Joint Base Charleston
Patriot Vol. 2, No. 5
Team Charleston â€“ One Family, One Mission, One Fight!
Friday, February 4, 2011
LCAP inspection begins today: why is it important? By Chief Master Sgt. Christopher Riley 437th QA/Maintenance Operations Squadron superintendent There's a "buzz" among the logisticians here at Charleston. We have prepared ... made sure the T's were crossed and I's dotted and then prepared some more. Prepare for what, you may ask. Three wings, three groups and 13 squadrons have honed their skills and have made themselves ready to display those skills to the inspection team. The Air Mobility Command Logistics Compliance Assessment Program inspection team is here, and we welcome them to take a good look at us. This article comes from a senior enlisted leader's perspective, one who has been around for a while and has seen our Air Force go through many changes. What hasn't changed is our ability to accomplish the mission and the mission we've been given is vitally important to us, our fellow Soldiers, Sailors and Marines, our nation and many other nations around the world. We know that our Airmen are the best at what they do, but how can our senior AMC and Air Force leaders know we're performing the mission safely and bythe-book? This is where the LCAP inspection comes into to play. Currently, we have a team of approximately 52 logistics experts from the AMC staff and other bases across the command visiting Joint Base Charleston-Air Base through Feb. 11. Their purpose is to evaluate how we perform our mission. They've come to make sure we're taking care of the nation's business in a safe, standardized, repeatable and technically compliant manner. Now that you know what an LCAP inspection is, why is it important? Not only is the inspection itself important, but it's extremely important that we do well. The inspection is important because our mission is important. Maintaining and loading our C-17s and other transient aircraft, along with supplying the war-fighter is what we do every day, but if we're not careful we can become lackadaisical. No matter what part of this logistics machine we're in, we can't allow our duties to become so routine that we find ourselves on cruise control ... that's when accidents happen. Inspections like this are needed to make sure we're performing within standards and we're not just going through the motions. If you're an Airman in the Maintenance Group or LRS, you may be asking yourself why it is so important to do well on this inspection. Chief Master Sgt. Paul Baczewski, the 628 LRS superintendent, said, "This inspection will validate the fact that we provide the best logistical support to the 628th Air Base Wing and 437th Airlift Wing. It proves that no one works harder to help Air Mobility Command meet its mission of global reach. It also validates all the individual and unit awards that we have won during the last two years." Chief Master Sgt. Tim Pratt, 437th Aerial Port Squadron superintendent said, "APS `Port Dawgs' are an extremely proud group of Airmen and civilians. We take pride in being
Air Force Assistance Fund kicks off 2011 campaign The Air Force Assistance Fund drive kicks off Feb. 7 and continues through March 18. The AFAF is an annual fundraising effort to raise money for the Air Force Villages, the Air Force Aid Society, the Air Force Enlisted Village and the General and Mrs. Curtis E. LeMay Foundation. These organizations do not participate in the Combined Federal Campaign so they are totally dependent on the contributions of Air Force personnel. AFAF key workers will be contacting servicemembers with the goal of personally contacting every individual. The easiest way to contribute is through an allotment using the Payroll Deduction Plan however, cash is also accepted.
U.S. Air Force photos/Senior Airman Katie Gieratz
Tech. Sgt. Jonathan Wilson speaks with Airman 1st Class Antonio Thomas during a personal evaluation inspection here Feb. 1 in preparation for the Logistics Compliance Assessment Program inspection Feb. 4. The 437th Maintenance Group, the 315th Maintenance Group and the 628th Logistics Readiness Squadron will be inspected by a team of 52 LCAP inspectors. Sergeant Wilson is a quality assurance inspector with the 437th Maintenance Operations Squadron and Airman Thomas is a communications navigation specialist with the 437th Aircraft Maintenance Squadron.
the hardest working air and surface transportation specialists at home and at deployed locations around the world. Doing well on an LCAP inspection proves to our new Group, Wing, Numbered Air Force and AMC leaders that we know our business and do it extremely well. It proves that it's not a fluke when the United States Transportation Command relies on us to figure out how to move equipment never before airlifted. It proves we can handle aggregate passenger missions with superb customer service and professionalism. It proves our folks will bend over backwards booking airlift to expedite passengers to their final destination or assist families in getting their household goods delivered on time. Knocking this LCAP out of the park will also prove we truly are the best darn aerial port in the land.â€? All and all, we're ready and we're eager for this chance to prove it.
