The Logistics Compliance Assessment Program provides leaders at all levels with an evaluation of a unit’s ability to perform key logistics processes in a safe, standardized, repeatable and technically compliant manner.
Major commands conduct LCAP evaluations at subordinate units to assess their proficiency in key logistics processes. This program standardizes the LCAP breadth, depth, frequency, grading and reporting requirements.
The LCAP is focused on evaluating the effectiveness of personnel and logistics processes. As such, it is heavily centered around maintenance and the logistics readiness squaron. The following individuals demonstrated a superior level of professional excellence and personal responsibility during the April 2010 LCAP evaluation:
Tech. Sgt. Roderick Brown, 19th Logistics Readiness Squadron
Tech. Sgt. Salvatore Giampapa, 19th LRS
Tech. Sgt. Justin Tierney, 19th Component Maintenance Squadron
Staff Sgt. Galen Bird, 19th Aircraft Maintenance Squadron
Staff Sgt. Robert Cherry, 19th Equipment Maintenance Squadron
Staff Sgt. James Fabacher, 19th AMXS
Staff Sgt. Jennifer Fiandt, 19th EMS
Staff Sgt. Charles Hefner, 19th LRS
Staff Sgt. Christopher Jennings, 19th AMXS
Staff Sgt. Steven Kaye, 19th LRS
Staff Sgt. Nicholas Leuschen, 19th CMS
Staff Sgt. Christopher Murie, 19th LRS
Staff Sgt. Michael Smith, 19th EMS
Staff Sgt. Christopher Sumner, 19th LRS
Staff Sgt. Monica Williamson, 19th AMXS
Staff Sgt. Stephanie Kuester, 19th AMXS
Senior Airman Pablo Berrelleza, 19th LRS
Senior Airman Victoria Bitler, 19th EMS
Senior Airman David Delfiacco, 19th AMXS
Senior Airman Matthew Geroux, 19th LRS
Senior Airman Matthew Gregg, 19th LRS
Senior Airman Natalie Gregg, 19th LRS
Senior Airman Amy Phillips, 19th LRS
Senior Airman Wesley Thomas, 19th LRS
Senior Airman John Carrell, 19th EMS
Senior Airman Sean Clougherty, 19th CMS
Senior Airman Evan Moniz-Hole, 19th AMXS
Senior Airman Matthew Vitagliano, 19th CMS
Airman 1st Class Andrea Bell, 19th Maintenance Operations Squadron
Airman 1st Class Shanell Best, 19th LRS
Airman 1st Class Amanda Dzierzynski, 19th MOS
Airman 1st Class Pedro Esquivel, 19th LRS
Airman 1st Class Ginelle Garcia, 19th EMS
Airman 1st Class Kristen Latham, 19th EMS
Airman 1st Class Felicia Perez, 19th LRS
Airman 1st Class Daniel Phillips, 19th EMS
Airman 1st Class Andre Westmoreland, 19th LRS
Amn William Diestro, 19th AMXS
Amn Prince Sion, 19th AMXS
Adam Smith, 19th LRS
Monica Murray, 19th LRS
Patricia Webber, 19th LRS
Thursday, April 29, 2010
COMMENTARY>>Black Knights excel during Unit Compliance Inspection
by Arlo Taylor
19th Airlift Wing Public Affairs
Little Rock Air Force Base, Ark. -- The 19th Airlift Wing April 27 received an “excellent” grade in its Unit Compliance Inspection from the Air Mobility Command Inspector General Team.
The inspection, which spanned April 19 - April 27, yielded six best practices and 32 team and 48 individual awards. More than 80 inspectors looked at programs and processes across the base to ensure day-to-day compliance with executive orders,
Department of Defense directives, Air Force and major command instructions.
Inspector General Team Chief Col. Thomas Freese said the Black Knight attitude was evident throughout all units on base.
“You guys did phenomenal! You did well, extremely well, and I’m impressed,” said Colonel Freese at the out brief at the base’s theater.
Col. Greg Otey, 19th AW commander, said the hard work and preparation of every team member had a tremendous impact on the excellent rating.
“I could not be prouder. Thank you… those are the most powerful worlds we have, and I don’t say it enough. Thank you for who you are, for what you do and for your families because they work with us too,” he said.
The commander said the teamwork displayed by every organization during the UCI left a lasting impression on the inspection team and has raised the bar of excellence.
“You flat out blew them away. You did it with great attitude and teamwork… and that makes me prouder than anything,” Colonel Otey said. “It’s amazing what you can do when you work together and that’s exactly what you did. Thank you for that and thank you for what you do everyday.”
A unit compliance inspection is one of the single most significant inspections a base can receive. According to Air Mobility Command Instruction 90-201, The Inspection System, UCIs are conducted to assess areas mandated by law as well as mission areas identified by senior Air Force and major command leaders as critical or important to assess or assure the health and performance of organizations.
19th Airlift Wing Public Affairs
Little Rock Air Force Base, Ark. -- The 19th Airlift Wing April 27 received an “excellent” grade in its Unit Compliance Inspection from the Air Mobility Command Inspector General Team.
The inspection, which spanned April 19 - April 27, yielded six best practices and 32 team and 48 individual awards. More than 80 inspectors looked at programs and processes across the base to ensure day-to-day compliance with executive orders,
Department of Defense directives, Air Force and major command instructions.
Inspector General Team Chief Col. Thomas Freese said the Black Knight attitude was evident throughout all units on base.
“You guys did phenomenal! You did well, extremely well, and I’m impressed,” said Colonel Freese at the out brief at the base’s theater.
Col. Greg Otey, 19th AW commander, said the hard work and preparation of every team member had a tremendous impact on the excellent rating.
“I could not be prouder. Thank you… those are the most powerful worlds we have, and I don’t say it enough. Thank you for who you are, for what you do and for your families because they work with us too,” he said.
The commander said the teamwork displayed by every organization during the UCI left a lasting impression on the inspection team and has raised the bar of excellence.
“You flat out blew them away. You did it with great attitude and teamwork… and that makes me prouder than anything,” Colonel Otey said. “It’s amazing what you can do when you work together and that’s exactly what you did. Thank you for that and thank you for what you do everyday.”
A unit compliance inspection is one of the single most significant inspections a base can receive. According to Air Mobility Command Instruction 90-201, The Inspection System, UCIs are conducted to assess areas mandated by law as well as mission areas identified by senior Air Force and major command leaders as critical or important to assess or assure the health and performance of organizations.
COMMENTARY>>SCORECARD: 314TH MAINTENANCE GROUP
The leaders of the 314th Maintenance Group focus on the metrics in the table below, along with other key indicators, to determine how well they’re meeting their mission objective, to provide expertly maintained, mission-ready aircraft to support training of the world’s best C-130E combat airlifters to fly, fight and win. They use these metrics to help identify problem areas and focus improvement efforts to ensure the best possible support to the 314th Airlift Wing’s C-130 aircrew training mission.
Mission capable rates are an assessment of an aircraft’s ability to perform its assigned peacetime or wartime mission.
Availability rates are the degree to which one can expect an aircraft to work properly when it is required. Abort rates are the number of air aborts plus ground aborts occurring per total number of sorties.
The MC rates, AA rates, and abort rates are current from Jan. 1 to April 20.
MC Rate
C-130E: 78.8%
C-130J: 85.5%
AA Rate
C-130E: 17.3
C-130J: 5.6
Abort Rate
C-130E: 12.6%
C-130J: 4.2%
MC Standard
C-130E: 75% ≥
C-130J: 80%
AA Standard
C-130E: 15 ≥
C-130J: 5.2 ≥
Abort Standard
C-130E: 13% ≤
C-130J: 5%
C-130 SCHOOL GRADUATES
E model
Loadmaster Instructor Course
Master Sgt. Charles Brynteson
April 20
Staff Sgt. Jarrod Harris
Staff Sgt. Heather Jarke
April 21
Marine Gunnery Sgt. John Marsh
Staff Sgt. Cody Slyter
April 22
Tech. Sgt. Brian Student
April 23
Loadmaster Mission Qualification
Staff Sgt. Nicholas Marro
April 5
Tech. Sgt. Scott Stoll
April 22
Airman 1st Class Zachary Brummell
April 26
Pilot Initial Qualification
1st Lt. Craig Gulledge
April 12
1st Lt. Caitlain Butterfield
2nd Lt Erik Christensen
April 19
2nd Lt. David Hornsby
April 22
Pilot Initial Course
Maj. Barrett McQuery
April 21
Pilot Instructor Course
Maj. Kurt Fife
April 21
Maj. Brian Zoll
April 22
Capt. David Jeffers
April 26
Pilot Transition Course
Maj. James Maunz
April 26
Navigator Initial Qualification
2nd Lt. Douglas Fletcher
April 20
Navigator Instructor Course
1st Lt. Bryon Shields
April 21
Navigator Mission Qualification
2nd Lt. David Castillo
April 8
Navigator Instructor Course
Maj. Christopher Prince
Maj. Jeffrey Smith
1st Lt. Andrew Standeford
April 21
Capt. Joshua Linden
Capt. Justin Porter
April 22
Flight Engineer Mission Qualification
Staff Sgt. Derrick Dugay
March 31
Senior Airman Matthew Sampley
April 5
J-Model
Loadmaster Transition Course
Tech. Sgt. Brian Digsby
April 19
Senior Master Sgt. Jarrod Sebastian
April 21
Loadmaster Initial Qualification Course
Airman Lauren Dyba
April 8
Airman 1st Class Stephen Gillissie
April 19
Staff Sgt. Jeffrey Nieding
April 22
Loadmaster Instructor Course
Staff Sgt. Lynzey Thornton
Senior Airman Scott McGuire
April 22
Pilot Initial Qualification Course
1st Lt. Kyle Alderman
April 22
Mission capable rates are an assessment of an aircraft’s ability to perform its assigned peacetime or wartime mission.
Availability rates are the degree to which one can expect an aircraft to work properly when it is required. Abort rates are the number of air aborts plus ground aborts occurring per total number of sorties.
The MC rates, AA rates, and abort rates are current from Jan. 1 to April 20.
MC Rate
C-130E: 78.8%
C-130J: 85.5%
AA Rate
C-130E: 17.3
C-130J: 5.6
Abort Rate
C-130E: 12.6%
C-130J: 4.2%
MC Standard
C-130E: 75% ≥
C-130J: 80%
AA Standard
C-130E: 15 ≥
C-130J: 5.2 ≥
Abort Standard
C-130E: 13% ≤
C-130J: 5%
C-130 SCHOOL GRADUATES
E model
Loadmaster Instructor Course
Master Sgt. Charles Brynteson
April 20
Staff Sgt. Jarrod Harris
Staff Sgt. Heather Jarke
April 21
Marine Gunnery Sgt. John Marsh
Staff Sgt. Cody Slyter
April 22
Tech. Sgt. Brian Student
April 23
Loadmaster Mission Qualification
Staff Sgt. Nicholas Marro
April 5
Tech. Sgt. Scott Stoll
April 22
Airman 1st Class Zachary Brummell
April 26
Pilot Initial Qualification
1st Lt. Craig Gulledge
April 12
1st Lt. Caitlain Butterfield
2nd Lt Erik Christensen
April 19
2nd Lt. David Hornsby
April 22
Pilot Initial Course
Maj. Barrett McQuery
April 21
Pilot Instructor Course
Maj. Kurt Fife
April 21
Maj. Brian Zoll
April 22
Capt. David Jeffers
April 26
Pilot Transition Course
Maj. James Maunz
April 26
Navigator Initial Qualification
2nd Lt. Douglas Fletcher
April 20
Navigator Instructor Course
1st Lt. Bryon Shields
April 21
Navigator Mission Qualification
2nd Lt. David Castillo
April 8
Navigator Instructor Course
Maj. Christopher Prince
Maj. Jeffrey Smith
1st Lt. Andrew Standeford
April 21
Capt. Joshua Linden
Capt. Justin Porter
April 22
Flight Engineer Mission Qualification
Staff Sgt. Derrick Dugay
March 31
Senior Airman Matthew Sampley
April 5
J-Model
Loadmaster Transition Course
Tech. Sgt. Brian Digsby
April 19
Senior Master Sgt. Jarrod Sebastian
April 21
Loadmaster Initial Qualification Course
Airman Lauren Dyba
April 8
Airman 1st Class Stephen Gillissie
April 19
Staff Sgt. Jeffrey Nieding
April 22
Loadmaster Instructor Course
Staff Sgt. Lynzey Thornton
Senior Airman Scott McGuire
April 22
Pilot Initial Qualification Course
1st Lt. Kyle Alderman
April 22
COMMENTARY>>Training for victory
by Col. C. K. Hyde
314th Airlift Wing commander
“For they had learned that true safety was to be found in long previous training, and not in eloquent exhortations uttered when they were going into action.”
– Thucydides, The History of the Peloponnesian War, circa 404 BC
The premise that training is essential for success in battle is universally accepted, especially in the specialized application of air power, and the importance of formal training conducted at the C-130 “Center of Excellence” is demonstrated every day as our mission-ready graduates are assigned to operational units with little or no additional weapon system training required before employment in contingency or humanitarian operations. As an Air Force we do an excellent job of providing quality training and imparting the skills and ethos to execute our mission. Individual and unit training is valued, but training’s contribution to victory also depends on the initial commitment to the training enterprise and effective organization.
Many nations have fielded highly trained air forces that were “best in class” at the start of a conflict only to fall victim to the rigors of a long war which exposed fatal flaws in their training strategy and left them unable to sustain combat capability due to a lack of qualified and experienced personnel. The problem was not highly skilled personnel or training expertise at the start of the conflict but a failure to build a training foundation that supported strategy and sustained operations. The desire to throw maximum weight behind operations and prevail on the battlefield can sow the seeds of defeat if it undermines long-term capability essential to success beyond the initial engagements.
In World War II, the United States adopted a long-term training strategy which was essential to ultimate success. Despite the passions aroused by Nazi aggression in Europe and Atlantic waters and the surprise assault on Pearl Harbor by Imperialist Japanese forces, the decision was made to build sustainable combat capability through an unprecedented training enterprise.
Experienced pilots were retained as instructors to produce future waves of crew members at the expense of a forward operational posture. For months the news was bleak, as forward forces were pushed back and the enemy tide rolled seemingly unchecked, but the training investment ultimately produced 193,440 U.S. Army Air Force pilots with double and even triple the hours of their adversaries upon entering combat.
The Japanese rode the tide of early victory, cut back pilot production and adopted an “up front” strategy with their elite, but relatively few, highly trained aviators committed to operations. The Battle of Midway and other contests decimated aviation ranks, and a year into the conflict, Japanese air forces found themselves outnumbered. Training was pushed, but was unable to recover as experienced pilots and potential instructors were lost, reinforcing a cycle of inexperience and heavy combat losses.
At the end of the war, Japanese air forces were reduced to Kamikaze attacks using youth, zeal and plentiful aircraft instead of trained forces. They abandoned air power and substituted the lives of almost 4,000 men.
The most notable difference between the Luftwaffe and the USAAF was the rotation of experienced pilots. The USAAF leading ace in the European theater was then Maj. Francis S. “Gabby” Gabreski with 28 aerial kills and in the Pacific, then Maj. Richard “Dick” Bong with 40. The leading German ace, Erich Hartmann, had 352 kills. American pilots rotated home after combat tours, sharing their experience and training hundreds of follow-on forces. German forces tended to stay in operations and run up huge victory totals until most succumbed to the law of averages, taking their victory totals and experience with them or leaving an imbalance between an elite few and the masses. In addition, Luftwaffe fighter training was not organized into a unified command until 1943, impacting training production. The result for the Luftwaffe was a decline in quality as they faced overwhelming numbers, and despite fielding the most advanced aircraft of the war, a force crippled by fuel shortages and a lack of trained pilots.
We are no different today--training is a key component of sustained operational success. Our commitment to training is a commitment to victory in the long wars of today and in future warswe can’t predict. The rotation of our experienced Airmen into training assignments not only rejuvenates them, but also ensures their essential skills are transferred to future generations. The “Center of Excellence” remains the foundation of our nation’s combat delivery capability.
We are also susceptible to the mistakes of the past. The pressures of continuous operations present many false choices between “up front” capability and sustainable forces for the future. C-130 training is at a crossroads as we retire our E-Model “war horses” and transition to J-Models and AMP aircraft. With fewer total combat delivery C-130s in the inventory, the training fleet must be lean and efficient, preserving the maximum number of aircraft for the combatant commanders. But as we have already seen with the J-Model, short-changing the training fleet for an initial increase in operational aircraft can create gaps in training capacity that impact force structure and operational effectiveness for years to come. Likewise, the organization of training forces will impact the quality, effectiveness and transparent presentation of our total force to joint force commanders. Remembering the lessons of the past will help us structure our training to best meet the needs of our Air Force and the joint force who depends on us for unmatched operational airlift.
314th Airlift Wing commander
“For they had learned that true safety was to be found in long previous training, and not in eloquent exhortations uttered when they were going into action.”
– Thucydides, The History of the Peloponnesian War, circa 404 BC
The premise that training is essential for success in battle is universally accepted, especially in the specialized application of air power, and the importance of formal training conducted at the C-130 “Center of Excellence” is demonstrated every day as our mission-ready graduates are assigned to operational units with little or no additional weapon system training required before employment in contingency or humanitarian operations. As an Air Force we do an excellent job of providing quality training and imparting the skills and ethos to execute our mission. Individual and unit training is valued, but training’s contribution to victory also depends on the initial commitment to the training enterprise and effective organization.
Many nations have fielded highly trained air forces that were “best in class” at the start of a conflict only to fall victim to the rigors of a long war which exposed fatal flaws in their training strategy and left them unable to sustain combat capability due to a lack of qualified and experienced personnel. The problem was not highly skilled personnel or training expertise at the start of the conflict but a failure to build a training foundation that supported strategy and sustained operations. The desire to throw maximum weight behind operations and prevail on the battlefield can sow the seeds of defeat if it undermines long-term capability essential to success beyond the initial engagements.
In World War II, the United States adopted a long-term training strategy which was essential to ultimate success. Despite the passions aroused by Nazi aggression in Europe and Atlantic waters and the surprise assault on Pearl Harbor by Imperialist Japanese forces, the decision was made to build sustainable combat capability through an unprecedented training enterprise.
Experienced pilots were retained as instructors to produce future waves of crew members at the expense of a forward operational posture. For months the news was bleak, as forward forces were pushed back and the enemy tide rolled seemingly unchecked, but the training investment ultimately produced 193,440 U.S. Army Air Force pilots with double and even triple the hours of their adversaries upon entering combat.
The Japanese rode the tide of early victory, cut back pilot production and adopted an “up front” strategy with their elite, but relatively few, highly trained aviators committed to operations. The Battle of Midway and other contests decimated aviation ranks, and a year into the conflict, Japanese air forces found themselves outnumbered. Training was pushed, but was unable to recover as experienced pilots and potential instructors were lost, reinforcing a cycle of inexperience and heavy combat losses.
