Chapter 1.5
Organization of Engineering Support within the Military Air Environment Front Line Commands
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2 Key engineering support activities
2.1 Role Office4/Group Staff3.. 2
2.2 Single-Service engineering policy authorities
3.1 4Deputy Assistant Chief of Staff (Air Engineering) (DACOS(AE))3
4.1 Deputy Assistant Chief of Staff J4 (DACOS J4)5
5 Director Electrical and Mechanical Engineering (Army) (DEME(A))
5.1 Chief Engineer Royal Electrical and Mechanical Engineers (Ch Engr REME)
6.1 Chief of Staff Support (COS Support)
6.2 4Air Officer Commanding 1 Group3.. 7
6.3 Air Officer Commanding 2 Group
6.4 4Air Officer Commanding 22 (Training) Group/Chief of Staff Training (AOC 22 (Trg) Gp/COS Trg)3
The Front Line Commands (FLCs), acting as the 4User3, are responsible for converting the equipment provided by Integrated Project Teams (IPTs) into military 4Force Elements at Readiness (FE@R)3 that deliver the capability required by the 4Sponsor3. Through Customer Supplier Agreements (CSA) with relevant IPTs, FLCs and IPTs are jointly responsible for managing equipment in-service and for providing advice and expertise to support the ECC’s remit to optimize future capability. For full details of the IPT, 4Sponsor and User3 relationship, see Chapter 1.4.
There are currently 4three3 FLCs within the UK Military Air Environment (MAE):
1 4Fleet3 within the RN.
2 Joint Helicopter Command (JHC) within the Army’s Land Command.
3 4Air Command (Air Cmd)3 within the RAF.
This chapter describes the organization of engineering support within each of the MAE FLCs that undertake the key engineering support activities detailed in paragraph 2. 43 Additionally, though not an FLC, the 4HQ3 organization under Director Electrical and Mechanical Engineering (Army) is also covered, as it undertakes some of the key engineering support activities.
2 Key engineering support activities
FLCs carry out the following key engineering support activities:
1 Role Office.
2 Single-Service engineering policy authorities (but not in the case of JHC43).
A Role Office 4or Group Staff3 encompasses logistics personnel that are geographically located within the FLC and those staffs that have been rusticated Forward. A Role Office manages the day-to-day use of aircraft and equipment and ensures that IPT policy is correctly interpreted at units. Specifically, a Role Office undertakes the following functions:
1 Support to operations.
2 Resource management.
3 Management of change.
4 Risk management.
5 Management of interfaces.
These functions are the same as, and complement, those detailed for IPTs in Chapter 1.4; they may form the basis of a CSA between an IPT and an FLC (acting as the 4User3) carrying out the functions of a Role Office. Where the functions of a Role Office are disaggregated within an FLC, for example following the formation of an Integrated Logistics Operations Centre (ILOC), and/or to other organizations, clear instructions are to be agreed between the parties.
Note:
JHC Role Offices do not follow the above model. Furthermore, the model is under review to recognize the advent of Forward, Depth and ILOCs.
2.1.2 Support to operations
1 Planning and coordinating support for operations and exercises/deployments.
2 Establishing and resourcing support for operations and exercises/deployments.
3 Planning and coordinating measures to ensure sustainability of operations and exercises/deployments.
4 Liaising with the IPT on operational and exercise/deployment imperatives.
2.1.3 Resource management
1 Planning asset availability, with the IPT where necessary.
2 Directing and controlling the allocation/transfer of aircraft in the actual operating fleet (AOF) and in-use equipment.
3 Supporting the IPT in planning maintenance and modification programmes within the Depth organization.
4 Hastening IPT action to satisfy spares demands.
5 Maintaining an up-to-date record of outstanding front line spares requirements and fill rates of peacetime training packs, and informing IPTs of FLC priorities.
6 Coordinating the availability of special-to-type GSE and test equipment and reallocating when necessary.
7 Managing assets by ensuring that units and IPTs provide the support needed to meet the operational task and seeking corrective action when an unsatisfactory performance factor is identified.