Tech. Sgt. Jonathan Wilson inspects Airmen from the 437th Aircraft Maintenance Squadron during a personal evaluation inspection here Feb. 1. Sergeant Wilson is a quality assurance inspector with the 437th Maintenance Operations Squadron. The QA office performs more than 300 inspections monthly.
VCNO conducts all-hands call on Joint Base Charleston
DAEDALIAN WINNER 628 LRS brings home the gold See page 6
BLACK HISTORY MONTH Get involved See page 8
GO ONLINE Scheduling I.D. appointments the easy way See page 9 U.S. Navy photo/Mass Communication Specialist 1st Class Jennifer Hudson
Vice Chief of Naval Operations Adm. Jonathan Greenert answers questions during an all-hands call at Naval Nuclear Power Training Command on board Joint Base Charleston-Weapons Station, Feb. 2. Admiral Greenert addressed Sailors about fleet-wide pressing issues concerning the nuclear field and stressed the importance of Sailors utilizing family support programs for themselves and their loved ones.
CAF Communication is key See page 12
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The Patriot • February 4, 2011
Joint Base Charleston Air Base & Weapons Station About The Patriot The Joint Base Charleston Patriot is published by Diggle Publishing Co., (843) 412-5861, a private firm in no way connected with the U.S. Air Force or the U.S. Navy, under exclusive written contract with the 628th Air Base Wing. This civilian enterprise newspaper is an authorized publication for members of the military services and their families. Its contents are not necessarily the official views of, or endorsed by, the U.S. Government, the Department of Defense, the Department of the Air Force or the Department of the Navy. The appearance of advertising in this publication, including inserts or supplements, does not constitute endorsement by DOD, Air Force, Navy or Diggle Publishing Company of the products or services advertised. Editorial content is edited, prepared, and provided by the 628th Air Base Wing Public Affairs Office of Joint Base Charleston. All photographs are Air Force or Navy photographs unless otherwise indicated. Everything advertised in this publication shall be made available for purchase, use or patronage without regard to race, color, religion, sex, national origin, age, marital status, physical handicap, political affiliation or any other non-merit factor of the purchaser, user or patron. The Publisher and Public Affairs offices of both bases reserve the right to refuse any advertisement deemed to be against DOD regulations or which may reflect poorly on the bases or personnel.
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I would like to share a few thoughts on this important topic. I have served in many organizations and places, and one theme I find common in my observations: either "Rambo" or STPs in units, bases, councils, etc. If you wonder what I mean by these two terms, you're right...I need to define my terms and acronyms. You remember Rambo, right? Rambo was quite the character in the 1980s with subsequent, multiple movie sequels. Rambo was always sent on very dangerous missions, and he was the key factor in defeating the enemy...the one-man special ops team. The other acronym you read (STP) stands for Same Ten People. These are the ones you recognize around the base. You know? The ones you see leading committees, volunteering in the community, and those in the workcenter who are always at the forefront. Everyone wants one of those STPs. They are busy-bees, and we depend on them - they get the job done! So you ask, "What's the problem with having Rambo or STPs?" The problem is we grow and develop "Rambo" or STPs when we let one person in the organization do most of the work, knowing foremost we could use everyone's potential. This is like having an 8-cylinder engine in your Mustang but wondering why your high-performance machine is running on only one cylinder. Although we're happy to have one of these amazing people, the "Rambo" and "STP" effect have their consequences: little activity in organizations, fewer people involved, and less than 10 percent productivity when we know our units could achieve 100 percent. And again, what would happen in your organization the moment Rambo or your STP moves to another unit? Certainly, we cannot depend on one person to get the job done.
