V3,
   AMC Supplement, paragraphs 2.3.3.2 and 2.3.3.7).
2. Operation of the aircraft (AFMAN 11–202 V3, paragraph 2.3).
3. Welfare of crew, including aircrew members, Mission Essential Personnel, and passengers (AFMAN 11–202 V3, AMC Supplement, paragraph 2.3.3.7).

The purpose of the pop quiz was to remind us of the fundamental responsibilities of the aircraft commander. The first thing we notice is that the responsibilities of the aircraft commander are broadly defined. While most of the responsibilities are further defined and described in other regulatory guidance, the broad description helps us see another important aspect: the relationship between aircraft, mission, and crew. When you stop and think about the relationship, the aircraft and crew are assigned to the aircraft commander with the intended purpose of accomplishing the mission. Thus, mission accomplishment is the goal for both aircraft commander and crew.

In our daily operations, we sometimes see where the responsibilities of the aircraft commander become a balancing act with mission accomplishment, the safe operation of the aircraft, and the welfare of the crew. This balancing act requires decision-making using deliberate operational risk management practices.

The Aircraft Commander Perspective

The best way to describe a PIC is as the on-scene commander. As the on-scene commander, the PIC is tasked with a specific mission, which they are expected to complete. The PIC is assigned an aircraft and crew to achieve their assigned mission. Their responsibility sometimes extends beyond the crew and encompasses other entities, such as the user or passengers and load and maintenance teams onboard the aircraft during operations. Additionally, the PIC is expected to communicate and coordinate with both command and control (C2) and the user during mission execution. The PIC is expected to manage all aspects of the mission when on-scene, most notably off station during ground operations when no C2 is present.

As part of the duties of the on-scene commander, the aircraft commander must also assess the airworthiness of the aircraft for the given mission. The PIC is responsible for assessing aircraft discrepancies and whether any aircraft waivers, such as minimum equipment list waivers, would be required before beginning the mission. Operating an aircraft with degraded equipment is a decision-making process that an aircraft commander must manage. Of course, the decision is situational. When deciding to operate with degraded equipment, the aircraft commander must examine factors such as mission requirements, crew, operating environment, and repair facility availability.

Finally, the aircraft commander is responsible for their crew, ensuring their welfare. When on the road during mission execution, the aircraft commander becomes responsible for several crew items, such as billeting, food, and proper work-rest cycles. This responsibility also includes an assessment of the physical and mental fitness of the crew for the mission. Once again, this assessment could result in a PIC decision regarding mission execution, such as a “safety of flight” call.

When we put it all together, we see the aircraft commander is balancing mission accomplishment with responsibilities of aircraft airworthiness and operation and the welfare of the crew. When we revisit AMC guidance on PIC responsibilities, the verbiage gives clarity of those expectations:

AFMAN11-202V3_AMCSUP

2.3.3. (Added-AMC) PICs are:

2.3.3.1. (Added-AMC) In command of all persons aboard the aircraft.

2.3.3.2. (Added-AMC) Vested with authority to accomplish the assigned mission. The PIC shall only fly events authorized in the mission tasking unless, in the PIC’s judgment, an emergency condition demands otherwise. (T-2). Fly unscheduled training events (e.g., AAR or transition training) only after obtaining approval of the execution authority. (T-3).

2.3.3.3. (Added-AMC) The final mission authority for decisions not assigned to higher authority.

2.3.3.4. (Added-AMC) The final authority for requesting or accepting aircrew or mission waivers.

2.3.3.5. (Added-AMC) Responsible for passing mission progress reports (at least daily) to C2 agents. (T-3).

2.3.3.6. (Added-AMC) Responsible for interaction between aircrew members and mission support personnel and will establish a point-of-contact (POC) with the appropriate C2 agent prior to entering crew rest. (T-3). Local C2 agents are responsible for coordinating mission support requirements on the PIC’s behalf.

2.3.3.7. (Added-AMC) Responsible for the welfare of aircrew members, Mission Essential Personnel (MEP), passengers, and the safe accomplishment of the mission.