At the end of the war, Japanese air forces were reduced to Kamikaze attacks using youth, zeal and plentiful aircraft instead of trained forces. They abandoned air power and substituted the lives of almost 4,000 men.
The most notable difference between the Luftwaffe and the USAAF was the rotation of experienced pilots. The USAAF leading ace in the European theater was then Maj. Francis S. “Gabby” Gabreski with 28 aerial kills and in the Pacific, then Maj. Richard “Dick” Bong with 40. The leading German ace, Erich Hartmann, had 352 kills. American pilots rotated home after combat tours, sharing their experience and training hundreds of follow-on forces. German forces tended to stay in operations and run up huge victory totals until most succumbed to the law of averages, taking their victory totals and experience with them or leaving an imbalance between an elite few and the masses. In addition, Luftwaffe fighter training was not organized into a unified command until 1943, impacting training production. The result for the Luftwaffe was a decline in quality as they faced overwhelming numbers, and despite fielding the most advanced aircraft of the war, a force crippled by fuel shortages and a lack of trained pilots.
We are no different today--training is a key component of sustained operational success. Our commitment to training is a commitment to victory in the long wars of today and in future warswe can’t predict. The rotation of our experienced Airmen into training assignments not only rejuvenates them, but also ensures their essential skills are transferred to future generations. The “Center of Excellence” remains the foundation of our nation’s combat delivery capability.
We are also susceptible to the mistakes of the past. The pressures of continuous operations present many false choices between “up front” capability and sustainable forces for the future. C-130 training is at a crossroads as we retire our E-Model “war horses” and transition to J-Models and AMP aircraft. With fewer total combat delivery C-130s in the inventory, the training fleet must be lean and efficient, preserving the maximum number of aircraft for the combatant commanders. But as we have already seen with the J-Model, short-changing the training fleet for an initial increase in operational aircraft can create gaps in training capacity that impact force structure and operational effectiveness for years to come. Likewise, the organization of training forces will impact the quality, effectiveness and transparent presentation of our total force to joint force commanders. Remembering the lessons of the past will help us structure our training to best meet the needs of our Air Force and the joint force who depends on us for unmatched operational airlift.
COMMENTARY>>Going above and beyond
by Col. Gregory S. Otey
19th Airlift Wing commander
Black Knights, you rocked the house during our Air Mobility Command Unit Compliance Inspection and Logistics Compliance Assessment Program, and your actions were nothing less than marvelous.
In a time in our Air Force where “Satisfactory” is the standard, you went above and beyond to earn an overall “Excellent” rating in the UCI and three “Outstandings” and three “Excellents” during the LCAP. Thank you for your hard work, your dedication to your profession and your professionalism.
I know times are challenging for all of us. We’re doing more to support the war effort. We’re being handed more programs to manage, and additional training requirements often seem to materialize out of thin air, but you managed to prioritize and the Black Knight’s armor shines bright!
With roughly 15 percent of our wing deployed overseas at any given time, it takes leaders to pick up the slack and find a way to accomplish tasks. It’s evident at my level that we have some great leaders in the 19th Airlift Wing that make the mission happen while taking care of our people.
You own your programs, and it’s you that have the authority and responsibility to enact those programs and make them work.
It’s evident from the inspectors’ comments that you’ve taken ownership of the processes and you’re doing very well.
Regardless of the inspection, you provide the warfighter C-130 Combat capability better than any other wing!
As with any inspection, there are always areas that need more focus and we can improve. We will take the opportunity to do just that as we go forward. That said, we can’t sit back and relax. I need you to continue to focus your attention on these inspection areas and our ability to safely produce C-130 Combat Airlift. Taking your sight off all these programs for even a short amount of time could impact our mission.
Even with all we’ve achieved, another area I need you to stay focused on is our people. They are our most valuable resource, and they’ve been worked hard and heavy on a continuous basis. They’ve been under a lot of stress. Leaders, supervisors, our people need your support, guidance and mentorship now more than ever.
Commander’s intent is simple: Mission first, people always and have some fun along the way. We’re taking care of the first two, now it’s time to have some fun. But be careful doing so. Don’t let your excitement for the end of the inspection lead you into an injury while you celebrate your success. You’re great at what you do, but you’re not impervious to injury--each one of you makes a difference every day!
Enjoy some well-deserved time off. Combat Airlift!
19th Airlift Wing commander
Black Knights, you rocked the house during our Air Mobility Command Unit Compliance Inspection and Logistics Compliance Assessment Program, and your actions were nothing less than marvelous.
In a time in our Air Force where “Satisfactory” is the standard, you went above and beyond to earn an overall “Excellent” rating in the UCI and three “Outstandings” and three “Excellents” during the LCAP. Thank you for your hard work, your dedication to your profession and your professionalism.
I know times are challenging for all of us. We’re doing more to support the war effort. We’re being handed more programs to manage, and additional training requirements often seem to materialize out of thin air, but you managed to prioritize and the Black Knight’s armor shines bright!
With roughly 15 percent of our wing deployed overseas at any given time, it takes leaders to pick up the slack and find a way to accomplish tasks. It’s evident at my level that we have some great leaders in the 19th Airlift Wing that make the mission happen while taking care of our people.
You own your programs, and it’s you that have the authority and responsibility to enact those programs and make them work.
It’s evident from the inspectors’ comments that you’ve taken ownership of the processes and you’re doing very well.
Regardless of the inspection, you provide the warfighter C-130 Combat capability better than any other wing!
As with any inspection, there are always areas that need more focus and we can improve. We will take the opportunity to do just that as we go forward. That said, we can’t sit back and relax. I need you to continue to focus your attention on these inspection areas and our ability to safely produce C-130 Combat Airlift. Taking your sight off all these programs for even a short amount of time could impact our mission.
Even with all we’ve achieved, another area I need you to stay focused on is our people. They are our most valuable resource, and they’ve been worked hard and heavy on a continuous basis. They’ve been under a lot of stress. Leaders, supervisors, our people need your support, guidance and mentorship now more than ever.
Commander’s intent is simple: Mission first, people always and have some fun along the way. We’re taking care of the first two, now it’s time to have some fun. But be careful doing so. Don’t let your excitement for the end of the inspection lead you into an injury while you celebrate your success. You’re great at what you do, but you’re not impervious to injury--each one of you makes a difference every day!
Enjoy some well-deserved time off. Combat Airlift!
TOP STORY > >Military leads a mental health care transformation
by Lisa Daniel
American Forces Press Service
WASHINGTON – The United States is in the middle of a “cultural transformation” in mental health treatment led by the Defense Department and the military services, the department’s top mental health expert told a congressional panel here recently.
Mental health resilience “is fundamentally underlying everything we do,” Army Brig. Gen. (Dr.) Loree K. Sutton told the House Veterans Affairs Committee.
Dr. Sutton, director of the Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury, testified along with Dr. Ira Katz, chief of the Veterans Affairs Department’s mental health services, during a committee hearing on suicide prevention.
In 2009, there were 312 confirmed suicides among servicemembers, of which 26 were in the Reserve components, according to the Armed Forces Medical Examiner System, Dr. Sutton said in testimony submitted to the committee. The data shows those particularly at risk were white men younger than 25, with a rank at or below E-4 who were divorced and had not graduated from high school. Other common factors, as mirrored in the private sector, included substance abuse, relationships, legal or financial problems.
While the impact of deployment is under investigation, Dr. Sutton said, only 16 percent of the suicides occurred in Iraq or Afghanistan. Still, the counterinsurgency and asymmetric warfare that servicemembers have battled since 9/11 “continues to place a great amount of strain” on troops, she said, adding that “the invisible wounds of war can be most deadly of all.”
Defense Department data shows that 30 percent of servicemembers who died by suicide communicated their potential self-harm, 49 percent had been in treatment within 30 days of their suicide, and 26 percent had sought mental health resources.
The department’s core message to servicemembers and their families, Dr. Sutton said, is:
- You are not alone;
- Treatment works;
- The earlier the intervention, the better; and
- Reaching out is an act of courage and strength.
“Suicide has a multitude of causes and no simple solutions,” Dr. Sutton said, adding that each suicide is as unique as each victim.
Because of that, it is difficult to pinpoint an outreach or treatment approach, she said. The department and the services are using a multipronged, holistic approach to tackle prevention education, research and outreach, she told the legislators.
“We are in the middle of a cultural transformation – one in which the (DOD) and the services are leading the country,” Dr. Sutton said. “’Suck it up and drive on’ led us for years, but that is no longer adequate” as an attitude toward mental health problems.
“A new public health model is being led by (Defense) leaders at all levels, starting with the secretary of Defense,” she added.
While the medical field is undergoing a “revolution” in neuroscience, it is a complex discipline, and “the human brain is not subject to command and control,” Dr. Sutton said. So DOD is leading the way in partnering with other departments and nonprofit groups to better understand and prevent suicide.
For example, the Army began a partnership with the National Institute of Mental Health last fall to conduct the largest study ever of suicide and mental health among U.S. servicemembers. Data collection is to begin in March to assess hundreds of thousands of Soldiers over five years.
Other DOD initiatives that should help in suicide prevention, Dr. Sutton said, include the ongoing effort with VA to have interoperability of electronic medical records, a pilot program for mandatory protocol for treating concussions in the field, and partnerships with VA, the USO and the Red Cross for treatment outreach.
“We are working this at all levels,” Dr. Sutton said. “We understand we are in unchartered territory. Never in the history of our republic have we placed so much (burden of war) on so few for so long.”
American Forces Press Service
WASHINGTON – The United States is in the middle of a “cultural transformation” in mental health treatment led by the Defense Department and the military services, the department’s top mental health expert told a congressional panel here recently.
Mental health resilience “is fundamentally underlying everything we do,” Army Brig. Gen. (Dr.) Loree K. Sutton told the House Veterans Affairs Committee.
Dr. Sutton, director of the Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury, testified along with Dr. Ira Katz, chief of the Veterans Affairs Department’s mental health services, during a committee hearing on suicide prevention.
In 2009, there were 312 confirmed suicides among servicemembers, of which 26 were in the Reserve components, according to the Armed Forces Medical Examiner System, Dr. Sutton said in testimony submitted to the committee. The data shows those particularly at risk were white men younger than 25, with a rank at or below E-4 who were divorced and had not graduated from high school. Other common factors, as mirrored in the private sector, included substance abuse, relationships, legal or financial problems.
While the impact of deployment is under investigation, Dr. Sutton said, only 16 percent of the suicides occurred in Iraq or Afghanistan. Still, the counterinsurgency and asymmetric warfare that servicemembers have battled since 9/11 “continues to place a great amount of strain” on troops, she said, adding that “the invisible wounds of war can be most deadly of all.”
Defense Department data shows that 30 percent of servicemembers who died by suicide communicated their potential self-harm, 49 percent had been in treatment within 30 days of their suicide, and 26 percent had sought mental health resources.
The department’s core message to servicemembers and their families, Dr. Sutton said, is:
- You are not alone;
- Treatment works;
- The earlier the intervention, the better; and
- Reaching out is an act of courage and strength.
“Suicide has a multitude of causes and no simple solutions,” Dr. Sutton said, adding that each suicide is as unique as each victim.
Because of that, it is difficult to pinpoint an outreach or treatment approach, she said. The department and the services are using a multipronged, holistic approach to tackle prevention education, research and outreach, she told the legislators.
“We are in the middle of a cultural transformation – one in which the (DOD) and the services are leading the country,” Dr. Sutton said. “’Suck it up and drive on’ led us for years, but that is no longer adequate” as an attitude toward mental health problems.
“A new public health model is being led by (Defense) leaders at all levels, starting with the secretary of Defense,” she added.
While the medical field is undergoing a “revolution” in neuroscience, it is a complex discipline, and “the human brain is not subject to command and control,” Dr. Sutton said. So DOD is leading the way in partnering with other departments and nonprofit groups to better understand and prevent suicide.
For example, the Army began a partnership with the National Institute of Mental Health last fall to conduct the largest study ever of suicide and mental health among U.S. servicemembers. Data collection is to begin in March to assess hundreds of thousands of Soldiers over five years.
Other DOD initiatives that should help in suicide prevention, Dr. Sutton said, include the ongoing effort with VA to have interoperability of electronic medical records, a pilot program for mandatory protocol for treating concussions in the field, and partnerships with VA, the USO and the Red Cross for treatment outreach.
“We are working this at all levels,” Dr. Sutton said. “We understand we are in unchartered territory. Never in the history of our republic have we placed so much (burden of war) on so few for so long.”
Friday, April 23, 2010
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EVENTS>>1-21-11
Child Development Center quality child care
The Child Development Center has hourly openings on a space-available basis for ages 6 weeks through 5 years from $4.25 per hour. Hours of operation are 6:30 a.m. – 6 p.m. Monday through Friday. For more information, call 987-6130 or 987-6070.
Legal Office closure
The 19th Airlift Wing Legal Office is closed 1 p.m. every Wednesday for training. For more information, call 987-7886.
Interservice physician assistant training program
Applications for the Interservice Physicians Assistant Training Program are accepted until Tuesday. For more information, call the Air Force Personnel Center at DSN 665-2775 or 210-565-2775. Additional guidance and frequently asked questions, visit https://kx.afms.mil/afbsceducation.
19th FSS NAF sale
The 19th Force Support Squadron hosts a NAF sale Wednesday specifically for active duty E-4s and below, Thursday and Jan. 28 for all at Bldg. 940. Hours of operation are 8 a.m. - 4 p.m. all three days. Items for sale include sofas, mattresses and furniture from temporary living facilities as well as excess furniture and equipment from the conference center and Hangar 1080.
WAPS testing location
The new WAPS testing location is the new university center outside the front gate beginning with the 2011 E6/E7 testing cycle Feb. 1. Airmen are notified of the change when they sign the Air Force form 1566 WAPS testing verification form. For more information, call Jade DeBusk at 987-6366.
Annual awards banquet
The 2010 Annual Awards Banquet, “Honoring Combat Airlift Spirit of Excellence” is 6 p.m. Feb. 2 at the Doubletree Hotel. Tickets are $30. There is an additional charge for parking. Military attire is mess dress semi-formal and civilian attire is black tie business. For more information or to purchase a ticket, contact a squadron first sergeant.
National Prayer Breakfast
The annual National Prayer Breakfast is 7:30 a.m. Feb. 16 at Hangar 1080. Tickets can be purchased Feb. 7 – 14 from the base chapel for $5. For more information, call the chapel at 987-6014.
Thursday, April 22, 2010
COMMENTARY>>Australian air force commemorates ANZAC Day
Australian and New Zealand Army Corps Day, Sunday is one of Australia’s most important national occasions. It marks the anniversary of the first major military action fought by Australian and New Zealand forces during World War I. The soldiers in those forces quickly became known as ANZACs, and the pride they took in that name endures to this day.
When war broke out in 1914, Australia had been a federal commonwealth for only 13 years. The new national government was eager to establish its reputation among the nations of the world. In 1915, Australian and New Zealand soldiers formed part of the allied expedition that set out to capture the Gallipoli peninsula in order to open the Dardanelles to the allied navies. The ultimate objective was to capture Constantinople (now Istanbul in Turkey), the capital of the Ottoman Empire, an ally of Germany.
The Australian and New Zealand forces landed on Gallipoli on April 25, meeting fierce resistance from the Ottoman Turkish defenders. What had been planned as a bold stroke to knock Turkey out of the war quickly became a stalemate, and the campaign dragged on for eight months. At the end of 1915 the allied forces were evacuated, after both sides had suffered heavy casualties and endured great hardships. More than 8,000 Australian soldiers had been killed. News of the landing on Gallipoli had made a profoundimpact on Australians at home, and April 25 soon became the day on which Australians remembered the sacrifice of those who had died in the war.
Although the Gallipoli campaign failed in its military objectives, the Australian and New Zealand actions during the campaign left a powerful legacy. The creation of what became known as the “ANZAC legend” became an important part of the identity of both nations, shaping the ways they viewed both their past and their future.
Australians recognize April 25 as an occasion of national remembrance, which takes two forms. Commemorative services are held at dawn across the nation. Later in the day, ex-servicemen and women meet to take part in marches through the major cities in Australia and in many smaller centers. Commemorative ceremonies are more formal and are held at war memorials around the country. In these ways, ANZAC Day is a time when Australians reflect on the many different meanings of war.
Members of the Australian air force visiting Little Rock Air Force base are commemorating ANZAC Day with a ceremony at 9 a.m. Sunday at Bldg. 160.
(Courtesy of www.awm.gov.au)
When war broke out in 1914, Australia had been a federal commonwealth for only 13 years. The new national government was eager to establish its reputation among the nations of the world. In 1915, Australian and New Zealand soldiers formed part of the allied expedition that set out to capture the Gallipoli peninsula in order to open the Dardanelles to the allied navies. The ultimate objective was to capture Constantinople (now Istanbul in Turkey), the capital of the Ottoman Empire, an ally of Germany.
The Australian and New Zealand forces landed on Gallipoli on April 25, meeting fierce resistance from the Ottoman Turkish defenders. What had been planned as a bold stroke to knock Turkey out of the war quickly became a stalemate, and the campaign dragged on for eight months. At the end of 1915 the allied forces were evacuated, after both sides had suffered heavy casualties and endured great hardships. More than 8,000 Australian soldiers had been killed. News of the landing on Gallipoli had made a profoundimpact on Australians at home, and April 25 soon became the day on which Australians remembered the sacrifice of those who had died in the war.
Although the Gallipoli campaign failed in its military objectives, the Australian and New Zealand actions during the campaign left a powerful legacy. The creation of what became known as the “ANZAC legend” became an important part of the identity of both nations, shaping the ways they viewed both their past and their future.
Australians recognize April 25 as an occasion of national remembrance, which takes two forms. Commemorative services are held at dawn across the nation. Later in the day, ex-servicemen and women meet to take part in marches through the major cities in Australia and in many smaller centers. Commemorative ceremonies are more formal and are held at war memorials around the country. In these ways, ANZAC Day is a time when Australians reflect on the many different meanings of war.
Members of the Australian air force visiting Little Rock Air Force base are commemorating ANZAC Day with a ceremony at 9 a.m. Sunday at Bldg. 160.
(Courtesy of www.awm.gov.au)
COMMENTARY>>First Command: AETC first to influence Airmen
by Maj. Gen. Anthony Przybyslawski
Air Education and Training Command vice commander
RANDOLPH AIR FORCE BASE, Texas – To the men and women of the First Command, I leave Air Education and Training Command after spending the past 20 months honored to be your vice commander. Boy, have you taught me a lot! Thank You.
Thank you for your tremendous devotion, service and professionalism.
