Roles and Responsibilities General

Chapter 2 ROLES AND RESPONSIBILITIES 2.1. General. This chapter outlines responsibilities for commanders and key leaders involved in maintenance activities. Decisions made that increase risk to safety of flight will be communicated with operations. In units where there is not a military commander responsible for maintenance, the applicable civilian Director of Maintenance (DOM) will ensure compliance with all responsibilities in this instruction. For organizations without all commanders and key leaders assigned, MAJCOMs will identify equivalent positions of authority commensurate with the responsibilities of the leadership positions identified in this Chapter in a MAJCOM supplement to this instruction. 2.1.1. For the purpose of this instruction, contractor equivalents are as follows: A1C—aircraft servicer or apprentice/journeyman; SrA (1-year time-in-grade)—aircraft worker or field maintenance worker or higher; SSgt—aircraft mechanic or field maintenance mechanic or higher; TSgt—senior mechanic or craftsman; MSgt—lead mechanic; SMSgt/CMSgt/maintenance officer—foreman, branch chief or higher. MAJCOMs may determine grade and skill level equivalents for civilians. 2.1.2. The functional authority to determine the need and design for civilian uniforms, under the purview of maintenance is delegated to the MAJCOMs/ANG. As such, all functional authority requirements set forth in AFI 36-128, Pay Settings and Allowances will also reside at the respective MAJCOM. The routing requirements for final approval of uniform requests and the establishment of uniform allowances will be IAW AFI 36-128. 2.2. Wing Commander (WG/CC) Responsibilities. The WG/CC allocates resources to meet all mission requirements. The WG/CC will: 2.2.1. Ensure that maintenance organizations are not overtasked with augmentation duties outside maintenance functional areas. (T-2) 2.2.2. Conduct a "Wing Standup" meeting. (T-3) The MAJCOM/ANG will establish “Wing Standup” meeting frequency that synchronizes communications necessary to optimize fleet readiness and mission generation capability in their supplement to this DAFI. 2.2.3. Ensure a coordinated wing or base instruction is developed that implements procedures to control tools, equipment, electronic devices, and establishes cyber discipline and reporting requirements that provide operational guidance across all wing or base agencies dispatching to aircraft runway, taxiways, parking, and maintenance areas. (T-2) 2.2.3.1. Ensure home station Base Support Plans (BSP) include contingency bare base, comm-out, and cyber-out operating procedures. Periodically exercise operations (as part of scheduled local exercises) in this simulated deployed environment to validate equipment, personnel, and processes provide the required mission generation capability. (T-2) 2.2.3.1.1. Develop and maintain local cyber abatement and status reporting procedures that optimize cyber resiliency and the ability to mitigate and recover from cyber threats affecting assigned mission or sortie generation operations. (T-2) 2.2.3.1.2. Ensure Wing Cybersecurity Office directs Wing cybersecurity compliance per AFI 17-101, Risk Management Framework (RMF) for Air Force Information Technology (IT), specifically to address cybersecurity assurance of Wing aircraft and support equipment categorized as Operational Technology (OT). (T-2) Note: Currently known as Platform Information Technology (PIT). 2.2.4. Ensure maintenance and operations develop a joint annual maintenance and Flying Hour Program (FHP) that establishes a balance between the requirement for sorties and maintenance capability. (T-2) 2.2.4.1. Establish a joint MXG and OG planning and scheduling cycle to ensure the best use of aircraft, equipment, and personnel to accomplish short-term sortie production and long-term fleet health. (T-3) 2.2.4.2. Approve the weekly; monthly, quarterly, and annual flying or test schedules IAW Chapter 14. (T-3) 2.2.4.3. DELETED. 2.2.5. Vector future leaders to attend the Senior Leader Mission Generation (SLMG) Course following the course description and criteria listed in Chapter 11. (T-2) 2.2.6. Ensure a Crashed, Damaged, or Disabled Aircraft Recovery (CDDAR) capability exists for assigned active airfields and runways IAW Chapter 11 and develop a wing publication IAW DAFMAN 90-161 containing specific responsibilities for all applicable base support agencies. (T-2) 2.2.6.1. Collaborate with Fire Emergency Services, Wing Safety, CES, LRS, SFS, MDS, OSS, and other on-/off-base agencies to develop a publication IAW DAFMAN 90-161, that assigns specific responsibilities and procedures to implement a sustainable CDDAR program IAW TO 00-80C-1. Ensure wings with GSU/auxiliary fields outline support requirements in their publication. 2.2.7. Identify specific responsibilities and outline unique materiel management support requirements necessary to optimize wing level maintenance and mission generation operations. Establish processes and responsibilities for maintenance units and work centers without material management support in a local publication. (T-2) 2.2.8. Approve hot refueling site certification(s). (T-3) 2.3. Wing Vice Commander (WG/CD) Responsibilities. The WG/CD (or equivalent) will: 2.3.1. Manage the Foreign Object Damage (FOD) and Dropped Object Prevention (DOP) Programs. (T-2) The WG/CD is the FOD/DOP Prevention Program Manager and will appoint a FOD/DOP Prevention Monitor(s) IAW Chapter 11. 2.3.2. Ensure the wing safety office, base operations, and emergency services actively participates in development and coordination of base functional and emergency action checklists. (T-2) Ensure content includes and complies with all required safety standards, evacuation distances and MDS specific hazards (such as, egress systems, Hydrazine). (T-2) Ensure checklists address all known hazards associated in responding to mishaps, adverse weather, natural disaster, and other emergency responses. (T-2) Note: Review, update, and coordinate functional and emergency action checklist with using units every two years. 