8 Contributing to the build-up of the relevant IPT Cluster’s Short Term Plan submissions by establishing the FLC position on funding priorities and ensuring alignment with IPT priorities.
9 Contributing to the in-year management of the relevant IPT Cluster’s budgets by proposing and responding to funding changes.
2.1.4 Management of change
1 Participating in the logistics policy/planning process to influence key issues.
2 Evaluating changes in operational posture, reviewing the allocation of resources and advising the IPT, operational staffs and study teams of the support implications as appropriate.
2.1.5 Risk management
1 Determining the logistics implications of over-arching policy changes.
2 Managing the AOF, including fatigue budgets, modification states and configuration control.
3 Assessing the operational, budgetary and manning implications of IPT proposals and, where necessary, assisting the IPT with pursuing alternative courses of action more suited to the need of the FLC.
4 Analysing trends of air and ground incidents, ensuring that investigations are comprehensive and notifying the relevant IPT, without delay, of any significant airworthiness or ground safety problems.
5 Providing specialist comments on Board of Inquiry findings.
6 Maintaining records of fault investigations and quality failure reports and hastening corrective action with IPTs/units as appropriate. Ensuring that any resultant corrective action is completed.
7 Determining the impact of emerging Safety, Health, Environment and Fire, Quality, and Explosives Safety policies on operations and issuing directives to units.
8 Monitoring FLC logistics support performance, in terms of airworthiness, in support of relevant aircraft or equipment.
2.1.6 Management of interfaces
Interfacing, as appropriate, with staffs at Group HQ, MOD, other Services, IPTs, units and industry.
2.2 Single-Service engineering policy authorities
To supplement the higher-level engineering policy contained within this JAP, single-Service engineering policy authorities, in consultation with the Principal Personnel Officer and appropriate agencies, have the following single-Service responsibilities:
1 To sponsor their engineering branch and trades.
2 To implement personnel policy for their engineering branch and trades, including staffing of strategy and policy issues relating to branch and trade structures, recruitment, selection, training, employment, career development and professional accreditation.
3 To determine the professional core competencies required of engineering officers and tradesmen to undertake airworthiness-related appointments.
4 To sponsor specialist engineering officer and tradesman training.
5 To represent single-Service interests in trade-related convergence activity following the Strategic Defence Review and the Defence Training Review.
The single-Service engineering policy authorities are:
6 4Deputy Assistant Chief of Staff (Air Engineering),3 described at paragraph 3.1, for RN personnel.
7 Director Electrical and Mechanical Engineering (Army), described at paragraph 5, for Army personnel.
8 Deputy Assistant Chief of Staff 4A4 Support3, described at paragraph 6.1.1 for RAF personnel.
3.1 4Deputy Assistant Chief of Staff (Air Engineering) (DACOS(AE))3
4DACOS(AE),3 an RN Captain, manages the provision of aircraft in AOFs, associated engineering support infrastructure and trained manpower to generate capable, safe and airworthy Naval aircraft to the readiness levels required of CinCFleet for Contingent Tasking, as detailed in the 4RN Plan3 and the Joint Rapid Reaction Force readiness profiles, and mandated standing home and overseas Military Tasks. 4DACOS(AE)’s3 roles are:
1 To be the Availability Manager for Naval aviation.
2 To be the 4User3 for all Naval aviation logistic and support outputs from the 4Defence Equipment & Support (DE&S)3 organization, as delegated by CinCFleet, so that the needs of Naval aviation are met.
3 To be, on behalf of 4Assistant Chief of Naval Staff (ACNS)3, the Release to Service Authority (RTSA) for all 4Naval Air Command aircraft3, except Hawk aircraft operated by FRADU, and for Naval aircraft in JHC, except Lynx and Gazelle of 847 Naval Air Sqn.
4 To monitor and assess the material state of aviation facilities and provide air engineering support to all Fleet aviation capable ships, acting as the 4Naval Air Engineering Administrative Authority (NAEAA) on behalf of Assistant Chief of Staff (Carrier Strike Aviation) (ACOS(CSAv))3, so that aircraft can operate safely in accordance with MOD(Navy) instructions.
