By Major James Schmitt
For almost a decade, the US Air Force (USAF) has recognised the need for remotely piloted aircraft (RPA) aircrew to conduct ‘dwell.’ [1] Dwell is the Department of Defense (DoD) term for the time between deployments, typically used to restore unit cohesion, conduct training, and support servicemembers’ requirements. Operational experience and research showed that RPA squadrons, despite not physically leaving their home station during combat, also required time in dwell. However, the studies advocating RPA dwell focused on the benefits of time spent out of combat, with few authors studying combat performance. As a result, the studies missed a key point: continual combat operations, even with brief respites, force RPA squadrons and aircrew to divide their attention between traditional peacetime and wartime duties.
An unfocused squadron cannot mission plan with partners, fly operational missions, or conduct high-end training or rehearsals, leaving RPA squadrons persistently underperforming in combat. While RPA aircrew may reap some peacetime benefits from short dwell cycles, the RPA enterprise will only improve operations by adopting the same dwell model as the rest of the USAF.
A Brief History of RPA and Dwell
In 2015, the USAF conducted a wide-ranging study into the morale and retention problems in the RPA community, focusing on aircrew flying the MQ-1 Predator and MQ-9 Reaper. Known as the Culture and Process Improvement Program (CPIP), the study revealed that RPA morale was most affected by continuous combat operations, preventing time away for personal and professional reasons. Unbounded combat operations and the associated rotating work and sleep schedules damaged the health of RPA aircrew, dramatically increasing fatigue, alcohol usage, and medication compared to other USAF career fields.[2] Accepting the CPIP results, the USAF agreed to implement a combat-to-dwell cycle by 2024 for its RPA aircrew.[3]
The study’s mandate to focus on morale biased its recommendations. CPIP recommendations focused on improving aircrew welfare instead of operational performance, a conclusion that also affected follow-on civilian research. For example, a recent Government Accountability Office report on RPA staffing and dwell cited 21 articles; 17 were related to psychological health or well-being, while only one focused on operational effectiveness.[4] In both military and research circles, a consensus developed that aircrew needed a ‘break,’ causing leaders to eschew traditional dwell models and leave RPA aircrew with far too little time out of combat.
Traditional platforms have an established dwell model based on when a unit deploys. DoD policy sets a goal of a 1:3 deploy-to-dwell ratio; in other words, for every month a unit spends deployed, it should spend at least three months in dwell. The USAF expanded on DoD guidance with its Force Generation Model, which formalised a 24-month model with a maximum of 6 months in combat. RPA aircrew, who conduct combat missions from their home stations, fell into a grey area in both policies. The lack of specific guidance presented a problem in managing combat deployments for RPA aircrew.
Initial Implementation
On 1 October 2020, the 20th Attack Squadron at Whiteman Air Force Base entered a 60-day reconstitution period, the first-ever protected dwell time for an RPA unit. Colonel Timothy Monroe, the 25th Attack Group commander, wrote that dedicated time out of combat was a ‘paradigm shift’ that would ‘have a significant impact to an adversary’s calculus.’ He was quickly proven correct when the hard work of squadrons in reconstitution set up equally unprecedented MQ-9 deployments in Romania and Japan over the next three years. Even with a short amount of time in dwell, MQ-9 units executed a paradigm shift from counterterrorism in the Middle East and Africa to strategic competition in Europe and the Pacific.
While the first MQ-9 dwell programs have shown impressive results, they have limited goals – rotating four squadrons implies a deploy-to-dwell ratio of 1:0.3, well below the DoD and USAF deploy-to-dwell goal of 1:3. A lower ratio means less training. Before a 6-month deployment, a fighter squadron receives a minimum of 18 months of training. An MQ-9 squadron starting the same 6-month deployment gets only two months of training – about one-tenth the time to complete similar training requirements. The unusually short training period also created new challenges and amplified existing structural problems in the RPA community.
Before initial dwell implementation, MQ-9 pilots and sensor operators completed mission qualification training and did not train again until they became instructors – one of the most underappreciated facts about RPA aircrew. Additionally, most mobility and big-wing aircraft have an aircraft commander that can debrief co-pilots, and most fighter aircraft has a flight lead that can debrief wingmen; MQ-9 aircrew have neither. When entering dwell, the lack of training experience and a senior/junior crew model forces squadrons to task their instructors to oversee every dwell sortie. As a result, MQ-9 instructor pilots and sensor operators are severely overtasked during dwell, leading to burnout, low morale, and poor training quality.
Finding the Right Ratio
One barrier to decreasing MQ-9 deploy-to-dwell ratios is that dwell is normally justified in keeping US military members at home. DoD dwell policy explains a 1:3 deploy-to-dwell goal in part to ensure that servicemembers ‘do not spend extended periods of time away from their homeport, station, or base.’ MQ-9 aircrew never leave their base and return to their homes after each day of flying. Further, other communities (such as special operations forces) are chronically over-deployed. Even if studies continually demonstrate the need for RPA dwell, the lack of a physical departure from home stations challenges improved deploy-to-dwell ratios.
The requirement for traditional deploy-to-dwell ratios is evident in a day in the life of RPA aircrew. Today, pilots and sensor operators show up to work with many responsibilities. First, they fly for at least some portion of the day, conducting operational and combat missions globally. Second, they fulfil administrative responsibilities; all but the most junior aircrew have additional duties, from supervising airmen to administering annual evaluations to planning the squadron holiday party. Third, the aircrew accomplishes their training requirements. Because squadrons spend almost all their time in active operations, they must conduct basic combat training, training to make new instructors, and training on emerging tactics and technology while in combat. Fourth, the aircrew participates in mission planning, briefs, and debriefs internally and with outside agencies. To be clear, when RPA aircrew are flying, they do not do other work. Nevertheless, as soon as they leave the cockpit, their attention is pulled in three different directions.