The inclusion of the word “safe” as a qualifier for mission accomplishment is a good choice. As the on-scene commander, the aircraft commander constantly assesses risk when balancing mission, aircraft, and crew. On a good day, when everything is working in harmony, balancing mission, aircraft, and crew is an easy task. When things are not equally aligned and working properly, the aircraft commander can be faced with some difficult decisions. The aircraft commander must apply good risk management in their decision-making process to ensure safe mission accomplishment.

Safe Mission Accomplishment

Safety is about mission Safety is about mission accomplishment. At its core, safety is a cost-benefit analysis focused on methodical and deliberate decision making and action for the good of the operation. For us, safety is about the preservation of combat power.

The preservation of combat power is about tomorrow’s mission. Our crews and aircraft are finite resources. The loss of an aircraft or crew cannot be recapitalized overnight. It takes years of training and seasoning to hone an aviator into a combat warrior. As our weapons systems have become increasingly more sophisticated, the price tags for those aircraft have also increased; thus, our aircraft inventory is smaller than decades previous. Smart decision making using methodical risk management practices preserves tomorrow’s combat resources.

Our guidance empowers aircraft commanders to make important decisions about today’s mission while balancing the risk to aircraft and crew to ensure we have resources for tomorrow’s mission. Sometimes those difficult decisions can be situationally dependent when factoring in mission priority and requirements, operating conditions, aircraft status, and crew experience levels. As the on-scene commander, the PIC has the best vantage point to evaluate the mission, aircraft, and crew to ensure mission success.

Balancing Mission and Risk

Make no mistake about it: the primary responsibility of the aircraft commander and crew is mission accomplishment. To safely accomplish the mission, we expect our aircraft commanders to use good risk management and judgment during mission execution. Although there is no “secret decoder ring” that provides the aircraft commander with the right decision, there are plenty of techniques, tools, and resources available to assist aircraft commanders in their deliberate decision-making process.

• Mission priority: Not all our missions are the “zero-fail option;” thus, we need to keep the mission we are performing in the proper context. Mission priority codes help us assess and manage risk during decision making. A high-priority contingency mission might require additional risk, but we should not consider or accept that same level of risk with a training mission that can be done tomorrow. Keep the mission priority in context when evaluating the situation.
• Operational Risk Management (ORM) worksheets: Most flying units have a standardized ORM worksheet to assist the PIC and leadership in assessing mission risk. These worksheets typically list mission risk factors, such as mission complexity, aircraft maintenance status, and crew health assessment, so the PIC can calculate an objective risk score. The purpose of the ORM worksheet is not to stop the mission or get a certain score; the intent is to understand the risk factors and develop a risk mitigation plan to minimize high-risk factors.
• Know the policies, procedures, and regulatory guidance: Good decision making starts with a solid foundation of procedural guidance. Obviously, not all procedures need to be memorized, but knowing where to look to find the answers is essential. If time permits, review the policies and procedures before starting the decision-making process.
• The crew is a resource: As crew resource management reminds us, a crew is a resource. Seek their knowledge, advice, and recommended course of action in the decision-making process. Both the crew and aircraft commander should remember that the goal is an objective and logical decision, which does not necessarily mean everyone will agree. Be professional, use good Crew Resource Management skills, and remember the responsibility and authority lie with the aircraft commander.
• Expand the team: In some cases when time permits, the aircraft commander may seek advice and guidance from other experts outside the crew. Most often, these situations involve decision making regarding aircraft system deficiencies or engineering dispositions in which the aircraft may be operated in a degraded state. In these cases, maintenance or engineering experts may be able to offer additional information or an assessment for aircraft commanders to consider in their decision-making process. Once again, the experts provide advice and guidance; however, the aircraft commander retains responsibility and authority for the decisions involving aircraft, crew, and mission.
• Come up with a plan and communicate the plan: Before executing a decision, the aircraft commander should develop a plan. The plan should identify the risk factors and the plan to mitigate the risk. The aircraft commander can use the crew as a sounding board to ensure the plan is logical and actionable in accordance with policies and procedures. Finally, as the on-scene commander, the PIC should communicate their plan with C2. By doing so, the PIC demonstrates to the higher authority that they have evaluated the mission, the situation, and the risk, and have done their due diligence in balancing the mission, aircraft, and crew.