We need a culture change. There is a need right now for a paradigm shift and a move from a Rambo approach to a Together-EveryoneAccomplishes-More (TEAM) approach. We need to create the kind of culture where everyone contributes to high performance and success becomes success×. (Success in this case is to the exponential power of "X," and X is the number of people in the team or unit.) Let's move from the solo approach to the TEAM approach. Where can we start? As a leader and mentor, there are several things you must do to create a TEAM culture. Here is a beginner's list: 1. Identify and multiply your Rambo and STPs. The peculiar thing about these "movers and shakers" is that they themselves have a network of people who are also remarkable (Yes! It's the law of association). Sometimes this network of people is reluctant to take leadership roles and operate in the background being creative and doing amazing things. Bring these people to the forefront. As you can see, your team of STPs just got larger! 2. Involve your people and promote contributions from all. No involvement leads to little commitment, and ultimately, low performance. Therefore, get every member of your unit involved in process improvement efforts, councils, and the community, even if the tasks are small. Assign responsibility. Mold the members into a TEAM, and pass what you have learned to others. 3. Capitalize on your organization's heritage. This point refers to the actions we take to pass the best customs and traditions throughout our service to others. Consequently, select two or three people today and mentor them. Teach them to use their imagination to get the best TEAM results. Teach your mentees about your service, your unit's history, and remind them about how great it feels to be part of the greatest Joint Base Team in the world. 4. Celebrate! This last point is very important. Take the time to recognize the TEAM accomplishments and highlight how each of the members contributed to success. Remember, we want to develop every single member's strength, and then mesh those talents to form a high-performance TEAM. No one person is more important than the other...all of us enable success×. As we look around us, we are constantly reminded of the high caliber of people we have. Our greatest strength is our people...no doubt! Can you imagine what we could achieve if we are able to use the full power of all of our talents combined? I know we can do it! The list above is just the beginning. Multiplying the STPs and creating success× TEAMs are the aim of leaders and mentors of all levels. This will be the very fiber that will assure we continue to be the most powerful military force in the world!
550 days in Afghanistan Commentary by Maj. Jason D. Engle 437th Maintenance Operations Squadron commander First, I want to say thank you to security forces, civil engineers, fellow logisticians, and all other Airmen and civilians who have deployed to Afghanistan or Iraq. In this commentary, I want to discuss some of the lessons I learned based on my experiences in Afghanistan. Although the title of my commentary says 550 days in Afghanistan, I spent 85 days at Combat Skills Training preparing for a 365 Joint Expeditionary Tasking and a six month JET deployment. In preparing for my deployment, I left home on my birthday and had to miss my youngest daughter's birth to attend CST at Fort Riley, Kan. For my wife, this was our first deployment, and she made a point of attending my CST graduation which was a blessing as I was leaving for Afghanistan the next day. My wife was under considerable stress as she had just given birth, had to sell our house and move the family to Chicago. She was learning first-hand how deployments may be more difficult on the home front than on the front lines. Fast forward to Camp Eggers, Afghanistan where I spent a few days learning about the Afghan logistics system before going to my Forward Operating Base. While waiting on transportation, I met Master Sgt. Randy Gillespe, from Luke Air Force Base, Ariz. He had just adopted two daughters but insisted on deploying to set an example for his Airmen. I didn't know at the time that I would never see Sergeant Gillespe again. I ended up at the Forward Support Depot at Gardez and Sergeant Gillespe went his way to Questions and comments can be directed to the editor. The Patriot can be reached at: 628th Air Base Wing Public Affairs, Office, Building 302, Room 312. Phone: (843) 963-5608, Fax: (843) 963-3464 Mail to: 628 ABW/PA, 102 East Hill Blvd., Charleston AFB, SC 29404-5154. E-mail to: firstname.lastname@example.org All news releases should be sent to this address.