We call ourselves the First Command because of what you do every day. Recruiters bring in the quality; military training instructors begin the process of shaping the “rainbows,” recruits in the first week of training; military training leaders polish and prepare the Airmen for their first duty; and instructor pilots create the world’s greatest aviators. Let’s not forget the intellectual and leadership center of the Air Force, Air University. And all your efforts are for one thing, and one thing only ... preparing the world’s greatest Airmen for combat!
I stood on the Lake Michigan beach in Chicago and administered the oath to 60 new recruits about to enter the Air Force. I watched as the recruiters there already started molding these young men and women as they marched these recruits in unison in front of the 1.2 million people there for the air show! The ceremony was being broadcast on the radio and as we ended with the, “... so help me God,” the roar of all those people along 10 miles of beach sent chills down my spine and literally watered my eyes. Those people realized these new recruits were aboutto join the Air Force for the good of the nation and to protect their way of life. That’s what you do!
I spent time at Lackland Air Force Base, Texas, during the in-processing of these new Airmen. I was fascinated by the rainbow appearance and attitude of these individuals as they got off the bus and got their first introduction to our way of life. “Pull those pants up!” the military training instructor firmly stated. “Move it!” “Quit gazing; you a tourist?” I broke into a chilling, cold sweat as I immediately was thrust back to Feb. 22, 1971, my first day at basic military training and the raspy voice of Staff Sgt. Savoy, my first MTI. He got my attention immediately! That’s what you do!
That all changes in eight-and-a-half weeks.
When’s the last time you attended a BMT graduation? Looking for a re-bluing event, look no further! Every Friday we produce 600-800 brand new Airmen ready to move on and get their career going.
I was having lunch one day with a couple basic trainees set to graduate in a week and asked one of them what was the hardest thing about BMT. Her response floored me.
She said, “Before coming into the Air Force if I didn’t like someone, I would ignore them. But you taught me that if I didn’t get along with someone I would not be successful.”
And that’s when it hit me ... we aren’t just making Airmen, we’re making better Americans! Warriors ready to make the ultimate sacrifice. Whether they stay in for four years or 40, they will find a way to make things better because you taught them they have something to contribute and can make a difference. That’s powerful! That’s what you do!
I saw our military training leaders at our technical training wings take those “airmen” from BMT and make them into “Airmen.”
They build on what they learned at Lackland AFB and provide the elbow grease to polish the skills of the career field. I learned how to take out a gall bladder, set up a remote, world-class communications facility, and fire a sniper rifle well enough to plug the wing command chief’s coin.
Walk the halls of the Intrepid Center or Wilford Hall Medical Center and see the care and healing of our wounded warriors.
Someone trained those skilled technicians and medical staff. These instructors know that every airman they touch could find themselves quickly “outside the wire” in a combat situation regardless of the career field. The list goes on and on. You provide world-class training while instilling the American warrior ethos! That’s what you do!
I’m from the bomber “tribe” so I wasn’t sure about these “white jet” aviators. That changed quickly. I’ve flown with superb instructors in our T-1, T-6, T-38 and C-17 maintained by true professionals. I was in the C-17 jump seat for a night landing at Bagram Air Base, Afghanistan, with the pilots on night-vision goggles. I never saw the runway. Where did they learn how to do that? Our IPs do that for every aircraft in our inventory, even the crew of the Predator and Reaper. That’s what you do!
The last time I attended a course at Maxwell AFB, Ala., was at Squadron Officer School in 1982. That was a long time ago, and I had a couple of opinions about that place. Boy, was I wrong.
Everything is relevant for today’s world ... support to the warfighter. Just think about what goes on there ... earn a master’s degree while deployed anywhere in the world, new officers develop combat leadership skills at Air and Space Basic Course, officers and enlisted share curriculum during the resident military education programs, senior leaders hone combatant command skills in the flag officer courses, the list is endless. I’ve never been what one would call a “strong” student. But I can unequivocally say our Air University faculty is academic giants who push, stretch and challenge each and every student ... to the fullest! That’s what you do!
This past week I had the thrill of welcoming the AETC Outstanding Airmen of the Year for their visit to AETC. At the first reception on Monday night, we were honored by having three former Chief Master Sergeants of the Air Force Robert Gaylor, Frederick Finch and Eric Benken present. Seeing them mingle with the truly outstanding Airmen, I had another powerful realization. What we do is built on what those before us did for us. Here I was, in the presence of past great leaders, and the next generation of great leaders, who will take the Air Force to the next level.
So, we are the First Command for the Air Force. We take rainbows from across America, make them into Airmen and responsible citizens, and then continue to polish and refine for as long as they stay with us. It’s because we will not let down those who came before us and built today’s Air Force ... an Air Force we will make better for tomorrow ... to answer our nation’s call! It’s what we do!
I am so proud to be a part of this great command.
Air Education and Training Command vice commander
RANDOLPH AIR FORCE BASE, Texas – To the men and women of the First Command, I leave Air Education and Training Command after spending the past 20 months honored to be your vice commander. Boy, have you taught me a lot! Thank You.
Thank you for your tremendous devotion, service and professionalism.
We call ourselves the First Command because of what you do every day. Recruiters bring in the quality; military training instructors begin the process of shaping the “rainbows,” recruits in the first week of training; military training leaders polish and prepare the Airmen for their first duty; and instructor pilots create the world’s greatest aviators. Let’s not forget the intellectual and leadership center of the Air Force, Air University. And all your efforts are for one thing, and one thing only ... preparing the world’s greatest Airmen for combat!
I stood on the Lake Michigan beach in Chicago and administered the oath to 60 new recruits about to enter the Air Force. I watched as the recruiters there already started molding these young men and women as they marched these recruits in unison in front of the 1.2 million people there for the air show! The ceremony was being broadcast on the radio and as we ended with the, “... so help me God,” the roar of all those people along 10 miles of beach sent chills down my spine and literally watered my eyes. Those people realized these new recruits were aboutto join the Air Force for the good of the nation and to protect their way of life. That’s what you do!
I spent time at Lackland Air Force Base, Texas, during the in-processing of these new Airmen. I was fascinated by the rainbow appearance and attitude of these individuals as they got off the bus and got their first introduction to our way of life. “Pull those pants up!” the military training instructor firmly stated. “Move it!” “Quit gazing; you a tourist?” I broke into a chilling, cold sweat as I immediately was thrust back to Feb. 22, 1971, my first day at basic military training and the raspy voice of Staff Sgt. Savoy, my first MTI. He got my attention immediately! That’s what you do!
That all changes in eight-and-a-half weeks.
When’s the last time you attended a BMT graduation? Looking for a re-bluing event, look no further! Every Friday we produce 600-800 brand new Airmen ready to move on and get their career going.
I was having lunch one day with a couple basic trainees set to graduate in a week and asked one of them what was the hardest thing about BMT. Her response floored me.
She said, “Before coming into the Air Force if I didn’t like someone, I would ignore them. But you taught me that if I didn’t get along with someone I would not be successful.”
And that’s when it hit me ... we aren’t just making Airmen, we’re making better Americans! Warriors ready to make the ultimate sacrifice. Whether they stay in for four years or 40, they will find a way to make things better because you taught them they have something to contribute and can make a difference. That’s powerful! That’s what you do!
I saw our military training leaders at our technical training wings take those “airmen” from BMT and make them into “Airmen.”
They build on what they learned at Lackland AFB and provide the elbow grease to polish the skills of the career field. I learned how to take out a gall bladder, set up a remote, world-class communications facility, and fire a sniper rifle well enough to plug the wing command chief’s coin.
Walk the halls of the Intrepid Center or Wilford Hall Medical Center and see the care and healing of our wounded warriors.
Someone trained those skilled technicians and medical staff. These instructors know that every airman they touch could find themselves quickly “outside the wire” in a combat situation regardless of the career field. The list goes on and on. You provide world-class training while instilling the American warrior ethos! That’s what you do!
I’m from the bomber “tribe” so I wasn’t sure about these “white jet” aviators. That changed quickly. I’ve flown with superb instructors in our T-1, T-6, T-38 and C-17 maintained by true professionals. I was in the C-17 jump seat for a night landing at Bagram Air Base, Afghanistan, with the pilots on night-vision goggles. I never saw the runway. Where did they learn how to do that? Our IPs do that for every aircraft in our inventory, even the crew of the Predator and Reaper. That’s what you do!
The last time I attended a course at Maxwell AFB, Ala., was at Squadron Officer School in 1982. That was a long time ago, and I had a couple of opinions about that place. Boy, was I wrong.
Everything is relevant for today’s world ... support to the warfighter. Just think about what goes on there ... earn a master’s degree while deployed anywhere in the world, new officers develop combat leadership skills at Air and Space Basic Course, officers and enlisted share curriculum during the resident military education programs, senior leaders hone combatant command skills in the flag officer courses, the list is endless. I’ve never been what one would call a “strong” student. But I can unequivocally say our Air University faculty is academic giants who push, stretch and challenge each and every student ... to the fullest! That’s what you do!
This past week I had the thrill of welcoming the AETC Outstanding Airmen of the Year for their visit to AETC. At the first reception on Monday night, we were honored by having three former Chief Master Sergeants of the Air Force Robert Gaylor, Frederick Finch and Eric Benken present. Seeing them mingle with the truly outstanding Airmen, I had another powerful realization. What we do is built on what those before us did for us. Here I was, in the presence of past great leaders, and the next generation of great leaders, who will take the Air Force to the next level.
So, we are the First Command for the Air Force. We take rainbows from across America, make them into Airmen and responsible citizens, and then continue to polish and refine for as long as they stay with us. It’s because we will not let down those who came before us and built today’s Air Force ... an Air Force we will make better for tomorrow ... to answer our nation’s call! It’s what we do!
I am so proud to be a part of this great command.
COMMENTARY>>Are your bags packed?
by Lt. Col. Samuel Skaggs
314th Airlift Wing plans and program chief
About 10 years ago, a group commander of mine liked to ask the question: “Are your bags packed?” He was speaking, of course, about readiness to deploy. The bags he referred to weren’t the A, B, C, D or E bags you might be thinking of - rather they are all the “things” we as Airmen need to do in preparation for a deployment - training, immunizations and our personal affairs.
Generally when we think of personal affairs, we think of finances, childcare, powers of attorney and so on. We have been trained, or at least encouraged, to maintain a current will, and are reminded of this each time we process for deployment. Most Airmen do, in fact have a will, but it’s less common for their spouses to have a will (or life insurance for that matter).
I suppose it’s human nature that many of us only worry about wills (and life insurance) for ourselves and not our spouses, since we’re the ones seemingly at the greater risk. Human nature or not, it’s just as important to maintain a current will for your spouse as it is for yourself. I can tell you from personal experience, the last thing you want to be concerned with after losing your spouse is how to handle their estate if he or she didn’t have a will. In many cases, the settling of an estate is covered by law (except where specific provisions have been included in a will), but it still makes the process more efficient if the deceased had one. I know that discussing wills can be difficult at best, and it’s definitely not a pleasant thought or topic of conversation. However, like life insurance the will is something we hope we never need, but are relieved we had it when the time comes.
Speaking of wills and unpleasant topics, you should also strongly consider discussing “living wills” for both you and your spouse. A living will is a legal document that a person uses to make known his or her wishes regarding life prolonging medical treatments. It’s important to have a living will as it informs your health care providers and your family about your desires for medical treatment in the event you are not able to speak for yourself. This is possibly the toughest conversation you and your spouse will ever have, but it’s one you will regret not having should you find yourself making decisions about your spouse’s survival -- especially if a family or someone else contests your decision.
If your spouse doesn’t have a will (and living will), have them get one. It’s a very quick, easy and free process through the base legal office. The effort will be well worth it, if you ever have the misfortune of losing your loved one (or representing their wishes for life-saving/continuing medical treatment). Consider it just a must-do task for your family readiness. So, are your bags packed?
314th Airlift Wing plans and program chief
About 10 years ago, a group commander of mine liked to ask the question: “Are your bags packed?” He was speaking, of course, about readiness to deploy. The bags he referred to weren’t the A, B, C, D or E bags you might be thinking of - rather they are all the “things” we as Airmen need to do in preparation for a deployment - training, immunizations and our personal affairs.
Generally when we think of personal affairs, we think of finances, childcare, powers of attorney and so on. We have been trained, or at least encouraged, to maintain a current will, and are reminded of this each time we process for deployment. Most Airmen do, in fact have a will, but it’s less common for their spouses to have a will (or life insurance for that matter).
I suppose it’s human nature that many of us only worry about wills (and life insurance) for ourselves and not our spouses, since we’re the ones seemingly at the greater risk. Human nature or not, it’s just as important to maintain a current will for your spouse as it is for yourself. I can tell you from personal experience, the last thing you want to be concerned with after losing your spouse is how to handle their estate if he or she didn’t have a will. In many cases, the settling of an estate is covered by law (except where specific provisions have been included in a will), but it still makes the process more efficient if the deceased had one. I know that discussing wills can be difficult at best, and it’s definitely not a pleasant thought or topic of conversation. However, like life insurance the will is something we hope we never need, but are relieved we had it when the time comes.
Speaking of wills and unpleasant topics, you should also strongly consider discussing “living wills” for both you and your spouse. A living will is a legal document that a person uses to make known his or her wishes regarding life prolonging medical treatments. It’s important to have a living will as it informs your health care providers and your family about your desires for medical treatment in the event you are not able to speak for yourself. This is possibly the toughest conversation you and your spouse will ever have, but it’s one you will regret not having should you find yourself making decisions about your spouse’s survival -- especially if a family or someone else contests your decision.
If your spouse doesn’t have a will (and living will), have them get one. It’s a very quick, easy and free process through the base legal office. The effort will be well worth it, if you ever have the misfortune of losing your loved one (or representing their wishes for life-saving/continuing medical treatment). Consider it just a must-do task for your family readiness. So, are your bags packed?
COMMENTARY>>SCORECARD: 19TH MISSION SUPPORT GROUP
The 19th Mission Support Group is comprised of six squadrons. The group ties together supply, transportation, contracting, aerial port, security forces, contracting, services and civil engineer functions to keep the base’s 6,128-acre “city” operating.
19th Contracting Squadron:
Obligated more than $2.2 million in March
19th Force Support Squadron:
The 19th FSS provides a full spectrum of services to Team Little Rock, including eligibility updates, child care, recreation, education and fitness.
Number of Airmen fitness tested in March: 834
Number of customers served in March: 2,411
19th Communications Squadron:
The 19th CS has 149 military and civilian personnel responsible for $43 million of information systems, meteorological equipment, air traffic control and airfield landing systems. The squadron provides command, control, communication and computer support to the 19th Airlift Wing, 314th Airlift Wing and 29th Weapons School.
Number of information technology tickets closed since Jan. 5: 1,289
19th Civil Engineering Squadron:
Completed 628 work orders in March19th Security Forces Squadron:
Trained 1,179 Team Little Rock personnel on the M-16, M-9, M-4, M-249, M-240 and M-203 in support of Operation Iraqi
Freedom and Operation Enduring Freedom since Jan. 1
19th Contracting Squadron:
Obligated more than $2.2 million in March
19th Force Support Squadron:
The 19th FSS provides a full spectrum of services to Team Little Rock, including eligibility updates, child care, recreation, education and fitness.
Number of Airmen fitness tested in March: 834
Number of customers served in March: 2,411
19th Communications Squadron:
The 19th CS has 149 military and civilian personnel responsible for $43 million of information systems, meteorological equipment, air traffic control and airfield landing systems. The squadron provides command, control, communication and computer support to the 19th Airlift Wing, 314th Airlift Wing and 29th Weapons School.
Number of information technology tickets closed since Jan. 5: 1,289
19th Civil Engineering Squadron:
Completed 628 work orders in March19th Security Forces Squadron:
Trained 1,179 Team Little Rock personnel on the M-16, M-9, M-4, M-249, M-240 and M-203 in support of Operation Iraqi
Freedom and Operation Enduring Freedom since Jan. 1
COMMENTARY>>Arming yourself for the social media cyber war
by Bob Oldham
19th Airlift Wing Public Affairs
Coming to a workstation computer screen near you in the very near future is the ability for Airmen to engage in social networking, but with that new capability, Airmen also accept an awesome amount of responsibility.
While there has been a lot of discussion about network security and preserving that “weapon system,” what we can’t get lost on is that Airmen and their family members still need clear guidance to succeed in the latest battle space.
Make no mistake. The information war is ongoing and is often engaged before and after actual hostilities have ended. While there might not be actual casualties in the battle for information supremacy, there can be real consequences for those who engage without being fully armed. No one deploys to Iraq or Afghanistan without proper training, so why engage social media without first checking out some do’s and don’ts? For your protection and guidance here are 10 rules to help prepare you before traveling the mine field that can be social media.
Rule No. 1. Information is classified for a reason. You don’t want to be the one caught putting military secrets online. In the Air Force, we practice security at the source. That means if you say it or post it, you’re responsible for it.
Rule No. 2. Stay in your lane; write about what you know. If you’re a C-130 crew chief, tell people how heavy those C-130 main tires are to handle. Believe it or not, every job has its cool factor. Crew chiefs: way cool.
Rule No. 3. Operational security, or OPSEC. This is another way to earn an express-lane trip to the commander’s office. I doubt that you want to break news on your blog that a specific unit is deploying on a specific day to a specific base for a specific number of days with a specificnumber of unit members. That’s a lot of handy information for the enemy. That said, family members should also be careful about what they post when their loved one is deployed. If you post it, consider that the enemy just read it.
Rule No. 4. Photos. Nothing is more distracting than a photo with someone not wearing the uniform properly. You’re in the Air Force; you’re not a cowboy in the wild, wild west. If the dress and appearance instruction doesn’t allow it, don’t photograph yourself in it. A quick way to overpower your message is with a poor, distracting photo. A great photo, however, can draw people in.
Rule No. 5. Videos. Most have probably seen a funny video of an Airman on a flightline dancing or doing something silly. Have you ever looked in the background to see what was going on? Videos can be very telling to the enemy. Oh, and if you want to shoot video on the base’s flightline or take pictures on the flightline, you need to coordinate with public affairs first.
Rule No. 6. Correct misinformation. If you know something online is inaccurate, then politely correct the record.
Rule No. 7. Use common sense. If you wouldn’t say it in front of your mother, then you probably shouldn’t post it. Also, be careful how much personal information you post online. Posting your address, phone number or other personally identifiable information online only helps those with bad intentions to cause you harm.
Rule No. 8. Don’t lie. If you don’t personally know it to be true, don’t say it or type it.
Rule No. 9. When in doubt, defer to public affairs for expert guidance.
Rule No. 10. See rule No. 1.
The enemy is already engaged in the battle space, and every Airman should engage there, too. After all, we’re all communicators.
19th Airlift Wing Public Affairs
Coming to a workstation computer screen near you in the very near future is the ability for Airmen to engage in social networking, but with that new capability, Airmen also accept an awesome amount of responsibility.