2.3.3. Chair the FOD/DOP meeting, if required, and will determine minimum required attendees. (T-3) The purpose of this meeting is to identify negative trends and develop and execute action plans to resolve them. 2.4. Maintenance Group Commander (MXG/CC) Responsibilities. In addition to the responsibilities listed below, the MXG/CC or equivalent must ensure compliance with the maintenance requirements and programs of this instruction. (T-3) Approved variations in the MXG organization does not relieve the MXG/CC of compliance with all the requirements of this DAFI. In organizational structures where an MXG/CC is not assigned (i.e., AFFORGEN deployed construct), all 2.4.1. paragraphs will move up to the WG/CC and all 2.4.2. paragraphs will move down to the Mission Generation Force Element (MGFE) leader, delegable to the senior maintenance leader. Additionally, all 2.4.3. paragraphs’ responsibilities will remain with the home unit’s MXG/CC, or WG/CC in the absence of an MXG/CC, and any guidance or documentation necessary to support the mission will be brought with the unit. 2.4.1. The MXG/CC will: 2.4.1.1. Ensure standardization of maintenance discipline, procedures, organizational structures, compliance, and management philosophy. (T-3) 2.4.1.2. Establish a radiation protection program IAW AFI 48-109, Electromagnetic Field Radiation Occupational & Environmental Health Program, when applicable. 2.4.1.3. Designate a focal point for all functional, technical, and COR matters pertaining to performance-based activities. (T-3) Refer to Chapter 1. 2.4.1.4. Ensure munitions are accounted for IAW DAFMAN 21-201, Munitions Management, AFMAN 21-200, Munitions and Missile Maintenance Management, AFMAN 21-203, Nuclear Accountability Procedures, and AFI 20-110, Nuclear WeaponsRelated Materiel Management. 2.4.1.5. Ensure a nuclear surety program is implemented (if applicable) IAW DAFI 91101, Air Force Nuclear Weapons Surety Program, and nuclear munitions are maintained, handled, and accounted for IAW AFMAN 21-204, Nuclear Weapons Maintenance, AFMAN 21-203. 2.4.1.5.1. For units possessing Nuclear Certified Equipment (NCE), the MXG/CC will ensure personnel are trained in the proper use of nuclear flagwords, mishap, and deficiency reporting instructions IAW AFMAN 91-221, Weapons Safety Investigations and Reports and DAFI 91-204, Safety Investigation and Reports. 2.4.1.6. Establish CDDAR capability IAW Chapter 11 and applicable MDS technical data. (T-2) The MXG/CC will ensure resources and trained personnel are available to perform responsibilities of the CDDAR Program. (T-3) 2.4.1.7. Sustain a Transient Alert (TA) function (if required). (T-3) The MXG/CC will establish procedures and furnish necessary personnel and facilities for handling transient aerospace vehicles to ensure that servicing, inspection, and maintenance are consistent with the mission of each transient aerospace vehicle. (T-3) Special consideration should be given to medical or air evacuation aerospace vehicle, emergency missions, and special missions. 2.4.1.7.1. Approve FCF requirements, submitted by the TA Section NCOIC/Chief to off-station TA and off-station QA sections. (T-3) 2.4.1.7.2. For transient alert, the MXG/CC may direct the WS Personnel to arm, dearm, and unload an aircraft on which they are not certified and/or qualified if appropriate technical data and support equipment is available. (T-3) 2.4.1.7.2.1. The host MXG/CC or authorized representative may delegate this responsibility to the transient aircraft commander/pilot for new or experimental aircraft. (T-3) 2.4.1.8. Direct QA to develop/manage local OTIs IAW TO 00-20-1 and this instruction for Aircraft Grounding. (T-3) 2.4.1.9. Endorse TCTO notification messages to MAJCOM when anticipated problems will prevent compliance within prescribed time limits. (T-3) 2.4.1.10. Ensure a read file or equivalent exists for distributing maintenance crosstalk messages, QA newsletters, Higher Headquarters (HHQ) and local policy announcements, technical notifications, and other important maintenance information to all assigned airman. (T-3) 2.4.1.11. Ensure direct mission generations support focuses on readiness and the unit’s ability to execute daily and deployed flying operations simultaneously. (T-3) 2.4.1.12. Chair the FOD meeting in the absence of the WG/CD. (T-3) 2.4.1.13. Ensure maintenance requirements (such as, aircraft turnaround, alternate fuel cell, hot refueling, end-of-runway (EOR) check area, engine run spots, explosive load (cargo) areas) are included in the base parking plan. (T-3) 2.4.1.14. Communicate constraints with OG to decide what portion of the mission to support and to what degree if conflicts arise between operational requirements and maintenance capability. (T-3) 2.4.2. The MXG/CC will: 2.4.2.1. Appoint an MXG Environmental Coordinator IAW AFI 32-7001, Environmental Management. Refer to AFI 90-821, installation ESOHMS/EMS policy, guidance, and applicable environmental requirements and guidance, DAFMAN 91-203, and AFMAN 327002, Environmental Compliance and Pollution Prevention, for additional guidance. 2.4.2.2. Establish and support a Data Integrity Team (DIT). (T-3) 2.4.2.3. Ensure the Maintenance Standardization and Evaluation Program (MSEP) requirements are implemented IAW Chapter 6. (T-3) 2.4.2.4. Establish measures that ensure all maintenance personnel are assigned IAW the Duty Title Tool, are available, and utilized to accomplish critical maintenance tasks necessary to integrate maintenance capabilities that optimize Aircraft Availability (AA). (T-3) Maximize utilization of 7-skill level maintenance personnel in the grade of E-5 to E7 in direct mission generation roles and minimize their use in staff positions or nonmaintenance duties. (T-3) Note: Consider utilization of Civil Service MXG/SQ Unit