STAFF SGT. ANTHONY R. DAVIS
TRADOC Flight Detachment
Fort Monroe, Virginia

The day started just like any other in Baghdad, Iraq. We began by reviewing the mission plan and manifest for the day. The route of flight was briefed and all flight crew actions were discussed. We agreed on a timeline to meet at the aircraft after dinner. I had no real concern for this mission’s crew mix in the area of operations.

We returned from dinner and prepared our weapons and gear with only minimal discussion as the crew set up all necessary items for the mission. After preparation to fly, I heard, “Clear the P,” which stands for auxiliary power unit. I responded, “P is clear.” With a thunderous roar, the Black Hawk came to life. I climbed through my gunner’s window as I had so many times before in preparation to take off.

We received clearance to depart the taxiway and transition via what we call “Mike.” This was a direct path to Forward Operating Base Liberty. Upon landing at FOB Liberty, I exited the aircraft to load my passengers at the pickup zone. With passengers in tow, we boarded the aircraft and prepared for takeoff. I heard the major say, “I have the controls.” The instructor pilot then said, “You have the controls.” I was a little surprised because the major hardly ever flew due to his position at the staff level.

We took off out of FOB Liberty in a direction that wasn’t familiar to me, but I didn't think much of it at the time. I then heard the IP say, “Hey, sir, I think we just flew through a ‘ros’ (aerostat).” The major said, “Oh, well, no big deal.”

Seconds later, the aircraft shook violently and began to vibrate. We heard traffic over Baghdad radio that a persistent threat detection system had been cut, so I began to scan higher than normal. I responded, “Sir, I think we just cut down the ‘ros’ balloon.” There was much confusion in the cockpit. It seemed the major had turned down the radios and was unaware of the balloon’s cut tether.

We requested to return to parking and began the shutdown process. Upon exiting the aircraft, I was shocked by the major’s haphazard attitude as if nothing had happened and just how close we came to an accident and possibly dying. With my flight gear still on, I began inspecting the rotor system and blade, grateful we were alive. I was disheartened to see the damage. A series of severe crew coordination breakdowns caused the destruction of a UH-60L tip cap — as well as more than $1 million in damage to the PTDS.

What can your unit do?

• Ensure all aircrew members are trained and evaluated on the most current Aircrew Coordination Training-Enhanced programs available for your aircraft.

• Conduct crew and passenger briefings religiously and meticulously using a leader-approved checklist as part of a standing operating procedure. Brief the actions and responsibilities of all aircrew members beforehand, so if an emergency does occur, there is a plan in place instead of trying to make it up as you go.

• Ensure team rehearsals are conducted before mission execution with emphasis on crew coordination, duties and responsibilities. Plan for the worst scenario, especially if the aircraft is hot and heavy or the weather is marginal.

• Emphasize to aircrews the importance of continuing to fly the aircraft, asking for assistance, offering assistance and continuing to communicate, especially when things start to go bad.

• Conduct after-action reviews or debriefs after the mission and discuss crew coordination successes and deficiencies and how to improve.

Remember, effective crews are comprised of assertive, knowledgeable crewmembers who, regardless of rank, provide timely input to the vehicle or flight commander to help all members understand the conditions, actions and decisions. Accident investigators often find that one of the shortcomings in crew coordination is excessive professional courtesy based on either the individual’s rank or perceived experience level. Not only is it better to say something at the time when you can effect a positive change, it is your responsibility.