While there has been a lot of discussion about network security and preserving that “weapon system,” what we can’t get lost on is that Airmen and their family members still need clear guidance to succeed in the latest battle space.
Make no mistake. The information war is ongoing and is often engaged before and after actual hostilities have ended. While there might not be actual casualties in the battle for information supremacy, there can be real consequences for those who engage without being fully armed. No one deploys to Iraq or Afghanistan without proper training, so why engage social media without first checking out some do’s and don’ts? For your protection and guidance here are 10 rules to help prepare you before traveling the mine field that can be social media.
Rule No. 1. Information is classified for a reason. You don’t want to be the one caught putting military secrets online. In the Air Force, we practice security at the source. That means if you say it or post it, you’re responsible for it.
Rule No. 2. Stay in your lane; write about what you know. If you’re a C-130 crew chief, tell people how heavy those C-130 main tires are to handle. Believe it or not, every job has its cool factor. Crew chiefs: way cool.
Rule No. 3. Operational security, or OPSEC. This is another way to earn an express-lane trip to the commander’s office. I doubt that you want to break news on your blog that a specific unit is deploying on a specific day to a specific base for a specific number of days with a specificnumber of unit members. That’s a lot of handy information for the enemy. That said, family members should also be careful about what they post when their loved one is deployed. If you post it, consider that the enemy just read it.
Rule No. 4. Photos. Nothing is more distracting than a photo with someone not wearing the uniform properly. You’re in the Air Force; you’re not a cowboy in the wild, wild west. If the dress and appearance instruction doesn’t allow it, don’t photograph yourself in it. A quick way to overpower your message is with a poor, distracting photo. A great photo, however, can draw people in.
Rule No. 5. Videos. Most have probably seen a funny video of an Airman on a flightline dancing or doing something silly. Have you ever looked in the background to see what was going on? Videos can be very telling to the enemy. Oh, and if you want to shoot video on the base’s flightline or take pictures on the flightline, you need to coordinate with public affairs first.
Rule No. 6. Correct misinformation. If you know something online is inaccurate, then politely correct the record.
Rule No. 7. Use common sense. If you wouldn’t say it in front of your mother, then you probably shouldn’t post it. Also, be careful how much personal information you post online. Posting your address, phone number or other personally identifiable information online only helps those with bad intentions to cause you harm.
Rule No. 8. Don’t lie. If you don’t personally know it to be true, don’t say it or type it.
Rule No. 9. When in doubt, defer to public affairs for expert guidance.
Rule No. 10. See rule No. 1.
The enemy is already engaged in the battle space, and every Airman should engage there, too. After all, we’re all communicators.
TOP STORY > >Air Force officials reduce Palace Chase obligation
by Daniel Elkins
Air Force Personnel Center Public Affairs
RANDOLPH AIR FORCE BASE, Texas – Air Force officials here recently reduced the Reserve commitment for officers and enlisted members participating in Palace Chase temporarily as part of Air Force management measures to balance the force while meeting a congressionally mandated end strength.
The three-to-one officer and two-for-one enlisted Reserve obligation for each remaining year of active-duty service commitment have been reduced to a one-for-one commitment.
The expanded fiscal 2010 Palace Chase Program provides Airmen in select Air Force specialties an additional waiver for active-duty service commitment to transfer from active military service to the Air Reserve component.
Eligible Airmen may apply for the expanded waiver through June 30 and must separate from active duty by Sept. 1. The obligation reduction does not apply to members separating under regular Palace Chase guidelines.
“Palace Chase allows the total force to retain critical skills and training invested in the development of Airmen and provides them a means to continue serving,” said Senior Master Sgt. Cindy Clendenen, the Palace Chase Program superintendent at the
Air Force Personnel Center here. “The decreased mobility also allows Airmen to maintain stability for their families.”
Senior Master Sgt. Sean Strong, the Western Sector superintendent for Air National Guard in-service recruiting, said family and education top the list of reasons why people choose Palace Chase.
“Many active-duty members want to pursue a college degree full time, which can be tough to do given the active-duty operations tempo, shift work and permanent changes of station,” Sergeant Strong said. “Just as many are looking to separate so they can be near loved ones again, settle down or start a new career.”
Other advantages include having control over where one chooses to live, and the flexibility of serving just two days a month and 15 days of annual training per year, he said.
Keeping that sense of military camaraderie with a new level of freedom and independence along with retaining access to most of the military benefits they enjoy now are also key factors why Airmen choose to continue their service in the Reserve or Guard, Sergeant Strong said.
Air Force leaders in November initially expanded Palace Chase transfers by waiving active-duty service commitments to allow officers to voluntarily fulfill their commitment through the Air Force Reserve and Air National Guard as a force management measure to help meet a fiscal 2010 end strength of 331,700. However, an insufficient response to the program led Air Force officials to retool the transfer obligation period as part of their expanded measures announced March 25 and appeal to a wider number of Airmen, including enlisted.
One Airman taking advantage of the opportunity to separate from active duty early is Capt. Nicole Hagerman, the aircraft maintenance unit officer in charge for the 57th Aircraft Maintenance Squadron at Nellis Air Force Base, Nev. Among her considerations, what appealed most to the five-year veteran was a chance to be closer to home while still serving in the Air Force at Grissom Air Reserve Base, Ind.
“It all really depends on what the individual is looking for,” Captain Hagerman said. “I am looking to get closer to my family and start a family of my own. It is sad leaving active duty, but exciting about starting a new life.”
Sergeant Clendenen said she recommends the first step members should take if interested in Palace Chase is to contact an in-service recruiter for additional information on the program.
Reserve in-service recruiters arelocated at every military personnel section. Master Sgt. Mitchell Randle, Little Rock Air Force Base Reserve Recruiter, can be contacted at 987-7188 or e-mailed at Mitchell.randle@littlerock.af.mil.
The Air National Guard has in-service recruiters at 24 bases, including Little Rock AFB. See Master Sgt. Ken Esaw, (501) 246-9224, about opportunities in the ANG, or visit www.goang.com.
1st Lt. Danielle Hummert of Malmstrom AFB, Mont., also recommended talking with someone who went through the process and remaining patient.
“Each step in the process takes time. It can be a little overwhelming trying to navigate each step and ensuring the application is received by AFPC with all of the requirements,” she said. “Bottom line, talk to the in-service recruiter frequently, read all of the application instructions, and be proactive. You are the only person that is most concerned about your future.”
As a military personnel section program manager for the 341st Mission Support Group, Lieutenant Hummert had conducted a few re-enlistment ceremonies for the Reserve in-service recruiter at Malmstrom AFB before asking him to explain Palace Chase in greater detail.
“The thing that appealed to me the most about this program was the fact that I could still serve in the Air Force part time while being able to pursue a second career or go back to school,” she said.
She admitted that leaving active duty was the most difficult part of her decision, but lists family as foremost among reasons for joining the Reserve. Other considerations she cited in her decision included job security in an intimidating civilian job market, financial concerns and the challenges of her husband also serving on active duty.
“Deciding to serve was one of the best decisions I have made,” Lieutenant Hummert said. “It is difficult to think about life without the Air Force being a huge part of it.” Lieutenant Hummert separates in June after three years of service and will be assigned to the 940th Reserve Wing at Beale AFB, Calif. “However, the Air Force instilled in me many marketable leadership and management skills that I’m sure will pay off.”
Separations officials at AFPC said they will approve applications based on Air Force specialty manning in order to preserve minimum sustainment levels. Consideration of the expanded waiver for those previously approved for Palace Chase under force management will be made on a case-by-case basis considering the best interest of the Air Force.
Eligible Airmen may submit Palace Chase applications using the online application located on the Virtual Military Personnel Flight. To learn more about eligibility criteria for Palace Chase and any possible restrictions under force management, visit the AFPC personnel services Web site or call the Total Force Service Center at (800) 525-0102.
Air Force Personnel Center Public Affairs
RANDOLPH AIR FORCE BASE, Texas – Air Force officials here recently reduced the Reserve commitment for officers and enlisted members participating in Palace Chase temporarily as part of Air Force management measures to balance the force while meeting a congressionally mandated end strength.
The three-to-one officer and two-for-one enlisted Reserve obligation for each remaining year of active-duty service commitment have been reduced to a one-for-one commitment.
The expanded fiscal 2010 Palace Chase Program provides Airmen in select Air Force specialties an additional waiver for active-duty service commitment to transfer from active military service to the Air Reserve component.
Eligible Airmen may apply for the expanded waiver through June 30 and must separate from active duty by Sept. 1. The obligation reduction does not apply to members separating under regular Palace Chase guidelines.
“Palace Chase allows the total force to retain critical skills and training invested in the development of Airmen and provides them a means to continue serving,” said Senior Master Sgt. Cindy Clendenen, the Palace Chase Program superintendent at the
Air Force Personnel Center here. “The decreased mobility also allows Airmen to maintain stability for their families.”
Senior Master Sgt. Sean Strong, the Western Sector superintendent for Air National Guard in-service recruiting, said family and education top the list of reasons why people choose Palace Chase.
“Many active-duty members want to pursue a college degree full time, which can be tough to do given the active-duty operations tempo, shift work and permanent changes of station,” Sergeant Strong said. “Just as many are looking to separate so they can be near loved ones again, settle down or start a new career.”
Other advantages include having control over where one chooses to live, and the flexibility of serving just two days a month and 15 days of annual training per year, he said.
Keeping that sense of military camaraderie with a new level of freedom and independence along with retaining access to most of the military benefits they enjoy now are also key factors why Airmen choose to continue their service in the Reserve or Guard, Sergeant Strong said.
Air Force leaders in November initially expanded Palace Chase transfers by waiving active-duty service commitments to allow officers to voluntarily fulfill their commitment through the Air Force Reserve and Air National Guard as a force management measure to help meet a fiscal 2010 end strength of 331,700. However, an insufficient response to the program led Air Force officials to retool the transfer obligation period as part of their expanded measures announced March 25 and appeal to a wider number of Airmen, including enlisted.
One Airman taking advantage of the opportunity to separate from active duty early is Capt. Nicole Hagerman, the aircraft maintenance unit officer in charge for the 57th Aircraft Maintenance Squadron at Nellis Air Force Base, Nev. Among her considerations, what appealed most to the five-year veteran was a chance to be closer to home while still serving in the Air Force at Grissom Air Reserve Base, Ind.
“It all really depends on what the individual is looking for,” Captain Hagerman said. “I am looking to get closer to my family and start a family of my own. It is sad leaving active duty, but exciting about starting a new life.”
Sergeant Clendenen said she recommends the first step members should take if interested in Palace Chase is to contact an in-service recruiter for additional information on the program.
Reserve in-service recruiters arelocated at every military personnel section. Master Sgt. Mitchell Randle, Little Rock Air Force Base Reserve Recruiter, can be contacted at 987-7188 or e-mailed at Mitchell.randle@littlerock.af.mil.
The Air National Guard has in-service recruiters at 24 bases, including Little Rock AFB. See Master Sgt. Ken Esaw, (501) 246-9224, about opportunities in the ANG, or visit www.goang.com.
1st Lt. Danielle Hummert of Malmstrom AFB, Mont., also recommended talking with someone who went through the process and remaining patient.
“Each step in the process takes time. It can be a little overwhelming trying to navigate each step and ensuring the application is received by AFPC with all of the requirements,” she said. “Bottom line, talk to the in-service recruiter frequently, read all of the application instructions, and be proactive. You are the only person that is most concerned about your future.”
As a military personnel section program manager for the 341st Mission Support Group, Lieutenant Hummert had conducted a few re-enlistment ceremonies for the Reserve in-service recruiter at Malmstrom AFB before asking him to explain Palace Chase in greater detail.
“The thing that appealed to me the most about this program was the fact that I could still serve in the Air Force part time while being able to pursue a second career or go back to school,” she said.
She admitted that leaving active duty was the most difficult part of her decision, but lists family as foremost among reasons for joining the Reserve. Other considerations she cited in her decision included job security in an intimidating civilian job market, financial concerns and the challenges of her husband also serving on active duty.
“Deciding to serve was one of the best decisions I have made,” Lieutenant Hummert said. “It is difficult to think about life without the Air Force being a huge part of it.” Lieutenant Hummert separates in June after three years of service and will be assigned to the 940th Reserve Wing at Beale AFB, Calif. “However, the Air Force instilled in me many marketable leadership and management skills that I’m sure will pay off.”
Separations officials at AFPC said they will approve applications based on Air Force specialty manning in order to preserve minimum sustainment levels. Consideration of the expanded waiver for those previously approved for Palace Chase under force management will be made on a case-by-case basis considering the best interest of the Air Force.
Eligible Airmen may submit Palace Chase applications using the online application located on the Virtual Military Personnel Flight. To learn more about eligibility criteria for Palace Chase and any possible restrictions under force management, visit the AFPC personnel services Web site or call the Total Force Service Center at (800) 525-0102.
Thursday, April 15, 2010
COMMENTARY>>Team Little Rock award winners
Maj. Sean Barden, 48th Airlift Squadron, won the Air Education and Training Command 2009 General Robert “Dutch” Huyser Award in the pilot category.
Master Sgt. Joey Thomas, 62nd Airlift Squadron, won the Air Education and Training Command 2009 General Robert “Dutch” Huyser Award in the flight engineer category.
Staff Sgt. Lance Stump, 62nd AS, won the Air Education and Training Command 2009 General Robert “Dutch” Huyser Award in the loadmaster category.
Master Sgt. Reginald Lytch, 19th Component Maintenance Squadron, won the Maintenance Professional of the Year Award in the senior NCO category.
Master Sgt. Wendell Perkins, 19th Aircraft Maintenance Squadron, won the Outstanding Professional of the Year Award in the senior NCO category.
Tech. Sgt. Eric Turner, 19th AMXS, won the Outstanding Professional of the Year Award in the NCO category.
Senior Airman Adam Gibson, 19th Maintenance Operations Squadron, won the Outstanding Professional of the Year Award in the airman category.
Willie Goodwin, 19th MXG, won the Civilian of the Year Award
Tech. Sgt. Eric Turner, 19th AMXS, won the Outstanding Professional of the Year Award in the NCO category.
Tech. Sgt. Michael O’Donnell, 19th AMXS, won the Maintenance Professional of the Year Award in the NCO category.
Staff Sgt. Fordon Grgurich, 19 AMXS, won the Crew Chief of the Year Award.
Senior Airman Joshua Dunkin, 19th AMXS, won the Maintenance Professional of the Year Award in the airman category.
Master Sgt. Joey Thomas, 62nd Airlift Squadron, won the Air Education and Training Command 2009 General Robert “Dutch” Huyser Award in the flight engineer category.
Staff Sgt. Lance Stump, 62nd AS, won the Air Education and Training Command 2009 General Robert “Dutch” Huyser Award in the loadmaster category.
Master Sgt. Reginald Lytch, 19th Component Maintenance Squadron, won the Maintenance Professional of the Year Award in the senior NCO category.
Master Sgt. Wendell Perkins, 19th Aircraft Maintenance Squadron, won the Outstanding Professional of the Year Award in the senior NCO category.
Tech. Sgt. Eric Turner, 19th AMXS, won the Outstanding Professional of the Year Award in the NCO category.
Senior Airman Adam Gibson, 19th Maintenance Operations Squadron, won the Outstanding Professional of the Year Award in the airman category.
Willie Goodwin, 19th MXG, won the Civilian of the Year Award
Tech. Sgt. Eric Turner, 19th AMXS, won the Outstanding Professional of the Year Award in the NCO category.
Tech. Sgt. Michael O’Donnell, 19th AMXS, won the Maintenance Professional of the Year Award in the NCO category.
Staff Sgt. Fordon Grgurich, 19 AMXS, won the Crew Chief of the Year Award.
Senior Airman Joshua Dunkin, 19th AMXS, won the Maintenance Professional of the Year Award in the airman category.
COMMENTARY>>Take time to make time
by Lt. Col. Steven James
314th Maintenance Group deputy commander
My grandfather passed away last year and this loss made me question my priorities. I was blessed to see him before he died, but I missed a tremendous opportunity when the entire family gathered earlier that summer to celebrate my grandparents’ 65th wedding anniversary. I was too busy to attend with an upcoming move and work priorities. I thought I had more time and would definitely attend the next gathering ... but I was the only grandchild who missed this celebration.
You can probably imagine the regret I felt being the odd man out. My grandfather was an important part of my upbringing and he made valuable investments into my life. I decided to turn that regret into action by taking my 14-year old daughter on a road trip. Those of you who have teenagers will understand the increasing difficulty of communication and relationship between parents and their children during their teenage years. I, too, was feeling somewhat helpless when I decided to brave 1,900 miles of highway and interstate to attend the Big Ten conference wrestling tournament in Ann Arbor, Mich. My daughter knew nothing about wrestling before this trip, but we cheered together until we lost our voices, and we toured Hillsdale College on the trip home. We created some great memories and I made an investment in our relationship.
The importance of assessing priorities and making time to invest in those priorities also extends to our Air Force family.
Mentoring Airmen and making investments into their lives can be difficult because there never seems to be enough time to overcome the competing priorities of work, family, friends and personal interests. I am blessed because others have made time to invest in my life, and I multiply this blessing when I follow this example and invest in others. I challenge you to make time for the top priorities in your life ... invest in someone else.
314th Maintenance Group deputy commander
My grandfather passed away last year and this loss made me question my priorities. I was blessed to see him before he died, but I missed a tremendous opportunity when the entire family gathered earlier that summer to celebrate my grandparents’ 65th wedding anniversary. I was too busy to attend with an upcoming move and work priorities. I thought I had more time and would definitely attend the next gathering ... but I was the only grandchild who missed this celebration.
You can probably imagine the regret I felt being the odd man out. My grandfather was an important part of my upbringing and he made valuable investments into my life. I decided to turn that regret into action by taking my 14-year old daughter on a road trip. Those of you who have teenagers will understand the increasing difficulty of communication and relationship between parents and their children during their teenage years. I, too, was feeling somewhat helpless when I decided to brave 1,900 miles of highway and interstate to attend the Big Ten conference wrestling tournament in Ann Arbor, Mich. My daughter knew nothing about wrestling before this trip, but we cheered together until we lost our voices, and we toured Hillsdale College on the trip home. We created some great memories and I made an investment in our relationship.
The importance of assessing priorities and making time to invest in those priorities also extends to our Air Force family.
Mentoring Airmen and making investments into their lives can be difficult because there never seems to be enough time to overcome the competing priorities of work, family, friends and personal interests. I am blessed because others have made time to invest in my life, and I multiply this blessing when I follow this example and invest in others. I challenge you to make time for the top priorities in your life ... invest in someone else.
