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on watch to maintain “the Ure" during this complex, operation-
'‘red
hen
"ttense period. Crew members are
0fnis.
The LAMPS-I1I helicopter is a
battle group asset. Its superb antisub 'ne warfare (ASW) and antisurface
Suided-missile frigate, on duty in the lv 'lerranean, is participating in a two* training exercise. The exercise is ^ days old, and people are extending
oily
h and catch sleep in small amounts <hl’n. they can. It is 0200 and most of the
jll°,en by the orders: “Flight quarters, Hit! (luarters' Team Two man your 8 1 quarters stations.’’
Th'
^ nis call for action is common on many U. S. Navy ships, but it is pilous on board LAMPS Mk-Ill plat- hi
hrj
a^are (ASUW) capabilities make it 'ho?8 the battle group commander’s 0(11ICe air assets. The SH-60B Seahawk’s Uri|Standing acoustic package, radar, and f,)r^Ue data-link sytsems provide the with real-time tactical updates, even in a total electromagnetic radiation control environment. Consequently, a ship equipped with one LAMPS-III can expect to conduct flight operations for 12 to 16 hours a day during high- tempo operations or fleet exercise periods. Surge periods often exceed 20 successive hours.
For any given 24-hour period, the LAMPS Mk-III normally requires no significant maintenance when hot-refueling between sorties. What it does require, however, is one thing its LAMPS Mk-I predecessor does not—a landing signal officer (LSO). The LSO is normally a LAMPS Mk-III pilot who is responsible for operating the recovery, assist, securing, and traversing (RAST) system. This system is controlled from an enclosed “bubble” station located on the flight deck, and is essential to safe and efficient LAMPS Mk-III operations.
Operating the RAST demands knowledge of SH-60B takeoff and recovery requirements, plus an appreciation for the ship’s tactical employment and maneuvering limitations. The LSO actually pulls the aircraft to the deck with a cable winch system—4,000 pounds per square inch of cable tension hauls the aircraft into the rapid securing device (RSD). This box-like structure uses hydraulically operated beams that close around the aircraft’s “main probe” to hold it securely to the deck (it is also used to traverse the aircraft in and out of the hangar). On calm days, or when mandated by a malfunction in the cable system, the pilot-incommand may opt for a “free-deck” landing into the RSD. It is the LSO who talks the aircraft into the RSD’s small opening, whereupon the locking beams are closed. The communication between the LSO and pilot is vital to a successful landing. It is easy to see why the pilot must have complete confidence in the LSO’s professionalism and skill.
Because of his direct involvement in flight deck evolutions, LAMPS pilots have heretofore been the only qualified LSOs. This system works smoothly, but during periods of heightened operations, crew rest may become a limiting factor. This is particularly significant for a single aircraft, four-pilot detachment. In some situations under these conditions, one of the two “off duty” pilots may be rustled out of bed after, for example, eight hours of flying and three hours of sleep to serve as LSO for the SH-60B inbound for fuel. Following that evolution, he’ll most likely return to the sack, but only for another two hours or so—when he’ll be due once again in the combat information center to brief for his upcoming flight. Couple this with an additional responsibility that is usually inherited by one or more of the LAMPS pilots (LAMPS ele-
An SWO LSO behind the RAST controls could be a sight for a LAMPS-III pilot’s sore eyes when terra firma isn’t. Having that SWO join the LAMPS-III team offers to make it even more flexible and battle-ready.
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ment coordinator) and it soon becomes obvious that daily crew rest must be carefully managed.
A good, cost-effective solution that would dramatically increase LAMPS/ ship readiness would be to qualify a ship’s company surface warfare officer (SWO) to work into the LSO schedule. “Never happen,” you say. “The aviators won’t buy it and a real SWO probably wouldn’t have the time or the inclination to mess with it.” In truth, the SWO LSO concept has already been tried, and with positive results.
The program was attempted in the Atlantic Fleet on a test platform, the USS Nicholas (FFG-47), from July 1986, through two major fleet exercises and one Mediterranean deployment, until September 1987. The authors of this article were there as executive officer (XO)/ SWO LSO and LAMPS Mk-III Detachment Officer-in-Charge, respectively, on board the Nicholas.
Certain basic observations came to light, which led to the positive conclusion that the SWO LSO is truly an effective program for the future:
► A relatively mature, experienced SWO (department head/XO) needs to volunteer for the LSO training and duties. Using the XO on board the Nicholas was a good call, as the more senior surface officer provided the greater credibility necessary for SWO LSO acceptance and success. When the officer selected is the XO, the entire program benefits, because both the LAMPS Mk-III detachment and the ship want to succeed and put the best foot forward for the “boss.” The captain also benefits, because his right-hand man is intimately involved in flight operations and can monitor flight deck efficiency and safety.