the FSD at Herat. Our mission was to mentor the Afghan National Army on their supply, vehicles, fuel and ammunition distribution. On July 9, 2007, Sergeant Gillespe died of his wounds after a fire-fight with insurgents who were wearing Afghan National Army uniforms. The reality of where I was came crashing home. Sergeant Gillespe was an American hero and I will always remember him. You can read more about Randy at http://www.afa.org/Portraits/2008/portrait_ Gillespe.asp. Mortar attacks at night were routine and terrifying. If there was a full moon and little wind, it was almost a certainty that a mortar(s) would be "incoming" that night. Fortunately, no one at my FOB was injured from a mortar attack during the entire year I was there. As a mentor for Combined Security Transition Command - Afghanistan, living on Task Force Phoenix FOB was a unique experience. I had to wear numerous hats as I reported to the Air Force for administrative matters, CSTC-A for operational orders and TF Phoenix for tactical control if there was a firefight. Reporting to three separate commands required my full attention and the days were long. Not only was I in a war zone in a foreign country, I had to ensure that I upheld the values of the Air Force and perform 110 percent, 100 percent of the time. There was no room for error and the old adage `attention to detail' never meant more than it did in Afghanistan. I learned quickly that lack of attention to detail kills. I finished up my 550 days at U.S. Forces Afghanistan Headquarters in the operations staff. As a logistician, I found myself managing the entire request for forces for all services in Afghanistan. It was a learning curve and I found
myself briefing the two-star general and reviewing final force requests prior to the Secretary of Defense's signature. The hours we worked were longer than long; Afghan business during the day and Central Command (Tampa, Fla,) business in the evening, resulting in 14-hour, sevenday work weeks. It took everything I had, both physically and mentally to meet the challenge. Deployments are not easy. They are difficult on the families left behind and they are difficult for the servicemembers that go into harm's way. What I've described in this commentary probably sounds familiar to all of you who have answered our country's call. If I can offer any advice that I learned during my time away from home is that there are ways to dial down the stress level, for you and your family. When deployed, learn to balance the day to day activities, long meetings and routine stress by finding outlets to immerse yourself in, even if it's only a few minutes a day. Movie nights, volleyball, exercise and other sporting activities can help break the monotony. Keeping in contact with loved ones by email or telephone made all the difference for my wife and me. Care packages with little toys or snacks were welcomed surprises, too. A group of company grade officers would take daily walks around the compound, but the sniper alert signs discouraged me from participating in those walks. Find what motivates you, whether it is service to your country, setting the example for your Airmen, or improving the rights and freedoms for local civilians. Leadership, trusting and supporting your wingman, knowing your weapons, tactics, techniques and procedures and having a plan to deal with stress will allow you to succeed.
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Blue to Green Commentary by Master Sgt. Donald Leydig, career assistance advisor Joint Base Charleston's Professional Enhancement Center Are you happy with your current job? Have you ever thought about joining the Army? The military has a program that might be able to help you out. It's called the Blue to Green program and allows you to finish your Air Force or Navy enlistment and then transfer into the Army. The following are some of the guidelines for this program: For E-4 and below: You keep your current rank, leave amount, time in service, time in grade and your GI Bill. You need to submit your application within 180 days of your Date of Separation, unless released early by your command. You will be retrained into an Army Military Occupation Specialty that you qualify for, depending on the needs of the Army. You will discuss this with a recruiter and a guidance counselor at the Military Entrance Processing Station. You will not have to attend basic training again, but will be required to attend a four-week Warrior Transition Course at Ft. Sill, Okla. For E-5s Your requirements are the same as E-4 and below, with the biggest difference being if you don't like the job the Army has offered you, you can turn it down and re-enlist in the Air Force if you are able to. The DD Form 368 that is completed by you and your commander is only a conditional release. You are not in the Army until you sign the paperwork accepting the MOS offered to you. For E-6s The same rules apply as for E-1 through E-5, but since you are an E-6, there might be a chance the Army cannot get you into a MOS that will allow you to keep your rank. Just as with the E-5s, you do not have to join if you do not want the MOS offered to you. For more information on the program, and to register (which is required), go to http://www.goarmy.com/btg. You can also contact a local Army recruiter who will help you through this transition.