5 To be the Maritime AE, air ordnance and support policy specialist for all three Service’s aircraft when embarked in RN ships so that airworthiness is maintained and effective support is provided for operations.
6 To be the focal point for all Fleet Aviation AE issues including, specifically, matters associated with AE branch development and convergence of AE training, trade structures and policy and regulations.
Note:
Although not formally configured as a Role Office, 4Fleet Aviation3 undertakes the tasks associated with such a configuration, though some specific tasks are delegated to Typed Air Stations (TAS) and Force Commanders.
3.1.2 Accountability
3.1.2.1 4DACOS(AE) is accountable to ACOS(CSAv) for all of the above roles, except that at item 3 above. DACOS(AE) is formally delegated Release To Service Authority (RTSA) from ACNS.3
3.1.3 Web site
Up to date information on the Fleet Aviation organization can be found on RNWeb at http://royalnavy.defence.mod.uk/cincfleet/index.htm.
A TAS, commanded by CinCFleet, is the main support base for its specified aircraft types and marks. The primary purpose of a TAS is to administer its operational squadrons and provide a support infrastructure in order to contribute to the provision of specified AOF aircraft to the required maintenance policy standard to meet operational and training requirements. 43For Fleet-operated aircraft, Typed Force Commanders exercise administrative authority over that type AOF (Merlin, Sea King and Lynx Mk3 & Mk8). These Force Commanders are tasked by 4ACOS(CSAv)3 to develop CSA targets and assist with 4Naval User3 tasks. The TAS Air Engineer Officer (AEO), known as Cdr AE, is directly accountable to the TAS Commanding Officer and is functionally accountable to 4DACOS(AE)3 for all Fleet Aviation AE matters. Cdr AE exercises full level K authority over Fleet Aviation aircraft and has limited level K authorization for non-Fleet Aviation aircraft. The division of these authorities is promulgated locally in agreement with the FLCs.
The Senior Aircraft Engineer for a particular aircraft type acts on behalf of the relevant FLC or Force Commander and may exercise level K authority, by appointment, on behalf of a non-Fleet FLC. In achieving its role, the TAS function includes day-to-day management of the AOF, including aircraft transfers, ensuring material condition of the AOF 43and direct liaison with IPTs on airworthiness and logistic matters. Additionally the TAS administers the continuation and engineering training facilities for AEOs, AE and Survival Equipment ratings and aircrew officers undergoing aircraft maintenance training, as well as the provision of survival continuation training for aircrew.
4.1 Deputy Assistant Chief of Staff J4 (DACOS J4)
Within HQ JHC, DACOS J4 (Captain (RN)/Colonel/Group Captain) directs and co-ordinates the logistics support for aircraft and equipment to meet the operational and training requirements of FE within JHC. DACOS J4 is the Availability Manager for all JHC equipment and is supported directly by SO1 J4 Aircraft Engineering 1 (AC Eng 1), SO1 J4 AC Eng 2 and Logistics Policy & Plans (AC Eng 2 and LPP), SO1 J4 Support and SO1 J4 Transformation.
4.1.1 SO1 J4 AC Eng 1
SO1 J4 AC Eng 1 is responsible for:
1 Providing a Role Office for Apache, Lynx, Gazelle, Bell 212, Agusta A109, Islander and Defender 4000 aircraft and associated equipment. SO1 J4 Ac Eng1 is the Commander ES(Army) for JHC Army units.
2 Acting as the authority Level K for all Army Aviation equipment in the JHC and ATRA.
3 Commanding the FLC element of the platform ILOCs for Army Aviation fleets.
4 Equipment Support of the non-aviation equipment in the Army units in the JHC including vehicles, weapons, telecommunications equipment and guided weapons.
