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shifts with no time off will certainly diminish effectiveness in 
their job performance. 
 
Recommendation. Increase MASF (UTC FFLAB) manning to 
include authorized positions for a full time OIC (9766) and NCOIC 
(902X0). Radio operator manning (492X1) should be increased to 
three. 
 
Observation. In not all cases was the OIC of the 
MASF flight-nurse trained or qualified. This caused problems with 
coordination of flightline operations and occasionally resulted in 
aircraft departure delays. 
 
Discussion. The MASF OIC should be flight-nurse 
qualified to ensure a full understanding of the interface between 
the MASF and flying operations. The OIC must have a solid 
understanding of the AECMs' flying responsibilities. In an austere 
environment without the ready availability of flight surgeons, the 
MASF OIC must be able to function autonomously when making patient 
preparation decisions. Only with a background and experience in 
aeromedical nursing would this nurse be able to function safely 
and effectively. 
 
Recommendation. Flight-nurse qualification should 
be made a prerequisite for appointment as a MASF; OIC. 
 
(5) AE Aircrew Manning. 
 
Observation. Tactical AE aircrew UTCs (FFQDA/B/C/D) 
do not include an organic management element as do strategic AE 
aircrew UTCs. 
 
Discussion. Strategic AE crew UTCs include an 
organic management element (e.g. five management personnel with a 
10-crew FFQCE; seven with a 20-crew FFQCQ), tactical AE crew UTCs 
do not. Ninety-nine tactical AE crews were assigned in the AOR 
without any management support except that provided by the five 
AECEs and the AECC. Given the wide range of decentralized 
operating locations for AECMs, management of the crews was 
problematic. Crew assignment, scheduling and logistical support 
responsibilities were handled by the closest AECE or referred to 
the AECC. Often, it took an excessive length of time to handle 
many routine crew related matters. Due to the lack of management 
personnel at the C-130 beddown locations, senior ranking crew 
members were appointed OICs to manage the AECMs and to interface 
with host base personnel. Several problems were encountered; the 
senior ranking person did not always have the leadership and 
.management skills required to assume those responsibilities, crew 
complements had to be adjusted due to AECMs assuming non-flying 
-management duties, and administrative support was not always 
available at the host base for AE crews. These shortfalls were 
overcome through training, personnel changes and increased support 
from the AECEs and the AECC. However, like strategic crews, 
 
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