Chaplain's thought for the day Commentary by Chaplain (Maj.) John M. Painter 315th Airlift Wing Chaplain's Office What resolutions have you made for the New Year? To lose weight? To get fit? To get out of debt? Some may have resolved to be a more compassionate friend, loving spouse or patient parent. If you could use a some help with your approach to relating to others, take a few moments to think about the implications of the simple but meaningful Zulu greeting "Sawubona" and the traditional response "Ngikhona." I don't speak Zulu, but I researched the meaning of this greeting on several language websites after hearing the term at the church I attend and then reading a blog by a missionary from South Africa. The greeting means "I see you" and the response means "I am here." Inherent in this exchange is the idea that, until we really see another person, it is as if they did not exist. How many times have you been in an unfamiliar place and tried to make contact with another person to ask directions or simply receive the reassurance of a smile? How did it feel when you knew those around you were intentionally avoiding eye contact, or were so caught up in their attention to an electronic device that they did not realize that you were present. On the other hand, didn't it feel wonderful to have a person speak to you kindly, to ask about your day and sincerely want to help? A conversation probably started and you likely considered this person a friend. In the same article referenced earlier, the missionary mentions a Zulu folk song that includes the line "A person is a person because of other people." He compares the song to the opening line in the theme from the long running TV program "Cheers": "You want to be where everybody knows your name." The most important thing we can do each day is to make time to have genuine conversation with family, friends, and co-workers; to find out what they have experienced, to offer wisdom, advice, assistance. So, I encourage you to look around as you go about your day, whether you are taking care of the mission, at your civilian workplace or your home – really "look" at those who are around you. Let them know that you are aware of their presence and their significance in your life. You will be a better wingman, friend and family member as a result.
The Patriot • February 4, 2011
Career Development Boards help Sailors Commentary by Electronics Technician 1st Class Brad Tracy, Navy career counselor Naval Support Activity Did you know that only about 20 percent of enlisted Sailors say they have been given adequate counseling and guidance on career development by their immediate supervisor? Twenty percent is a pretty staggering number, so to combat this, as part of the "Brilliant on the Basics" program; the Navy is now putting a greater emphasis on career development boards. When should you receive a CDB? Boards should be given within 30 days of checking into a new command, at the six-month point and then every year thereafter. You will also need a CDB when applying for a commission or other special programs and 24 months prior to high-year tenure as well as for Perform-to-Serve. What topics should be covered? At a minimum, you should discuss your expectations as well as the command's expectations of you. For example, discussion topics should cover advancement requirements, voluntary education opportunities, advancement information and personal and professional goals and intentions. When the CDB is complete, a career counselor will develop an individual career development plan to help track a Sailor's progress and to use that information at the next scheduled CDB. This is to ensure the command is staying on track in helping that Sailor and the Sailor is also making progress in the goals they have set for themselves. For more information, contact ET1 Brad Tracy at 764-2115.
DIAMOND TIPS Commentary by Master Sgt. Christopher Greek 628th Medical Group first sergeant Physical Training Uniform As we embrace the new physical fitness culture, I have noticed a lot of our Airmen not following the rules and guidelines in regards to wearing the physical training uniform. Below I have highlighted a few violations that I have noticed during the past few months. I challenge each and every one of you to not only ensure that we are complying with these standards, but also help enforce them. Footwear: Conservative athletic shoes will be worn. They must be plain with no bright or loud colors or excessive ornamentation allowed. Spandex: Both short and full length solid black or dark blue spandex may be worn and visible under both the PTU or IPTU and optional running shorts. This does not allow you to wear knee-length spandex. Knit watch cap: The cap will be plain, solid black, dark blue or sage green without logos. Gloves: Will be plain, solid black or dark blue without logos. Scarf and earmuffs: Will be solid black or dark blue. Earmuffs may wrap around either the top or rear of the head. All personal grooming standards apply while participating in physical fitness activities (refer to AFI 36-2903 Table 1.5) with one exception. Long female hair will be secured but may have loose ends; body art (tattoos) and jewelry standards apply (refer to 36-2903 Table 2.5) Proper military customs and courtesies honoring the flag during Reveille and Retreat apply. This means coming to full attention and rendering the proper military salute when outdoors. Saluting due to rank recognition is not required when wearing the PTU or IPTU. If you have any questions about these rules, contact your first sergeant or go to the Air Force Dress and Appearance website at http://www.afpc.randolph.af.mil/dress/policy.asp. This is a great tool to help you with your questions.