5 Monitoring the engineering standards in the JHC Army units.
6 Acting as the MS focal point for all REME manpower in the JHC.
4.1.2 SO1 J4 AC Eng 2 and LPP
SO1 J4 AC Eng 2 and LPP is responsible for:
1 Providing a Role Office, to which a front line unit authority level K reports, for Puma, Merlin Mk3, Chinook and Sea King Mk4/Mk6 aircraft and associated equipment.
2 Conducting EQA of RAF sub-units within the JHC.
3 Providing engineering policy and procedures.
4.1.3 SO1 J4 Support
SO1 J4 Support is responsible for:
1 Providing supply policy and procedures.
2 Logistic support to operations and exercises.
3 Equipment support of the non-aviation equipment in JHC (not Army) including vehicles, weapons (including guided weapons) and ALSE.
4.1.4 SO1 J4 Transformation
SO1 J4 Transformation is responsible for:
1 Coordinating JHC involvement in the Defence Logistics Transformation Programme.
2 Planning and coordinating the roll out of ‘lean’ techniques across the JHC in the J1 to J9 disciplines.
3 Planning and coordinating the transfer of both on and off-aircraft Depth Maintenance from the JHC to the DLO.
4.1.5 Army Training and Recruiting Agency (ATRA)
The Role Office function for aircraft operated within ATRA is carried out by JHC.
5 Director Electrical and Mechanical Engineering (Army) (DEME(A))
DEME(A) fulfils the Army single-Service engineering policy authority responsibilities listed at paragraph 2.2.
5.1 Chief Engineer Royal Electrical and Mechanical Engineers (Ch Engr REME)
For DEME(A), Ch Engr REME is responsible for Corps engineering standards. The REME aviation-specific responsibilities are:
1 Delegated responsibility for preserving maintenance aspects of airworthiness.
2 Providing a focal point for maintenance aspects of airworthiness in Army aviation.
3 Evaluating emerging airworthiness issues and formulating strategies to accommodate them.
4 Interpreting and formulating DEME(A) Air Standards and co-ordinating the specialist DEME(A) contribution to the formulation and development of higher engineering policy.
5 Monitoring and reporting standards within REME aviation units.
6 Acting as the focal point for Army aviation single-Service engineering policy and maintaining a close liaison with other Army organizations, including Land Command and Director Army Aviation, and with MOD, 4DE&S3, JHC, RN and RAF staffs.
7 Determining and representing REME engineering support requirements for future aircraft and equipment and developing Army aviation maintenance policy for them.
8 Undertaking aviation-engineering studies.
9 Advising on human resources management for REME aviation manpower and providing specialist advice on engineering establishments, manpower and infrastructure matters.
10 Endorsing establishment variation proposals affecting REME aviation establishments in order to meet deployed and non-deployed manpower requirements.
11 Providing an aircraft engineering accident investigation specialist to Army aviation accident/incident Boards of Inquiry.
12 Promoting engineering flight safety within REME aviation.
13 Ensuring that Army aviation training standards are maintained and adequate for purpose.
6.1 Chief of Staff Support (COS Support)
Within the RAF’s 4Air Cmd3, COS Support is responsible to 4Deputy CinC Ops3 for planning, directing and sustaining RAF logistic and CIS capability in support of FE commanders. In terms of military aviation engineering, COS Support, a 2-star officer, is supported by Assistant Chief of Staff A4 (ACOS A4).
6.1.1 ACOS A4
ACOS A4 is responsible to COS Support for the overall maintenance of Air Cmd engineering policy direction, common user commodities and logistic support to operations, and provides strategic direction and advice on RAF engineering and RAF supply policy and procedures. ACOS A4 has 4three3 group captain deputies, through whom the specialist airworthiness responsibility chain passes from COS Support to the front line authority level K:
1 DACOS A4-Commodities, with Role Offices responsible for armament, electronic warfare and avionics, and ground support equipment matters.