COMMENTARY>>Fight for your feedback
by Chief Master Sgt. Charles Fletcher
314th Maintenance Group superintendent
Conducting performance feedback is one of the most important aspects of Airmen development but one that is widely neglected. The success of our goal-oriented performance appraisal system is based on setting attainable goals, mentoring, reinforcing positive behaviors, giving immediate and honest feedback, as well as developing an accurate goal-based rewards system which is essential to the ultimate success of our Airmen and U.S. Air Force.
No matter where you are in an organization, performance feedback is essential to your professional growth. For our junior enlisted Airmen, feedback is most important to get them acclimated to military life and set standards and goals for them to strive for. Our junior NCOs need constant feedback on how they should lead our Airmen and progress in their own careers. Senior NCOs need feedback on how to develop their subordinates and how to lead their work centers. And, believe it or not, chief master sergeants need feedback too. Sometimes, the higher you are in an organization the less feedback you actually get. Bottom line, everyone needs feedback.
There are many things that get in the way of feedback, but none are acceptable. Not only is it an Air Force requirement but it is critical to the professional growth of our Airmen. Many times supervisors gloss over feedbacks but don’t really go into depth on where and how an Airman can improve. Many supervisors find giving negative feedback is uncomfortable and as a result they avoid it.
Feedback must be honest, timely and comprehensive in order for it to be effective. Discussing goals, how subordinate performance stacks against peers, and specific behaviors required for improvement is necessary to propel Airman to higher levels. This feedback needs to happen at specific intervals, per Air Force instructions, but that shouldn’t tie supervisors hands.
You should give feedback any time you think it is needed and not only for negative behavior but just as importantly to reinforce positive performance. Also, keep in mind that feedback isn’t limited to just the written form. Some of the most important feedback can take place during normal everyday conversation.
Remember, as the subordinate you can ask for feedback anytime. In fact, if you are unclear on expectations and direction I highly encourage you to do just that. Grab your supervisor and ask for a feedback. In fact you should fight for feedback often.
Don’t wait until your performance report is due to realize that you have missed the mark. You are responsible for knowing where your performance stands and what is required for you to become successful and excel.
314th Maintenance Group superintendent
Conducting performance feedback is one of the most important aspects of Airmen development but one that is widely neglected. The success of our goal-oriented performance appraisal system is based on setting attainable goals, mentoring, reinforcing positive behaviors, giving immediate and honest feedback, as well as developing an accurate goal-based rewards system which is essential to the ultimate success of our Airmen and U.S. Air Force.
No matter where you are in an organization, performance feedback is essential to your professional growth. For our junior enlisted Airmen, feedback is most important to get them acclimated to military life and set standards and goals for them to strive for. Our junior NCOs need constant feedback on how they should lead our Airmen and progress in their own careers. Senior NCOs need feedback on how to develop their subordinates and how to lead their work centers. And, believe it or not, chief master sergeants need feedback too. Sometimes, the higher you are in an organization the less feedback you actually get. Bottom line, everyone needs feedback.
There are many things that get in the way of feedback, but none are acceptable. Not only is it an Air Force requirement but it is critical to the professional growth of our Airmen. Many times supervisors gloss over feedbacks but don’t really go into depth on where and how an Airman can improve. Many supervisors find giving negative feedback is uncomfortable and as a result they avoid it.
Feedback must be honest, timely and comprehensive in order for it to be effective. Discussing goals, how subordinate performance stacks against peers, and specific behaviors required for improvement is necessary to propel Airman to higher levels. This feedback needs to happen at specific intervals, per Air Force instructions, but that shouldn’t tie supervisors hands.
You should give feedback any time you think it is needed and not only for negative behavior but just as importantly to reinforce positive performance. Also, keep in mind that feedback isn’t limited to just the written form. Some of the most important feedback can take place during normal everyday conversation.
Remember, as the subordinate you can ask for feedback anytime. In fact, if you are unclear on expectations and direction I highly encourage you to do just that. Grab your supervisor and ask for a feedback. In fact you should fight for feedback often.
Don’t wait until your performance report is due to realize that you have missed the mark. You are responsible for knowing where your performance stands and what is required for you to become successful and excel.
COMMENTARY>>Submitting ideas for facilities on base
Question: If someone has an idea or suggestion for a facility on base, how would they go about submitting their idea? Is there a number to call, e-mail address, etc.?
Answer: Thank you for your interest in making our base a great place to live, work and play. I appreciate you leaning forward to improve our installation. All facility-related improvement requests are addressed through your facility manager. Your facility manager will help you submit an Air Force Form 332, civil engineer work order request. This will allow you to either make the improvements you desire through the self help program or to request 19th Civil Engineering Squadron labor or contract support to address your concerns or ideas. If your idea pertains to common areas on base such as base parks, running paths or sports facilities, you have several options. These include submitting an AF Form 332, your chain of command or contacting the owning agency. If you’re not a military member, your best option is to work through your spouse’s facility manager for assistance. Please make your ideas known. If you have an idea to improve something, help us get it done. Your ideas are what makes us the best base in the Air Force. Combat Airlift!
Answer: Thank you for your interest in making our base a great place to live, work and play. I appreciate you leaning forward to improve our installation. All facility-related improvement requests are addressed through your facility manager. Your facility manager will help you submit an Air Force Form 332, civil engineer work order request. This will allow you to either make the improvements you desire through the self help program or to request 19th Civil Engineering Squadron labor or contract support to address your concerns or ideas. If your idea pertains to common areas on base such as base parks, running paths or sports facilities, you have several options. These include submitting an AF Form 332, your chain of command or contacting the owning agency. If you’re not a military member, your best option is to work through your spouse’s facility manager for assistance. Please make your ideas known. If you have an idea to improve something, help us get it done. Your ideas are what makes us the best base in the Air Force. Combat Airlift!
COMMENTARY>>TEAM LITTLE ROCK SAYS GOODBYE TO SERGEANT HUNT
Team Little Rock said goodbye to one of its own Thursday when Staff Sgt. Myron Hunt, 19th Logistics Readiness Squadron, was memorialized at a funeral at the base chapel here.
“Myron’s loss is a reminder to us of how precious life is,” said Lt. Col. John Winkler, 19th LRS commander. “Despite the loss of one of our finest Airmen, it is also an opportunity, an opportunity to tell someone you love them, to give someone you love a hug or to ask a friend or co-worker how they’re doing.
“I say this for two reasons,” the commander said. “First, you should never pass up an opportunity to tell or show someone you care.
Second, if you knew Myron or had the honor to work with him, you would know that he led this way, and this is what Myron would want us to do.”
Sergeant Hunt passed away at his home on Saturday. He is survived by his wife, Staff Sgt. Amber Hunt, 19th Comptroller Squadron, and his daughter, Madison.
“Myron’s loss is a reminder to us of how precious life is,” said Lt. Col. John Winkler, 19th LRS commander. “Despite the loss of one of our finest Airmen, it is also an opportunity, an opportunity to tell someone you love them, to give someone you love a hug or to ask a friend or co-worker how they’re doing.
“I say this for two reasons,” the commander said. “First, you should never pass up an opportunity to tell or show someone you care.
Second, if you knew Myron or had the honor to work with him, you would know that he led this way, and this is what Myron would want us to do.”
Sergeant Hunt passed away at his home on Saturday. He is survived by his wife, Staff Sgt. Amber Hunt, 19th Comptroller Squadron, and his daughter, Madison.
COMMENTARY>>AMC Airmen are outstanding
by Gen. Raymond E. John, Jr.
Air Mobility Command commander
SCOTT AIR FORCE BASE, Ill. – Please join me in congratulating our Air Mobility Command Outstanding Airmen of the Year and First Sergeant of the Year.
These Airmen have done an incredible job serving our nation, and I’m inspired by their selfless, behind the scenes efforts that support our mission on a daily basis. It takes a great personal commitment on their part, and I couldn’t be more proud of them.
I know each of our Outstanding Airmen will attest they couldn’t have earned this honor on their own. Instead, it is the collective support of the entire mobility family that has propelled these individuals along their path of success. From supervisors who recognized their superlative efforts, to coworkers who encouraged them to stretch and grow, these Air Force leaders have gratefully benefitted from an extraordinary support network.
Speaking of support networks, we must never forget the families who kept the home front going when these Airmen were asked to pack their bags and deploy on a moment’s notice. Military families are truly the unsung heroes, and these Airmen simply could not have done this without them.
So please congratulate these fantastic Mobility Warriors as they represent the best of the best in Air Mobility Command:
Airman Category:
Senior Airman Samuel A. Siewert, of the 437th Airlift Wing, Joint Base Charleston, S.C.
NCO Category:
Tech Sgt. Mary L. Richardson, of the 60th Air Mobility Wing, Travis AFB, Calif.
Senior NCO Category:
Master Sgt. Joseph T. Kazimer, of the U.S. Air Force Expeditionary Center, Joint Base McGuire-Dix-Lakehurst, N.J.
First Sergeant Category:
Master Sgt. Danny L. Davis, of the 43rd Airlift Wing, Pope AFB, N.C.
Air Mobility Command commander
SCOTT AIR FORCE BASE, Ill. – Please join me in congratulating our Air Mobility Command Outstanding Airmen of the Year and First Sergeant of the Year.
These Airmen have done an incredible job serving our nation, and I’m inspired by their selfless, behind the scenes efforts that support our mission on a daily basis. It takes a great personal commitment on their part, and I couldn’t be more proud of them.
I know each of our Outstanding Airmen will attest they couldn’t have earned this honor on their own. Instead, it is the collective support of the entire mobility family that has propelled these individuals along their path of success. From supervisors who recognized their superlative efforts, to coworkers who encouraged them to stretch and grow, these Air Force leaders have gratefully benefitted from an extraordinary support network.
Speaking of support networks, we must never forget the families who kept the home front going when these Airmen were asked to pack their bags and deploy on a moment’s notice. Military families are truly the unsung heroes, and these Airmen simply could not have done this without them.
So please congratulate these fantastic Mobility Warriors as they represent the best of the best in Air Mobility Command:
Airman Category:
Senior Airman Samuel A. Siewert, of the 437th Airlift Wing, Joint Base Charleston, S.C.
NCO Category:
Tech Sgt. Mary L. Richardson, of the 60th Air Mobility Wing, Travis AFB, Calif.
Senior NCO Category:
Master Sgt. Joseph T. Kazimer, of the U.S. Air Force Expeditionary Center, Joint Base McGuire-Dix-Lakehurst, N.J.
First Sergeant Category:
Master Sgt. Danny L. Davis, of the 43rd Airlift Wing, Pope AFB, N.C.
COMMENTARY>>UCI and LCAP: It’s game time!
by Col. Gregory S. Otey
19th Airlift Wing commander
Black Knights, it’s game time and we are playoff and Super Bowl ready! The inspection team from Air Mobility Command begins arriving this weekend to give us a Unit Compliance Inspection and Logistics Compliance Assessment Program.
You’ve spent months scouring checklists and reviewing processes, tightening up an already well-run wing capable of delivering Combat Airlift anywhere in the world, and your efforts haven’t gone unnoticed.
I know, at times, it’s been trying and perhaps even maddening, but you’ve pushed through it like the professional, competent Airmen you are. I’ve never been prouder than I am right now, because I know that once UCI and LCAP are over, the inspectors are going to have a new appreciation for what the Black Knights bring to the fight.
Our mission is to deliver C-130 Combat Airlift. We’re doing that, and we have a long, proven record of it. Just look at our operations in Kandahar, Afghanistan. Look at our long-term presence at Joint Base Balad, Iraq. You surged forward to extend a humanitarian hand to the people of Haiti after that country’s devastating earthquake earlier this year. All while continuing to support war fighters in Iraq and Afghanistan.
I’m confident when I say that we’re the best C-130 airlift wing in the world. The reason I’m so confident is because of you and what you do on a daily basis to produce C-130 Combat Airlift – and we’ve got a trophy from the 2009 Air Mobility Command Rodeo that says so. We’ve also got some of the best maintenance personnel in the Air Force. We’re picking up an award next week at the Pentagon that says the men and women of the 19th Aircraft Maintenance Squadron are the best in the Air Force at what they do.
You see, you’re already doing what you need to do. You’re proving it on a daily basis. These inspections are going to validate how well we dot the “i’s” and cross the “t’s” and are in compliance with laws and directives. Undoubtedly, we will learn some lessons. It’s difficult to do 100 percent of the job all the time when roughly 15 percent of our wing is deployed at any given time. But these are different times, and leaders find ways to adapt and overcome.
We’ve also got the best community support around the command. Our base’s community council, which represents eight Central Arkansas cities, won the coveted Abilene Trophy. That doesn’t happen overnight. This base has had a long, sustained level of support, but it’s not just one way. They show their support because you are involved in your local communities, coaching ball teams, volunteering for community service projects and generally being good neighbors. It’s your one-on-one interaction outside the fence that makes the difference.
It’s also going to be your one-on-one interaction with inspectors that proves and shows your excellence. Pump your chests out, stand tall, and show them why we’re the best C-130 airlift wing in the world. I am very proud to be your commander. BK 01 – Combat Airlift!
19th Airlift Wing commander
Black Knights, it’s game time and we are playoff and Super Bowl ready! The inspection team from Air Mobility Command begins arriving this weekend to give us a Unit Compliance Inspection and Logistics Compliance Assessment Program.
You’ve spent months scouring checklists and reviewing processes, tightening up an already well-run wing capable of delivering Combat Airlift anywhere in the world, and your efforts haven’t gone unnoticed.
I know, at times, it’s been trying and perhaps even maddening, but you’ve pushed through it like the professional, competent Airmen you are. I’ve never been prouder than I am right now, because I know that once UCI and LCAP are over, the inspectors are going to have a new appreciation for what the Black Knights bring to the fight.
Our mission is to deliver C-130 Combat Airlift. We’re doing that, and we have a long, proven record of it. Just look at our operations in Kandahar, Afghanistan. Look at our long-term presence at Joint Base Balad, Iraq. You surged forward to extend a humanitarian hand to the people of Haiti after that country’s devastating earthquake earlier this year. All while continuing to support war fighters in Iraq and Afghanistan.
I’m confident when I say that we’re the best C-130 airlift wing in the world. The reason I’m so confident is because of you and what you do on a daily basis to produce C-130 Combat Airlift – and we’ve got a trophy from the 2009 Air Mobility Command Rodeo that says so. We’ve also got some of the best maintenance personnel in the Air Force. We’re picking up an award next week at the Pentagon that says the men and women of the 19th Aircraft Maintenance Squadron are the best in the Air Force at what they do.
You see, you’re already doing what you need to do. You’re proving it on a daily basis. These inspections are going to validate how well we dot the “i’s” and cross the “t’s” and are in compliance with laws and directives. Undoubtedly, we will learn some lessons. It’s difficult to do 100 percent of the job all the time when roughly 15 percent of our wing is deployed at any given time. But these are different times, and leaders find ways to adapt and overcome.
We’ve also got the best community support around the command. Our base’s community council, which represents eight Central Arkansas cities, won the coveted Abilene Trophy. That doesn’t happen overnight. This base has had a long, sustained level of support, but it’s not just one way. They show their support because you are involved in your local communities, coaching ball teams, volunteering for community service projects and generally being good neighbors. It’s your one-on-one interaction outside the fence that makes the difference.
It’s also going to be your one-on-one interaction with inspectors that proves and shows your excellence. Pump your chests out, stand tall, and show them why we’re the best C-130 airlift wing in the world. I am very proud to be your commander. BK 01 – Combat Airlift!
TOP STORY > >Base telephone operators hang up after 28-plus years of service
by Senior Airman Steele C. G. Britton
19th Airlift Wing Public Affairs
Little Rock Air Force Base will be saying good-bye to two 19th Communications Squadron employees after Air Mobility Command centralized base operator functions to Travis Air Force Base, Calif.
Many callers have become accustomed to the gentle voices of 19th CS switchboard Operators Seven and Four.
Lavernia Johnson, more affectionately known as “Nana”, is the person behind the voice of Operator Seven and has provided first-rate customer service for 36 years.
Gail Munn, a four-year U.S. Air Force veteran, is the voice of Operator Four, and has also provided outstanding support for the past 28 years.
“These ladies went above and beyond in providing a kind voice and telephone numbers to numerous callers,” said Capt. Frank
Theising, 19th CS Operations Flight commander.
These local operators have seen many changes over the years through different telephone systems.
“When I started as a telephone operator, we worked with the cord board which was interesting at the time because we thought we were high-tech then, but it’s very different from what we are using today,” said Mrs. Johnson.
In 1983, a new era for telephone operator service at Little Rock AFB was introduced when an electronic switching device committed to one call at a time was replaced with a high-speed digital switch. This upgrade brought call waiting, call forwarding, station speed calling and third-party conference calls to the base. It was the first digital switch installed in Arkansas and it transformed telephone operations to meet the demands of customers for the next three decades.
“It’s no secret these ladies were a human phonebook, able to recite telephone numbers as well as the location and directions to any building on base,” said Captain Theising. “Mrs. Johnson and Mrs. Munn extended loving care to deployed members who desperately needed to contact a spouse or family member. Family emergencies were handled as if they were their own; they took great care to get the best connection for all parties involved.”
“I’ve always been a people-person which made the job so enjoyable and why I’ve stayed with it so long. Sometimes going the extra mile to connect a husband or wife that is deployed is all it takes. It was a good feeling knowing that you’ve connected people that are deployed and it was really nice when they came by and thanked us for helping them stay in contact with loved ones,” Mrs. Johnson said.
Mrs. Munn and Mrs. Johnson both agreed that at times they’ve taken on the role as a counselor when trying to connect distraught family members who wanted to reach a loved one on base. Even when a little amount of information is given, these customer service professionals took time to connect a caller who wanted to talk to ‘the guy who wears a green uniform and drives a red truck’.
“Being a military spouse, it was a good feeling to be able to connect those that are deployed so easily so that they can hear each other’s voices, compared to when we would just have mail to depend on. We would go months without hearing our spouse’s voices but it felt good for somebody else to be able to make the phone call and that we were able to help them do that,” said Mrs. Munn.
Wednesday, the telephone operators witnessed the next step forward as Little Rock calls began their transition to a single call center at Travis Air Force Base, Calif.
“As Team Little Rock finishes the final chapter for Little Rock AFB operators, we wish them well on the occasion of their retirement and are truly grateful for their time here as members of the 19th Communications Squadron, they truly will be missed,” said Captain Theising.
19th Airlift Wing Public Affairs
Little Rock Air Force Base will be saying good-bye to two 19th Communications Squadron employees after Air Mobility Command centralized base operator functions to Travis Air Force Base, Calif.
Many callers have become accustomed to the gentle voices of 19th CS switchboard Operators Seven and Four.
Lavernia Johnson, more affectionately known as “Nana”, is the person behind the voice of Operator Seven and has provided first-rate customer service for 36 years.
Gail Munn, a four-year U.S. Air Force veteran, is the voice of Operator Four, and has also provided outstanding support for the past 28 years.