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The Patriot • February 4, 2011
`Don’t Ask’ repeal plan progressing quickly By Karen Parrish American Forces Press Service WASHINGTON – The plan to end the ban on gay men and lesbians serving openly in the military is progressing quickly, senior Defense Department officials said Jan. 28 in Washington, D.C. Clifford L. Stanley, undersecretary of defense for personnel and readiness, and Marine Corps Gen. James E. Cartwright, vice chairman of the Joint Chiefs of Staff, spoke to Pentagon reporters in the first of a series of briefings that will chart the department's progress in implementing the repeal of the law known as "Don't Ask, Don't Tell." "My sense is [we have a] really good working relationship with the services as we do this ... not only the service chiefs, but the senior enlisted," Mr. Stanley said. "You get good vibes about where we are in terms of cooperation [and] information coming forth." President Barack Obama signed the repeal into law Dec. 22, 2010, with provisions ensuring the repeal will not take place until 60 days after he, Defense Secretary Robert M. Gates and Adm. Mike Mullen, chairman of the Joint Chiefs of Staff, certify the military services are ready. As part of the Jan. 28 briefing, officials distributed copies of two memos containing the department's guidance on repeal implementation. The first, signed by Mr. Gates, sets a planning deadline of Feb. 4. The second, which Mr. Stanley signed, outlines policy changes. "Strong, engaged and informed leadership will be required at every level to implement the repeal ... properly, effectively and in a deliberate and careful manner," Mr. Gates' memo read in part. "This is not, however, a change that should be done incrementally. The steps leading to certification and the actual repeal must be accomplished across the entire department at the same time." Secretary Gates' guiding principles for implementation stress respect for individuals and common across-theservices standards, while prohibiting harassment, unlawful discrimination and policies based solely on sexual orientation. Mr. Gates directed that a repeal implementation team
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lead the process to develop plans, update policies and train the force. "What you're going to see as we move forward, we have actually three tiers as we get to the training part," Mr. Stanley said. The three levels of training begin with policy makers, chaplains, lawyers and counselors; continue with leaders including commanding officers, senior noncommissioned officers and senior civilians; and culminate with troops across the services. General Cartwright said the tiers don't have to be sequential, and the services can conduct the levels of training as they see fit. Present at the Jan. 28 briefing were Virginia "Vee" Penrod, deputy assistant secretary for military personnel policy and chairwoman of the repeal implementation team, and Marine Corps Maj. Gen. Steven Hummer, the team's chief of staff. Ms. Penrod said the team has worked for several weeks with service representatives to develop training guidance, modules and plans. "We expect to have those accomplished next week," said Ms. Penrod. "It's been a joint effort, with not only the military departments but [also] the Joint Staff, to develop consistent training." 7555 Northside Drive North Charleston, South Carolina 29420 email@example.com
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General Hummer said the team is developing a "standardized commander's toolkit" for the training effort. The services can tailor the toolkit to ensure the training meets their specific needs. The training packets will include videos featuring the service commanders, presentations outlining policy considerations and a series of vignettes trainers can use to spur audience discussions. The team also is charged with preparing progress reports and updating Mr. Gates every two weeks on policy development and training progress. "We know, when you're dealing with 2.5 million people and a new policy, that we're probably going to have some discovery as we go," said General Cartwright. The two-week updates provide a feedback mechanism that will allow defense and service leaders to track what they've learned, react and then move forward. "That will all be considered in the so-called calculus of when we go to the secretary and the chairman to certify," said General Cartwright. Mr. Stanley's memo detailed military policy changes that will happen when repeal takes place. Defense officials emphasized that any changes will not take effect until repeal is implemented, and that all current policies remain in force in the meantime. Most policies will not change, including those covering standards of conduct, equal opportunity, personal privacy, military benefits, medical treatment and duty assignments. But recruiting, re-accesssions and separation policies will change. Sexual orientation will no longer serve as a bar to enlistment or a return to the military, or as a reason for dismissal. Mr. Stanley said that while the department doesn't see the need for many policy changes, there is a definite need for policy clarification. "We are fundamentally focused right now on our leadership, professionalism, discipline and respect," said Mr. Stanley. "I have to underscore that every person who serves and who wears a uniform - and to include our civilians, who are working within the Department of Defense - they take an oath. And that oath breaks into that foundation of leadership, professionalism, discipline and respect."