2 DACOS A4-Operations, responsible for operational logistics, planning and support matters.
3 DACOS A4-Support, fulfilling the single-Service responsibilities listed at paragraph 2.2 and the following Air Cmd-specific responsibilities:
3.1 Directing and managing 4Air Cmd3 Ground Maintenance Training Schools.
3.2 Interpreting and advising 4Air Cmd3 staffs on higher engineering and Quality Assurance policies, formulating and promulgating 4Air Cmd3 mid-level engineering policy, and co-ordinating the specialist 4Air Cmd3 contribution to the formulation and development of higher engineering policy.
3.3 Undertaking engineering studies.
3.4 Acting as the focal point for RAF single-Service engineering policy and maintaining close liaison with other 4Air Cmd3 Divisions and with MOD, 4DE&S3, RN, and Army staffs.
6.2 4Air Officer Commanding 1 Group3
6.2.1 4Group Overview
HQ 1 Gp A4 roles and responsibilities are embedded in multi-discipline groups, comprising engineering, supply and air staffs established at both RAF High Wycombe and on Main Operating Bases (MOBs) within Integrated Logistic Operation Centres (ILOCs). Working for AOC 1 Gp, they are responsible for day-to-day management of 1 Gp aircraft, major equipment and associated logistic support functions. They direct the use of resources, monitor airworthiness, plan and manage change, monitor quality and schedule priorities.
6.2.2 Group HQ Staff Responsibilities
HQ 1 Gp staff has the following responsibilities:
1 Chief of Staff. Commanded by Gp Capt COS, the 1 Gp COS Team is responsible for the business coordination of 1 Gp, including the development of IM and task management processes and the day-to-day coordination of 1 Gp business activities and outputs. The Team provide admin and IM support to the Gp as a whole, a Gp focus for standing and project team task coordination, a body for the identification and spread of best practice and, under 1 Gp Executives’ direction, the alignment and coherence of Gp outputs.
2 Tornado Force Element. Commanded by Gp Capt Tor, the Tornado Force Element Division’s mission is to ensure that the capability of the Tornado Force is optimized across all lines of development so that it can generate and sustain combat air power whenever and wherever it is required.
3 Harrier Force Element. Commanded by Capt Har, the Harrier Force Element Division’s mission is to provide effective and timely policy support, advice and guidance for the Harrier Force across all Lines of Development, whenever and wherever required.
4 Typhoon Force Element. Commanded by Gp Capt Typhoon, the Typhoon Force Element Division acts as the User representative for all Typhoon programmes and is responsible for ensuring that the total system (all elements of military capability) is delivered into operational service on time and to AOC 1 Gp’s requirements.
5 A4 Support. Commanded by Gp Capt Spt, the A4 Support Division’s mission is to develop strategy for future No 1 Gp change programmes and provide pan-platform logistic support, direction and advice for current operational, exercise and support activities within No 1 Gp whenever and wherever required. Future change programmes include the Gp focal point for JCA development.
6.2.3 Group Staff Responsibilities within ILOCs
Rusticated staffs within the ILOCs are responsible for:
1 Tor ILOC. Delivering Tornado Air Combat Capability in accordance with C2 CSA Targets by managing the boundary between Fwd and Depth in the context of logistical support being delivered through a continuum. Tor ILOC, as the logistics operational decider, provides exception management within the limits of the CSA and the FE Cdr’s intent.
2 Harrier ILOC (HILOC). Satisfying User capability upgrade requirements and optimizing the operational capability of the Joint Force Harrier (JFH) frontline, by delivering timely and effective whole fleet planning and exceptions management, as defined in the CSA.
3 Integrated Typhoon Operation Centre (ITOC). Providing the necessary direction and undertaking the required exception and performance management within the limits of the CSA and the Force Cdr’s intent, as well as allocating/prioritizing across the Typhoon fleet.
6.3 Air Officer Commanding 2 Group
6.3.1 Group Overview
The 2 Gp HQ organization is built upon 3 pillars:
1 Air Transport/Air-to-Air Refuelling (AT/AAR). Provides rapid strategic and tactical reach, including airborne delivery, in support of operations and exercises worldwide.