“These ladies went above and beyond in providing a kind voice and telephone numbers to numerous callers,” said Capt. Frank
Theising, 19th CS Operations Flight commander.
These local operators have seen many changes over the years through different telephone systems.
“When I started as a telephone operator, we worked with the cord board which was interesting at the time because we thought we were high-tech then, but it’s very different from what we are using today,” said Mrs. Johnson.
In 1983, a new era for telephone operator service at Little Rock AFB was introduced when an electronic switching device committed to one call at a time was replaced with a high-speed digital switch. This upgrade brought call waiting, call forwarding, station speed calling and third-party conference calls to the base. It was the first digital switch installed in Arkansas and it transformed telephone operations to meet the demands of customers for the next three decades.
“It’s no secret these ladies were a human phonebook, able to recite telephone numbers as well as the location and directions to any building on base,” said Captain Theising. “Mrs. Johnson and Mrs. Munn extended loving care to deployed members who desperately needed to contact a spouse or family member. Family emergencies were handled as if they were their own; they took great care to get the best connection for all parties involved.”
“I’ve always been a people-person which made the job so enjoyable and why I’ve stayed with it so long. Sometimes going the extra mile to connect a husband or wife that is deployed is all it takes. It was a good feeling knowing that you’ve connected people that are deployed and it was really nice when they came by and thanked us for helping them stay in contact with loved ones,” Mrs. Johnson said.
Mrs. Munn and Mrs. Johnson both agreed that at times they’ve taken on the role as a counselor when trying to connect distraught family members who wanted to reach a loved one on base. Even when a little amount of information is given, these customer service professionals took time to connect a caller who wanted to talk to ‘the guy who wears a green uniform and drives a red truck’.
“Being a military spouse, it was a good feeling to be able to connect those that are deployed so easily so that they can hear each other’s voices, compared to when we would just have mail to depend on. We would go months without hearing our spouse’s voices but it felt good for somebody else to be able to make the phone call and that we were able to help them do that,” said Mrs. Munn.
Wednesday, the telephone operators witnessed the next step forward as Little Rock calls began their transition to a single call center at Travis Air Force Base, Calif.
“As Team Little Rock finishes the final chapter for Little Rock AFB operators, we wish them well on the occasion of their retirement and are truly grateful for their time here as members of the 19th Communications Squadron, they truly will be missed,” said Captain Theising.
Thursday, April 8, 2010
COMMENTARY>>Remembering a World War II commander
by Chris Rumley
314th Airlift Wing historian
Today, the 314th Airlift Wing remembers its World War II commander, Col. Clayton Stiles. On April 9, 1943, 67 years ago today, Colonel Stiles took command of the 314th Troop Carrier Group at Lawson Field, Ga. - he was 35 years old. The 314th TCG’s new commander was already a seasoned leader, having served in both infantry and field artillery units with the Army.
He began his flying career in 1928, after passing the Flying Cadet examination, and finished his flight training at Kelly Field, Texas, in 1930. From the summer of 1931 until May, 1942, he gained valuable flying experience; first with Delta Airlines, dusting cotton in Texas and then flying commuter flights in the east and Midwest for United Airlines.
Upon taking command, the colonel’s first order of business was to move the entire group including a headquarters unit, four flying squadrons, maintainers, mechanics, support personnel and anexhausting supply of aircraft and equipment from the United States to North Africa. The group arrived in late May, 1943, and from this staging ground, began preparing for their first World War II mission. The young pilots in the 314th TCG, most of them 19 - 23 years old, looked to Colonel Stiles for leadership. The good colonel didn’t let them down and flew the lead ship during every major campaign from Operation Husky in 1943 to Operation Varsity in 1945.
Colonel Stiles led the group on one of the few accurate paratroop drops during Operation Husky - the invasion of Sicily. After the drops, he and his crew were shot down by enemy fire and spent five hours in rubber life rafts before being rescued at sea and returned to their unit.
On the night of June 5, 1944, during Operation Neptune - the D-Day paratroop landings in Normandy, Colonel Stiles once again flew the lead plane. Upon seeing the wall of clouds that separated and disoriented so many troop carrier units that night, Colonel Stiles made a critical decision to go under, rather than through, the cloud bank. The decision kept the formation together and resulted in another accurate drop for the 82nd Airborne Paratroops on board.
Colonel Stiles continued his practice of leading from the front during Operation Market- the paratroop drops into German-occupied Holland, and once again during Operation Varsity - a glider-tow mission into Germany that began the push toward Berlin and signaled the end of the war.
During his command, the 314th TCG transferred from a stateside training mission to an active wartime mission overseas, was stationed in six different locations, participated in seven major campaigns and received two Distinguished Unit Citations.
Under his leadership, the 314th TCG flew 3,136 operational hours during 684 wartime sorties. During those sorties, troop carrier crews dropped-off 7,784 paratroops and transported 520,333 pound of ammunition, 99,430 pounds of equipment and rations, 78 jeeps, 28 trailers, 49 pieces of artillery and 447,666 pounds of gasoline. During that same time period, the 314th TCG had 68 men missing in action, 15 wounded in action and 20 killed in action. Colonel Stiles was awarded the Purple Heart and two Distinguished Flying Crosses for heroism and extraordinary achievement during Operation Neptune and Operation Varsity. He continued to serve after the war and went on to attain the rank of major general.
The greatest honor given to the wartime commander was not one that could be pinned on his chest. The greatest honor was from the men of the 314th TCG who flew with him and served under him during the war. All spoke fondly of General Stiles and looked up to him as the leader who saw them through those perilous, uncertain years of war. They respected him immensely and their children grew up listening to stories about him.
General Stiles set a precedent of courageous performance under fire that is still admired and recounted by the 314th Airlift Wing today. It is with this in mind, that they proudly dedicate their wing headquarters in honor of General Stiles.
314th Airlift Wing historian
Today, the 314th Airlift Wing remembers its World War II commander, Col. Clayton Stiles. On April 9, 1943, 67 years ago today, Colonel Stiles took command of the 314th Troop Carrier Group at Lawson Field, Ga. - he was 35 years old. The 314th TCG’s new commander was already a seasoned leader, having served in both infantry and field artillery units with the Army.
He began his flying career in 1928, after passing the Flying Cadet examination, and finished his flight training at Kelly Field, Texas, in 1930. From the summer of 1931 until May, 1942, he gained valuable flying experience; first with Delta Airlines, dusting cotton in Texas and then flying commuter flights in the east and Midwest for United Airlines.
Upon taking command, the colonel’s first order of business was to move the entire group including a headquarters unit, four flying squadrons, maintainers, mechanics, support personnel and anexhausting supply of aircraft and equipment from the United States to North Africa. The group arrived in late May, 1943, and from this staging ground, began preparing for their first World War II mission. The young pilots in the 314th TCG, most of them 19 - 23 years old, looked to Colonel Stiles for leadership. The good colonel didn’t let them down and flew the lead ship during every major campaign from Operation Husky in 1943 to Operation Varsity in 1945.
Colonel Stiles led the group on one of the few accurate paratroop drops during Operation Husky - the invasion of Sicily. After the drops, he and his crew were shot down by enemy fire and spent five hours in rubber life rafts before being rescued at sea and returned to their unit.
On the night of June 5, 1944, during Operation Neptune - the D-Day paratroop landings in Normandy, Colonel Stiles once again flew the lead plane. Upon seeing the wall of clouds that separated and disoriented so many troop carrier units that night, Colonel Stiles made a critical decision to go under, rather than through, the cloud bank. The decision kept the formation together and resulted in another accurate drop for the 82nd Airborne Paratroops on board.
Colonel Stiles continued his practice of leading from the front during Operation Market- the paratroop drops into German-occupied Holland, and once again during Operation Varsity - a glider-tow mission into Germany that began the push toward Berlin and signaled the end of the war.
During his command, the 314th TCG transferred from a stateside training mission to an active wartime mission overseas, was stationed in six different locations, participated in seven major campaigns and received two Distinguished Unit Citations.
Under his leadership, the 314th TCG flew 3,136 operational hours during 684 wartime sorties. During those sorties, troop carrier crews dropped-off 7,784 paratroops and transported 520,333 pound of ammunition, 99,430 pounds of equipment and rations, 78 jeeps, 28 trailers, 49 pieces of artillery and 447,666 pounds of gasoline. During that same time period, the 314th TCG had 68 men missing in action, 15 wounded in action and 20 killed in action. Colonel Stiles was awarded the Purple Heart and two Distinguished Flying Crosses for heroism and extraordinary achievement during Operation Neptune and Operation Varsity. He continued to serve after the war and went on to attain the rank of major general.
The greatest honor given to the wartime commander was not one that could be pinned on his chest. The greatest honor was from the men of the 314th TCG who flew with him and served under him during the war. All spoke fondly of General Stiles and looked up to him as the leader who saw them through those perilous, uncertain years of war. They respected him immensely and their children grew up listening to stories about him.
General Stiles set a precedent of courageous performance under fire that is still admired and recounted by the 314th Airlift Wing today. It is with this in mind, that they proudly dedicate their wing headquarters in honor of General Stiles.
COMMENTARY>>Lorenz on Leadership: A dynamic tradition
by Gen. Stephen R. Lorenz
Air Education and Training Command commander
RANDOLPH AIR FORCE BASE, Texas – Our Air Force has many traditions. Some we inherited from other services; others are more recent and will take time to fully develop. Traditions are positive things, deeply rooted in our heritage and pride. Traditions are things we don’t easily give up.
One of our traditions, however, isn’t often recognized as “positive” and doesn’t get the applause it deserves. That tradition is one of our strongest and most resilient. You see, our Air Force is dynamic - always adapting to meet new missions and to counter new threats. With our world and its realities continually evolving around us, living in a culture of change is inevitable.
This creates a level of uncertainty, and people generally don’t like uncertainty. Such change, however, is vitally important and allows us to maintain our efficiency, effectiveness and relevance.
So then, what is the best way for a leader to guide people through change? There are certainly many methods to do so and each one depends on the type of change expected. In all cases, however, the principles that underlie the preparation for change are the same. Preparation builds confidence, helps a leader’s organization be less fearful of approaching uncertainty, and ensures the organization is much more effective once change arrives.
This is where education and training come into play. We educate in order to prepare for uncertainty. Education helps us understand why the change is necessary. It also helps us objectively assess the environment and rationale necessitating the change. With objectivity, we can unemotionally assess the benefits and drawbacks of the different potential courses of action.
Education is a never-ending self-improvement process. The different levels are predicated to occur at specific spots in our careers - opening doors and creating opportunities. Because the Air Force lines up education programs with future levels of responsibility, it can be difficult to adequately catch up on education. Never pass up the opportunity to further your education.
While education helps us prepare for uncertainty, training programs are designed to prepare for certainty. After all, it’s those things that we expect that fill our syllabi and lesson books. We train for them over and over until recognizing and reacting to them is second nature. This is one reason why we use checklists so much in the Air Force. They help lead us accurately through challenging times.
Through experience, our collective list of “certainty” grows. It shapes the evolution of our training programs. You see, when we react to a challenge, we create a certain result. Positive results reinforce the action - and make us more confident. Although the positive result “trains” us to use the same response next time, it typically doesn’t teach us to handle anything but the exact same challenge. When we make mistakes or experience negative results, we truly have an opportunity to learn. Even though it may not be as much fun to investigate our failures, we are more apt to critically assess the challenge and develop other, more successful potential courses of action.
This is why our integrated safety programs, after action teams and lessons learned archives are so valuable. They are an effort to take advantage of the experiences and mistakes of others to avoid having to relearn the same lessons over and over again.
In essence, such programs help each of us prepare for future uncertainty and help bridge our learning programs from the training arena into our education enterprise.
As a leader, you must ensure your people have the education necessary to prepare for uncertainty and the training to guide them through certainty. As an individual, you must aggressively pursue these opportunities to further develop yourself as well.
Such preparation will instill the confidence necessary to embrace change.
Implementing new ideas in your organization can be challenging. It takes careful thought, skilled execution and the full support of your team. It can also take time. It is always important to be evolutionary with change and not revolutionary. That way, your changes will have a much better chance to succeed over time.
Sometimes it is hard to take pride in a culture of continuous change. But within uncertainty is opportunity and opportunity helps fuel growth. Today, we must all adapt to change much more rapidly than ever before. It is one of our oldest and most important traditions ... and one that I hope will never change.
Air Education and Training Command commander
RANDOLPH AIR FORCE BASE, Texas – Our Air Force has many traditions. Some we inherited from other services; others are more recent and will take time to fully develop. Traditions are positive things, deeply rooted in our heritage and pride. Traditions are things we don’t easily give up.
One of our traditions, however, isn’t often recognized as “positive” and doesn’t get the applause it deserves. That tradition is one of our strongest and most resilient. You see, our Air Force is dynamic - always adapting to meet new missions and to counter new threats. With our world and its realities continually evolving around us, living in a culture of change is inevitable.
This creates a level of uncertainty, and people generally don’t like uncertainty. Such change, however, is vitally important and allows us to maintain our efficiency, effectiveness and relevance.
So then, what is the best way for a leader to guide people through change? There are certainly many methods to do so and each one depends on the type of change expected. In all cases, however, the principles that underlie the preparation for change are the same. Preparation builds confidence, helps a leader’s organization be less fearful of approaching uncertainty, and ensures the organization is much more effective once change arrives.
This is where education and training come into play. We educate in order to prepare for uncertainty. Education helps us understand why the change is necessary. It also helps us objectively assess the environment and rationale necessitating the change. With objectivity, we can unemotionally assess the benefits and drawbacks of the different potential courses of action.
Education is a never-ending self-improvement process. The different levels are predicated to occur at specific spots in our careers - opening doors and creating opportunities. Because the Air Force lines up education programs with future levels of responsibility, it can be difficult to adequately catch up on education. Never pass up the opportunity to further your education.
While education helps us prepare for uncertainty, training programs are designed to prepare for certainty. After all, it’s those things that we expect that fill our syllabi and lesson books. We train for them over and over until recognizing and reacting to them is second nature. This is one reason why we use checklists so much in the Air Force. They help lead us accurately through challenging times.
Through experience, our collective list of “certainty” grows. It shapes the evolution of our training programs. You see, when we react to a challenge, we create a certain result. Positive results reinforce the action - and make us more confident. Although the positive result “trains” us to use the same response next time, it typically doesn’t teach us to handle anything but the exact same challenge. When we make mistakes or experience negative results, we truly have an opportunity to learn. Even though it may not be as much fun to investigate our failures, we are more apt to critically assess the challenge and develop other, more successful potential courses of action.
This is why our integrated safety programs, after action teams and lessons learned archives are so valuable. They are an effort to take advantage of the experiences and mistakes of others to avoid having to relearn the same lessons over and over again.
In essence, such programs help each of us prepare for future uncertainty and help bridge our learning programs from the training arena into our education enterprise.
As a leader, you must ensure your people have the education necessary to prepare for uncertainty and the training to guide them through certainty. As an individual, you must aggressively pursue these opportunities to further develop yourself as well.
Such preparation will instill the confidence necessary to embrace change.
Implementing new ideas in your organization can be challenging. It takes careful thought, skilled execution and the full support of your team. It can also take time. It is always important to be evolutionary with change and not revolutionary. That way, your changes will have a much better chance to succeed over time.
Sometimes it is hard to take pride in a culture of continuous change. But within uncertainty is opportunity and opportunity helps fuel growth. Today, we must all adapt to change much more rapidly than ever before. It is one of our oldest and most important traditions ... and one that I hope will never change.
COMMENTARY>>TEAM LITTLE ROCK SAYS GOODBYE TO BLACK KNIGHT
Team Little Rock mourns the passing of a Black Knight this week. Tech. Sgt. William “Dale” Hall, 19th Logistics Readiness Squadron, passed away Sunday after succumbing to injuries suffered in a motocross accident in March. A memorial service is scheduled for Monday on the flightline. “Dale brought us closer as a team. He also helped us to gain a real sense of family in ways that I, as a commander, could never do. He brought out the best in all of us,” said Maj. John Winkler, 19th LRS commander. “Our warrior ethos is embodied in our Airmen’s Creed. There is a line that reads: ‘I will never falter, I will never fail, I will never leave an Airman behind.’ Not only did Dale live these words, he inspired all of us to do the same.”
Anyone wishing to attend should be in place no later than 6:15 a.m. on the flightline adjacent to Bldg. 260, adjacent to the 48th
Airlift Squadron, on Cannon Drive. Participants will line up in a single-file line along the flightline. A moment of silence is scheduled for 6:23 a.m. Parking is available in the lots next to and around Bldg. 259, the parachute packing facility, along Cannon Drive off of Chief Master Sgt Williams Drive. Uniform for those participating in the memorial is uniform of the day. For more information, call Capt. Kazimir Kostrubala at 987-7125.
Anyone wishing to attend should be in place no later than 6:15 a.m. on the flightline adjacent to Bldg. 260, adjacent to the 48th
Airlift Squadron, on Cannon Drive. Participants will line up in a single-file line along the flightline. A moment of silence is scheduled for 6:23 a.m. Parking is available in the lots next to and around Bldg. 259, the parachute packing facility, along Cannon Drive off of Chief Master Sgt Williams Drive. Uniform for those participating in the memorial is uniform of the day. For more information, call Capt. Kazimir Kostrubala at 987-7125.
COMMENTARY>>TEAM LITTLE ROCK SAYS GOODBYE TO BLACK KNIGHT
Team Little Rock mourns the passing of a Black Knight this week. Tech. Sgt. William “Dale” Hall, 19th Logistics Readiness Squadron, passed away Sunday after succumbing to injuries suffered in a motocross accident in March. A memorial service is scheduled for Monday on the flightline. “Dale brought us closer as a team. He also helped us to gain a real sense of family in ways that I, as a commander, could never do. He brought out the best in all of us,” said Maj. John Winkler, 19th LRS commander. “Our warrior ethos is embodied in our Airmen’s Creed. There is a line that reads: ‘I will never falter, I will never fail, I will never leave an Airman behind.’ Not only did Dale live these words, he inspired all of us to do the same.”
Anyone wishing to attend should be in place no later than 6:15 a.m. on the flightline adjacent to Bldg. 260, adjacent to the 48th
Airlift Squadron, on Cannon Drive. Participants will line up in a single-file line along the flightline. A moment of silence is scheduled for 6:23 a.m. Parking is available in the lots next to and around Bldg. 259, the parachute packing facility, along Cannon Drive off of Chief Master Sgt Williams Drive. Uniform for those participating in the memorial is uniform of the day. For more information, call Capt. Kazimir Kostrubala at 987-7125.