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The Patriot • February 4, 2011
Mail Order Pharmacy saves time and money Courtesy 628th Medial Support Group The TRICARE Mail Order Pharmacy or Express Scripts is the mail order pharmacy service used by the Department of Defense. It is less costly for patients and the DoD than retail pharmacies. It also offers the convenience of home delivery of medications and is available to TRICARE beneficiaries. By using the TRICARE Mail Order Pharmacy, a 90-day supply of medicine can be purchased for the same co-payment as a 30-day supply in network retail pharmacies: copayments for a 90-day supply delivered to your home are $3 for generic, $9 for formulary brand, and $22 for non-formulary medications. Refills can easily be re-ordered by mail, phone, online or by signing up for auto refills that will be sent to your mail box automatically. Prescriptions are delivered directly to your home-with free standard shipping. Using the TMOP can save the time and effort of making trips to the pharmacy. Home delivery represents significant savings to the DoD compared to retail. The average cost to the DoD for a 90-day supply of a brand medication is $294 at retail but only $169 through TMOP home delivery, 43% less. Every week more than 200,000 prescriptions are home-delivered through the U.S. mail. The Military Health System goal is to increase this to 500,000 per week. This represents a potential savings of more than $238 million per year. In order to use the TMOP: • Patients can register by mail, phone (1877-363-1303) or online: www.expressscripts.com/TRICARE (click on the pill bottle on the left hand side of the screen). • Download the mail order form at:
http://express-scripts.com/TRICARE/docs /web_standard_dodmailorderform.pdf, fill it out and send the form with prescriptions and a check, money order or credit card number for co-pay payment directly to: Express Scripts, Inc., PO Box 52150, Phoenix, AZ 85072. • Refills can be ordered easily by mail, phone, or online. Prescriptions can be transferred from a retail pharmacy or MTF’s by calling the Member Choice Center. The MCC will contact the physician directly to authorize a new prescription. • Patients can contact the MCC by phone at 877-363-1433 to get started or online using the “Change to Home Delivery” feature at www.express-scripts.com/TRICARE. • Physicians can fax new prescriptions for registered patients directly to Express Scripts (1-877-895-1900). In order to refill a prescription via TMOP: • Use the toll-free number on your TMOP prescription bottle. • Order refills quickly and easily using your online account. • When a prescription is received via Express Scripts, a refill form is included with the first shipment. Use the envelope provided to mail the refill form to Express Scripts. Mail the refill form about three weeks before your current supply will run out. If mailing the form before then, the order may be delayed. Also, make sure the prescription has not expired. Prescriptions usually arrive at a U.S. postal address within 14 days. To make sure refills are received before the current supply runs out, re-order at least two weeks before the refill is needed. Allow a few extra days for APO/FPO delivery. With the automated refill service, refills arrive on time automatically.
U.S. Air Force photo/Senior Airman Timothy Taylor
437th Airlift Wing holds annual awards banquet Col. John Wood, left, and Chief Master Sgt. Terrence Greene right, present Staff Sgt. Robert Pennington the Noncommissioned Officer of the Year award for 2010 during the annual 437th AirLift Wing awards banquet, held at the Charleston Club Feb. 2, 2011. Colonel Wood is the 437 AW commander, Chief Greene is the 437 AW command chief and Sergeant Pennington is from the 437th Maintenance Group.