► The SWO LSO needs to attend the same one-week LSO training program that LAMPS Mk-III pilots complete, including day/night shipboard qualifications. This makes the detachment officers realize that in addition to the SWO wanting the LSO job, he is now trained for it. Still, this training is supplemented with additional hands-on experience back on board his own ship.
► Additional LSO qualifications in the presence of a Mk-III detachment LSO enables the SWO LSO time to hone his abilities and build confidence. This break-in period must be long enough so that the SWO LSO, LAMPS detachment officer-in-charge, and ship’s commanding officer all feel comfortable prior to the SWO LSO’s final designation.
► The Nicholas used the SWO LSO extensively to conduct more than 30% of all Mk-III takeoffs and landings. He was particularly valuable during initial takeoffs, “non crew-swap” landings/refuel- ings, and final landings/shutdown. This scheduling gives the off-duty pilots sufficient rest before they must relieve the airborne pilots for the next mission. It is important to remember that this aircraft can easily conduct 12-to-20-hour missions, making efficient crew management essential. When a fresh crew is being rotated into the aircraft during a refueling period, one of the “oncoming” pilots (instead of the SWO) performs LSO duties for the landing evolution, and one of the “off-going” pilots serves as LSO for the subsequent takeoff. When the weather and/or sea state cooperates, the need for an LSO may be temporarily eliminated merely by using the same procedures that are used for other fleet helicopters when landing on the back of a “smallboy”—a landing signal enlisted man provides landing clearance and chocks/chains after landing—but this can hardly be counted on for all situations.
The SWO LSO was not used for straightening the aircraft with the RAST system or for traversing into the hangar. Since these procedures are completed only after the aircraft shuts down, one of the pilots that just landed is readily available to handle these LSO duties.
► In addition to the positive effect on crew rest, intangible benefits of the SWO LSO include better ship/detachment teamwork and a heightened appreciation for the “other guy.”
The Liabilities: Assuming the SWO LSO feels comfortable conducting day/ night shipboard landings, the only liability in the program is the actual time required to act as LSO. This can be tough on the department head/XO, who already faces many demands. However, when the
new SWO LSO responsibility is ^act0I.^e into the day’s routine, everything e s (including messing and berthing tions) can be accomplished. It is a c lenge, but it can be done. . c
There is nothing sacred about usifle only department heads or XOs as S LSOs. Junior officers who are quah j® as SWOs to handle responsibilities on bridge of a ship should certainly be cap ble of handling LSO duties, if J^ey desire. On the other hand, the SWO 1^ ^ concept is a relatively new one, an^1in believed that the department head/ level is a good place to start.
This operational concept is controv ye sial because many of the pilots who n not yet worked with a SWO LSO art^ that only designated aviators can quately serve as LSOs. Our experien^j however, is that the program works. ^ the numerous pilots who have lande board the Nicholas during the pas1 years will agree. The SWO LSO ptogr is low cost, does not add any more pe to the Navy’s already crowded ships» makes the LAMPS Mk-III team n> jf, flexible and battle ready. Even if ?. held in reserve solely for critical tempo operations, using the SWO has obvious benefits. With careful se tion of surface warfare officers inter65 j in the program, SWO LSO quality credibility will remain high.
Commander Park graduated from Northwester*^ ^ versity in 1975 and was commissioned u -nC)udc NROTC program. His sea duty assignments 1 ^ two LAMPS MK-I deployments with HSL- ’ £$), module officer in the USS Enterprise ( aI1d LAMPS MK-III officer-in-charge in HSL' ^ maintenance officer in HSL-46. He holds a degree in business administration from the of West Florida.
Fishery Protection, Royal Navy Style
By James D. Ferguson
In the strong-running tides of the Irish Sea, a British minehunter uses her sophisticated sonar to locate a beam trawler’s gear stuck fast on a bottom snag. Some 400 miles northeast, off the Shet- lands, HMS Leeds Castle sends a boarding party to a Scandinavian purse-netter to check the contents of her hold, and off the East Anglian coast, an Island-class ship checks on an offshore gas platform.
ijgf
All in a typical day’s work for the s,1^uiar Royal Navy ships that fly the blue and yellow pendant of the “ Protection Squadron. This unit haS ginned authority over the hundreds o
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