Anyone wishing to attend should be in place no later than 6:15 a.m. on the flightline adjacent to Bldg. 260, adjacent to the 48th
Airlift Squadron, on Cannon Drive. Participants will line up in a single-file line along the flightline. A moment of silence is scheduled for 6:23 a.m. Parking is available in the lots next to and around Bldg. 259, the parachute packing facility, along Cannon Drive off of Chief Master Sgt Williams Drive. Uniform for those participating in the memorial is uniform of the day. For more information, call Capt. Kazimir Kostrubala at 987-7125.
COMMENTARY>>Airmen’s teamwork generates Combat Airlift
by Col. Gregory S. Otey
19th Airlift Wing commander
In February, I had the opportunity to experience the teamwork that goes into mobilizing Combat Airlifters for the fight when I flew a C-130J from Little Rock to Kandahar, Afghanistan, and back as part of a required iron swap.
While the crew from the 41st Airlift Squadron I flew with was exceptional, so were all the other Airmen who helped generate us and the aircraft we flew to safely accomplish this mission. It takes all of us to generate Combat Airlift. If you don’t believe it, let me lay it out for you.
Our maintenance Airmen are the best in the Air Force – they prove it every day and have an Air Force level award to back it up.
They gave us a combat-ready aircraft that was second to none. From the medics who cleared us to fly all the way, down to the last drop of fuel that filled the aircraft, the 19th Airlift Wing and its Airmen are expertly focused on generating Combat Airlift.
I saw it in the faces of those I encountered as I out-processed the base for my deployment. Granted, I was only gone for a couple of weeks compared to 120 days or a year, but the process is still the same. I experienced some of the same “meat grinder” (OK, for the Wing CC it’s really not a meat grinder) requirements that everyone else has to face as they leave the base for deployments.
To each of you who had a hand in getting me and the crew over there and back, a hearty well done. Your professionalism and technical skill didn’t go unnoticed. I know you’re giving every other Combat Airlifter that same level of competence and professionalism that I received.
It’s not often a wing commander has the opportunity to experience a trip like I did to Kandahar. Having grown up in the C-130 community, I’ve had many opportunities to deploy and employ the C-130. To be honest, I miss being able to do that. Aviators love to fly as often as they can. For a two-week stretch, I got to fly more than Ihave in a very long time -- I doubled my hours in the C-130J. It’s good for the soul, but it’s also good to see what our Airmen are experiencing on a daily basis. Hearing about our operations in Kandahar and seeing the challenges our aircrews face is important to me. It’s not easy work flying through the mountains of Afghanistan, but they do it, and they do it very well.
Like every other Airman on base, when I’m off station, someone else has to pick up the slack. To Col. Mike Zick, our trusty vice commander, and everyone else on the staff, thanks for tackling the issues and moving the wing forward in my absence.
That same teamwork I witnessed in February is going to carry us through our Unit Compliance Inspection April 19-27. I know you’ve polished a lot of programs and everything is in inspection order, but if you show the inspectors the teamwork, competence and professionalism I saw in February, we’re going to be just fine when we receive our UCI results on the 27th.
Thanks for all you do every day. Combat Airlift!
19th Airlift Wing commander
In February, I had the opportunity to experience the teamwork that goes into mobilizing Combat Airlifters for the fight when I flew a C-130J from Little Rock to Kandahar, Afghanistan, and back as part of a required iron swap.
While the crew from the 41st Airlift Squadron I flew with was exceptional, so were all the other Airmen who helped generate us and the aircraft we flew to safely accomplish this mission. It takes all of us to generate Combat Airlift. If you don’t believe it, let me lay it out for you.
Our maintenance Airmen are the best in the Air Force – they prove it every day and have an Air Force level award to back it up.
They gave us a combat-ready aircraft that was second to none. From the medics who cleared us to fly all the way, down to the last drop of fuel that filled the aircraft, the 19th Airlift Wing and its Airmen are expertly focused on generating Combat Airlift.
I saw it in the faces of those I encountered as I out-processed the base for my deployment. Granted, I was only gone for a couple of weeks compared to 120 days or a year, but the process is still the same. I experienced some of the same “meat grinder” (OK, for the Wing CC it’s really not a meat grinder) requirements that everyone else has to face as they leave the base for deployments.
To each of you who had a hand in getting me and the crew over there and back, a hearty well done. Your professionalism and technical skill didn’t go unnoticed. I know you’re giving every other Combat Airlifter that same level of competence and professionalism that I received.
It’s not often a wing commander has the opportunity to experience a trip like I did to Kandahar. Having grown up in the C-130 community, I’ve had many opportunities to deploy and employ the C-130. To be honest, I miss being able to do that. Aviators love to fly as often as they can. For a two-week stretch, I got to fly more than Ihave in a very long time -- I doubled my hours in the C-130J. It’s good for the soul, but it’s also good to see what our Airmen are experiencing on a daily basis. Hearing about our operations in Kandahar and seeing the challenges our aircrews face is important to me. It’s not easy work flying through the mountains of Afghanistan, but they do it, and they do it very well.
Like every other Airman on base, when I’m off station, someone else has to pick up the slack. To Col. Mike Zick, our trusty vice commander, and everyone else on the staff, thanks for tackling the issues and moving the wing forward in my absence.
That same teamwork I witnessed in February is going to carry us through our Unit Compliance Inspection April 19-27. I know you’ve polished a lot of programs and everything is in inspection order, but if you show the inspectors the teamwork, competence and professionalism I saw in February, we’re going to be just fine when we receive our UCI results on the 27th.
Thanks for all you do every day. Combat Airlift!
TOP STORY > >19th AMXS rises to the top, receives AMC, AF-level awards
by Senior Airman Steele C. G. Britton
19th Airlift Wing Public Affairs
The men and women of the 19th Aircraft Maintenance Squadron proved recently to be an elite group after being awarded with the Air Force-level 2009 Maintenance Effectiveness Award.
This C-130 maintenance team of can-do, will-do, and won’t-stop attitudes and work ethics distinguished itself by accomplishing superior aircraft maintenance during 2008 and 2009.
The award citation stated that the 19th AMXS maintainers generated 26,900 sorties, yielding an impressive 42,300 flying hours to support the Global War on Terror and joint training exercises worldwide during the time period.
“There’s not a wheel that turns on the flightline without our maintainers. The AMXS Airmen are out there on the ramp 24/7 and are the final piece that gets the aircraft airborne. There’s not one C-130 that moves without the AMXS making that happen,” said Col. Chris Hair, 19th Maintenance Group commander.
In its first fiscal year of activation, the squadron deployed a total of 35 aircraft and 452 Airmen across four continents, sustaining continuous expeditionary combat support to Joint Base Balad, Iraq; Al Udeid Air Base, Qatar; and Bagram Air Base, Afghanistan; and stood up bare-base operations at Kandahar Airfield, Afghanistan, according to the award citation.
“The amazing thing is the number of simultaneous operations that our maintainers have been able to cover all while never saying ‘we can’t support the war fighter.’ The 19th AMXS are the unsung heroes of these deployments and contingency operations,” said Colonel Hair.
Colonel Hair is very proud to be a part of the maintenance team at Little Rock Air Force Base and applauds the men and women of 19th AMXS for a job well done.
“The title of the award says it all – they are the most effective maintenance organization for their size and category in the entire Air Force,” he said.
19th Airlift Wing Public Affairs
The men and women of the 19th Aircraft Maintenance Squadron proved recently to be an elite group after being awarded with the Air Force-level 2009 Maintenance Effectiveness Award.
This C-130 maintenance team of can-do, will-do, and won’t-stop attitudes and work ethics distinguished itself by accomplishing superior aircraft maintenance during 2008 and 2009.
The award citation stated that the 19th AMXS maintainers generated 26,900 sorties, yielding an impressive 42,300 flying hours to support the Global War on Terror and joint training exercises worldwide during the time period.
“There’s not a wheel that turns on the flightline without our maintainers. The AMXS Airmen are out there on the ramp 24/7 and are the final piece that gets the aircraft airborne. There’s not one C-130 that moves without the AMXS making that happen,” said Col. Chris Hair, 19th Maintenance Group commander.
In its first fiscal year of activation, the squadron deployed a total of 35 aircraft and 452 Airmen across four continents, sustaining continuous expeditionary combat support to Joint Base Balad, Iraq; Al Udeid Air Base, Qatar; and Bagram Air Base, Afghanistan; and stood up bare-base operations at Kandahar Airfield, Afghanistan, according to the award citation.
“The amazing thing is the number of simultaneous operations that our maintainers have been able to cover all while never saying ‘we can’t support the war fighter.’ The 19th AMXS are the unsung heroes of these deployments and contingency operations,” said Colonel Hair.
Colonel Hair is very proud to be a part of the maintenance team at Little Rock Air Force Base and applauds the men and women of 19th AMXS for a job well done.
“The title of the award says it all – they are the most effective maintenance organization for their size and category in the entire Air Force,” he said.
Thursday, April 1, 2010
COMMENTARY>>Pentagon officials change ‘Don’t Ask, Don’t Tell’ enforcement
by Army Sgt. 1st Class Michael Carden
American Forces Press Service
WASHINGTON – The Defense secretary announced changes to the Pentagon’s regulation on homosexuals serving in the military that he said make the Defense Department’s enforcement of the so-called “Don’t ask, don’t tell” law “fairer and more appropriate” March 25 here.
Secretary Robert M. Gates announced Feb. 2 he’d ordered a review to understand the implications of a possible repeal of the 17-year-old law that bans gays and lesbians from serving openly in the military.
President Barack Obama has called on Congress to repeal the law.
The initial 45 days of that review, the secretary said, produced findings that “would enforce the existing law in a fairer and more appropriate manner” and are supported by Chairman of the Joint Chiefs of Staff Navy Adm. Mike Mullen and Vice Chairman Marine Corps Gen. James E. Cartwright and the service chiefs.
“Today, I have approved a series of changes to the implementation of the current statute,” Secretary Gates told reporters at a Pentagon news conference. “They were developed with full participation of the department’s senior civilian and military leadership, and the changes are unanimously supported by Chairman (Admiral) Mullen, Vice Chairman (General) Cartwright and the entire Joint Chiefs of Staff.”
The changes include:
Only a general or flag officer may separate an enlisted member believed at the conclusion of an investigation to have engaged in homosexual conduct. Under previous policy, a colonel – or for a captain in the Navy and Coast Guard - could order separation.
A revision in what’s needed to begin an inquiry or a separation proceeding. Information provided by a third party now must be given under oath, “discouraging the use of overheard statements and hearsay,” Secretary Gates said.
Certain categories of confidential information – such as information provided to lawyers, clergy and psychotherapists – no longer will be used in support of discharges. Information provided to medical personnel in furtherance of treatment, or to a public-health official in the course of seeing professional assistance for domestic or physical abuse also is excluded, as well as information obtained in the process of security-clearance investigations, in accordance with existing Pentagon policies.
“These changes reflect some of the insights we have gained over 17 years of implementing the current law, including the need for consistency, oversight and clear standards,” the secretary said. “I believe these changes represent an important improvement in the way the current law is put into practice – above all, by providing a greater measure of common sense and common decency to a process for handling what are difficult and complex issues for all involved.”
The military services have 30 days to conform their regulations to the changes. The new policies; however, took effect immediately upon Secretary Gates’ announcement, meaning that they apply to all open cases, he said.
“All separations from this point forward will take place under the revised regulations,” he said. “As of my signature, every case that is currently still open will be dealt with under these new regulations. So, they will be reinitiated by a flag-rank officer.”
The intent for open, ongoing investigations is not to restart the proceedings, but to carry them forward with regard to the types of information allowed in the new policy, he said.
“As far as the services are concerned, every case that is open as of this morning will be reinitiated and evaluated under the new regulations that I’ve just set forth,” Secretary Gates said.
The secretary also stressed that the policy changes are not an attempt to change the law, but rather to be prepared to offer Congress reliable information should the law be repealed.
The Pentagon’s top lawyer, Jeh Johnson, and Army Gen. Carter F. Ham, commander of U.S. Army Europe, head Sccretary Gates’ working group charged with studying the potential implications of the law’s repeal. The panel will report its findings by Dec. 1.
The group will spend the next several months traveling to military installations to learn how servicemembers and families will react to a potential repeal.
“There is a great deal we don’t know about this [potential repeal of the law] in terms of the views of our servicemembers, in terms of the views of their families and influencers,” Secretary Gates said. “There is a lot we have to address in terms of what would be required in the way of changed regulations. There are a lot of unanswered questions in terms of the implementation of this proposed change.
“We need to do this thoroughly and professionally,” he continued. “We need to do this right, and I think doing it hastily is very risky and does not address some of the concerns that have been expressed by the chiefs of staff of the services, and a number of questions that have been raised.”
American Forces Press Service
WASHINGTON – The Defense secretary announced changes to the Pentagon’s regulation on homosexuals serving in the military that he said make the Defense Department’s enforcement of the so-called “Don’t ask, don’t tell” law “fairer and more appropriate” March 25 here.
Secretary Robert M. Gates announced Feb. 2 he’d ordered a review to understand the implications of a possible repeal of the 17-year-old law that bans gays and lesbians from serving openly in the military.
President Barack Obama has called on Congress to repeal the law.
The initial 45 days of that review, the secretary said, produced findings that “would enforce the existing law in a fairer and more appropriate manner” and are supported by Chairman of the Joint Chiefs of Staff Navy Adm. Mike Mullen and Vice Chairman Marine Corps Gen. James E. Cartwright and the service chiefs.
“Today, I have approved a series of changes to the implementation of the current statute,” Secretary Gates told reporters at a Pentagon news conference. “They were developed with full participation of the department’s senior civilian and military leadership, and the changes are unanimously supported by Chairman (Admiral) Mullen, Vice Chairman (General) Cartwright and the entire Joint Chiefs of Staff.”
The changes include:
Only a general or flag officer may separate an enlisted member believed at the conclusion of an investigation to have engaged in homosexual conduct. Under previous policy, a colonel – or for a captain in the Navy and Coast Guard - could order separation.
A revision in what’s needed to begin an inquiry or a separation proceeding. Information provided by a third party now must be given under oath, “discouraging the use of overheard statements and hearsay,” Secretary Gates said.
Certain categories of confidential information – such as information provided to lawyers, clergy and psychotherapists – no longer will be used in support of discharges. Information provided to medical personnel in furtherance of treatment, or to a public-health official in the course of seeing professional assistance for domestic or physical abuse also is excluded, as well as information obtained in the process of security-clearance investigations, in accordance with existing Pentagon policies.
“These changes reflect some of the insights we have gained over 17 years of implementing the current law, including the need for consistency, oversight and clear standards,” the secretary said. “I believe these changes represent an important improvement in the way the current law is put into practice – above all, by providing a greater measure of common sense and common decency to a process for handling what are difficult and complex issues for all involved.”
The military services have 30 days to conform their regulations to the changes. The new policies; however, took effect immediately upon Secretary Gates’ announcement, meaning that they apply to all open cases, he said.
“All separations from this point forward will take place under the revised regulations,” he said. “As of my signature, every case that is currently still open will be dealt with under these new regulations. So, they will be reinitiated by a flag-rank officer.”
The intent for open, ongoing investigations is not to restart the proceedings, but to carry them forward with regard to the types of information allowed in the new policy, he said.
“As far as the services are concerned, every case that is open as of this morning will be reinitiated and evaluated under the new regulations that I’ve just set forth,” Secretary Gates said.
The secretary also stressed that the policy changes are not an attempt to change the law, but rather to be prepared to offer Congress reliable information should the law be repealed.
The Pentagon’s top lawyer, Jeh Johnson, and Army Gen. Carter F. Ham, commander of U.S. Army Europe, head Sccretary Gates’ working group charged with studying the potential implications of the law’s repeal. The panel will report its findings by Dec. 1.
The group will spend the next several months traveling to military installations to learn how servicemembers and families will react to a potential repeal.
“There is a great deal we don’t know about this [potential repeal of the law] in terms of the views of our servicemembers, in terms of the views of their families and influencers,” Secretary Gates said. “There is a lot we have to address in terms of what would be required in the way of changed regulations. There are a lot of unanswered questions in terms of the implementation of this proposed change.
“We need to do this thoroughly and professionally,” he continued. “We need to do this right, and I think doing it hastily is very risky and does not address some of the concerns that have been expressed by the chiefs of staff of the services, and a number of questions that have been raised.”
COMMENTARY>>Pentagon officials change ‘Don’t Ask, Don’t Tell’ enforcement
by Army Sgt. 1st Class Michael Carden
American Forces Press Service
WASHINGTON – The Defense secretary announced changes to the Pentagon’s regulation on homosexuals serving in the military that he said make the Defense Department’s enforcement of the so-called “Don’t ask, don’t tell” law “fairer and more appropriate” March 25 here.
Secretary Robert M. Gates announced Feb. 2 he’d ordered a review to understand the implications of a possible repeal of the 17-year-old law that bans gays and lesbians from serving openly in the military.
President Barack Obama has called on Congress to repeal the law.
The initial 45 days of that review, the secretary said, produced findings that “would enforce the existing law in a fairer and more appropriate manner” and are supported by Chairman of the Joint Chiefs of Staff Navy Adm. Mike Mullen and Vice Chairman Marine Corps Gen. James E. Cartwright and the service chiefs.
“Today, I have approved a series of changes to the implementation of the current statute,” Secretary Gates told reporters at a Pentagon news conference. “They were developed with full participation of the department’s senior civilian and military leadership, and the changes are unanimously supported by Chairman (Admiral) Mullen, Vice Chairman (General) Cartwright and the entire Joint Chiefs of Staff.”
The changes include:
Only a general or flag officer may separate an enlisted member believed at the conclusion of an investigation to have engaged in homosexual conduct. Under previous policy, a colonel – or for a captain in the Navy and Coast Guard - could order separation.
A revision in what’s needed to begin an inquiry or a separation proceeding. Information provided by a third party now must be given under oath, “discouraging the use of overheard statements and hearsay,” Secretary Gates said.
Certain categories of confidential information – such as information provided to lawyers, clergy and psychotherapists – no longer will be used in support of discharges. Information provided to medical personnel in furtherance of treatment, or to a public-health official in the course of seeing professional assistance for domestic or physical abuse also is excluded, as well as information obtained in the process of security-clearance investigations, in accordance with existing Pentagon policies.
“These changes reflect some of the insights we have gained over 17 years of implementing the current law, including the need for consistency, oversight and clear standards,” the secretary said. “I believe these changes represent an important improvement in the way the current law is put into practice – above all, by providing a greater measure of common sense and common decency to a process for handling what are difficult and complex issues for all involved.”
The military services have 30 days to conform their regulations to the changes. The new policies; however, took effect immediately upon Secretary Gates’ announcement, meaning that they apply to all open cases, he said.
“All separations from this point forward will take place under the revised regulations,” he said. “As of my signature, every case that is currently still open will be dealt with under these new regulations. So, they will be reinitiated by a flag-rank officer.”