2 Intelligence Surveillance Target Acquisition and Reconnaissance (ISTAR). Provides intelligence, surveillance, targeting and reconnaissance on operations and exercises worldwide.
3 Force Protection (FP). The RAF Regiment, RAF Police and Joint Chemical, Biological, Radiological and Nuclear (CBRN) Regiment provide worldwide force protection.
6.3.2 Group Staffs
HQ 2 Gp staffs have the following responsibilities:
1 Capability Development (Cap Dev). The Cap Dev branch is the C2 focal point for future ISTAR/AT/AAR programmes in the 5 years prior to ISD and champions the capability aspect of programmes for the eventual customers.
2 Current Capability (Curr Cap). The Curr Cap branch provides strategic direction and support for the Availability Manager’s delivery of safe and effective AT/AAR and ISTAR capability, plus the timely provision of SME advice in support of the HQ AIR CAG.
3 Current Operations (Current Ops). The Current Ops branch supports the Air Cmd CAG process through timely provision of SME advice and by maintaining situational awareness of the employment of the Gp’s air assets. In addition, Current Ops is the focus for 2 Gp Aviation Safety Management and Flight Safety issues. Furthermore, Current Ops provides the operational Gp interface with the Gp’s Force Headquarters (FHQ) and provides the Gp focus on aircrew and groundcrew training issues.
4 Innovation Opportunity & Change (IOC). The IOC Team’s role is to drive effectiveness and efficiency improvements throughout 2 Gp, in all areas and across all lines of development. The Team’s key outputs are identifying, and targeted sharing, best practice.
6.3.3 Force Headquarters (FHQ)
The FHQ organization is built around the A1 to A9 disciplines, which ensures comprehensive cover across all required specializations; this aligns FHQ constructs with PJHQ, HQ AIR and deployed operating locations. The key FHQ outputs are provision of support to operations and ensuring that personnel/resources are available to meet these critical tasks. FHQs are responsible for maintaining platform fleet plans, sustaining the force logistic capability and coordinating elements of manpower training. Wider roles include managing CSAs and acting as prime interface between MOBs and IPTs.3
6.4 4Air Officer Commanding 22 (Training) Group/Chief of Staff Training (AOC 22 (Trg) Gp/COS Trg)3
4AOC 22 (Trg) Gp / COS Trg is responsible to DCINC Pers/AMP3 for recruiting and selecting all RAF personnel and for the policy for, and delivery of, RAF non-operational training. The aim of 422 (Trg) Gp3 is to contribute to the operational effectiveness of the RAF by timely provision of military and civilian personnel trained to the standards agreed with its customers. The principal outputs are:
1 Trained military and civilian personnel for established flying and ground appointments.
2 Policy development and specialist support for RAF training, training development and education.
6.4.2 Director Flying Training (DFT)
DFT is responsible to 4AOC 22 (Trg) Gp3 / COS Trg for co-ordinating, sustaining and improving all Flying Training for which 422 (Trg) Gp3 is responsible. In terms of military aviation engineering, DFT is supported by the Flying Training Engineering Role Office (FT Eng RO), which provides FLC engineering policy and support to all 422 (Trg) Gp3 Flying Training units/establishments/organizations that subsequently report to DFT. 4The 22 (Trg) Gp aircraft include Hawk (including engineering support to 100 Sqn), Tucano, Dominie, Firefly, King Air, Tutor, Griffin and Squirrel.3
6.4.3 Commandant Air Cadets (Comdt AC)
Comdt AC is responsible to 4AOC 22 (Trg) Gp3 / COS Trg for the co-ordination, sustainment and improvement of all gliding activity for which the Air Cadet Organization is responsible. In terms of military aviation engineering, Comdt AC is supported by the HQ AC Logs staff, led by Wg Cdr Logs, who undertake the role office function for Vigilant and Viking gliders.
This chapter refers to the following Internet/Intranet sites:
1 RNWeb at http://royalnavy.defence.mod.uk/cincfleet/index.htm.
2 4AirWeb at http://www.hqstc.raf.r.mil.uk/live/default.htm.3