Extensive research demonstrates the challenges of this type of multitasking. On the individual level, multitasking increases stress, decreases productivity, and increases the number of errors in completed work; one study demonstrated that multitasking functionally lowered workers’ IQ by ten percentage points.[5] Organisational multitasking, in which an organisation’s focus is split between multiple critical tasks, has similar effects. Research demonstrates that multitasking organisations deliver results slower, less consistently, and of lower quality than their focused counterparts.[6] The structure of RPA squadrons makes this problem more challenging; with a 24/7 mission, most of the squadron is divided into three shifts and rotating workweeks that prevent clear delineation of administrative, training, and combat duties. As a result, RPA squadron constructs that attempt to do all things at once are structured to underperform continually. Studies even demonstrate that RPA aircrew weigh their ‘deployed in-garrison status’ and ‘extra duties/administrative tasks’ (i.e., multitasking peacetime and wartime responsibilities) as higher operational stressors than combat and weapons employment.[7]
To return a squadron’s attention to its combat or operational mission, future RPA dwell programs must provide enough time out of combat to accomplish peacetime responsibilities. Before a manned squadron deploys, its members take the time to complete most training, administrative responsibilities, and professional requirements. RPA aircrew must do the same before beginning a ” deployment into operational flying. There is no data on how long this would take RPA aircrew, but it is reasonable to assume that it will be roughly the same as their manned counterparts.
With non-flying responsibilities accomplished outside combat missions, RPA squadrons could re-focus on combat operations. That same RPA pilot or sensor operator with four responsibilities in the legacy model would now have two: mission planning or execution. No key squadron personnel would conduct offsite development during high-priority operations. No pilots would be worrying about getting off shift in time to catch a flight to their wedding in four days.[8] In short, the RPA enterprise would flip its most important script: while combat operations are normal and training is abnormal today, the future must make training normal and combat a critical exception.
Conclusion – The Way Forward
Integrating RPA into a 1:3 deploy-to-dwell cycle faces serious but surmountable challenges. There are only three ways to improve a deploy-to-dwell cycle: create more squadrons, increasing the number of personnel out of combat; re-task (i.e., ‘redeploy’) some MQ-9 units from combat to training; or restructure squadrons to reduce overhead and free up personnel for training. Each of these three approaches poses its own challenges, as resources are limited, demand for MQ-9s is already more than the USAF can produce, and adjusting well-established personnel constructs carries risk. However, the idea that ‘risk is rarely mitigated, just transferred’ applies here. The RPA enterprise transfers risk to combat missions by not accepting risk in resourcing dwell.
Increasing time in dwell also increases the demand for training resources. More time in training means more flying hours at home, which requires more aircraft, cockpits, and (most importantly) maintainers. Even relatively banal problems like a chronic lack of desks and computers become acute when aircrew are in cockpits less and in offices more. The USAF is looking to save money in the MQ-9 program, but the relatively small costs of properly equipping its aircrew will pay returns in the long run.
Innovative solutions to resourcing dwell could be an entire article; the more critical starting point for the discussion is setting a requirement. As long as RPA aircrew are attempting to conduct missions while distracted by administrative responsibilities, if they are hampered by missing key personnel, and as long as they attempt to execute two important tasks simultaneously, they will not perform at the level expected of USAF aviators. The RPA enterprise must make another paradigm shift by integrating into the USAF dwell model, focusing on combat, and improving its performance just as the United States has faced its greatest strategic challenge since the end of the Cold War.
Major James ‘Hot’ Schmitt is a senior remote pilot in the United States Air Force with more than 2,500 combat and combat support hours in the MQ-1 and MQ-9. He has supported operations in Iraq, Syria, Afghanistan, and elsewhere, including a recent deployment as the Chief of Weapons and Tactics for Air Forces Central at Al Udeid Air Base, Qatar. He is a graduate of the US Air Force Weapons School and currently works on the Deputy Chief of Staff for Operations staff at Headquarters Air Force.
Header image: An General Atomics MQ-9 Reaper unmanned aerial vehicle flies a combat mission over southern Afghanistan. (Source: Wikimedia)
[1] RPA is the USAF term for large, medium-altitude uncrewed aerial systems, sometimes also referred to as UAS or drones, to emphasise the role of the remote crew flying the aircraft.
[2] Chappelle, Wayne et al., ‘Reassessment of Occupational Health Among U.S. Air Force Remotely Piloted Aircraft
(Drone) Operators,’ Final Report, Air Force Research Laboratory (April 2017), p. 36.
[3] United States Government Accountability Office, ‘UNMANNED AERIAL SYSTEMS: Air Force Should Take Additional Steps to Improve Aircrew Staffing and Support’ (June 2020), p. 2.
[4] GAO, UMANNED AERIAL SYSTEMS, pp. 49-52.
[5] Molly Russ and Derek Crews, ‘A Survey of Multitasking Behaviors in Organizations,’ International Journal of Human Resource Studies 4, no. 1 (2014), p. 139.
[6] Janice Alquizar, ‘Multitasking of Teachers in the Contemporary Settings: Boon or Bane?” (Dec 2018), p. 35.
[7] Wayne Chappelle et al., ‘Symptoms of Psychological Distress and Post-Traumatic Stress Disorder in United States Air Force “Drone” Operators,’ Military Medicine 179, no. 8 (2014), p. 67.
[8] Author’s unpleasant experience.