The intent for open, ongoing investigations is not to restart the proceedings, but to carry them forward with regard to the types of information allowed in the new policy, he said.
“As far as the services are concerned, every case that is open as of this morning will be reinitiated and evaluated under the new regulations that I’ve just set forth,” Secretary Gates said.
The secretary also stressed that the policy changes are not an attempt to change the law, but rather to be prepared to offer Congress reliable information should the law be repealed.
The Pentagon’s top lawyer, Jeh Johnson, and Army Gen. Carter F. Ham, commander of U.S. Army Europe, head Sccretary Gates’ working group charged with studying the potential implications of the law’s repeal. The panel will report its findings by Dec. 1.
The group will spend the next several months traveling to military installations to learn how servicemembers and families will react to a potential repeal.
“There is a great deal we don’t know about this [potential repeal of the law] in terms of the views of our servicemembers, in terms of the views of their families and influencers,” Secretary Gates said. “There is a lot we have to address in terms of what would be required in the way of changed regulations. There are a lot of unanswered questions in terms of the implementation of this proposed change.
“We need to do this thoroughly and professionally,” he continued. “We need to do this right, and I think doing it hastily is very risky and does not address some of the concerns that have been expressed by the chiefs of staff of the services, and a number of questions that have been raised.”
American Forces Press Service
WASHINGTON – The Defense secretary announced changes to the Pentagon’s regulation on homosexuals serving in the military that he said make the Defense Department’s enforcement of the so-called “Don’t ask, don’t tell” law “fairer and more appropriate” March 25 here.
Secretary Robert M. Gates announced Feb. 2 he’d ordered a review to understand the implications of a possible repeal of the 17-year-old law that bans gays and lesbians from serving openly in the military.
President Barack Obama has called on Congress to repeal the law.
The initial 45 days of that review, the secretary said, produced findings that “would enforce the existing law in a fairer and more appropriate manner” and are supported by Chairman of the Joint Chiefs of Staff Navy Adm. Mike Mullen and Vice Chairman Marine Corps Gen. James E. Cartwright and the service chiefs.
“Today, I have approved a series of changes to the implementation of the current statute,” Secretary Gates told reporters at a Pentagon news conference. “They were developed with full participation of the department’s senior civilian and military leadership, and the changes are unanimously supported by Chairman (Admiral) Mullen, Vice Chairman (General) Cartwright and the entire Joint Chiefs of Staff.”
The changes include:
Only a general or flag officer may separate an enlisted member believed at the conclusion of an investigation to have engaged in homosexual conduct. Under previous policy, a colonel – or for a captain in the Navy and Coast Guard - could order separation.
A revision in what’s needed to begin an inquiry or a separation proceeding. Information provided by a third party now must be given under oath, “discouraging the use of overheard statements and hearsay,” Secretary Gates said.
Certain categories of confidential information – such as information provided to lawyers, clergy and psychotherapists – no longer will be used in support of discharges. Information provided to medical personnel in furtherance of treatment, or to a public-health official in the course of seeing professional assistance for domestic or physical abuse also is excluded, as well as information obtained in the process of security-clearance investigations, in accordance with existing Pentagon policies.
“These changes reflect some of the insights we have gained over 17 years of implementing the current law, including the need for consistency, oversight and clear standards,” the secretary said. “I believe these changes represent an important improvement in the way the current law is put into practice – above all, by providing a greater measure of common sense and common decency to a process for handling what are difficult and complex issues for all involved.”
The military services have 30 days to conform their regulations to the changes. The new policies; however, took effect immediately upon Secretary Gates’ announcement, meaning that they apply to all open cases, he said.
“All separations from this point forward will take place under the revised regulations,” he said. “As of my signature, every case that is currently still open will be dealt with under these new regulations. So, they will be reinitiated by a flag-rank officer.”
The intent for open, ongoing investigations is not to restart the proceedings, but to carry them forward with regard to the types of information allowed in the new policy, he said.
“As far as the services are concerned, every case that is open as of this morning will be reinitiated and evaluated under the new regulations that I’ve just set forth,” Secretary Gates said.
The secretary also stressed that the policy changes are not an attempt to change the law, but rather to be prepared to offer Congress reliable information should the law be repealed.
The Pentagon’s top lawyer, Jeh Johnson, and Army Gen. Carter F. Ham, commander of U.S. Army Europe, head Sccretary Gates’ working group charged with studying the potential implications of the law’s repeal. The panel will report its findings by Dec. 1.
The group will spend the next several months traveling to military installations to learn how servicemembers and families will react to a potential repeal.
“There is a great deal we don’t know about this [potential repeal of the law] in terms of the views of our servicemembers, in terms of the views of their families and influencers,” Secretary Gates said. “There is a lot we have to address in terms of what would be required in the way of changed regulations. There are a lot of unanswered questions in terms of the implementation of this proposed change.
“We need to do this thoroughly and professionally,” he continued. “We need to do this right, and I think doing it hastily is very risky and does not address some of the concerns that have been expressed by the chiefs of staff of the services, and a number of questions that have been raised.”
COMMENTARY>>314th AW providing ‘modern, relevant’ training to Generation Y aviators
by Tech. Sgt. Kati Grabham
19th Airlift Wing Public Affairs
It’s not unrealistic for the service life of some C-130E aircraft to push 50 years. An increase in rigorous training demands and smaller budgets Air Force-wide has taxed the lifespan of this aging fleet, dropping 314th Airlift Wing numbers to just over half the number assigned a few years ago. Yet, leaders in the wing know these aircraft still have a vital role to play in training generations of future aviators, whose numbers have barely diminished over the years.
Yet how do they continue their stringent curriculum as their fleet ages and aircraft numbers fall? “Quite simply, through the innovative and bold use of modern technology,” answered Col. C.K. Hyde, 314th AW commander.
In late 2008 and 2009, the subject matter experts of the 714th Training Squadron, along with their partners from Lockheed Martin Aircrew Training System, teamed together to form a training brain trust, aiming to reinvent decades-old aircrew training. Little did they know when they started, they’d be changing the fabric of legacy C-130 qualification training and would earn the 2009 Air Education And Training Command Colonel Joseph B. Duckworth Award for having made the most significant contribution to the art of aerospace instrument flying. They looked at levels of simulation already available to them from systems such as full-motion weapons systems trainers, to fully functional cockpit familiarization trainers, to cockpit procedural trainers. However, their initial research showed even operating at a 24-hour-a-day, seven-day-a-week pace, they wouldn’t have enough through-put to meet their training needs.
This led the team to begin developing new ways to adapt what they had and design what they needed. It was a modern twist to the old saying, “Necessity is the mother of all invention.” They needed to invent a way to provide the necessary training.
“We hit a grand slam when our instrument approach trainer and station keeping equipment part tasking trainer were combined into a desktop simulator,” Colonel Hyde explained. “The IAT allows students to familiarize themselves with the C-130 cockpit instrumentation and functionality. The SKE PTT provides students with an overview of equipment capabilities and preflight procedures, allowing them to gain proficiency on a relatively inexpensive computer.”
The team then stepped up their design innovation by testing off-the-shelf software to create a 360-degree digital virtual representation of the aircraft. This reduced scheduled flying aircraft and the use of the over tasked fuselage trainers drastically. And, it quickly became a new favorite of Generation Y students as they virtually click their way through aircraft training. It proved itself to be user friendly and readily adaptable to all crew positions.
“Other computer-based training has been ‘reskinned,’ adding greater appeal and functionality for today’s tech savvy students,” Colonel Hyde said. “We’ve created a ‘pseudo’ gaming experience in which the students thrive. Their desire to control their learning environment greatly increased their interest and resulted in obtaining the desired effect.”
All told, the development and implementation of these devices was crucial to the success of the C-130 Reduced Fly Initial Qualification program, reducing training aircraft demand by up to 3,600 flight hours each year, an annual savings capability of $17.1 million.
These initiatives also allowed the Air Force to reflow 12 flying training unit instructor crews back to operational units because pilots can now become qualified in the simulators without the need to fly instrument approaches in actual aircraft. This makes the shift in technology and philosophy the greatest change in C-130 training over the last 25 years, the colonel said.
The 360 program has been modified to train seven specific lessons, resulting in additional reduction in the use of aircraft and devices by 345 hours each year. The decrease in money and time spent actually increased student proficiency. Students in the testing phase of the program excelled with a 100-percent graduation-success rate. To date, nearly 200 students have been qualified through this program with zero failures noted.
“Bottom line, by using off-the-shelf technology, we deliver warfighting commanders better trained C-130 aircrew personnel while saving millions of dollars and strengthening the Air
19th Airlift Wing Public Affairs
It’s not unrealistic for the service life of some C-130E aircraft to push 50 years. An increase in rigorous training demands and smaller budgets Air Force-wide has taxed the lifespan of this aging fleet, dropping 314th Airlift Wing numbers to just over half the number assigned a few years ago. Yet, leaders in the wing know these aircraft still have a vital role to play in training generations of future aviators, whose numbers have barely diminished over the years.
Yet how do they continue their stringent curriculum as their fleet ages and aircraft numbers fall? “Quite simply, through the innovative and bold use of modern technology,” answered Col. C.K. Hyde, 314th AW commander.
In late 2008 and 2009, the subject matter experts of the 714th Training Squadron, along with their partners from Lockheed Martin Aircrew Training System, teamed together to form a training brain trust, aiming to reinvent decades-old aircrew training. Little did they know when they started, they’d be changing the fabric of legacy C-130 qualification training and would earn the 2009 Air Education And Training Command Colonel Joseph B. Duckworth Award for having made the most significant contribution to the art of aerospace instrument flying. They looked at levels of simulation already available to them from systems such as full-motion weapons systems trainers, to fully functional cockpit familiarization trainers, to cockpit procedural trainers. However, their initial research showed even operating at a 24-hour-a-day, seven-day-a-week pace, they wouldn’t have enough through-put to meet their training needs.
This led the team to begin developing new ways to adapt what they had and design what they needed. It was a modern twist to the old saying, “Necessity is the mother of all invention.” They needed to invent a way to provide the necessary training.
“We hit a grand slam when our instrument approach trainer and station keeping equipment part tasking trainer were combined into a desktop simulator,” Colonel Hyde explained. “The IAT allows students to familiarize themselves with the C-130 cockpit instrumentation and functionality. The SKE PTT provides students with an overview of equipment capabilities and preflight procedures, allowing them to gain proficiency on a relatively inexpensive computer.”
The team then stepped up their design innovation by testing off-the-shelf software to create a 360-degree digital virtual representation of the aircraft. This reduced scheduled flying aircraft and the use of the over tasked fuselage trainers drastically. And, it quickly became a new favorite of Generation Y students as they virtually click their way through aircraft training. It proved itself to be user friendly and readily adaptable to all crew positions.
“Other computer-based training has been ‘reskinned,’ adding greater appeal and functionality for today’s tech savvy students,” Colonel Hyde said. “We’ve created a ‘pseudo’ gaming experience in which the students thrive. Their desire to control their learning environment greatly increased their interest and resulted in obtaining the desired effect.”
All told, the development and implementation of these devices was crucial to the success of the C-130 Reduced Fly Initial Qualification program, reducing training aircraft demand by up to 3,600 flight hours each year, an annual savings capability of $17.1 million.
These initiatives also allowed the Air Force to reflow 12 flying training unit instructor crews back to operational units because pilots can now become qualified in the simulators without the need to fly instrument approaches in actual aircraft. This makes the shift in technology and philosophy the greatest change in C-130 training over the last 25 years, the colonel said.
The 360 program has been modified to train seven specific lessons, resulting in additional reduction in the use of aircraft and devices by 345 hours each year. The decrease in money and time spent actually increased student proficiency. Students in the testing phase of the program excelled with a 100-percent graduation-success rate. To date, nearly 200 students have been qualified through this program with zero failures noted.
“Bottom line, by using off-the-shelf technology, we deliver warfighting commanders better trained C-130 aircrew personnel while saving millions of dollars and strengthening the Air
COMMENTARY>>314th AW providing ‘modern, relevant’ training to Generation Y aviators
by Tech. Sgt. Kati Grabham
19th Airlift Wing Public Affairs
It’s not unrealistic for the service life of some C-130E aircraft to push 50 years. An increase in rigorous training demands and smaller budgets Air Force-wide has taxed the lifespan of this aging fleet, dropping 314th Airlift Wing numbers to just over half the number assigned a few years ago. Yet, leaders in the wing know these aircraft still have a vital role to play in training generations of future aviators, whose numbers have barely diminished over the years.
Yet how do they continue their stringent curriculum as their fleet ages and aircraft numbers fall? “Quite simply, through the innovative and bold use of modern technology,” answered Col. C.K. Hyde, 314th AW commander.
In late 2008 and 2009, the subject matter experts of the 714th Training Squadron, along with their partners from Lockheed Martin Aircrew Training System, teamed together to form a training brain trust, aiming to reinvent decades-old aircrew training. Little did they know when they started, they’d be changing the fabric of legacy C-130 qualification training and would earn the 2009 Air Education And Training Command Colonel Joseph B. Duckworth Award for having made the most significant contribution to the art of aerospace instrument flying. They looked at levels of simulation already available to them from systems such as full-motion weapons systems trainers, to fully functional cockpit familiarization trainers, to cockpit procedural trainers. However, their initial research showed even operating at a 24-hour-a-day, seven-day-a-week pace, they wouldn’t have enough through-put to meet their training needs.
This led the team to begin developing new ways to adapt what they had and design what they needed. It was a modern twist to the old saying, “Necessity is the mother of all invention.” They needed to invent a way to provide the necessary training.
“We hit a grand slam when our instrument approach trainer and station keeping equipment part tasking trainer were combined into a desktop simulator,” Colonel Hyde explained. “The IAT allows students to familiarize themselves with the C-130 cockpit instrumentation and functionality. The SKE PTT provides students with an overview of equipment capabilities and preflight procedures, allowing them to gain proficiency on a relatively inexpensive computer.”
The team then stepped up their design innovation by testing off-the-shelf software to create a 360-degree digital virtual representation of the aircraft. This reduced scheduled flying aircraft and the use of the over tasked fuselage trainers drastically. And, it quickly became a new favorite of Generation Y students as they virtually click their way through aircraft training. It proved itself to be user friendly and readily adaptable to all crew positions.
“Other computer-based training has been ‘reskinned,’ adding greater appeal and functionality for today’s tech savvy students,” Colonel Hyde said. “We’ve created a ‘pseudo’ gaming experience in which the students thrive. Their desire to control their learning environment greatly increased their interest and resulted in obtaining the desired effect.”
All told, the development and implementation of these devices was crucial to the success of the C-130 Reduced Fly Initial Qualification program, reducing training aircraft demand by up to 3,600 flight hours each year, an annual savings capability of $17.1 million.
These initiatives also allowed the Air Force to reflow 12 flying training unit instructor crews back to operational units because pilots can now become qualified in the simulators without the need to fly instrument approaches in actual aircraft. This makes the shift in technology and philosophy the greatest change in C-130 training over the last 25 years, the colonel said.
The 360 program has been modified to train seven specific lessons, resulting in additional reduction in the use of aircraft and devices by 345 hours each year. The decrease in money and time spent actually increased student proficiency. Students in the testing phase of the program excelled with a 100-percent graduation-success rate. To date, nearly 200 students have been qualified through this program with zero failures noted.
“Bottom line, by using off-the-shelf technology, we deliver warfighting commanders better trained C-130 aircrew personnel while saving millions of dollars and strengthening the Air
19th Airlift Wing Public Affairs
It’s not unrealistic for the service life of some C-130E aircraft to push 50 years. An increase in rigorous training demands and smaller budgets Air Force-wide has taxed the lifespan of this aging fleet, dropping 314th Airlift Wing numbers to just over half the number assigned a few years ago. Yet, leaders in the wing know these aircraft still have a vital role to play in training generations of future aviators, whose numbers have barely diminished over the years.
Yet how do they continue their stringent curriculum as their fleet ages and aircraft numbers fall? “Quite simply, through the innovative and bold use of modern technology,” answered Col. C.K. Hyde, 314th AW commander.
In late 2008 and 2009, the subject matter experts of the 714th Training Squadron, along with their partners from Lockheed Martin Aircrew Training System, teamed together to form a training brain trust, aiming to reinvent decades-old aircrew training. Little did they know when they started, they’d be changing the fabric of legacy C-130 qualification training and would earn the 2009 Air Education And Training Command Colonel Joseph B. Duckworth Award for having made the most significant contribution to the art of aerospace instrument flying. They looked at levels of simulation already available to them from systems such as full-motion weapons systems trainers, to fully functional cockpit familiarization trainers, to cockpit procedural trainers. However, their initial research showed even operating at a 24-hour-a-day, seven-day-a-week pace, they wouldn’t have enough through-put to meet their training needs.
This led the team to begin developing new ways to adapt what they had and design what they needed. It was a modern twist to the old saying, “Necessity is the mother of all invention.” They needed to invent a way to provide the necessary training.
“We hit a grand slam when our instrument approach trainer and station keeping equipment part tasking trainer were combined into a desktop simulator,” Colonel Hyde explained. “The IAT allows students to familiarize themselves with the C-130 cockpit instrumentation and functionality. The SKE PTT provides students with an overview of equipment capabilities and preflight procedures, allowing them to gain proficiency on a relatively inexpensive computer.”
The team then stepped up their design innovation by testing off-the-shelf software to create a 360-degree digital virtual representation of the aircraft. This reduced scheduled flying aircraft and the use of the over tasked fuselage trainers drastically. And, it quickly became a new favorite of Generation Y students as they virtually click their way through aircraft training. It proved itself to be user friendly and readily adaptable to all crew positions.
“Other computer-based training has been ‘reskinned,’ adding greater appeal and functionality for today’s tech savvy students,” Colonel Hyde said. “We’ve created a ‘pseudo’ gaming experience in which the students thrive. Their desire to control their learning environment greatly increased their interest and resulted in obtaining the desired effect.”
All told, the development and implementation of these devices was crucial to the success of the C-130 Reduced Fly Initial Qualification program, reducing training aircraft demand by up to 3,600 flight hours each year, an annual savings capability of $17.1 million.
These initiatives also allowed the Air Force to reflow 12 flying training unit instructor crews back to operational units because pilots can now become qualified in the simulators without the need to fly instrument approaches in actual aircraft. This makes the shift in technology and philosophy the greatest change in C-130 training over the last 25 years, the colonel said.
The 360 program has been modified to train seven specific lessons, resulting in additional reduction in the use of aircraft and devices by 345 hours each year. The decrease in money and time spent actually increased student proficiency. Students in the testing phase of the program excelled with a 100-percent graduation-success rate. To date, nearly 200 students have been qualified through this program with zero failures noted.
“Bottom line, by using off-the-shelf technology, we deliver warfighting commanders better trained C-130 aircrew personnel while saving millions of dollars and strengthening the Air
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