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The Patriot • February 4, 2011
Navy announces new uniform components and rules Courtesy of Chief of Naval Personnel public affairs WASHINGTON – The chief of naval operations approved Navy Uniform Board recommendations Jan. 25. The recommendations include a new cutlass for chiefs, an overblouse for female officers and chiefs, updated rules for portable communication devices and clarification on the manner of wear for flight suits. "Whether addressing new proposals or updating old regulations to the current operating environment, the Uniform Board has taken input from the fleet and provided the best recommendations and proposed solutions for CNO's approval," said Capt. William Park, head, Officer Personnel Plans and Policy, who also oversees the Uniform Matters Office. "The result is a set of adaptive uniform regulations that maintains the professional appearance of our Sailors." Designed to be worn by members of an official party during ceremonies requiring officers to wear swords, the chief petty officer cutlass may be the most visible of the announced uniform changes. With a twenty-six inch stainless steel blade and four laser engraved CPO anchors (CPO, SCPO, MCPO and MCPON) on the base, the new cutlass is expected to be available for purchase in August. As an optional uniform item, the uniform board sought to ensure uniformity in appearance by directing the cutlass to be worn only when all members of an official party are wearing swords. The next change was the approval of an overblouse option for female officers and chiefs when wearing the poly/wool service khaki uniform. Since the roll-out of the service uniform for junior enlisted, the Office of Women's Policy had received regular feedback from the fleet, requesting a similar overblouse option for female officers and CPOs to wear with their service khaki uniform. When
this change takes effect in 60 days, female officers and CPOs will be able to wear the overblouse with slacks or skirts. Portable electronic devices were another topic of concern for Sailors, which prompted the uniform board to make several noteworthy changes. Effective 60 days from the announcement, Sailors will be authorized to use these devices while in their service or working uniform, to include when walking. Although authorized, the device must be conservative in color and design, cannot distract from the appearance of the uniform, U.S. Navy photo courtesy of Kaitlyn Burg must be worn on the belt CAMP PENDLETON, Calif. – Capt. Paul Pearigen, left, the commanding officer of Naval aft of the elbow and cannot Hospital Camp Pendleton, passes the cutlass to Command Master Chief Kevin Burg after interfere with the rendering receiving it from Master Chief Petty Officer Jill Eastin, right, during a change of office cereof military courtesies and mony on the Captain's Patio at Naval Hospital Camp Pendleton. honors. The final set of changes announced in the update of Naval Operations is allowing flight suits to be worn at regarded the manner of wear for the aircrew flight suit. designated events in calendar year 2011. A list of these While in the continental United States, the green flight approved Centennial of Naval Aviation events will be suit will be worn with a black undershirt. released quarterly by Commander, Naval Air Forces. While overseas, aircrew may wear tan flight suits with To learn more about these uniform changes, read brown undershirts as determined by the Navy component NAVADMIN 025/11, at http://www.npc.navy.mil/NR/ commander. r d o n l y r e s / 7 1 3 FA 6 2 2 - A 1 A 1 - 4 6 F E - 9 C B 5 To support the Centennial of Naval Aviation, the Chief 3DAF854ECAD5/0/NAV11025.txt
Continued success: 628 LRS awarded 2010 Daedalian By 2nd Lt. Adrianne Schilling 628th Logistics Readiness Squadron The 628th Logistics Readiness Squadron was recently named the Air Mobility Command's 2010 Daedalian winner. The Daedalian award, also known as the Maj. Gen. Warren R. Carter Logistics Readiness Award, was first presented in 1962 and is presented to the squadron that achieves the best supply effectiveness record in support of mission aircraft and weapons in the U.S. Air Force. It is one of the most coveted awards in the logistics world. The 628 LRS has a distinguished track record when it
comes to awards, including being named as one of the top three squadrons considered for the Daedalian for the last five years. Last year, the squadron received numerous accolades including: the American Petroleum Institute award for Best Fuels Flight in AMC; the Silver for Fuels at the Air Force level; the South Carolina Air Force Association award, and the 2009 Gerrity Award for best logistics effectiveness. Although the squadron's overall goal is to be the best in the Air Force, the grueling operational pace of 2010 almost ensured that Team Charleston and the 628 LRS would lead the way. Haitian relief efforts, the Afghan
surge, and high daily operations saw the 628 LRS pumping more than 65 million gallons of JP8 fuel, procuring 1,200 Mission Capable Parts, repairing 10,000 vehicles, and completing more than 700 directed wing taskings. 628 LRS Commander, Lt. Col. Stevan Kaighen said, "In the face of high deployments and an even higher operations tempo, our team still managed to meet and sustain levels of excellence as can be seen through the continued success of our LRS Airmen and the LRS as a whole." The 628 LRS will now compete at the Air Force level. Congratulations to each and every Airman who worked so hard to accomplish this goal.
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The Patriot â€˘ February 4, 2011
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